Local Authority Partnerships: London and the Netherlands 17 June 2014
Local Authority Partnerships: London and the Netherlands
Welcome & Chair’s Introduction Lisa Taylor Director, Future of London
Agenda 15.15 15.25 15.30
16.30 16.45
17.15 17.45 18.30
Arrivals, Coffee/Tea Introduction and Chair’s welcome – Lisa Taylor, Director, Future of London The London experience Andrew Savege, Head of Regeneration, Morgan Sindall Investments Mark Wiltshire, Head of Regulatory Services & Community Safety, LB Ealing Adam Driscoll, Infrastructure Planning & Delivery Manager, Re / LB Barnet Nnenna Urum-Eke, Housing Regeneration Manager, LB Southwark Questions from Part 1, short break The Netherlands experience René Tap, Unit Manager, Financial Transactions, The Hague Municipality Jet Smit, Senior Safety Advisor, City of Utrecht Aschwin van Reij, Business Controller, Municipality of The Hague Discussion, Q&A and summary Drinks & networking Close
Local Authority Partnerships: London and the Netherlands
Andrew Savege Head of Regeneration, Morgan Sindall Investments
Partnerships Landscape Local Authorities & PPPs Future of London - 17 June 2014 ANDREW SAVEGE
Head of Regeneration
The Current Environment
1. A “long age� of public sector austerity 2. Housing Need: the target for the London Housing Strategy is 42,000 units per annum, which is almost double the current rate of delivery of 23,000 units per annum 3. Localism Act 2011: A local authority has the power to do anything that an individual has the power to do, for a commercial purpose or for a charge, provided the activity isn’t expressly prohibited by existing legislation 6
The Partnerships Landscape
1. Land Promotion Partnerships 2. Risk Sharing Joint Developments 3. Land Swaps 4. Taking Demand Risk 7
# 1 – Land Promotion Partnership
Barton Park 8
# 1 – Land Promotion Partnership
Barton Park 9
# 2 – Risk Sharing Joint Development
6
# 2 – Risk Sharing Joint Development
Sales Land Cost Development Costs Gross Profit JV Central Overheads Council Interest on Equity Private Sector Partner Interest on Equity Net Profit Profit Distributed to Landowner Profit Distributed to Private Sector Partner
15,000,000 -2,500,000 -9,400,000 3,100,000 -100,000 -300,000 -300,000 2,400,000 -1,200,000 -1,200,000
(A) Landowner Proceeds from Outright Land Sale
2,500,000
(B) Landowner Proceeds from Joint Development
4,000,000 1 1
# 2 – Risk Sharing Joint Development
1 2
#3 – Land Swap
1 3
Moat Lane Towcester
# 4 – Taking Demand Risk
Stockport Exchange
Arts University Bournemouth
1 4
Discussion
1 5
Local Authority Partnerships: London and the Netherlands
Mark Wiltshire Head of Regulatory Services & Community Safety, LB Ealing
The Safer Ealing Partnership
Safer Communities
“Money won’t create success, the freedom to make it will” Nelson Mandela
What is partnership? Experiences of the Safer Ealing Partnership Common Elements of partnership approach
Cluster of concerted initiatives Potential to build on existing activities and Opportunity to innovate Learning Shared benefit and risk
build momentum
Statutory Partnership Crime and Disorder Act (amended)
Links to other Partnerships A lot of ‘Golden Threads’
Identifying Engaging Communicating Developing Empowering
One mechanism for sustainable social, environmental and economic gain
They take a lot of effort They need time to build quality, collaborative relationships Must be focussed on the shared work programme Negotiation without power
“After climbing a hill, one only finds that there are many more hills to climb� Nelson Mandela
Mark Wiltshire Head of Regulatory Services & Community Safety wiltshirema@ealing.gov.uk 020 8825 8197
Local Authority Partnerships: London and the Netherlands
Adam Driscoll Infrastructure Planning & Delivery Manager, Re on behalf of LB Barnet
Barnet and Re: Delivering planning and regeneration through a joint venture Adam Driscoll Infrastructure Planning and Delivery Manager adam.driscoll@barnet.gov.uk 020 8359 4922
01 July 2014
Planning and regeneration through a joint venture |
Introducing Re We care about place
We help to create, shape and grow places where people want to live, work and rest. We employ over 300 development and regulatory experts: • • • • •
Development Management Land Charges Environmental Health Building Control Highways
• Trading Standards and Licensing • Bereavement Services • Regeneration • Strategic Planning
01 July 2014
Planning and regeneration through a joint venture | 30
Why did the Council create Re? How can a business: • Support additional housing + jobs delivery outcomes, when delivery targets are some of the highest in London and key Regeneration Schemes are struggling to get underway? • Deliver a successful place where people want to live? • Meet various compliance requirements and increasing standards? • Deliver a step change in customer service / resident satisfaction? • Manage a constrained budget?
01 July 2014
Planning and regeneration through a joint venture | 31
Our vision We aim to be the leading provider and partner of development and regulatory services in the South East. Our path to growth • Invest in our people and be an employer of choice, accredited by Investors in People.
• Expand services to make them better and more commercial.
• Improve productivity and efficiency across the business.
• Introduce new services that create more value for our customers.
• Focus on customer care and relationship management.
• Achieve a revenue growth of £5.7m in 2014/15.
01 July 2014
Planning and regeneration through a joint venture | 32
The joint venture Key delivery requirements: • Guaranteed additional income generation above existing level of income, maintaining and growing the services. • Guaranteed improvements to outcomes (e.g. customer service & investment planning) through Commitments, KPIs & Super KPIs. • Secured delivery of regeneration programme Added benefits: • Improved approach to risk management. • Central purchasing body for future work streams. • Creation of a new commercial operator with national reach.
01 July 2014
Planning and regeneration through a joint venture | 33
Our promise to Barnet Council A place where people want to live, work and rest • £39m net financial benefit to the council • £172m growth aspiration (benefit to council) • Improve Barnet as a place to do business. • Transform the Highways Service. • Grow the local economy.
01 July 2014
• Make Brent Cross Cricklewood an exemplar modern suburb. • Lead the transformation of Colindale and progress the regeneration of Grahame Park into a thriving place.
Planning and regeneration through a joint venture | 34
Local Authority Partnerships: London and the Netherlands
Nnenna Urum-Eke Housing Regeneration Manager, LB Southwark
Using Partnerships for Regeneration in Southwark Nnenna Urum-Eke Housing Regeneration Manager Southwark Council
www.southwark.gov.uk
Southwark in Context Southwark has the largest council housing stock of any borough in London and the highest proportion of council housing to homes of any council in the country.
Much of the housing stock in Southwark is of poor quality and is ageing fast.
In 2008, our Housing Requirement Study found there were an estimated 38,412 households living in unsuitable housing with a need to move.
Southwark is the 26th most deprived local authority area out of 354 nationally based on the average of scores and the ninth most deprived in London
The 2012 Housing Commission report noted that the incomes of council tenants are low, with 70% on incomes below ÂŁ20,000. The median income is ÂŁ9,100, far below the borough average and five times less than home owners.
Total number of council properties for rent
39,000
Total number of leasehold properties
16,700
Number of homes that become non-decent annually
1,000
Median annual income of all Southwark residents
ÂŁ16,800
Approximate number of applicants on the housing waiting list
20,000
Net housing supply target (between 2011 and 2026)
24,450
Source: 2012 Independent Housing Commission Report and Southwark Housing Strategy 2009-2016
Southwark is an Inner London borough with high land values, particularly in the north and south of the borough.
www.southwark.gov.uk
Regeneration Objectives
Meet Housing Standards
Better Homes
Regeneration has to be more than bricks and mortar; however, it cannot be a panacea Improve Environment
Although regeneration objectives can be conflicting, they are balanced by a strategic vision
Regeneration is a long game – programmes run across political and economic cycles
Regeneration is resource intensive and public resources are limited – we have to do the same or better with less
Meet Housing Demand
Diversify Tenure
Regeneration does not always require full scale redevelopment
Improve Local Institutions
Assure Affordability
Better Community Infrastructure
Place Make
Housing Led Regeneration
Improve Connectivity Improve Energy Efficiency
Best Value
Improve Support Services
Improve Security Better Life Chances Improve Area Management Empower Communities
Improve Local Economy
Create Employment & Training
www.southwark.gov.uk
Current Development Partnerships Aylesbury
Partnership: Creation Trust, L&Q, Notting Hill Will deliver over 4,000 new high quality homes of which 50% will be affordable, improved infrastructure, transport and public realm, investment in local schools and improved community engagement
Bermondsey Spa
Partnership: Hyde, Notting Hill and others Will deliver over 2,000 new high quality homes of which 40% will be affordable, new health and wellbeing facilities, public realm and play improvement and new retail spaces
Canada Water
Partnership: British Land, Canada Quays, Barratt Homes, Sellar, Kings College and others Will deliver over 2,500 new high quality homes of which 30% will be affordable, community facilities, employment, shops and new public realm.
Elephant & Castle
Partnership: Lend Lease and others Will deliver roughly 3,000 new high quality homes of which 20% will be affordable, employment, investment in local schools, new community facilities, transport and public realm improvements and new retail centre
Elmington Estate (Phases 2 & 3)
Partnership: Notting Hill, Bellway and Family Mosaic Will deliver over 500 new high quality homes of which 35% are affordable, investment in existing stock, construction apprenticeships and training, improved public realm
www.southwark.gov.uk
Elmington Estate Regeneration Scheme Maximum Capital Phase 3 (Sites C, D, E & G) Receipts Bellway & Family Mosaic Completes 2016
Better Life Chances Community Partners: Mid-Elmington TRA Poets Corner TRA Brunswick Park Primary School Open Communities Blackfriars Advice Centre Camberwell Regeneration Partnerships
Phase 3 (Sites F, H, J & K) Southwark Council Completed 2013
Phase 2 (Sites A & B) Notting Hill Housing Completes Summer 2014
Better Housing
Better Community Infrastructure
Phase 1 Southwark Council Completed 2006
Benhill Nature Garden Southwark Council Completes Summer 2014 Identified by Residents Steering Group with Groundwork Southwark Design by London Wildlife Trust Delivery by The Conservation Volunteers & Frog Life with volunteers from the wider Camberwell community To be managed by Brunswick Primary School & Friends of Benhill Nature Garden
www.southwark.gov.uk
In conclusion… Meet Housing Standards
Successful regeneration partnerships are :
Better Homes
variable – can take different forms as is appropriate to the circumstances Improve Environment
inclusive – able to effectively engage all stakeholders
mutually beneficial – bring needed resources, influence and expertise
balance conflicting objectives with shared a strategic vision
flexible and responsive – able to respond to changing political, social and economic circumstances
Meet Housing Demand
Diversify Tenure
Improve Local Institutions
Assure Affordability
Better Community Infrastructure
Place Make
Housing Led Regeneration
Improve Connectivity Improve Energy Efficiency
Improve Support Services
Improve Security
Improve Area Management
Best Value
Better Life Chances
Empower Communities
Improve Local Economy
Create Employment & Training
www.southwark.gov.uk
Totters Court, Aylesbury Phase 1A – London & Quadrant
www.southwark.gov.uk
Artesian House, Bermondsey Spa – The Hyde Group
www.southwark.gov.uk
Maple Quays, Canada Water – Barratt Homes
www.southwark.gov.uk
Trafalgar Place, Elephant & Castle – Lend Lease
www.southwark.gov.uk
Camberwell Fields (Elmington Phase 2) – Notting Hill Housing Group
www.southwark.gov.uk
Local Authority Partnerships: London and the Netherlands
Questions ?
Local Authority Partnerships: London and the Netherlands
RenĂŠ Tap Unit Manager, Financial Transactions, The Hague Municipality
RESPONDING TO THE CRISIS, SCALING
DOWN THE GOVERNMENT SECTOR
CREATING NEW OPPORTUNITIES
Research on the organizational changes at the municipality of The Hague René Tap June 2014
INTRODUCING: René Tap Age 46 Born in The Hague Married with 3 kids
Employment Municipality of The Hague Unit manager Financial Transactions (20 employees) Responsible for reorganizing the business offices at the Urban Development Department
CHALLENGE: FROM CRISIS TO OPPORTUNITY Crisis: Stagnation housing market Government withdrawal Changing role Opportunity: Facilitating role Inviting and seducing Customer oriented Adapting organization attitude and behavior small scale less points of single contact
GOAL AND RESEARCH QUESTION
Goal Improving internal customer orientation by interviewing the actors involved in the project “Small scale urban plot selling” on the results and achieved changes and subsequently make an evaluation with recommendations.
Research question What is the result of the desired organizational change in the Urban Development Department (according to the actors of project “Small scale urban plot selling” )?
A NEW DEVELOPMENT, A GREAT SUCCESS For days potential buyers queued for a plot at the municipality of The Hague
PREVIOUS RESEARCH TOLD: CUSTOMERS EXPERIENCE TOO MANY CONTACTS
THE INTERNAL ORGANIZATION
PRIMARY CONCLUSIONS INTERVIEWS SO FAR The project succeeds because of political pressure The board controls on content Communication is not consistent The feeling of the servants is that:
errors are NOT allowed, they fear for the consequences and in the end for their jobs
Do what you always did It’s not my fault
Not yet, we’re working on it! Step by step!
Local Authority Partnerships: London and the Netherlands
Jet Smit Senior Safety Advisor, City of Utrecht
Working with partners to reduce youth nuisance and the lessons learned
Hier komt tekst Municipality of Utrecht Hier komt ook tekst Jet Smit
Utrecht.nl
Utrecht, the Netherlands
Utrecht.nl
The municipality and the safety department Town council and the mayor Municipality: 3822 fte officials (fulltime equivalent) Safety department: 40 fte District orientated employees in the 10 districts of Utrecht and central orientated employees
Utrecht.nl
Safety department Objectives of the safety department • Reduce violence: less domestic violence, less nightlife violence and raids • Reduce number of burglaries • Reduce juvenile perpetratorship and reduce nuisance caused by youth • Reduce organized crime • Crisis management and prevention of social disorder
Utrecht.nl
Strategy on reducing juvenile nuisance
• The municipality and nuisance caused by juveniles • Partners • Vision
Utrecht.nl
Strategy on reducing juvenile nuisance • Youth workers and police together make (in their district) a list of all the groups who cause serious nuisance. • All the juveniles and their parents are notified that the juvenile is part of a group which causes nuisance • The Municipality in the district, makes an approach on every group with a strategy to reduce the nuisance in cooperation with the police, municipal enforcement officers and youth workers
Utrecht.nl
Strategy on reducing juvenile nuisance
Individual approach • Negative key figures/negative leaders in the group (max three) • Young people who can use support
Utrecht.nl
Results and lessons learned • In 2012 we had 41 groups who caused serious nuisance, in 2013 we had 21 groups and this year we only have 14 groups. • The focus on the negative leaders pays off • We have an alternative for the youngsters who do want to make a change • Making parents our partner works
Utrecht.nl
Results and lessons learned
• Focus • The policy was made in dialogue with all partners involved • Make very clear agreements on the tasks of the partners involved • By making this clear agreements we don’t have much incidents so we can focus more. • Make sure you have the shadow of hierarchy • Threat:
Utrecht.nl
Local Authority Partnerships: London and the Netherlands
Aschwin van Reij Business Controller, Municipality of The Hague
City council the Hague
17 juni 2014
Gemeente Den Haag Dienst StadsBeheer
Gemeente Den Haag Dienst StadsBeheer
Gemeente Den Haag Dienst Stadsbeheer
Gemeente Den Haag 1 Handhavingsorganisatie dienst Stadsbeheer
1 Handhavingsorganisatie dienst Stadsbeheer
Gemeente Den Haag
We are the authority on the street, maintain standards and value for desired behaviour in public space.
Gemeente Den Haag 1 Handhavingsorganisatie dienst Stadsbeheer
Gemeente Den Haag
Participation society
Gemeente Den Haag
• Public transport in The Hague consists of a tramway network and a sizeable number of bus routes, operated by HTM. • Was 100% owned by the municipality • Sold for 45% to third party
Gemeente Den Haag
Gemeente Den Haag
Do you recognise this tension? How to cope? Community interest company for public transport?
Thank you!
Future of London www.futureoflondon.org.uk @futureofldn Future of London