Content

10.1

The Committee considered a report of the
Director, Economic Development, Skills and Culture which provided
an update on the delivery of round 2 of the Economic Recovery Fund.
The report also set out the plan for closing
down the Fund, presented the evaluation report undertaken to
assess the impact of the Fund and outlined a proposal to create an
ongoing legacy.

 

 

10.2

RESOLVED UNANIMOUSLY: That the Economic
Development and Skills Policy Committee:
 

a)   
Notes the delivery update on the second round of the Economic
Recovery Fund and plan for closing the programme
down

b)   
Notes the findings of the independent evaluation of the Economy
Recovery Fund Round 2

c)   
Notes the approval from the Finance and Performance Policy
Committee to transfer unspent project funds (c. £60k) from
Newfield Green/Gaunt Precinct to the Gleadless Valley Regeneration
Team

d)   
Notes that a proposal to utilise the ERF programme underspend, in
support of creating an ongoing legacy, will be developed for final
decision by the Finance and Performance Policy
Committee

 

 

10.3

Reasons for Decision

 

 

10.3.1

Building on
and nurturing firm foundations: ERF has created the foundations
for future work through creating new relationships, strengthening
and deepening existing relationships, creating new expectations and
uncovering an appetite for improving local high streets. This work,
having taken place across four years, two rounds of funding and 49
projects has planted a seed in many of the areas that have been
part of the process. Steering Group have emphasised throughout that
they are keen to see a legacy come from this work and investment. A
gap in capacity and contact with these groups would, it is argued,
miss the opportunity to create a longer-term legacy for
ERF.

 

 

10.3.2

Avoiding a cliff edge: It has been highlighted as a risk
that a short-term programme like ERF can build momentum and
engagement, only for this to fall away as the programme ends. This
was a barrier to engaging and working with the Council in some
areas, because of cynicism of this scenario occurring. Planning for
a legacy for ERF will help mitigate this risk and put in place a
clear, ongoing route for high streets to engage on place-making
ideas.

 

 

10.3.3

Bridging two key milestones: As the ERF Programme ends
and the Community Strategy Review begins, providing interim
capacity and resource would enable those relationships to become
rooted and allow for further work to be developed in the future,
supported by LACs/other pots of funding. It would also allow LACs
to test and iterate their role and approach to working with high
streets whilst the scope of their work is being
reviewed.

10.3.4

Latent appetite: Whilst the Economic Recovery Fund was
created in response to the Covid-19 pandemic and was designed as a
short-term intervention, what the programme has uncovered is a
latent appetite (and support for) in many areas of the city for:
high street improvements alongside direct involvement in the
development and delivery of local interventions. Whilst capacity
and commitment differs across area and
the right model for working in each area is not a
one-size-fits-all, there is demonstrable desire across the city to
see local change centres in and around high streets and
specifically for business (as well as community)
benefit.

 

 

10.3.5

Learning from what works: We have learned that there is
no substitute for paid, in-person capacity working with high street
businesses and community groups. Furthermore, whilst we have
learned that capacity is key, funding also acts as a catalyst. It
brings people together with a sense of purpose, helps empower and
engage and enables real, tangible changes to be made that are led
locally. Some of the activities delivered by ERF are easily
repeatable, particularly with the benefit of experience and the
Resource Library/Toolkit as guides. Much of the activity is also
low cost in and of itself (streetscene
improvements, low-key events and trails). We know through feedback
that there is in several areas an appetite to continue working as a
team for the benefit of the local high street. The Council
has the opportunity to sustain and build
om this energy and appetite where it exists in support of local
neighbourhood economies and businesses, which in turn benefits
communities.

 

 

10.4

Alternatives Considered and
Rejected

 

 

10.4.1

Funding Business Information Officers (BIOs) for a further
year No longer required, a budget has now been secured to fund
BIOs for a further 12 months; officers working on a longer-term
approach. BIOs offer vital 1-1 business support, but this is
different to the wider, place-based and collaborative approach ERF
has taken

 

 

10.4.2

Reserving any funds to make savings Reallocating funding
away from original purpose (high street support/business benefit)
unlikely to be supported. It also misses the opportunity to build
on ERF foundations; reputational risk of short-term only support
– would make future attempts at engagement harder if
there’s a gap/cliff-edge

 

 

10.4.3

Reserving funds to use in furtherance of any future round of
funding Confirmation received that there will be no future
rounds of funding, so not required.