Memorandum by the Regional Development
Agencies (RDAs) (CAB 24)
1. SOUTH EAST
ENGLAND DEVELOPMENT
AGENCY'S
RESPONSE TO
INQUIRY INTO
ROLE AND
EFFECTIVENESS OF
CABE (SEEDA)
SEEDA recognises the importance of CABE as a
key partner in the delivery of our Urban Renaissance agenda. Many
of our urban renaissance activities and initiatives are closely
aligned with the aims of CABE.
Our relationship with CABE is one of collaboration.
We jointly support the emerging infrastructure for design advice
and guidance in the region and the SE Regional Design Panel has
developed in a way that complements CABE's Design Review process.
The Kent Architecture Centre (KAC) is recognised by CABE as one
of the stronger of the national network of centres and is playing
a key role in delivering these initiatives. Barry Shaw, Chief
Executive of the KAC is a CABE Enabler. Another shared initiative
is a regional schools based education programme (Shaping Places)
which is supported by SEEDA, CABE and the Arts Council England,
South East. Another example of our close working is on the CABE
Regional Committee on which Paul Hudson, SEEDA's Director of Development
and Infrastructure sits.
Overall, CABE are exemplary in providing information
to SEEDA as a regional partner for example in the recent business
plan establishing CABE's priorities especially for housing quality
which SEEDA strongly supports. We would however welcome better
indicators of the urban renaissance which we can then use to measure
performance regionally.
CABE has developed a range of national guidance
documents and examples of good practice. SEEDA promotes these
and has focussed on embedding guidance in regional practice through
demonstrating practical application and encouraging wider understanding
and use.
There is a close relationship between SEEDA's
activities and CABE's and that can lead to some confusion within
the region. We would welcome the opportunity to develop our links
more closely, to clarify our respective roles—for example
on the role of the Design Panel and our own Regional Panel, SEEDA's
Regional Design Champions Club and the Oxfordshire Design Champions
Club developed with CABE, and also to identify further opportunities
for joint collaboration.
We believe that this is an exciting agenda for
the region and that much can be achieved through collaboration
between SEEDA and CABE.
2. ONE NORTHEAST'S
RESPONSE TO
INQUIRY INTO
ROLE AND
EFFECTIVENESS OF
CABE
(i) CABE's overall priorities for investment
and development
One NorthEast supports CABE's overall priorities
for investment and development. Greater emphasis on engaging with
non-professionals would however be welcomed.
(ii) The work of its design review panel
in terms of:
(a) the criteria used in reviewing schemes;
One NorthEast believes the criteria used in reviewing
schemes could be articulated more clearly. A common misconception
is that the panel's remit does not extend beyond aesthetic appreciation.
(b) the consistency in the application of
the criteria;
One NorthEast is unable to comment.
(c) the choice of schemes reviewed;
The mix of schemes reviewed is considered to
be balanced and appropriate in terms of scale, type and general
geographical spread. The stage at which CABE reviews schemes,
typically a pre-planning stage (RIBA Stage C), does however mean
that projects are often well advanced before comments are made.
One NorthEast sees value in including gateway reviews as part
of the review process, ie at the visioning, brief writing and
design team procurement stage, and is applying this to projects
it funds.
(iii) CABE's relationships with other national
and local agencies
One NorthEast has a good working relationship
with CABE, particularly with its regional representatives. The
regional programme of activity aimed at increasing design aspirations,
skills and quality has been developed with the regional representatives
who are also actively involved in its delivery.
On occasion One NorthEast has experienced a
lack of clarity and consistency between CABE nationally and its
regional representatives. Objectives and priorities can differ
with sometimes conflicting messages received from the two. Greater
understanding and consistency between the two would be welcomed.
Clarity over CABE's regional funding strategy
and the relationship between recipients would be welcomed. There
is a need to act corporately within the region to optimise resources,
activity and impact. In particular, all those who speak for architecture
in the region need to be networked and on message to promote clarity
to other stakeholders.
(iv) The future role for the organisation
One NorthEast believes that CABE continues to
have an important role to play as the national design champion.
Existing overall objectives and priorities remain valid and should
continue to be pursued.Recent work on promoting delivery at the
regional level is welcomed and should continue ie regional design
review panels and design champion networks. Systems are required
to ensure knowledge and experience within the regions is harnessed
and shared. Best practice advice generated by CABE is invaluable
and should continue to grow and be refreshed. The research programme
could be more open, responsive to trends and issues facing regional
and local agencies.One NorthEast believes that greater cognisance
is required of the conditions and dynamics affecting more marginal/difficult
areas of the country (away from the "hot spots"). Further
specific measures/advice from CABE would be welcomed.
3. NORTHWEST
REGIONAL DEVELOPMENT
AGENCY'S
RESPONSE TO
INQUIRY INTO
ROLE AND
EFFECTIVENESS OF
CABE (NWDA)
RENEW, the North West Centre for Regeneration
Excellence is working closely and increasingly effectively with
CABE in the North West. We welcome their increasing focus on regional
activity, in particular their two year design project in association
with ELEVATE, the East Lancashire Housing Market Renewal Pathfinder,
and their proposed design project for Liverpool in the run up
to the City of Culture in 2008. We are also working with CABE
on a project to support local authority design champions in the
region and, jointly with the NWDA Head of Built Environment, have
begun to develop proposals for architecture centres and for design
review. We look forward to further developing our relationship
and to seeing CABE's regional focus strengthen in the future.
4. ADVANTAGE
WEST MIDLAND'S
RESPONSE TO
INQUIRY INTO
ROLE AND
EFFECTIVENESS OF
CABE (AWM)
(i) CABE's overall priorities for investment
and development
CABE's priorities to 2005-06 as set out in their
Corporate Strategy were extremely challenging given the level
of funding that the organisation has. At the same time it has
been developing new products and doubled the size of its organisation
structure.
(ii) The work of its design review panels
We have had no direct involvement with the work
of their review panels, however, in examining this region's requirements
for design review panels CABE has been extremely helpful with
offers of advice and support.
(iii) CABE's relationships with other national
and local agencies
Advantage West Midlands has an extremely good
relationship with the three CABE Regional Reps operating in the
region. Crucially, this has extended to greater central influence
through representation at CABE Regional Reps/AWM quarterly meetings
by CABE's HQ staff. Since the appointment of the Head of Regions,
our relationships with CABE have been much more productive and
it is felt that CABE is a real "resource". However,
the value of the Regional Reps role is undermined by the limited
time/resource commitment they are able to give (40 days per year
between them). Whilst this is a very effective structure, and
one which as an Agency we have fully relied upon in the region
(particularly in the last 18 months or so), this resource is severely
overstretched and requires strengthening. In particular, in connection
with the developing Architecture Centres in the Region, CABE's
HQ has been extremely supportive in financial and human resource
terms. They also have a regional presence established at Board
level with the Regeneration Centre of Excellence (REGENWM). This
closer joint working has been very important to us and building
this relationship has meant that CABE are less and less being
seen as a central organisation parachuting in on a particular
initiative or policy area. There is still some distance to travel
on this but it is certainly much more influential regionally,
engaging with stakeholders through regional structures. However,
forward planning with regional partners would be extremely helpful.
This comment emanates from the expediency requirements of invitations
to bid by "local partners" to CABE initiatives. This
does put local organisations under extreme pressure for often
limited financial returns as invariably initiatives are oversubscribed.
Whilst it is acknowledged that this increasing level of disappointment
is directly related to funding available to CABE, it is something
that needs to be carefully monitored if CABE is not to lose credibility
by using this process.
Publications—The quality of CABE's publications
is excellent, however, organisations are somewhat besieged by
them and closer regional hands on support to ensure effective
implementation of the recommendations in the reports would be
helpful.
(iv) The future role for the organisation
The organisation should continue to consolidate
the work it has undertaken in the last 18 months through a period
of enormous growth and organisational change. Its work with regional
partners should continue to develop as these key links have (for
Advantage West Midlands) proved to be extremely valuable. Strengthening
the regional network of support is key as this resource punches
well above its weight and closer central/regional working should
increase the opportunities for additional funding resource. Links
and interaction with the private sector should also be a key target—again
using regional frameworks to enhance buy-in and local influence.
5. EAST OF
ENGLAND DEVELOPMENT
AGENCY'S
RESPONSE TO
INQUIRY INTO
ROLE AND
EFFECTIVENESS OF
CABE (EEDA)
The post of Regional Design Action Manager within
EEDA is 50% funded by CABE. The incumbent was appointed in April
2004 and already the post has enabled the close working relationship
between EEDA and CABE to be developed further, so that design/built
environment issues can be fully integrated within EEDA's work
and processes, and to give CABE a stronger regional presence.
Activities are focused on raising design quality in development
and regeneration in the region giving particular attention to
the areas of housing growth. EEDA and CABE are cooperating on
some specific projects:
— A Design Task Group focusing initially
on Masterplanning for the emerging URCs.
— A series of events to raise design
issues in Thames Gateway South Essex.
— Establishment of a Regional Design
Champions Network.
— A Regional Design Review Panel.
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