MEMORANDUM OF AGREEMENT

BERWICK’S FUTURE PARTNERSHIP

AGREEMENT BETWEEN THE PARTNERS OF THE BERWICK’S FUTURE STEERING GROUP

1.	The Partnership and its Purpose
1.1	This Memorandum of Agreement records a formalisation of the Steering Group established to support the development and delivery of Berwick’s Future. The Partnership will be referred to as Berwick’s Future Steering Group.
1.2	The members of the Steering Group are as follows: •Berwick-upon-Tweed Borough Council •Berwick Community Development Trust •Berwick-upon-Tweed Local Strategic Partnership •English Heritage •Government Office North East •Northumberland County Council •Northumberland Strategic Partnership •One NorthEast
2.	The Agreement
2.1	This agreement describes the Partnership’s vision and values and its membership, structures and mechanisms it has put in place to deliver these.
2.2	Partnership Vision The key aim of Berwick’s Future Steering Group is to deliver an economic transformation through sustainable development in Berwick so that the town achieves the Partnership’s vision of ’a competitive, distinctive and well-connected Border town that is enterprising, ambitious and inclusive’. The regeneration principles that support this vision are set out at Appendix 1.
2.3	Partnership Values The Partnership will: •Openly own and support Berwick’s Future vision and regeneration principles; •Demonstrate a commitment to community engagement throughout the development process (strategy development through to delivery); •Be more than the sum of its parts and partners will align their efforts to achieve shared outcomes; •Be able to think and plan for both the short and long term; •Consist of motivated and committed partners who will use their endeavours to further Berwick’s Future; •Be open and demonstrate relationships which are built on trust and honesty; •Engage in free debate around ideas; •Take responsibility to make things happen in line with agreed development strategy and principles; •Be accountable and partners will be accountable to the Partnership for the actions they have agreed to undertake; •Focus on achieving goals and results; •Share intelligence and data as appropriate that will further the work of the Partnership.
3.	Structure and Mechanisms
3.1	The Steering Group provides the overall strategic direction to take forward Berwick’s Future. The membership of the Partnership includes: • Berwick upon Tweed Borough Council • Berwick Community Development Trust • Berwick upon Tweed Local Strategic Partnership • English Heritage • Government Office North East • Northumberland County Council • Northumberland Strategic Partnership • One NorthEast
3.2	The role and remit of the Steering Group is to: • Ensure the effective overall development of Berwick's Future; • Oversee the strategic direction of developments; • Ensure effective co-ordination of activity; • Ensure partners are informed and can input; • Influence partners plans and resources to support developments.
3.3	To expedite specific agendas time limited sub groups have been established. Three key agendas have been established for: • Communications including public relations; • Operational guidance on partnership capacity issues, future delivery structures and an Operations Plan; • Technical advice to enable consultancy contracts to progress effectively. Three sub groups have been established which report back to the Berwick’s Future Steering Group.
3.4	Communications Group The role and remit of the Communications Group is to: • Develop, implement and review the Communications Strategy; • Help build trust and understanding between partners and in the partnership; • Raise the profile of Berwick; • Generate/build confidence in Berwick; • Build awareness of what initiatives are going on and how they link together to provide a picture of seamless sustainable regeneration in Berwick; • Influence key people/organisations and help to identify ambassadors; • Develop engagement/communication mechanisms with Councillors, stakeholders and communities; • Develop appropriate tools e.g. newsletters and brochures to promote Berwick’s Future. • In the long term bring culture change to Berwick.
3.5	The membership of the Communications Group is: • Berwick Borough Council • Berwick Community Development Trust • English Heritage • Northumberland Strategic Partnership • One NorthEast • Persuasion (consultancy)
3.6	Operations Group The role and remit of the Operations Group is to: • Develop appropriate responses to the partnership and capacity issues identified through the Kevin Murray work to ensure that there is capacity in place to achieve long term sustainable development; • Research develop, and following agreement, implement a delivery structure to enable a seamless move from planning to delivery; • Develop an Operation Plan that embraces the wider agendas set out in ‘The Future of Berwick a Vision and Development Framework’ identifying activities and partner roles, responsibilities and contributions.
3.7	The membership of the Operations Group is: • Berwick Borough Council • Berwick Community Development Trust • English Heritage • Northumberland County Council • Northumberland Strategic Partnership • One NorthEast
3.8	Technical Advice Group The role and remit of the Technical Advice Group is to: • Ensure the effective development of Berwick’s Future Phase 2; • Act as a conduit to swiftly address any issues and concerns that arise; • Formulate technical briefs for consultants addressing physical issues; • Act as a sounding board and advice group to the Phase 2 consultants and in particular the Project Manager to steer the work.
3.9	The membership of the Technical Advice Group is: • Berwick Borough Council • English Heritage • Northumberland County Council • Northumberland Strategic Partnership • One NorthEast
3.10	A diagram setting out the structure is attached at Appendix 2.
4.	Code of Conduct
4.1	The partners will conduct business in the following manner: • Each member will commit to the initiative and adhere to the Memorandum of Agreement; • No actions will be undertaken, in Berwick, by Steering Group members that could be regarded as threatening or compromising to the success of Berwick’s Future without consultation with the Steering Group; • The role and contribution of every member of the Steering Group will be valued; • All members will act in an open and honest manner, giving constructive comment and opinion to improve and enhance Berwick’s Future; • Steering Group members are requested to advise when information is of a confidential nature. All members will respect and adhere to the confidential nature of any items relating to the initiative, its activities and users; • Members of the Steering Group must declare all interests (be they pecuniary or non-pecuniary) relating to a matter under consideration; • Members of the Steering Group must also declare a conflict if he or she has some other, non-pecuniary type of interest that places the person in a conflict position (e.g. bias).  This could include any benefit obtained by relations, close friends, or associates of a member who is in conflict; • Individual Steering Group Members will be responsible for reporting back to the organisation they represent; • The Steering Group will be considered quorate if 50% of members are in attendance; • Minutes will be produced for all meetings and circulated to members of the Steering Group; • If a decision is required it will be reached by consensus, when consensus cannot be reached then voting will be required. The Chair will have a casting vote; • Members of the Steering Group will abide by the Communications Protocol set out in Communication Strategy.
5.	Review
5.1	This Memorandum of Agreement will be kept under review and at least once every twelve months the Partners will collectively review its content and operation.

Appendix 1

Regeneration Principles

Encouraging Economic Diversity

We need to ensure that Berwick does not, as in the past, become over dependant on one kind of business/employer.

Building competitive businesses within high quality business locations is a key priority. Berwick needs to attract new businesses - such as creative and knowledge based industries to provide much needed variety of jobs for local people and to help raise wage levels. In parallel, we need to foster enthusiasm and highlight the benefits of learning and further education within the community. Helping to create new entrepreneurs and establishing opportunities for life long learning will help to raise local skill levels.

Creating a Sustainable and Balanced Community

A Town needs a critical mass to sustain local services. Human capital is a key driver of the local economy and if Berwick does not grow, it could face an uncertain future.

To secure and sustain the community, attractive new housing must now be built aimed at: attracting a mix of families, young couples and professionals to create a more balanced community. Most importantly affordable, yet high quality, housing that people can aspire to is needed to retain the existing population and to particularly stem the exodus of young people from the town.

Building on Berwick’s Locational Strengths and Maximising Connectivity

Berwick is excellently positioned when compared with other rural market towns throughout the UK. The town lies on the east coast line, it is adjacent to the A1, although this is not dualled, and 2 international airports are within 1 hour reach. The town is also well positioned to capitalise on the economic prosperity of the Edinburgh and Lothians City Region which is spreading across the Scottish borders. However public transport in Berwick needs to be improved to secure this local strength.

Berwick was one of the first towns to benefit from the broadband enablement project which involved upgrading BT exchanges in the region and take up rates were relatively high. Connectedness is a strong selling point for Berwick which must be promoted to both tourism and business markets.

Protecting and Enhancing its Distinctive Built Form

Berwick is one of only a handful of walled towns in the UK. When combining its proximity to water and its rich built heritage, its distinctive build form becomes one of its greatest strengths.

The quality of development within the Borough, throughout the three conservation areas must now be raised to a higher level. An increased understanding of the inter-relationship between historical development, architecture and landscape must be achieved by all those involved in the development process. The further exploitation of Berwick's enviable assets should be promoted along with careful protection of the structures and spaces that contribute to its setting. This process does not hinder development. Berwick offers positive opportunities for heritage-led regeneration using the existing assets better and creating more meaningful, respectful and sensitive buildings and spaces.

The balance of achieving visually appropriate and sensitive development whilst protecting built and natural assets will require able, dedicated and skilled concentration over the coming years as development pressures increase. New development must consider the town's compact built form, its richness in detail and wherever possible, should concentrate on restoring its medieval street pattern. The restrictions of height, scale and massing and the promotion of mixed use will help towards raising the quality and enjoyment of the town.

Maximising the attractiveness and activity of the town centre

The ultimate necessity here is to increase the amount of activity, footfall and expenditure in Berwick. We know from experience that residential, commercial and especially business activity on upper floors creates lively centres with activity during the day, at night and throughout the year.

Improving interpretation and promotion of the town's archaeological, built and maritime heritage assets both for locals and tourists will make a real difference in the town's attractiveness and general appeal. Local agencies must ensure the support of the specialist shopping offer.

To enable the town centre to work effectively traffic management needs to be improved and pedestrians prioritised. On a physical level, pedestrian spaces for those actually spending time in Berwick must be significantly improved. Berwick also requires the means to create wet weather facilities, improve its accommodation offer and extend the tourist season.

Establishing a programme of events and attractions

Berwick's historic and cultural offer although strong in terms of its built fabric can be further strengthened in relation to its tourism and 'day-trip' offer. There is great potential to expand upon existing strategies such as the bi-annual Film Festival, coastal celebrations and the Farmers Market. Opportunity also exists to create successful green, jazz and boat festivals as well as providing support for the establishment of sport activities and competitions like sailing, wind surfing, cycling etc.

Changing attitudes and perceptions

Precedent and experience have shown that residents of Berwick are concerned about the future of Berwick. However Berwick needs to exude a more positive attitude, embrace and accept change and demonstrate a self-belief in its future. To achieve this both leadership and direction are needed. Berwick must be seen to be open for business if it is to attract new employment opportunities. Likewise, it must adopt a welcoming attitude to tourism and show that it is ready to accommodate tourists.

An effort towards strengthening relationships with the Scottish borders is needed - further dialogue with Scottish Borders and Scottish Enterprise can help Berwick look north.

Marketing the town as somewhere to live, work and visit

Supplementary to improving the town itself, it is equally important to market the town to outsiders. Cost effective ways of marketing must be explored, looking at precedent from elsewhere, to get Berwick 'on the map' and establish the town as an excellent place to live, work and visit. The importance of the link between the special quality of place with an increased quality of life must be reinforced.

Berwick does not necessarily need a 'strap line' as such, but there must be a message in advertising, such as 'the town on the border' … ‘the quintessential border town'...'the medieval town on the border'.

Creating a delivery mechanism for implementation

A small, able and empowered team should be established, acting perhaps as a special delivery vehicle, a regeneration company or an individual team. This team will require the full support of the steering group and community groups. Developing a partnership approach and building the capacity of local organisations will assist in ensuring that the proposed regeneration is sustainable. Further capacity building and joint working with the community is also very much needed, if the vision and framework is to be supported.

Appendix 2