SCOTTISH URBAN REGENERATION FORUM ANNUAL CONFERENCE 3RD NOVEMBER 2000

SCOTTISH URBAN SCOTTISH URBAN REGENERATION FORUMREGENERATION FORUM

ANNUAL CONFERENCE ANNUAL CONFERENCE

3RD NOVEMBER 20003RD NOVEMBER 2000

CHANGING CULTURES AND CHANGING CULTURES AND STRUCTURES TO DRIVE STRUCTURES TO DRIVE REGENERATION AND REGENERATION AND TACKLE SOCIAL TACKLE SOCIAL INCLUSIONINCLUSION

Clive DuttonClive Dutton

Head of Regeneration and Community Head of Regeneration and Community PlanningPlanning

Sandwell Metropolitan Borough CouncilSandwell Metropolitan Borough Council

THE SANDWELL THE SANDWELL STORYSTORY

Glasgow

A LONG GESTATIONA LONG GESTATION

1993 - Tipton Challenge Partnership1993 - Tipton Challenge Partnership

1996 - Sandwell Regeneration 1996 - Sandwell Regeneration PartnershipPartnership

1997 - Sandwell Health Partnership1997 - Sandwell Health Partnership

A LONG GESTATIONA LONG GESTATION

1998 - Root and branch review of 1998 - Root and branch review of Sandwell Regeneration StrategySandwell Regeneration Strategy

1999 - Partners draft 2020 vision 1999 - Partners draft 2020 vision and form Civic Partnershipand form Civic Partnership

SANDWELL CIVIC SANDWELL CIVIC PARTNERSHIP PARTNERSHIP - MEMBERSHIP- MEMBERSHIP

Sandwell Metropolitan Sandwell Metropolitan Borough CouncilBorough Council

Sandwell Health AuthoritySandwell Health Authority Sandwell Training and Sandwell Training and

Enterprise Council and Enterprise Council and Business LinkBusiness Link

Sandwell Council of Sandwell Council of Voluntary OrganisationsVoluntary Organisations

Sandwell Ethnic Minorities Sandwell Ethnic Minorities Umbrella ForumUmbrella Forum

Sandwell and Dudley Sandwell and Dudley ChamberChamber

West Midlands Police West Midlands Police Sandwell CollegeSandwell College Rowley CollegeRowley College Smethwick Regeneration Smethwick Regeneration

PartnershipPartnership Greets Green Greets Green

Regeneration PartnershipRegeneration Partnership Advantage West Advantage West

MidlandsMidlands Government Office for Government Office for

the West Midlandsthe West Midlands

SANDWELL CIVIC SANDWELL CIVIC PARTNERSHIPPARTNERSHIP

Visioning process led to new partnership of key Visioning process led to new partnership of key decision makersdecision makers

New mission statement written by Chairs and Chief New mission statement written by Chairs and Chief Executives with focus on joint planningExecutives with focus on joint planning

Focus now on main programmes, not just special Focus now on main programmes, not just special programmesprogrammes

Need to translate vision into strategy and action Need to translate vision into strategy and action planplan

SANDWELL 2020 SANDWELL 2020 PLANPLANKEY STAGESKEY STAGES

Identification of partnership Identification of partnership choices that make up the choices that make up the visionvision


Priorities reflect new shared Priorities reflect new shared understanding of Sandwell:-understanding of Sandwell:-

• promote lifelong learning societypromote lifelong learning society• improve health and tackle pre-requisites of improve health and tackle pre-requisites of

healthhealth• revitalise the Sandwell economyrevitalise the Sandwell economy• restructure Sandwell’s physical environmentrestructure Sandwell’s physical environment• create a safer Sandwellcreate a safer Sandwell


Principles for partnership actionPrinciples for partnership action

Action plan - short, medium and Action plan - short, medium and long termlong term

STRUCTURES TO DEVELOP STRUCTURES TO DEVELOP AND IMPLEMENT THE PLANAND IMPLEMENT THE PLAN

Plethora of partnerships, multi agency Plethora of partnerships, multi agency working groups and strategies, but no working groups and strategies, but no strategies which reflect the desired strategies which reflect the desired prioritiespriorities

Focus of first action plan therefore to Focus of first action plan therefore to establish process and strategies to put establish process and strategies to put flesh on Sandwell vision and planflesh on Sandwell vision and plan


Sandwell “family of partnerships”:-Sandwell “family of partnerships”:-

• Lifelong Learning (extend)Lifelong Learning (extend)• Economic (revitalise)Economic (revitalise)• Health (extend)Health (extend)• Urban Form (new)Urban Form (new)


New Commitment to New Commitment to Regeneration:-Regeneration:-

• culture changeculture change

• compact with Governmentcompact with Government

CULTURE CHANGE -CULTURE CHANGE -COUNCILCOUNCIL

Review of corporate strategy - Review of corporate strategy - now reflects priorities of now reflects priorities of Sandwell PlanSandwell Plan


Restructuring:-Restructuring:-

• Strategic Directors to focus on driving Strategic Directors to focus on driving strategic change unencumbered by strategic change unencumbered by departmental responsibilities and departmental responsibilities and territorialism -territorialism -– Lifelong LearningLifelong Learning– Social Inclusion and HealthSocial Inclusion and Health– Transforming Urban FormTransforming Urban Form– ResourcesResources– Sandwell DirectSandwell Direct


Heads of Service focussing on Heads of Service focussing on service delivery and best valueservice delivery and best value

Cabinet with Cabinet responsibilities Cabinet with Cabinet responsibilities for new strategic responsibilitiesfor new strategic responsibilities


Budget reviewBudget review• Sandwell Plan playing a roleSandwell Plan playing a role

EXTERNAL WORKINGEXTERNAL WORKING• Sub regionalSub regional• TransboundaryTransboundary• RegionalRegional

ASSESSMENTASSESSMENT Not all roses:-Not all roses:-

• Slow and painfulSlow and painful• Words easy, shared understanding notWords easy, shared understanding not• Competing personalitiesCompeting personalities• Suspicion of CouncilSuspicion of Council• Special programmes dominate over main Special programmes dominate over main

programmesprogrammes• Need for sticks and carrotsNeed for sticks and carrots• Some professionals won’t participateSome professionals won’t participate• Lost Members while courting partnersLost Members while courting partners• Strategic Directors still to adapt to new roleStrategic Directors still to adapt to new role

BENEFITSBENEFITS Recognition by partners that they need each other to Recognition by partners that they need each other to

fulfil their objectivesfulfil their objectives

New “Sandwell” spirit and profileNew “Sandwell” spirit and profile

Agreements where there was fighting/inertia beforeAgreements where there was fighting/inertia before

Able to influence sub regional, regional and national Able to influence sub regional, regional and national decision making for Sandwell’s benefitdecision making for Sandwell’s benefit

Outward positive approach replaces inward negative Outward positive approach replaces inward negative “deprived” attitudes“deprived” attitudes

ASSESSMENT -ASSESSMENT -ABOUT BALANCING ABOUT BALANCING TRENDSTRENDS

Today ______________ Tomorrow

Leadership ______________ Ownership

Special ______________ Main programmes

Departmentalism ______________ Corporate/partnership

Strategic led ______________ Service led

Added value ______________ Bureaucracy

IMAGE COURTESY OF ALSOP AND STÖRMER

THE VISION THE VISION PERSONIFIEDPERSONIFIED

Documents

SCOTTISH URBAN REGENERATION FORUM ANNUAL CONFERENCE 3RD NOVEMBER 2000