APPENDIX 28
Memorandum from Glasgow Works (JG 37B)
NEW JOBS FOR GLASGOW 2
OBJECTIVES
The objective of New Jobs for Glasgow 2 is to
create new or expanded social enterprises and additional jobs
by:
— using established intermediate labour
market models;
— identifying new job growth areas;
— demonsrating how the basic models
can be developed to contribute to the local economy.
Based on a Pilot (New Jobs for Glasgow) operated
over 2.5 years (1996-1999, ERDF Article 10 direct from EU) to
identify both the barriers to be overcome and the opportunities
to exploit, the foundation now exists for New Jobs for Glasgow
2 to develop the concept into a tool to be used by local bodies
in Glasgow's priority regeneration areas.
NJFG 2 will provide resources to a number of
new and existing social enterprises for:
— development and start up;
— business planning and advice;
BACKGROUND
The project will be implemented through a range
of locally based organisations using the basic structure of the
intermediate labour market (ILM) operated by Glasgow Works' and
the Wise Group:
Glasgow Works and WG already have experience
and a track record in:
— Recruiting and training in these
job areas;
— Setting up and managing projects/enterprises
with partners in these job areas using ILM models;
— Knowledge of the general labour market
context of these job areas;
— Market research and development of
new sources of financing.
In addition, the model relies on supporting
local, bottom up initiatives:
The model is successful in achieving job and
training outcomes for the most excluded group (over 65 per cent
positive outcomes with 86 per cent still in work after six months
(see GW Evaluations; Durability of Outcomes, CPC, 1998)
But it also can be shown to have an impact on
the social economy of the areas, for example, the Glasgow Works
Childcare projects (Easterhouse and Glasgow North) have provided
about 300 places and have directly resulted in an increase in
parents' economic activity estimated at an additional £450,000
income per year. With the introduction of the Working Families
Tax Credit/Childcare Tax Credit the basis now exists to produce
a revenue income which will allow increased sustainability for
these projects
NEW JOBS
FOR GLASGOW
2 PROJECT
The work of the NJFG Pilot has identified the
barriers to be removed and the capacity building required enabling
the model to be rolled out and used as a job creation tool suitable
for priority regeneration areas. this will be the aim of NJFG2
Removing Barriers
— Widen sources of funding support
and demonstrate added value of using mainstream sources such as
New Deal, ESF etc,
— Develop new, more appropriate organisational
models and legal structures,
— Encourage mainstream business development
agencies to support social enterprises,
— Develop working Partnerships with
the private sector,
— Demonstrate successes to change attitudes.
Capacity Building
— Develop entrepreneurship skills in
project managers and other staff.
— Facilitate secondments/networks within
social economy and with private sector.
Existing Projects/Enterprises
The following existing projects/enterprises
supported by NJFG will be developed further by the GW Business
Development Managers: Teleworks, Electronic Village, RRS recycling,
True Grit, and Childcare.
Work will focus on:
— Widening the markets and sources
of income.
— Packaging of public support and revenue
sources to create viable enterprises.
— Rethinking of legal structures to
allow flexibility of funding, investment and business support.
— Build the capacity of managers and
host/partner bodies to manage and develop social enterprises.
— Demonsrtate success to change attitudes.
The Objective is to achieve a 50 per cent degree
of sustainability (ie income from operational sources, such as
revenue and contracts) by 2001.
New Project/Enterprises
The main part of the Work Programme will be
to create new enterprises, based on the identification of markets
and of local needs from both Glasgow-wide and local strategies
by collaborating with community based bodies and local development
companies. At least one, possibly most, will also be in collaboration
with the private sector. To demonstrate:
— Viable new markets and methods of
work with local bodies to identify needs and markets.
— Work with private sector.
— Repackaging of mainstream funding,
sourcing investment and micro-credit.
— Selection of managers, other staff
and the creation of an entrepreneurial culture.
— Intergration of major capital spending
in CED areas into sustainable ILM models.
Fields to be researched (not exhaustive)
— Environmental maintenance, conservation,
auditing (eg with GCC and housing associations).
— Tourism, cultural sector.
— Sport, health promotion.
— Support for young people, educational
services.
TARGETS
Eight new enterprises to be created in 2000
and 2001. Additionally, in the field of childcare services, the
aim is to create up to 16 additional after-school and day care
centres by 2001 (Childcare Works).
Most will be based in the priority regeneration
areas of the City with at least four of the areas included. Special
attention will be paid to the potential in those areas which do
not as yet have an ILM project.
The aim will be to achieve at least 50 per cent
income from revenue or contract sources within three years of
start up of each enterprise with the remainder from training and
other subsidies.
TOTAL TARGETS
(MINIMUM)
| Sustained Enterprises
| 9 |
| New business start ups (excluding childcare)
| 8 |
| Training places created | 440
|
| Additional direct permanent jobs created
| 162 |
At least 60 per cent of these targets to be achieved by the
Glasgow Works Business Development Manager and the rest by additional
Wise Group staff.
MANAGEMENT
The project will be managed jointly by Glasgow Works and
Wise Group with the overall division of staff and other resources
60 per cent to Glasgow Works and 40 per cent to WG.
The Glasgow Works Business Development Manager will co-operate
with the already appointed Childcare Works Development Manager.
In addition there will be one full time and a part time business
development managers for the Wise Group projects. There will be
an administrator/finance person supporting both Glasgow Works
and Wise Group.
There will be a fund of over £100,000 over a two year
period available to the GW Business Development Manager to use
for business support and marketing support to existing and new
enterprises.
Glasgow Work.
December 1999
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