This snapshot, taken on
18/01/2011
, shows web content acquired for preservation by The National Archives. External links, forms and search may not work in archived websites and contact details are likely to be out of date.
 
 
The UK Government Web Archive does not use cookies but some may be left in your browser from archived websites.

Decide who will do what

The decisions about what to take forward and how to address the gaps must be taken by the full partnership so that they continue to buy into implementation beyond signing off on the strategy.

Who should deliver the strategy?

The delivery of a strategy at this scale depends on a wide range of delivery partners, many of whom will have been involved in its development from the start.

Public authorities and public delivery agencies will almost inevitably be involved, even if only in their regulatory role, rather than development delivery. The public sector might also be involved through various national, sub-national and local funding programmes and initiatives, regular maintenance programmes, or special funding pots for key regeneration, transport, social infrastructure or housing programmes and projects. Public authorities may also be involved as land owners or custodians of essential infrastructure.

The involvement of the private sector in the delivery of a large scale strategy is almost inevitable, either alongside public sector or through formalised private-public sector partnerships and delivery companies. Project partners need to pay a particular attention to the ways of attracting new, private sector investors, developers, businesses and entrepreneurs to the area to invest and/or deliver programmes or projects identified by the strategy.

Finally, some elements of the strategy may be delivered by ‘third parties’ - informal groups and networks, opinion leaders, ambassadors and other perhaps less obvious and visible, but nevertheless important delivery partners.

Delivering a large scale strategy will often require a new delivery agency or company that combines the funding, powers and capabilities of the various public and private sector delivery partners. A typical joint delivery agency may include public sector partners such as national, cross-boundary or local authorities or agencies and key private sector players such as developers, infrastructure providers and operators (for example, public transport or utilities companies), land owners and key institutions (e.g. spatial-economic vision for Schiphol region).

Who should oversee delivery?

Implementation of a spatial strategy could be oveseen by the existing project team. To do that the project team will need to be flexible so it can work with a diverse group of delivery partners, with different interests, statutory or spatial remits and powers. The project team’s coordinating and negotiating skills are crucial for this phase of work.

The role of a strong project director is invaluable. She/he must have excellent leadership skills and a diverse expertise base in order to keep the partners together and drive the strategy forward. Project director must continue to inspire the team through this difficult stage of the project and promote the strategy to the existing and potential new delivery partners.

If a joint delivery organisation has been set up, it can effectively take over the role of the project team and oversee the final stages of strategy development (particularly implementation pan), as well as its delivery.

Next step: attract new delivery partners