SCOTTISH URBAN REGENERATION FORUM ANNUAL CONFERENCE 3RD NOVEMBER 2000

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

THE SANDWELL STORY

 Glasgow

A LONG GESTATION b Tipton Challenge Partnership b Sandwell Regeneration Partnership b Sandwell Health Partnership

A LONG GESTATION b Root and branch review of Sandwell Regeneration Strategy b Partners draft 2020 vision and form Civic Partnership

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

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

SANDWELL 2020 PLAN KEY STAGES b Identification of partnership choices that make up the vision

SANDWELL 2020 PLAN KEY STAGES b Priorities reflect new shared understanding of Sandwell:- promote lifelong learning societypromote lifelong learning society improve health and tackle pre-requisites of healthimprove health and tackle pre-requisites of health 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 PLAN KEY STAGES b Principles for partnership action b Action plan - short, medium and long term

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

STRUCTURES TO DEVELOP AND IMPLEMENT THE PLAN b 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 AND IMPLEMENT THE PLAN b New Commitment to Regeneration:- culture changeculture change compact with Governmentcompact with Government

CULTURE CHANGE - COUNCIL b Review of corporate strategy - now reflects priorities of Sandwell Plan

CULTURE CHANGE - COUNCIL b Restructuring:- Strategic Directors to focus on driving strategic change unencumbered by departmental responsibilities and territorialism -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

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

CULTURE CHANGE - COUNCIL b Budget review Sandwell Plan playing a roleSandwell Plan playing a role b EXTERNAL WORKING Sub regionalSub regional TransboundaryTransboundary RegionalRegional

ASSESSMENT b 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 programmesSpecial programmes dominate over main programmes 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

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

ASSESSMENT - ABOUT BALANCING TRENDS

IMAGE COURTESY OF ALSOP AND STÖRMER THE VISION PERSONIFIED