SCOTTISH URBAN REGENERATION SCOTTISH URBAN REGENERATION FORUM FORUM ANNUAL CONFERENCE ANNUAL CONFERENCE 3RD NOVEMBER 2000 3RD NOVEMBER 2000
Dec 30, 2015
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
SANDWELL 2020 SANDWELL 2020 PLANPLANKEY STAGESKEY STAGES
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
SANDWELL 2020 SANDWELL 2020 PLANPLANKEY STAGESKEY STAGES
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
STRUCTURES TO DEVELOP STRUCTURES TO DEVELOP AND IMPLEMENT THE PLANAND IMPLEMENT THE 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)
STRUCTURES TO DEVELOP STRUCTURES TO DEVELOP AND IMPLEMENT THE PLANAND IMPLEMENT THE PLAN
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
CULTURE CHANGE -CULTURE CHANGE -COUNCILCOUNCIL
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
CULTURE CHANGE -CULTURE CHANGE -COUNCILCOUNCIL
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
CULTURE CHANGE -CULTURE CHANGE -COUNCILCOUNCIL
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