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Nick Moule, Regeneration Manager

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Nick Moule, Regeneration Manager REPORT TO: CABINET DATE: 13TH SEPTEMBER 2007 PORTFOLIO: PETER CLARKE, DEPUTY LEADER OF THE COUNCIL REPORT AUTHOR: NICK MOULE, REGENERATION MANAGER BOROUGH REGENERATION AND ECONOMIC STRATEGY 2007-11 1. Purpose of Report 1.1 To present the Draft Borough Regeneration and Economic Strategy (RES) 2007-11 appended to this report. 2. Recommendations 2.1 To approve the Draft Regeneration and Economic Strategy as a framework for driving forward regeneration activity in the Borough over the next four years. 2.2 To receive six monthly progress reports on the implementation of the Strategy and individual programme/project reports as appropriate. 3. Background 3.1 The Council, working alongside a range of partners/stakeholders and Lancashire County Council and through our strategic partnership with Blackburn with Darwen Council, has continued to drive forward a wide range of regeneration initiatives that are bringing unprecedented levels of investment into the Borough. Overall quality of life of many of the Borough’s residents and communities is significantly improving and business confidence is rising. The Borough is benefiting from the wider transformation now taking place across Pennine Lancashire. 3.2 A new Sustainable Community Strategy is being developed through the Hyndburn Local Strategic Partnership. In order to influence and shape the development of the new Community Strategy it is essential we are clear about the direction of future regeneration priorities and where key investment should take place. 3.3 The RES has six principal objectives:- To set a clear programme for delivering the major economic and physical regeneration projects being led or supported by the Council which will underpin the vision and priorities incorporated into the Borough’s new Sustainable Community Strategy and also ensure the Borough plays a pivotal role in the transformation of Pennine Lancashire; To help shape and influence complementary strategies by partners on transport, education and skills development, housing, social care, health provision, community safety and private investment; To outline the Borough’s strengths that will be built on challenges that must be addressed and opportunities exploited to create a more prosperous and sustainable Borough; To set the Council’s regeneration actions within the context of sub regional and regional priorities and provide a framework for discussions with strategic agencies and funding bodies we work with; To act as a catalyst for attracting significant private investment into the area; and To outline a planned approach to delivering the regeneration strategy and to provide the tool against which our regeneration successes can be measured. The Strategy is focussed on three core themes which will have the biggest regeneration impact. • Supporting the creation of a vibrant economy; • Improving housing and the environment; • Improving culture and leisure. The Strategy Action Plan (RES Appendix 2) details progress as ongoing programmes/project within these three themes. 4. Reasons for Recommendations 4.1 The purpose of the Strategy is outlined in Section 3 of this covering report. It is essential that the Council is able to show the necessary leadership and commitment in determining the future direction of regeneration investment based on detailed analysis of the needs/issues facing the Borough and potential resource availability. 5. Alternative Options considered and Reasons for Rejection 5.1 The RES sets out a clear and realistic direction for regeneration activity. It provides a strong foundation for delivering existing regeneration programmes and sets out priorities for future years up to 2011. The RES will also feed into the Council’s future Corporate Planning Process. 5.2 The RES is already building a strong regeneration foundation but it will strengthen the Council’s/Borough’s position for attracting both private and external resources and also being strongly important to the forthcoming CPA. Major new opportunities will be reported to Cabinet and included within the Strategy. 6. Implications Issue Comments Financial (including The strategy by itself does not have direct financial mainstreaming) implications. It provides a framework for investment by partners, bids for external funding and Council investment. Individual programmes/projects with direct financial consequences will be subject to separate reports. Legal No direct implications for the RES. Individual projects are subject to legal obligations. Assessment of Risk The Strategy is building on many strengths and ongoing/developing projects which are subject to specific risk assessments. The RES will develop as programmes evolve and new opportunities happen. Equality All communities and groups are benefiting from regeneration of the Borough. Key Decision This is a key decision for the Council as the RES is Borough wide. 7. Consultations 7.1 The RES has been shaped by a wide level of previous and ongoing consultation with the Borough's communities, partners, Members and Officers. Many of the programmes referred to in the RES have been based on extensive consultation. 8. Links to Corporate Priorities The RES meets all the Council’s corporate priorities and in particular:- • Corporate Governance and Community Leadership • Economy and Employment • Housing and Environment • Culture and Leisure 9. Local Government (Access to Information) Act 1985: List of Background Papers Not applicable. 10. Freedom of Information 10.1 This report does not contain exempt information under the Local Government Act 1972, Schedule 12A and all information can be disclosed under the Freedom of Information Act 2000. HYNDBURN’S REGENERATION AND ECONOMIC STRATEGY 2007-11 (Draft): RENAISSANCE OF ACCRINGTON AND OUR TOWNS -MAKING OUR BOROUGH THE PLACE TO BE Foreword Every Borough has its time and this is ours…. Over the past year the Council, working closely with our various partners and stakeholders, has continued to drive forward initiatives that are contributing to the resurgence of the Borough and bringing an unprecedented level of investment into the area. Quality of life for local residents is improving quickly. The housing market remains exceptionally strong, crime rates are continuing to reduce, and the infrastructure for housing, education, health, retail, transport and employment are all undergoing major renewal. In 2007, the Borough is on the verge of taking its place as an important centre in both Pennine Lancashire and in the North West of England. Accrington town centre is anticipating a bright new future with the exciting prospect of the scale of investment which has not been seen for generations- a new refurbished market, a significant expansion of the Arndale, a new health centre, new bus and rail stations, a new supermarket and many other developments coming to fruition. The Housing Market Renewal programme is making a significant impact on transforming some of our most run down neighbourhoods with the first phase of the Keepmoat housing development in West Accrington commencing in Autumn 2007 while major strides are taking place to develop the major economic employment site creating many thousands of jobs at Whitebirk. A new and dynamic image is being created for the Borough which is being embraced by the Borough Council, Lancashire County Council, our partners and business and the community to promote and market the Borough. This Regeneration and Economic Strategy sets out how we will drive forward the regeneration of the Borough over the next 4 years. Part 1: Introduction The Borough’s current Community Strategy already sets out an ambitious programme for driving forward the transformation of the Borough. Over recent years the Council, with our various partners and stakeholders, has continued to deliver initiatives that are contributing to the resurgence of the area and bringing in an unprecedented level of investment. The Borough is also benefiting immensely from the transformation taking place across Pennine Lancashire as a result of major investment opportunities now being generated. However, we recognize there is still much to do. A new Sustainable Community Strategy (SCS) for the Borough is being developed, but in helping shape the new SCS it is important that we are clear about future regeneration priorities. 1 The purpose for producing this Regeneration and Economic Strategy is six fold:- To set a clear programme for delivering the major economic and physical regeneration projects being led or supported by the Council which will underpin the vision and priorities incorporated into the Borough's new Sustainable Community Strategy and also ensure the Borough plays a pivotal role in the exciting transformation of Pennine Lancashire; To help shape and influence complementary strategies by partners on transport, education and skills development, housing, social care, health provision, community safety and private investment; To outline the Borough's strengths that will be built on, challenges that must be addressed and opportunities exploited to create a more prosperous and sustainable Borough; To set the Council’s regeneration actions within the context of sub-regional and regional priorities and provide a framework for discussions with strategic agencies and funding bodies we work with; To act as a catalyst for attracting significant private investment into the area; and To outline a planned approach to delivering the regeneration strategy and to provide the tool against which our regeneration successes can be measured. This Regeneration
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