The Borough Council has identified “Developing Town Centres” as no. 2 within its list of 12 top priorities.
Our Service focuses on the 4 town centres of Berwick-upon-Tweed, Belford, Seahouses and Wooler.
Our role is to help increase our town centres’ vitality and viability
To work in partnership with all relevant bodies to direct and enable –
• Managed and co-ordinated town centres;
• Accessible town centres;
• Safe & welcoming town centres;
• Attractive and quality town centres;
• Marketed and promoted town centres;
• Towns for development and investment;
• Towns for leisure & culture;
Corporate Policy
How Policy Implemented
Equality & Diversity
Working in partnership to enable, encourage and facilitate equality of access of town centres regardless of age, ability and gender.
This service unit will carry out the timetabled Equality Impact Assessments as detailed in the Council’s Inclusive Equalities Scheme, and where necessary we will assist other Service Units with their Equality Impact Assessments.
This service unit will engage with equality self-assessment, scrutiny and audit on our service delivery.
This Service Unit will assist where possible in the development of an information and monitoring system for the Council’s work on Equality & Diversity.
Staff within the unit will comply with Council policy for responding to harassment on the grounds of race, ability and gender.
The service unit will engage in consultation with designated community, staff and stakeholder groups on its equality impact and needs/requirements assessment and its service delivery.
In any partnership arrangements that this service unit enters into, we will seek to ensure that the equality policy and objectives are incorporated.
This service unit will engage in development of service level equality objectives and targets.
Where necessary, the service unit will establish planning groups for monitoring and information systems.
Staff in the service unit will be encouraged to participate in equality and diversity training opportunities offered by the Council.
Data Quality
Covalent is used for data which complies with the data quality policy. In addition all reasonable care it taken to ensure that data is accurately recorded and monitored.
Service Policy
How Policy Implemented
ATCM & IPM Guidance
Follow guidance from the Association of Town Centre Management and Institute of Place Management
PPS6
Planning Policy Statement 6: Planning for Town Centres. Central Government Guidance used locally
Service Partner Providers
How Partner Supports Service Delivery
Berwick Town Partnership
Consultation, feedback, assistance with projects.
Development Trusts
Parish Councils
Others
Consultation, feedback, assistance with projects.
IT Systems
How IT System Supports Service Delivery
Council Systems
Supports as elsewhere.
Covalent
Helps monitor success of projects and how our town centres are performing.
Achievements: Previous Year & Current Year (to date)
Measure or Milestone
Reference
Target 2006/7
Actual 2006/7
Target 2007/8
Forecast2007/8
Increase visitor numbers
Pedestrian Movement surveys
LRTC003
-
-12% since 2003 in Berwick
Not set.
-7% in Berwick &
Baseline surveys
Encourage reduction in the number of empty properties in town centres - 5% reduction across all 4 town centres by December 2007
Key Berwick B; Wooler W; Seahouses S; Belford BL
LRTC001
-
B 23
W 5
S 0
BL2
Total 30
5%
achieved
B15
W 5
S 0
BL3
Total 23
achieved
23% reduction
Continue to develop Partnership working.
Formalise Berwick-upon-Tweed Town Partnership and set up membership scheme for businesses
Work in close partnership with Seahouses and Wooler Development Trusts to engage retail sector and others
Work with Belford Development Trust, Bell View and Parish Council to enable town partnership working
March 07
07/8
Complete03/07
Scheme started August 07
Approx 6 weekly meetings & regular contact
Regular contact
Enable improved Traffic Management in Berwick-upon-Tweed Introduction of improved signage for car parks and minor improvements to car parks.
The perception of a parking issue can be substantially reduced if improved signage can be installed. This will not wholly solve the issue but as parking is a number one issue amongst businesses, commuters and visitors alike then action must be taken. Cittaslow also requires an integrated traffic management and access strategy which refers to the historic character of the town and pedestrian needs.
12/07
Urban Initiatives, consultants to Berwick’s Future will produce recommendations.
Develop pilot street entertainment project in Berwick-upon-Tweed.
Programme implemented in 2007-2008
07/08
07/08
Support events in the borough’s town centres and help promote other events. Provide one main event and be involved in other events. Event in June 2007 was continental market. Also assisted at Christmas switch on; Bridge St markets; business advertising for Green Festival etc.
07/08
Ongoing.
Complete
Develop draft town centres Marketing plan in partnership with others
07/08
07/08
Shop Frontage Improvements Investigations - One policy document adopted by all partners.
07/08
07/08
Public Realm Art Strategy One report agreed and adopted by all partners 2007-08
Discussions with developers, retailers, estate agents, architects, planners. Organising list of available premises.
Need to be proactive. In town presence helpful. Need to change reality to change perception of town centres. Regular media releases help to manage perception and expectations.
Partnership working established and development
Encouragement, suggestion, support, diplomacy and persistence.
Partnership working is not easy. It needs time and effort and some funding. However the rewards are active partners all contributing to projects the Council could not achieve on its own resources.
Support events in the borough’s town centres and help promote other events. Provide one main event and be involved in other events.
Continental market provided in Berwick Town Centre in June 2007 and Bridge St used as venue on Saturday.
Monthly events list for businesses & others provided most months (approx 15) since appointment of Town Centres Manager
Successful event – good footfall reported and some businesses reporting increased profits during the 3 days. Assistance was also provided to Bridge St and other event organisers. Financial assistance may need to be provided to help some events in future, especially with publicity and marketing.
Support Cittaslow
Partners responsible for achievement of status
Assistance both in time and financially was provided. However the real thanks and success is down to the volunteers who provided their time and effort in achieving Cittaslow status for the first town in the North East
Challenge
How Resolved
Outcome
Monthly Events List
Not resolved – discussions onging. Other sections within the Regeneration Service have been asked if they can take over this task.
Staff resources are inadequate to continue to provide a monthly events list.
Encouraging other event organisers to market and promote their events earlier.
Discussions and reminders to event organisers.
Some events are starting to be better promoted.
Financial Resources to Deliver Services
Note: This section of the report will be based on information contained in the Budget Book for the current year, in this case 2007/08. The original budget figures for the current financial year will be used as the base line figure for the calculation of cashable and efficiency gains.
Cost Centre
Description
Expense
£
Description of Main Activity & Cost
Employees
36,846
To help ensure that the 4 towns in the borough are thriving and vibrant; working in partnership with businesses, community and others.
Employees Support
6,948
Accommodation, IT, Admin, etc
Support Services
Service Management
Running Costs
17,510
Running costs are contained within current and future PIDs. This includes work on surveys, town centre projects and contributions to other partners projects etc.
Capital Charges
Gross Expenditure
61,304
Direct Income - Grants
Describe income sources
Direct Income – Fees/Charges
Describe income sources
Recharge Income
Net Expenditure
61,304
Capital Works
35,000
Name
Budget
Current Position
Capital costs are contained within current and future PIDs. This includes work on town centre projects and contributions to other partners projects etc.
Value for Money Assessment
Efficiency Measure
BBC
Local
National
Pedestrian movement
-12% from 2003 to 2006
Being devised in Northumberland
-4.7% for year to end July 2007
Vacancy Rates - Berwick
8.10% 2006;
5.24% 2007
Harrogate 6.4% (2007); North-east 7% (2004-5)*
9% (2004-5)*
* Government
Statistics
Efficiency Measure
Reason for Difference to Local / National Trend
Pedestrian movement
We don’t know if there is a difference at the time of writing. However footfall nationally is generally down and we do not expect to buck the trend.
Vacancy Rates - Berwick
Vacancy rates appear to be ahead of the national trend. (eg Harrogate experienced a 1% reduction since 2006). The reduction appears to have been greater in Berwick. This may be partly because of the interest Berwick is encountering at the moment and partly because of the employment of the town centres manager.
Please complete the three following tables (if applicable) indicating how partnership working, IT systems or adherence to / achievement of quality standards have contributed to value for money.
Service Partner Providers
How Partner Supports Service VFM
Berwick Town Partnership; Development Trusts; Other Organisations
Businesses
Funding for projects has been provided by businesses. In 2006/7 businesses contributed over £2,000 towards Christmas lights. This year the Rotary are providing approx £15,000 worth of lights (total); Trusts and others have or are in the process of providing survey or other work for the Council and Berwick Town Partnership. Since the membership scheme for the Berwick Town partnership was started over £750 has been raised to help with projects. Real Partnerships can provide much more than the Council can provide on its own. Partnerships are still in their infancy and need help from all corners of the Council to enable projects to happen.
IT Systems
How IT System Supports VFM
Open for Community Web Site.
Helps identify funding sources for partners to apply for funding.
How Service Links to Council Priorities
This section contains the same information as collected in the previous year’s budget setting process. The priorities will be reviewed by the Members and either modified or confirmed as consistent (remaining the same as last year). The data provided on this document will be summarised and challenged at Corporate Management Team for content and consistency.
Priority
Description of how service contributes to Council Priority
1
Continuous Service Improvement
The Town Centres Manager has been in post for under 18 months. However in the last 12 months vacancies have been substantially reduced in Berwick town centre by 35%. Baseline surveys have been established or in progress to fill in the data on how our town centres are performing. As retail demand is currently high we expect that vacancies will continue to reduce as long as vacant premises can be rapidly be re-let.
2
Developing Town Centres
The Town Centres manager is a core component of developing town centres, from setting up and encouraging partnership working to consultation and involving all parts of society. We help co-ordinate current activity in the town centres and are developing partnership led action plans for Berwick, Seahouses and Wooler. We also plan to establish a partner led action plan for Belford.
Co-operation with private enterprise is a key component to deliver sustainable growth in town centres. We help inform private enterprise about our town centres and what they have to offer and what the Council, others and businesses themselves can do to improve them.
More about Developing Town Centres
We follow the Association of Town Centre Management principles. You can find out more about the ATCM at www.atcm.org/
3
Improving Housing Choice
We are working with colleagues, landlords and private developers to utilise empty properties above shops for town centre housing. We will continue to argue that a mix additional housing in the Borough is required to sustain regeneration.
4
Promoting Business Growth
We work closely with businesses, Chamber of Trade, Business Link and others to enhance the business and retail offer in town and enable new town centre business starts. Relations with businesses and the Council have improved since the appointment of the Town Centres Manager.
5
Seeking Sustainable Partnerships
We have established a Town Centre Partnership in Berwick Town in 2006-7 and are actively working to develop other regeneration partnerships in Seahouses and Wooler. Partnerships will be designed to be as inclusive as possible. We also aim to establish a form of partnership in Belford within the next 12 months.
6
Enhancing Tourism
As our town centres are tourist destinations and a major area of employment most enhancements made, either physical or service related will enhance tourism. Providing or supporting well promoted and marketed events will make a major impact on out tourism offer. In addition projects that will help to enhance tourism through partners are being developed through current or future PIDs.
7
Making Services More Accessible
The Town Centres Manager acts as a liaison between Chamber of Trade, businesses, residents and the Council. The Town Centres Manager is highly visible in the community for residents, other local authorities, businesses, developers and others as a first point of contact and deals with a varied number of issues or put people in touch with the right services whenever possible.
8
Cleaner, Greener Local Environment
Attractive Quality Environment is a key aim of Town Centre Management. We have encouraged groups to become active in looking after their town eg Castlegate Traders taking over flowerbeds in Castlegate car park. We have been active in persuading businesses to refurbish their premises and have a number of projects in progress which will contribute to a cleaner, greener local environment.
9
Creating Safer Communities
Safer communities are at the heart of improving our town centres. We work with our Community Safety Officer and others to encourage others to improve safety and help reduce crime and disorder where possible.
10
Influencing transport improvements
We help influence improvements to infrastructure in town centres including transport improvements through contacts within local government and are actively supporting consultation on traffic management in Berwick through Urban Initiatives, consultants to ‘Berwick’s Future’.
11
Developing Dynamic Leadership
By promoting town centre partnerships we help promote active and strong leadership and a can-do approach to improving our town centres.
12
Creating Diverse and Exciting Cultural Opportunities
We work closely with the Museum, Archive, Tourism, Sports Development and external partners to enable use of town centres as cultural venues. Eg. We provided a successful continental market in June 2007.
Contribution to Other Five C’s
Outcome Factor
Description of how service contributes to “C” Factor
Customers
Town Centre projects are customer led or focused through regular meetings and contact with partners. Projects are aimed at meeting customers’ needs and enhancing the retail and visitor experience.
Communication
Communication with partners occurs regularly. Team meetings; Town Partnership meetings; Development Trust Meetings; Meetings with individual businesses.
Cohesion
Projects are often cross service, cross working. Good working relationships are important and the town centres manager is keen to develop cross-service/council/business working further. Internally in particular good working relationships have been established with Tourism, Sport, Museum, Archive, Arts, Transport & Environmental Regulations and Environmental Health.
Culture
Helps toward culture and civic pride externally and changing the internal culture of the council by helping to work together for the benefit of our customers. New businesses encouraged into the borough eg Café Nero; SAKS; Marks and Spencer.
Compliance
Strategy for town centres to be embedded. Covalent figures entered; Strategy for Town Centres agreed with Town Partnership and submitted to Policy Committee.
Service Proposals for next 3 Years
Measure / Milestone
Reference
Forecast2007/8
Target 2008/9
Target 2009/10
Target 2010/11
M:Managed and co-ordinated town centres;
Towns for development and investment;
M: Encourage reduction in the number of empty properties in town centres
ML 5% reduction across all 4 town centres each year.
LRTC001
Already achieved
- 5%
- 5%
- 5%
M: To attract funding from partners for core funding and specific projects.
ML: Increase number of businesses in membership scheme for Berwick Town Partnership
new
Scheme started
+10%
+5%
+3%
M: Work in close partnership with Seahouses and Wooler Development Trusts to engage retail sector and others.
M: Work with Belford Development Trust, Bell View and Parish Council to enable town partnership working
Develop existing contacts
Start partnership/agree action plan and deliver quick win project
Deliver 1 project from plan
Deliver 1 project from plan
M: Accessible town centres:
M: Improved Traffic Management in Berwick-upon-Tweed.
ML: Introduction of improved signage for car parks and minor improvements to car parks
Consultants report expected Dec/Jan 08
Finalise improvements and implement
Not known
Not known
.
M:Safe & welcoming town centres;
M: Attractive and quality town centres;
M: Increase resident & visitor experience through provision of floral enhancements and environmental improvements through continuation of scheme.
ML: User surveys
RMP0001.2
Baseline survey expected
5% perception increase
5% perception increase
5% perception increase
M: Shop Frontage Improvements scheme.
ML: Development of scheme
new
Scheme to be developed
Develop scheme for improving shop fronts
Continue to fund scheme
Continue to fund scheme
M: Develop additional toilets in borough through businesses.
ML: User survey
new
RMP0001.2
n/a (new)
Develop scheme
Continue scheme
Continue scheme
M: Introduce 2 quality market stalls into market.
ML: User survey
new
RMP0001.2
n/a (new)
Purchase stalls
Consider further improvements
Consider further improvements
M:Marketed and promoted town centres;
M: To attract more residents and visitors
ML: Increase pedestrians (footfall) in town centres
LRTC001
-7%
Stabilise – ie no reduction
+5%
+5%
M: To increase visitor spend.
ML: Business Surveys
ML: User surveys
RMP0001.1
RMP0001.2
Baseline survey expected
+ 5% reporting profit
+5% spending over £50 +5
+ 5% reporting profit
+5% spending over £50
+ 5% reporting profit
+5% spending over £50
M: Financially support events in the borough’s town centres and help promote other events.
ML: a) Provide one main event and be involved in other events; b) develop grant scheme.
new + continuation
Market provided
Stabilise footfall – ie no reduction
Footfall +5%
Footfall +5%
M: Develop draft town centres Marketing plan in partnership with others.
ML: Plan completed.
To be developed
Develop min 1 tangible project from plan
Develop min 1 tangible project from plan
Develop min 1 tangible project from plan
M: To provide quality and informative retail guides for our town centres, to increase awareness of local shopping offers, especially at Christmas.
ML: User surveys
new & continuation
Continue shop local project.
Fund Wooler & Berwick leaflets
Organise leaflets in partnership with business.
Organise leaflets in partnership with business.
Organise leaflets in partnership with business.
M: Towns for leisure & culture;
M: Develop Quality Town Centre for Berwick
ML: Cittaslow Development
Fund membership fee (if required 07/8)
Fund membership fee
Fund membership fee
Fund membership fee
These targets will feed directly into the Best Value Performance Plan. Once the targets have been established and agreed (in principle) with the Head of Service or Director, an assessment of resources required should be made in the next table.
Measure / Milestone
Reference
Resources Needed
Less
Same
More
M:Managed and co-ordinated town centres;
Towns for development and investment;
See above
M: Encourage reduction in the number of empty properties in town centres
ML 5% reduction across all 4 town centres each year.
x
M: To attract funding from partners for core funding and specific projects.
ML: Increase number of businesses in membership scheme for Berwick Town Partnership
x
M: Work in close partnership with Seahouses and Wooler Development Trusts to engage retail sector and others.
M: Work with Belford Development Trust, Bell View and Parish Council to enable town partnership working
x
M: Accessible town centres:
M: Improved Traffic Management in Berwick-upon-Tweed.
ML: Introduction of improved signage for car parks and minor improvements to car parks
x
x
*Urban Initiatives findings not yet known
M:Safe & welcoming town centres;
M: Attractive and quality town centres;
M: Increase resident & visitor experience through provision of floral enhancements and environmental improvements through continuation of scheme.
ML: User surveys
x
M: Shop Frontage Improvements scheme.
ML: Development of scheme
x
M: Develop additional paid toilets in borough through retail premises & others.
ML: User survey
x
M: Introduce 2 quality market stalls into market.
ML: User survey
x
M:Marketed and promoted town centres;
M: To attract more residents and visitors
ML: Pedestrians (footfall) in town centres
x
x
M: To increase visitor spend.
ML: Business Surveys
ML: User surveys
x
M: Financially support events in the borough’s town centres and help promote other events.
ML: a) Provide one main event and be involved in other events; b) develop grant scheme.
x
M: Develop draft town centres Marketing plan in partnership with others.
ML: Plan completed. Continue marketing.
x
M: To provide quality and informative guides for our town centres, to increase awareness of local shopping offers, especially at Christmas.
ML: User surveys
x
M: Towns for leisure & culture;
M: Develop Quality Town Centre for Berwick
ML: Cittaslow Development
x
The achievements of some of these targets will be achievable within existing or reduced resources.
Where service improvements are linked to more resources a ProjectBrief (template available on the Intranet) should be completed and submitted to the Programme Improvement Board.
Where service improvements are linked to less resources, the proposals for savings should be identified in the Proposals to Achieve Cashable & Efficiency Gains section.
Proposals to reduce Cashable resource requirement by 3%
No
Description of Proposal
Value (£)
Timing
1
Reductions in service can take place. The town centres budget has not had a set budget for 2007/8 and projects are still being developed. If a reduction of 3% was required then fewer projects can be delivered. Any reduction in the Council’s budget may impact on the confidence of our partners which may reduce non Council fewer improvements would therefore be likely.
nil
2
In practice – delete all projects that require additional resources
3
Proposals to reduce resource requirement by 10% (Cashable or Efficiency Effect)
No
Description of Proposal
Value (£)
Timing
1
Reductions in service can take place. The town centres budget has not had a set budget for 2007/8 and projects are still being developed. If a reduction of 10% was required then fewer projects can be delivered. Any reduction in the Council’s budget may impact on the confidence of our partners which may reduce non Council fewer improvements would therefore be likely.
nil
2
In practice – delete a) all projects that require additional resources, and b) delete increased signage for car parks & traffic management.
