Masterclass: Skills

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Masterclass Skills Capacity to deliver the RES

• Rivergreen Centre, Aykley Heads

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Phil Hughes

• Chair, IGNITE

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Masterclass Skills Capacity to deliver the RES

• Rivergreen Centre, Aykley Heads

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The Academy for Sustainable Communities
Who we are, What we do,Who we work with
Peter Hetherington19 April 2007
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ASC is the national centre for delivering the
skills knowledge needed to make better
places.
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Who are we?

• Key recommendation of the Egan Review
• Funded by Department for Communities and Local
  Government (CLG) and Northern Way
• National body to address skills and knowledge
  barriers to achieving sustainable communities
• Small team of 20 core staff based in Leeds
• High-calibre Chair and Steering Board from across
  the sustainable
  communities sector

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Key Components
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Sustainable communities occupations
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Achievements in 2006/07

• Positively influenced the learning of 100,000
  professionals
• Piloted learning products with 1500 professionals
• Supported 1000 teachers in 600 schools
• Produced curriculum and careers materials that
  have reached 20,000 young people
• Sponsored 150 community leaders to attend
  learning events
• Generated over 15,000 visits to our website every
  month

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Programme for 2007/08

• Increase generic skills e.g. community
  engagement, project management, partnership
  working
• Increase multi-disciplinary working among
  professions
• Become the recognised kite marking body for
  skills and knowledge related to place making and
  sustainable communities
• Establishing a suite of endorsed programmes and
  courses for professionals

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Programme for 2007/08

• Improving the understanding and interface between
  the public sector and private sectors
• Disseminating research and best practice to
  practitioners
• Launch new careers brand to tackle the sectors
  severe recruitment shortages
• Providing active, practical learning through
  national action projects and regional learning
  laboratories

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What is a learning laboratory?

• Learning Laboratories national programme
  delivered in eachregion to
• Identify and tackle skills shortages
• Improve partnership working
• Promote capacity building
• Capture and share lessons widely

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Masterclass Skills Capacity to deliver the RES

• Rivergreen Centre, Aykley Heads

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• Kirsteen Thomson
• Sustainable Regeneration Manager

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Vision

• North East England will have a Centre of
  Excellence for Sustainable Communities - IGNITE
  - that will support the delivery of the RES
• Inspire the desire to create lasting places in
  which people aspire to live, work and relax.

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Fit with RES
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KMS Portal www.ignite-ne.com

• Hosts the Virtual Network
• Requires a different way of working
• Our aspiration is to be at the sharp end of
  practice
• Knowledge Share with search facility
• Case studies,Tools and Guidance
• Team Zones and Exhibition areas
• Events calendar
• E-prospectus

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Learning Network

• Cross occupational learning
• Professional Membership organisations
• Master classes
• To share knowledge gained through research,
  consultancies and evaluation
• Action Learning
• Leadership
• Partnership

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Building Capacity and Capability

• Design and Historic Environment Champions Club
• Quality, Design and Sustainability Review
• CABE _at_ Tees Valley
• Supporting delivery partnerships and organisations

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Key Delivery Partners

• National input
• ASC
• CABE
• Constructing Excellence
• Regional Delivery
• Northern Architecture
• Regeneration Exchange
• Associates
• Professional Members Organisations
• There will be more!

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www.ignite-ne.com
Powering regeneration
for
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Masterclass Skills Capacity to deliver the RES

• Rivergreen Centre, Aykley Heads

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Tom Warburton

• Head of Regeneration

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 Tom Warburton

• Head of Regeneration (Strategy)
• One NorthEast
• FEWER BIGGER THE SKILLS TO DELIVER?
• 19 April 2007

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Shared Regional Vision

• The North East will be a region where present
  and future generations have a high quality of
  life. It will be a vibrant, self-reliant,
  ambitious and outward looking region featuring a
  dynamic economy, a healthy environment and a
  distinctive culture. Everyone will have the
  opportunity to realise their full potential.

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RES Targets

• Overarching target for 2016
• Increase GVA per head from 80 to 90 of the UK
  average
• Contributory targets
• Increase stock of VAT-registered businesses by
  between 18,500 and 22,000
• Increase employment levels by between 61,000 and
  73,000

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Regional Economic Strategy Priorities

• Collective regional leadership
• Business
• Enterprise
• Business solutions
• Preparing for structural change
• People
• Skills
• Economic inclusion
• Place
• Strategic transformational regeneration
• Business accommodation
• Transport ICT connectivity
• Promoting natural cultural assets

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RES Action Plan

• Turns the RES into a 5-year programme
• An Action Plan for the whole Region
• Focus on RES Themes
• Business, People, Place, Leadership

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Place Investment Priorities

• Quality of Place 21st Century infrastructure
• Quality of place
• Business accommodation
• Transport digital connectivity
• Natural cultural assets
• Underpins business and people priorities

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Connectors

• Science City
• Energy Centres
• Wilton
• Digital City
• NetPark
• Sunderland Software
• Media Centres

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Quality of place and Economic Competitiveness
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City Regional Approach in the North East

• Two city regions Tyne and Wear and Tees Valley
• City Region concept allows a greater spatial
  understanding of sectoral strengths
• Key Challenges across the region have been
  analysed using the city regional approach
  in the RES
• City Regional Development Plans (CRDPs) have been
  produced
• Allows better integration of housing, transport
  and economic development programmes and
  initiatives

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Rural Cross Cutting Programmes

• Complimenting the city regions is a rural
  programme
• Focus on market towns and rural service centres
• Central to both Urban and Rural
• Quality of Place and Sustainability
• People
• Place
• Business

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Investment, delivery, and quality

• Strong leadership
• Effective co-ordination
• Earlier and better engagement with private sector
• Supporting businesses to grow and expand
• Prioritising investment decisions fewer bigger
  better

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Investment

• Innovative Models
• Buildings for Business (BfB)
• One NorthEast Development Initiative
• Northern Places Fund
• Special Purpose Vehicles (URCs and other SPVs)
• Local asset backed vehicles

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Quality

• Design Quality Criteria Sustainable
  construction and high quality design
• Design Champions
• Quality of Place Research Agenda Improving the
  economics of placemaking
• Business Accommodation Programme Regional Sites
  Premises Database
• IGNITE Regional Centre of Excellence for
  Sustainable Communities

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Science City

• 450 million cross Agency programme
• Core Partnership of Newcastle University,
  Newcastle City Council and One NorthEast
• Integration of science and technology with
  spatial planning and urban development
• Newcastle City Centre a focal point for science
  based development

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Stadium Park/Sheepfolds

• Combined site 27 ha
• Construction of Olympic sized swimming pool
• Sports Village
• Mixed-use development

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Middlehaven

• 500 million public and private investment
• 100 ha development
• 3,000 permanent jobs
• One NorthEasts total investment 33.3 million
• Middlesbrough College obtained planning
  permission
• Grade separated junction complete
• Preferred developer
• High sustainability and design standards

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Do we have the skills to deliver?

• Lateral thinking
• Cross occupational working
• Strong leadership
• Effective engagement and partnership management
• Sound financial planning
• Effective project management

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Conclusion

• Fewer bigger means
• Larger scale of project
• Holistic thinking around the integration of
  Physical, people skills and business to achieve
  transformation
• High level of skills to develop and appraise
  projects
• Private sector expertise and investment
• Need to build capacity
• Berwick is an example of the impact of fewer
  bigger

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Masterclass Skills Capacity to deliver the RES

• Rivergreen Centre, Aykley Heads

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Question Answer Session
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Masterclass Skills Capacity to deliver the RES

• Rivergreen Centre, Aykley Heads

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Kevin Murray Drew Mackie

• Kevin Murray Associates
• Drew Mackie Associates

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Berwick Partnership Working Capacity for
Successful Delivery
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Aims of session

• The Challenge
• Approach - Diagnostics Analysis -
  Workshops - Partnership Mechanism
• Learning Modules
• Lessons

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Berwick Context

• Large partnership
• Masterplan study incomplete
• Coastal cross-border peripherality?
• Failures in past?
• Issues of skills, relationships, capacity to
  deliver

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Approach

• Diagnostic
• Analysis
• Orientation specification
• Learning modules
• Review next stages

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• The whole process contributes to learning and
  capacity building, not just the learning modules

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Diagnostics
Questionnaire
Assessment
Maps
Reports
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Analysis

• Questionnaire
• Maps
• Skills and Resources

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Questionnaire
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Closeness Centrality
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Betweenness Centrality
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Skills Resources
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Results

• Steering Group generally performs well but
  members reluctant to be accountable
• The Council is a key link between strategic and
  local bodies
• The Council is very central to the Masterplan
  delivery cannot bypass
• The Council identified as lacking depth of skills
  resources

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Orientation Day Identified Priorities

• Short-term goals
• Allocate roles and responsibilities
• Publicly endorse Vision
• Co-ordinate consultation process
• Need for project manager
• MoA for short-term delivery vehicle
• Integrate Masterplan into LDF
• Streamline joint working

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Orientation priorities - contd

• Recruitment and retention of BBC staff
• Enhance internal communication
• Set up delivery vehicle
• Councillor (leadership?) training/engagement
• Partnership Operation Plan
• Integrate Masterplan into Policy/ Funding
  Programmes
• Partner/exchange towns
• Staff training modules
• Political leader(s) and ambassador for project

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The agreed Vision

• The vision for Berwick will secure, over the
  next 20 years, an economic transformation through
  sustained growth into a competitive, distinctive
  and well-connected Border town that is
  enterprising, ambitious and inclusive.

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Framework Areas
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Delivery workshop

• Review actions
• What are the priorities?
• Add any missing
• Identify lead support delivery partners
• What do/will they bring?

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Delivery headlines 1

• There is a lead for most activity
• Steering Group important
• especially co-ordination communication
• Need for political support and policy alignment
• Borough Council very important but skills and
  retention a negative issue
• Some financial resources available for projects
• Need to engage private sector?

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Delivery headlines

• Joint operating plan and delivery capacity
  central
• Need
• Project management for SG
• Specialist skills support for BC
• Engage members (investment) community
• More integrated Delivery Mechanism

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Thinking about delivery
Delivery focused
Special purpose vehicle
Multi-agency
Strategy focused
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1 Embedded
2 Detached
3 Bridgehead
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Learning event modules

• Small town renaissance theme
• Changing roles
• Placemaking
• Effective partnership
• Priorities actions

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Style - adapt for audience

• Inclusive, participatory workshops
• Interactive draw on experience
• Outward-looking - geographically
• Push professional, psychological boundaries
• Focus on
• thinking, raising aspirations
• future actions, behaviour

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Module 1 Partner Agencies OfficersBuilding
up capacity and purpose, widening ownership,
sharing commitment to agenda

• Elements
• - Theory purpose of small town renaissance
• - Best practice tips on placemaking
• - Effective partnership
• - Priority sites and actions

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Module 2 Working with politiciansBuild
political ownership, leadership and
accountabilityReduce risks of direction shift?

• Elements
• Importance of small town renaissance
• Long term commitment
• Key goals and projects
• Role of political leadership
• Political capacity support/advocacy

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Module 3 Engaging the communityMove from a
culture of opposition mistrust to embracing
change togetherBuild credibility around
regeneration

• Elements
• From previous sessions Vision goals
• Discuss priority sites
• Role of business and community
• Relationship to Council agencies

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Conclusion so far

• All modules well received
• Relationships around Vision improved
• Context, skills and shared purpose
• Clear objectives and delivery approach
• Towards more coherent local town team
• But, still capacity issues

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Lessons?

• Sequential, progressive methodology
• Open, honest diagnosis
• Understand (changing) needs of partners
• Tailor learning, capacity building to suit needs
• View as dynamic support process- not an end in
  itself

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Masterclass Skills Capacity to deliver the RES

• Rivergreen Centre, Aykley Heads

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Workshops
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Refreshment Break
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Workshops
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Workshop scenarios

• Ex-mining village Partnership
• Town Centre Regeneration URC
• Market Towns Joint Initiative
• All 3 have partnership working and delivery
  problems

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Task 1

• Describe your scenario
• The place(s)
• Who are players?
• Describe skills relationships
• Pass to next group

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Task 2

• Create learning, capacity building programme
• What goals?
• Who for?
• What steps and techniques?
• Any challenges or barriers?

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Masterclass Skills Capacity to deliver the RES

• Rivergreen Centre, Aykley Heads

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Feedback from Workshops
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Masterclass Skills Capacity to deliver the RES

• Rivergreen Centre, Aykley Heads