1. Time to regenerate?
Use these images to help you and your own knowledge and decide upon 4 main reasons that a place needs to regenerate. 2 1
1. Increased Competition with limited resources
2. Urban decay
3. Result of changes in economics globally, politics, or technology
4. Increased reliance on a places’ own resources 3 4

2. Answers: Time to Regenerate?1 2 3 4
Increased Competition with limited resources
Urban decay
Result of changes in economic globally, politics or technology
Increased reliance on a places’ own resources

3. Urban Key Players
Monday, 17 September 2018

4. Learning Outcomes EQ4: How successful is regeneration?
Content Today’s lesson is all about the key stakeholders within urban regeneration, and how they assess success of schemes. By the end of the lesson you will be able to give examples of stakeholders and how they assess for success. Process We will do this by working predominantly as a class today- some whole class work, some group work and some paired work. Skill: Interrogation of blog entries and other social media to understand different views of the success of regeneration projects.

6. Other categories of rebranding:
These are some of the key players in Newcastle’s regeneration strategies.
The key players all have different strategies for rebranding, which may link to those of others. What links can we identify between our key players?
Other categories of rebranding:
Business-led
Culture-led
Housing-led
Community-led
Education/knowledge-led
Retail-led
Which categories do our key players fit into? Can you think of any other examples?

7. Newcastle’s Regeneration
Evening Chronicle (Newcastle, England), Sept 26, 2009
No two people use a city the same. Because no two people are the same. We all like different things. We all want different things. Everyone has their own Newcastle. Shops that reflect every style. Food to suit every taste. Original, modern. Unique, eclectic. There is only one you. This city fits you perfectly.
NE1 commercial manager, Stephen Patterson, said: "Getting a major international star such as Sting is a major coup for the city and illustrates the depth of pride and passion felt by people from the city." NE1 have produced a series of four adverts, which have been shown on ITV Tyne Tees.
The campaign, funded by businesses in Newcastle, promotes the website, which aims to promote the diverse range of shops activities and attractions the city centre has to offer to the wider world.
Key Player: Business Improvement District (BID) management company, Newcastle NE1

8. Culture led regeneration (flagship project on the Quayside) Tyne and Wear Development Corporation
Flagship project - also known as prestige project development in the UK. It is an attempt and strategy on the part of the Labour government to regenerate and redevelop urban environments.
The Tyne and Wear Development Corporation ( ) (an urban development corporation) successfully involved the community in regeneration projects specifically by ‘integrating the community development staff into the flagship project teams’.
The Development Corporation brought about the development of the Royal Quays and St Peter’s Riverside as well as West Newcastle and East Quayside, and over £1.1 billion of private sector investment and the reclamation of 1,287 acres of derelict land.
However, there were concerns about bias in favour of Newcastle, and it was not until after the end of the TWDC (1998) that the Metro was extended to Sunderland.
How might we use the categories from earlier to categorise these regeneration projects?
Royal Quays
Research these/ask Laura
St. Peter’s Basin 8

9. Post-TWDC – RDAs e.g. OneNorthEast, and QUANGOs
Quango definition - a quasi nongovernmental organization; an organization that is financed by the government yet acts independently of the Government.
nine RDAs set up with the aim to create sustainable regions (environment, economy, societies)
Power devolved from government due to need for greater understanding of region
One North East and the North West Regional Development Agency - two such examples
Funding from UK Department for Innovation and Skills (DBIS)
Referred to as Single Programme or Single Pot Funding
NewcastleGateshead Initiative / Culture 10 / Science City
OneNorthEast took over from the TWDC in Since 1999 One North East has played a leading role in the area, bringing together previously differentiated funding streams covering regeneration alongside business-led economic development and innovation. (ONE no longer exists as the funding was stopped)
RDAs promoted and enabled economic growth in England’s main regions by creating the conditions to grow businesses and by helping to create additional, better quality, higher-paid jobs
One North East was created in 1999, as one of 8 Regional Development Agencies established to transform the English regions through sustainable economic development.  The North East receives a lot of government aid for regeneration.
Since that time One North East has led the economic regeneration and development of the north east of England, making a significant contribution to the improving prospects of our region both economically and physically. 
In June 2010 the coalition Government announced the abolition of the Regional Development Agencies.  As a result One North East ceases operation on 31st March 2012.
Over its life time the Agency invested over £2.7bn into the regional economy, attracting and creating 19,000 businesses and helping those existing businesses become more competitive.  This resulted in the creation, or safe guarding, of 160,000 jobs and the £40bn economy is now based on global strengths in process industries, advanced manufacturing, low carbon vehicles with a growing influence in new and renewable energy markets.
NewcastleGateshead Initiative is the destination management and marketing agency for NewcastleGateshead; a public private partnership supported by Gateshead Council  and Newcastle City Council, working with around 165 private sector partner organisations across NewcastleGateshead and the wider region. All of our activity aims to promote and position NewcastleGateshead as a world-class, vibrant tourism destination, through targeted marketing and PR campaigns nationally and internationally and through the work of our cultural programming team and convention bureau.
culture 10, an annual programme of world-class festivals and events (e.g. Tall Ships race) 9

10. Public-private partnerships
Partnership work between One North East, Newcastle City Council and Newcastle University created Newcastle Science City, (knowledge-led regeneration) which is looking to reshape the centre of Newcastle through the development of the 19-acre Science Central site in the heart of Newcastle.
It was also through a partnership between One North East and Newcastle and Gateshead Councils that NewcastleGateshead brand (culture-led regneration) was created, a City Development Company responsible for developing physical and business infrastructure and engaging with the private sector. However, this was scrapped in 2011.
One North East was then replaced by LEPs – the Local Enterprise Partner Network - in 2011

11. Top-down vs. bottom-up Top-down:
Benwell-Scotswood- West End of Newcastle (housing-led regeneration)
Public-private investment ( , Excelsior Academy – private investment) WHY top down?
Bottom-up:
Ouseburn Valley (culture led regeneration) Ouseburn Regeneration Team 2, Ouseburn Trust, Arts Council, Big Lottery Fund. Why bottom-up?
Is top-down or bottom-up better?
Bridging NewcastleGateshead – has it been successful?
Doesn’t allow for local view so much. Rebranding can only be successful if community gets on board 11

12. Government (local/regional/national) – have the final say on projects
Local governments get locals on side & feedback to private & regeneration companies
Private companies (e.g. OneNE) – provide funding to government
Regeneration companies (e.g. Newcastle Gateshead Initiative)
Increasing influence on rebranding projects
Private/regen give money to interest groups when something happens near them/is going to impact on them – gvt tell them to do this
Interest groups (e.g. Newcastle University) – link as pleasing these companies increases the chance of their regeneration scheme being successful 12

13. Int.l National City Regional Local
Local Enterprise Partner Network (LEPs) – replaced RDAs in 2011
Science City
One North East
Newcastle City Council
NewcastleGateshead Initiative
Key rebranding players for Newcastle and Gateshead
Regional Development Agencies (RDAs)
Local Councils (regional government)
Capitalist/headline sponsors
Local people and communities
Charities/not-for-profit interest groups
Private firms
European (EU) Money
Public Private Partners
Culture 10
Gateshead Council
Newcastle University Business School, Newcastle City Council and One North East sponsor “Science City”
European Regional Development Fund
Public partnerships - Public–private partnership (PPP) describes a government service or private business venture which is funded and operated through a partnership of government and one or more private sector companies
Local Enterprise Partnerships - In England, a local enterprise partnership (LEP) is a voluntary partnership between local authorities and businesses formed in 2011 by the Department for Business, Innovation and Skills to help determine local economic priorities and lead economic growth and job creation within its local area. They carry out some of the functions previouly carried out by the regional development agencies which were abolished in March As of September 2012[update] there are 39 local enterprise partnerships in operation
Int.l
NE1
Bridging NewcastleGateshead
National
City
Arts Council (national)
Ouseburn Trust (local/regional)
Regional
Local 13

14. Analysis of Public and Private Investment
The table you have been given sets out the key players, when they are needed and examples of their work for regeneration of an urban area.
You task is to think about the positives and the negatives for each of the three types of investment.
You may discuss- be ready to feedback as a class.

15. Mixed public and private sector Investment and profit led
Public Sector
Policy Led
Mixed public and private sector
Private Sector
Investment and profit led
National
Local
Multiple partners
Single company
Players
MPs, Government officials, regional (e.g. London Assembly or local councils
Both sets of players
Company directors, shareholders, employees
When?
Used for any infrastructure or public-service projects that the private sector views as being too costly or risky, or where the expected income will be lower than the costs (projects like this can be used to kick-start a depressed economy.
Where the cost is high, but it can still be shared with the private sector.
Where the project will lead to benefits for more than one company or partner.
New investment by a single company, to expand its product range and increase its profits.
What?
- Infrastructure national transport (e.g. HS2, Crossrail), water or energy projects, all based on public need.
- Major national events e.g. the 2012 Olympic games.
- Health services where there are clear public benefits.
Housing e.g. private housing developments, as part of which the government subsidises the construction of lower-cost (affordable) housing.
- Technology e.g. car companies sharing research into new engine technology.
- Supply chains e.g. Intel chips made for a variety of computers.
Expansion of individual companies and their range of products e.g. Microsoft, Apple
Benefits
It provides services and infrastructure where they are needed- not where they will make profit.
Often works well in the UK, e.g. the NHS.
Energetic, often creative, and competitive (which can bring costs down).
Costs
Sometimes seen as slow, with inaccurate budgeting and delivery times.
The different sectors need to understand each other.
It serves the company’s interests, which may not be those of the public (e.g. the VW scandal in 2015 about the falsification of fuel consumption data for its cars).

16. Review/Homework Conflict Matrix
Copy this conflict matrix out, and replace the ‘player A’ etc with examples of key players. i.e. include local people, the government, private investors.
Player A
Player B
Player C
Player D
Player E
Player F
Complete the conflict matrix to see who would, and who would not agree with each other in terms of regeneration strategies.