« Previous | Contents |
Listen
Urban Regeneration Companies: A Consultation Paper
Annex C - Criteria for Future URCs - DETR, March 2001
In considering the case for establishing URCs the partners should include an assessment of the following issues:
Contribution to regional and local priorities
The regeneration strategy of an URC will have an impact and significance beyond the local area. Strategically important in context of the Regional Development Agencies (RDAs) Regional Strategy, Regional Planning Guidance etc. But must also address local needs - such as through its contribution to the Local Strategic Partnership.
Designated area
The URC will need to combine development opportunities with clear social and economic needs of area. The size of the URC should be realistic, reflecting the likely availability of resources and investment required to make the intended impact, while remaining strategic. The area must also have a coherence/ identity - particularly relevant to local stakeholders and investors. It may not be appropriate to make such decisions at the outset. The final focus for the URC may be determined following detailed analysis and consultation.
Rationale
Proposals to establish an URC must contain a clear explanation of the justification for this form of delivery and how it will add value/address deficiencies in other regeneration initiatives. Other options - such as different forms of partnership, delivery and combination of partners - should be reviewed and costs/ timescale considered. Again, it may be that these decisions are taken only after a detailed initial analysis of the area's needs and objectives.
Partnership/Commitment
Clear commitment of key partners - particularly the RDA and Local Authority (LA) - is required and demonstration of prioritisation given to area. Proposal should involve key partners including evidence of private sector support, participation and leadership. LA will need to demonstrate political commitment and intention to develop systems and procedures to support the URC objectives.
Stakeholder involvement
URC should have support across a broad spectrum of interests and strategy should demonstrate how local involvement is to be secured and maintained. There should be a mechanism to secure local ownership of the strategy and a framework established for community involvement.
URC role and remit
How the URC relates to other partnerships and initiatives with regeneration/development objectives should be set out clearly to demonstrate the added value the URC will bring. While the URC may concentrate on certain issues such as the built environment and physical development, this should be within a clear overall framework for the area.
Capacity
The URC will need to have the resources, commitment and quality of individuals to develop and deliver its strategy - including at Board and Executive level. Resource funding from the core partners (particularly the RDA and LA) will need to be secured. Partners will need sufficient authority in their area to ensure change can be delivered.
Operating arrangements/governance
Arrangements for delivering the URC approach will need to be well developed with systems - as well as the key individuals - in place. This will include decisions on the constitution of the Company, the structure of the Board, management arrangements, clear roles and responsibilities between the partners and the URC, and financing arrangements.
A clear plan of action for the first 1 to 2 years should also be agreed to establish the URC and provide the baseline assessment, commission the masterplan and develop implementation and business plans. These exercises will set out the vision for the area and how it is to be delivered over the following 10 to 15 year period. They will also provide the exit strategy for the Company, to follow implementation.
« Previous | Contents |