REGENERATION DEPARTMENT
SERVICE PLAN 2010/2011
Title / Departmental Service Plan 2010/2011 – Regeneration Department
Creator / Authors / Performance Management
Approved by / Director of Regeneration
Department / Regeneration
Director / Kevin Parkes
Date / Created / 2009/10
Submitted / April 2010
Approved
Updating Frequency / Annual
Status
/ Version: Final

Contributor(s)

/ Heads of Service
  • Development
  • Economic Development, Culture and Communities
  • Museums and Galleries

Performance Management
Type
/ Strategy
Vital Record / Yes / EIR / N/A
Rights
/ Unclassified

Publisher

/ Middlesbrough Council, Members Office, PO Box 99a, Town Hall, Middlesbrough, TS1 2QQ, Lotus Notes Performance Management Tile
Coverage / Middlesbrough Council
Language / English

Document Control

Version / Date / Revision History / Reviser
1 / 04/03/2010 / - / Patrick Oliver
2 / 09/03/2010 / - / Patrick Oliver
3 / 16/03/2010 / - / Patrick Oliver
4 / 22/03/2010 / - / Alan Andrew/ Christy Woodhouse
5 / 31/03/2010 / Final draft amended and circulated to Heads of Service and Executive Director. / Performance Management
6 / 09/06/2010 / Final version with amendments / Patrick Oliver

Middlesbrough Council // Regeneration Departmental Service Plan 2010/2011 // 1

Contents

Section / Page
Introduction / 4
Purpose and scope / 5
Departmental overview / 6
Aims and objectives / 6
Structure, functions and key drivers / 14
Partners and partnerships / 19
Customers and stakeholders / 22
Resources / 23
Review of performance in 2009/2010 / 30
Summary / 30
Delivering strategic objectives / 32
Financial performance / 32
Customer satisfaction / 33
Improvement priorities: key targets and actions for 2010/2011 / 35
Summary / 35
Programmes and projects / 36
Reviews / 37
Risk management / 38
Communications / 39
Consultations / 43
Monitoring and Review / 44
Audit and Inspection / 45
Appendix A: Performance Targets 2010/2011 / 48
Appendix B: Improvement Action Plan 2010/2011 / 52
Appendix C: Risk Register 2010/2011 / 67
Appendix D: Workforce Plan / 80

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Introduction

This Service Plan sets out the Regeneration Department’s strategy and plans for the immediate future in the context of the resources available.

The evolution of Middlesbrough from its industrial heritage towards a service-orientated economy was graphically demonstrated by the mothballing of the Corus Teesside Cast Products plant at Redcar. This event is possibly the last in a series, over the last three decade, of the demise of the steel manufacturing industry in the Tees Valley. Although located in Redcar the impact will spread across the whole region.

This mothballing may signify the end of an era, however, this emphasises the need to focus on new opportunities. That process has been underway some time and underpins a significant number of both the Councils and Regenerations strategies for the future.

The council has a clearly established strategy for regeneration as identified in both the Middlesbrough Urban Strategy and the adopted Urban Regeneration strategy. These documents are supported by a range of more focussed strategies, including those for Cannon Park, the Town Centre, Middlehaven, Acklam Hall, Hemlington Grange, Grove Hill, Gresham and the Green Blue Heart.

In many ways this is a traditional service plan, it provides details of the teams that make up the Department and their contribution to the citizens of Middlesbrough. However it also attempts to take a pragmatic/detailed look at the Regeneration vision by identifying principles that, although they may evolve, will still be relevant in 2020.

These underlying principles relate to:

  1. identifying who the real customers of the services are;
  2. workforce development plans that put in place strategies to meet service needs over the longer term;
  3. building upon the Local Development Framework, which identifies longer-term objectives around which short and medium term strategies can be developed.

The planned actions set out in Appendix B detail how the Department will contribute to the Councils strategic plan themes. However these tend to be short-term activities usually achieved within the financial year and do not give a longer-term picture. To address this, a database of up to ten measurable activities is being created. These would allow the long-term tracking of tangible aspects that demonstrate the true nature of the local economy. This would include, for example, unemployment, homelessness and housing statistics.

The economic downturn cannot be ignored but this Service Plan looks forward and is putting in place the building blocks for a positive future.

Kevin Parkes Councilor Charles Rooney

Executive Director – Regeneration Executive Member - Regeneration

and Economic Development

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Purpose and scope

The purpose of this plan is to set out how Regeneration Department will contribute to the Council’s strategic objectives in 2010/2011. It supports the work of the Mayor and the Council’s Executive, particularly the Executive Member for Regeneration and Economic Development.

This plan sets out the Regeneration Department’s priorities and key improvement actions for the year ahead. It has been developed by the Performance Management team, Heads of Services and Senior Managers in consultation with employees across the department. Detailed activity is set out in the supporting plans and will be managed at service and team level.

The plan will be made available to all employees within the department, who will be briefed on its key messages. It will be published on the Lotus Notes Performance Management Tile.

If you have any queries on this plan, or require any further information, please contact:

Patrick Oliver

Performance Officer

First Floor, Civic Centre

01642 729580

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Aims and objectives

Departmental aims and objectives

Regeneration is a multi faceted department with the primary objective of making Middlesbrough a place where economic growth meets the needs and aspirations of its people, projecting a positive image of somewhere that:

  • people want to do business;
  • people want to work and live;
  • people want to be.

Contribution to the partnership and corporate agendas

The department makes a significant contribution to the delivery of the vision for Middlesbrough and corporate objectives, as outlined below.

Vision for Middlesbrough and local priorities

The Middlesbrough Partnership has agreed the following vision for the future of Middlesbrough, set out in Middlesbrough’s Sustainable Community Strategy 2008-2023:

Middlesbrough will be a thriving, vibrant community where people and businesses succeed.

The Sustainable Community Strategy sets out the long-term plan to improve the local well-being reducing inequalities between Middlesbrough and the rest of the country and between local communities. It identifies six priority themes, which provide the overall framework guiding the Council and its partners:

  • creating stronger communities;
  • creating safer communities;
  • supporting children and young people;
  • promoting adult health and well-being, tackling exclusion and promoting equality;
  • enhancing the local economy;
  • securing environmental sustainability.

The Middlesbrough Local Area Agreement 2008-2011 is an agreement between central government (represented by Government Office North East) and the local area (represented by the Council and its partners in the LSP). It identifies the key priorities and targets for the area over a three-year period. The Sustainable Community Strategy sets out the long-term vision for the area, and this is reflected in the shorter-term priorities and targets in the LAA.

Strategic Plan

The Council’s priorities are outlined in the Strategic Plan (its overarching plan) and are organised around the six priority themes outlined above and their strategic priorities.

To effectively manage its contribution to the vision, the Council has added a Fit for Purpose theme, which underpins achievement across the organisation.

The corporate strategic objectives relevant to the Regeneration Department are listed below.

Theme / Strategic objective / Contribution
Creating stronger communities / Empower local people to have a greater voice and influence over decision-making and a greater role in public service delivery. / A major contribution through services;
  • Community Regeneration
  • Development Control
  • Regeneration Programmes
  • Urban Policy and Implementation Unit
  • Culture and Tourism

Improve the quality of life for people in the most disadvantaged neighbourhoods, with service providers being more responsive to diverse needs. / A major contribution through services;
  • Community Regeneration
  • Housing Services.

Ensure that Middlesbrough is a cohesive and harmonious community where people from different backgrounds get on well together. / A major contribution through services;
  • Community Regeneration
  • Cultural Services
  • Town Centre Management
  • Urban Policy and Implementation Unit
  • Museums and Galleries.

Promote regeneration through culture, arts and learning by means of cultural activities that contribute to the quality of life and well-being of individuals and communities. / A major contribution through services;
  • Cultural Services
  • Libraries and Information Services
  • Museums & Galleries.

Enhancing the local economy (Promote economic vitality) / Establish a physical environment that encourages and supports economic vitality. / A major contribution through services;
  • Building Control
  • Development Control
  • Housing Services
  • Regeneration Programmes
  • Urban Policy and Implementation Unit
  • Economic Development

Provide business support to existing businesses and encourage more businesses to set up, locate and grow here. / A major contribution through services;
  • Economic Development
  • Town Centre Management
  • Development Control
  • Urban Policy and Implementation Unit.

Ensure that local people have the appropriate skills and can access jobs and opportunities. / A major contribution through services;
  • Economic Development
  • Community Regeneration
  • Libraries and Information Services.

Change attitudes by promoting Middlesbrough’s success. / A major contribution through services;
  • Economic Development
  • Cultural Services
  • Libraries and Information Services
  • Town Centre Management
  • Regeneration Programmes
  • Urban Policy and Implementation Unit
  • Museums and Galleries.

Promote regeneration through culture, arts and learning by means of cultural projects and flagship events that act as economic drivers. / A major contribution through services;
  • Cultural Services
  • Libraries and Information Services
  • Museums and Galleries.

Enhancing the local economy (Facilitate a housing offer that provides the quality and choice required to meet the needs of the community, and support future economic growth) / Rejuvenate the housing stock. / A major contribution through services;
  • Housing Services
  • Urban Policy

Ensure the type and mix of housing provides choice. / A major contribution through services;
  • Building Control
  • Development Control
  • Housing Services
  • Urban Policy and Implementation Unit.

Improve and maintain existing housing. / A major contribution through services;
  • Housing Services.

The department contributes to the following LAA targets:

  • NI 1 – Percentage of people who believe people from different backgrounds get on well together in their local area;
  • NI 4 – Percentage of people who feel they can influence decisions in their locality;
  • NI 11 – Engagement in the Arts;
  • NI 151 (M4) – Overall employment rate;
  • NI 152 (M3) – Working age people on out of work benefits;
  • NI 153 – Working age people on out of work benefits in the worst performing neighbourhoods;
  • NI 154 – Net additional homes provided;
  • NI 171 – New business (VAT and PAYE) registration rate;
  • NI 187 – Tackling fuel poverty – people receiving income based benefits living in homes with a low energy efficiency rating;
  • L2 – Reduction in the waiting time for major adaptations to accommodation;
  • L3 – People who agree that Middlesbrough is improving.

The department’s actions in pursuit of these objectives and key targets are set out in this service plan.

The Raising Hope agenda

The Council’s key contributions to the delivery of the SCS themes are directed by the ‘Raising Hope’ agenda set by its elected Mayor and supported by the Council’s executive and non-executive councillors. The Raising Hope agenda complements the SCS vision. It is built on four pillars:

  1. A clean, safe environment in which people can go about their business without fear of crime and anti-social behaviour.
  2. Physical regeneration of the town’s run-down sites and buildings.
  3. A business-friendly enterprise culture which welcomes would-be investors.
  4. A transport network which can meet the needs of a town on its way up.

The foundations for these four pillars are the education and care of children and young people and support for vulnerable people in Middlesbrough.

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Crosscutting issues

Local partners have adopted a number of principles that will cut across and inform all work towards the achievement of strategic objectives. The following sections summarise corporate and departmental objectives in respect of these issues. Improvement priorities, key targets and actions are included within the Improvement Action Plan section of this plan.

Community engagement

Effective community and customer engagement is essential to the Council’s community leadership role and the efficient delivery of strategic objectives. The Council has a statutory duty to involve, and must consider as a matter of course, the possibilities for provision of information to, consultation with and involvement of representatives of local communities across all its functions. However, the Department’s approach extends much further than what is required by statute.

This provision takes a number of forms which include the support of a resident led Community Council network across the town, engagement through consultation in drawing up Neighbourhood Action Plans and the regular engagement of over 2000 residents every week in our eight community centre’s based around the borough.

The department’s key customers and stakeholders are detailed later in the plan and planned communications and consultations for 2010/2011 listed.

Equality and diversity

The Council is firmly committed to providing and promoting equality for all its employees and the wider community, irrespective of race, colour, religion or belief, ethnicity, gender, family status, sexuality, disability and age. It is committed to avoid all forms of discrimination, whether direct, indirect, individual or institutional. The Regeneration Department fully supports this commitment, and planning towards the achievement of strategic objectives will address inequalities as appropriate.

The Regeneration department contributes to the Council’s diversity ethos by embedding equality and diversity within its processes and procedures, which include:

  • quarterly meetings of the Department’s Diversity Group;
  • representation on the Corporate Diversity Group;
  • ensuring Diversity is a standing item on team meetings within Regeneration;
  • monitoring of actions to address issues of equality and diversity through the improvement action planning process;
  • carrying out equality impact assessments on all reports submitted to Corporate Management Team (CMT) and Executive Member and monitoring and addressing any issues and impacts;
  • nominating departmental racist incident coordinators; and
  • maintaining a commitment to training managers and senior officers in equality and diversity

Narrowing the gap

Linked to the above, the Council recognises that some people may suffer disadvantage or be marginalised because of where they live, their way of living or their personal circumstances. In order to achieve the vision for Middlesbrough, it is essential that nobody is disadvantaged because of where or how they live.

In general terms the Community Regeneration Service focuses it’s resources on the thirteen wards in the borough with the highest levels of deprivation. As part of the work of those teams statistical data and resident consultation is used as a way of focusing service partnerships on interventions to narrow the gap in areas such as crime and asb levels, employment levels and educational attainment.

Sustainability

The Council is committed to improving the sustainability of all its activities, and maximising its contribution to making Middlesbrough a more sustainable community. A range of initiatives to improve sustainability is now underway:

The One Planet Living® Framework

The Council has adopted the One Planet Living® Model as its framework for understanding the wider effects of its service delivery, and for developing a programme of actions for sustainable improvements to quality of life. The One Planet Living programme focuses on ten principles:

  • Zero carbon
/
  • Sustainable water

  • Zero waste
/
  • Land use and wildlife

  • Sustainable transport
/
  • Culture and heritage

  • Sustainable materials
/
  • Equity and local economy

  • Local and sustainable food
/
  • Health and happiness

A One Planet Living action plan is in development and will be published by March 2011.

The Council’s carbon footprint is largely comprised of emissions from the use of buildings, from waste, and from vehicles. Over the coming year, measures to reduce these emissions, currently coordinated through the Carbon Reduction and Climate Adaptation (CRACA) programme, will be adapted for integration into the One Planet Living programme.

Sustainable development is the core principle underpinning the town planning system. Achieving sustainable development should therefore underpin development activities. The four aims of sustainable development are:

  1. maintenance of high and stable levels of economic growth and employment;
  2. social progress which recognises the needs of everyone
  3. effective protection of the environment; and
  4. the prudent use of natural resources.

The achievement of sustainable development is at the hearts of the Local Development Framework (LDF). It is through implementation of the policies and proposals of the LDF that the Council will ensure that development contributes to sustainability. This will be achieved by requiring development proposals, where appropriate to:

  • be located so that resilience on the private car is minimised and the use of more sustainable forms of transport are encouraged;
  • make the most efficient use of land, giving priority to the use of previously developed land;
  • ensure that areas of nature conservation and other environmentally and historically important areas are protected;
  • be of high design quality;
  • incorporate onsite renewable energy facilities or energy saving technologies; and
  • be constructed to BREEAM or the code for sustainable homes standard.

Carbon Reduction Commitment