SCOTTISH URBAN REGENERATION FORUM

1. SCOTTISH URBAN REGENERATION FORUM ANNUAL CONFERENCE 3RD NOVEMBER 2000

2. CHANGING CULTURES AND STRUCTURES TO DRIVE REGENERATION AND TACKLE SOCIAL INCLUSION Clive Dutton Head of Regeneration and Community Planning Sandwell Metropolitan Borough Council

3. THE SANDWELL STORY

4.  Glasgow

5. A LONG GESTATION • 1993 - Tipton Challenge Partnership • 1996 - Sandwell Regeneration Partnership • 1997 - Sandwell Health Partnership

6. A LONG GESTATION • 1998 - Root and branch review of Sandwell Regeneration Strategy • 1999 - Partners draft 2020 vision and form Civic Partnership

7. Sandwell Metropolitan Borough Council Sandwell Health Authority Sandwell Training and Enterprise Council and Business Link Sandwell Council of Voluntary Organisations Sandwell Ethnic Minorities Umbrella Forum Sandwell and Dudley Chamber West Midlands Police Sandwell College Rowley College Smethwick Regeneration Partnership Greets Green Regeneration Partnership Advantage West Midlands Government Office for the West Midlands SANDWELL CIVIC PARTNERSHIP - MEMBERSHIP

8. SANDWELL CIVIC PARTNERSHIP • Visioning process led to new partnership of key decision makers • New mission statement written by Chairs and Chief Executives with focus on joint planning • Focus now on main programmes, not just special programmes • Need to translate vision into strategy and action plan

9. SANDWELL 2020 PLANKEY STAGES • Identification of partnership choices that make up the vision

10. SANDWELL 2020 PLANKEY STAGES • Priorities reflect new shared understanding of Sandwell:- • promote lifelong learning society • improve health and tackle pre-requisites of health • revitalise the Sandwell economy • restructure Sandwell’s physical environment • create a safer Sandwell

11. SANDWELL 2020 PLANKEY STAGES • Principles for partnership action • Action plan - short, medium and long term

12. STRUCTURES TO DEVELOP AND IMPLEMENT THE PLAN • Plethora of partnerships, multi agency working groups and strategies, but no strategies which reflect the desired priorities • Focus of first action plan therefore to establish process and strategies to put flesh on Sandwell vision and plan

13. STRUCTURES TO DEVELOP AND IMPLEMENT THE PLAN • Sandwell “family of partnerships”:- • Lifelong Learning (extend) • Economic (revitalise) • Health (extend) • Urban Form (new)

14. STRUCTURES TO DEVELOP AND IMPLEMENT THE PLAN • New Commitment to Regeneration:- • culture change • compact with Government

15. CULTURE CHANGE -COUNCIL • Review of corporate strategy - now reflects priorities of Sandwell Plan

16. CULTURE CHANGE -COUNCIL • Restructuring:- • Strategic Directors to focus on driving strategic change unencumbered by departmental responsibilities and territorialism - • Lifelong Learning • Social Inclusion and Health • Transforming Urban Form • Resources • Sandwell Direct

17. CULTURE CHANGE -COUNCIL • Heads of Service focussing on service delivery and best value • Cabinet with Cabinet responsibilities for new strategic responsibilities

18. CULTURE CHANGE -COUNCIL • Budget review • Sandwell Plan playing a role • EXTERNAL WORKING • Sub regional • Transboundary • Regional

19. ASSESSMENT • Not all roses:- • Slow and painful • Words easy, shared understanding not • Competing personalities • Suspicion of Council • Special programmes dominate over main programmes • Need for sticks and carrots • Some professionals won’t participate • Lost Members while courting partners • Strategic Directors still to adapt to new role

20. BENEFITS • Recognition by partners that they need each other to fulfil their objectives • New “Sandwell” spirit and profile • Agreements where there was fighting/inertia before • Able to influence sub regional, regional and national decision making for Sandwell’s benefit • Outward positive approach replaces inward negative “deprived” attitudes

21. ASSESSMENT -ABOUT BALANCING TRENDS

22. IMAGE COURTESY OF ALSOP AND STÖRMER THE VISION PERSONIFIED