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26/03/09



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City Development Directorate



Regeneration Services

Operational Plan 2009/10





April 2009







1

CONTENTS PAGE



economic downturn, and ensuring that the benefits

are felt in even the most deprived neighbourhoods

Summary of service objectives 3

Service Objective 5: Identify, secure and manage

58

funding resources for regeneration

Introduction and purpose 10

Service Objective 6: Continually seek to improve

63

our services and develop our workforce

About the service 12





Value for Money self Assessment 14





Key strategic issues to be addressed in 2009/10 17





Cross cutting themes and other key Issues 20





Resources and improvements to deliver plan 25



Service Objective 1: Influence, lead and support

strategic regeneration, working with partners 29

locally, sub-regionally, regionally and nationally

Service Objective 2: Contribute to the city centre's

35

transformation

Service Objective 3: Transform Coventry's physical

environment in an environmentally sustainable way 42

to benefit all of the city

Service Objective 4: Improve Coventry's economy

through enterprise, skills and employment 48

opportunities, minimising the impact of the







2

Summary of Regeneration Services Objectives









SCS Theme/ SCS Priority/

Service Objective Cabinet Portfolio Priority

Management Theme Management Objective



A prosperous Attract inward investing businesses to open in the Transform Coventry through a 15-20 year

1. Influence, lead and

Coventry with a good city, at least one of these each year should be a sustainable growth programme

support strategic

choice of jobs and major new investment

regeneration, working Focus growth on transforming the city

business

with partners locally, Increase entrepreneurship by expanding and centre to create a vibrant and successful

opportunities for all

sub-regionally, developing the Local Enterprise Growth Initiative sub-regional centre for Coventry and

the city's residents

regionally, nationally model Warwickshire



3

and internationally Create new jobs for local people by encouraging Create change and develop sustainable

the growth of businesses in the city communities through multi-faceted urban

regeneration projects, including New Deal

Reduce the number of people claiming JobSeekers

for Communities, The Swanswell

Allowance and other worklessness benefits

Initiative, Canley Regeneration

Reduce the number of school leavers who are not

Maximise property assets, income and

in education, employment or training (NEETs)

external funding to finance corporate

Increase the proportion of school leavers who priorities, specifically the growth

complete a first year of further education, programme

employment or training (EETs) and continue into a

Champion the city and create

second year

employment, enterprise and investment

Increase achievement of Level 2 qualifications and opportunities for everyone

above

Develop a programme to help retain new

graduates within the city by providing appropriate

jobs and housing

Continue the transformation and extension of the

city centre

A good choice of Planning to achieve a balance of housing type –

housing to meet the mixed developments/ communities

needs and

Ensure the planned growth of the city's housing

aspirations of the

stock contributes towards sustainability, meets

people of Coventry

future housing targets and provides affordable

homes for local people

A creative, active and Make the city centre a vibrant cultural centre and

vibrant Coventry connect the city's culture to local neighbourhoods



A more equal Improve community engagement and meet local

Coventry with and national government requirements to involve

cohesive local communities in partnership working and

communities and decision making

neighbourhoods

Ensure that equality of opportunity and community

4

cohesion are embedded throughout Coventry's

Sustainable Community Strategy and the Local

Area Agreement

Improve neighbourhood planning to involve local

communities in addressing local issues and

improve local service delivery

Develop a better understanding of the changing

demographics and future needs of people in

Coventry, including the effects of migration into and

out of the city on local communities and the

delivery of services

2. Contribute to the A prosperous Attract inward investing businesses to open in the

Transform Coventry through a 15-20 year

city centre's Coventry with a good city, at least one of these each year should be a

sustainable growth programme

transformation choice of jobs and major new investment

programme business Focus growth on transforming the city

Create new jobs for local people by encouraging

opportunities for all centre to create a vibrant and successful

the growth of businesses in the city

the city's residents sub-regional centre for Coventry and

Develop a programme to help retain new

Warwickshire

graduates within the city by providing appropriate

jobs and housing Create change and develop sustainable

Continue the transformation and extension of the communities through multi-faceted urban

city centre regeneration projects, including New Deal

for Communities, The Swanswell

A good choice of Planning to achieve a balance of housing type – Initiative, Canley Regeneration

housing to meet the mixed developments/ communities

needs and Maximise property assets, income and

Ensure the planned growth of the city's housing external funding to finance corporate

aspirations of the

stock contributes towards sustainability, meets priorities, specifically the growth

people of Coventry

future housing targets and provides affordable programme

homes for local people

A more equal Improve community engagement and meet local Champion the city and create

Coventry with and national government requirements to involve employment, enterprise and investment

cohesive local communities in partnership working and opportunities for everyone

communities and decision making



5

neighbourhoods Ensure that equality of opportunity and community

cohesion are embedded throughout Coventry's

Sustainable Community Strategy and the Local

Area Agreement

Improve neighbourhood planning to involve local

communities in addressing local issues and

improve local service delivery

Develop a better understanding of the changing

demographics and future needs of people in

Coventry, including the effects of migration into and

out of the city on local communities and the

delivery of services

3. Transform A prosperous Develop a programme to help retain new

Transform Coventry through a 15-20 year

Coventry's physical Coventry with a good graduates within the city by providing appropriate

sustainable growth programme

environment in an choice of jobs and jobs and housing

environmentally business

Continue the transformation and extension of the Focus growth on transforming the city

sustainable way to opportunities for all centre to create a vibrant and successful

city centre

benefit all the city the city's residents sub-regional centre for Coventry and

Warwickshire



Create change and develop sustainable

communities through multi-faceted urban

regeneration projects, including New Deal

for Communities, The Swanswell

Initiative, Canley Regeneration

Maximise property assets, income and

external funding to finance corporate

priorities, specifically the growth

programme



Champion the city and create

employment, enterprise and investment

opportunities for everyone



6

A more equal Improve community engagement and meet local

Coventry with and national government requirements to involve

cohesive local communities in partnership working and

communities and decision making

neighbourhoods

Ensure that equality of opportunity and community

cohesion are embedded throughout Coventry's

Sustainable Community Strategy and the Local

Area Agreement

Improve neighbourhood planning to involve local

communities in addressing local issues and

improve local service delivery

Develop a better understanding of the changing

demographics and future needs of people in

Coventry, including the effects of migration into and

out of the city on local communities and the

delivery of services

4. Improve Coventry's A prosperous Attract inward investing businesses to open in the Transform Coventry through a 15-20 year

economy through Coventry with a good city, at least one of these each year should be a sustainable growth programme

enterprise, skills and choice of jobs and major new investment

Focus growth on transforming the city

employment business

Increase entrepreneurship by expanding and centre to create a vibrant and successful

opportunities, opportunities for all

developing the Local Enterprise Growth Initiative sub-regional centre for Coventry and

minimising the impact the city's residents

model Warwickshire

of the economic

downturn and Create new jobs for local people by encouraging Create change and develop sustainable

ensuring that the the growth of businesses in the city communities through multi-faceted urban

benefits are felt in regeneration projects, including New Deal

Reduce the number of people claiming JobSeekers

even the most for Communities, The Swanswell

Allowance and other worklessness benefits

deprived Initiative, Canley Regeneration

neighbourhoods Reduce the number of school leavers who are not

Maximise property assets, income and

in education, employment or training (NEETs)

external funding to finance corporate

Increase the proportion of school leavers who priorities, specifically the growth

complete a first year of further education, programme

employment or training (EETs) and continue into a



7

second year Champion the city and create

employment, enterprise and investment

Increase achievement of Level 2 qualifications and

opportunities for everyone

above

Develop a programme to help retain new

graduates within the city by providing appropriate

jobs and housing

Continue the transformation and extension of the

city centre

A more equal Improve community engagement and meet local

Coventry with and national government requirements to involve

cohesive local communities in partnership working and

communities and decision making

neighbourhoods

Ensure that equality of opportunity and community

cohesion are embedded throughout Coventry's

Sustainable Community Strategy and the Local

Area Agreement

Improve neighbourhood planning to involve local

communities in addressing local issues and

improve local service delivery

Develop a better understanding of the changing

demographics and future needs of people in

Coventry, including the effects of migration into and

out of the city on local communities and the

delivery of services

5. Identify, secure and Money Ensure sound management of the Council's Transform Coventry through a 15-20 year

manage funding financial resources sustainable growth programme

resources for

Deliver the Council's Medium Term Financial Focus growth on transforming the city

regeneration

Strategy to meet corporate objectives and balance centre to create a vibrant and successful

the budget sub-regional centre for Coventry and

Warwickshire

Maximise resources

Create change and develop sustainable



8

communities through multi-faceted urban

regeneration projects, including New Deal

for Communities, The Swanswell

Initiative, Canley Regeneration

Maximise property assets, income and

external funding to finance corporate

priorities, specifically the growth

programme

Champion the city and create

employment, enterprise and investment

opportunities for everyone





6. Continually seek to A more equal Improve community engagement and meet local Transform Coventry through a 15-20 year

improve our services Coventry with and national government requirements to involve sustainable growth programme

and develop the cohesive local communities in partnership working and

Focus growth on transforming the city

workforce communities and decision making

centre to create a vibrant and successful

neighbourhoods

Ensure that equality of opportunity and community sub-regional centre for Coventry and

cohesion are embedded throughout Coventry's Warwickshire

Sustainable Community Strategy and the Local

Create change and develop sustainable

Area Agreement

communities through multi-faceted urban

Improve neighbourhood planning to involve local regeneration projects, including New Deal

communities in addressing local issues and for Communities, The Swanswell

improve local service delivery Initiative, Canley Regeneration

Develop a better understanding of the changing Maximise property assets, income and

demographics and future needs of people in external funding to finance corporate

Coventry, including the effects of migration into and priorities, specifically the growth

out of the city on local communities and the programme

delivery of services

Champion the city and create

Improving the way Continue to improve the quality of our services employment, enterprise and investment

we work and deliver opportunities for everyone

Continue to improve access to services

value for money

Continue to improve the efficiency and



9

effectiveness of services

People Develop the skills, competences and motivation of

our workforce

Build a workforce that is representative of the local

community

Maintain the health, safety and welfare of our

workforce

Improve attendance at work









Introduction and purpose



Purpose of The Regeneration Services Operational Plan (RSOP) provides a strategic overview to the key objectives and actions that will be

the Plan delivered in the 2009/10 financial year.

The RSOP reflects the priorities agreed in the Sustainable Communities Strategy/ Coventry City Council Corporate Plan

particularly around the theme of 'A prosperous Coventry with a good choice of jobs and business opportunities for all the city's

residents.' The plan has also been developed to support the delivery of the City Development Cabinet Portfolio Plan.

The RSOP also delivers Coventry City Council's commitments in the Coventry Economic Development Strategy 2008-11.

The delivery of short term priorities to meet the aims of the Sustainable Communities Strategy is through the Coventry Local

Area Agreement (LAA). The RSOP contributes to the delivery of targets within the LAA through the following LAA Delivery Plans:

 NI 152 – Working age people on out of work benefits

 NI 165 – Proportion of population aged 19-64 for males and 19-59 for females qualified to at least Level 4 or higher

 NI 171 New business registration (planned for implementation in 2010).

Regeneration Services also supports the delivery of the following National Indicators through the Economy, Learning, Skills and

Employment Theme Group of Coventry Partnership.

 NI 117 – 16 to 18 year olds who are not in education, training or employment (NEET)

 NI 79 – Percentage of young people attaining Level 2 by age 19 in a Local Authority Area

 NI 164 – Proportion of population aged 19-64 for males and 19-59 for females qualified to at least Level 3 or higher

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Introduction and purpose



Regeneration Services will be incorporating the NI4 '% of people who feel they can influence decisions in their locality' into our

work. We will also evidence how we inform, consult and involve public in commissioning and decision making about our services,

as part of the new duty being introduced to local authorities in April 2009.

Across Regeneration Services, Team Leaders and Managers have been meeting with their teams to discuss the challenges

facing us and the key tasks for next year. This has led to Team Leaders and Managers being able to agree actions for each of

the Division's objectives relevant to their area of work.

The Employment & Enterprise Review being carried out within Regeneration Services will see whole aspects of service delivery

redesigned to meet the identified needs of our customers. This ongoing review will lead to further versions of this plan being

required to reflect any changes that take place.

Part of the Employment & Enterprise Review will also be identifying and implementing improvements to the Division's Support

Services. A Service Improvement Group (SIG4) has been set up to take this priority forward. Areas that the SIG4 are focusing on

include:

 Service Co-ordination

 Policy

 Evaluation

 Performance Management

 Partnerships

 Communications

 External Funding

 Funding Assurance

The Operational Plan is monitored and reported on quarterly at Regeneration Services Management Team meetings. The

quarterly report is also disseminated to all Regeneration Services Team Leaders. The Plan is the basis for the preparation of

Team Action Plans, which set out detailed actions for individual staff. We are currently reviewing our performance management

culture to identify areas of continuous service improvement.









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About the service



Services The service areas within Regeneration Services Division:

covered by

 Development Projects

the plan

Undertaking and leading new development and environmental enhancement projects on behalf of the City Council,

preserving the City's heritage and conservation, archaeology and promoting urban design and landscape design principles to

improve the quality of the environment

o Property Development

o Conservation and Archaeology

o Environmental Regeneration

o Urban and Landscape Design

 Employment and Community Regeneration

Working with individuals, local people and local companies, attracting new businesses, supporting investment an d renewal in

major regeneration project areas

o Community Employment & Skills

o Client Support Unit

o Neighbourhood Renewal

o Investment & Business Services

 Project Champions

Bringing forward, "Championing" and delivering major regeneration programmes and projects particularly in partnership with

external stakeholders

o Swanswell – as part of the wider City Centre Programme

o Canley

o NDC Masterplan

 Regeneration Strategy & Resources

Creating a strategic approach to the organisation and delivery of regeneration, economic development and business support

across the city, sub-region and city region

o Programme Management

o External Funding Support including European, National & Regional funds

o Policy and Performance

o International Strategy

o LEGI Partnership Programme Co-ordination



12

About the service



 New Deal for Communities

Community-led partnership to regenerate the Wood End, Henley Green, Manor Farm and Deedmore areas of the city

o New Deal for Communities (NDC)



Cabinet CABINET MEMBER

Members, Councillor Gary Ridley, Cabinet Member City Development (as at March 2009)

Management DIRECTOR – City Development Directorate/ Management Board Member

Board John McGuigan

Member Head

Of Service DEPUTY DIRECTOR – City Development Directorate/ Management Board Member

Martin Yardley

HEAD OF SERVICE

Carl Pearson, Head of Regeneration Services



SERVICE MANAGERS



Tony Auty Development Projects Manager



Trevor Howard Employment & Community Regeneration Manager

Duncan Elliott Project Champion (Swanswell)



Tim Jones Project Champion (Canley), NDC



Paula Deas, Rebecca Young Regeneration Strategy & Resources Manager (Job-share)

Afzal Hussain Director, New Deal for Communities (NDC)









13

Value for Money Self Assessment





Baseline Data -  Last year Employment and Enterprise was the subject of a Value for Money review.

What information  LEGI Evaluation work in has provided a range of baseline data on cost per output and value for money for several

do you already projects within the programme. This has included some evaluation of value for money compared with both

have about the comparable providers in the city and nationally, where possible.

value for money  Regeneration and development projects are subject to a project review and evaluation on completion.

being achieved by

your main service

areas?

Gap Analysis Core Versus External Funding for Regeneration Services

Fund Year Core Funded Externally Funded Total Cost %age core %age external Cost per person external funding per person

PK 2007/2008 1,377,449.77 665,110.18 2,042,559.95 67 33 £4.56 £2.20

PF 2007/2008 240,460.75 5,552,436.37 5,792,897.12 4 96 £0.80 £18.39

PB 2007/2008 3,379,460.09 8,729,725.35 12,109,185.44 28 72 £11.19 £28.91

Total 2007/2008 4,997,370.61 14,947,271.90 19,944,642.51 33 67 £16.55 £49.49

PK 2008/2009 1,552,759.64 227,303.00 1,780,062.64 87 13 £5.14 £0.75

PF 2008/2009 342,816.00 5,339,504.00 5,682,320.00 6 94 £1.14 £17.68

PB 2008/2009 3,119,381.08 7,165,901.00 10,285,282.08 30 70 £10.33 £23.73

Total 2008/2009 5,014,956.72 12,732,708.00 17,747,664.72 41 59 £16.61 £42.16

PK 2009/2010 1537699 125000 1,662,699.00 92 8 £5.09 £0.41

PF 2009/2010 0 5628432 5,628,432.00 0 100 £0.00 £18.64

PB 2009/2010 2668309 4106627 6,774,936.00 39 61 £8.84 £13.60

Total 2009/2010 4,206,008.00 9,860,059.00 14,066,067.00 44 56 £13.93 £32.65



 For April 2009/10 the percentage of core funding for Regeneration Services is 44% compared to 56% being funded

through external funding.

 LEGI Programme cost per output values where available have been found to compare favourably to appropriate

benchmarks of providers across the city. However, the current review of employment and enterprise services is

ensuring that value for money is a key driver in how services are redesigned moving forward. It is recognised that

staffing is a main cost driver for this area and so redesign is focusing on ensuring that job roles are fit for purpose

and that service delivery is designed to be 'lean'.





14

Planned actions in  Development Projects have had a budget cut of £25k pa imposed for 2008/09 and 2009/10, which is being achieved

2009/10? by a combination of reducing staffing levels and cutting service budgets, on top of the annual efficiency savings

targets. Investment and Business have had a cut of 325k for 2008/09 and £35k for 2009/10. The Community

Employment and Skills team have a cut of £50k for 2009/10.

 Social Return on Investment has been utilised to understand fully the value for money and impact of spending in two

projects of the LEGI programme. In 2009/10 it is planned that Social Return on Investment will be embedded into

several employment and enterprise services. This provides comprehensive understanding of the value and impact of

these services to the state, individuals and a variety of organisations across the city, such as the PCT.

 Broad reaching service redesign is focusing on streamlining and refocusing service delivery, rationalisation of

delivery partners and maximising value for money across employment and enterprise services.









15

 Base Budget Reviews





Regeneration Summary of PPR Savings 2008/09 and 2009/10

PPR Savings identified from 2007/08 exercise

PPR

PPR Savings

Savings Action

Action 2009/10

2008/09 £ £

Development Projects -25,000 -25,000

Business Investment Team -25,000 -35,000

Employment -50,000

NDC Masterplanning (Project Management) 80,000

-50,000 -30,000



PPR Savings identified from 2008/09 exercise



PPR PPR

Savings PPR Savings to

Action Savings to be actioned

2009/10 be actioned 11/12

£ 10/11 £ £

Client Support Unit -23,000 -48,000 -48,000

Groundwork -48,000 -48,000 -48,000

Clothing Centre -43,000 -82,000 -82,000

CVOne -150,000 -150,000 -150,000

Car Parking Fee Increase -380,000 -380,000 -380,000

Third Party Payment 3% efficiency Savings

Credit Union -1,438

Support in to Employment -1,038

Employment and Skills Team -902

-646,476 -708,000 -708,000









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Planned  It is expected that employment and enterprise services will be more effectively delivered through simplified and

outcomes/benefits streamlined service model, supported by lean and continuously improving support services. This will be delivered

despite LEGI funding being reduced by £1.3m for 2009/10.

 Development Projects has a £25k savings target



How will these As part of the Employment and Enterprise Review a subgroup has been set up to identify and implement improvements

service to the Division's Support Services. Known as Service Improvement Group (SIG4) the areas that this group are focusing

improvements be on include:

measured?  Service Co-ordination

 Policy

 Evaluation

 Performance Management

 Partnerships

 Communications

 External Funding

 Funding Assurance

In measuring service improvements, a working group is looking at performance management in detail. This includes

reviewing the performance management systems in place e.g. how we collect management information and the need to

improve the speed and quality of information. It encompasses work around Social Return on Investment (SROI),

including the possible implementation of a system that will enable the Division to measure softer regeneration outcomes,

such as distance travelled. The working group is also reviewing the performance management culture within the

Division, and how managers use performance management information with their teams e.g. an Operational Plan Survey

has been carried out and the results are informing how we will improve the use of the Operational Plan within the

Division.









Key strategic issues to be addressed in 2009/10

Reference to service

Key strategic issue objective, action(s) and

success criteria in plan



17

 The economic downturn and its adverse impact on the property market is likely to continue throughout the Objectives 2,3,4 & 5

year. This will inevitably mean that developers and investors will be much more cautious about progressing

projects and purchasing sites

 The reduced level of expenditure on public services will impact upon Regeneration Services. This will in turn Objectives 1,2,3,4,5 & 6

impact upon the availability of jobs and on unemployment figures. Strategically our work will be more

reactively driven to deal with immediate issues in the economy, and the focus will be upon stabilising

Coventry's economy within the economic recession. At the same time we need ensure that the City is

positioned to take advantages of opportunities during the recession and also be ready to respond when

economic recovery happens.

 Multi-Area Agreements - At present we are cooperating on a multi-area agreement on Employment and Skills Objective 1

for the City Region. This will only be signed off if we gain level 3 powers over DWP funding in the City Region

and section 4 powers over DIUS funding. We will be signing up to employment and skills targets for the City

region, however, these will be in line with local targets. We will need to review local targets in the light of a

sign off to this. If there is an acceptance of this agreement the City Strategy Management board will be

subsumed within it and they will be run together. This should streamline our approach to Worklessness and

skills in the City Region this would also be part of the City Region Pilot.

 Pilot City Region Status - What we seek from Pilot City-Region status is the ability to achieve a step change Objective 1

in the quality and quantity of the infrastructure that will enable us to achieve this goal – by stimulating

investment, growth, jobs and competitiveness. We want to achieve this step change in infrastructure by

having:



1. the power to co-ordinate and align the existing investment made in our City-Region by ourselves,

Government departments, and national and regional agencies;



2. the power to raise additional resources, particularly for capital investment in infrastructure, through

innovative funding mechanisms;



3. the power for member local authorities to pool resources and risk, and to invest anywhere in the City-

Region.

 Regeneration Services' investment and business strategy will focus on strategic business sectors that are Objectives 2, 3 & 4

vital to employment, prosperity and reputation of the city. These sectors will be targeted to attract investment

to the city and we will work with AWM and other local partners to develop sector programmes and flagship

projects to make the city even more attractive for investment. We will also work collaboratively with

businesses in these sectors to support their growth. Targeted sectors include retail, public sector relocations,

18

office and professional, automotive, aerospace, creative and design, medical and environmental.





 Strategic Housing Investment and sustainability - The merger of the Housing Corporation and English Objectives 1, 2 & 3

Partnerships into the Homes and Communities Agency (HCA) will require a change in how Housing

Investment is allocated. Tim Jones is leading on discussions with HCA to develop a Strategic Partnership with

HCA for Housing Investment that includes for Investment and Grant allocations linked to Growth, Affordability

and Regeneration. This fits in with the City's Core Strategy for growth.

 HCA are also now leading on sustainability funding for Growth related projects and programmes. Investment

proposals are lodged with HCA for investment in Canley and NDC to improve the sustainability of those

projects. In addition Advantage West Midlands are also looking to invest in sustainable/Climate Change

developments. This links into the City's Strategy for Climate Change.

 Securing the progression of the development of the City Centre during the current economic recession Objectives 1, 2 & 4



 Growth Point – housing numbers, traffic infrastructure Objectives 1, 2, 3, 4, 5



 The Regeneration Services Division has been carrying out an Employment and Enterprise (E&E) Review, Objectives 1, 4, 5 & 6

looking at the redesign of delivery and services in this area. The purpose of the review is to ensure that we

keep abreast of developments particularly in the fast paced changing economic climate. We will be

evaluating the way we deliver, manage, and source our services. Integral to this will be ensuring that the

service is clear. Alongside this the service needs to be clear about its role in the field of Employment and

Enterprise alongside that of our partners i.e. JobCentre Plus, LSC, Chamber, Third Sector.

Four service improvement groups have been established and are responsible for creating and delivering

action plans, specifically focusing on:

o Employer Engagement, led by Geoff Hyde and Stan Aldridge



o Individual Clients/Client Journey's, led by Priti Bharadwa and Trevor Howard



o Business, Investment and Enterprise, led by Andy Williams and Stan Aldridge



o Support Services (to include service coordination, policy and partnerships, performance

management, communications, external funding, funding assurance and evaluation) led by

Rebecca Young and Trevor Howard





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This work is overseen by the Programme Board which consists of Carl Pearson, Trevor Howard, Rebecca

Young and Paula Deas. Priti Bharadwa provides support to the Programme Board in moving

recommendations forward.



 Development Projects: Three actions came from the Equality Impact Assessment undertaken in 2008/09 Objectives 2,3 & 6



 Managing the impact on service delivery of the PPR cuts (5 posts across the City Development Directorate), Objectives 1,2,3,4,5,& 6

the details of which are still to be confirmed.



 Managing the outcome of Senior Management Team's (SMT) deliberations on the Directorate structure. Objectives 1,2,3,4,5,6









Cross cutting themes and other key issues





What is planned for 2009/10? Action reference





Equalities and Community Equality actions can be

The work of Regeneration Services is built around delivering the following

Cohesion found in the following

themes of the Sustainable Community Strategy:

service objectives:

 A prosperous Coventry with a good choice of jobs and business opportunities  SO2 - Contribute to

for all the city's residents, the city centre's

 A good choice of housing to meet the needs and aspirations of people of transformation

Coventry program

 A creative, active and vibrant Coventry  SO3 – Transform

 A more equal Coventry with cohesive communities and neighbourhoods. Coventry's physical

environment in an

Inevitably this means our work is wide ranging encompassing jobs, poverty, environmentally

neighbourhood renewal, business and investment. Therefore, equalities is sustainable way to

fundamental to everything we do. benefit all the city

Part of our work involves working closely with Communities. Engaging and  SO 4 – Improve



20

consulting them is vital and plays a major part in shaping and redesigning our Coventry's economy

services as well as the information received from Equality Impact Assessments. through enterprise,

skill and

For example, the review of the consultation undertaken on the City Centre employment

Masterplanning exercise shows it managed to capture a representative cross of opportunities

people. Comments from non white British groups were on the low side and

consideration needs to be given as to how to engage more effectively in the

future.



Following the Employment and Enterprise review of our services, we will

continue developing our partnership working across organisations and agencies

to address the social inclusion and equality agenda.



We also, currently work with the Equalities and Cohesion Theme Group of

Coventry Partnership, specifically to identify Equalities and Cohesion issues

which will, this year, contribute towards the development of the new Equalities

and Cohesion Strategy for Coventry City Council.



Furthermore, each year, Regeneration Services is required to undertake an

Equality Impact Assessment on all our services. Last year, a total of two

assessments were undertaken, involving the Investment & Business Team and

Development Projects team and produced a number of outcomes which have

been incorporated in this years plan.

For example, the Equalities Impact Assessment undertaken in respect of

development project activities produced three main actions which are listed

below:

 Ensure post scheme analysis/ evaluations are undertaken on projects e.g.

Far Gosford Street

 Ensure ethnic minority data is collected and analysed for all consultation

events

 Investigate more effective methods of reaching certain groups e.g. young

people 16-24 and the new European communities



This year, the key actions and activities relating to equalities and community



21

cohesion and the common themes arising from Equality Impact Assessments

are listed below:

 Ensure ethnic minority data is collected and analysed

 Ensure post scheme analysis/evaluations are undertaken on all projects

 Investigate more effective methods of reaching certain groups such as

young people and the new European communities

 Investigate and encourage service users to complete ethnic monitoring

forms



This year, we plan to undertake assessments in the following service areas:



 The Client Support Unit

 The External Funding Helpdesk



The outcome from those assessments will be used to inform service delivery for

2010-11.









22

Sustainability The council wants to improve Coventry's environment by making a positive Actions can be found in

contribution and tackling climate change. Part of what we do is about ensuring the following service

that all regeneration is sustainable and contributes to the aims of tackling climate objectives:

change. Some of the ways in which we do this is by:

 SO3 – Transform

 Protecting the city's heritage and natural resources Coventry's physical

environment in an

 Maximising our resources to manage green spaces, natural habitats, environmentally

public art and other environmental improvement assets sustainable way to

Last year, we also began work on developing a strategy and action plan for the benefit all the city

Environmental sector. This year, we will continue to further develop that strategy

and in doing so, will enable us to attract future investment.

Within Regeneration Services there is very little we can do if it does not meet the

sustainability test/ criteria. For example the City Centre Transformation is

predicated on addressing significant market failures in the city centre. The

funding invested by AWM will help improve the cultural, leisure and business

offer in Coventry City Centre and stimulate investment in Coventry. This will in

turn create the employment required to sustain the housing growth targets that

have been set for Coventry in the Regional Spatial Strategy. These actions aim

to enable Coventry become a vibrant and sustainable city for the 21st Century.

Duty to Inform, Consult and As previously mentioned (See Equalities and Community Cohesion section), our Actions involving

Involve work involves working closely with local Communities, ordinary Members of the consultations can be

Public, Businesses, Partners and Stakeholders; obtaining their comments is vital found in the following

and plays a crucial part in shaping and redesigning our services. service objectives:

 SO2 - Contribute to

We regularly consult on our physical major Regeneration projects such as the

the city centre's

Canley Regeneration Scheme and Swanswell Regeneration Project. Further

transformation

consultations are also undertaken on areas such as the City Centre Masterplan,

program

Far Gosford Street and new service delivery programmes such as Local

Economic Growth Initiative (LEGI) and the recent Deprived Area Fund project.  SO3 – Transform

Analysis of the data shows that we engage widely with members of the Coventry's physical

community from elderly persons to young people such as school children and environment in an

where a specific need has been identified as a result of consultation, we have environmentally

redesigned our services accordingly; However and especially with the City sustainable way to

Centre Masterplan, there is still further work to be done and we recognise that benefit all the city



23

we will need to engage more effectively with Black and Minority Ethnic groups,

 SO 6 – Continually

young people and New European communities.

seek to improve our

services and develop

During the coming year, we will:

our workforce

 Continue involvement in developing Coventry City Council's "Inform, Consult,

and Involve" Strategy

 Continue our involvement in developing the LAA Delivery Plan for the

National Performance Indicator No: 4 on the " % of people who feel they can

influence decisions in their locality"

 Continue consulting but will seek to engage more effectively with Black and

Minority Ethnic Groups, Young People and New European communities

 Widen Public involvement in our major regeneration projects as well as within

service delivery

 Continue consultation activities around the projects the Development

Projects team is facilitating and implementing. Stakeholders, residents and

local businesses are consulted in the design and planning stages to ensure

their requirements are taken into account.

 Implement Community Involvement and Communications Plan at Swanswell

to widen public involvement

 Sustain public involvement in Canley Regeneration Programme and the NDC

programme.

Customer Services Throughout the year, customer feedback is received via a variety of methods Actions involving

such as consultations, surveys, customer impact reviews, commissioned surveys consultations can be

and focus groups. Employee briefings are also held with staff to further capture found in the following

information. This feedback is used to inform the overall strategy and help to service objectives:

shape service delivery.

 SO2 - Contribute to

the city centre's

We recognise that Customer feedback is crucial and therefore work is ongoing to

transformation

capture feedback throughout the year.

program

Parts of our service (the Investment and Business Team) have achieved the ISO  SO3 – Transform

9001 Quality Accreditation Standard, which is about knowing and understanding Coventry's physical

customer needs including obtaining regular feedback. To complement this work environment in an

and for the year ahead, our focus for the rest of the division will be to build on the environmentally



24

review of our Employment and Enterprise work and continue developing sustainable way to

improvements to our service delivery. benefit all the city

 SO 6 – Continually

During the coming year, we will:

seek to improve our

services and

 Continue to implement the actions from the review of our Employment and

develop our

Enterprise Services

workforce

 Continue to listen to our customers and analyse feedback to inform service

deliver

 Maintain the ISO 9001 quality accreditation for the Investment and Business

team









Resources and improvements to deliver the plan



 Regeneration Services is affected by the context of the overall budgetary position in Coventry City

Money

Council.

 Narrative to describe the position and potential to be secured – not guaranteed – lots of opportunity. City

Centre £40 million, NDC £15 m, ERDF, Other bids

 Service specific constraints include the inability to be able to fill vacant positions or recruit to new

positions.

 Swanswell Learning Quarter CPO – three outstanding compensation claims. Current worst case

estimates indicate possible £1.1m budget overspend. Timing of claims and outcome may not be known

for several years. Cases being overseen by Duncan Elliott. On Corporate Risk Register: Finance Special

Projects part of project team.

Improving the way we work  See VFM Section

and deliver Value for Money

 The Employment & Enterprise Review will fundamentally redesign service delivery for Employment &

Enterprise elements of Regeneration Services.

 For key major physical schemes there is a dedicated corporate and directorate risk register which is

reviewed quarterly.









25

Our staff have always been and remain our biggest asset. The redesign of services (arising from the review

People

of our Employment and Enterprise services), means that our services may be delivered in a different way,

which will mean doing things differently in the future. Therefore, we will need to ensure that staff are trained

and have the necessary skills to deliver the objectives of this plan and in so doing achieve the objectives of

the City Council.



This year in particular, will be particularly challenging for us; we no longer have the Deprived Area Fund

project and the Local Economic Growth Initiative (LEGI) project is being reviewed and revised as a result of

the review of our Employment and Enterprise services. Part of the E&E Review includes reviewing and

revising the structure of Employment and Enterprise delivery. There are around fifty people within

Regeneration Services on temporary contracts who are awaiting the outcome of the review as to what the

structure will look like progressing forward. The council's vacancy freeze is also impacting on all our services

and poses a real threat to vital services.

Regeneration Services Division is committed to the Personal Development Review process. The Division

believes strongly in the value of investing in its employees. This commitment is demonstrated through the

target of ensuring each employee receives an average of three days training per year. The Division is also

committed to maximising the potential of individuals, as demonstrated through its continued investment in the

Pacific Institute's 'Investment in Excellence' training course for employees.



Last year, (figures taken from qtr 3 performance report, correct as at December 2008)



 83% of staff received some form of training and development

 6.4 days on training and development per employee (exceeding corporate target of 3 days training

per employee)

 96% of staff had received a PDR

 Middle and Senior Managers undertook further recruitment and selection training



This year, we intend to maintain our targets:



 3 days training and development per employee

 Improve the % number of staff trained

 Improve the % number of staff achieving 3 days training per employee

 Improve the % number of PDRs carried out for staff

 Improve the % number of staff attending equality and diversity training

 Continue to train Staff in Health and Safety



26

Health and safety is of utmost importance, and training will continue for staff who have particular

responsibilities for these areas.

Key 'people issues' from service areas:

 The central administrative support team for West Orchard House has been actively encouraging work

experience placements to compliment their current skill base and provide a live proactive work

environment in which individuals can gain valuable current support, guidance and motivation in their

journey back into or starting work.

One young lady, who completed three weeks work experience from City College, has opted to come

back in her own time, one day a week to improve her skills and abilities.

A recent design graduate is currently producing a professional standard of design products for

Regeneration Services events and for the Hillfields Action Plan.

One young man, registered disabled and previously out of work for five years, has just completed a

fantastic three month placement with the admin team and will be now be joining the team in a

paid administrative support role to the International Team through the Aspire Programme.

With a French International Student coming for a two month placement, a sixth form student due to start

a Degree in Regeneration in September with us now and throughout the summer the administration

team's "open house" policy is proving rewarding for the team and most importantly for the individual

concerned. It is envisaged that the team will continue along the same pattern and although it will not be

possible to offer all individuals the possibility of paid employment at the end of their placement, the skills,

confidence and friends they gain make them so much better placed to seek out new opportunities of their

own.

 In Development Projects there are several vacant posts which at present cannot be filled because of the

overall financial position. If this continues into 2009/10, or the posts are cut as part of the PPR proposals,

Also if no alternative funding is found to replace the PDG (Planning Delivery Grant) then the landscape

and tree protection services will be adversely affected.

 Since the end of the previous ERDF programme in Dec 2008, the Environmental Regeneration team's

budget no longer not covers all salary & running costs and a further shortfall will occur at the end of the

Liveability programme. This could impact on staff contracts and on the ability to continue with Far

Gosford Street regeneration and the Neglected Property Initiative. Alternative internal and external

revenue and capital (fee) sources are being investigated

 In Development Projects training in relation to Health & Safety e.g. Risk Assessments and Fire Safety will



27

continue for staff that have particular responsibilities for these areas.

 The Project Champions base budget does not fully cover staff salary and office running costs. The two

Project Champions will continue to seek out and identify gap-funding for the total budget required from

capital projects, and external funding sources (e.g. Growth Monies). Any shortfall could impact on the

ability to continue to take on new project work.

 Within the Regeneration Strategy & Resources Team there are currently vacancies being held due to the

recruitment freeze, and because we are awaiting the outcome of the E&E Review in terms of any

structural changes that need to take place. This is having an adverse effect on the capacity of the team.









28

Service Objective 1



Service Objective: 1. Influence, lead and support strategic regeneration, working with partners locally, sub-regionally, regionally, nationally

and internationally

Purpose Success Criteria

A co-ordinated approach to regeneration strategy to ensure the most Partnerships are recognised as strong and successful, and are achieving

effective targeting of resources and actions to deliver against identified regeneration outcomes to benefit all of the city.

aims. Resources are targeted efficiently and making a difference in the areas that have

Building upon our reputation for successful partnership working and been identified as priorities.

relationships and continuing to ensure that they add value to the work Coventry has a strong voice and the capacity to work strategically at a local, sub-

of Regeneration Services. regional, regional, national and international level.

Ensuring Coventry has the right capacity and a strong voice at all People feel that they have an influence on decisions relating to regeneration in

strategic levels. their locality.

Fulfilling our duty to inform, consult and involve others in the delivery

and design of our services.

Performance Summary

This section should be left blank – used for quarterly review





Action Actions Timescale Lead Links to other Progress

Number /Milestones Officer(s) plans achievements/concerns &

actions to be taken

International

Support the Lord Mayor's office to Co-ordination of international Paula Deas Coventry

carry out a programme of activities via monthly Lord Juliette Verdier- International

international activities with our twin Mayor liaison meeting and Scott Strategy

towns and international partners communication with

1.1 international steering group



Officer support for international

delegations as required (6-8

delegations anticipated per



29

Action Actions Timescale Lead Links to other Progress

Number /Milestones Officer(s) plans achievements/concerns &

actions to be taken

year)



Write and performance manage Refreshed International Paula Deas

Coventry's International Strategy Strategy for 09/10 – 12/13

Juliette Verdier-

written and approved in May

Scott

1.2 2009



Six monthly reporting process

on the strategy



Conference for Atlantic Cities Explore funding opportunities Paula Deas

Network and gather information about

Juliette Verdier-

upcoming EU policies via AGM

Scott

attendance once a year



Share best practice and

develop funded projects where

appropriate via attendance at

CAAC sustainable urban

1.3 regeneration working group

(aprox. 2-3 times per year)



Begin delivery of three year

transnational INTERREG

project with 15 CAAC partners



Ongoing input to policy

lobbying initiatives by the

network



National



New "single conversation" with the Continued dialogue with HCA Carl Pearson

1.4

Homes and Communities Agency at via sub-regional partnerships –

Paula Deas



30

Action Actions Timescale Lead Links to other Progress

Number /Milestones Officer(s) plans achievements/concerns &

actions to be taken

a Regional Level monitored quarterly



Regional

Work with regional partners on the Negotiations with ministers Trevor Howard City Strategy

development of a Multi Area through to June 09.

Geoff Hyde

1.5 Agreement for Skills and

Employment in the West Midlands If agreed on freedoms and

Region flexibilities LA sign off July 09

Develop the City Strategy model to Reviewed at local Trevor Howard City Strategy

1.6 ensure Coventry has a voice within management board bi-monthly Geoff Hyde

the wider partnership

Rebecca Young

Maintain involvement in regional Meetings every quarter (June, ESF Regional

Amanda Hume

European networks in order to September, December, March) Framework

influence policy and identify funding

opportunities i.e. Regional Work with the WMLGA to

1.7 Trevor Howard

European and International Officers ensure local authorities have a

Geoff Hyde

Group (REIOG), Regional voice in the changes to ESF

Rebecca Young

INTERREG Network Group (RING). post 2010 - Reviewed at ESF

Amanda Hume

Officers Group monthly



Maintain relationship with AWM to Quarterly report to Paula Deas

1.8 optimise their policy & funding Management Team Rebecca Young

support for projects



Sub-regional

Paula Deas

Taking forward actions from the Cabinet Briefing May 2009

1.9 Sarah Powell

Sub-national Review

Paula Deas

Regeneration Services contribution LEAs will become a statutory

Sarah Powell

to the development of Local duty in 2010 – in the interim

1.10

Economic Assessments via updates on progress will be

representation on the LEA working provided quarterly.



31

Action Actions Timescale Lead Links to other Progress

Number /Milestones Officer(s) plans achievements/concerns &

actions to be taken

group

Paula Deas

Contribute to the development of a (Awaiting steer from CSWP)

Sarah Powell

1.11 CSW sub-regional economic

development strategy

Rebecca Young

Provide secretariat to Coventry and Meetings every 2 months

Amanda Hume

Warwickshire Sub-Regional Group

1.12 (SRG) through the 2007 – 2013 Review purpose of SRG with

Programme Warwickshire County Council-

Sep 2009



Local



Development of an integrated Ensure the LEGI Partnership Rebecca Young Sustainable

business and enterprise strategy for Board meets to provide Communities

Andy Williams

Coventry, with LEGI at the heart of accountability and governance Strategy

future service delivery across the of the programme – Quarterly

city Coventry

Development of an integrated Economic

LEGI Strategy for 2009-11 Development

Strategy

Under the banner of

'Enterprising Coventry' Coventry City

1.13

implement a core Council Corporate

communications strategy for Plan

2009-11 across the LEGI

partnership that raises the LAA Delivery

profile of Coventry's LEGI Plans

programme locally, regionally

and nationally – Quarterly

report to the LEGI Board

Continue involvement in the

National LEGI Forum and



32

Action Actions Timescale Lead Links to other Progress

Number /Milestones Officer(s) plans achievements/concerns &

actions to be taken

provide representation and

input into the National agenda

of LEGI moving forward –

Quarterly report to Board

Support the work of Coventry Sustainable

Partnership through leading the Community

Meetings held once a quarter Carl Pearson

work of the Economy, Learning, Strategy

Rebecca Young

Skills and Employment (ELSE)

Paula Deas

Strategic Group in delivering the Coventry

Sustainable Community Strategy, Economic

the Local Area Agreement, the Development

1.14 Economic Development Strategy Strategy

and LAA Delivery Plan goals

Coventry City

Council Corporate

Plan



LAA Delivery

Plans

To attend Quarterly meetings Carl Pearson

Attend the City Council's Coventry City

and provide reports to Trevor Howard

Neighbourhood Ward Forums Council Corporate

Members and Residents Tim Jones

1.15 and provide support to Elected Plan

Duncan Elliott

Members: (Foleshill, Radford,

Westwood and St Michaels Ward

Forums)



Improving the way we work and deliver Value for

Money People

Money

Government resources will become more The Regeneration Services Employment & Enterprise The vacancy freeze on employing staff could

limited due to the economic downturn. It is Review includes a review of our representation across detrimentally impact on the ability of Regeneration

essential that we work in partnership to ensure partnerships in relation to the Employment and Services to have sufficient representation and

that available resources are maximised and Enterprise element of Regeneration Services. capacity at all strategic levels.

targeted efficiently.

33

Improving the way we work and deliver Value for

Money People

Money

Lack of financial resources is impacting upon

our people resources.







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used for quarterly review quarterly review for quarterly review









34

Service Objective 2

Service Objective: 2. Contribute to the city centre's transformation programme



Purpose Success Criteria

The transformation of the city centre is key to a successful growth A successful and vibrant city centre at the heart of the sub-region.

strategy for Coventry. In order to increase the economic performance The city centre is a destination of choice to live, work and visit.

of the city we need to develop the city centre’s physical environment,

People feel that they have an influence on decisions relating to regeneration in

retail offer, job opportunities, and visitor offer.

their locality.

Fulfilling our duty to inform, consult and involve others in the delivery

and design of our services.

Performance Summary

This section should be left blank – used for quarterly review





Action Actions Timescale Lead Links to other Progress achievements/concerns &

Number /Milestones Officer(s) plans actions to be taken

City Centre

Tony Auty City Centre

City Centre Transformation - City Centre Programme

Andy Telford Transformation

Support the Deputy Director to Board: provide monthly up to

Paul Beesley

progress, including the date information to Service

2.1 formulation and delivery of the Board meetings

policy/ strategy and action plan

for the regeneration of the City Continue to approval of the

Centre Implementation Plan Oct 09



Public Sector Relocation and Run a prestige network event Trevor Howard City Centre

HQ Functions – promote the city in London Spring/ Summer Framework

Stan Aldridge

as a location for business 2009

2.2 investments with a specific Public Sector

aspiration to attract them to the Continue to build enquiry Relocation

city centre specific business cases by Strategy (Lyons

March 2010 Review)





35

Action Actions Timescale Lead Links to other Progress achievements/concerns &

Number /Milestones Officer(s) plans actions to be taken

City Centre

Retail – Encourage the By 31 March 2010 Trevor Howard

Framework

development of the city centre

Tony Auty

retail offer in the short/ medium

Stan Aldridge LEGI

term by highlighting the

2.3 opportunities to investors, Paul Beesley

developers and end users whilst

continuing to target aspirational

retail/leisure brands to the

existing and future city centre

City Centre

St. Johns: manage relationship Regular liaison meetings Tony Auty

Transformation

with developer and Severn Trent

Water to ensure construction Start on site July 2009

2.4 progresses on schedule and

ensure the refurbishment of Complete by the end of Sep

Manor Road Bridge is completed 2009

by October 2009

City Centre

Friargate: As part of project By March 2010 Tony Auty

Transformation

team liaise with developer to Andy Telford

2.5 secure outline planning

Paul Beesley

permission and provide property

advice

City Centre

Design Manuals: Prepare draft By March 2010 Tony Auty

Transformation

Streetscape Design Guide, Andy Telford

2.6 Urban Design Framework: Tall

Buildings Guide and consult with

stakeholders and public

City Centre

Heritage Buildings e.g. St By 31 January 2010 Tony Auty

Transformation

Mary's Hall Kitchens, Drapers Paul Beesley

2.7 Hall, Whitefriars Monastery –

George Asset

work with Property colleagues to

Demidowicz Management

develop an interim management

Plan

36

Action Actions Timescale Lead Links to other Progress achievements/concerns &

Number /Milestones Officer(s) plans actions to be taken

and marketing strategy



Development sites: Tony Auty Financial

 Identify and develop Three development Paul Beesley Strategy

proposals for future opportunities

opportunities

2.8

 Market and achieve disposals Complete two disposals

necessary to support the

capital receipts target and

create job opportunities

Far Gosford Street Area

Regeneration

Lead the development of Far Set up and service a Far Tony Auty Cultural

Gosford Street as Coventry’s Gosford Street business forum Strategy

Andy Duncan

creative business quarter, with – April 09 onwards

CDP Ltd and AWM Nicola Poole Coventry

Prepare, update and deliver

Cultural

FGS communication and

Partnership

events strategy – April 09

onwards

Preparation of business plan

and submission of full AWM

bid May 09

2.9

Start implementing creative

quarter business plan at Far

Gosford Street Industrial

estate – June 09

Start Sky Blue Way access

remodelling to prepare for Site

1 landmark development –

November 09

10 Townscape Heritage

Initiative grant projects

37

Action Actions Timescale Lead Links to other Progress achievements/concerns &

Number /Milestones Officer(s) plans actions to be taken

completed – March 2010



Swanswell



Progress with the physical Central Depot- Completion of Duncan Elliott Sustainable

development of the Swanswell marketing brief. Note: Keeping Communities

Initiative marketing of site for Strategy

development under review – 1

May 2009 Coventry City

Council

Corporate Plan



Coventry and Warwickshire Duncan Elliott See above

Hospital site – Completion of

Acquisition agreements and

agreement and

commencement of demolition

works programme – By

August 2009

2.10

New City Centre Health Duncan Elliott See above

Centre (LIFT) – Agree design,

gap funding and complete car LIFT

park disposal – 1 July 2009 Programme



Ring Road Junction 2 – Duncan Elliott Sustainable

(Note this work has yet to be Communities

formally commissioned) – Strategy

Initial detailed design, cost

and programme feasibility Coventry City

study – Sep 2009 Council

Corporate Plan



New Salvation Army Hostel Duncan Elliott Supporting

– relocation to Harnall Lane People and

Tim Wright

West site. Resolve local Homeless

38

Action Actions Timescale Lead Links to other Progress achievements/concerns &

Number /Milestones Officer(s) plans actions to be taken

consultations, car park Services

relocation, design and

complete property deal – By

September 2009



Swanswell Academy School Duncan Elliott Sustainable

– Agreement of scheme Communities

design, site issues and land Strategy

disposals – By 31 September

2009 Coventry City

Council

Corporate Plan



Influence design and Duncan Elliott See above

development of private

sector schemes (i.e. Canal

Basin area, Godiva Place, bus

garage and Phoenix 2 areas)

– By 31 March 2010



Lead and strengthen public Duncan Elliott See above

sector stakeholder groups,

and co-ordinate their

investment plans – by March

2010



Progress the Swanswell Duncan Elliott

Initiative Masterplan through

to Local Development

Framework approval – by

March 2010



Ensure the regeneration and Trevor Howard

Lead the development of a Local

renewal of Swanswell meets the Duncan Elliott

2.11 Swanswell Benefits Plan – By Development

needs of the community and March 2010 Margaret Framework

supports delivery Dieterman

39

Action Actions Timescale Lead Links to other Progress achievements/concerns &

Number /Milestones Officer(s) plans actions to be taken

Devise, develop and lead a Statement of

Community Involvement & Community

Communications Plan at Involvement

Swanswell – by October 31st

2009



Deliver a public consultation

exercise and Statement of

Community Involvement to

inform the Swanswell element

of the LDF planning

application - By 31st March

2010





Improving the way we work and deliver Value

Money People

for Money

The Project Champions base budget does not Continued regular dialogue between Project Project Champion Team staff are on permanent

fully cover staff salary and office running costs. Champions and the Finance Team contracts. Therefore need to continue successfully

The two Project Champions will continue to seek resolving gap-funding issue on an ongoing basis.

out and identify gap-funding for the total budget

required from capital projects, and external

funding sources (e.g. Growth Monies). Any

shortfall could impact on the ability to continue to

take on new project work.

Update: This section should be left blank – used Update: This section should be left blank – used Update: This section should be left blank – used for

for quarterly review for quarterly review quarterly review









40

Service Objective 3

Service Objective: 3. Transform Coventry's physical environment in an environmentally sustainable way to benefit all of the city



Purpose Success Criteria

Regeneration projects outside of the city centre contribute to meeting Local people gain the benefits of regeneration.

regeneration aims and the needs of local residents. The sustainable regeneration of the city, featuring high quality design in all new

Ensuring all regeneration is sustainable and contributes to the aims of developments.

tackling climate change. The city's heritage and natural resources are retained.

The protection of the city’s heritage and natural resources. People feel that they have an influence on decisions relating to regeneration in

Fulfilling our duty to inform, consult and involve others in the delivery their locality.

and design of our services.

Performance Summary

This section should be left blank – used for quarterly review





Progress

Action Timescale Lead Links to other

Actions achievements/concerns &

Number /Milestones Officer(s) plans

actions to be taken

Planning Permissions or

Influence the Masterplanning, Tony Auty

Masterplans approved

design, development and

by 31 March 2010 for: Paul Beesley

implementation of major

redevelopment projects  Browns lane Andy Telford

 Paragon Park

3.1

 Bell Green Goods Yard

 AGCO

 Accordis

 Canley

 NDC

Influence the Local Prepare the: Tony Auty

Development Framework Core

3.2  City Centre Urban Design Andy Telford

Strategy

 Framework SPD

 Streetscape Design SPD



41

Progress

Action Timescale Lead Links to other

Actions achievements/concerns &

Number /Milestones Officer(s) plans

actions to be taken

 Tall Buildings SPD

 Landscape Design Guidance

 Tree Guidelines for Developers

Publication of three policy papers

or contributions to them by 31

March 2010

Ongoing: No. of Design Forums Tony Auty

Ensure all major developments

held/ Design Awards competition Andy Telford

are completed to a high design

standard helping to generate a

3.3

distinctive 'Coventry style' in

accordance with the Coventry

Urban Design Guidance



Support the development of the Identify how asset transfer can be Trevor Howard Sustainable

Council's Community Owned factored into planning, existing and Communities

Paula Deas

Assets policy new facilities, and services in ways Strategy

that support community need and Margaret

Coventry’s Growth Agenda by Dieterman Council

March 2010 Support to

3.4

Community

Policy drafted by April 2010 Associations



Community

Centres

Strategy

By 31 March 2010 Tony Auty

Ensure that development takes

George

place that respects the historic

Demidowicz

environment preserving and

3.5 enhancing conservation areas,

conserving historic buildings and

recording and/or preserving

archaeological remains.

42

Progress

Action Timescale Lead Links to other

Actions achievements/concerns &

Number /Milestones Officer(s) plans

actions to be taken

Work with Strategic Deliver measures to promote Social Tony Auty Local

Transportation to maximise Inclusion LTP programme – March Transport Plan

Andy Duncan

Local Transport Plan & SUD 2010

3.6

resources to regenerate local

communities and improve

transport to employment sites

Carl Pearson Sustainable

New Deal for Communities Rebecca/ Carl to input into the

Rebecca Young Communities

(NDC) – Regeneration Services NDC Succession Strategy and sign

Strategy

input into the Succession it off from a Regeneration Services

3.7 Strategy perspective – by August 2009

Coventry City

(Succession strategy for the NDC Council

needs to be signed off by Corporate Plan

September 2009 )

Canley Regeneration

3.8

Programme

Carl Pearson

Continue to progress the Planning Application by 31 July Sustainable

Trevor Howard

development of the Canley 2009 Communities

Tim Jones

Regeneration Masterplan in Strategy

Margaret

3.9 consultation with the local

Dieterman

community







Trevor Howard

Ensure the regeneration and Lead, sustain and evaluate the Sustainable

Tim Jones

renewal of Canley meets the Canley Community Involvement Communities

Margaret

needs of the community and and Communications framework - Strategy

Dieterman

3.10 supports delivery Review progress with Canley

Delivery Team every quarter – up Canley

to March 2010 Masterplan



Deliver a programme of



43

Progress

Action Timescale Lead Links to other

Actions achievements/concerns &

Number /Milestones Officer(s) plans

actions to be taken

consultation and involvement that

shapes and supports delivery of

Canley Benefits Plan



Lead, deliver and evaluate Canley

Regeneration Programme’s

Benefits Plan - Programme in place

by December 2010

Complete the delivery of physical

Continue to implement the Tony Auty Sustainable

projects - March 2010

Liveability Programme Communities

Andy Duncan

Strategy

Chair and support the inter-agency

Tony Auty AIMS

Neglected Property Initiative and

Steering Group – March 2010 Andy Duncan

Community

Safety Strategy

Chair and support the inter-

3.11 Tony Auty

departmental Section 215 group –

March 2010 Andy Duncan

Complete and evaluate Coventry’s

Tony Auty CSD Cabinet

DIY Streets’ national pilot, with

Member Plan

Sustrans – March 2010 Andy Duncan

Maximise resources to manage and

CSD, Parks

maintain public spaces, green

spaces, natural habitats, public art

and other environmental

improvement assets – March 2010

Prepare action plans for other

Regenerating Neighbourhood Tony Auty SUD

3.12 target centres to include in SUD

Centres

ERDF bid – June 2009 Andy Duncan



Lead the preparation and

Tony Auty

implementation of a Riley

44

Progress

Action Timescale Lead Links to other

Actions achievements/concerns &

Number /Milestones Officer(s) plans

actions to be taken

Square regeneration action plan

Andy Duncan

– March 2010

Swanswell – see 2.

Contribution to the City

3.13

Centre's transformation

programme



Far Gosford Street – see 2.

Contribution to the City

3.14

Centre’s transformation

programme





Improving the way we work and deliver Value

Money People

for Money

The Project Champions base budget does not Continued regular dialogue between Project Project Champion Team staff are on permanent

fully cover staff salary and office running costs. Champions and the Finance Team contracts. Therefore need to continue successfully

The two Project Champions will continue to seek resolving gap-funding issue on an ongoing basis.

out and identify gap-funding for the total budget

required from capital projects, and external

funding sources (e.g. Growth Monies). Any

shortfall could impact on the ability to continue to

take on new project work.

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45

Service Objective 4



Service Objective: 4. Improve Coventry's economy through enterprise, skills and employment opportunities, minimising the impact of the

economic downturn, and ensuring that the benefits are felt in even the most deprived neighbourhoods

Purpose Success Criteria

Enterprise, skills and employment opportunities improve the economy. Residents are enabled to reach their potential in skills, employment and

To tackle worklessness, employment is viewed as the route out of enterprise.

poverty.





Performance Summary

This section should be left blank – used for quarterly review





Action Actions Timescale Lead Links to other Progress

Number /Milestones Officer(s) plans achievements/concerns &

actions to be taken

Responding to Redundancy and

Economic Recovery



A co-ordinated response and approach to Work with sub-regional Carl Pearson National priorities

redundancies to deliver adequate help to partners through the

Trevor Howard

people and businesses affected Coventry and Regional

Warwickshire Economic Geoff Hyde priorities

Recovery Partnership Stan Aldridge

(CWERP)

4.1 Work with JobCentre Plus

and other agencies

Work with partners to

engage early with

businesses contemplating

redundancies to provide

advice and support in

order to minimise effects



46

Action Actions Timescale Lead Links to other Progress

Number /Milestones Officer(s) plans achievements/concerns &

actions to be taken

Provide strategic financial

and investment support to

businesses in difficulty

Investment



An integrated business investment and Alignment to Business Trevor Howard Regional

enterprise strategy for the City Support Simplification by Stan Aldridge Economic

March 2010 Strategy



Memorandum of AWM sector

understanding with strategies

Business Link working

4.2

effectively September Business Support

2009 Simplification



Sub regional sector Sub National

networks established Review



Business Link

Check dates in timelines/

For business sectors key to future Complete individual sector Trevor Howard AWM Cluster

milestones as moved an

employment and prosperity, develop strategies by June 2009 Stan Aldridge Plans

action from another section.

business sector programmes and flagship

projects to increase the city’s AWM Sector resources European

attractiveness to investors. For the flowing to city’s key initiatives

following Technology Sectors work with business sectors

4.3 Warwickshire and Solihull to attract December 2009 Technology

investment, particularly through the Corridor

anticipated approval of AWM Technology Implement sector

Corridor funding for sector marketing marketing, programmes

and flagship projects for

 Automotive each sector by March

 Aerospace 2010

 Creative



47

Action Actions Timescale Lead Links to other Progress

Number /Milestones Officer(s) plans achievements/concerns &

actions to be taken

 Environmental

 Medical

Work with developers, intermediaries and Coventry Networking Trevor Howard City Image, City

the press to promote the city as a location event Summer or Autumn Centre

Stan Aldridge

for business investment – events, 2009 Framework

conferences and MIPIM) Deirdre Fitzhugh

Birmingham Event Spring

Jacqui Staunton

2010



MIPIM 10 – March 2010



Work closely with property

developers to market their

sites and bring occupiers

4.4 by March 2010. Notably:

 St Modwens/ Savils for

Whitley

 Highbridge/ Cushman

Wakefield for Ansty

 Cannon Kirk for

Friargate

By March 2010

Achieve investment

targets by 31st March 2010



Provide a first class relocation service to Working with QCA Trevor Howard

the city throughout the year taking

Stan Aldridge

up occupation Autumn 09

4.5

– but continue to

encourage staff to ‘use’

the city centre



48

Action Actions Timescale Lead Links to other Progress

Number /Milestones Officer(s) plans achievements/concerns &

actions to be taken

Working with Severn Trent

throughout the year



Achieve investment

targets by 31 March 2010

Timing to late in terms of E&E

Implement and deliver the 'Attracting Review delivery Trevor Howard LEGI Strategy

review – are we renaming

Investment to the LEGI Area project mechanisms to ensure we

Stan Aldridge LEGI strategy going forward

4.6 are optimising advantage Regional

for hard to reach residents Economic

- By March 2010 Strategy



Continue to work with Coventry and Continued success and Trevor Howard

Warwickshire First as Board Members and hopefully grow the

4.7 Stan Aldridge

corporate sponsors to ensure continued organisation and the

success sector by March 2010



Work with developers to bring difficult Recruit member of staff Trevor Howard Regional

sites within the regeneration zone to the June 09 Economic

Stan Aldridge

market (depending on funding approval) Strategy

4.8

through the SUD programme Full listings of sites and

opportunities December AWM Investment

2009 Sector Strategy



Maximise public sector financial support By 31 March 2010 Trevor Howard Regional

4.9 for investment projects Economic

Stan Aldridge

Strategy



Business Support

Date for the strategy?

Manage and deliver a flexible, responsive, Development of an Carl Pearson LEGI, NDC,

innovative and sustainable business integrated business and Objective 2

4.10 Rebecca Young

support and enterprise service across enterprise strategy for

Coventry, focused on the most Coventry -? Trevor Howard



49

Action Actions Timescale Lead Links to other Progress

Number /Milestones Officer(s) plans achievements/concerns &

actions to be taken

disadvantaged and ensuring continual

Develop partnership Andy Williams

review and development takes place.

working and collaboration

Stan Aldridge

across organisations and

agencies who deliver Tony Auty

business and enterprise Andy Duncan

support across Coventry –

Quarterly report to LEGI

Board



Align additional resources

including ERDF Priority 2

to the delivery of intensive

enterprise and business

support offered through

the LEGI programme – 31

March 2009



Deliver business support

for the benefit of priority

neighbourhoods with

partners utilising NDC,

LEGI and other resources

– by 31 March 2010

Is this repeat of above one on

Secure and co-ordinate Tony Auty LEGI

delivering business support

resources to support

businesses in Andy Duncan SUD

Neighbourhood Centres

targeted for action in the

ERDF SUD – August 2009

Work with the Chamber of Commerce to Delivery Plan agreed June Rebecca Young Sustainable

4.11 develop and implement the LAA Delivery 2009 Communities

Plan for LAA NI 171 – New Business Andy Williams Strategy



50

Action Actions Timescale Lead Links to other Progress

Number /Milestones Officer(s) plans achievements/concerns &

actions to be taken

Registration rate

Stan Aldridge



Employment & Skills

Rebecca Young

Work with partners to progress against Half yearly report on

Paula Deas

4.12 actions in the Local Area Agreement progress of the Delivery

Trevor Howard

Delivery Plan 152 on Worklessness Plan

Sarah Powell

Monitor and deliver the outputs for NI165 Monthly review Carl Pearson

in partnership with Warwickshire and

Trevor Howard

4.13 Solihull through CSWP Half yearly report on

progress of the delivery Geoff Hyde

plan

Sarah Powell

Oversee progress on LAA Delivery Plans: Half yearly report on Rebecca Young

progress of delivery plans

Sarah Powell

NI 79 - % of young people attaining Level by indicator owners

2 by age 19 in a Local Authority Area



NI 117 – 16 to 18 year olds who are not

4.14

in education , training or employment

(NEET)



NI 164 – Proportion of population aged

19-64 for males and 19-59 for females

qualified to at least Level 3 or higher

Trevor Howard

Design and deliver support to assist Implementation of the National,

Geoff Hyde

client groups identified through the integrated client pathway Regional

Kim Tierney

Employment and Enterprise Review into developed through the E& Priorities

4.15 Stan Aldridge

sustainable employment, including: E&E Review



 Supporting people with disabilities, Work with Local

mental health and learning disabilities Employment Partnership



51

Action Actions Timescale Lead Links to other Progress

Number /Milestones Officer(s) plans achievements/concerns &

actions to be taken

to gain access to employment Opportunities through

opportunities with adequate support networks – By 31st March

2010

 Offenders

NEET progress through

 Progression of NEET through quarterly report from CEU

construction opportunities Board

Trevor Howard Date needed for E&E Review

Design and deliver support for people in Implementation of the City Strategy

Geoff Hyde

priority neighbourhoods into work integrated client pathway

Kim Tierney

developed through the E& Economic

Stan Aldridge Development

E&E Review

Margaret Dieterman Strategy

Further develop the

Canley Employment Canley and

Model with partners Swanswell

Regeneration

Swanswell Employment Programmes

Strategy implemented by

31 March 2010 LEGI



4.16 Review employment ESF and ERDF

facilities in priority programmes

neighbourhoods

Community

LEGI employment and Services Plan

barrier breaking services



Review Employment and

Skills Plan within City

Strategy wards by April

2009



Work with third sector to

deliver ESF outputs March

52

Action Actions Timescale Lead Links to other Progress

Number /Milestones Officer(s) plans achievements/concerns &

actions to be taken

2010









Build on existing networks and Work with partners to Trevor Howard National,

partnerships to co-ordinate, lead and deliver community based Regional

support initiatives to design and deliver employment support and Geoff Hyde Priorities

new employment support initiatives and local job opportunities

job opportunities, training and skills through City Strategy and

LEGI Boards

4.17

Work with Sector Skills

Council to ensure

residents have the skills

and training to progress

within work

By 31 March 2010

Work with partners through the Local Review quarterly with Job Trevor Howard City Strategy

Jobs Group to ensure local people have Centre Plus

Geoff Hyde

4.18 access to local employment opportunities LSE Agenda

(LEPS)

DWP policy



Lead and strengthen the recruitment Regular review meetings Trevor Howard LSE Agenda

4.19 network to help ensure local community to share good practice, at

Geoff Hyde

organisations have a chance to access least 6 times per year

prime contracts for the delivery of



53

Action Actions Timescale Lead Links to other Progress

Number /Milestones Officer(s) plans achievements/concerns &

actions to be taken

employment outputs.



Employer Engagement

Geoff Hyde

Implement an employer engagement Throughout 2009/10 Regional ESF

model to ensure vacancies with Framework

4.20

employers are serviced for the good of

workless clients.

Trevor Howard

Work with existing business in the most Continue to develop the LEGI Strategy

Stan Aldridge

disadvantaged areas of the city to nature of business support

4.21 develop their competitiveness and sustain to respond to the NDC

their role as an employer within the local economic downturn during

economy 2009/10 Canley

Trevor Howard

Develop the employer engagement forum Bi monthly forum to share

Geoff Hyde

4.22 and ensure sector account management information

Stan Aldridge

information is shared across partnerships

Trevor Howard

Ensure those gaining employment have Quarterly Review of

Geoff Hyde

access to in work training especially provision

4.23 through Train to Gain









Improving the way we work and deliver Value

Money People

for Money

What budget constraints are there in relation to Identify any improvements to systems and What people issues are there that might affect

delivering this service objective and what are you processes needed to deliver the service objective delivery of this service objective and what are you

planning to do to address these? doing to address these?









54

Improving the way we work and deliver Value

Money People

for Money

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55

Service Objective 5

Service Objective: 5. Identify, secure and manage funding resources for regeneration



Purpose Success Criteria

To ensure that resources are well managed, maximised and spent No grant money is clawed back by external funders

effectively. No significant issues are raised in internal or external audits of our programmes

and projects

All grant payments are made within 28 days of receipt of completed grant claims



To secure future funding to enable the delivery of regeneration. The External Funding Team accesses (directly or indirectly) at least £10m

of Regeneration resource in 2009/10

Performance Summary

This section should be left blank – used for quarterly review





Progress

Action Timescale Lead Links to other

Actions achievements/concerns

Number /Milestones Officer(s) plans

& actions to be taken

Identify and Secure New External Funds

Rebecca Young

Fully implement Regeneration Services By 31 April 2009

5.1 External Funding Bid Framework (so that all

external funding bids follow this framework)

Rebecca Young AC comment - Funding

Finalise the Employment, Learning, Skills By 30 September 2009 Strategy (ELSE and

Amanda Hume

and Economy and City Development CDD). We haven't quite got

External Funding Strategies an External Funding strategy

and I think that this is an

5.2 important block of work for

2009/10. This echoes a bit of

the Jon Bloomfield work

done a couple of years back.

However, it could be that this

is done collaboratively



56

Progress

Action Timescale Lead Links to other

Actions achievements/concerns

Number /Milestones Officer(s) plans

& actions to be taken

between Juliette, Steve,

Amanda but maybe with

some "consultant" or

external/ peer input. This

would map out more

systematically what the

overall funding opportunities

are and our tactics for

getting the money in. Paula -

do you have any further

thoughts on this please

Secure at least £5m of new Rebecca Young AWM

Identify and exploit regional, national and

external funding resource Paula Deas

European funding opportunities to secure

(e.g. INTERREG, Lifelong Trevor Howard European

future resources for the work of the

Learning and URBACT, Andy Williams Funding

Regeneration Services Division

Sustrans, Connect2, AWM, Stan Aldridge

SUD, Arts Council, and Geoff Hyde Regional

Local Transport Plan – Kim Tierney Economic

Home Zones) Margaret Dieterman Strategy

5.3 Tony Auty

The individual timescales

Andy Duncan Sustainable

and milestones will be

Urban

included in each of the

Development

external resource streams

and bid deadlines

Quarterly reports

to Management Team



Management of External Funds



Design and set up new Regeneration 30 June 2009 Rebecca Young

5.4 Services Commissioning and Contract

Management Framework



5.5 Allocate and manage new resources (such Key markers: Rebecca Young

as Connecting to Opportunities etc) through

57

Progress

Action Timescale Lead Links to other

Actions achievements/concerns

Number /Milestones Officer(s) plans

& actions to be taken

new Regeneration Services Commissioning

30 September 2009

and Contract Management Framework

31 March 2010

Advantage West Midlands bid for city centre: By 31 March 2010 Paula Deas

5.6 agree and manage the bidding process to Tony Auty

draw down £40m of grant Duncan Elliott

Paul Beesley

Andy Williams

Ensure LEGI resources are maximised, well Quarterly report to LEGI

managed and spent effectively, focused on Board

5.7 the most disadvantaged people and

businesses of Coventry



Ensure that the New Deal for Communities By 31 March 2010 Rebecca Young

5.8 (NDC) Programme is well managed so that

resource is spent effectively



Work in partnership with Warwickshire Key markers: Rebecca Young

County Council to develop five projects

30 September 2009

5.9 through the Sustainable Urban Development

(SUD)package and then manage these 31 March 2010

effectively so the resource is spent effectively



Monitor the delivery and allocation of By 31 March 2010 Trevor Howard

European Social Fund (ESF) funding Geoff Hyde

5.10 through the regional co-financing board to

ensure Coventry is not disadvantaged by

regional allocations



Effectively closedown the Hillfields Action By June 2009 Rebecca Young

Plan, WEHM Action Plan and Priority 2

5.11 European Regional Development Fund

(ERDF) Package for the 2000-2006

Programmes



58

Progress

Action Timescale Lead Links to other

Actions achievements/concerns

Number /Milestones Officer(s) plans

& actions to be taken

Paula Deas

Project manage the Growth Fund allocation Monthly programme

Tim Jones

5.12 for 2009/10 and 2010/11. reports to the Corporate

Alf Tipper

Growth Group

Far Gosford

Manage Lottery Townscape Heritage Quarterly reports to Tony Auty

5.13 Street

Initiative programme Heritage Lottery Fund

Andy Duncan regeneration

Swanswell: Agreement and completion of By 30 September 2009 Duncan Elliott

Joint Investment Funding Agreement with

5.14

AWM and HCA (inc. resolving ring-fencing

issue)







Improving the way we work and deliver Value

Money People

for Money

What budget constraints are there in relation to Identify any improvements to systems and What people issues are there that might affect

delivering this service objective and what are you processes needed to deliver the service objective delivery of this service objective and what are you

planning to do to address these? The proposed implementation of an External doing to address these?

Funding Bid Framework will ensure a better co- There are issues caused by the inability to recruit to

ordination of bidding activity to identify and secure vacant posts due to the budgetary position of

funding. Coventry City Council.

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59

Service Objective 6

Service Objective: 6. Continually seek to improve our services and develop our workforce



Purpose Success Criteria

Continual improvement to Regeneration Services A good quality value for money service to meet the needs of people in Coventry

The need to review service delivery in light of funding available e.g. the A well developed and motivated workforce delivering Regeneration Services

economic recession, PPR, VfM, required efficiency savings

Continual development of the workforce

Performance Summary

This section should be left blank – used for quarterly review





Progress

Action Timescale Lead Links to

Actions achievements/concerns &

Number /Milestones Officer(s) other plans

actions to be taken

Continue to implement actions from the See actions under Carl Pearson

Employment & Enterprise Review previous services

Rebecca Young

objectives - throughout

6.1 2009/10 Trevor Howard

Priti Bharadwa





Implement an universal performance Throughout 2009/10 Rebecca Young

management culture and evaluation

6.2

framework that is integrated to the divisional

wider performance management approach



Continue to offer work placements to help Throughout 2009/10 Rebecca Young Sustainable

individuals in their journey back into or Communities

6.3 Kelly Barnacle

starting employment via the central Strategy

administration team in West Orchard House



60

Progress

Action Timescale Lead Links to

Actions achievements/concerns &

Number /Milestones Officer(s) other plans

actions to be taken

Coventry

City Council

Corporate

Plan



Use the frameworks prepared for Canley Develop performance Trevor Howard Sustainable

and Swanswell to develop an evidence indicators and evaluation Communities

Margaret

based approach to inform major frameworks for community Strategy

Dieterman

regeneration initiatives and service and client centred

developments, for key regeneration projects regeneration by March Local

6.4

in the city 2010 Development

Framework

Design service responses

in Canley by 31 March

2010

Review report to Cabinet

Review, evaluation and dissemination of the Tony Auty City Services

Member (City Services) by

Liveability Programme Directorate

Dec 09 Andy Duncan

6.5 Cabinet

Member

Plan

Undertake Year 1 (09-10) Equality Impact

Report to Management Trevor Howard Equality

Assessments

Team Rebecca Young Strategy

Paula Deas

Race

6.6 Equality

Scheme



DES/GES

Undertake Year 1 (09-12) Equality Impact

Quarterly Reports to Trevor Howard Equality

6.7 Assessments

Management Team Rebecca Young Strategy

Paula Deas



61

Progress

Action Timescale Lead Links to

Actions achievements/concerns &

Number /Milestones Officer(s) other plans

actions to be taken

Tony Auty

Race

Equality

Scheme



DES/GES

Is it for IBTeam?

Maintain ISO 9001 quality accreditation for Continuous improvement Trevor Howard Embedded in

the Investment and Business Team ? by activities to March 2010 Stan Aldridge team (IBT)

6.8 paying particularly attention to client focused service

service improvements delivery



Ensure that Personal Development Reviews Personal Development All Service Corporate

are undertaken for all staff Reviews (PDR) completed Managers Plan

by 30 June 2009

6.9 Team Plans

6 monthly reviews

completed by 31

December 2009



To reduce or maintain sickness absence Quarterly update to All Service Corporate

below the Regeneration Services Division's Regeneration Managers Plan

6.10 target and maintain this level throughout Management Team

2009-10



To continue to review risk assessments, Quarterly update to All Service CDD Health

6.11 carry out floor inspections, staff briefings and Management Team Managers & Safety

training on Health & Safety Plan



Investigate how a higher percentage of our Report by Trevor Howard Equality

investment service users can be encouraged Impact

6.12 Stan Aldridge

to complete client reviews and equalities October 2009 Assessment

information



6.13 Work with our partners to develop strategies April 2009 Trevor Howard Equality

62

Progress

Action Timescale Lead Links to

Actions achievements/concerns &

Number /Milestones Officer(s) other plans

actions to be taken

and deliver services that target issues in the Impact

Stan Aldridge

priority neighbourhoods post April 2009 Assessment



Ensure ethnic monitoring data is collected Systems in place by All Managers Equality

and analysed September 2009 Impact

6.14 Assessment

(Dev project)



Investigate more effective methods of Methods in place by Tony Auty Equality

reaching certain groups such as young September 2009 Impact

6.15 Andy Duncan

people and the new European communities Assessment

(Dev project)









Improving the way we work and deliver Value

Money People

for Money

What budget constraints are there in relation to Identify any improvements to systems and What people issues are there that might affect

delivering this service objective and what are you processes needed to deliver the service objective delivery of this service objective and what are you

planning to do to address these? doing to address these?



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for quarterly review for quarterly review quarterly review









63