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FINAL REPORT
Regenerating neighbourhoods in partnership
– learning from emergent practices
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Table of contents
On developing relationships and visions (2)
12. How do we build relationships so that we interact effectively?
- Adopt a proactive approach to identifying potential private sector partners and build networks, even for the dissemination of information.
- Define expectations through clear terms of reference.
- Define the ground rules i.e. what is acceptable and what is not, and have in place a conflict resolution procedure.
- Introduce a clear organisational framework that sets out clear roles, decision mak-ing processes and responsibilities.
13. What issues should lead partners consider before involving the private sector in steering groups/boards?
- What is the role of the steering group/board, for example – is it primarily to give a sense of direction to the regeneration process or to be in charge of that process?
- How important is the board for the regeneration process?
- Will the steering group/board be sufficiently representative of the diverse commu-nities that they serve? How is it to be constituted?
- Who becomes a member of the steering group/board and when?
- Has it the requisite knowledge of the private sector to create the necessary 'dialogue' for public-private partnership?
- What role is intended for the private sector representatives? Are they simply there as token representatives of one part of the community? How will they 'represent' the sector (particularly considering the diversity of the private sector)? Is there a particular task for them to do?
In Dublin, each neighbourhood has a Monitoring Committee whose role is to monitor progress in achieving the objectives of the neighbourhood plan, including:
– Establishing targets towards meeting objectives.
– Identifying problems or barriers to progress on implementation.
– Addressing change in circumstances since initial preparation of the plan.
– Responding to unforeseen opportunities which may arise.
– Receiving 6 monthly reports on progress.
– Publishing an annual report or other public information.
The Monitoring Committee normally meets quarterly, and its membership includes:
– Three local authority representatives.
– Three community group representatives.
– One business representative.
– One trade council representative.
– One representative of architectural, historical and conservational interests.
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On developing relationships and visions   Changes that the public sector needs to make
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