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“Strong and Prosperous Communities”

“Strong and Prosperous Communities”. The New Local Government White Paper. The ‘latest’ WP headlines:. Lyons Inquiry report delayed in order to ‘consider implications..of Eddington report on transport; Barker report on planning and Leitch review on skills..and to make recommendations to Govt’

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“Strong and Prosperous Communities”

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  1. “Strong and Prosperous Communities” The New Local Government White Paper

  2. The ‘latest’ WP headlines: • Lyons Inquiry report delayed in order to ‘consider implications..of Eddington report on transport; Barker report on planning and Leitch review on skills..and to make recommendations to Govt’ • Lyons will be published around time of Budget 2007..potential to influence the CSR • ‘Short discussion document’ to be published on 11 December..responses feed into (more!) round-tables in new year • Likely delay of Bill...possible combination of Lyons review(s) into Bill

  3. More headlines – Pre-budget report • CSR07 to make ‘at least’ 3% savings/yr across central and local govt • World-class skills – increase adult skills at all levels, strengthen employer voice in provision: Leitch Review • Reform land use planning system (Barker review) and invest transport infrastructure (Eddington review) • Sustainable housing supply – release of surplus public sector land and assisted home ownership • Tackling climate change

  4. Pre-budget report – delivering high quality services • 3% savings for CSR07 (to 2010/11); focus on net cashable savings to free-up resources • Publication of Sir David Varney’s review of public service transformation; join-up public service delivery and make more efficient and responsive to users • Public spending predicted to grow at 1.9%/yr in CSR07 period (has been ~4% above inflation since 2000) • Economic growth will deliver higher tax revenues in next few years and public spending will be held back

  5. Back to the White Paper • Over 50% of the WP actions are for JP to deliver • 75% of these are Corporate Policy, 25% are ED/Regeneration or Environment • The Directorate is under- resourced to deliver its current priorities - setting aside demands of WP; LEGI delivery; Master Plan delivery with/out casino; strategic housing etc • We have to make savings through CSR07 period not just next year • More fundamental re-structuring; re-prioritisation and re-allocation of resources to this Directorate required

  6. Key White Paper areas for T&R • Chapter 4: Strong cities, strategic regions • Sub-national review of economic development and regeneration – influencing and punching our weight at regional, sub-regional and Fylde coast levels • Transport: seek to have more influence on transport planning and regulation in the Fylde coast • Multi- Area Agreement: potential for DCLG MAA pilot status for our Fylde coast joint working in ‘place-shaping services’ • Review of Community Strategy about to start and opportunity to strengthen LSP

  7. Key White Paper areas for T&R • Chapter 6: New Performance framework • Customers and citizens driving improvement – Communications Strategy • Clear set of national outcomes - 35 core targets for each area (plus 18 DfES): T&R activities will deliver on 75% of them. • Annual Comprehensive Area Assessment – from March 2009 – we could be a risk unless we improve our ability to deliver on outcomes consistently

  8. Key White Paper areas for T&R (Vol II) • Community Safety • Health and well-being • Vulnerable people • Children, young people and families • Economic development, housing and planning • Climate change • The third sector

  9. Others • Area Forums and neighbourhood management increasingly important • Community-ownership and management of assets • More Bye-laws requiring more enforcement • Implications of Barker; Leitch; Varney; Eddington and Lyons reviews feeding into Bill/Act and CSR07 published in summer 2007 • Getting LEGI and the Casino exacerbate our delivery problems unless we can resource • Corporate capability and systems - strengthen

  10. Reasons to be cheerful • Strong position – Blackpool’s future is shaped by T&R Portfolio and Directorate • Directorate has shown it can deliver big projects and win resources for Blackpool • T&R needs to show it is efficient and ‘fit-for-purpose’ as a Directorate • Need to make the most of our talented staff; work more synergistically; develop a culture of innovation and achievement; ensure good management and leadership; ensure political support

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