Previous News: First results from Housing Market Renewal Pathfinder programme

In the first detailed examination of the origins of this important initiative in urban policy, it explores the scope and scale of activity and the complex issues facing the nine Pathfinders if they are to make the Market Renewal Programme successful.

The study, by Ian Cole of the CRESR at Sheffield Hallam University, underlines the ambitious and innovative nature of the initiative and looks ahead to challenges that will remain as the strategies start to make a tangible impact on communities.

The review tends to validate the Government's decision to allow local strategies to develop without an unduly prescriptive framework.

Different causes and manifestations of the problem exist in areas experiencing the most profound changes. Significant differences are also evident in the organisational capacity of Pathfinders. Those in Manchester/Salford, Newcastle/Gateshead and Merseyside accounted for half the value of the bids made by the eight Pathfinders which had submitted their strategies by March 2004. This reflects the strength of their links with complementary public sector programmes and their relative success in securing private sector investment.

The report recommends that:

• The nine Pathfinders should collaborate, pool thinking and expertise, and develop skills and techniques in community engagement and communication strategies
• The needs of the programme should be reflected in national and regional training strategies
• There needs to be closer alignment between housing market renewal programmes and regional economic development, spatial and housing strategies. Mechanisms will have to be developed to resolve conflict where contradictions in the public policy framework emerge
• Local authorities should demonstrate how they are allocating mainstream resources to facilitate market renewal

Another significant conclusion is that 'There is a wide variation in the current level of capacity to deliver regeneration across the constsituent local authorirites. A more efficient and collaborative way of developing schemes may be achieved through an audit of strategic and operational capacity of a locality in advance of funding allocation. This could ensure that funding was staged in proportion to the development of local capacity. ODPM should consider allocating this role to the Audit Commission as part of the scrutiny remit.'

Read the report: Full report (264Kb PDF)

Read the summary of findings: Summary findings (75Kb PDF)

Read the NewStart magazine comments: Measure capacity before allocating funds - study urges

Link to ODPM pathfinder programme: ODPM Pathfinder programme