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Report Of The Little Horton Streets Ahead Neighbourhood Manager To Royds Community Association Board Meeting

18 Apr 2010 - Little Horton Streets Ahead Neighbourhood Management - Final Report

Executive Summary:

Board Members have been previously presented with the LHSA Annual Report for 2008/9.

This report presents, for information, a review of the Little Horton Streets Ahead (LHSA) Neighbourhood Management Programme in relation to the strategic objectives behind neighbourhood management, and focuses on some case studies of projects and processes that have worked well.

It presents some of the key results of the BMG Public Satisfaction Survey 2007-2009 and explains how the work of LHSA programme is being sustained through the ‘new’ area structures.

The report also goes further to reflect on the experiences of the programme as a whole and the implications for partnership working and neighbourhood management as a whole.

Report Contact: Gerry Andrews Neighbourhood Manager Royds Community Association Phone: (01274) 355865 e-mail: gerry@royds.org.uk

SUMMARY

  • This report is a review of the Little Horton Streets Ahead (LHSA) Neighbourhood Management Programme in relation to the strategic objectives behind neighbourhood management, and focuses on some case studies of projects and processes that have worked well.

  • It presents some of the key results of the BMG Public Satisfaction Survey 2007-2009 and explains how the work of LHSA programme is being sustained through the ‘new’ area structures.

  • The report also goes further to reflect on the experiences of the programme as a whole and the implications for partnership working and neighbourhood management as a whole.

BACKGROUND

2.1 - Since 2006, neighbourhood management has been a regular feature of central government’s thinking about local government and neighbourhood renewal. Key policy drivers were:

2.2 - The Local Government White Paper DCLG (2006) which set out a new vision for local government as “strategic leader” and “place shaper”, proposing ways to ensure it becomes more accountable and responsive to local people. A key theme is the importance of giving local people more say in how services are delivered to them – through both greater choice and a bigger say in decision-making.

2.3 - The Lyons Inquiry (2008) into the role, function and funding of local government echoed the White Paper in its vision of local government as more than just a deliverer of services. The report paints a picture of local government in which its role broadens out to become a facilitator and “place shaper”, where it is free to make more decisions locally, and is more accountable to local people. The report recognises the value of neighbourhood level discussion and decision-making for aspects of local government’s work:

"Effective place shaping councils are more likely to recognise the value to be gained through devolving decision making to neighbourhoods or areas better placed to deliver the community’s strategic goals, having the confidence, in some circumstances, to 'let go'."(p.185)

2.4 - The Flanagan Review of Policing (2008) also highlights the value and benefits of delivering neighbourhood policing within the context of neighbourhood management stating that:

"[The] vision for the future of Neighbourhood Policing is that it exists within a wider context of collaboration and joint working, with all local partners and staff dedicated to identifying and resolving the problems that face communities. This wider neighbourhood management approach should be fully integrated wherever possible."

2.4 - Bradford District's 'Big Plan' or Sustainable Community Strategy (2008), sets out key priorities for improving the quality of life of residents over the period 2008-11. The direct contribution of neighbourhood management, or its approach, is to build more cohesive, empowered and active communities.

2.5 - Strong and Cohesive Communities (p.42) sets out its transformational priority for “Cohesion & Inclusion” as follows:

"Good local governance will enable citizens to work together to influence decisions, and is key to building strong cohesive communities. Local people, working with councillors & partners will be able to plan for their neighbourhoods, comment on how well services are delivering value and make sure their views and needs are understood. Our priorities and actions will help promote this - we will harness the creativity, energy and diverse backgrounds of citizens and work harder with those neighbourhoods and communities who most need it."

2.6 - Clearly neighbourhood renewal of deprived areas continues to be a local priority, with the neighbourhood management approach the cornerstone for achieving outcomes in practice.

2.7 - The LHSA Neighbourhood Management programme has sought to deliver neighbourhood management according to these principles.

THE LITTLE HORTON NEIGHBOURHOOD MANAGEMENT PROGRAMME

The LHSA Annual Report for January 2008 – March 2009, which the Board has already seen, highlighted the work that was completed in the first 14 months that Royds Community Association was responsible for the programme. Significant progress was made with the successful delivery of 54 projects with a value of £150,000.

Over 2009-2010, a total of 19 projects worth £45,000 will have been completed.

In addition to the annual leverage fund for the LHSA programme (£100, 000 for 2007-8, £50,000 for 2008-9 and £45, 000 or 2009-10), further mainstream Council budgets and Area Committee monies, eg. Community Chest funding, have also contributed to action and activities in the area.

As a result of savings being made within the project budget and working in partnership with other organisations, Royds Community Association has been able to bring added value to the programme, for example:

  • Securing funding from Bradford CNet to employ an additional member of staff as a Community Development Worker in 2008-9.
  • Securing an additional four months of funding to manage and sustain the Canterbury Community Development Worker to the end of March 2010.
  • Enabling eight local community groups to provide additional project and improvement works worth around £8,000.

Examples of Successful Projects and Outcomes

3.5 - The success of the programme can be measured in two ways: the actual partnership work underpinning neighbourhood management (NM), and specific ‘projects’ grant-funded by the leverage fund.

Partnership Working

3.5.1 - The Canterbury Partnership, as a governance structure, is one expression of neighbourhood management that is beginning to work well and be effective. The Partnership is made up of statutory body partners (schools, police, PCT, Youth Council departments, Incommunities, Bradford College), local residents and resident bodies (eg. Young people, Parents’ Forums), and voluntary and community groups (eg. One In A Million (OIAM) sports charity, the West End Centre).

3.5.2 - The Partnership is designed to be a voice for the local community, improve local service planning and co-ordinate action. Partners are beginning to realise that by collaborating together they are better able to wield influence and control over decisions that affect their area, and that their collective voice matters. They are beginning to apply the principles of participatory democracy that underpin good neighbourhood management.

3.5.3 - A good illustration of how the Canterbury Partnership has been effective has been in how the community, school, Incommunities, PCT and Bradford CVS have collaborated, through the support of the Neighbourhood Management team, to sustain the community development role within the estate. This has led to the Partnership coming together in a recent Away Day to commit to a formal structure which will give it more strength.

3.5.4 - Midnight Football – this initiative was the outcome of collaborative work between the NM team, the police, Integrated Youth Services, West Yorkshire FA, BMDC Sports Department, Canterbury Acting Together Partnership (the local community group), the WY Fire Service and OIAM. This groundbreaking work saw the partners give fire safety and anti-crime messages to groups of young people over the Halloween and Bonfire Night period in 2008. This was supported by youth evenings at the ARC Youth and Community Centre, followed by a football tournament during the night involving all the partners as well as the young people. Holding the tournament each Friday night from 10.00pm to 12.00pm helped keep those young people off the streets. This combined with additional police patrols saw the late night ASB and criminal damage levels reduce by 83%.

Grant-Funded Projects:

3.5.5 - Two examples of how a reasonably small amount of leverage funding has enabled the organisation to achieve and deliver wide ranging outcomes over and above the actual outputs they generated.

£5,321.48 grant aid to the West End Centre for IT equipment. This was used to purchase 8 Notebooks in 2008. As a result, and with additional grant assistance, the Centre managed to: *create an Internet Cafe and IT suite; * become an accredited UK Online trainer delivering IT training and job search and work experience opportunities to its Silver Surfer club; ex-offenders through DISC an organisation working to support ex-offenders back into employment; local unemployed people and people with learning disabilities.

Streets Ahead residents can continue to access free tuition and advice and guidance offered by a Matrix Accredited external agency.

The real outcome that this investment from Streets Ahead has actually achieved is best illustrated by the letter from one of the Centre’s clients:

"The West End Centre is a warm friendly place where people come to learn at their own pace with no pressure put on them. This is why the centre is so popular, there is always something going on from young at heart, lunch club, art and craft, sewing group, tot and toddlers group. There’s something for everybody in the community, Computers, job club and much more. It’s a really relaxing family atmosphere. When I joined last year I was a very nervous person, not anymore, I’ve gained qualifications in computer skills and effective communication. I’ve now joined as a volunteer which I find very rewarding and it’s a very good way of giving back what the centre has given me, we really have fun! Some of the volunteer’s have just decorated the centre because they wanted to give something back for all the help they have received. The centre is used by a lot of people every week which I think says a lot in itself. We are now using a website called my guide at the centre which is a really good learning course. It’s done on the computer and you can gain certificates by completing the different courses. It has courses on how to use computers, the internet, mobile phones and much more that can be used in everyday life. The centre is backed by lottery funding which is a great help and is giving everybody in the community and surrounding areas a chance to learn new and useful skills. New volunteers are always welcome as there is always lots happening and plenty to do."
Kim Clay

3.5.9 - £2,313 grant aid to the Great Horton Village Hall for youth inclusion work The Gt Horton Village Hall used this funding to enable 12 young people who were on the edges of society and not in education, employment or training (NEET) to access a multi-activity programme once a week over the 2009 summer holidays.

3.5.10 - Run by PitStop, a youth inclusion outdoor activities service in Elland, which encourages young people to build their self-esteem, the six week programme engaged young people in learning lifeskills and promoted young people to make positive changes to their lives, including gaining accredited training. The work is still carrying on with Youth Service support and young people being supported in their community with applying for college training or accessing alternative education. For many of them, this was the first recognition or qualification they have received.

3.5.11 - According to Carol Cordingley, who works with and supports these young people, this has been the most valuable and effective £2000 she has seen! In light of this impact, the Streets Ahead Team decided to contribute an additional £1,400 to the Village Hall to help this group of young people create and decorate a Youth Room in the Village Hall. This will include internet and music facilities.

What the Public Said

3.5.12 - The key measure of success has been whether local people feel there has been any significant change in their area as a result of the Neighbourhood Management interventions. The annual BMG Public Satisfaction Survey, conducted each year between 2007 and 2009, provides the evidence that the LHSA programme has achieved significant improvements. While we must treat all statistics with caution, and these figures are relative to the statistics for Bradford as a whole, the following figures speak for themselves:

What the Public Said

3.6 - A final note of commendation has been added by Cllr Joanne Dodds, local councillor for the Great Horton Ward and member of the Great Horton Community Partnership:

"It has enabled the groups to do some worthwhile projects that would not have happened without this funding. But it has not just been about the funding, one great benefit of the project is the way it has brought the different communities together. I do not ever remember Great Horton working together with Canterbury, but we certainly do now. They have been supportive of our events and projects and we have of theirs. Carol (Cordingley) and Kath (Doherty) have come together quite a few times and this has certainly benefitted both communities."

What Interventions Have Made a Difference?

3.7 - Having a dedicated local Neighbourhood Manager who is able to provide local co-ordination and leadership for local agencies and link community interests with resources.

3.8 - One of the most effective interventions are the Neighbourhood Wardens who can work closely with and build the trust of local communities is also critical in delivering meaningful outcomes, as well as being the eyes and ears on the ground and a means to link local groups, provide additional back-up and support and also problem-solve on the ground.

3.9 - Local communities and individual local residents have been empowered by providing them with support, encouragement, individual mentoring and resources to help them take action (such as local community clean up action) or take a stance on certain community problems (eg. ASB and crime problems along a snicket which has drawn a local area together around a common problem).

Being able to help mediate between sometimes conflicting local interests has helped improve the quality of the relationships on the ground and has helped to bring communities of interest together and stay together to work through any difficulties. This has given them the confidence to work more closely together.

Having a leverage fund has helped to bring partners to the table and has enabled specific, targeted action to be delivered.

Developing committed partners who are prepared to stick together and work with each other towards common goals and who believe in the process.

Being able to draw in additional expertise through external contacts, eg. through Royds' NM experience elsewhere we were better able prepare the LHSA Strategic Framework and apply learning from the national NM evaluations, or pull in additional facilitation support for the Canterbury Partnership, or involve Lippy Films to support local community projects.

Next Steps After Streets Ahead

The Streets Ahead Neighbourhood Element funding comes to an end on 31st March 2010. However, the legacy of the LHSA programme will continue through the work of existing local partnerships and the ‘new’ Ward-based working arrangements that the Council has put into place. It is anticipated that the local networks and relationships that have been forged through the work of the LHSA programme will be sustained.

Unfortunately, it will be difficult to sustain the localised, neighbourhood level of support and targeted funding which local communities have received through the Streets Ahead programme.

Local partnership arrangements will continue to be supported by the Ward Co-ordinators and Community Development Officers, but these will be at the Ward level, rather than the neighbourhood level. Nevertheless, neighbourhood level partnerships, such as the Canterbury Partnership and the Great Horton Community Partnership, will continue to co-ordinate local action and feed into the Ward-based structures.

3.17 - However, the focus on Ward-based working and area management will preclude further development of a ‘LHSA identity’ as the LHSA area is a mix of disparate identities and communities.

3.18 - The work of the Neighbourhood Wardens will be continued, but at a less specific level. Also, it is not yet clear how successful their work will be as much has depended on the personality of the individuals and the trust and relationships they have built up with local people. The emphasis on working across the Ward area will unfortunately dilute the work of the Wardens. This will also be the case if the Wardens are themselves moved around.

RECOMMENDATIONS

That the Board welcomes the final Report for information.