Black Country
Enterprise Action Plan
2008-2011
19th September 2007
Black Country Enterprise Action Plan
CONTENTS
Executive Summary and Next Steps
2
THE BIG PICTURE
The Strategic Context for the Action Plan
1
The Strategic Overview
3
2
The Key Priorities
7
MAKING IT HAPPEN
The Enterprise Action Plan 2008-2011
3
Project Prioritisation in the Action Plan
11
4
Delivering the Key Projects
12
5
Implementation, Linkages and Governance
15
Appendix 1: The Enterprise Champions Group
Appendix 2: The Project Details
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Black Country Enterprise Action Plan
BLACK COUNTRY ENTERPRISE ACTION PLAN
EXECUTIVE SUMMARY AND NEXT STEPS

The key economic development partners in the Black Country through a “Champions”
group have developed the Black Country Enterprise Action Plan. It has been written in
the context of the new Regional Economic Strategy, the Black Country Study, the
emergent Business Link West Midlands and Local Economic Strategies and LAA
targets. It focuses on the key economic challenges facing the sub-region while
recognising its important strengths.

The Action Plan identifies activities that will assist in closing the output gap between the
Black Country and the national average. It covers the period 2008-2011. The Action
Plan recognises that to achieve its goals, there needs to be engagement with all
communities in the Black Country, particular those from traditionally “disadvantaged”
backgrounds while also helping people to exploit high value growth agendas.

The Action plan identifies three related strategic priorities. Within these priorities are
programme areas and within these 16 projects have been identified in the first instance
to be implemented within the three year period. Seven Projects have been identified as
“Green Light” whilst the remaining requires considerable development.

The three priorities are:
o
o
o
Creating an enterprise culture –raising the profile of enterprise and
entrepreneurial behaviour. Examples of projects include the Enterprise
Partnership Centre at IKEA in Walsall and a scheme to assist graduates to
develop social enterprises to support other Black Country businesses.
Enterprise in our communities –encouraging more people from the Black
Country to become entrepreneurs. Examples of projects include new
community asset developments, the forging of links between the voluntary
and private sectors and franchise developments.
Enterprise development and innovation –encouraging the development of
strategic centres to focus the knowledge economy. Examples of projects
include incubation and managed workspace facilities at Wolverhampton
Science Park, the Performance Arts Centre at Walsall, the Glass House in
Amblecote and the South Black Country Innovation Campus.
Next Steps
To achieve maximum impact it is recommended a series of further key actions need to take
place by March 2008, namely:





Wider partner consultation and endorsement e.g. Local Authorities, Local Strategic
Partnerships, Community and Voluntary Sector, Chamber of Commerce
Programme and priority alignment with other emerging resources e.g. LABGI and
ERDF
Coordination of dedicated support to ensure that “Green Light” projects become
operational and the remaining projects are brought forward quickly
Analysis of total projects investment requirements, leverage and impact of outcomes
and outputs to meet Black Country Study targets
Identification of amendments and refinements to the Action Plan to address issues
arising from consultation
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Black Country Enterprise Action Plan
THE BIG PICTURE
The Black Country Enterprise Strategy
1.
THE STRATEGIC OVERVIEW
The Black Country Vision – A “we can do it” place
1.1.
Successful places are dependent on a range of factors – economic vitality and diversity, a
skilled workforce, good connectivity, strong institutional capacity and leading edge
innovation – and excellent quality of life. A vibrant local economy underpinned by high levels
of enterprise is a key factor in creating successful places. This is essential to enabling
people to realise their aspirations, and to the longer-term sustainability of communities.
1.2.
The Black Country Study embraced these attributes in setting out an ambitious and bold
agenda for change in its 30-year Vision. The Vision identified a confident and prosperous
Black Country with thriving urban centres each offering a distinct and wide range of
shopping, leisure and cultural facilities, modern employment opportunities and a choice of
quality housing.
1.3.
The prosperous and ambitious place described in this Vision will require a step-change in
the way the Black Country embraces enterprise in its widest sense. It will be essential to
build an enterprise culture that extends to every community, create more new businesses
and harness the entrepreneurial potential of every existing business.
The key targets for the Black Country
1.4.
The Black Country Study identified a £2.6bn annual output gap between the Black Country
and the English average, measured in Gross Value Added (GVA). It is estimated by partners
that this gap is now £3.2bn in summer 2007.
The Black Country Study set the following targets for the sub-region over a 30-year
period to help close the existing productivity gap with the rest of the country.
Jobs: 63,000 more people into work to achieve the Government target of 80%
employment rate (Effect on GVA - £2.0bn)
Skills: 52,000 more people educated to degree level (Effect on GVA - £0.8bn)
New Firms: create some 900 more new VAT-registered businesses a year (Effect on
GVA - £1bn)
The 2005 Black Country Incubation Strategy also found that effective incubation
could create 17,000 jobs over 30 years in over 1,500 new firms; and that these
incubated firms would have much higher levels of GVA per employee (Effect on GVA
- £1.6bn)
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Black Country Enterprise Action Plan
The national, regional and sub-regional strategic fit
1.5.
This Enterprise Action Plan sets out the key areas of enterprise activity required to
contribute to these transformational changes, and the programmes and projects which will
deliver this. The Action Plan also aims to identify leadership, potential resource streams,
timelines and impact for each programme.
1.6.
It is consistent with other approaches to economic regeneration and enterprise within the
Black Country, including:
1.7.

the Regional Economic Strategy with its key themes of Business, Place and People

the Black Country Study

the work of the Regeneration Zone

local economic frameworks

the emerging Business Link activities

the developing Block 4 LAAs for each local authority area.
The Action Plan brings together priorities stated in the Black Country’s LEGI application, the
Future Foundation/Arc of Opportunity Enterprise Framework 2006, the Black Country
Incubation Strategy 2006/08 and the enterprise projects included in the 2007/10 ZIP.
Agreeing terms…
The new RES describes it as “a driver of productivity and a route to creating
employment and driving regeneration”.
For the purposes of this Action Plan, “Enterprise” is defined broadly to encompass all
activity aimed at making the Black Country’s people, communities and businesses
more enterprising, more likely to think and act entrepreneurially and more innovative
in how they go about their business.
Quite simply “Enterprise” is about responding to the big challenges of a changing
economy - manufacturing restructuring, globalisation and competitiveness, the
knowledge economy, individual and community ambition, exploiting ideas and
opportunities, and building the “we can do it” culture throughout the Black Country.
In terms of public sector support this can involve:

enterprise education programmes and awareness campaigns

guidance about entrepreneurial opportunities and preparing to start a business

practical support and facilities to help create the business and get it established

tailored support and innovation services for business with the potential to grow
In particular it must involve strong partnership working between the key public sector
partners who must embrace the concept of enterprise in everything they do.
1.8.
It is vital that the Black Country Enterprise Action Plan harnesses the resources and
expertise of all stakeholders whether they are working at a Regional, sub-regional or local
level. Regionally delivered activities such as the new Business Link business brokerage
service will provide a standard service level across the West Midlands and it is essential that
this provision is defined and comes on stream with some urgency.
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Black Country Enterprise Action Plan
1.9.
However the fact that most generic programmes for business support are national or
regional means that the particular challenges faced by the Black Country will only be
addressed by a collaborative and joined-up approach to partnership working. The subregional and local partners must be encouraged to bring their insight and local expertise to
sit alongside and supplement the Regional funders and delivery agents in key areas such as
innovation support for SMEs with real growth potential.
Rationale for action on enterprise
1.10.
The evidence of the need to intervene to develop enterprise in the Black Country is clear.
This Action Plan sets out some of the key challenges being faced by the Black Country as
well as a number of real opportunities for economic growth through enterprise creation and
development.
Enterprise challenges
1.11.
The Black Country Study shows that the comparative lack of business starts is the biggest
factor in the Black Country’s output gap – explaining at least £1bn of the £3.2bn output gap.
Some of the challenges we must address are outlined below.

Lack of pervasive culture of enterprise and dynamism, evidenced by low rates of
business formation and business stock

The need for 900 additional new VAT-registered businesses a year

Large numbers of young people with limited skills and low aspirations for work, with
almost two-thirds of young people in some wards having no qualifications at all

A shortage of people with degree level qualifications

A large number of working age people on worklessness benefits – over half of
whom are under 50

A reliance on business sectors that are firmly in the slow lane – and also a low level
of productivity in all sectors, suggesting a generic weakness in skills, productivity
and innovation

A low paid, low wage economy
Enterprise opportunities
1.12.
However the Black Country also has some major strengths, which can act as a platform for
building an enterprise culture and a much higher level of business start-up activity. These
opportunities include:
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Black Country Enterprise Action Plan
1.13.

Substantial progress already made in regeneration and changing the image of the
Black Country

Work being done to establish a Black Country Incubation Network in support of the
Incubation Strategy

Evidence of a collaborative way of working between the local authorities, public
agencies and private sector leaders – vital in the light of the recent Review of Subnational Economic Development and Regeneration

The establishment of the Enterprise Champions Group who have overseen the
development of this Action Plan (membership shown at Appendix 1)

The active participation of global business partners such as Microsoft and IKEA

An active voluntary and community sector contribution to enterprise, helping reach
potential entrepreneurs who might not otherwise engage

Real commitment from the University of Wolverhampton and the creation of the
ground-breaking Colleges Consortium

The alignment between our emerging enterprise proposals and the emerging
Business Support Simplification Model, evidenced by the participation of Black
Country SBS in developing this Action Plan

A business start up programme, supported by Business Link West Midlands,
managed by BCSBS, with delivery from the University and local partners and
involvement of the key Black Country stakeholders
Therefore the rationale is clear. The market failure with respect to enterprise and
entrepreneurship – linked to low productivity and poor skills and economic participation –
points to a need to intervene. And the presence of a range of positive factors means that
there is a strong platform for building effective public sector initiatives, supported by some
major global private sector players.
Working together to achieve success
1.14.
This Action Plan for the first time brings together activity planned or anticipated within the
Wolverhampton and Telford Technology Corridor, the Regeneration Zones and the Black
Country Inspired LEGI application. We are committed to ensuring now and in our future
actions we retain this process of joint and integrated working to achieve alignment and
avoidance of duplication
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Black Country Enterprise Action Plan
2.
THE KEY PRIORITIES
2.1.
This section sets out the principles of the Enterprise Action Plan and defines the key themes
that it encompasses. These themes are fully interlinked and mutually supportive.
2.2.
Working closely with a range of private and public sector partners, we aim to create 10,000
new businesses by 2017. These businesses will range from simple self-employment, to
thriving social and community enterprises and right up to high-growth, innovative companies
supported through incubation. The creation of 10,000 new VAT-registered businesses by
2017 will increase GVA by at least the £1bn a year identified in the Black Country Study.
Scope and focus
2.3.
Achievement of the business start-up, jobs and GVA targets will require a broad approach
covering every community in the Black Country. Our efforts will need to focus on three key
groups, using methods appropriate to each:
 the general public throughout the Black Country, to raise their awareness and offer
support for taking ideas forward
 those people in disadvantaged areas or groups which currently experience an
“enterprise deficit” compared with the rest of the Black Country community
 people with high potential enterprise ideas including spinouts and existing companies
wishing to exploit new opportunities.
2.4.
In line with the emerging new West Midland Economic Strategy we will focus a significant
proportion of our enterprise resources on young people and on under-represented
communities and groups such as certain BME groups, women and people who are
economically inactive.
Key thematic priorities
2.5.
The interactive process of consultation that has led to the development of this Enterprise
Strategy identified three key strategic priorities for enterprise in the Black Country.



Creating an Enterprise Culture
Enterprise in Our Communities
Enterprise Development and Innovation
These themes are closely linked. They form an unbroken continuum that stretches from
changing attitudes to enterprise and business throughout the Black Country; to supporting
the establishment of new businesses in every community; and right through to assisting new
and existing small businesses to grow, innovate and prosper.
Theme A: Creating an Enterprise Culture
2.6.
This is an innovative theme designed to raise the profile of enterprise and entrepreneurial
behaviour throughout the Black Country but with a particular emphasis on young people and
graduates. The activity will aim to engage learners, at all educational stages from Key Stage
1 to higher education, in a series of interventions that will introduce them to enterprise and
entrepreneurship and help foster a long-term entrepreneurial ethos. The theme will add
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Black Country Enterprise Action Plan
value to the current mainstream provision, improve educational attainment levels and
increase the total entrepreneurial activity throughout the Black Country.
2.7.
2.8.
Activities will include:

Children and Education – We will work with Education Business Links partnerships,
schools and with key employers to develop enterprise education and to provide practical
experience of business for young people throughout the Black Country.

Graduates – Graduates are recognised as a major source of potential entrepreneurs,
and a group more likely to develop high-growth and high-value businesses. We will work
with the University of Wolverhampton to provide support and mentoring for enterprising
graduates.

Disengaged Young People – Enterprise has been shown to be an effective subject for
helping re-engage young people who are otherwise hard to reach. We will provide
practical and motivational experience for young people and incorporate computer games
skills in an enterprise programme.

General Awareness Building – Campaigns to raise awareness of enterprise
opportunities amongst the wider population – linked to Theme B.
However, the nature of cultural change is that it takes time. This is not a quick fix with readymade outputs and outcomes. But it is an absolute pre-requisite of an Enterprise Strategy. To
raise hard measures like the business start-up rate to national levels will require work at
grass-roots with young people and with the target communities outlined above, over a period
of years to create the right environment for enterprising behaviours.
Theme B: Enterprise in Our Communities
2.9.
This programme is concerned with encouraging more people to become Black Country
entrepreneurs. We will develop a focused range of techniques to engage with enterprising
individuals, groups and communities. Activities will include:

Facilitation – We will develop successful enterprise facilitation and animation
models, working with specific client groups and using outreach in innovative ways in
target communities to promote self-employment as a career option.

Franchising - Business format franchising is an acknowledged model for investment
in business creation and growth. There are 34,000 franchisees in the UK, employing
370,000 people and the average initial investment is £50,000. We will work with the
British Franchise Association and others to support successful take-up.

Mentoring – Talking to experienced entrepreneurs has been shown to be a useful
support activity. They may have faced similar problems and can offer guidance,
support and act as role models. We wish to build on existing valuable mentoring
schemes that are available for young people and other specific groups.

Social Enterprise Creation – Social enterprises are run for a beneficial community
purpose and invest their surpluses back into that community purpose. They include
social firms, mutual organisations such as co-operatives and large-scale
organisations operating nationally or internationally. There are 55,000 in the UK
providing a turnover of £27bn. We are already having some real success in
developing social enterprises in the Black Country.

Community Asset Development - The benefits of the transfer of public assets to
community organisations are well known. The recent Quirk Review outlined the
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Black Country Enterprise Action Plan
benefits and set out a framework for community asset development. We will work
with key community-based partners in the Black Country to create a small network of
community assets aimed at supporting enterprise and community businesses and
building community confidence.
2.10.
Public sector partners will work closely with the voluntary and community sector and also
with dynamic private sector employers and sponsors. The interventions will be aimed at
creating hard outputs in terms of businesses created and sustained, jobs created and skills
gained. In addition they will generate outcomes in the development of social enterprises and
community assets, and in entrepreneurship in the target groups and communities.
Theme C: Enterprise Development & Innovation
2.11.
This important strand of activity is incorporated in the Enterprise Strategy because it is
essential to view the enterprise process as a continuum. This starts with creating a culture of
enterprise and opportunity; extends towards seizing the opportunities and taking the plunge
into self-employment or business creation; and then continues into the application of
enterprise and innovation in established businesses to maximise their contribution to
productivity and GVA growth.
2.12.
The Enterprise Development & Innovation strand incorporates the work-taking place
throughout the Black Country to bring the 2005 Black Country Incubation Strategy to fruition.
National policy emphasises the important role of an integrated incubation process, designed
to nurture growth-hungry, knowledge-based new businesses in developing competitiveness
at home and in export markets. Fostering new business formation, supporting growth and
increasing the survival of young businesses achieve this. The Black Country Study calls for
the creation of a “strategic centres-led knowledge economy”.
2.13.
The activities will include:

Black Country Enterprise Innovation Network – The development of a series of
inter-linked physical enterprise centres, with incubation and innovation facilities on-site
supported by innovation advisory services and linked closely to existing and refreshed
managed workspace facilities.

Additional Business Support - The provision of targeted business support services
provided by a range of collaborative regional and local partners and linked to the
Enterprise Innovation Network. These services will probably focus on two groups:
those people who are not ready for the portfolio of business support services provided
by Business Link West Midlands and the provision of specialist or technical services
that are outside of the scope of Business Link West Midlands services. In all aspects
of service development, we will work closely with Business Link West Midlands to
ensure there is understanding and agreement on actions.
The Key Black Country enterprise projects
2.14.
After a process of project assessment the Black Country Enterprise Champions Group has
identified sixteen initiatives that they aim to take forward over the next 10 years to contribute
towards the enterprise objectives of the Black Country Study and to move towards the
various LAA targets and objectives for the sub-region.
2.15.
We recognise and support the ambitious longer term proposals that compliment and
enhance our plan for example, the proposed Offsite Manufacturing Hub, the Walsall
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Black Country Enterprise Action Plan
Gigaport and the Wolverhampton Creative Industries Quadrant.
partners to assess progress and make any revisions as necessary.
We will work with our
2.16.
Equally, a major contributor to the Black Economy is made by BME owned businesses. The
current regional business support model is exploring how targeted support can be given. We
will monitor this situation and ensure that this key group is fully engaged in our plans. The
Plan will also be supported by actions included within the Microsoft partnership proposals
the Black Country Education Challenge.
2.17.
These projects are outlined briefly below but will be explored in more detail in the following
chapter, which make up the Enterprise Action Plan for delivery over the next three years.
The 16 Priority Projects
Key Outputs & Impacts
Theme A: Creating an Enterprise Culture
A1 Enterprise Partnership Centre
A2 Enterprising Graduates
A3 Bridging Enterprise
A4 Enterprise in Further Education
A5 Enterprise Training for Teachers
Early outputs in graduate employment,
business creation, and businesses
engaging with the knowledge base and
skills development.
But mainly working towards longer-term
impacts in terms of attitudes to enterprise
and levels of educational attainment and
ambition amongst young people – from
primary school to graduates.
Theme B: Enterprise in Our Communities
B1 Community Asset Development - Walsall
B2 Franchising Development
B3 Social Enterprise & Disadvantaged Areas
B4 Community Asset Development -Sandwell
B5 Mentorprise
B6 Enterprise Facilitation
Outputs in new businesses created,
social enterprises created, jobs created.
All of these with successes in
disadvantaged areas and target groups.
Wider impacts in attitudes to enterprise in
deprived communities, the development
of role models, and engagement of
private sector mentors and creation of the
“we can do it” ethos in the Black Country.
Theme C: Enterprise Development & Innovation
C1 Wolverhampton Science Park Phase 4
C2 Performance Arts Business Centre
C3 Glass House – Ruskin Mill
C4 South Black Country Innovation Campus – Phase 1
C5 South Black Country Innovation Campus – Phase 2
Outputs in new businesses created, jobs,
businesses assisted and engaging with
the knowledge base, skills development,
brownfield land and growing GVA.
Wider impacts in economic diversification,
high quality employment, graduate
retention and attraction, inward
investment, profile and image.
Supporting activity alongside the specific projects
2.18.
These projects form the key activities of the Enterprise Action Plan but they are not the
whole story in terms of public sector investment in the economic development and
regeneration of the Black Country.
2.19.
The scope of the new Business Link West Midlands business and skills brokerage is
currently being established. This Action Plan has been drawn up on the assumption that the
brokerage service will provide a volume and quality of support that meets the needs of
mainstream business throughout the Black Country. Other key activities include the work of
the Prince’s Trust and a wide range of voluntary and community organisations which will
continue to deliver results alongside the named projects in the Action Plan.
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Black Country Enterprise Action Plan
MAKING IT HAPPEN
The Enterprise Action Plan 2008-2011
3.
PROJECT PRIORITISATION IN THE ACTION PLAN
3.1.
The Enterprise Champions Group has established a three-part categorisation of the 17
projects to provide clarity about where partners’ resources should be focused during the first
three years of the Enterprise Action Plan between 2008/09 and 2010/11. The categorisation
is based on the traffic light system:

Green Light – On track: projects that have been approved or are near to approval
and are moving towards implementation.

Green Light – Taking shape: projects that need some more business case
development work before they can be submitted for approval.

Amber Light – Real work still to do: projects that will require a considerable amount
of project development work and which may not be ready for implementation for at
least two years.

Red Light: The process of strategy development has obviously eliminated any
potential “Red Light” projects.
GREEN LIGHT – AND ON-TRACK




A1 Enterprise Partnership Centre
B1 Community Asset Development – Walsall
C1 Wolverhampton Science Park Phase 4
C2 Performance Arts Business Centre
 C3 Glass House – Ruskin Mill
GREEN LIGHT – AND TAKING SHAPE
 A2 Enterprising Graduates
 C4 South Black Country Innovation Campus – Phase 1

AMBER LIGHT – REAL WORK STILL TO DO
 A3 Bridging Enterprise
 A4 Enterprise in Further Education
 A5 Enterprise Training for Teachers
 B2 Franchising Development
 B3 Social Enterprise & Disadvantaged Areas




3.2.
B4 Community Asset Development – Sandwell
B5 Mentorprise
B6 Enterprise Facilitation
C5 South Black Country Innovation Campus – Phase 2
The 16 projects are set out and discussed in the following sections and in Appendix 2.
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Black Country Enterprise Action Plan
4.
DELIVERING THE KEY PROJECTS
Theme A: Creating an Enterprise Culture
4.1.
This theme acknowledges the importance of embedding enterprise culture into mainstream
education from an early age. It seeks to introduce children and young people to enterprise
through a variety of Social and Community interventions from Key Stage 1 onwards.
Actions to create an enterprise culture directly address the lack of ambition and confidence,
especially within our deprived communities.
4.2.
Creating an Enterprise Culture includes six key projects. These interventions will use certain
resources already committed and seek new resources in order to enhance current provision.
They will also aim to influence the use of existing resources, such as the schools’ own
enterprise budgets. The key projects are:
A1 Enterprise Partnership Centre - Facility being developed in partnership
with IKEA in a new store extension in Walsall. A Hub for enterprise training, it
will enable school students to learn about, and experience, enterprise and
business, and develop employability skills in an enterprising environment with
an international reputation.
Start 2007/08
A2 Enterprising Graduates - A ground-breaking scheme where a multidisciplinary team of graduates are mentored and supported to create social
enterprises which in turn will provide specialist services to Black Country
businesses to improve their performance, innovation and sustainability.
Start 2008/09
A3 Bridging Enterprise - Addressing shortcomings in existing enterprise
education by focusing on entrepreneurship. Driven by the education sector
but with business-centred elements including networking, inspirational
mentors and Enterprise Challenge aimed at meeting local business needs.
Start 2009/10
A4 Enterprise in Further Education - Six colleges have come together to
develop and implement an enterprise curriculum across the Black Country.
They will develop a range of flexible programmes from short courses to NVQ
Level 2 and beyond that will be available to over 10,000 young people and
residents of target communities. Mentors and role models will also be used.
Start 2009/10
A5 Enterprise Training for Teachers - Accredited framework of CPD for
teachers and providers engaged in enterprise education. Teachers released
for up to one week a year to work in business. Business mentors will work
with schools to bring practical experience to enterprise education.
Start 2009/10
£230,000
£1.63m
£230,000
£500,000
£575,000
Theme B: Enterprise in Our Communities
4.3.
The rationale for this theme is based on ensuring access to enterprise opportunities through
project activities delivered at the local level. Evidence from Sirolli, Bizz Fizz and other locally
based and delivered programmes suggest that organically developed and delivered
activities can provide a much greater community focus to enterprise stimulation than some
traditional ‘top-down’ approaches.
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Black Country Enterprise Action Plan
4.4.
In conjunction with activities to promote franchising as an attractive self-employment and
business growth option, this strand of action will build on the enterprise culture work and
seek to increase the rate of business creation in the Black Country, particularly in more
disadvantaged communities.
B1 Community Asset Development – Walsall - A new building to provide a
high profile centre for young people with a strong focus on enterprise. The
activity will focus on developing social enterprises in conjunction with
major private companies such as IKEA and B&Q.
Start 2007/08
B2 Franchising Development- To promotes franchising as an accessible
route to enterprise through events and workshops. Then to progress
enterprising people into demand-led training by specialist facilitators from
the British Franchise Association and other bodies. Participants will be
introduced to the mainstream business support brokerage service.
Start 2008/09
B3 Social Enterprise & Disadvantaged Areas - Creating and growing
social and community businesses. Rolling out the Walsall experience
across the Black Country, the scheme will forge links with private business
– including IKEA - and with mainstream business support. Engaging
private sector companies through organisations like BITC to champion
enterprise development in deprived areas.
Start 2009/10
B4 Community Asset Development – Sandwell - Refurbished and
extended a community facility to create units for enterprise development
and incubation, with linkages to Business Link, and local colleges.
Anticipating a mix of commercial and social enterprises.
Build 2008/09
B5 Mentorprise – Working with organisations such as the Princes Trust
and existing models, to recruit and train a pool of highly motivated
business mentors to provide new entrepreneurs with a dedicated mentor
for their first year of trading. Development will include an induction pack
and Mentorprise training.
Start 2008/09
B6 Enterprise Facilitation - Programme of grass-roots enterprise
facilitation to assist people wanting to start their own business. Building on
the Sirolli and Bizzfizz approaches, with a strong community focus and a
dedicated facilitator based in the heart of the community.
Start 2009/10
£1.93m
£990,000
£1.8m
£2.3m
£500,000
£1.225m
Theme C: Enterprise Development & Innovation
4.5.
In order to create and sustain innovative new businesses, we must ensure access to the
right type of environment and added value services that new businesses require. Such
support might include pre-incubation services; physical incubation services; virtual
incubation; access to finance, linkages to grow-on provision; and linkages to wider
enterprise initiatives.
4.6.
The Black Country Incubation Strategy (BCIS) sets out the key priorities for providing the
physical accommodation and complementary business support services required by Black
Country businesses. It aims to deliver an “integrated best of class incubation system,
actively helping the Black Country achieve its 30 year vision by raising productivity and
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Black Country Enterprise Action Plan
entrepreneurial activity”. The BCIS highlights the importance of a co-ordinated approach to
incubation, one that supports the Black Country’s wider enterprise efforts.
C1 Wolverhampton Science Park Phase 4 - A major development of
Incubation and managed workspace for high-growth start-ups building
upon an already successful model. This proposal directly addresses the
need for high value added activity in the Black Country
Start 2008/09
C2 Performance Arts Business Centre - A new economic development
unit within Walsall Campus of the University, combining incubation with
tailored business support for performing arts businesses, accredited
management courses, workforce development and graduate courses.
Start 2008/09
C3 Glass House – Ruskin Mill – Create world-class glass centre, with
opportunities for graduates, local businesses and young people.
Innovation workshops and business development centre with incubation
and grow-on space. Double existing cluster of studio-based glassmakers.
Start 2008/09
C4 South Black Country Innovation Campus – Phase 1 - The Campus will
combine innovation management support and mainstream business
support through the business brokerage. It will include space for local
colleges to deliver an enterprise curriculum to including a Level 2
qualification.
Start 2009/10
C5 South Black Country Innovation Campus – Phase 2 – A potential new
build facility designed to grow from the phase one development and link
with the other facilities to create effective and integrated network. Linked
to refreshing the Managed Workspace Portfolio programme of investment
in Sandwell’s existing managed workspace estate to bring it up to modern
business needs.
Start 2010/11
£8.0m
£16.0m
£15.9m
£30.0m
£6.6m
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Black Country Enterprise Action Plan
5.
IMPLEMENTATION, LINKAGES AND GOVERNANCE
Linkages with other activities
5.1.
The Action Plan identifies activities that contribute to closing the output gap between the
Black Country and the national average. This includes retaining the key elements of the
original LEGI bid – i.e. through a focus on disadvantage – as well as ensuring that we
support those who may have more skills and personal resources to set up and grow their
businesses. The achievement of the Black Country Study objectives and targets will require
such a broad and all-encompassing approach to enterprise.
5.2.
The focus for the Action Plan is primarily on key enterprise-related projects that can be
delivered by those in the core operational group that will drive the implementation of the
Action Plan. However the Action Plan also links with activities to which it will need to be
aligned such as the new Business Link mainstream business support service.
5.3.
Our activities focus first and foremost on increasing the vibrancy of our economy by
supporting the creation of new enterprises, from the thought to the idea, to pre-start planning
and starting up. This focus is on working with young people to create an enterprise culture,
creating opportunities for people to develop their business idea and providing supported
incubation premises. However we also recognise the importance of linking this start-up
support with the wider business support offer, irrespective of the form this eventually takes.
Partners must be aligned to provide a seamless service to all prospective and established
businesses.
5.4.
The main thrust of support services to existing businesses is through WMBS. However,
enterprise and start-up services will be subcontracted to local providers on geographical and
specialist criteria. BCSBS, the former franchisee for Business Link in the Black Country, is
leading a consortium comprising the University of Wolverhampton and specialist communitybased support agencies in a contract with Business Link West Midlands to deliver enterprise
services in the sub-region. The outcome of this tender is anticipated in summer 2007. If the
tender is successful, then a contract, possibly up until March 2010, will be issued. If the
BCSBS-led bid is unsuccessful, then the Black Country partners will need to open
discussions with a new provider. There is also the possibility that services for the Black
Country could be contracted with several organisations, dealing perhaps with specific client
groups.
5.5.
From a Black Country perspective, there may be a need to examine the development of
services over and above that offered through the Business Link West Midlands contract if
there is a perceived need. Needs could arise from requirements to target specific groups,
increasing the level of services available to clients or specific services allied to proposed
incubation facilities. Through funding arising from local area agreements, BCSBS is leading,
in conjunction with other partners, the delivery of additional (to Business Link) enterprise
services in Sandwell, Walsall and Wolverhampton.
5.6.
A range of business support services is either already in place or being developed. These
include: Manufacturing Advisory Service; support for medium-sized businesses; Netbus; the
‘M’ Institute; and free advice services from Microsoft. Other activities are also in place or
being progressed in areas such as succession planning, development of Innovation Labs
and tackling business crime.
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Black Country Enterprise Action Plan
5.7.
The Action Plan recognises the importance of these activities and - as a consequence of
future business support developments - we would anticipate changes to some elements of
the programme to ensure strong linkages with the emerging business support offer.
Funding requirements and sources
5.8.
This Action Plan includes 16 key projects that will be taken forward over the next three years
– 2008/09 until 2010/11. Full details of investment leverage outcomes and outputs will be
completed in more detail during the coming months.
5.9.
The projects will seek access and align funding from a range public sector sources together
with ensuring that private sector leverage and investment is encouraged.
5.10.
The approach is priority led identifying the changes and actions required to drive forward the
Black Country Economy and then sourcing appropriate resources
Contribution to the Black Country Study targets
5.11.
While recognizing that many of the projects in this Enterprise Action Plan are still at a
formative stage, we believe that the proposed programme will directly contribute to the longterm targets set out in the Study
5.12.
Outputs an Outcomes achieved will: raise the number of people starting business through
either self employment of franchising ; raise awareness of enterprise and entrepreneurship
within schools to encourage future growth; retain and attract more graduates to start their
own businesses; provide high quality facilities and integrated innovation support measures
to grow the number of business start ups; increase the number of high value added
businesses in the Black Country ; increase the number of social enterprise as viable
business models to access procurement opportunities.
Governance, Implementation and Next Steps
5.13.
5.14.
The Strategy and Action Plan seeks to deliver and to influence three categories of project:

Those that are ‘mission critical’ – the 16 initiatives, which are, included in this Action
Plan and which will be driven directly by members of the Champions Group.

Those which have a strong influence on delivering the aims of the plan and over
which the Champions Group members will seek to exert influence at key stages – for
example those incubation projects and business support services not included in this
Action Plan.

Those which will underpin the Black Country’s enterprise success but which are a
key part of other, wider efforts at improvement. The Champions Group will seek to
influence these developments wherever possible, for example the Building Schools
for the Future programme.
The primary driving force behind the delivery of the action plan is the Champions Group,
which will provide the key operational and co-ordination role for the delivery of the Action
Plan. The Champions Group will provide updates to both the Black Country Economy Group
and the Black Country Delivery Group. Ultimately these will feed back to the Consortium’s
Guarantee Members via the Board.
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Black Country Enterprise Action Plan
APPENDIX 1
THE BLACK COUNTRY ENTERPRISE CHAMPIONS GROUP
Bill Fryer (Chair)
Black Country Consortium
Mike Bushell
Black Country SBS
Andy Bywater
Sandwell MBC
Danny Edwards
Walsall MBC
Justin Haywood
Dudley MBC
Karen Johnson
University of Wolverhampton
Mike Norris
Wolverhampton Telford Technology Corridor
Louise Powell
Walsall MBC
Peter Rowlands
Advantage West Midlands
Chris Tompkins
Dudley MBC
Kevin Westwood
Wolverhampton City Council
Ian Richardson (Adviser)
Shared Intelligence
Mike Chadwick (Adviser)
Shared Intelligence
Other representatives of the partner organisations attended and participated in the
Champions Group on various occasions together with on going dialogue with Steve
Gallagher and Nigel Goulty from GOWM. The outcome of the discussions with GOWM will
impact directly and positively on our future actions
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Black Country Enterprise Action Plan
APPENDIX 2
PROJECT DETAILS
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Black Country Enterprise Action Plan
GREEN LIGHT – ON TRACK PROJECTS
GREEN LIGHT – ON-TRACK
A1 ENTERPRISE PARTNERSHIP CENTRE
Description
A new facility being developed in partnership with IKEA in a new store extension in
Walsall. A Hub for enterprise training across the Black Country, it will enable school
students to learn about, and experience, enterprise and business, and develop
employability skills in an enterprising environment with an international reputation.
Lead partners
Education Business Partnerships
Investment needs
AWM
Coverage/Location
Entire Black Country
Other public
Private
Outputs/Impacts
Status
Total
£230,000

Improvement in enterprise education

Engagement of private sector in enterprise education

Contribution to the reduction of NEETS across the Black Country

Increase in the number of young people engaged in enterprise education

The creation of a sustainable Hub for Black Country enterprise training
Planning stage.
GREEN LIGHT – ON-TRACK
B1 COMMUNITY ASSET DEVELOPMENT - WALSALL
Description
A new building alongside Vine Trust’s existing facility to provide a high profile centre for
young people with a strong focus on enterprise. The enterprise activity will focus on
developing social enterprises in conjunction with major private companies such as IKEA
and B&Q as well as supporting faith-based social enterprises.
Lead partners
Vine Trust
Coverage/Location
Investment needs
AWM
£750,000
Other public
£850,000
Private
£330,000
Total
£1,930,000
Outputs/Impacts




Status
Planning stage.
Walsall
26 jobs created and 200 people assisted to get a job
6 businesses created
34 people assisted in skills development
Community asset and social enterprise development
C1 WOLVERHAMPTON SCIENCE PARK PHASE 4
GREEN LIGHT – ON-TRACK
Description
Incubation and managed workspace for high-growth start-ups.
Lead partners
Univ of Wolverhampton, WCC, WTTC
Investment needs
AWM
Coverage/Location
Wolverhampton
Other public
Private
Total
£8,000,000 capital
Outputs/Impacts



Status
Taking full AWM application forward and Stage D design being sought.
Businesses and jobs created
Brownfield land
Knowledge based businesses – design and creative industries
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Black Country Enterprise Action Plan
GREEN LIGHT – ON-TRACK
C2 PERFORMANCE ARTS BUSINESS CENTRE
Description
A new economic development unit within Walsall Campus of the University. It will
combine incubation with tailored business support for performing arts businesses in
conjunction with Business Link. In addition it will provide accredited management
courses, workforce development and graduate courses.
Lead partners
University of Wolverhampton
Investment needs
AWM
Coverage/Location
Entire Black Country
Other public
Private
Total
Outputs/Impacts





Status
Awaiting outline AWM approval.
£16,000,000 capital
Businesses assisted and created
Jobs created
Businesses engaging with the Knowledge Base, creative industries
Brownfield land
Skills, leadership, workforce development, graduate retention
C3 GLASS HOUSE – RUSKIN MILL
GREEN LIGHT – ON-TRACK
Description
The Trust will redevelop its Stourbridge site into a world-class glass centre, providing
opportunities for glass graduates, local businesses and young people. It will include
innovation workshops, a business development centre with incubation and grow-on
space, an environmental technology centre, and exhibition and performance space and
visitor facilities. It will allow a doubling of the existing cluster of studio-based
glassmakers.
Lead partners
Ruskin Mill Educational Trust
Coverage/Location
Investment needs
AWM
£9,185,000
Other public
£4,919,000
Private
£1,767,000
Total
£15,872,000 capital and revenue
Outputs/Impacts



Status
Full AWM application submitted.
Entire Black Country
261 jobs created or safeguarded
1700 businesses assisted
1.7ha brownfield land brought into use
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Black Country Enterprise Action Plan
GREEN LIGHT – TAKING SHAPE PROJECTS
A2 ENTERPRISING GRADUATES
GREEN LIGHT – TAKING SHAPE
Description
A groundbreaking scheme where a multi-disciplinary team of graduates are mentored
and supported to create social enterprises, which in turn will provide specialist services
to Black Country businesses to improve their performance, innovation and sustainability.
Lead partners
University of Wolverhampton
Investment needs
AWM
Coverage/Location
Entire Black Country
Other public
Private
Outputs/Impacts
Status
Total
£1,630,000

Businesses created and SMEs assisted

Jobs created and GVA generated

Graduate employment and retention

Increase in knowledge based businesses
Planning stage.
C4 SOUTH BLACK COUNTRY INNOVATION CAMPUS – PHASE 1
GREEN LIGHT – TAKING SHAPE
Description
The 65,000 ft² Innovation Campus will combine specialist innovation management
support and mainstream business support through the business brokerage. It will include
space for local colleges to deliver a dedicated enterprise curriculum to young people and
all residents, including a Level 2 qualification in Enterprise Capability.
Lead partners
Dudley and Sandwell MBCs
Investment needs
AWM
Coverage/Location
South Black Country
Other public
Private
Outputs/Impacts
Status
Total
£30,000,000 capital and revenue

Businesses created and assisted

Jobs created

30 incubation units

Brownfield land – 3.6ha in Phase 1

Knowledge based businesses, environmental technologies
Land secured and business plan being commissioned.
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Black Country Enterprise Action Plan
AMBER LIGHT PROJECTS
A3 BRIDGING ENTERPRISE
AMBER LIGHT – REAL WORK STILL TO DO
Description
Addressing shortcomings in existing enterprise education by focusing on
entrepreneurship. It will be driven by the education sector but will incorporate businesscentred elements including networking, inspirational mentors and an Enterprise
Challenge aimed at meeting local business needs.
Lead partners
Education Business Links Consortium
Investment needs
AWM
Coverage/Location
Entire Black Country
Other public
Private
Outputs/Impacts
Status
Total
£230,000

Provide a framework for enterprise education in the Black Country

Encourage adoption of innovative enterprise education in all schools

Embed the delivery of enterprise into the curriculum
Developmental stage.
A4 ENTERPRISE IN FURTHER EDUCATION
AMBER LIGHT – REAL WORK STILL TO DO
Description
Six colleges have come together to develop and implement an enterprise curriculum
across the Black Country. They will develop a range of flexible programmes from short
courses to NVQ Level 2 and beyond that will be available to over 10,000 young people
and residents of target communities. Mentors and role models will also be used.
Lead partners
Black Country Colleges Consortium
Investment needs
AWM
Coverage/Location
Entire Black Country
Other public
Private
Total
Outputs/Impacts



Status
Developmental stage.
£500,000
10,000 beneficiaries receiving a qualification at NVQ level 2 or equivalent
750 people undertaking enterprise training
250 people achieving a qualification
A5 ENTERPRISE TRAINING FOR TEACHERS
AMBER LIGHT – REAL WORK STILL TO DO
Description
An accredited framework of CPD for teachers and other providers engaged in enterprise
education. Teachers will be released for up to one week per year to work in business.
Business mentors will work with participating schools to bring practical experience to
enterprise education.
Lead partners
University of Wolverhampton
Investment needs
AWM
Coverage/Location
Entire Black Country
Other public
Private
Total
Outputs/Impacts


Status
Developmental stage.
£575,000
Teachers and mentors improve skills
Improvement in the enterprise delivery framework
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Black Country Enterprise Action Plan
B2 FRANCHISING ACADEMY
AMBER LIGHT – REAL WORK STILL TO DO
Description
Promoting awareness of franchising as a credible and accessible route to enterprise.
Events and seminars and proceeding to the Academy - a delivery programme to
progress enterprising people into self-employment, comprising demand-led training
workshops undertaken by specialist facilitators from the British Franchise Association
and other bodies. Participants will be introduced to the mainstream business support
brokerage service.
Lead partners
Local authorities
Investment needs
AWM
Coverage/Location
Entire Black Country
Other public
Private
Total over 3 years
Outputs/Impacts


Status
Planning stage
£990,000
90 businesses and 270 jobs created
Improved attitudes to enterprise
B3 SOCIAL ENTERPRISE & DISADVANTAGED AREAS
AMBER LIGHT – REAL WORK STILL TO DO
Description
Creating and growing social and community businesses rooted in local communities.
Local residents will be actively involved and this will provide effective capacity building.
Rolling out the Walsall experience across the Black Country, the scheme will forge links
with private business – including IKEA - and with mainstream business support.
Engaging employers as champions AND MENTORS for enterprise in deprived areas.
Lead partners
Walsall MBC, Vine Trust, Breathing Space
Investment needs
AWM
Coverage/Location
Entire Black Country
Other public
Private
Total
£1,800,000
Outputs/Impacts





Status
Planning stage – building on newly started Walsall pilot.
40 new social enterprises
200 jobs created for local residents
Employment opportunities for NEET groups
Champions trained
Improved attitudes to enterprise
B4 COMMUNITY ASSET DEVELOPMENT - SANDWELL
AMBER LIGHT – REAL WORK STILL TO DO
Description
Refurbishment and extension of existing facility to create 12 units for enterprise
development and incubation, with linkages to Business Link, BITC and local colleges.
Anticipating a mix of commercial and social enterprises.
Lead partners
North Smethwick Development Trust
Investment needs
AWM
Coverage/Location
Smethwick
Other public
Private
Total capital
£2,300,000
Outputs/Impacts




Status
Discussions with funders taking place. Construction in 2008/09 and planned opening
early 2009/10.
12 business or incubation units
36 new businesses created
72 jobs created over 3 years
Increase in enterprise activity and community capacity building
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Black Country Enterprise Action Plan
AMBER LIGHT – REAL WORK STILL TO DO
B5 MENTORPRISE
Description
Recruit and train a pool of highly motivated business mentors to provide all registered
new entrepreneurs with a dedicated mentor for their first year of trading. A high-quality
induction pack will be developed for prospective mentors and the NVQ accredited
Mentorprise training will be developed by Princes Trust and professional providers.
Lead partners
BITC, Princes Trust and Providers
Investment needs
AWM
Coverage/Location
Entire Black Country
Other public
Private
Total
Outputs/Impacts




Status
Planning stage
£500,000
100 mentors recruited and trained
Businesses and jobs created
Greater and ore effective business engagement and leverage
Improved attitudes to enterprise
AMBER LIGHT – REAL WORK STILL TO DO
B6 ENTERPRISE FACILITATION PROGRAMMES
Description
An integrated programme of grass-roots enterprise facilitation to assist people who wish
to start their own business. Building on the successful models developed in recent years
by organisations such as Sirolli or Bizzfizz. These approaches provide a strong
community focus and provide a dedicated facilitator based in the heart of the community.
Up to 15 Black Country local panels will be established and 3-5 taken forward to full
delivery status over 2½ years.
Lead partners
Dudley MBC and delivery partners
Investment needs
AWM
Coverage/Location
Entire Black Country
Other public
Private
Total over 3 years
Outputs/Impacts



Status
Developmental stage.
£1,225,000
New businesses and jobs created
Skills developed and worklessness reduced
Improved attitudes to enterprise
C5 SOUTH BC INNOVATION CAMPUS – PHASE 2
AMBER LIGHT – REAL WORK STILL TO DO
Description
Incubation and move-on facilities in a high specification site, which is in the process of
being identified. This will link with the separate but related proposed programme of
Refreshing Sandwell’s Existing Portfolio of Managed Workspace – evidence of the clear
linkages between innovation, incubation and managed workspace within the enterprise
agenda in the Black Country.
Lead partners
Sandwell MBC
Funding
AWM
Coverage/Location
Sandwell
Other public
Private
Outputs/Impacts
Status
Total
£6,600,000 capital

65 new businesses (325 over 20 years)

135 jobs created (675 over 20 years)

Improved attitudes to enterprise
Planning stage. High specification site to be identified.
24