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

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

4. THE SANDWELL STORY

5.  Glasgow

6. A LONG GESTATION b 1993 - Tipton Challenge Partnership b 1996 - Sandwell Regeneration Partnership b 1997 - Sandwell Health Partnership

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

8. 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

9. 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

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

11. 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

12. SANDWELL 2020 PLAN KEY STAGES b Principles for partnership action b Action plan - short, medium and long term

13. 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

14. 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)

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

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

17. 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

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

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

20. 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

21. 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

22. ASSESSMENT - ABOUT BALANCING TRENDS

23. IMAGE COURTESY OF ALSOP AND STÖRMER THE VISION PERSONIFIED