Manchester's State of the City Report

Manchester’s State of the City Report 2011/2012

Prepared by the Manchester Partnership Issue 6: July 2012 Contents

Foreword 8 2.4.1 Increasing employment and skills...... 18 2.4.2 Education ��19 1 Introduction 10 2.4.3 Living longer, healthier lives ��19 1.1 Context �� 10 2.5 Neighbourhoods of choice ��19 1.2 The Manchester Partnership �� 10 2.5.1 Overview ��19 1.3 The Manchester Way – Manchester’s 2.5.2 Satisfaction with the local area ��19 Community Strategy 2006–15 ��11 2.5.3 Improving the environment ��19 1.3.1 Overview ��11 2.5.4 Housing ��19 1.3.2 The spines explained �� 12 2.5.5 Making communities safer ��19 1.4 Performance management of the Community Strategy Delivery Plan �� 12 2.6 Individual and collective self-esteem and mutual respect ��20 1.5 The Greater Manchester City Region �� 12 2.6.1 Overview ��20 1.5.1 Manchester Independent Economic Review �� 12 2.6.2 Satisfaction with life ��20 1.5.2 Greater Manchester Combined Authority �� 12 2.6.3 Wellbeing, belonging and 1.5.3 Greater Manchester Strategy �� 13 community cohesion ��20 1.5.4 Greater Manchester Local Enterprise Partnership �� 13 3 The city – general context 21 1.5.5 The Greater Manchester City Deal �� 13 3.1 Introduction and background �� 21 1.5.6 Public sector reform �� 13 3.2 Population �� 21 1.5.7 Community Budgets �� 13 3.3 Diversity and ethnicity �� 24 1.6 Integrated commissioning ��14 3.4 Migration �� 25 1.7 State of the City Report structure ��14 3.5 Index of Multiple Deprivation �� 26 1.8 State of the City – set of reports ��15 1.9 Joint Strategic Needs Assessment ��15 4 Sustainable economic growth 31 4.1 Introduction �� 31 2 Executive summary 17 4.2 Gross Value Added �� 34 2.1 Introduction �� 17 4.3 Employment growth �� 35 2.2 Greater Manchester Strategy and City Region �� 17 4.4 Wages in Manchester �� 39 2.3 Sustainable economic growth �� 17 4.5 Creative and cultural industries ��40 2.3.1 A larger population �� 17 4.6 Visitor economy �� 42 2.3.2 The economy �� 17 4.7 Transport �� 43 2.3.3 Gross Value Added ��18 4.7.1 Better transport networks �� 43 2.3.4 Employment and business growth ��18 4.7.2 Transport delivery in Manchester �� 43 2.3.5 Wages in Manchester ��18 4.7.3 Manchester’s priorities for transport �� 43 2.3.6 Creativity and culture ��18 4.7.4 Progress on transport performance ��44 2.3.7 Transport ��18 4.7.5 Access to employment ��44 2.3.8 Climate change ��18 4.7.6 Climate change – 2.4 Reaching full potential in education, reducing transport emissions �� 45 skills and employment ��18 4.7.7 Encouraging journeys on foot, by bike and public transport �� 46 4.7.8 Better transport, stronger communities ��47 4.7.9 Increasing safety and security ��47

3 Manchester’s State of the City Report 2011/2012

4.8 Environmental Strategy Programme �� 49 5.8.1 Male and female life expectancy gap 4.8.1 Overview...... 49 (between Manchester and England) ��73 5.8.2 Healthier lives ��73 4.8.2 CO2 emissions �� 49 4.8.3 Manchester: A Certain Future �� 49 5.8.2.1 AAACM rates male and female – actual forecast and targets ��73 4.8.4 Work over the past year �� 49 5.8.2.2 Cancer mortality ��74 4.8.5 Environmental Business Pledge ��50 5.8.2.3 Circulatory disease mortality ��74 4.8.6 Eco-Schools ��50 5.8.2.4 Mortality from suicide ��74 5 Reaching full potential in education, 5.8.2.5 Mortality from accidents ��74 skills and employment 51 5.8.2.6 Rate of alcohol-related admissions ��74 5.1 Introduction ��51 5.8.2.7 Alcohol misuse ��74 5.2 Increasing employment and skills �� 52 5.8.2.8 Drug misuse �� 76 5.2.1 Employment �� 52 5.8.2.9 Substance misuse and families �� 76 5.2.2 Worklessness �� 53 5.8.3 Domestic violence �� 76 5.2.2.1 Child and family poverty �� 54 5.9 Children’s health and safety �� 78 5.2.2.2 Incapacity Benefit/Employment 5.9.1 Infant mortality rate �� 78 and Support Allowance �� 54 5.9.2 Low birth weight �� 78 5.2.2.3 Lone parents claiming Income Support (LPIS) �� 56 5.9.3 Under-18 conception rate �� 78 5.2.2.4 Jobseeker’s Allowance �� 56 5.9.4 Prevalence of childhood obesity ��80 5.2.3 JSA claimant count rate in Manchester �� 56 5.10 Mental health ��80 5.2.4 Youth claimant count ��57 5.2.5 Long-term unemployment ��57 6 Neighbourhoods of choice 81 5.2.6 Skills �� 59 6.1 Introduction ��81 5.2.7 Apprenticeships �� 62 6.2 Quality physical environment �� 82 5.3 Education attainment, attendance, 6.2.1 Satisfaction with neighbourhood �� 82 and looked-after children �� 64 6.2.3 Household waste �� 84 5.3.1 Overview �� 64 6.2.4 Biodiversity �� 85 5.3.2 Key Stage 2 results 2011 �� 64 6.2.5 Manchester In Bloom �� 86 5.3.3 Key Stage 4 (GCSE) results 2011 �� 65 6.2.6 Air quality �� 86 5.3.4 Attendance and persistent absence �� 66 6.2.7 Contaminated land �� 89 5.3.5 Looked-after children ��67 6.2.8 Fly-tipping �� 89 5.4 Routes into work for young people – NEET ��70 6.2.9 Street cleanliness �� 89 5.5 Early Years development ��70 6.3 Quality and choice of housing �� 90 5.6 Community Budgets and complex families �� 71 6.3.1 Housing context �� 90 5.7 Priorities for children ��73 6.3.1.1 Getting social housing up to standard �� 90 5.8 Health ��73 6.3.1.2 Tackling empty homes �� 90 6.3.1.3 Making neighbourhoods work ��91 6.3.1.4 Meeting demand for affordable housing �� 92 6.3.1.5 Private sector �� 93 6.3.1.6 Manchester’s housing market �� 94

4 Manchester’s State of the City Report 2011/2012

6.4 Making communities safer ��99 6.4.1 Reduce key crimes ��99 6.4.2 Activity over the past 12 months ��100 6.4.2.1 Reduce key crimes ��100 6.4.2.2 Protect vulnerable people ��100 6.4.2.3 Reduce antisocial behaviour ��100 6.4.2.4 Reduce drug and alcohol-related offending �� 101 6.4.3 The crime of most concern to local residents �� 101 6.4.4 Disturbances 2011 ��102 6.4.5 Reducing reoffending – Greater Manchester Probation Trust ��105 6.4.5.1 Employment and education ��105 6.4.5.2 Community Payback and visible community justice ��105 6.5 Youth offending ��107 6.5.1 Overview ��107 6.5.2 Current statistics on youth offending within Manchester ��107 6.6 Fire and Rescue Service �� 110 6.6.1 Overview �� 110 6.6.2 Fire by type �� 111 6.7 Cultural, leisure and recreational facilities �� 112 6.7.1 Visits and participation �� 112

7 Individual and collective self-esteem and mutual respect 119 7.1 Overview ��119 7.2 Supporting vulnerable residents ��119 7.2.1 Support for carers ��120 7.2.2 Independent living ��120 7.2.2.1 Social care support ��121 7.2.2.2 Intermediate care/Reablement ��121 7.2.2.3 Admissions to residential and nursing home care ��121 7.2.2.4 Housing-related support ��121 7.2.2.6 Support into work �� 122 7.3 Wellbeing, belonging and community cohesion �� 125 7.3.1 Satisfaction with life and happiness �� 125 7.3.2 Belonging �� 128 7.3.3 Community cohesion ��130 7.3.4 Influencing decision-making and volunteering �� 131

Glossary 133

5 Manchester’s State of the City Report 2011/2012

List of figures

Figure 1 The Community Strategy spines ��11 Figure 30 Particular matter concentrations at Figure 2 Rate of population growth (%), 2001–10 �� 21 Piccadilly Gardens, Manchester �� 88 Figure 3 Population forecasts, 2010–32 �� 22 Figure 31 Average earnings to property price �� 94 Figure 4 Age profile, 2001 and 2010 ��23 Figure 32 Number of house sales �� 94 Figure 5 Ethnicity �� 24 Figure 33 Empty properties as a percentage of all housing stock ��96 Figure 6 Ethnicity and age �� 24 Figure 34 First-time entrants into the Figure 7 NINo registrations, 2002–11 �� 25 Youth Justice System, 2007–12 ��107 Figure 8 GVA per head, 1999–2009 �� 34 Figure 35 Wellbeing: how satisfied are you Figure 9 Manchester GVA forecast, 2010–30 �� 34 with your life? �� 126 Figure 10 Percentage of employees by industry �� 35 Figure 36 Happiness: all things considered, Figure 11 Core Cities median gross weekly wage, 2011 �� 39 how happy are you? �� 126 Figure 12 Median gross weekly wage Figure 37 Deprivation and satisfaction with life �� 126 in Manchester, 2006–11 �� 39 Figure 38 Deprivation and happiness ��127 Figure 13 Employment rates for 16–64s Figure 39 Satisfaction with local area (Manchester and comparators) �� 52 and belonging �� 128 Figure 14 Number of working-age residents Figure 40 Perception of antisocial behaviour claiming out-of-work benefits* �� 53 and belonging �� 128 Figure 15 Key out-of-work benefit claimants, Figure 41 Age and belonging �� 129 August 2007 – August 2011 �� 54 Figure 42 Community cohesion and belonging ��130 Figure 16 JSA claimant count rate, Figure 43 Deprivation and community cohesion ��130 March 2000 – March 2012 �� 56 Figure 17 Youth claimant count rate trends, January 2000 – March 2012 ��57 Figure 18 Long-term claimant count rate trends, January 2000 – March 2012 ��57 Figure 19 Level 2 qualification by age 19 �� 59 Figure 20 Level 3 qualification by age 19 �� 59 Figure 21 19 to 59/64 population qualified to at least Level 2 or higher ��60 Figure 22 19 to 59/64 population qualified to at least Level 3 or higher ��60 Figure 23 19 to 59/64 population qualified to at least Level 4 or higher ��61 Figure 24 Apprenticeship framework achievements �� 62 Figure 25 Key Stage 4 results for the percentage of pupils gaining five or more A*–C grades including English and Maths �� 65 Figure 26 Looked-after children ��67 Figure 27 Looked-after children per 10,000 population aged 0 to 17 years �� 68 Figure 28 Satisfaction with local area by type �� 82 Figure 29 Nitrogen dioxide annual mean concentrations at Manchester AURN monitoring sites �� 87

6 Manchester’s State of the City Report 2011/2012

List of tables List of maps

Table 1 IMD 2010 indicators by domain...... 27 Map 1 Greater Manchester 2010 Index of Table 2 Tourism contribution to the Multiple Deprivation �� 26 Manchester economy...... 42 Map 2 Change in ranking of areas between 2007 and 2010 �� 29 Table 3 Direct CO2 emissions estimates for Manchester...... 49 Map 3 Average terraced property prices Table 4 Employment priorities...... 58 in Manchester, 2011 �� 95 Table 5 Manchester and national trends in Key Stage 2...... 64 Table 6 Manchester’s ranking with statistical neighbours for Key Stage 2...... 64 Table 7 Key Stage 4 results...... 65 Table 8 Attendance rates in Manchester, 2008–11..... 66 Table 9 Persistent absence figures in Manchester, 2008–11*...... 66 Table 10 NEET performance against 2011 targets ...... 70 Table 11 Early Years Foundation Stage profile...... 70 Table 12 Recycling rates...... 84 Table 13 Residual household waste collected per household...... 84 Table 14 Annual achievements for Manchester In Bloom...... 86 3 Table 15 Annual mean NO2 concentrations µg/m ...... 87

Table 16 Annual mean PM10 particulate matter concentrations µg/m3...... 88 Table 17 Serious acquisitive crime, 2007/08–2010/11...... 99 Table 18 Serious violent crime...... 99 Table 19 First-time entrants into the Youth Justice System, 2007–12...... 107 Table 20 Fire by type, 2008–12...... 111 Table 21 Number of visits to Manchester City Council cultural and recreational facilities, 2010–12... 112 Table 22 Number of participants from schools/other educational groups in Manchester City Council cultural and recreational facilities 2010-12 ....112 Table 23 Number of visits to cultural and recreational facilities...... 114

7 6 Neighbourhoods of choice

6.1 Introduction This neighbourhood approach is being delivered through Manchester’s Neighbourhood Focus Strategy. This chapter A key priority for the city is to continually improve its looks in more detail at the following areas: neighbourhoods so that people choose to live in Manchester. Manchester’s holistic regeneration programmes continue • Quality physical environment to transform the city and meet the needs of communities. • Quality and choice of housing The Manchester Partnership is aiming for good-quality services and locally based service delivery, and to create • Making communities safer communities that have access to thriving neighbourhood • Youth offending centres with higher-quality retailing, community facilities and services, and cultural and leisure opportunities. Access • Fire and Rescue Service to these services is part of the commitment to the Green City, • Cultural, leisure and recreational services. and there are clear links between creating neighbourhoods of choice and improving the health and wellbeing of Manchester residents.

Case study – Levenshulme Means Business week

The vision for Levenshulme is to create a thriving, • increase trader association membership and distinctive and commercially attractive district centre representation that offers a range of high-quality retailers and community • develop a pub watch scheme for Levenshulme facilities in a safe and attractive environment. Levenshulme Business Week was an economic regeneration project • deliver events that encourage customers to shop that aimed to deliver this vision for Levenshulme District in Levenshulme Centre and engage traders. • market and promote Levenshulme as a destination There are many unique selling points in Levenshulme, of choice. including independent trade, restaurants, and antiques and furniture. There is a range of Council-provided A steering group was established, which included Council community facilities nearby, including a library, a swimming officers, elected members, traders, community groups pool and a sports hall within walking distance of the and other stakeholders, who agreed to deliver a series of district centre. Frequent bus services and fast and regular events, including Mary Portas training, free hanging rail services to Manchester Piccadilly from Levenshulme basket events, a primary school talent showcase, licensee Railway Station mean the area is easily accessed from training for publicans, a pub watch and security seminar, many parts of the city. and first aid training.

The objectives for Levenshulme Business Week were to: Councillor Sameem Ali, Executive Member for Employment and Skills, said: “This is a real demonstration of the • increase footfall in the Levenshulme District Centre Council working in partnership with local businesses to • deliver a regular street market for Levenshulme support and promote them, which is very important in these difficult financial times. Levenshulme Business • deliver capacity building training and support Week will not only highlight the wide range of goods and to Levenshulme traders and develop business-to- services on offer in the area, it will also give people an business networking added incentive for shoppers to visit Levenshulme and • engage traders not traditionally involved in partnerships see for themselves.”

81 Manchester’s State of the City Report 2011/2012

6.2 Quality physical environment Case study – Integrated 6.2.1 Satisfaction with neighbourhood Neighbourhood Management in Over recent years the respondents to Manchester’s Baguley, Brooklands and Northenden residents’ surveys have expressed increased satisfaction In the wards of Baguley, Brooklands and Northenden, with their local area as a place to live, and overall there Manchester City Council, Greater Manchester Police has been a significant improvement in respondents’ and Parkway Green Housing Trust are working closely satisfaction since 2000/01. The Manchester Partnership to solve local problems and achieve the best for local has commissioned rolling telephone surveys so we are residents through an Integrated Neighbourhood able to track changes in perception on a regular basis. Management approach. Some of the issues of most In the telephone survey this year, 77% of respondents concern to residents, such as antisocial behaviour and were satisfied with their local area as a place to live, which environmental issues, including fly-tipping, are dealt is an increase of 2 percentage points from 2010/11. with most effectively when agencies get together and Analysis of the telephone survey identified that issues of co-ordinate their activities. cohesion and perceptions of antisocial behaviour are key Regular tasking meetings are held where each partner factors in levels of residents’ satisfaction with their local agency can raise any issues they feel would benefit from area as a place to live. joint working and share information that will help solve A total of 83% of those who agree that people from problems. Issues may include those a partner is already different backgrounds get on well together are satisfied dealing with, or be new or emerging issues that will with their local area as a place to live, compared to 46% of have a reduced impact as a result of early action. Each those who disagree that their local area is a place where agency agrees to undertake tasks that will help deal people from different backgrounds get on well together. with the situation and will keep the others updated on progress. This approach also reduces duplication, A total of 49% of those who perceive high levels of antisocial as previously each partner might have been dealing behaviour in the local area are satisfied with the area as a with the same problem without knowing. Through place to live compared to 81% of those who do not perceive Integrated Neighbourhood Management we are able high levels of antisocial behaviour. to maximise the impact of resources.

Male respondents are likely to be more satisfied with their For example, through the tasking meeting, officers local area. Younger respondents (18–24 years) are also more identified that an area of concern to the Council likely to be satisfied. There is very little difference between because of regular fly-tipping was also of concern to the white and BME groups in satisfaction (Figure 28). police who found visibility was restricted when patrolling the area. A site visit revealed that by cutting back some shrubbery on land belonging to Parkway Green Housing Trust, lines of sight could be greatly improved. Parkway Green cut back the shrubbery, fly-tipping stopped and the public were reassured as they could see the police when out on routine patrols.

Figure 28 Satisfaction with local area by type

li with

e to

tisﬁed a plac sa ge as ta ea en r ar Perc thei All Male Female + White BME

Source: Manchester Residents' Telephone Survey /

82 Manchester’s State of the City Report 2011/2012

Case study – North City District Centre

Over the next 20 years, 100,000 new jobs will be created All of this investment has assisted in attracting more across the City Region and north Manchester is visitors to the North City area, and the current North exceptionally well positioned to undertake the role of Manchester Strategic Regeneration Framework offering high-quality residential neighbourhoods that are emphasises the need for the centre to make a further within easy reach of these opportunities. The area is step change and continue to improve and expand the home to 98,000 residents and the population has been shopping and service offer. growing for the first time in a generation. The North In order to achieve further growth and improvements, Manchester Strategic Regeneration Framework work has now commenced on the production of a North (NMSRF) and the Local Development Framework/Core City District Centre Action Plan, which will seek to Strategy recognise the area’s role and potential as a increase and enhance the shopping and public services quality residential area within the conurbation that will offer at North City and make a contribution as a valuable attract a broader and more affluent higher-income source of local jobs. Baseline work to date has involved: population that will increase local spend in the area. • Assessing the physical environment and property Since 2003 considerable work/investment has been stock situation in the area undertaken in the North City District Centre in Harpurhey to enhance services and shopping offer, and • Undertaking a Commercial Property and Market Review there have been considerable improvements and • Carrying out an Urban Design Analysis of the area investment in the area featuring: • Assessing the area’s connectivity and accessibility • New retail development, doubling the retail floorspace from both a pedestrian and car user perspective by providing a new mall of medium-sized units to complement the original offer • Undertaking a review of the planning and socioeconomic policy for the area. • A new retail market

• New leisure centre and Sure Start facility A Baseline and Options report will be produced to provide an understanding of the current situation at • Award-winning conversion of former baths into a North City, identify the potential opportunities for sixth-form centre (recently extended) with public change/future investment, and provide options on how library, performance space and café the district centre could be improved in the future. • New police station Following further consultation, a preferred option will be adopted and a North City District Centre Action Plan will • A studio school for 14 to 19-year-old students (opened be produced to identify how investment and change in in September 2011) the area can continue to be delivered and implemented • A Youth Zone centre (opened in January 2012). over the short, medium and long term.

6.2.2 Recycling

Manchester’s commitment to increasing the amount of The majority of households in the city now have the waste recycled was evident in 2011, as the prioritisation of opportunity to recycle food waste, and over 48,000 bins, recycling over residual waste since June 2011 has shown a bags and boxes were delivered to residents in 2011/12 to significant increase in the proportion of material recycled: enable them to recycle – over 3.5 times the number distributed in the previous year. • The amount of garden and food waste recycled increased from 14,862 tonnes in 2010/11 to 23,341 tonnes in 2011/12 Manchester’s students were able to take part in recycling – an increase of 57% or 38.5kg per household per year as soon as they moved into their new properties as a result of an area ‘reset’ (ensuring properties have the • Kerbside dry recycling (glass, cans, plastic bottles, appropriate waste and recycling containers and relevant cardboard, paper) increased by 16.5% from 2010/11– literature), which took place prior to students’ arrival in 2011/12 – from 20,900 tonnes to 23,347 tonnes, or an September. Intensive education work was carried out, extra 11kg per household per year. updating students on waste and recycling services and encouraging responsible waste management. This The full impact of this reprioritisation will be seen in 2013 approach has been particularly successful this year. once the services have been in place for a full year.

83 Manchester’s State of the City Report 2011/2012

Table 12 Recycling rates

Indicator 2005/06 2006/07 2007/08 2008/09 2009/10 2010/11 2011/12 provisional figure. Figures to be confirmed in November 2012 % of household 16.70% 16.63% 16.72% 15.25% 12.47% 17% 20% waste recycled % of household 2.31% 3.94% 4.84% 5% 6.34% 8.72% 14.20% waste composted % of household N/A N/A N/A 0.03% 0.01% 0.10% 0.01% waste reused Total 19.01% 20.57% 21.56% 20.28% 18.82% 25.82% 34.21% Source: Manchester City Council Neighbourhood Services

6.2.3 Household waste In 2011 the controls put in place to limit the residual waste arising have achieved the following:

• Decreased the residual waste collected from households from 121,484 tonnes in 2010/11 to 97,382 in 2011/12

• Decreased the household rate from 631 kg per household per year in 2010/11 to 518kg in 2011/12, a reduction of 113kg (18%) per household.

• The amount of waste produced in Manchester has continued to decline in the past ten years by almost 50% against a backdrop of an increasing population.

Table 13 Residual household waste collected per household

Indicator 2007/08 2008/09 2009/10 2010/11 2011/12 provisional figure. Figures to be confirmed in November 2012 Residual household waste collection 735kg 694.54kg 700.60kg 631.43kg 518.43kg Source: Manchester City Council Neighbourhood Services

84 Manchester’s State of the City Report 2011/2012

Case study – FareShare

The Food Futures Partnership, led by the Council’s Public A food-processing kitchen is also being developed on-site Health Manchester, is working with FareShare and fresh so that food that needs to be used quickly can be cooked, fruit and vegetable wholesalers at New Smithfield preserved and distributed. Vanessa Rudden, FareShare Market on an innovative project to reduce the amount North West Operations Supervisor, said: “We are of food waste in Greater Manchester. regularly getting large amounts of vegetables that we cannot distribute quickly enough, so having a kitchen The project collects unsold fruit and vegetables from where food can be cooked and preserved would mean we wholesalers and distributes it to organisations working could feed more people and further reduce food waste.” with people in food poverty, helping to reduce food waste and improve Manchester’s carbon footprint. The project The project will also provide volunteering opportunities began in October 2011 and the successes are evident, for local people to enable them to gain cooking and other with tonnes of fresh food already being diverted. work experience. FareShare NW is seeking support from funders, local businesses and food industry experts to Based at New Smithfield Wholesale Market in Openshaw, help develop the project. the project collects some of the fresh fruit and vegetables that remain unsold and distributes this produce to more FareShare, 2010 winner of Britain’s Most Admired than fifty of FareShare’s Community Food Members Charity, is the national charity fighting hunger in the across Greater Manchester. UK by redistributing quality surplus food from the food industry to a network of community organisations that Seb Serayet, FareShare North West Development Manager, support homeless and other vulnerable people. The said: “It’s great that we are now able to distribute so charity also provides training and education around the much fresh produce through our members and reduce essential life skills of safe food preparation and nutrition, the amount of waste.” and warehouse employability training through FareShare’s Eat Well Live Well programme.

6.2.4 Biodiversity • Manchester declared Wythenshawe Park its eighth In 2005 Manchester launched its Biodiversity Strategy and biggest Local Nature Reserve (LNR), covering with the headline aim to conserve, protect and enhance 85 hectares. In 1997 Manchester had one Local Nature biodiversity now and for future generations. Reserve, covering 19 hectares. It now has eight LNRs covering 392 hectares and is close to realising Natural Since 2005 we have made much progress towards this England guidelines of having 1 hectare of LNR per 1,000 aim through the delivery of the city’s first five-year population, Manchester having over 503,000 residents. biodiversity action plan. This activity has established us as one of the UK’s leading authorities for nature • A total of 8,000 trees were planted during the planting conservation and has ensured that we are well placed season, over twice the target set out in the Manchester to meet our legal obligations under the NERC (Natural Tree Strategy; 1,350 hedge trees were also planted, and Environment and Rural Communities) Act 2006. four community orchards were established in Brookdale Park, Newton Heath, Fallowfield Loop, Broadhurst Manchester has eight local nature reserves, 35 Sites of Clough, Moston and Platt Fields Park. Biological Importance, one Site of Special Scientific Interest, and one UK Man and the Biosphere Site of Urban Excellence. • With Manchester City Council support, Greater Manchester Ecology Unit were successful with a Highlights of 2011 include: £500,000 bid to the Heritage Lottery Fund, which will • Manchester approved a new five-year Biodiversity support the creation of three jobs for three years working Action Plan 2012–16, which supports the aim to on community engagement with biodiversity. The conserve, protect and enhance biodiversity in the city. Project ‘From Grey to Green’ aims to encourage wildlife recording and will work with a range of community groups across Manchester and other districts.

85 Manchester’s State of the City Report 2011/2012

• Manchester successfully relocated a Royal Horticultural Table 14 Annual achievements for Manchester Society gold award-winning biodiversity garden from In Bloom the Tatton Show in Cheshire to a permanent location in St John’s Gardens in the city centre. Daniela Coray Output Quantity won the prestigious Young Designer of the Year award Wards involved in In Bloom 27 with her ‘A Stitch in Time…’ garden, which focused Number of baskets maintained by residents 11,916 on sustainability and enhancing city centres for Hours worked on In Bloom by residents 14,598 biodiversity, aiming to combat climate change by developing innovative drainage solutions, encouraging Number of bulbs planted 110,000 ‘grow your own’ by having a mini-orchard in place, and M2 of flower-beds maintained by residents 935m2 having beautiful wildlife-friendly planting throughout. Number of 1m2 planters maintained 258 • Innovative biodiversity interventions, including in- by residents channel vegetation planters and boxes for bats and Number of RHS awards achieved by 100 birds, were installed along the Rochdale Canal in the Manchester in 2011 city centre. The planting will encourage aquatic insects Number of residents actively involved in 1,500 to thrive, provide spawning and sanctuary areas for fish, In Bloom and food for birds and bats. Number of children actively involved in 6,000 6.2.5 Manchester In Bloom In Bloom Source: Manchester City Council Campaigns Team Manchester remains one of the major players in the UK for its ‘In Bloom’ success, and the In Bloom team has carried out presentations at a number of councils in the north 6.2.6 Air quality west on how this has been achieved. UK local authorities are responsible for working towards In Bloom represents an excellent example of partnership achieving health-based air quality objectives specified in working that helps increase the skills, experience, the UK Air Quality Strategy for seven air pollutants: lead, capability and capacity of community residents. It helps sulphur dioxide, 1,3-butadiene, benzene, carbon monoxide, foster a ‘can-do’ attitude to local area environmental nitrogen dioxide (NO2) and fine particulates (PM10). Air improvements, enhancing local ownership, participation quality objectives for six of these pollutant-specific and determination. objectives are met in Manchester.

This in turn increases residents’ expectations and Objectives for air pollution are based on concentration aspirations, particularly when backed up by RHS levels over a given period of time that are considered to be recognition and reward. In Bloom has grown from three acceptable in light of what is known about the effects of RHS entries in 2003 to 100 RHS awards in 2011, including each pollutant on health and the environment. They can silver for Didsbury in the national Britain In Bloom also be used as a benchmark to see if air pollution is getting competition. The In Bloom campaign is, however, about better or worse. far more than just putting out some flowers: the floral part of scoring equates to just 30% of the allocated marks, Manchester maintains continuous monitoring sites for while the other 70% is made up by community NO2 at Manchester Piccadilly (in the heart of the city engagement, sustainability issues and council centre), Oxford Road (set up in 2010 near the city centre) maintenance regimes. and south Manchester (close to Manchester Airport). The annual mean air quality objective of 40µg/m³ is currently In 2012, over 100 groups are entered into RHS In Bloom being met at the south Manchester site. However, it is competitions. being exceeded at the Piccadilly Gardens and Oxford Road monitoring sites, as shown in Table 15 and Figure 29.

86 Manchester’s State of the City Report 2011/2012

3 Table 15 Annual mean NO2 concentrations µg/m

Urban Centre Kerbside Suburban Year Manchester Piccadilly Oxford Road Manchester South Annual air quality objective 1996 53 – – 40 1997 42 – 23 40 1998 40 – 25 40 1999 44 – 15 40 2000 42 – 14 40 2001 44 – 21 40 2002 39 – 21 40 2003 45 – 22 40 2004 43 – 19 40 2005 45 – 17 40 2006 44 – 16 40 2007 44 – 21 40 2008 43 – 24 40 2009 42 – 24 40 2010 45 64 28 40 2011 44 66 23 40 Source: Environmental Protection Group

Figure 29 Nitrogen dioxide annual mean concentrations at Manchester AURN monitoring sites

Manchester Piccadilly Manchester South Annual air quality objective

m s µg/ e annu al

tion xid ra

n dio oncent oge n c

Nitr mea

Year

Source: Environmental Protection Group

There has been an overall downward trend in NO2 concentrations since the early 1990s at the Manchester Piccadilly monitoring site. However, it is important that we take action to ensure that further reductions are made. The Council has declared an air quality management area for this pollutant and has had an Air Quality Action Plan in place since 2004.

87 Manchester’s State of the City Report 2011/2012

PM10 particulate matter is a key pollutant that is monitored There has been an overall decline in annual mean PM10 in Manchester. The annual mean air quality objective of concentrations since monitoring began at Piccadilly Gardens. 40µg/m³ is currently being met at the Piccadilly Gardens Local building work at Piccadilly Gardens in 2001 and the monitoring site, as shown in Figure 30 and Table 16. summer heatwave of 2003 led to elevated concentrations.

The whole of Manchester City Council’s local authority area has been covered by smoke control orders since 1985.

3 Table 16 Annual mean PM10 particulate matter concentrations µg/m

Year Manchester Piccadilly Oxford Road Annual air quality objective 1996 34 – 40 1997 31 – 40 1998 28 – 40 1999 26 – 40 2000 27 – 40 2001 39 – 40 2002 28 – 40 2003 29 – 40 2004 25 – 40 2005 25 – 40 2006 26 – 40 2007 24 – 40 2008 20 – 40 2009 22 – 40 2010 21 31 40 2011 22 32 40 Source: Environmental Protection Group

Figure 30 Particular matter concentrations at Piccadilly Gardens, Manchester

PM₁₀ particulate matter concentrations µg/m₃ Annual air quality objective µg/m

s µg/ e annu al tion

xid ra n dio

oncent oge n c Nitr

mea Year

Source: Environmental Protection Group

88 Manchester’s State of the City Report 2011/2012

6.2.7 Contaminated land • Use feedback from cleaning operatives and refuse Much of the brownfield land within the city boundary collection crews to identify hot-spot areas where has a long history that reflects Manchester’s industrial regular fly-tipping takes place where we can deploy heritage. It is now recognised that this land provides CCTV to ensure any enforcement is effective a resource and opportunity for the city as part of its • Use publicity in the most serious cases to act as an ongoing regeneration. effective deterrent

An important aim of the Council’s Contaminated Land • Continue our work to clean up ‘grot spots’ throughout Strategy is to support the strategic approach to regeneration, the city. and to promote and assist with the safe reuse of brownfield sites, as part of individual regeneration projects and 6.2.9 Street cleanliness through development in the city. Tackling littering and dog fouling remain a key priority for The redevelopment of sites across the city presents an Manchester residents. Officers continue to work closely opportunity to ensure that many of the sites identified with communities and partner agencies in addressing as requiring detailed assessment can be reviewed and hot spots via enforcement and engaging in community remediated, where necessary, through the planning clean-ups. Guidance is given to local residents and development process, supported by the Contaminated businesses on their environmental responsibilities, and Land Team. enforcement notices are issued to those who persist in The Council also has powers to clean up sites that may non-compliance. be affecting health and the wider environment. These powers are being used to good effect to support the wider Street cleanliness priorities 2012/13 aims of regeneration. For example, one of the high-priority During 2012/13 the visual environment will continue to be sites at Harpurhey Reservoirs is located within the Irk a priority. Examples of key actions for this year include: Valley Project area. There we were able to secure funding • Improved and joined-up neighbourhood management, and have begun investigations at the site, contributing giving all officers and operatives a sense of ownership to the Council’s Contaminated Land Strategy and the of the area they work in aspirations of the Irk Valley Project in helping to provide a safe resource for local residents. • The continued development of a multi-operational approach to street cleaning, refuse collection and The priority remains to protect the health of those living passageway clearance, building on the zoning day and working in the city. methodology (where each ward has these services delivered together on one day) 6.2.8 Fly-tipping • Closer ties and more integrated working with Volumes of fly-tipping in Manchester have declined each Registered Social Landlords and housing companies year between 2007/08 and 2010/11, from 29,390 reported fly-tips across 32 wards to 15,455. However, during 2011/12, • Closer practical working arrangements with schools the number of reported fly-tips has increased to 20,223. whose perimeters impact on the visual environment This is largely due to the changes to the waste and recycling • Environmental Business Pledge: increasing the number service that took place during the summer of 2011. of businesses with an obligation to have a designated person responsible for waste management, and a Clean Fly-tipping priorities 2012/13 Premises Business Plan to include the external areas of During 2012 we will: the building

• Work with partners and take proactive measures such • Persuading businesses to take more responsibility for as roadside stops to help catch illegal waste carriers the litter and waste their customers produce and asking before they can fly-tip them to contribute practically to its removal

• Continue to work with businesses to inform them of • Taking enforcement action against those businesses their responsibilities in the management of their waste not willing to be responsible for litter related to their • Continue our work with local residents and partners to premises and land. help educate all about the benefits of recycling

• Monitor levels of compliance and take action against persistent offenders

89 Manchester’s State of the City Report 2011/2012

6.3 Quality and choice of housing We’re now in the final stages of our drive to bring these improvements to every Manchester Council estate. In Manchester’s neighbourhoods continue to be attractive to West Gorton we have delivered 171 new Council homes a wider range of people than ever, thanks to the growing and unlocked £3million for home improvements for the number of good-quality homes on offer, better variety in remaining 145 Council tenants who voted for a transfer the types of homes available, and new ways to find out to Guinness Northern Counties (GNC). Having carefully about and access what’s available. consulted our last remaining tenants in West Gorton, we We are working to expand homeseekers’ options to rent, will now be demolishing the last 388 Council homes there buy or part-own houses and apartments of every size at to make way for future regeneration. GNC now manages prices and rents to suit different pockets, and in places these homes in the meantime and tenants will get priority ranging from city-centre apartment blocks to brand-new rehousing in the area if they choose, or elsewhere if they affordable housing in the suburbs. want to move away.

Our budgets are still tight, but we continue to attract Residents on our last major Council-run estates in funding for housing in the city and make the best use of Collyhurst recently voted to be incorporated into the existing housing stock in the context of a challenging ALMO, and just over 1,000 dwellings in the area have now housing market. been added to the 12,500 properties already managed by Northwards. We have secured around £18million (a capital 6.3.1 Housing context grant from the Government, which is part of a £2billion pot awarded to several local authorities, and there is no Currently, there are some 70,000 homes rented from social additional cost or rent increase to the tenants) to invest landlords in the city. There are approximately 46,000 in improvements to the housing in this area. In 2011/12 we private renters and around 100,000 owner-occupiers. have already carried out improvements to 436 properties to kick-start a four-year makeover of tenants’ homes, 6.3.1.1 Getting social housing up to standard including new double-glazing and heating where needed, Manchester is using a range of creative ways to attract the as well as new kitchens, bathrooms and rewiring. This investment needed to bring our social rented housing up brings properties up to the same ‘decent homes’ standard to the decent modern standards our residents deserve. that tenants of Northwards Housing have already Around 70,000 Manchester households rent their home benefited from. from one of the city’s 30 main social landlords. Most of these households are former Council tenants who – after 6.3.1.2 Tackling empty homes special ballots over the past ten years – have voted, area Tackling the problem of empty homes is an increasing by area, to transfer their Council estates out of Council priority on both a local and national scale. As part of ownership or management to new not-for-profit housing the Comprehensive Spending Review in October 2010, trusts or existing housing associations. the Government announced a £100million fund to bring empty homes back into use. In Manchester around 7,000 Thanks to these transfers, tens of thousands of Manchester properties (March 2012) have been empty for over six people are enjoying the benefits of multimillion-pound months, which is estimated to be costing the Council investment programmes bringing home improvements £1.7million in lost council tax. As part of AGMA, the Council and upgrades to local estates and their surroundings. has secured funding to bring 169 empty homes back into Council tenants in other areas have enjoyed a different use and has established a new Empty Homes Team to route to regeneration. Housing PFI (Private Finance proactively target empty-property owners to bring homes Initiative) schemes have brought big changes to Grove back into use using a wide range of tools. Village, Ardwick, and to estates in Miles Platting.

Plans for a similar scheme in Brunswick will see massive home improvements for tenants and a redesign of their neighbourhood starting in summer 2013, including new homes for low-cost ownership and for social renting.

Another kind of solution – an ALMO (arms length management organisation) – has seen tenants of around 12,500 Council-owned homes managed by Northwards Housing enjoying top-quality improvements to their homes and neighbourhoods.

90 Manchester’s State of the City Report 2011/2012

Case study – West Gorton Partnership regeneration

Built on sites formerly occupied by terraced housing, • Regular newsletters posted to all residents advising tenement blocks and a demolished school, West Gorton on progress and events is the first major development of new Council housing • Joint activities with the local schools, including site by Manchester City Council in over 25 years. visits, projects and use of time-lapse photography In collaboration with the Homes and Communities • Employment opportunities for local residents, Agency, Guinness Northern Counties and the local including apprenticeships. community, 204 new bungalows, houses and apartments have been completed, which are now The neighbourhood has been designed with the principles occupied by residents as part of an emerging mixed-use of inclusive access, sustainability and security and care masterplan for the neighbourhood. in mind to ensure that the development is community- The West Gorton Partnership was formed to steer the focused and can adapt to the changing needs of residents project forward and is a collaboration of residents, throughout their lives. Street frontages are active, strong councillors, officers, the design team and the and well defined with robust, secure family homes. contractors, Bramall Construction, GB Building Solutions The buildings are highly insulated, have energy-efficient and Cruden Construction. Extensive community lighting, low household water consumption, and consultation activities included: recycling storage built in, and the site layout has allowed • A steering group set up to establish priorities, give the use of solar thermal roof panels. Rooms are spacious direction and provide a link with all residents with wide-clearance doors, low-height sockets and level access to external bin store areas. • A new identity and branding for the neighbourhood was produced, selected by residents Homes are Secure by Design accredited with accessible secure parking, undercover secure cycle storage and a • Special Interest Groups set up to bring residents and layout that maximises natural surveillance. Outside other members of the Partnership into focus teams. space is provided for all residents through private front Topics covered included programming, design, and rear gardens for houses, and a generous private sustainability, the supply chain and local employment balcony/patio and communal green activity space for and training each apartment. • Drop-in events and workshops held for residents in Maggie Newton, a tenant and Chair of the West Gorton the local community centre at key stages throughout Steering Group, said: “I moved in last week and I’m really the procurement process, including use of ‘walk pleased with my new home. People are glad about the new through’ visuals interactive programmes, large-scale development and there’s a really positive vibe in the area.” colour presentation boards and takeaway leaflets

6.3.1.3 Making neighbourhoods work Neighbourhoods managed by skilled and responsive social Besides running 70,000 homes for rent, Manchester’s social landlords are helping residents enjoy a sense of belonging. landlords are key players in keeping the neighbourhoods These are the healthier communities in which residents they serve clean and the surroundings pleasant. They are report that their local area is a place where people from responsible for many of the things that affect the way different backgrounds get on well together. residents feel about their life and wellbeing. Together, Manchester’s social landlords and the Council They lead our tough stand against the antisocial minority, co-ordinate and co-operate in these vital aspects of using a range of actions from polite letters and mediation work through a powerful partnership – the Manchester to court orders and eviction where needed. Vulnerable Strategic Housing Partnership. Different providers lead households benefit from social landlords’ debt advice and and co-ordinate the whole housing sector’s contribution help with money worries. Their advice-giving is now much in each area, working closely with regeneration teams more than housing-related; it extends, where appropriate, and others serving the local neighbourhoods. to helping residents understand how training, working and aiming higher in life can help overcome housing and other problems. This will be a crucial role over the coming months and years to help people through the changes to housing benefit and other reforms to the welfare system.

91 Manchester’s State of the City Report 2011/2012

6.3.1.4 Meeting demand for affordable housing On top of the normal funding won by the city’s social By being creative with the land we own, using it to support landlords to build new affordable homes for rent and residential development and growth, and because of our shared ownership, we attracted an extra £10million from social landlords’ positive, can-do approach, Manchester a Greater Manchester-wide award – the ‘local investment has won over £61million of investment for new housing, agreement’. Greater Manchester has an extra £40million generating over 1,400 new homes for affordable rent, to spend thanks to this cross-boundary partnership’s part-ownership and sale. focus on wider housing requirements. The 316 new affordable homes resulting from Manchester’s share This includes over £26million for the first newly built Council are all under construction. homes in Manchester for a generation. In north Manchester, 32 eco-friendly bungalows for older households are now Greater Manchester successfully bid for £5.1million funding let, freeing up larger houses needed by families. A further from the Homes and Communities Agency to help bring development of 171 new apartments, bungalows and 461 empty homes back into use. This will help to improve houses was completed in West Gorton during 2011/12. the appearance and safety of neighbourhoods, while increasing the choice and amount of affordable housing on offer.

Case study – Infusion: Bowes Street housing scheme

A regeneration scheme delivered by Manchester City In order to maintain the appearance and feeling of Council, in partnership with Miller Homes and GB inclusiveness in the area, 87 local homes in private Building Solutions, is helping to change the image of ownership were also improved externally. This included Moss Side through the renovation and refurbishment new windows, doors, roofs, insulation and boundary of existing housing stock and a number of new builds. walls, as well as render to certain elevations.

As part of a wider £18million transformation plan for The scheme also includes a significant external the neighbourhood, the Bowes Street scheme covers transformation through the improvements to the public four typical Edwardian terraced streets, which had realm, including new boundary walls, kerbs, street been subjected to decades of gradual neglect. lighting and footpaths; there are also reworked alleys, including alleygating, and new road surfaces. The street The key design principle was to utilise the existing building design is pedestrian-friendly with allotted parking bays, a stock, refurbish it, improve its environmental performance one-way system and new street trees. and reconfigure internal layouts to provide desirable family homes for groups with traditionally large family numbers. As part of its commitment to provide affordable homes, the Council developed a mortgage equity product The interventions ranged from simple refurbishment to whereby the prospective owner has to raise finance for comprehensive contemporary renovation works to provide 70% of the property value while the city retains a 30% a range of two, three and four-bed family homes in an equity stake in the property that only becomes repayable area previously consisting of mainly two-bed properties. on death, sale or transfer of the property. This allows the In addition, each of the four streets was finished with a purchase of a new two-bed conversion fitted out to a pair of new-build four-bed properties as powerful symbols high specification from around £70,000. of the substantial improvements to the area. The new-build The project has made a significant contribution to the properties have achieved Code Level 4 (Code for Sustainable city’s objectives of diversifying the housing type and Homes) and achieved an Eco-homes rating of very good. tenure in order to retain and attract new economically The scheme’s homes are designed to meet high-performance active residents and support population growth, in standards, with the new-build homes achieving Code particular BME communities. for Sustainable Homes Level 4 and the renovated homes achieving Eco Homes very good. The homes will be highly insulated and 44% more efficient than the current Building Regulations. In addition, they benefit from energy-efficient white goods, sun pipes, solar thermal panels to heat hot water, high-performance windows, rainwater butts and bicycle stores.

92 Manchester’s State of the City Report 2011/2012

6.3.1.5 Private sector However, we had to take action this year with some With high demand for scarce social housing, and a high-profile prosecutions for poor property and housing market that won’t let in many would-be management conditions. By targeting resources to buyers, Manchester’s private rented housing is an get results, we’re improving standards. important resource. One issue is how well blocks of city apartments are Private landlords have to meet tough health and safety managed. Good resident-led management keeps renters standards by law. For example, they must have all gas happy and ensures that blocks stay popular with a appliances checked and serviced by qualified engineers healthy, stable community. Without good management, once a year. They must also follow rules about electrical tenants become dissatisfied and leave, homes become equipment and fire safety. rundown, landlords stop spending on upkeep, and the block goes downhill. Together, we’re helping the city’s Many landlords now need a licence from the Council apartment-dwellers with neighbour disputes, noise and they will lose their licence if their homes and nuisance, security measures and increasing recycling. management do not meet our standards. That means around 5,800 private renters in the city are benefiting from this added protection.

Case study – Redrow Homes, north Manchester

A key objective of the North Manchester Strategic Owing to the challenging nature of the housing market and Regeneration Framework, since its publication in 2003, the wider impacts of the economic downturn, Manchester has been to strengthen the area’s role as a residential City Council and Redrow Homes are working together neighbourhood. The SRF also went further in identifying as part of an innovative development model to help central parts of Moston and Harpurhey as requiring early facilitate development and stimulate demand. As part of radical intervention to stem population loss, address low this process, the Council has deferred the value of land demand and poor-quality housing, and introduce a wider associated with the six cleared sites to provide a jointly range and choice of high-quality family homes. In response, funded 25% equity mortgage to support low-income resources totalling £39million were secured through the households onto the property ladder and to encourage Manchester and Salford Housing Market Renewal (HMR) and help sustain home ownership in challenging times. Pathfinder programme and Regional Housing Pot (RHP) Both Manchester City Council and Redrow Homes will funding for the compulsory purchase and clearance of realise a return on their assets over a ten-year period as the worst-affected stock on six sites across the Harpurhey part of each individual property sale, emphasising the and Moston wards. commitment of both organisations to the long-term regeneration of the local area. In 2009, Redrow Homes were selected as the preferred developer in the construction of more than 400 two, Construction on site began in 2009 on two sites in the three and four-bedroom family homes, developed over Moston ward – the newly established Hanson Gardens and a six to eight-year period with a total investment of Kenyon Gardens – and consistent sales progress has seen more than £30million. a third site – Woodville Gardens – due for launch in June 2012. Further developments have also seen the acquisition The primary aim of the development has been to support and demolition of the derelict Kestrel Public House, a the repopulation of the local area through the construction target for crime and antisocial behaviour and a blight on of a range of high-quality family accommodation for the local area, to make way for the construction of a further owner-occupation. At the same time, ongoing initiatives, nine family homes as part of the Hanson Gardens site. including the Moston Lane Masterplan and Retail Strategy and the North City District Centre Plan, aim to sustain and Working together with Redrow Homes, Manchester reinforce local infrastructure as part of the regeneration of City Council has also been able to secure local labour the wider neighbourhood, and the stability of the local benefits that see 20% of the workforce coming from housing market continues to play a fundamental role in the area, 20% of which are apprenticeships for young the area’s success. people. Furthermore, each property has been constructed to meet Level 3 of the Code for Sustainable Homes and Design for Access 2 (DFA2) Lifetime Homes standards to promote the long-term sustainability of the development and surrounding neighbourhood.

93 Manchester’s State of the City Report 2011/2012

6.3.1.6 Manchester’s housing market Figure 31 shows the widening gap between house prices The housing market has remained challenging over the and available mortgages in relation to average Manchester past year. House prices have remained relatively flat and earnings over the past ten years. Overall, prices have fallen the number of properties sold, which has dropped in the past three years, but they’re still out of reach of many dramatically since 2008, remains subdued. would-be buyers because lenders demand deposits of 20–25%, and the amount they will lend in relation to income Access to mortgage finance continues to block first-time is still lower. This is shifting more people towards private buyers’ desire to own their own home. Lending rates have renting – probably not their first choice – while they wait increased, and the average deposit required has reduced for things to improve. somewhat over the past year; however, these tend to come at the expense of either higher interest rates or The affordability gap is keeping sales down. Figure 32 shows one-off charges. sales way below the peak. These have remained subdued for the past three years and this continues to impact on developers’ confidence in building new homes for sale.

Some areas of the city still have relatively high property values, in particular the city centre and the traditional suburban areas in the south of the city.

Figure 31 Average earnings to property price

Overall median property price Terraced houses median price Flats median price Typical loan available based on median income Deposit required ,

, d re , ui eq t r , i ings/value rn , epos Ea , % d ,

Year

Source: Land Registry & CACI

Figure 32 Number of house sales ,

, me

lu , Vo ,

Year

Source: Land Registry

94 Manchester’s State of the City Report 2011/2012

Map 3 Average terraced property prices in Manchester, 2011 Higher Blackley

Charlestown

Crumpsall Moston

Harpurhey

Cheetham Miles Platting and Newton Heath

Ancoats and Clayton

City Centre Bradford

Hulme Ardwick Gorton North

Moss Side Longsight Rusholme Gorton Whalley South Range Fallowﬁeld

Old Moat Levenshulme Chorlton Withington Chorlton Park Burnage

Didsbury West Average house price (£) Northenden Didsbury to , Brooklands East ,. to , ,. to , ,. to , Baguley ,. to , Sharston ,. to , ,. to , ,. to , ,. to , Woodhouse Park ,. +

95 Manchester’s State of the City Report 2011/2012

The number of empty homes continues to fall: down from over 8% in 2003 to just over 5% in 2012 (see Figure 33). This is driven partly by an increased demand for rental properties, particularly in the city centre and its immediate neighbourhoods. There have also been concentrated efforts to fill empty homes, and the slowdown in new building means that owners of empty homes have found increased demand from tenants wanting to rent them. Although filling empty homes is a positive change, the increased demand for rentals has also pushed rental levels up in some areas of the city where demand outstrips supply. Changes to the Local Housing Allowance may also begin to impact on the demand for previously hard-to-let properties, as some claimants will be entitled to less Housing Benefit allowance depending on their circumstances.

Figure 33 Empty properties as a percentage of all housing stock

nt ca va

ge ta

en Perc Jun Jun Jun Jun Jun Jun Jun Jun Sep Sep Sep Sep Sep Se p Se p Se p Se p Dec Dec Dec Dec Dec De c Dec Dec Dec Mar Mar Mar Mar Mar Ma r Ma r Ma r Ma r Year

Source: Council Tax Register

The number of social-rented homes becoming available for new tenants remains comparatively low, though there’s clearly demand for lower-cost homes.

Just over 6% (around 4,500) of social housing properties became available to let in 2011,but waiting lists remain high. More than 16,000 people want to move into – or within – the city’s social housing.

Waiting lists could increase as private renters begin to find that Local Housing Allowance does not cover their rent after recent changes. Map 3 shows the variation across the city in prices for terraced property in 2011.

96 Manchester’s State of the City Report 2011/2012

Ten things we’re offering residents to widen 6. Safe neighbourhoods their housing options that will help our city Antisocial behaviour and domestic abuse threaten grow stronger to 2015: neighbourhood stability. Our approach is to make 1. Information to open up choices victims and decent residents feel safe and secure We’re making sure everyone knows which homes enough to stay, rather than move away. We therefore are available so they can make informed choices about tackle antisocial behaviour with a range of responses, where they could live. Central to this is extra advice from mediation and intensive work with families, for some homeseekers on how employment and to court orders and evictions for those who won’t training boost housing prospects and let them set change their behaviour. their sights higher. Alongside this we’re developing a 7. New homes ‘Manchester Move’ service to give better-than-ever We’re supporting those who want to own their own advice about the housing options out there for rent, home – and boosting our region’s economy – by sale and part-ownership, tailor-making realistic widening the type, size and price of homes on offer. For prospects advice for each homeseeker. example, there are houses on the market through our 2. Housing services for households at most risk partnership with builders Redrow in north Manchester; We support vulnerable households to prevent this will bring 400 new homes within reach of first-time homelessness and to keep them independent, active buyers, using shared ownership deals. members of their community with better housing In partnership with social landlords and the Government’s opportunities. Our focus on families with complex Homes and Communities Agency, we are using the needs helps children break down the barriers to a new Affordable Homes Programme to build more new better chance in life. homes. We’re finding new approaches to meet demand 3. Rewards for work and community players for homes, co-operating with developers, and being We reward active residents who contribute to the flexible and creative with building land we can release. city’s successes by working, or who strengthen their 8. Helping would-be homeowners community by volunteering and good work. Extra We’re working to increase home ownership in priority for social housing, and low-cost homes for Manchester so it’s closer to the national average, helping part-ownership, will help them share in the city’s to rebalance our housing market and boost the local success. Our new Allocations Policy already awards economy. We’re promoting shared ownership offers to a degree of priority for households that work or help buyers into the homes they want, eg. newly built contribute in other ways. homes at Bowes Street in Moss Side. HomeBuy Direct 4. Healthier and greener housing and Plumlife, our local low-cost home ownership agents, Over the past decade £1.3billion has been spent on home are helping many locals buy their own home, and we improvements to social housing, modernising tenants’ are directing all homeseekers – even those looking homes, making them warm, weatherproof and pleasant at renting – to look at how shared ownership could to live in. We are also working to bring this level of health- work for them. boosting improvement to the private sector, where 9. More varied, good-quality private renting we’re already making good progress improving energy- Private renting is important, especially when the efficiency. Through partnerships with energy companies housing market is depressed. It’s providing much- we have delivered thousands of loft and cavity insulation needed affordable housing, especially for our younger, measures in Manchester. Working throughout Greater more mobile workforce. With partners, we’ll be Manchester we have introduced the Toasty insulation encouraging private investment to support more scheme and are developing opportunities around the development for private renters. We’ll continue new Green Deal, which could help to improve the most to support landlords who want to improve their inefficient homes in Manchester. management standards, and we’ll enforce regulations 5. Strong sense of place for those who don’t. We contribute to neighbourhoods’ success by joining 10. Filling empty homes up services and making sure that we work to residents’ We’re developing creative and exciting new ways to turn priorities. Well-managed neighbourhoods with empty properties into occupied homes. Starting in distinctive and diverse identities are emerging from areas with the worst problems, we have made it a our Housing Market Renewal Programme, which priority to bring this waste of valuable homes to an end. has turned once-failing areas into places people are proud to call home. We’ll build on this to track signs of decline for more targeted action.

97 Manchester’s State of the City Report 2011/2012

Housing priorities 2012/13 Case study – Love Your Local Market Our top priority is to make sure that Manchester has more homes to offer new and long-established residents Manchester Markets are seizing the initiative in the in mixed and stable communities. This will help keep the drive to revitalise the nation’s town centres by working economy growing. closely with the National Association of British Market Authorities and the National Market Traders Federation While confidence in the housing market is low, we will to take part in a national campaign to promote the UK’s explore every opportunity to develop new homes, market industry. especially for struggling first-time buyers, and support the development of new housing aimed at the owner- The Love Your Local Market fortnight took place on occupation or market-rented sector. 23 June to 8 July when market managers worked with budding entrepreneurs, who had the opportunity to We will maximise investment in the region and drive test and develop their business ideas on a market stall. forward economic growth through our collaboration They were also given sound advice on how to run a with other Greater Manchester authorities. successful business. We will continue to improve the quality of the Council’s Manchester Markets organised a series of events at the housing stock through the promotion of various models, city’s district markets held over the weekend of 23/24 including Decent Homes investment, Private Finance June. Potential market traders traded from ‘free’ stalls initiatives and stock transfer. over the weekend as part of the national drive to bring We will work with developers to encourage more homes new market traders into the industry. for private renting, to help households who can’t yet buy The Love Your Local Market promotion, announced early the home they aspire to. This will leave a legacy of homes this year at a national conference for market and town available to buy when the market picks up. centre managers, mirrors recommendations in Mary We will improve access to appropriate, good-quality and Portas’s High Street Review, which recommends that well-managed rented property to make the best use of markets become the test beds for prospective shopkeepers the housing stock available within the city. to try their hand at running a low-cost business.

We will bring every empty home we can back into use in The review was commissioned by the Government to the coming years. Housing is a scarce resource that we look at the future of high streets, and recommends won’t see being wasted. With our social landlord partners, there is a national day to promote markets and help we’ll look for funds and new ways to help responsible would-be entrepreneurs use markets as a step on the private landlords fill their empty homes too. business ladder.

At the heart of the campaign will be a focus on supporting new businesses. Would-be retailers, or talented people who have something to sell, should be using markets as a step on the business ladder. The Love Your Local Market campaign is aimed at making people aware that markets exist and provides an opportunity for local people to start a new business.

98 Manchester’s State of the City Report 2011/2012

6.4 Making communities safer 6.4.1 Reduce key crimes

The Manchester Crime and Disorder Reduction Manchester’s 2011/12 target for serious acquisitive crime Partnership (CDRP) brings together the key public sector (burglary, robbery, theft from a motor vehicle, and theft of agencies, such as Manchester City Council, Greater a motor vehicle) was to reduce it by 7% by April 2012. Manchester Police, Public Health Manchester, Greater The Partnership has been successful in reducing serious Manchester Probation Trust and Greater Manchester Fire acquisitive crime by 15% over the first year of the new and Rescue Service. strategy, and by over 47% since 2007/08, which equates to Together, these agencies implement a three-year Crime over 10,000 fewer victims of serious acquisitive crime. and Disorder Strategy to reduce crime and antisocial Serious violent crime has also reduced by almost 13% over behaviour across the city. This Strategy focuses on local the past year. priorities identified through an extensive public consultation process.

The main priorities of the 2011–14 Strategy are to:

• reduce key crimes such as burglary and violent crime

• protect vulnerable people

• reduce antisocial behaviour

• reduce drug and alcohol-related offending

• reduce the number of first-time entrants into the youth justice system.

Table 17 Serious acquisitive crime, 2007/08–2010/11

Crime type 2007/08 2008/09 2009/10 2010/11 2011/12 % change % change between between 2010/11 and 2007/08 and 2011/12 2011/12 Burglary dwelling 6,646 7,17 3 6,568 5,329 4,792 -10.1 -27.9 Robbery 3,241 2,714 2,580 2,044 1,837 -10.1 -43.3 Theft from a 9,172 7,783 6,703 4,919 3,974 -19.2 -56.7 motor vehicle Theft of 3,215 2,482 2,135 1,471 1,040 -29.3 -67.7 motor vehicle Serious acquisitive 22,274 20,152 17,986 13,763 11,643 -15.4 - 47.7 crime total Source: Home Office iQuanta All performance figures in this section are provisional. Audited figures will be available in July 2012

Table 18 Serious violent crime

Crime type 2008/09 2009/10 2010/11 2011/12 % change % change between 2010/11 between 2008/09 and 2011/12 and 2011/12 Serious violent crime 856 793 714 622 -12.9 -2 7.3 Source: iQuanta All performance figures in this section are provisional. Audited figures will be available in July 2012

99 Manchester’s State of the City Report 2011/2012

6.4.2 Activity over the past 12 months 6.4.2.3 Reduce antisocial behaviour 6.4.2.1 Reduce key crimes A programme of partnership interventions has taken Local Integrated Neighbourhood Teams applied a ‘Simple 2 place in the Piccadilly area to address reports of general Start’ approach to address burglary in vulnerable areas. This antisocial behaviour. This has been supported by the involves a detailed analysis of crime and antisocial behaviour use of ASBOs and CRASBOs. Work has also taken place to in the area, talking through problems with residents, and address the issues of youth-related antisocial behaviour partners conducting site visits in the area to assess and perceptions of antisocial behaviour around the environmental factors. Partner agencies committed to: Cathedral and Urbis. This has had such a positive effect that the Partnership is planning to replicate the activity • Offer property-marking and security advice to all during the next 12 months. residents in the area The Antisocial Behaviour Action Team and GMP have • Arrange further community meetings to encourage developed a set of questions to ascertain vulnerability of more community activity witnesses and victims of antisocial behaviour. The replies • Implement environmental improvements to these questions determine the level of response from the Partnership. In each case a risk assessment is • Communicate the results and outcomes of partner completed and a support package put in place. activity back to local residents.

The Partnership also ran Operation Student Safe throughout the academic year. Crime-prevention advice was tailored to students taking into account varying factors, including age and accommodation. In addition to linking with initiatives run by the universities, it co-ordinated activity across the city, including:

• high-visibility patrols in areas such as Oxford Road, Wilmslow Road, Fallowfield and Withington

• recruitment of Key Individual Networks (KINs) to improve engagement with the student community and understand local priorities

• distributing crime prevention information

• targeting known offenders.

6.4.2.2 Protect vulnerable people The CDRP has produced an action plan to ensure that hate crime is tackled in a proactive and consistent manner across Manchester. This action plan details a number of initiatives the CDRP is planning over the forthcoming months.

The Domestic Abuse Forum continues to work towards the three-year Domestic Abuse Strategy 2011–14. Education material has been developed for teachers to use with children in primary and secondary schools across Manchester. Training will be delivered using these materials. The Iris Project has been established to raise awareness among GPs of domestic abuse, including selective questioning.

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Case study – Detached youth work 6.4.2.4 Reduce drug and alcohol-related offending Alcohol-related antisocial behaviour is being addressed in at Cathedral Gardens and Urbis a number of ways. This includes providing people with the For some considerable time there had been a problem opportunity to address their alcohol issues through advice, with disaffected young people congregating around counselling and clinical treatment, including detoxification the Cathedral and Urbis areas, engaging in antisocial and rehabilitation where appropriate. It also includes behaviour and criminal activity, and also becoming monitoring and regulating the supply of alcohol within victims of crime themselves. Their presence also gave licensed premises. This is done through visits to licensed rise to a perception of crime and disorder among premises, test purchases, licence conditions and by visitors and retailers in the area. ensuring that young people are identified as underage through the Challenge 21/25 schemes. In response to this, a detached youth work programme, led by N-Gage, was set up in the area in February 2012. The Drug and Alcohol Strategy Team are leading on the Running 1–4pm each Saturday for nine weeks, the redesign of drug treatment services across Manchester. project benefited from the involvement of sports This new design will come into effect in July 2012 following coaches, skateboarding activities run by Projekts, a consultation and tendering process. The agreed high- and the Neighbourhood Policing Team. level outcomes for this process are:

In addition to responding to local complaints of • to make measurable improvements in emotional nuisance behaviour, a key aim of the project was to wellbeing, mental health and physical health encourage young people to be an active and positive • to increase rates of recovery from addiction part of their community, in school and out. The marquee N-Gage erected each week was very popular • to demonstrate achievement in supporting drug users and the young people really took ownership of it as to maintain independent living, including improving their own space. It was also used in colder weather access to work, education and training as an alternative to sitting on the steps in the shop • to contribute to a reduction in drug-related crime doorways, which had been a regular complaint. and disorder

Staff and volunteers had contact with over 300 young • to ensure that children, young people and vulnerable people, all of whom were very positive about the initiative. adults are safeguarded. The young people discussed fear of crime in the area, and over the duration of the project they became a lot 6.4.3 The crime of most concern more relaxed and a real community atmosphere began to local residents to develop. They were vocal about how they felt safer and how friends who had avoided the area due to fear Antisocial behaviour remains a key priority across the city. of crime were returning as news of our presence spread. The term antisocial behaviour covers a wide range of issues, from rowdy behaviour through to nuisance N-Gage were able to spend time with many creative, neighbours and off-road motorcycle nuisance. Sharing ambitious young people, many of whom really information about these problems with different agencies appreciated having someone to talk to and having a group and partners helps to ensure that resources are targeted of people looking out for them and their safety. In addition as effectively as possible. to signposting young people to other support agencies, N-Gage offered workshop sessions to build positive Quarterly resident telephone surveys have been carried relationships with the young people and encouraged out over the past two years to find out residents’ concerns them to get involved in community action projects at a local level. The latest results show that there have and the Young Leaders’ Programme. been improvements in how local people feel about antisocial behaviour, and improvements in confidence N-Gage were also approachable for young people who that the police and Council are dealing with antisocial had things they wished to report but were too scared to behaviour and crime of the greatest importance in approach the police about on their own. On one occasion their local area. they were also able to help a girl who had been missing from home for four days.

The nine-week project made a huge difference to the atmosphere around the Cathedral Gardens/Urbis, and the police, Council and local businesses reported a marked improvement in the area with little or no complaints.

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6.4.4 Disturbances 2011 By the end of 2011, 361 people had been arrested. Of these, Disturbances took place across the city in August 2011, 140 had been through the courts and convicted, 65 were triggered by events in London in the preceding days. Most on bail, and 93 had been charged and remanded in custody of the trouble, predominantly vandalism and looting, was awaiting court appearances. Of the 361, five had been focused on the city centre, but there were smaller pockets cautioned and 58 had been released without further of disturbances in other parts of the city, in particular action. There were almost equal numbers of people Wythenshawe, where unlike in the city centre the arrested in Manchester and outside Manchester involved problems were caused by teenage antisocial behaviour. in the Manchester disturbances. Over 80% of the original suspects were over the age of 18, and of those, 62% were unemployed at the time.

Case study – Ambassadors’ Moss Side mission is a major success

A group of special ambassadors are helping a Council learned from each other. All the different types of cooking campaign to quash outdated views of Moss Side – and are a big feature of any neighbourhood events. People to show it today as an up-and-coming part of the city. outside the area still have outdated ideas about Moss Side. If they lived here, they would know how strong To date, ten Moss Side residents have volunteered to be the community is.” spokespeople, attend events and help to promote pride in the area. Eighteen-year-old Akeim Mundell is the youngest ambassador. Akeim became a teaching assistant at St Kemoy Walker, who lives on Great Western Street, is Mary’s Primary School, Moss Side just seven years after one of those who signed up to help promote the area’s he left the school. He is now hoping to train as a teacher potential. He has already done such an outstanding job and has even been invited to his former college to give that he was selected to meet The Queen during her inspirational talks and careers advice to other pupils hoping Diamond Jubilee visit to Manchester. for a career in education. The 21-year-old community worker says: “I’m so proud Other ambassadors in the campaign include peace of Moss Side and everything it has to offer, and I want campaigner Erinma Bell, Moss Side Adventure Playground everyone to know that. Anything can be achieved here. manager Lee-Ann Igbon and Gabrielle Cox, former Chair If Moss Side could be rated the same way that schools of the Greater Manchester Police Authority. are by Ofsted, it would be classed as outstanding.” Councillor Jim Battle, Deputy Leader of Manchester City Thirty years ago, Moss Side was rocked by race riots. Council, with special responsibility for regeneration in However, since then award-winning community projects central Manchester, says: “We can’t thank the Moss Side and new housing developments have seen the area prosper. ambassadors enough for being the collective voice that Phil Dodd, a member of the Cranswick Square Residents gives a true picture of Moss Side today. Each ambassador’s Group – which was formed in 2009 and has transformed story and ‘can do’ attitude is representative of a big- waste ground into a flourishing community garden – is spirited community, which is brimming with potential also one of the area’s ambassadors. and the tenacity to quash outdated stereotypes.”

“I’ve lived here for thirty years and I’ve seen so much change in that time,” he says. “It’s so multicultural – there are people here from all over the world and we have all

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Crime and Disorder Reduction Partnership 3. Continue to reduce antisocial behaviour priorities 2011–14 A number of Witness Champions have been identified The overarching aim of the Crime and Disorder Partnership and training has started. The group will receive (CDRP) is to ensure that residents, businesses and visitors specialist witness support training in addition to to Manchester have confidence in the services that are training around case planning, early intervention and engaged in tackling crime and making communities safer. prevention and remedies available.

We will take steps to measure levels of confidence within Manchester will be piloting the Community Trigger, a the communities we serve, continue to engage with Home Office initiative that aims to meet the wider communities and provide opportunities for people to objectives of antisocial behaviour reform: contribute to local priority setting. Reducing bureaucracy to make it quicker for the In order to achieve this, we will work to reduce crime by police or local agencies to act focusing specifically on the areas that harm the community Allowing a more flexible approach to tackle specific the most. Each SRF area has undertaken a crime problem local issues profile to identify the issues that face that particular area of the city. A wide range of partners from Neighbourhood Effectively protecting communities from antisocial Services and the CDRP have worked together to identify behaviour particular issues, analyse the impact on the community Enabling people in the community to shape the way and design solutions. antisocial behaviour is dealt with in their area. 1. Reduce key crime The Partnership is in the process of establishing a The Partnership will work with residents of private Neighbourhood Resolution Panel in south Manchester. rented properties and houses with multiple occupation Neighbourhood Resolution Panels bring together to reduce burglary. Local teams will continue to apply local victims, perpetrators and agencies with a remit the ‘Simple 2 Start’ methodology to identify hot spot around criminal justice or antisocial behaviour. They are areas and target resources appropriately. facilitated by a community volunteer who uses 2. Protect vulnerable people restorative and reparative approaches to agree the An action plan around hate crime has been developed action that should be taken to deal with certain types by the Partnership. A consultation event will be held of low-level crime and disorder. This outcome will be with a wide range of statutory, voluntary and agreed by all parties. Anticipated outcomes may community groups to assist in the formation of a hate include a verbal apology, a written apology, community crime strategy. The Partnership will also review all payback (such as litter picking), or financial reparation third-party reporting centres and establish independent for any damage caused. advisory groups based across Manchester. These Agencies involved include Manchester City Council, centres will be promoted along with the Hate Crime Greater Manchester Police, Parkway Green Housing Reporting Line to Manchester residents. Trust, Manchester Magistrates, Greater Manchester The Domestic Abuse Forum is currently developing a Probation Trust, and GM Fire and Rescue Service. domestic abuse children’s strategy and is consulting Once this Panel has been established and it is running with children and young people about what their needs efficiently, the Partnership will replicate it in other are and how to prevent domestic abuse in the future. areas across Manchester.

The Partnership will continue to address antisocial behaviour, using civil tools and powers to address perpetrators and hot spots. One specific focus for the coming year surrounds the annual influx of students into the area and managing residents’ concerns regarding loud parties and general antisocial behaviour. A programme of interventions and initiatives is planned with the universities and the police. Interventions are also being planned to involve local schools in preventing antisocial behaviour along the new Metrolink line in Didsbury.

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Case study – Community Trigger Annual delivery plans are being developed to ensure that the Partnership addresses these high-level outcomes Manchester City Council, Greater Manchester Police and progress against the strategy can be monitored. and a range of other partners are keen to see how they The successful drug treatment services retender will can work together to improve the service they offer bring new services and a new treatment system into to victims and communities suffering persistent effect across the city from July 2012. Emphasis will be antisocial behaviour. The Community Trigger aims to placed on recovery and abstinence. The new design will ensure that agencies respond quickly and effectively respond to all types of drug use and result in more drug to the concerns of communities. It is being trialled users being referred for treatment. Elements of service across the whole of the city from May 2012. will remain integrated with the criminal justice system, The threshold for the trigger will be behaviour causing ensuring that drug users whose behaviour is driving harassment, alarm and distress, based on either: offending or other antisocial behaviour can be identified and prioritised for intensive help. • Three or more complaints from one individual about the same problem, where no action has been taken In support of the Community Strategy, the system will support aspiration in the population and aims to or reduce dependence across a number of areas of the • Five individuals complaining about the same problem lives of drug users. Services will be established that can where no action has been taken by relevant agencies. provide support around accommodation, education and employment, parenting and lifestyle – all of which Victims will be able to activate the trigger through a will aid recovery and promote the agreed high-level simple online form (accessible on all relevant outcomes of the project. authorities’ websites), by letter or by telephone, Drug and alcohol services and strategies are responsive describing the antisocial behaviour they are to the new operational models developing in response to experiencing, and when it was previously reported. the complex/troubled families agenda. As these processes They will receive an acknowledgement within 24 hours, become established in the wider pilot areas, referrals setting out a clear timeline for the response. from the complex families teams will be supported If the complaint meets the threshold, a single lead by specialist services. The teams will be supported in professional will pool information from all the relevant terms of training in assessment and referral processes authorities to build up a full picture of the case and for substance users, and in their ability to deliver identify any action that could resolve the problem, low-level interventions within the teams themselves. including support for the victim/s. The Chair of the Community Safety Partnership will then reply to the Cross-cutting complainant, setting out what agencies propose to do. Transforming Justice is one of the four exemplars that sit under the whole-place community budget of which Greater Manchester is a pilot. Transforming Justice aims to 4. Reduce drug and alcohol-related offending reduce reoffending, crime, the number of victims, and Manchester has recently published its Alcohol Strategy demand. Offenders and potential offenders should be 2012–15. The Strategy brings together the responses provided with appropriate pathways away from the required from all partners to respond to alcohol-related criminaljustice system and there is also recognition that harm. These responses will: we should give greater emphasis to more effectively rehabilitating those already sentenced. promote change in attitude and behaviours associated with alcohol The objectives of the Transforming Justice programme are to: ensure alcohol is sold responsibly • reduce crime, reoffending and the wider impact of crime improve health and wellbeing through access to and dependency on society treatment and care • reduce the number of victims of crime protect children, young people and families from alcohol-related harm • improve working across criminal justice and partners to streamline delivery, reduce duplication and deliver protect communities from alcohol-related crime and sequenced, integrated interventions antisocial behaviour. • reduce overall demand and cost to the criminal justice system.

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Work is ongoing to deliver more effective and efficient 6.4.5.2 Community Payback and visible interventions at the three points within the criminal community justice justice system: arrest, sentence and release. Interventions Community Payback is a scheme run by Greater Manchester will be developed and be delivered during the coming year Probation Trust that gives the people of Manchester a to achieve better outcomes. chance to have a say about how offenders pay back to the community through the completion of unpaid work, 6.4.5 Reducing reoffending – as an order of the criminal courts. Greater Manchester Probation Trust During 2011 a wide range of work was undertaken by Greater Manchester Probation Trust gives priority to offenders on Community Payback schemes, which were all reducing the number of victims of crime by working based on bringing social benefit to local communities. These with offenders to reduce reoffending. It ensures that the have included graffiti removal, litter clearance, repairing successful completion of orders and licences underpins and decorating community centres, and environmental the reduction of crime and supports the objectives of work such as maintaining public open spaces and protecting the public and increasing the confidence churchyards. Of particular note is the clear-up work of sentencers and the community. completed by Community Payback following the civil disturbances in 2011. In Manchester City District, the Probation Trust works across six sites, working with some 4,700 offenders at From April 2011 to March 2012, 122,176 offender hours any one time. It is worth noting that within the city there were worked under the Community Payback scheme. are further services deployed across approved premises, A total of 14,857 (or 12.2%) hours were activities directly courts, prisons and YOS. Approximately 66% of those endorsed by, or generated from, the Crime and Disorder offenders are subject to a Community Order or are released Reduction Partnership. on licence and 34% are subject to custodial sentences. Probation priorities 2012/13 As a way of measuring our success, a large cohort of Greater Manchester Probation Service Trust in the offenders subject to supervision over one year are Manchester City District aims to be an excellent monitored and their reoffending rate is tracked. In the city, organisation, trusted by the public to reduce crime, with a caseload of 4,743 offenders, there was an actual protect communities from harm and uphold the reoffending rate of 10.14% in the period October 2010 to rights of victims. September 2011. These results, the latest available, reflect that, in the city, there has been a decrease in reoffending Key priorities in working towards this aim are to: since the previous reporting period. • Ensure that offenders comply with their sentences, As a key means of driving down levels of offending, the complete them successfully and avoid further offending Manchester Probation Trust has focused on increasing • Ensure that offenders can repay the community for the the number of orders and licences that are successfully harm they have done, have opportunities to change, completed. 75.5% of orders/licences were successfully and can direct their lives more purposefully completed in March 2012. • Work alongside other organisations to meet the needs 6.4.5.1 Employment and education of victims and improve victim confidence, as set out Assisting offenders into education or employment is under the Victim Code of Practice a key means of reducing reoffending, while creating • Build effective partnerships to promote safer safer communities and boosting the economic communities, increase people’s confidence in regeneration of the city. the criminal justice system and be responsive From April 2010 to March 2011 Manchester Probation to the local community District assisted 533 offenders to enter lawful employment. • Provide high-quality and effective services that meet Owing to the economic climate this is fewer than last customer needs and are good value for money. year, when 744 gained lawful employment. In 2010/11, 306 of the 533 offenders retained that employment for four weeks or more.

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Case study – Intensive Supervision and Surveillance Programme (ISS)

Manchester Youth Offending Service (YOS) has developed When one young man who had committed a serious a new Intensive Supervision and Surveillance Programme offence appeared before the court, he faced a possible (ISS) for the courts in partnership with Greater Manchester spell in custody. He had been known already to the YOS Probation Trust. It is based upon an Intensive Alternative and his record of compliance on previous orders had to Custody (IAC) model that Probation have piloted not been good. Instead of a custodial sentence, the successfully with young adults aged 18–24 years, and court placed him on a Youth Rehabilitation Order with a the evaluation has demonstrated that it is effective condition that he attend the new Intensive Supervision at reducing reoffending. and Surveillance Programme.

This new approach aims to deliver an intensive package His level of engagement with the new programme was of support while at the same time challenging thinking a marked improvement on his previous efforts. Regular and behaviour that leads to further offending. There is attendance and co-operation on the ISS Programme is a strong emphasis on getting young people into school, mandatory and any failure to do so leads to the training or employment and on using leisure time more commencement of Breach Proceedings in court. constructively. The programme is delivered by a team It became clear to those who worked with him that this of YOS officers working with partners from Greater young person needed support and guidance on a number Manchester Police, G4S, Remedi, Work Solutions, Partners of issues, but specifically on his poor relationship with his of Prisoners, and Greater Manchester Probation Trust. family. The family worker at ISS worked with him and his The YOS ISS programme started running at the end of mother to address domestic violence within the home 2011, and to date 37 young people have attended it. It is and to arrange bereavement counselling, as he had lost too early to judge the success of this new approach but his father and not come to terms with this. compliance rates (ie. the number of young people who As a result of this support, the young man started to have kept to the conditions of their order) are much consider his future options and has talked to ISS staff higher than before. The programme will continue to about future training and work. He has been supported be monitored closely and evaluated for its effectiveness to apply for jobs within the construction industry and is in reducing reoffending rates with this high-risk group keen to achieve. To date he has not breached his order of young people. and not had any further court appearances.

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6.5 Youth offending 6.5.2 Current statistics on youth offending within Manchester 6.5.1 Overview The number of offences (leading to a sentence) for young Manchester Youth Offending Service (YOS) is a multi- people has reduced by 19.2% in 2011/12 compared to 2010/11. agency team created under the Crime and Disorder Act This equates to 453 fewer offences committed by 1998 to ‘prevent offending by children and young people’. Manchester young people. The figures in Table 19 for The YOS works with a wide range of crime and disorder previous years may differ from the last State of the City partners to reduce reoffending and antisocial behaviour Report as they have been updated to take into account by young people (aged 10–17 years) in Manchester. information unknown at the time of the last report. As Effective partnership arrangements are key to successful such, the figures for 2011/12 are provisional and will most delivery within the YOS, particularly those between the likely increase as more information is received or recorded statutory partners and other partners that have a stake in by the Youth Offending Service. delivering local youth justice services. These working Over the past year the biggest reduction has been in theft arrangements help to generate effective outcomes for and handling, reduced by 171 offences. The largest increase Manchester’s children and young people who offend or has been robbery, up by 18 offences. who are at risk of offending. The number of first-time entrants (FTEs) to the Youth Manchester YOS was assessed in May 2010 by the national Justice System (young people coming into contact with Youth Justice Board as having ‘good capacity and capability’ the criminal justice system for the first time) had been to deliver effective youth justice services. continually reducing from 2007/8 until last year, when it had an increase of 17.3%. 2011/12 has seen a return to a reduction in FTEs to 431.

Table 19 First-time entrants into the Youth Justice System, 2007–12

2007/08 2008/09 2009/10 2010/11 2011/12 First-time entrants 970 842 560 657 431 Percentage change year on year –3.5% –13.2% –33.3% 17.3% –34% Source: Youth Offending Service

Figure 34 First-time entrants into the Youth Justice System, 2007–12 ,

t Coun

/ / / / / Year

Source: Youth Oending Service

107 Manchester’s State of the City Report 2011/2012

A key factor in the prevention of offending or reoffending Youth Offending Service (YOS) priorities 2012/13 is the successful engagement in education, training or Manchester Youth Offending Service will work in employment (ETE). Manchester YOS, together with partnership and commission providers to achieve partners including Connexions and Children’s Services, four key priorities for 2012/13. These are: have made significant efforts to find appropriate ETE 1. Reducing the number of children and young placements for young offenders. An experienced Ofsted people entering the criminal justice system inspector was commissioned to review education The prevention agenda is increasingly recognised by provision for YOS clients, and a subsequent action plan all partner agencies as being fundamental to effective has been agreed by the YOS board and management in and positive outcomes for children and young people. both the YOS and Children’s Services, which is currently In 2012/13, Manchester YOS will work with a range of being implemented. Actions include an increased focus partners and providers to deliver effective interventions on the education provision for young people in custody, to children and young people who are identified as integrated case management by YOS and education being at risk of entering the criminal justice system. staff, renewed training for staff in both services, and We will also work with the police and victims to implementation of an agreed protocol between YOS divert selected young people away from statutory and individual schools. services; instead, opportunities will be sought to provide appropriate early intervention and support Case study – YOS partnership with to prevent future offending behaviour.

schools to reduce reoffending 2. Reducing reoffending committed by children Education, training and employment are key factors in and young people reducing reoffending among young people. The Youth Manchester YOS is committed to reduce crime within Offending Service (YOS) works with school-age young our local communities and in particular, reducing the people to ensure full-time attendance, and this requires number of victims. The YOS is a key contributor to the good partnership working with schools and colleges as Manchester Crime Strategy and keeping Manchester well as providing support for the young person. residents safe is a key priority for us. When a young person offends, we will work together with our partners An example of where this has worked well is in the case to address the risks and needs that increase the of a Year 11 pupil at a local school who was sentenced to likelihood of reoffending. We will work with providers an eight-month period in custody in October 2011. Links and key partners to get those children or young people with the school had been previously established and known to YOS into a full-time school, college, training when the young person was in custody, this relationship or employment placement, as evidence shows this is was further strengthened by the YOS/School Service one of the key factors in building resilience and Level Agreement setting out roles and responsibilities. reducing reoffending among this age group.

This assisted in maintaining good communication and The YOS will continually learn from best practice and planning between the young person, the YOS, the good outcomes achieved in other areas, services and Youth Offenders Institution (YOI) and the school during organisations so that it can bring more evidence-based the period the young person was in custody. There has interventions that are proven to be effective with been a good exchange of information, with the school young people into our practice. Rigorous enforcement providing work for the YOI to support preparation for of community sentences or prison licences will be the young person to take his exams. carried out by case managers when young people This positive partnership working resulted in the young fail to comply with or breach the terms of their person returning to his former school following release order or licence agreement from custody. During the period of his licence supervision, the young person continues to attend school regularly and is hoping to do well in his forthcoming GCSEs.

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3. Reducing the use of custody for children and Case study – Roma Group young people For some, custody is the most appropriate option. The Roma Group was set up some two years ago by However, nationally, too many young people whose the Youth Offending Service, as it was recognised that offences are not serious and whose behaviour does not because of language difficulties and cultural differences, pose a risk to the public are sent to custody, which can usual offending behaviour programmes were unsuitable severely disrupt their education, chance of employment for the needs of Roma young people. The case manager and family support. In Manchester, we will work with who developed the programme attended several stakeholders and partners to reduce inappropriate training courses and developed language skills to demand for custody and learn from other services that enable him to have a better understanding of the have been successful in achieving this. We will develop objectives and outcomes for the group. The programme a better understanding of when and why young people helped identify trends and concerns recognised by this are remanded in custody in order to offer more robust community that were contributory factors to offending community-based alternatives to the court. We will and/or welfare issues. The complex dynamics of the seek to reduce the levels of breaches in community community were also better understood by consistent sentences by introducing models of practice to support practitioners involved in the running of the group. young people and their families in better compliance The expertise of the responsible case manager has been rates. We will learn from the pilot schemes run by the of importance to Operation Golf in London, which led Youth Justice Board on payment by results for reducing to 18 men in Romania being arrested on suspicion of the use of custody. We will contribute to the national trafficking. The group work has also helped improve YOS work on preparation of a phased introduction from understanding of the Roma community and formed April for charging local authorities for the introduction trust relationships with members of this community. of the new remand framework. It has facilitated more open communication and as a 4. Safeguarding all children and young people who result, there is a clearer indication of the concerns, come into contact with YOS needs, risks and difficulties this community faces. Children at risk of offending are a vulnerable group Over the past few months certain members of the and addressing their welfare needs is a key part of group have begun to be more candid concerning their preventing offending and reducing the risk of crimes and what may be happening in the community. reoffending. Young people without stable or suitable Individuals are now beginning to disclose the reasons accommodation are among the most vulnerable, and why they commit offences, and in some cases it is clear in line with the Council’s protocol on homeless young that there is some measure of coercion from families, people, we will work with the voluntary sector to as they are required to send money back to Romania. improve accommodation outcomes for those under 18. Attendance at the group is excellent and rarely is breach In all YOS work we will ensure that the safeguarding action required as most tend to overattend! needs of young people are addressed and we will aim to minimise the likelihood of harm through rigorous safeguarding monitoring and support throughout the service. We will continue to support practitioners in understanding and responding to the safeguarding challenges they meet and be vigilant for new issues and trends. The YOS will continue to play a role in the Manchester Children’s Safeguarding Board and will ensure that good information-sharing practice is in place so that the operational challenges influence the strategic approach and vice versa.

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Case study – Connexions and YOS: 6.6 Fire and Rescue Service working together to achieve better 6.6.1 Overview outcomes for young people Greater Manchester Fire and Rescue Service’s purpose is to protect and improve the quality of life of the people A young person who committed a serious offence had in Greater Manchester. been studying building maintenance at a local college before custody. His attendance and application to his This is achieved by ensuring that we follow a number studies had been causing concern at college before he of key aims: went into custody. However, he was advised by his • Prevention: We will engage with Greater Manchester’s college tutor that if he was willing to keep up with communities to inform and educate people in how to his studies while in Hindley Young Offenders Institute reduce the risk of fires and other emergencies, and do (YOI), then the college would consider having him all we can to prevent crime and disorder. back on the course, post-release. Throughout this time, there was close communication and an agreed • Protection: We will influence and regulate the built partnership approach between the Youth Offending environment to protect people, property and the Service (YOS), Connexions and the YOI. environment from harm.

When released at the end of September 2010, the young • Response: We will plan and prepare for emergencies person was able to go straight back to college. His that may happen and make a high-quality, effective behaviour and attendance at college were excellent and resilient response to them. when he resumed his studies. He applied for employment • Public value: We will manage risk through using resources vacancies, attended college and started a part-time job flexibly, efficiently and effectively, continuously improving at a local store while continuing his studies. our use of public money in ways the public value.

The young person completed his Building Maintenance • People: We will work with people with assured skills NVQ 2 successfully and his tutor at college is very and attitude to deliver high-quality, value-for-money impressed with how hard he worked at his studies. services in a positive environment for everyone. Connexions supported him in applying for a work experience pre-apprenticeship course with the • Principles: We will operate in accordance with the law Construction Youth Trust, and when he completed and our values, and ensure that safety, sustainability, this he was offered an apprenticeship by the company partnership and diversity run through all our activities. he was on placement with. He is highly regarded by the management team within the company he is Greater Manchester Fire and Rescue Service recognises working for and has proved an excellent ambassador that prevention is the key to improving the quality of for other young offenders. life for the communities of Manchester, and we ensure that fire prevention activities are at the forefront of the He is now employed full-time and has successfully services we provide. completed his order. He maintains contact with his Connexions personal adviser and his YOS officer and We provide these services as part of a holistic approach is currently applying for his own housing with their to improving quality of life. This draws us into strong support. This young man has successfully changed his partnerships with other agencies and communities lifestyle and there does not appear to be any reason in order to address some of the underlying issues that why he would return to the criminal justice system. result in people being vulnerable to fire and fire-related crime, such as drugs, alcohol, infirmity and antisocial behaviour. As a service and in conjunction with partner agencies we deliver a wide range of short, medium and long-term engagement projects, such as those delivered through the Prince’s Trust Programme Team.

We now have a dedicated team of 11 Community Safety staff who proactively engage with the vulnerable and hard-to-reach groups of the community across the borough, providing advice and education where it is most needed, eg. in schools, care homes and local community groups.

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We are endeavouring to place our seven community fire stations at the heart of the community, and as part of this objective we have undertaken work to create a ‘community room’ at each location. These rooms are available for the community and are already being used by diverse groups such as the Asian Women’s Group and Christie Hospital.

Supporting our prevention activities are our dedicated Protection team, who continue to ensure that regulated premises comply with their fire safety statutory obligations, undertaking prosecutions where serious breaches occur.

We will always need to respond to emergencies and provide resilience for terrorist incidents and natural disasters, and to ensure that we do this in a professional and expedient manner, our seven community fire stations house 12 fire engines and two specialist units that are available 24 hours per day, seven days per week.

6.6.2 Fire by type Table 20 demonstrates the continued reduction year on year of selected types of fire.

Table 20 Fire by type, 2008–12

Incident type 2008/09 2009/10 2010/11 2011/12 Accidental dwelling fires 655 608 587 552 Deliberate dwelling fires 138 129 109 130 Deliberate primary fires 864 684 520 501 Deliberate secondary fires 2,285 2,075 1,874 1,766 Deliberate vehicle fires 510 335 254 208 Unwanted fire signals 11,582 7,35 4 6,419 1,715 Source: GM Fire and Rescue Service Management Information System

Definitions Deliberate Secondary Fires (FDR3): These are fires that Primary Fires (FDR1) comprise the following types of fires: have been deliberately set that do not involve owned property or vehicles, the majority of these fires involve • Accidental primary fires in dwellings rubbish, waste bins, wheelie bins, rubbish skips, etc. • Primary fires in vehicles caused by arson

• Primary fires in unoccupied dwellings caused by arson

• Primary fires in occupied dwellings caused by arson

• Primary fires in workplace establishments caused by arson

• Deliberate primary fires in dwellings

• Accidental primary fires in non-domestic properties.

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6.7 Cultural, leisure and Manchester City Council continues to promote and recreational facilities encourage participation from schools and other educational establishments in its recreational and leisure facilities. In 2011/12 there were 363,114 participants/ 6.7.1 Visits and participation attendees from schools, a 7.1% increase on the previous In 2011/12, more than 34.8million visits were made to year (339,939). This is mainly attributable to an increase in Manchester City Council cultural and recreational facilities. participation to arranged sessions specifically targeted at The number of visits to galleries and libraries decreased this group within Leisure facilities, rising by 16% in 2011/12. in 2011/12 compared with 2010/11, while visits to leisure Galleries also saw an increase in participants from this facilities remained stable with a slight increase of 0.8% group, while in Libraries the number fell by nearly two- (see Table 21). thirds compared to the previous year.

Table 21 Number of visits to Manchester City Council Table 22 Number of participants from schools/other cultural and recreational facilities, 2010–12 educational groups in Manchester City Council cultural and recreational facilities 2010/11 2011/12 2010-12 MCC – galleries 430,050 383,561 MCC – leisure 32,039,385 32,294,464 2010/11 2011/12 MCC – libraries 2,803,971 2,214,881 MCC – galleries 15,371 19,428 and theatres MCC – leisure 285,710 331,502 Source: Manchester City Council MCC – libraries 38,858 13,184 and theatres Source: Manchester City Council

Case study - Neighbourhood Arts Funding

Following transformation, Manchester’s new As well as delivering local benefits and opportunities for Community and Cultural Services (CCS) brings together CCS staff to acquire skills in a new medium – the arts– libraries, culture, sports, open spaces and parks as part the projects will also support the city’s cultural strategy, of the Neighbourhood Services directorate. The aim is Cultural Ambition, and the Arts Council’s ‘Achieving Great to deliver in a locally responsive way that maximises Art for Everyone’. Both strategies share the desire to resources with staff, delivering across the spectrum ensure residents have access to high-quality arts of interconnected services. experiences and have opportunities to engage with the world- class cultural offer in the city (and beyond). The Culture Team is a strategic arm within the new service working with the Area Teams to ensure that All the projects will be delivered by professional artists or culture is a key part of the neighbourhood offer. organisations, including Band on the Wall, Dance Initiative Greater Manchester, Venture Arts, and Manchester Craft One of the Culture Team’s first initiatives is the Mafia. The projects are intended to stimulate ongoing Neighbourhood Arts Funding scheme, with funding relationships between arts organisations, communities from the Council’s partnership with Arts Council and area teams. England. Ten smal-to-medium arts projects have been developed and these are taking place across the city as This will be further supported by the Culture Team through part of local delivery plans. It is an exciting programme training sessions for CCS staff to share learning, develop and includes photography skills for Wythenshawe’s further knowledge and build on their initial projects. Grand Day participants, physical improvements in an east Manchester park, the development of literature and dance events in the south of the city, and community engagement through craft activity in the central wards and through film-making and music in the north.

112 Manchester’s State of the City Report 2011/2012

Visits to indoor leisure facilities rose in 2011/12; Manchester will provide the Archives+ service, a partnership between City Council is continually working closely with the three key archive providers in the city, with more space accessible trusts to provide high-quality diverse leisure opportunities to customers and visitors than ever before. A socially that engage Manchester’s communities in healthy activity. inclusive range of services will be established, removing Parks continue to deliver value for money and show barriers to participation, and fully reflecting the cultural and year-on-year improvement. This is the result of a reduced social diversity of Manchester and the north west. budget, more efficient and effective use of staff resources, The transformative vision for Central Library is to broaden new ways of delivering improved services, and fostering its reach to reassert its role at the heart of Manchester’s strong partnership working with Friends of Parks user communities. Before its closure, the ratio of publicly groups to deliver joint initiatives. The number of participants accessible space to back of house was 30:70. After reopening, from schools/other educational establishments using this will be reversed, with the public able to directly access leisure facilities has increased, despite a slight reduction in 70% of the building. The whole fourth floor will be public the number of arranged sessions targeted at this group. space, enabling access to a broad range of reference In essence this demonstrates good value for money: collections that was not previously possible. The change of more participants, yet fewer sessions. ethos is underpinned by changes to service delivery. The Manchester’s parks and green spaces have attained 36 use of self-service technology will allow staff to floor-walk Green Flag Awards this year (2011/12), an increase of three and interact more directly with customers, with an emphasis compared to last year. For the sixth consecutive year on excellent customer service. Improved access to the new Manchester continues to hold the most Green Flags for circulation core, new ground-floor access and improved parks across the UK. welfare facilities will greatly improve and enhance the customer experience. The transformation is supported by Although galleries attracted fewer visits in the final better systems, new technologies and a range of customer- quarter of 2011/12 compared to the same period last year, focused service improvements. This form of channel shift is visits over the whole year 2011/12 were up on 2009/10. cost-effective, convenient and empowering for customers The monthly pattern of visits over a year is affected by who want easier, faster access to information and to changes in the temporary exhibitions programme, the remotely manage their library accounts. timing of Easter holidays, and external factors such as the weather and changes to transport. The increase in school Cultural priorities 2012/13 participants in Manchester City Galleries is mainly due to a • Increase the range of cultural activities accessible by all substantial increase in the final quarter of the year, when to improve the health and civic pride of Manchester two funded outreach pilots were implemented to address residents, including older people. the fall in participants noted in the first half of the year. • Provide Manchester’s children, young people and their Libraries saw a decrease in performance in relation to visits families with increased opportunities to experience and and participation in educational sessions. This was mainly influence high-quality, positive, cultural and due to the impact of the outcome of the Library Service recreational activities. Review in July 2011, whereby after an extensive consultation process it was agreed that two small libraries would close • Continue to support the cultural economy, including and the Mobile Library Service would be withdrawn. Manchester’s musical heritage and creative and digital Opening hours were reduced across the city by an average industries. Identify and encourage new opportunities of 20%, ensuring geographic provision in line with usage for skills development and pathways into employment trends and the findings of the consultation. This, in in the cultural sector for Manchester residents. addition to the closure of Central Library in 2010, led to a • Maintain and develop our strategic relationships with considerable decrease in footfall, a trend that is likely to cultural partner organisations. Support the continue until Central Library reopens in 2013. sustainability and growth of the sector’s infrastructure The recent opening of the landmark Avenue Library in and attract investment to ensure the best outcomes Higher Blackley, along with the shift in the way customers and services for Manchester’s residents. are accessing services, for example through self-service technology and online services, should help to improve performance in the coming year.

A new and extended Central Library will reopen in late 2013 after a programme of renovation and refurbishment. Restoring the Grade II* listed building has given the opportunity to reshape the way library, information and archive services are delivered in Manchester. The new library

113 Manchester’s State of the City Report 2011/2012

Case study – School visits to cultural and recreational facilities

Two funded outreach pilots were implemented to Table 23 Number of visits to cultural promote participation in the school visit programme. and recreational facilities These proved to be successful as there were more than 7,600 participants, which was more than double the 2008/09 2009/10 2010/11 target. The learning team at Manchester City Galleries 42,382,591 41,761,783 41,905,660 devised two new pilots to fit in with changing school Source: Manchester City Council, All About Audiences, needs and interests. Manchester Evening News Arena and Manchester City Football Club The first pilot concerned a larger, HLF-funded learning programme called The Pre-Raphaelite Experiment. This focused on visitor groups, including schools, being In the ‘Connect… Be active… Take notice… Keep learning… empowered to reinterpret key paintings in Manchester’s Give… Five Ways to Wellbeing’ report by the New internationally renowned Pre-Raphaelite collection. Economics Foundation (NEF), a review of up-to-date Critically for schools, the project started with in-depth evidence suggests that building five actions around teacher training and combined gallery visits and outreach. the themes of social responsibility, physical activity, awareness, learning, and giving into our day-to-day lives The second pilot was the trialling of Super Learning Week is important for wellbeing and positive mental health. in consultation with a partner primary school, Crosslee Primary in north Manchester. This pathfinder project Activities could include attending or participating in engaged all the school’s pupils for one week, as the school cultural events and festivals with others in a local collapsed the curriculum and focused on enrichment. In community and giving back to the community through response to the school’s need we blended on-site gallery community groups, being active through a diverse range activities with outreach work at the school. of sports activities, encouraging curiosity of everything and trying something new or different such as museum/ The number of visits to cultural and recreational facilities, gallery collections, festivals, and music. including visits to Manchester City Council cultural and recreational facilities – the Manchester Evening News Arena, Manchester City Football Club, and other cultural venues – decreased from 2008/09 to 2009/10. Urbis closed in February 2010, which contributed slightly to the decrease in footfall, although in the main this was because of decreases in visits across all Manchester City Council facilities. There was a slight increase from 2009/10 to 2010/11 (Table 23).

114 Manchester’s State of the City Report 2011/2012

Case study – The Avenue Library and Learning Centre: a success story at the heart of the neighbourhood

Once upon a time libraries were only about books and The building, part of a new retail regeneration development, there the story ended. However, Manchester’s newest enables delivery of a considerably enhanced service for library is an impressive illustration of how our library local people. There are more new books, over twenty service has evolved to meet the changing demands of public access computers, improved access to Council those who use it. services, free Wi-Fi, and a large community meeting room space to use and enjoy. There’s plenty of space in The Avenue Library and Learning Centre sits prominently which to relax and study, and the new resource has at the junction of Victoria Avenue East and Rochdale Road longer opening hours to meet the demands of customers. right at the top of the city. Building on the innovative and A child from St John Bosco’s Primary School said of their successful partnership developed initially in Longsight first visit: “This is brilliant! I love the computers and all the between Manchester Libraries and Manchester Adult squashy sofas and cushions, and the big drawings on the Education Service, The Avenue is our second library wall. I’ll be here lots.” learning centre in the city. There, residents of all ages can now experience a quality 21st-century public library Whether customers are studying or relaxing, the new service alongside a comprehensive adult learning offer. premises provide an ideal environment. This successful new facility highlights the importance of positive Adult learners, returning to learn, wanting to improve partnership working. Together two services seamlessly basic skills, develop their creative ability or improve their deliver responsive and adaptable services. Here together IT and employment prospects, are able to do all this and we ensure that our services continue to be relevant and much more in the heart of their own neighbourhood. popular to residents in their own neighbourhood. The Customer feedback in the first week of opening was Avenue Library and Learning Centre is another example resoundingly positive, eg. “We’ve waited for this for a of how services in Manchester continue to improve in long while and seeing the new library and beautiful tandem with the regeneration of the city. classrooms today is wonderful. It doesn’t disappoint and I can’t wait to get as good on the computer as my son!”

The new resource far exceeds the former limited library offer delivered at the old Higher Blackley Library, which had sadly reached the end of its productive life. By contrast, the new resource – opened in May 2012 – points the way to the future, with an emphasis on quality, convenience and comfort.

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Case study – Partnerships with national governing bodies of sport: inward investment, new facilities and jobs

Since the 2002 Commonwealth Games, Manchester City GB Taekwondo secured £170,000 and transformed Council’s Sports Development Team has established Ten Acres Lane Sports Centre, Newton Heath into a partnerships with a number of national governing world-class community and performance facility. The bodies of sport. Driven by the Council’s first Sports National Squash Centre, Bradford continues to be the Policy established in 1996, this strategic approach to home of English squash and racketball; it is open for developing sport created a portfolio of focus sports community pay and play, schools activity, national and aiming to develop new sporting opportunities for local regional local performance squads, and is the home to residents. Growing from nine focus sports in 2002, the two community clubs. city now proactively develops 18 sports. Manchester also remains the home of GB Water Polo Since 2002, in addition to allowing local residents to and GB Disability Swimming, based at the Manchester participate in a wide range of sports and enjoy first-rate Aquatics Centre, Ardwick. This facility remains the UK’s facilities, this strategy has resulted in: busiest swimming pool and provides the foundation for community development programmes alongside • The city hosting 216 major sporting events with an two of the country’s leading aquatics clubs: the City of economic impact valued at £92million Manchester Water Polo Club and the City of Manchester • £37million of inward investment for the city through Aquatics Swim Team. partners, including UK Sport, North West The Council is also working strategically with British Development Agency and other commercial and Swimming and England Squash and Racketball on its media partners indoor leisure review, with a view to replace three old • Over 1.6million visitors to these events swimming pools with three new leisure facilities.

• 168,000 volunteer hours worked. In addition, these and many other sports are supported by a programme of major sporting events that not only This partnership approach has led to long-term strategic ensure Manchester comes alive with sport, but support plans being developed in a number of sports, including the city’s worldwide reputation as a major centre for swimming, water polo, taekwondo, squash and cycling. sport. Our annual programme of major sporting events In addition to development activities, these plans have has not only resulted in Manchester being recognised as centred on facility developments and major events and the ‘world’s best’ and ‘ultimate sport city’, but also in are cemented in long-term agreements (Memorandums, significant legacy opportunities for communities in our of Understanding) between the Council and sports bodies. focus sports. Each year the programme also returns an estimated £9million to £14million to Manchester’s August 2011 saw the opening of the first National Indoor economy and in 2011/12 this was estimated at £13million. BMX Centre, which builds on the worldwide success of the Manchester Velodrome. This new state-of-the-art £24million centre in Ancoats and Clayton secures Manchester as the home of British cycling for the next ten years.

116 Manchester’s State of the City Report 2011/2012

Case study – Embedding cultural activity in Ardwick

The Ardwick Statutory City Region Pilot provided a Three sessions engaged 44 delegates from a range of unique opportunity to explore how to deliver services in organisations. Links were established between Ardwick- more effective and efficient ways and to develop a based organisations and cultural venues to create 11 new framework to address problems in this neighbourhood. pilot partnership projects, including: Ardwick identified three key priorities: children 0–5 and • Developing a confidence and social skills course for their families, worklessness as a product of poor mental young mums health, and integrated neighbourhood management. Research evidence indicates that cultural intervention • Allotment taster sessions, combining drama with can be successful in improving life chances for families Healthy Ardwick and people with mental health difficulties. • Linking heritage through the People’s History Museum Therefore, working with the Ardwick City Region Pilot, with an ESOL citizenship course the Culture team developed a project that sought to • Visits to Manchester Museum as part of a Parents First embed cultural activity in Ardwick. This would: Step Back into Work Group • improve community capacity and resilience of • Photographic course for unemployed young men individuals • Cultural taster session for community groups at the • reduce the level of worklessness through using People’s History Museum cultural interventions to engage communities • Working with The Manchester College to deliver • improve low levels of wellbeing pre-employability training based on the Ardwick • ensure the cultural sector is embedded in joint Heritage trail working practices with other providers (public, • Developing local digital champions as part of the private and voluntary and community sector) MOSI Along project. and communities to achieve better outcomes for residents in Ardwick. A cultural consortium led by local cultural organisations has been established to ensure the sustainability of the The project delivered across a broad range of activity, work beyond the lifetime of the investment, supported including working with both local and larger central by the local regeneration Tteam and Community and cultural organisations to develop a comprehensive Cultural Services Engagement Officer. Collectively, directory of cultural activity for residents, which Gaskell House, the Ida Kinsey Centre, the Pankhurst improved accessibility and increased the range of cultural Centre and Victoria Baths are committed to progressing offer for Ardwick. A continual professional development this work across Ardwick. Together they are exploring programme was developed for cultural staff to raise their new ways of working and applying jointly for external awareness of the Ardwick ward, so they could funding to continue delivering new and innovative understand the needs of complex families while services for their local communities. providing networking opportunities with local groups.

117 Manchester’s State of the City Report 2011/2012

Date: July 2012 Contact: Manchester Partnership Manchester M60 2LA

Email: [email protected] Web: www.manchesterpartnership.org.uk

Acknowledgements: This report was prepared by the Manchester Partnership in conjunction with Manchester City Council

Photography by Mike Pilkington 136 73049 – Manchester City Council 2012