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Agenda Item No. Or Decision No TO: EXECUTIVE DATE: 15Th June 2005

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Agenda Item No. Or Decision No TO: EXECUTIVE DATE: 15Th June 2005 Agenda Item No. Or Decision No TO: EXECUTIVE DATE: 15th June 2005 SUBJECT: Best Value Review – Community Regeneration BY: Head of Human Resources Classification: Unrestricted Summary: Individual reviews of 10 services within Community Regeneration with Key issues summary/recommendations and Action Plan Implications: Financial – implications are contained within individual reports and the Action Plan. Human resources - will depend on recommendations selected re future operation of services. Section 17 Crime & Disorder – Community safety & CCTV are not covered in this review. Services in the review generally contribute by seeking to improve ‘quality of life’ Sustainability – Actions of ‘regeneration ‘ services in particular contribute to capacity building the economic and social aspects of local communities Decision Required: The Executive is asked to consider the recommendations as summarised in the Key Issues section i) Due to the size/detail of the report, the Executive may prefer to submit the report into the policy review process relating to the Medium Term Financial Strategy. COMMUNITY REGENERATION BEST VALUE REVIEW Service Page No: Covering Report 3 Key Issues 8 Festivals and Events 13 Swale Museums 21 District Offices 26 Community Halls 32 Community Development 40 Grants to Voluntary Organisations 51 External Funding 68 Sure Start 81 Economic Development 84 Tourism 97 Action Plan 105 2 COMMUNITY REGENERATION REVIEW Introduction General Approach 1. All local authorities in England are required to carry out Best Value reviews of their services over a five year period. Under the Local Government Act 1999 Swale Borough Council (and all other local authorities) has to secure continuous improvement in the delivery of services taking account of • Economy • Efficiency • Effectiveness • Equity • Environment Best Value legislation requires authorities to • challenge why, how and by whom services are provided or if they should be provided at all • compare performance with other organisations delivering these services • consult with local taxpayers, business and partners on priorities, performance and targets • compete by subjecting services to fair and open competition in an appropriate and relevant way. Terms of Reference 2. The terms of reference have been defined within a Project Initiation Document commissioned by the Council’s Chief Executive Officer as: 3. To deliver an approved Best Value report and action plan on Community Regeneration, identifying changes in service delivery, within an agreed timescale to a standard that will meet the objectives set out in the DTLR Guidance Note for Best Value Reviews. Scope This Best Value Review of Community Regeneration includes the following services:- Festivals and Events including culture/arts ‹ Museums ‹ District Offices ‹ Community Halls ‹ Community Development ‹ Voluntary Grants ‹ External Funding ‹ Sure Start ‹ Economic Development ‹ Tourism Community Regeneration Unit - Purpose To reduce social & economic disadvantage and provide opportunities for local people by creating strong, vibrant and prosperous communities in Swale. 3 4. The above to be achieved through leading and co-ordinating work with other agencies and partners to deliver a step change in the identified priority issues effecting economic and social aspects of life in the Borough. 5. CRU work is central to, and contributes to all aspects of the Council’s Vision (Thriving Community, Strong Economy & Healthy Environment) through key Executive Committee priorities as highlighted below…. 6. It provides the Council’s resource supporting the Local Strategic Partnership in producing the Swale Sustainable Communities Plan (Priority Swale) – and co-ordinates the implementation of the Kent Local Area Agreement in Swale. 7. It engages with and enables the delivery of the Thames Gateway initiative, both directly on projects working with and supporting Swale Forward and other partners (e.g. SEEDA) 8. It addresses the issue of Community Safety through partnership in the Swale Crime & Disorder Reduction Partnership. 9. Details of the above in terms of objectives and projects and other priorities can be found in the Unit’s Service Plan. (key unit objectives are included with the Council Vision section below) How do the services within the CRU relate? 10. Community Regeneration services as currently established focus on Regeneration, Community facilities (Halls, Museums, District Offices) and Services to the public (inc Festivals, Events, Community safety). 11. The key emphasis is in bringing together the functions necessary for sustained Regeneration by improving economic and social opportunity and capacity. This includes Community & Economic Development, Tourism, Community Safety, Culture/ Arts and External Funding together with facilitating Sure Start (SBC accountable body). This is supported by direct activity such as Festivals & Events, which help to visibly celebrate the area. (N.B. not all CRU services are included in this review, Community Safety and CCTV were assessed within the Balancing Housing Markets review. Subsidiarity – devolved decision making at Parish/Town Council level – was not reviewed due to being within first year of operation, but is referred to [Parish Grant Scheme] within the section dealing with Grants to Voluntary Organisations.) Partnership working 12. Within the Council liaison is undertaken though cross working groups such as Community Safety (with Environment, Recreation & Housing services) and Spatial Planning, (including local plans, open spaces, engineering) 13. The unit structure (Annex B) includes posts funded or part funded by external agencies including Sure Start, Community Development workers, and Community Safety staff where close liaison with the Council is essential to effective progress. 14. In addition, representation on and support of both thematic and area based working (at regional, sub-regional and local level) is extensive, including children/youth, voluntary, business, learning & health sectors. 15. The combination of services within the unit significantly contributes to the representation of Swale to external / local agencies and organisations, business and the public. 4 Financial Resources 16. Community Regeneration Unit was formed in 2003/4. In that financial year, the revenue cost of operating all CRU services was £1,403,000. Capital funding relating to projects from these services (excluding that relating to SBC administered buildings) was £106,500. 17. Examples of costs of service over time are given below and demonstrate that apart from an overall decreasing trend, those involving premises are variable with maintenance requirements/income generation and others subject to policy change to providing more ‘strategic level ’ service e.g. Economic Development. Community Regeneration Actual Expend iture Service 1999/00 2000/01 2001/02 2002/03 2003/04 Culture/Festival s /Events/Arts 76,750 100,860 159,510 87,840 95,580 Museums 40,770 19,770 17,570 14,650 24,590 Community 331,390 374,320 384,820 349,110 264,080 Halls & Centres Economic 355,580 324,170 338,220 205,540 191,180 Development Tourism 171,310 159,590 150,590 123,520 89,670 Total cost comparison with other authorities is difficult due to variation in service provision however where possible comparison has been sought in individual reviews. Human Resources 18. The structure of Community and Regeneration Services is attached as Appendix B. A function of the Community Regeneration review is to demonstrate what resources are required to deliver services effectively and efficiently. Recommendations for future staffing and structures will take account of the need to: 1. Secure improvements in service delivery, performance monitoring and development 2. Integrate with the Customer Service Centre 3. Make optimum use of information technology and communications developments where this will improve customer service and service delivery 4. Allow greater flexibility to improve staff retention and motivation 5. Provide a base for developing Investor In People, Business Excellence/Service First criteria 6. Promote closer working relationships with partner organisations concerned with community regeneration issues. 7. Provide opportunities for professional development 5 Background 19. In undertaking this review and developing an action plan regard has been given to internal and external influences. Internally these include the Council’s Customer Service Centre initiative, the progression of electronic service delivery, the development of the Council’s website, the Council’s financial position, changes to operating methods and in particular flexible working, changing relationships with partner organisations and the development of Public Service Agreements (PSAs) which are now developing (2005/6) as the Kent Local Area Agreement (LAA). External influences have included the Comprehensive Performance Assessment programme and ‘State of the Borough’ survey commissioned with Swale Forward to compare and assess the Borough’s relative position against other UK districts on a range of socio/economic/environmental aspects. Review Method 20. Prior to commencing the Best Value review, Swale Borough Council undertook a ‘Policy Review’. This was an exercise to establish the relative importance of the Council’s services. The services were ranked according to a weighted score. Details of the scheme and results are available as background documents from the Council’s Best Value Team. The rationale for the policy review involved member approval. 21.
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