Select Committee on Regeneration and AIFs

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Select Committee on Regeneration and AIFs

• Charlotte Dixon
• Director, Economic Inclusion and Sustainability
• SEEDA

16 November 2004
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• What are we trying to achieve?
• How are we trying to do it?
• How successful are we being?

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• a number of areas of regional significance are
  identified in this guidance as Priority Areas for
  Economic Regeneration (PAERs). The criteria for
  designation include above average unemployment
  rates, high levels of social deprivation, low
  skill levels, dependence on declining industries,
  derelict urban fabric, peripherality and
  insularity. These areas need tailored
  regeneration strategies backed up by appropriate
  resources to address their problems and maximise
  their contribution to the social and economic
  well-being of the region.
• RPG 9

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Regional Economic Strategy 2002

• Set specific targets for 2012, e.g.
• Halve the unemployment gap between the 119 most
  deprived wards and the rest
• Reduce the number of adults in income support
  households in the 119 wards from 67,805 to 50,800
• Halve the gap in number of companies per 1000
  population between the 119 wards and the rest

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SEEDA Budget 2004/5 M
Competitive Businesses 23.7
Effective Infrastructure 66.9
Vibrant Communities 46.4
Sustainable Use of Resources 1.6
Successful People 14.2
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SEEDA Budget 2004/5 M
Hants IoW AIF areas 24.7
OTHER 32.6
Kent Medway AIF areas 27.9
Sussex AIF areas 29.2
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Partners will be encouraged to co-ordinate their
strategies, priorities and funding through the
preparation of AIFsThese will provide
opportunities for joined up working and the
exchange of best practice encourage
cross-boundary working across a wide agenda of
economic, physical and social/community interests
and will link sub-regional economic strategies
with local strategies. RES 2002
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The AIF Process
Economic
Public

Investment Mapping
Social
Private
Vision
Action Plan
VCS
Environment
Private
Funding
Public
VCS
Delivery
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How successful are we being?

• Evolving picture, but in best areas we have
• Strong strategic partnership, with common vision
  and aspirations from public, private and
  voluntary sector
• Clear, prioritised Action Plans, linking regional
  and local strategies and establishing partner
  responsibilities and funding mechanisms
• AIFs influencing plans and budgets of mainstream
  funders
• Leverage of funds
• Developing relationships between local authority
  areas and increasingly between AIF partnerships

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Continuing challenges

• Offering clear leadership while allowing local
  ownership
• Communicating the vision, and encouraging the
  sharing of best practice
• Providing for local management of funds wherever
  that is most effective, without distracting
  partnerships from strategic issues
• Simplifying funding processes to allow good
  planning and evaluation, while minimising
  bureaucracy