Service Regeneration Head of Service Andy Dean
Section 1: About the Service
1. Introduction Key service areas include the development of enterprising individuals and places across the county, the
provision of effective services to workless individuals in all communities, support for first class business
development and investment, the development and delivery of regeneration initiatives across all areas, and the
maximum effective utilisation of external funds within the county.
Key customer groups include the business community, workless individuals and wider communities in all parts
1.1 Service Aim To support the development of a robust and diverse economy and sustainable communities across
1.2 Service Objectives 1. To secure an effective evidence base and develop a robust Economic Strategy for Northumberland which
shapes the activities of all services and relevant organisations.
2. To promote and develop enterprising communities across Northumberland, enabling individuals to realise
their full potential.
3. To minimise worklessness through a comprehensive approach to the delivery of effective employability
4. To support the development of business and commercial activity, nurturing a diverse economy and building
on Northumberland‟s environmental, human and other attributes.
5. To develop and deliver a wide range of regeneration projects and initiatives which assist the development
of sustainable communities in all parts of Northumberland.
6. To optimise the amount of external funding drawn into Northumberland in pursuit of agreed objectives,
effectively managing all resources.
1.3 Service Resources No. FTE posts 88
Capital Expenditure £17 million
Gross Revenue Income Net Revenue Expenditure
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£7.1 million £5.6 million £1.5 million
Inspection/assessment Project audits throughout the year in connection with external funding.
Section 2: Medium Term Developments and Implications
2.1 Key medium term 2009/10 will be a transitional year for the Regeneration service. Three new Area Teams are being established
developments together with a small central Policy Team, a core Economic Development Team and a Programme & Funding
Management Team. The complexity of funding arrangements for many of the functions and posts within the
structure, including Working Neighbourhoods Fund, Local Enterprise Growth Initiative and Single Programme,
creates significant challenges. The opportunities created by the bringing together of key „Place‟ and other
related services within one authority will be a key focus for the service in the short and medium term.
2009 sees the introduction of a statutory duty to carry out an Economic Assessment. This will provide the
basis for developing a new Economic Strategy for Northumberland and this will be used as a mechanism to
engage staff, members and partners in agreeing future direction and priorities.
The economic downturn presents obvious major issues for Northumberland in terms of local impact and an
Action Plan, developed via a member task force, will be implemented from April 2009 onwards. The reduction
in Regional Development Agency funds to invest in the county coupled with the establishment of the new
Homes & Communities Agency are central issues for the service together with government proposals
encompassed in the Sub National Review of Economic Development and the introduction of Integrated
2.2 Delivering Improving business This is a key area of delivery for the Regeneration service. We will implement a
partnership enterprise and skills comprehensive range of activities in relation to enterprise development across
outcomes Northumberland. This will include working with schools, supporting enterprising
young people and communities, and implementing innovative methods of business
coaching. We will provide, directly and via commissioning, high quality services to
workless individuals to enable their journey into employment and training. We will
work with businesses and business organisations to support their longevity and
development. We will assist the development of business accommodation across
the county by a variety of methods and we will support the development and
implementation of innovative approaches to skills development.
Developing culture and We will work with the Tourism & Culture service to develop and implement tourism
projects across Northumberland which clearly et the objectives of the Economic
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Safeguarding and A major focus for the economy in Northumberland is the environment. Agriculture,
sustaining the forestry and mining have shaped the environment on which tourism, fishing and
environment renewable energy sectors depend. The Regeneration service will work to ensure
the right balance is achieved between economic development and the
Improving health, care We will work to ensure that our frontline services, particularly in the Employability
and wellbeing Team, support key priority groups and that our staff are trained in safeguarding
matters as appropriate.
Supporting the We will work with communities and individual groups to develop and implement
development of safe and local regeneration projects and schemes which meet local needs and
strong communities opportunities. We will support the development of effective social enterprise
activity, seeking funds to extend the core Council service, and community
development projects where capacity allows.
Regeneration will work with local communities and other Place group services,
2.3 Meeting the needs Localism
with the support of the Service Integration & Co-ordination team, to improve the
of local people
quality and accessibility of all services.
We will support the sustainable development of Development Trusts across the
county where these provide efficient means of delivering effective regeneration
Cohesion Key elements of the Regeneration service will be targeted at the county‟s deprived
communities and those individuals in particular economic need. This will include
local regeneration activity and the employability service which will work with
partner organisations to provide direct support to individuals to access work and
A corporate target and direction is required by the Place Group from the
Equalities and Diversity
Performance Group in respect of progress to be made against the Equality
Framework for Local Government (the replacement for the Equality Standard for
Local Government). Place Group services will develop appropriate actions to
complete and supply evidence for self-assessment pro-forma‟s (as corporately
supplied) to show compliance against the criteria for the targeted level of the
Equality Framework, once directed.
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On the assumption that the Performance Group will convene an Equality Steering
Group to manage progress on equality and diversity across the council, the Place
Group will provide representation from its services to attend that group.
Equality Impact Assessments
As this is a new council, Place Group do not intend to be backward looking and
carry out impact assessments on existing services, policies, procedures, etc.
(These have been mostly carried out by the previous county and district councils).
The Regeneration service will look forward and as services are developed,
projects undertaken and policies and procedures improved, these will be subject to
equality impact assessments as part of design process.
The Delivery Plan for this Service Plan will list EIA’s expected to be carried out in
2009/2010. (The new Economic Strategy) It will also include any equality
objectives/targets and actions from recent EIA’s previously carried out by the
former districts and rolled forward to 2009/2010 and beyond.
Customer Satisfaction An integrated approach to the monitoring of customer satisfaction across the
service will be developed by sharing feedback and results from the many
interactions we have with stakeholders and the users of the service. Feedback,
specifically complaints, will be analysed and trends identified by the Service
Integration & Co-ordination team. Actions to bring about improvement to services
in the Place group will be proposed to increase customer satisfaction.
An approach to the monitoring of customer satisfaction across the service will be
developed to include client tracking through the Hanlon system for employability
clients, evaluation protocols for specific initiatives and relevant project surveys as
required through external funding contracts.
2.4 Developing and Capacity The service has seen a 30% reduction in the combined staffing budget baseline,
Protecting the excluding externally funded posts. This inevitably impacts on capacity. A major
Workforce challenge for the initial years of service delivery will be the prioritisation of activity
to reflect available capacity. The service will also work to maximise external
funding opportunities and work effectively in partnership with other organisations to
increase service capacity.
Skills and Knowledge An initial training needs assessment has taken place but a full analysis can only be
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carried out when the service structure is fully populated.
The service is committed to supporting the Council in maintaining its IIP
accreditation by following IIP processes and procedures so that staff are fully
aware of their role in the delivery of both corporate and service specific aims and
The service will fully support the council‟s appraisal mechanism and staff will be
given feedback on their performance during the year. Their training needs will be
identified, and programmes drawn up to address any shortfalls.
All Place Group services will carry out skills mapping exercises to facilitate efficient
and effective transfer of knowledge and skills across place group services via
shared learning and mentoring activities. Base-line information and a programme
of shared learning will be developed in conjunction with the Service Integration
Team and HR colleagues.
Health and Safety A lone worker policy will be developed and applied to the service. Health & safety
training will be accessed as appropriate.
2.5 Managing Efficiency Savings and Regeneration
Resources and Value for Money
Assets LGR Budget Savings
Staff savings £639,913
Corporate savings attributable to the service £139,960
Other savings identified by the service;
Reduction in promotional activity £39,417
Total Savings £819,290
A number of services have been centralised for efficiency. These include policy &
strategy development and programme & funding management. This replaces the
previous local authority model whereby these activities were carried out several
times rather than once. In addition, three area teams have been established to
replace the local delivery elements of the seven previous authorities, creating
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further efficiencies, and a new Employability Team has been set up to replace the
mosaic of previous services which existed. This will create efficiencies through
more productive use of staff time in delivering services and through centralised
back office functions.
Assets Other than the buildings occupied by the service, there are few assets directly
controlled. However, assets are acquired to deliver regeneration schemes,
including bespoke premises such as Berwick Workspace, and major town centre
redevelopment schemes. In addition, the service will champion the appropriate
transfer of assets to community organisations where this will clearly further the
objectives of the Economic Strategy and the Sustainable Community Strategy.
Procurement A review of procurement (recent and planned) is underway and will be the subject
of detailed discussion with the Council‟s procurement team.
IT The Hanlon system is being introduced across the new Employability service to
effectively track clients and monitor performance. The current property database
mechanism will be maintained and reviewed in the light of proposed regional
Section 3: Focus on 2009/10
3.1 Key Priorities 1. Complete the first Economic Assessment for Northumberland and create a new Economic Strategy,
involving staff, members and partners.
2. Engage with the private sector through a series of mechanisms, including Business Forums, the Chamber
of Commerce and one-to-one contacts, and explore mechanisms for improved business engagement.
3. Bring all the existing local authority worklessness services together into a single cohesive service and
monitor performance closely in order to maximise impact.
4. Set out a clear approach to enterprise development which builds on existing success and delivers results
for individuals, businesses and communities.
5. Provide a single investment gateway into Northumberland in conjunction with ONE NorthEast and utilise
the Strategic Account Management service to maintain dialogue and support for the County‟s key
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6. Ensure delivery against the recently agreed Northumberland Response to the Economic Downturn.
7. Agree an approach to Northumberland‟s key economic sectors as part of the new Economic Strategy.
8. Pursue an effective supply of appropriate sites and premises along our major economic corridors and in
sustainable settlements in line with the Employment Land Study, ensuring that the Council‟s asset portfolio
effectively contributes to local economic development.
9. Work to support the sustainable development of Development Trusts across the county where these
provide efficient means of delivering effective regeneration activities.
10. Establish protocols of effective working across relevant services within the Council to achieve economic
and community priorities.
11. Ensure the continuation of effective programme systems to manage the application of external funds
managed by the service.
12. Develop and deliver priority regeneration schemes with partners and relevant services which will include:
Ashington town centre
Blyth town centre & Quayside
Market town projects
Tourism priority projects at Hadrian‟s Wall, Seaton Delaval and Kielder
13. Explore the potential for a more coordinated approach to heritage led regeneration across Northumberland,
building on Townscape Heritage Initiative, Heritage Lottery and other schemes already approved.
14. Work with One North East and Business Enterprise North East to ensure local delivery of high quality start
up and business support across Northumberland, ensuring a co-ordinated approach linking local access
points with key service centres and providing specialist support for specific sectors including agriculture.
15. Work with and support Northnet in the development of a next generation infrastructure network across
Northumberland and it‟s roll out to the business community.
16. Support the delivery and implementation of local Action Plans aimed at maintaining and enhancing the
natural environment and as such its benefit to the local economy .e.g. Northumberland National Park‟s
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Management Plan, Northumberland Coastal and North Pennine AONB Management Plans and Tyne
Rivers Trust Strategic Action Plan.
17. Work with and support the Tourism Service to encourage the expansion and upgrading of existing tourist
accommodation, attractions and facilities and support the development of new sustainable projects,
particularly where gaps in provision are identified.
18. Work through regional and national mechanisms, including the City Region, to effectively represent
Northumberland‟s regeneration needs and opportunities.
19. Seek out best practice both within and outside of Northumberland and strive for the provision of high
quality, best in class services.
3.2 Inspections, Project audits will be carried out throughout the year in connection with external funding. A Month/Year
Assessments and schedule of these audits will be developed.
Section 4: Performance Indicators
Measure description 2008/09 2008/09 2009/10 2010/11 2011/12 Spatial Level Frequency
Target Actual Target Target Target
NI116 Proportion of
N/A 15.8 TBC* TBC* TBC* * Targets subject
children in poverty
NI151 Overall 75.4% County (available (6 months in
employment rate 75.4% (Jan-Dec 75.40* 75.40* TBC* to District level) arrears)
* Targets may
change as a
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result of the
County (available Quarterly
NI152 Working age to Lower Super
13.7% (6 months in
people on out of work N/A TBC TBC TBC output area)
(Feb 09) arrears)
NI153 Working age
people claiming out of Lower Super (6 months in
30.99% output area arrears)
work benefits in the 29.50* 27.80* 25.90* 25.90*
(Feb 09) (LSOA)
worst performing *targets not
neighbourhoods “locked down”
NI166 Median County (available Annual
earnings of employees N/A 400.5 TBC TBC TBC to District level
in the area where sample size
NI171 New business County Annual
35 44 35.00 38.00 40.00
NI172 Percentage of
small businesses in an
5 14.84 5.00 10.00 10.00 County Annual
NI173 Flows on to County Quarterly
incapacity benefits N/A TBC TBC TBC TBC
from employment availability)
LAA/A3/05 Self 9.7% (Jan- County (available Quarterly
8.5 8.50 8.50 TBC to District level
employment rates Dec 08) (6 months in
where sample size
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is sufficient) arrears)
LAA2/01 Employment County (available Quarterly
Available to District level
rate of older people 71.4 71.40 71.40 TBC (6 months in
Sept 09 where sample size
(subdivision of NI 151) arrears)
LOC(09)PL 35 The
percentage of invoices
N/A N/A TBC TBC TBC TBC TBC
paid on time
LOC(09)PL 36 The
number of working days
lost due to sickness N/A N/A TBC TBC TBC TBC TBC
LOC(09)PL 37 The
percentage of telephone
N/A N/A TBC TBC TBC TBC TBC
calls answered on time
Section 5: Risk Management
Key Risks Risk Proposed mitigations
1. Original documentation in relation to finance and output All partners have been informed of the
evidence for externally funded projects is lost leading to clawback critical need to retain documentation and
of funding. direct contact is being made with project
leads as staff are appointed.
2. The economic downturn is seriously affecting projected targets Negotiations are underway to seek to
on a number of fronts. This could lead to some targets not being reflect the downturn in future targets.
3. Lack of agreement on economic priorities for Northumberland. A series of participative sessions will be
arranged based on the results of the
economic assessment involving staff,
members and partners in order to seek
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4. Reduction in available external funding for regeneration due to Negotiations are continuing with key
the economic downturn. This has already manifested itself in external agencies. A clear opportunity
huge reductions in funds available from ONE NorthEast. exists to utilise the Council‟s asset base
to contribute to economic priorities.
5. Capacity within the service has been reduced but demands on Prioritisation will be necessary and clear
the service are likely to increase as a result of the recession. messages will need to be given regarding
what is possible and what is not.
6. Inheritance of cost over-runs from projects commenced prior to Transition Action Plan established for the
1st April 2009. service and direct contacts with project
managers set up as soon as relevant staff
Section 6: Service Plan Agreement
Head of Service Andy Dean April 2009
Director April 2009
Executive Director April 2009
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Head of Regeneration
Regeneration Regeneration Regeneration Regeneration Economic Programmes
Manager Manager Manager Strategy Development & Funding
North West South East Manager Manager Manager
Supported by: Supported by: Supported by:
Officer Senior Project Supported by:
Officers Regeneration Managers
Project Officers Officers
Project Officers Policy Officer Project & Funding
Project Officers Team Leaders
Project Support Officers
Officer Project Support Advisors
Project Support Support Officers
Admin Assistant Officers Officers
Admin Assistant Admin Assistants
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