Agenda Item No. 9(e)
Wolverhampton City Council OPEN EXECUTIVE DECISION ITEM (AMBER)
Cabinet/Cabinet Panel CABINET Date 08.12.09
Portfolio(s) COUNCILLOR PASK
Originating Service Group(s) OFFICE OF THE CHIEF EXECUTIVE ABCD PARTNERSHIP
Contact Officer(s)/ JOANNE LANCASTER, TIM CLEGG KEY DECISION: YES/NO Telephone Number(s) 01902 554002 01902 556747 IN FORWARD PLAN: YES/NO
Title ABCD SUCCESSION STRATEGY
Recommendation
It is recommended that Members are asked to:
1. Approve the draft succession strategy and its appendices. 2. Agree the key issues identified in the strategy for further action and to require plans to respond to these issues where appropriate. 3. Note the requirements of CLG for local governance arrangements including community empowerment and the key role for the Blakenhall and Ettingshall Local Neighbourhood Partnerships delivering this element of the succession strategy.
C:\Documents and Settings\pand022\Local Settings\Temporary Internet Files\OLK173\R27 - ABCD CABINET doc revised.doc
1. PURPOSE
1.1 To provide information to the Cabinet on the development of a Succession Strategy for the All Saints & Blakenhall Community Development (ABCD) New Deal for Communities (NDC).
1.2 To identify the requirements of CLG for Local Governance arrangements, including community empowerment and the key role for the Blakenhall and Ettingshall Local Neighbourhood Partnerships in delivering this element of the Succession Strategy.
1.3 To set out the key issues identified for further action by the appropriate Strategic Theme Partnerships
1.4 To ask Members of the Cabinet to endorse the succession strategy and it appendices.
2. BACKGROUND
2.1 The ten year government funded NDC Programme in the All Saints, Blakenhall and Parkfield areas of the City comes to a close on the 31st March 2011. The NDC Programme has been a valuable part of the Government’s efforts on neighbourhood renewal and CLG are requiring NDC’s, their Accountable Bodies and other key partners to develop succession plans to secure the successes and benefits delivered by NDC’s to their communities into the long term. CLG issued Programme Note 44 to the Council and ABCD, setting out their aim that the experience gained, lessons learnt and best practice developed should inform and influence the way in which Local Authorities and others tackle the needs of deprived communities in the future.
2.2 Programme Note 44 has been supplemented with further guidance, including Programme Note 46 which sets out the objective of Succession Strategies as being:
To plan and explain how the improvements made in the NDC Partnership areas will be sustained beyond the ten year government funding and into the long term and how assets will be maintained. This should sustain and build on the improvements and benefits made in the area and protect the investment made. Strategies should be clearly placed in the context of delivering solutions to local issues, clearly showing the contribution they will make to the Local Area Agreements (LAA) and other local strategies.
2.3 The outcome to be achieved through the Succession Strategy is set out as follows:
Each NDC Partnership will have a clear and developed Succession Strategy agreed with both their Accountable Body and signed off by CLG and Government Office (GOWM).
C:\Documents and Settings\pand022\Local Settings\Temporary Internet Files\OLK173\R27 - ABCD CABINET doc revised.doc 2.4 The role of the Council as Accountable Body is to:
1. Work with other local partners to mainstream those projects that continue to contribute to the delivery of local strategies and neighbourhood priorities and consistent with the Sustainable Communities Strategy in discussion with GOWM; 2. Actively work with the NDC Partnership’s and GOWM to deliver the Transition Plans and Succession Strategy; 3. Approve NDC Partnership’s Succession Strategy and Business Plans for capital assets being transferred; 4. Report the development, responsibility, outcome and implications of NDC Partnership’s Succession Plans to the Local Strategic Partnership (LSP) gaining support and involvement where required.
2.5 Scrutiny have considered the details of the Succession Strategy and their recommendation is as follows: - That the Cabinet be encouraged to meet the ongoing revenue commitments identified in the report in order to secure capital investment in the ABCD area.
However, as yet the full and ongoing revenue costs have not yet been confirmed, and whilst in principle support would be appropriate, unconditional commitment may be imprudent. Work is underway to evaluate the full costs arising from the Succession Strategy and once this is concluded a full report will be submitted to Cabinet to allow Members to reflect on the options.
3. DETAILS
CLG REQUIREMENTS
3.1 CLG Requirements
Assessment Criteria
The Government will assess each Succession Strategy against 8 criteria, which in summary are:
Criterion 1: The outcomes to be delivered are appropriate for the NDC area and the community it serves.
• The Succession Strategy must demonstrate an appropriate contribution to delivering the local priorities as set out in the Local Area Agreement (LAA) and other strategies including the Sustainable Communities Plan – linked up to any partner targets or Improvement Plans that are relevant.
Criterion 2: The community continues to be empowered and community leaders are supported
• The Succession Strategy must set out how the NDC community will continue to be empowered and what role it will play in the new arrangements – explaining the type and depth of engagement set in the broader context of the Local Authority’s Empowerment Agenda.
C:\Documents and Settings\pand022\Local Settings\Temporary Internet Files\OLK173\R27 - ABCD CABINET doc revised.doc Criterion 3: An agreed split of responsibilities in continuing NDC activities/projects/services (between any successor body, the Local Authority, LSPs and other partners).
• All partners must agree what activities will be undertaken in the area and by which organisation – the Strategy must evidence an appropriate analysis of ongoing NDC activities and projects in terms of how best improvements can be sustained:
a) Which activities should - I. Continue II. Be discontinued III. Be started b) The proposals for delivery –
I. mainstreamed by Local Authority
II. mainstreamed by another local delivery partner
III. taken forward by an NDC successor organisation IV. taken forward by another organisation
Criterion 4: The NDC’s assets are safeguarded into the long term
• The Strategy must satisfy Government that assets and proceeds of any asset disposal will continue to be held and used for the benefit of the community. • Where assets are transferred to a successor body it must have objects consistent with those of the NDC whose activity it is to sustain and have a robust Business Plan for managing and maintaining the assets, with experience of doing so successfully or with assistance from such a partner.
Criterion 5: Governance arrangements support the objectives of the succession plans
• The Strategy must provide evidence of mutually supportive roles between the Local Authority and other delivery partners (and any successor body) and how these partners will interrelate into the longer term, which must be agreed by all parties. • Specifically for any successor organisations – appropriate organisational structures and Objects, including the proposed composition of the Board; the members’ mix of skills against the identified skills needed and details on how the Board will be selected and appointed.
Criterion 6: The risks to the succession strategy have been properly identified and are being actively managed
• The Strategy must include a template setting out what risks have been identified to its implementation; the likelihood of these risks materialising; their potential impact and the planned management and mitigation strategy. • Where a successor organisation is being established - a separate risk register and management strategy to ensure assets will be managed appropriately.
C:\Documents and Settings\pand022\Local Settings\Temporary Internet Files\OLK173\R27 - ABCD CABINET doc revised.doc Criterion 7: The strategy must be agreed by the Local Authority/ Accountable Body and supported by local partners • The Strategy must be signed by both the NDC Chair and Chief Executive and the Local Authority Chief Executive
Additional criterion for those NDCs choosing to have successor bodies
Criterion 8: The successor vehicle must be financially independent into the long term
• The Strategy must provide a Business Plan for each successor body that demonstrates the successor body’s contribution to each of the criteria 1-7 detailed above, as well as this criterion. • From the start, for any successor vehicle, a Business Plan that includes a detailed plan of activities and a Financial Plan for year 1, an outline 5 year plan and an explanation of projected plans for years 6- 10.
Documentation
It is a requirement that the NDC and the Local Authority Chief Executive agree the Succession Strategy and all documents prior to submission for approval to Government, required documents being:
a. An overarching Succession Strategy for the NDC succession area – addressing each of the outlined criteria (a maximum of 20 pages plus annexes)
b. An Asset Register and future Management Strategy
c. A comprehensive Risk Register and Management Strategy
d. Business Plans for successor organisations
In addition, the Asset Register should include information on:
• Who will own the asset after succession and from what date; • Who will manage the asset; • What is the sale value on transfer of the asset (and method of valuation); and • Whether transfer of the asset has been agreed in principle. If the assets are being retained by the Local Authority or otherwise being mainstreamed, CLG will expect to see a plan setting out the proposed management of the assets, the likely liabilities and an explanation of the income and expenditure needs of these assets. If the assets are to be transferred to one or more successor vehicle, CLG will require submission of a Business Plan for each successor vehicle.
C:\Documents and Settings\pand022\Local Settings\Temporary Internet Files\OLK173\R27 - ABCD CABINET doc revised.doc 3.2 SUMMARY OF SUCCESSION STRATEGY KEY ISSUES AND CHALLENGES
3.3 The ABCD Partnership has delivered improvements in all of the key theme areas and this is set out within the Succession Strategy. As part of developing the strategy an assessment has been undertaken to identify the key issues to ensure that post March 2011 improvements are sustained and escalated and that key remaining challenges and threats to delivery be addressed. The outcomes of this assessment are included within the strategy document and in summary are:
Education, Skills and Lifelong Learning
Significant progress has been made to address foundation stage child attainment and reduce the proportion of school leavers in negative destination (NEETS), despite this education is the priority succession strategy challenge theme for the partnership for the following reasons:
There is a widening gap in educational attainment between ABCD pupils and the city average. Educational attainment is identified in the local area agreement as a priority in its current improvement plan.
3.4 Outcome Performance in the NDC area across six of the Partnership’s Education and Lifelong Learning Outcome measures are identified as requiring significant and continued action and support from partner agencies over the remaining year of the programme and following its closure in 2011.
3.5 Community Safety
Considerable progress has been made in reducing overall recorded crime and resident fear of crime in the ABCD area and there have been significant improvements across a number of local outcome measures, including domestic burglary and the perception of business crime as a problem. Community safety remains a key issue for local people and a small number of outcome measures have been identified as requiring further activity including the NDCs overall crime rate per 1,000 population.
3.6 Housing Regeneration
Progress on the completion of the All Saints Area Housing Regeneration Scheme is of critical importance, particularly as this will not be completed until after the close of the NDC Programme. The City Council has a key role in driving the completion of this scheme and ensuring the regeneration of the wider All Saints area. Private sector housing, both rented and owner occupied remain key issues for further activity.
3.7 Local Governance & Community Empowerment
Local Governance structures and the further development of community empowerment within the area are critical to the continued regeneration of ABCD and the role of the Blakenhall and Ettingshall Local Neighbourhood Partnerships will be critical to the success of this.
C:\Documents and Settings\pand022\Local Settings\Temporary Internet Files\OLK173\R27 - ABCD CABINET doc revised.doc 3.8 KEY DOCUMENTS ATTACHED AS APPENDICES TO THE SUCCESSION STRATEGY
3.9 Appendix 1 - A plan of the area, indicating the boundary to the area of benefit and the key capital projects (to be tabled).
Appendix 2 – The Project Sustainability Table – This sets out under the main theme areas those projects that will continue, end or start, together with the organisations responsible for there delivery in the future and any actions to be taken to secure the NDC investment and to allow continued community acts.
Appendix 3 – Strategic outcome contribution to and alignment with LAA priorities and targets.
Appendix 4 – Asset Register and Plan – this includes all assets acquired with NDC Grant with the value greater than £10,000, their ownership and management arrangement.
Appendix 5 – Risk Management Plan – This sets out the key risks that have been identified to the succession strategy, together with actions to mitigate that risk.
4. ENVIRONMENTAL/EQUAL OPPORTUNITIES
4.1 There have been positive environmental and equal opportunities implications arising from ABCD New Deal for Communities. ABCD has contributed to the delivery of local strategies and neighbourhood priorities that are consistent with the Sustainable Communities Strategy. Throughout the life of ABCD there has been involvement and engagement with all parts of the community in the defined areas together with the Wolverhampton Network Consortium, the Compact and the Wolverhampton Voluntary Sector Council thereby ensuring that equalities issues and concerns have been identified and addressed. The succession strategy includes provision for engagement arrangements to continue including an emphasis on community empowerment.
5. FINANCIAL IMPLICATIONS
5.1 The Council is the accountable body for the funding that has supported the ABCD programme.
5.2 Under Phase 2 of the NDC Programme, the ABCD Partnership received £53.5m from April 2001 for a period of ten years to which it has added further public and private sector funding levered into the area to enhance the Programme. During 2009/10 and 2010/11 Government funding of £14m remains available to ABCD, anything that is not fully spent by 31 March 2011 will effectively be returned to the Government resulting in lost investment in the City. ABCD’s aim is to ensure that all of these funds are fully spent in advance of 31 March 2011 in order to prevent this from happening, at the end of September 2009 £12.4m remains available to ABCD.
C:\Documents and Settings\pand022\Local Settings\Temporary Internet Files\OLK173\R27 - ABCD CABINET doc revised.doc 5.3 Of the remaining ABCD projects there is one that could expose the Council to a financial risk, this relates to the Vicarage Road Compulsory Purchase Order project and a full report is due to be presented to Cabinet (Resources) Panel in the near future. The risk to the Council is that if this project is not completed by the 31 March 2011 the Council will then have to fund the final stages of this project. At this stage the maximum financial exposure is estimated to be £0.75m, however, this would only materialise if no further properties were acquired in the next 14 months. In addition risk mitigating measures are being worked on in order to minimise this risk as far as possible.
5.4 There is also a risk that the Council could be subjected to a financial penalty in the form of clawback due to assets having to temporarily transfer to the Council before they eventually transfer to a development, this could exceed £1m. However, ABCD and the Council will work with CLG in order to ensure that they recognise the purpose for the transfer of such assets to remove any financial risk for the Council. CLG will make clear their view on this as part of their response to ABCD’s Succession Strategy which will be the better part of a year before any transfer would take place and the Council is unlikely to agree to the transfer of these properties unless CLG confirm that they will not be subject to clawback.
5.5 One further financial risk for the Council relates to the cost of redundancy as ABCD staff are employed by the Council and seconded to ABCD. Therefore, such costs would fall to the Council for all staff employed on 31 March 2011 who have not found alternative employment. It should however be noted that statutory redundancy payments can be funded from the NDC grant, so only sums above the statutory minimum would have to be funded by the Council.
6. LEGAL IMPLICATIONS
6.1 There are no immediate legal implications arising from this report. If the actions identified include the transfer of assets to the Local Authority the legal effect will need to be considered in detail at that time.
.
C:\Documents and Settings\pand022\Local Settings\Temporary Internet Files\OLK173\R27 - ABCD CABINET doc revised.doc 1. Introduction
1.1 Welcome to the All Saints and Blakenhall Community Development (ABCD), Wolverhampton, Succession Strategy. This document sets out how the improvements made in the ABCD area as a result of the New Deal for Communities (NDC) Programme will be sustained beyond the programme end date in March 2011 and how those outcomes which remain challenges will be addressed. The ABCD Partnership has succeeded in improving the quality of many areas of life for local people and this in turn has contributed to delivering the priorities of the Wolverhampton Local Area Agreement (LAA) and the Sustainable Community Strategy.
1.2 The Succession Strategy provides an account of how the learning from the community led neighbourhood regeneration approach adopted by the NDC has contributed to City wide policy including Local Neighbourhood Partnerships (LNPs) LAA target setting, the Sustainable Community Strategy and service improvements in key theme areas such as community safety, education and health.
1.3 The ABCD Board has a majority of resident members directly elected by their neighbourhoods who have driven the development of the Partnership and the delivery of the programme to benefit local people. The Board decided that the funding provided by Government and the additional resources levered in by the Programme be invested in service improvements, community led projects and capital projects that have a clear and immediate regeneration purpose.
1.4 The Partnership Board has worked with the Local Strategic Partnership (LSP) and community structures in the City to sustain that benefit rather than setting up new organisations. This has resulted in the decision not to invest in properties to generate a revenue stream or fund an additional successor organisation, but rather to grant aid existing organisations working in the area. We have funded assets that deliver community led services and we are working with the LNPs to sustain and develop wider partnership working and effective community engagement in local decision making.
1.5 Wolverhampton has a well developed partnership working structure through the LSP and its theme partnerships. The strong representation of the NDC on the Economic Development, Community Safety and Housing Strategic Partnerships has enabled it to influence policy development in these areas. The NDC has also been able to support the development of the LAA and the Sustainable Community Strategy which includes an approach to gap narrowing which is aligned to the NDC way of working.
2. Background
2.1 The area of All Saints, Blakenhall and Parkfield, to the south of the City Centre of Wolverhampton, was identified as one of the most deprived in the country and eligible to apply for New Deal for Communities funding. Under Phase 2 of the NDC Programme, the ABCD Partnership received £53.5 million from April 2001 for a period of ten years to which it has added further public and private sector funding levered into the area to enhance the Programme.
ABCD Succession Strategy 26 Nov 091 2.2 The starting point for the NDC programme in 2001 was the recognition that the local communities had been “knocked about” by economic change, social polarisation, housing market collapse and public retrenchment. This was compounded by a postcode stigma and the damage that this causes to personal worth and community esteem. In stark terms: - • Unemployment was double the Wolverhampton average (15% compared to 7%); • Crime was 50% higher (recorded crime at 206 per 1,000 population compared to 139 for the City); burglary rates double the City average (69 per 1000 households compared with 33); • Education - some 28% of school leavers not continuing in education, training or employment (double the national average), some 40% of residents of working age had no qualifications compared to 25% in Wolverhampton; • Health indicators pointed to a lower life expectancy with higher death rates for CHD (156 compared to 100 per 100,000 in the City) and a high rate of hospital admission for mental illness (875 compared to 522 per 100,000); • Housing - higher turnover of social housing stock that was more than twice that for Wolverhampton – 37.8% compared with 15.6%.
2.3 An Area of Diversity of Population, Economic Activity and Housing Next to the City Centre
The ABCD is different from many NDCs in having a diverse community with a majority black and minority ethnic (BME) population, living in a mix of housing tenures, with a significant number of small and medium sized local businesses providing employment. The area is divided from the City Centre by the Ring Road and has with three major distributor roads linking the City Centre to Birmingham, the Black Country and surrounding centres of population. The Birmingham Canal also forms the boundary to the NDC area to the east.
2.4 This picture of a diverse population within an edge of City Centre location resulted in a complex challenge for the NDC but with the opportunity to work with a wide range of partners to generate improvements to the economic, social and physical well being of the area.
2.5 A plan showing the area and the location of the key capital schemes is attached as Appendix 1.
3. Developing the Succession Strategy
3.1 The active engagement of partners has been an important part of the success of the ABCD programme and this has been continued in the development of the Succession Strategy. ABCD has met with officers and members of our partner organisations and Government Office for the West Midlands (GOWM) over an extended period to discuss the key issues that inform the Strategy and the detailed development of plans for individual theme areas.
ABCD Succession Strategy 26 Nov 092 3.2 The ABCD Board established a Sub Board with responsibility for our approach to succession. This Sub Board has directed the development of the Strategy and ensured the engagement of partners. Senior managers from our key partners, including the Chief Executive and Corporate Management Team of the City Council, the Chief Executive and Director of Public Health of the Primary Care Trust, the Chair and the Director of the LSP and the Chief Officer of the Voluntary Sector Council have all met individually with the Executive Director and senior managers of the NDC during the development of the strategy.
3.3 Colleagues from a range of City Council departments have contributed to the development of the Strategy and its appendices. This has included officers from Finance, Property Services, Regeneration and Environment, Adults and Communities Services, Children and Young People and other service delivery departments.
3.4 A well attended partner event was held which agreed the approach to sustaining effective local partnership working and community engagement in local decision making, together with the key issues for partners as we approach the end of the Programme and which are set out in this Strategy. A number of meetings have been held with the Local Neighbourhood Partnership Boards for Blakenhall and Ettingshall to discuss the proposals concerning community empowerment.
3.5 The draft strategy has been endorsed by the LSP Executive Board and the Council’s Scrutiny Committee prior to its consideration by the ABCD Board and City Council Cabinet.
3.6 Detailed negotiations have been undertaken with partner organisations to review projects funded by ABCD and to identify which activities should be continued, those that have been completed and have been discontinued and any new activity. This negotiation has been complicated by the current financial situation faced by both private and public sector partners and in particular the City Council as our major partner. The outcome of these negotiations to date is represented in Appendix 2 the Project Sustainability Table.
3.7 The Partnership has sought to build sustainability into the design and delivery of our programme. This can be seen in a number of different ways in which we have developed projects to deliver the programme:
• Delivering the major capital projects by funding statutory agencies or established community led organisations e.g. the ASAN Workspace, delivered in partnership with the All Saints Action Network Development Trust; please see Criterion 4 for other examples.
• Ensuring sustainable design in capital projects that reduce the impact on the environment and the long term running costs e.g. the award winning Cross Street South Eco Homes, St. Luke’s School (BREAAM Excellent), Blakenhall Neighbourhood Centre and bringing new life to
ABCD Succession Strategy 26 Nov 093 old buildings e.g. ASAN Workspace and the award winning scheme for the former Boot and Shoe Factory.
• Innovative revenue projects that have been mainstreamed by key partners, including the City Council and the PCT, e.g. Walking to Health, Neighbourhood Wardens and the Economic Forum.
• Working with Citywide structures and neighbourhood arrangements to make them sustainable in our area e.g. LNPs, Neighbourhood Enterprise and Skills Boards and Police and Community Together (PACT) meetings.
4. Developing Existing Community Organisations rather than establishing a New Successor Body
ABCD has a number of community based organisations to strengthen their capacity to maintain improvements in the area, empower the community and support community leaders. This engagement through the two LNPs, social enterprise and community representation through the ASAN, the BME United social enterprise, a range of community and voluntary organisations and churches and temples with strong volunteering and social care activities.
Although establishing a new organisation as a Successor Body to ABCD was not a need for the ABCD Board a separate ABCD Trust was set up as a Company Limited by Guarantee to acquire and own property and other assets. This was for the purpose of delivering the agreed NDC Programme and the Board has taken a decision to dissolve this organisation prior to the end of March 2011.
5. The Outcomes to be Delivered Meet the Needs of our Community (Appendix 1 Criteria 1 and 3)
5.1 The Impact of the ABCD Programme The ABCD Partnership has delivered significant improvements in the NDC Area across each of the key themes below. In addition to the specific outcomes listed, improvements have been made in service delivery, community engagement and partnership working, which will be maintained by partners after the end of the Programme. The Partnership has identified opportunities for projects to deliver outcomes in more than one theme area where possible e.g. the links between the Walking for Health Project, the refurbishment of Phoenix Park and improved street lighting that have led to large numbers of residents taking regular exercise, delivering benefits in health, community safety and community engagement and cohesion. Links between projects and the cross cutting improvements that have resulted are identified below and in section 6, which also addresses Criterion 3.
5.2 The account set out below includes the local priorities for the area, their links to the LAA (set out in detail in Appendix 3) and other strategies, what has been achieved and the key themes identified for ongoing activities.
ABCD Succession Strategy 26 Nov 094 5.3 Crime and Community Safety The improvements achieved by the ABCD Partnership in this theme have been critical to many of the successes in other theme areas. At the beginning of the Programme the image of the area was dominated by being the red light district for Wolverhampton, high levels of domestic burglary and anti-social behaviour. It is a major achievement of the Programme that this image has been changed by our success in reducing prostitution and crime.
5.4 Overall crime has fallen by 46% from 224 crimes per 1000 population to 121 per 1000 population. This is a major success, however during the same period the cities overall crime rate fell by 40% and therefore while the gap between ABCD and the city has been reduced from 76 per 1000 in 2001/02 to 31 per 1000 2008/09 there will need to be a continuing focus on reducing crime and narrowing this gap.
5.5 The gap in relation to the City’s crime levels has been reduced in all crime categories with the exception of robbery where it has widened in common with the experience of other NDCs. There has been a reduction in domestic burglary of over 60%, theft of vehicles has fallen by 73% and theft from vehicles by 56%, theft from the person has reduced by 79% and thefts from shops and stores by 54%.
5.6 Community Safety is identified in the Sustainable Community Strategy as the highest priority for residents and this is reflected in the commitments made by the Safer Wolverhampton Partnership in the “We Feel Safer and More Involved” strand of the strategy and the LAA. The issues identified by ABCD are consistent with these documents with the exception of the local issue of vice, which is dealt with below.
5.7 A neighbourhood approach to tackling crime has been firmly established with clear and effective structures that will continue after the NDC programme, including Police led Partners and Community Together meetings (PACT), All Saints and Blakenhall Local Tasking Group, the Prostitution Intelligence Group and the Local Neighbourhood Partnerships.
5.8 An important reason for the reduction in domestic burglary by 64% has been target hardening of homes including window and door locks, alarms and alley gates. The ABCD Safer Homes Project has been succeeded by the two LNPs who have a (non NDC) budget for target hardening of £30,000 each.
5.9 The Police Service estimates that the number of prostitutes regularly active in the area has reduced from over 250 to fewer than 40 during the life of the Programme. This has been achieved by good partnership working with the City wide Prostitution Task Force, the Police Service, PCT, Magistrates and the City Council. Targeted action has reduced the number of curb crawlers and support is offered to women who wish to quit prostitution. The Prostitution Task Force is committed to ensuring that a focus is maintained on vice issues and the Police Service has re-iterated its continuing commitment to tackle vice issues through its Neighbourhood Policing Teams.
ABCD Succession Strategy 26 Nov 095 5.10 The ABCD Neighbourhood Warden Scheme provided a very visible presence and this has now been mainstreamed through the City wide warden scheme established by the City Council and managed by the two LNPs (albeit at a lower level of resource).
5.11 The major housing regeneration that is planned for the All Saints Area, will transform the pattern of usage of many street and public areas which will contribute further to a reduction in prostitution and other forms of anti-social behaviour. It is important that ABCD and its partners, most notably the City Council continue to promote the development of these sites.
5.12 Housing and the Environment Considerable progress has been made in improving housing and environment outcomes for residents in the ABCD area and the percentage of residents very/fairly satisfied with the area as a place to live has risen by 16 percentage points from 55% to 71% over the period of 2002 to 2008 and this measure is now on a par with the city average.
5.13 The improvements to local parks has led to a fall in the percentage of residents who feel that poor quality/lack of parks with open spaces is a serious problem by 8 percentage points from 21% to 13% over the same period, better than the city’s average (16%). The percentage of residents who feel that litter and rubbish is a serious problem has fallen from 39% to 19% over the period 2002 to 2008, thereby by surpassing our lifetime target.
5.14 The percentage of residents very/fairly satisfied with the state of repair of their homes has increased from 73% to 81%, which is 9 percentage points better than the national NDC average and is approaching our lifetime target.
5.15 One of the schemes identified by public consultation and included in the Masterplan was the demolition of the high rise estate in Blakenhall Gardens and its replacement with family homes, a new primary school, new shops and a Neighbourhood Centre. ABCD has worked with the City Council to clear the site and attract Keepmoat as our development partner. The new St Luke’s School has been opened, construction of the new Neighbourhood Centre is underway and work is due to start on 110 houses and new shops in spring 2010. The remaining tower block will be demolished next year. Blakenhall Gardens was a centre for drug dealing, crime, prostitution and anti-social behaviour. The regeneration of the estate addresses all of those issues and importantly is a symbol of the regeneration of the wider area.
5.16 Some 60% of housing in the ABCD area is privately owned (50% is owner occupied, 10% private rented sector and 40% public sector), which is unusual for an NDC. The schemes in Blakenhall Gardens and All Saints are attracting new people into the area, promoting mixed communities. The Cross Street South eco-homes development has won several national awards for its innovative design and is helping to change perceptions about the area.
5.17 There is still considerable work to be undertaken to deliver the regeneration of Housing in All Saints. The scheme has been slowed by the recession and will not be completed by the end of the NDC Programme. Partners have agreed
ABCD Succession Strategy 26 Nov 096 a Renewal and Investment Strategy and a Prospectus which set out how the outcomes agreed by the Partnership will be achieved. A Framework Agreement between ABCD and the City Council sets out their roles and together with the Asset Strategy set how the property acquired to date will be transferred to ensure the delivery of this scheme.
5.18 Many of the poorest quality homes in the ABCD area are within the private sector, rented and owner occupied. The rented sector includes a significant number of empty properties. Many tenants are transient and are the most vulnerable families in the area. ABCD and the City Council have managed two private rented sector projects that have made some limited improvement in the sector. The City Council has recently established a private sector leasing scheme, appointed two managing agents across the city and are encouraging landlords to utilise this service. ABCD and the Council are currently developing a Selective Licensing proposal for All Saints that will compel landlords to manage their property adequately, including tackling anti- social behaviour by tenants.
5.19 ABCD is working with Registered Social Landlord Partners to improve their properties and bring vacant houses back into use. We are considering acquisition and refurbishment of 4 properties that blight Vicarage Road and Gordon Street sites of housing regeneration; the houses will be refurbished and made available for social rent. Many owner occupiers are on low incomes and are unable to maintain their properties and can be subject to falling housing prices and housing market failure.
5.20 ABCD has worked with the City Council and Wolverhampton Development Company to complete a number of Master Plans for areas that have the potential for significant regeneration (commercial and housing) over the next two decades. This is an important part of our Succession Strategy, enabling the NDC to inform and influence the statutory planning process through the Local Development Framework and action plans.
5.21 The proportion of all housing with a SAP rating>65 is the one housing outcome target requiring further action to escalate the impact of the intervention. Tackling fuel poverty is an LAA target where ABCD has taken the lead. Whilst our performance now matches the City average (25%) it is short of the LAA target of 33% and the ABCD Lifetime target of 38%. The Decent Homes Programme will improve all Council owned stock by 20011 and the private sector will benefit from the Affordable Warmth Programme, Low Carbon Grants and Kick-start.
5.22 Education, Skills and Lifelong Learning The thematic strategic objectives are built around improving pre-school provision and educational attainment in schools; reducing the number of 16 - 19 year olds not in employment, education or training (NEETs) and enhancing adult learning. Significant year on year progress is now being demonstrated in foundation stage child attainment and there is a reduction in the proportion school leavers in negative destinations (not in education, employment or training-NEETS). During the period 2006 to 2008 the proportion of school children attaining 6+ in personal development scales increased by 19
ABCD Succession Strategy 26 Nov 097 percentage points (from 44% to 63%), and the gap with the City average reduced from 17% in 2006 to 3% in 2008, achieving the ABCD Lifetime Target. The percentage of school leavers in negative destinations between 2001 and 2009 fell by 18% (from 28% to 10%), reducing the gap with the city average from 10% in 2001 to only 2% in 2008. The ABCD Lifetime Target (8%) will be achieved by the end of the Programme.
5.23 The positive progress shown at either end of the education journey for young people has not fully been reflected in the attainment at Key Stages 1-4 or GCSE attainment. Whilst there has been an improvement in attainment at each of these levels this has not kept pace with that achieved in the City overall for whom educational attainment remains a key target within the LAA. The percentage of pupils with 5 A* to C GCSE’s has improved from 32% to 37% between 2002 to 2008, however, the city has increased from 43% to 63% during the same period.
5.24 The delivery of the ABCD Education Strategy has been primarily through two local networks, in the Primary and Secondary sectors, the membership of which has included lead inspectors, the head teachers of the ‘ABCD family’ of seven schools, community project coordinators and members of the Multi- agency Area Team including Education Welfare, Educational Psychology Service and the School Inclusion Pupil Support (SIPS) team. Although these meetings have provided a forum to discuss local developments they have not linked formally with any citywide structure that might disseminate good practice or discuss issues that have been addressed within the ABCD area and that are relevant to a City perspective
5.25 This has been addressed in the second phase of the Education Strategy (2009 - 2011) where the Wolverhampton Learning Partnership is acting as the broker for ABCD activities with Children’s Services and the Children and Young People’s Partnership of the Wolverhampton Strategic Partnership and the Strategy supports the ‘Children’s Plan: Building Brighter Futures’, issued by the Government in December 2007 to promote ‘a new relationship between parents and schools including providing more family learning opportunities’,
5.26 ABCD has complemented the work of the Local Authority and initiatives, such as the ‘Black Country Challenge’, that support school attainment with a programme of support around the well being of our children. We have expanded the ABCD team of Home School Community Liaison Officers for the remainder of the programme, co-financed by our five primary schools, to support schools and parents to deal with problems that prevent inclusion and attainment. This includes challenging issues that are prevalent in areas of deprivation and poverty, including domestic violence, substance misuse, neighbourhood disputes, poor housing, physical assault on children, language barriers, and prostitution. The Learning Partnership is championing this approach and has entered into an SLA arrangement with each of the schools and the area MAST on specific service provision; responsibilities and outcomes to strengthen forward sustainability of the approach.
ABCD Succession Strategy 26 Nov 098 5.27 The learning will be disseminated through a national conference in spring 2010 and through the Wolverhampton Strategic Partnership’s ‘Children and Young People Strategy and Development Board’. This will enable information to be provided for the review of current services and future priorities for the emerging Children’s Trust under the ‘Apprenticeships, Skills, Children and Learning Bill’ that will support a legacy of a strong, joint-partnership response on safeguarding and inclusion.
5.28 By December 2009, the Local Authority is committed to: • Reviewing how the current ‘ABCD cluster’ of schools sits with the area MAST and will negotiate and facilitate a ‘future model’ for the ABCD schools beyond 2011. • Feeding in the experience and learning of the ABCD approach in the negotiation of future service priorities, particularly in relation to the emerging Children’s Trust. • Using the ongoing challenges that are prevalent in the ABCD area to ‘test’ if these are challenges for other areas of the city. • Entering into dialogue with the ‘ABCD family of schools’ about its future relationship with the Local Authority after the close of the ABCD programme.
5.29 ABCD is also working to support the opportunities that are being developed through the new ‘South Wolverhampton and Bilston Academy’ which replaced the poor-performing Parkfield High School in September 2009. ABCD is a member of the ‘Academy Transitional Community Working Group’ and is acting to support the sponsors’ Community Strategy; Values and Principles where its is looking to undertake co-coordinated action with partners to tackle poverty and low aspiration and also halt the leakage of secondary school age children from the area to neighbouring authorities.
5.30 Business and Worklessness The ABCD area contains over 500 small to medium sized enterprises (SMEs). This has provided an opportunity to work with local employers to enhance their competitiveness, provide the opportunity for growth, protect existing jobs and increase employment opportunities for local people. We have improved the Business Environment through a range of projects, including a highly successful website that promotes business to business engagement, a Business Forum and grants for capital equipment and IT development. None of the outcome targets were identified as requiring significant and continued action and support from partners after the completion of the NDC programme.
5.31 The Business Forum has been mainstreamed by the City Council and is expanding to include neighbouring business areas. The LSP and the Council has established an Urban Regeneration Company that is spear-heading inward investment in to the City; ABCD has developed a number of master plans with Wolverhampton Development Company and the Council that plan the further development of the commercial areas within ABCD over the next two decades.
ABCD Succession Strategy 26 Nov 099 5.32 ABCD made a significant investment in the ASAN workspace that included incubation units. To date only two business start-ups have been allocated space within the building and negotiations are being held with ASAN to ensure that they meet the requirements of the grant conditions.
5.33 ABCD has addressed Worklessness through its support of local SMEs together with improvements in adult education including the two Construction Skills Centres. ABCD is on target to meets its Worklessness outcomes. The Partnership has funded a new Skills for Life Centre in Blakenhall to provide information and guidance, employability and ESOL skills. The City Council has agreed to continue the service after the end of the NDC Programme.
5.34 Health The model of working between ABCD and Wolverhampton PCT has led to good practice examples that will be shared with other NDCs, regeneration programmes and health care commissioners and providers. The Director of Public Health is disseminating the lessons identified in the recent theme evaluation to health service colleagues and looking at how the good practice may inform service development in the City.
5.35 The key improvements in health outcomes for local people since 2002 include:
A reduction in the death rate of Coronary Heart Disease (per 100,000 population) from 123 to 64 (2001 to 2008), achieving our lifetime target and achieving parity with the city average. The percentage of residents who do no physical activity for 20 minutes at a time has been reduced from 9% to 6% (2002 to 2008), within 1% of achieving the NDC lifetime target and 6% better than the national aggregate NDC average. There has been a 5% increase in the percentage of residents who feel that their own health is good/fairly good over the last year, taking this score to 81% in 2008, just 2% short of the NDC lifetime target. This is better then the City average (70%) and the national aggregate NDC average of 80%. The percentage of babies breast fed at birth has increased from 29% to 66% (2001 to 2008), resulting in the ABCD performance being better than the City average by 7% at the end of this period. The Intensive Parenting Support Project was able to identify good practice in breast feeding support and to have a strong presence in the new Children’s Centre’s established by the Partnership together with strong community outreach work. The number of persistent sex workers operating in the ABCD area has been reduced from over 250 in 2002 to fewer than 40 in 2008, close to achieving the lifetime target of 35.
5.36 The Primary Care Mental Health Team has improved the awareness of mental health issues and services within the community and amongst health care professionals. The project will continue to monitor reductions in referrals to secondary care and an emphasis on reaching BME communities; the project was mainstreamed by the PCT in April 2009.
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5.37 ABCD has a high rate of admissions for alcohol related disorders; in 2006 it was 665 per 100,000, which was higher than the City rate. The ABCD Community Alcohol Project was designed with input from the voluntary sector, faith organisations, the Police Service and community members and by 2008 hospital admission rates had fallen to 442 per 100,000 narrowing the gap with the city to 170. The project has been so successful that the PCT are using our locality based model as the template for the new Community Alcohol Service for the City. The gap with the City is still significant and monitoring will continue to ensure that the new approach continues to be affective.
5.38 Sport and Recreation New opportunities to take part in exercise and sport have contributed to the reduction in the number of people who do no physical activity for more than 20 minutes at a time. In addition the development of a range of community healthy living projects, support for local sports clubs, new outdoor fitness equipment and multi-use games areas have all contributed to community engagement and community safety outcomes.
5.39 Sustainable support for local sports clubs has been set up through the Wolverhampton Street Games Project, investment in Sports facilities and better co-ordination between sports and exercise providers and community groups. The Community Sport and Physical Activity Network (C-SPAN) takes a lead on all physical activity initiatives within Wolverhampton; C-SPAN is a permanent network that will continue to meet and lead on the implementation of physical activity programmes after ABCD and will implement activities and programmes across the City in future years, including the ABCD area.
5.40 The provision of outdoor fitness equipment at Phoenix Park and Dixon Street playing fields has been hugely successful, encouraging many people who would never go to a commercial or local authority gym to undertake physical exercise. A number of multi-use games areas (MUGAs) have been installed across the area in local parks and will be maintained by the City Council. The pitches at Dixon Street playing fields and the other parts in the area have been brought up to a good standard.
5.41 The completion of the new Blakenhall Neighbourhood and Leisure facility will provide improved facilities for exercise and a number of sports, but will not accommodate the Boxing Club and is unlikely to have space to store the Dojo Mats for the martial arts clubs currently in the Graiseley Healthy Living Centre. This is an issue that the Partnership is addressing with the City Council.
5.42 The ABCD Delivery Plan 2009-2011 includes a commitment to providing enhanced youth facilities in the area. The planned refurbishment of a light industrial unit has fallen through as it has not been possible to secure ownership of the site. Work is underway to identify a suitable building in the area and to secure a commitment from Youth and Community Services to fund the ongoing revenue cost of a facility.
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6. CRITERION 2: The community continues to be empowered and community leaders are supported.
6.1 Community empowerment is becoming become part of “how we do things around here” and this ethos has continued into the development of the Succession Strategy. Significant progress has been made in the outcomes of the ABCD Community Engagement Strategy in the areas of resident empowerment; capacity building of voluntary and community groups; community engagement and involvement and community cohesion.
6.2 The percentage of residents who feel part of the local community has increased by 17% from 36% to 53% (2002-2008), almost achieving our lifetime target of 55%. The figure achieved is some eight percentage points better than the national aggregate NDC average and only two percentage points behind the City average. ABCD is an ethnically diverse community with the majority of its residents from black or minority ethnic groups. This makes community cohesion particularly important to the area. Therefore the performance measure that 77% of residents feel the area is a place where people of different backgrounds get on well is particularly important. This performance is nine percentage points above the national aggregate NDC average and three percentage points better than the City average.
6.3 The percentage of residents who have been involved in ABCD activities within the past two years has increased by 8% to 20%, close to our lifetime target of 22%. Despite the above positive outcome indicators the percentage of residents who believe they can influence what goes on in the local area dropped from 31% in 2002 to 28% in 2008, this result is consistent with the NDC average of 25%. There have been two clear trends; firstly a drop from 31% to 24% between 2002 and 2006 and then an increase in people believing they can influence what goes on in the area to 28% between 2006 and 2008. Whilst it is difficult to evidence the reasons for this change it may be that the slow start to the NDC delivery prior to 2006 may have been a factor in the decline in this outcome measure. The more recent years of the NDC Programme have seen the delivery of many high profile capital projects and an increase in community regeneration activity, together with establishing the two Local Neighbourhood Partnerships in the area. If the MORI poll were to be repeated in 2010 this would be an important outcome indicator to note.
6.4 Delivery of the ABCD Programme has benefited from the active participation and engagement of local people and communities. The ABCD Board includes a majority of directly elected local residents representing their neighbourhoods and communities. The Board has directed the development and implementation of the Programme and ensured that individual projects meet the evidenced need of local people and are delivered in a way that encourages local residents to be involved in their ongoing management and development, where appropriate.
6.5 An example of this approach is the new St. Luke’s Primary School, identified as a priority by the early consultation carried out by the NDC and included in the Masterplan. Parents, teachers and children have had a real say in the
ABCD Succession Strategy 26 Nov 0912 design of the school building. This has ensured that the building meets the educational and social needs of the school whilst providing a practical, safe attractive layout. Further work has involved older children from the nearby Colton Hills School (many of whom have younger siblings at St. Luke’s) in a project to learn about the decision making, creative and technical work involved in designing and constructing an effective public building. The Colton Hills children also designed the artwork that enhances the communal space at the heart of the school.
6.6 St. Luke’s has been designed as a community extended school with funding from ABCD to provide an additional community hub space in the building, outside facilities to encourage the use of the building by the wider community and added value to the design and use of materials enabling the school to achieve BREEAM excellent. The school will be linked to the new Neighbourhood Centre, enabling the community to use both buildings, a shared MUGA and benefit from a shared woodchip biomass boiler.
6.7 The opportunity for both buildings to share maintenance and booking systems and staff to reduce costs and to ensure that the facilities complement each other is being explored. St. Luke’s School and the new Neighbourhood Centre achieve a continuity of design and appearance that enhance the amenity value of the area. St. Luke’s is a Church of England school and the Diocese has been heavily involved in all aspects of the design, commissioning and management of the building, together with the City Council and ABCD. A Management Agreement that safeguards and formalises the continued involvement of the Community in the use of the building has been developed.
6.8 Supporting Active Citizenship The ABCD Board has a majority of local resident members, directly elected by postal ballot, managed by the Electoral Reform Services with members normally elected for a two year term. One resident Board member has the specific role of representing the BME community, elected by the BME Forum, with responsibility for championing equality and diversity issues. Three local Ward Councillors also serve on the Board, representing the City Council and the residents in their ward.
6.9 Resident Board Members have said that they will remain actively involved in the community after the end of the NDC programme through their roles in community organisations and in becoming involved in the work of the LNPs. A task and finish group of the Board is developing a programme of development and training opportunities for Board Members to build on the skills acquired through involvement if the NDC.
6.10 ABCD has provided regular opportunities for local people to hold the leaders of the Programme to account. Quarterly community forum meetings have been held in central venues in the area with many meetings attended by up to a 100 people. Fora have been attended by Board Members, local Ward Councillors and senior officers from our partner organisations. At each meeting members of the community take the lead in identifying issues to be discussed. The Executive Director of ABCD has provided an update at each meeting and answered questions on the delivery of the Programme.
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6.11 The community fora have developed with the LNPs taking on the role of organising the regular meetings, supplemented by fora held by the BME United and All Saints Action Network. The Police Service uses the community fora meetings for their Police and Community Together (PACT) meetings to identify the communities’ priorities for neighbourhood policing. These fora will continue after the end of the programme.
6.12 ABCD has regularly held community exhibitions to provide information to local people. Examples of this include working with Tesco and the City Council concerning proposals for the Royal Hospital Site, the development of our Five Year Plan, consultation on the design of the new Blakenhall Gardens and the All Saints Housing regeneration plans. This way of providing the community with better access to information and an opportunity to have a say is likely to continue, supported by our LNPs. Community involvement in the development of the Royal Hospital site and the regeneration of All Saints will involve Ettingshall LNP and ASAN working with the Council.
6.13 ABCD has organised an annual Community Fun Day to showcase the community projects that we have supported and to encourage local people to become involved in their activities. The July 2009 Community Fun Day attracted over 4,500 people to the event and saw the opening of the refurbished Phoenix Park by the City Mayor. Discussions will be held with the Blakenhall LNP over the next few months concerning the organisation of future Fun Days. The LNP in Ettingshall has already organised a similar event in 2009 and there may be an opportunity for both LNPs to work together to organise future events.
6.14 Community Empowerment Strategy A major pillar of the Succession Strategy is the continued development of the two LNPs serving the NDC area (please also see criterion 5) to ensure that the ABCD community continues to be empowered and community leaders supported, in line with the outcomes of the ABCD Community Engagement Strategy and LAA priority indicator N17.
6.15 Fifteen LNPs have been established across the City as the Local and Neighbourhood Arrangements (LANA) and the Terms of Reference are appended to this Strategy. The LNPs develop Neighbourhood Action Plans, resulting from public consultation; Community Engagement Plans and Service Provider Engagement Plans in line with the Wolverhampton Partnership – Neighbourhoods that Work, LAA Cross-Cutting Delivery Plan 2008-11 and contribute to Neighbourhood Employment and Skills Plans (NESPs).
6.16 There is a firm commitment from the LANA Co-coordinator and the Chairs and officers of the two LNPs for a joint approach with ABCD over the transitional period of the Succession Strategy, to build and support the capacity of the LNPs to address a number of priority issues in the area:
1. The identification and recruitment of ABCD residents from those geographical areas that are currently under-represented on the LNP Boards and other local structures.
ABCD Succession Strategy 26 Nov 0914 2. The identification and development of local Community Champions 3. A model for greater involvement of the Business community in the work of the LANA and specifically in the work of the two local LNPs. 4. The engagement and empowerment of ‘new arrivals’ to the area, in particular those from the emerging communities of Eastern European origin. 5. The development of appropriate youth involvement mechanisms in the work of the LNPs. 6. Enhanced data sharing and analysis.
6.17 Through this joint approach, there will be a clear plan of activities that will be undertaken jointly by the ABCD Community Regeneration Team and the two LNP Teams to support the above stated priorities, with a clear timeline leading up to the production of the two new Neighbourhood Action Plans in the summer of 2010. The boundaries of the LNPs together cover all of the NDC area of benefit and a wider area which will benefit from the work listed above.
6.18 ABCD will also refine its practice in the transitional period so that the LNPs can continue the benefit of our activity within the constraints of their current resources, for example – ABCD produces a full colour hardcopy Community Directory that is distributed to community venues across the area: we will now work together to also include information and contacts that are relevant across the two LNP areas, which are much broader than the NDC area, and establish a version that is kept in a number of key locations in a loose leaf format that can be easily updated by the LNP teams or an e-format that can be easily accessed and downloaded from the emerging websites of the LNPs.
6.19 ABCD will continue to involve its partners in this ongoing development work, including the Consultation and Community Involvement Officer of Policy Team of the City Council; the Wolverhampton Network Consortium; the Compact and the Wolverhampton Voluntary Sector Council to ensure both best value sustainability.
6.20 Whilst there is a good degree of alignment between the priorities for succession identified by ABCD and the Neighbourhood Action Plans developed by the LNPs there is ongoing discussion concerning the prioritisation of issues to match the capacity of the LNPs. The remaining 15 months of the NDC Programme will enable us to develop a joint approach to the priority issues, taking complementary roles and developing the ongoing capacity of the LNP to work with local service providers and key stakeholders.
6.21 The NDC has made a significant investment in capital schemes to provide new public buildings and open spaces. Formal arrangements are being put in place to ensure that local people can continue to have access to these facilities and to influence the decision making on how they are managed in the future. Key actions include developing a Community Management Agreement for the new St. Luke’s Extended School, a user group for the Blakenhall Neighbourhood Centre and management plans for the refurbished Phoenix Park and Dixon Street Playing Fields etc.
ABCD Succession Strategy 26 Nov 0915 6.22 The work of the ABCD Capacity Building Officer has been important in developing the growth and sustainability of local community and voluntary groups who will provide a focus for community engagement and empowerment in the future. Intensive one to one support has been given to organisations enabling them to realise opportunities created as a result of NDC funding. A number of groups have developed as social enterprises, including: Love and Care; a local organisation providing African Caribbean catering for local people, they have been supported to make a bid to provide the catering in the new café at the Blakenhall Neighbourhood Centre. BME United have developed to ensure that people from our different ethnic communities took a full role in the delivery of the NDC Programme and they continue to run the BME Forum Meetings and to provide information and advice services to local people. BME United have recently developed to become a social enterprise organisation providing training and consultancy services to statutory organisations such as the Primary Care Trust and the Council who need to work with a range of BME communities.
6.23 The organisations are being encouraged to become members of infrastructure organisations such as the Wolverhampton Voluntary Sector Council, the Wolverhampton Network Consortium and communities of interest networks to receive information and guidance to further their continuing development.
6.24 It is recognised that the LNPs are currently funded from the Working Neighbourhood Fund and that this is only guaranteed until March 2011. The strategy is to demonstrate the benefit and robustness of neighbourhood management as a means of empowering local people and to make the case for continued funding for this activity.
7. Criterion 3: An Agreed Split of Responsibilities in Continuing NDC Activities/Projects/Services
7.1 An important element of the appraisal of projects supported by the ABCD Partnership has been a consideration of their sustainability. As part of the development of this strategy each theme has been revisited by the Partnership and the activities reviewed to confirm which should continue, be discontinued or new projects that should be started. A full list projects and the outcome of these discussions is set out in Appendix 3 attached to this strategy. The appendix lists the following:
• The project name • Its sustainability status post 2011 • The organisation responsible for delivering the activity • The proposal for future delivery where appropriate • The actions to be undertaken
7.2 The development of this table has taken into account what has been achieved within each theme, the performance against outcomes and those activities that need to be continued to deliver the gap narrowing targets agreed by the Partnership. The process of establishing the sustainability of activities post the NDC Programme has been complicated by the recession and the funding pressures felt by our key partners, in particular the City Council. This has led
ABCD Succession Strategy 26 Nov 0916 to further consideration of what could be mainstreamed and some changes to the proposals for future delivery. The development of the Project Sustainability Table demonstrates a clear link to the target outcomes/service improvements considered earlier in the strategy under Criterion 1.
8. Safeguarding the NDC’s Assets into the Long Term (Criterion 4)
8.1 The ABCD Partnership has sought to ensure the sustainability of any assets it funds by investing in buildings owned or acquired by statutory or established community led organisations who have demonstrated the capacity to manage assets successfully. Examples of this approach are the Workspace, delivered in partnership with the ASAN, the St. Luke’s Primary School with the Diocese of Lichfield and Wolverhampton City Council, the Neighbourhood Centre and parks with the City Council, Blakenhall Neighbourhood Nursery with the Guru Nanak Gurdwara and Cross Street South Eco Homes with Bromford Housing and the City Council. This approach has helped to ensure that all the NDC funded assets and any proceeds of any NDC funded asset disposal will continue to be held and used for the benefit of the ABCD community.
8.2 The Partnership has chosen not to make any major investments in the purchase of capital assets such as office buildings to generate an income stream for future activity. This decision has reflected the wish of the Board to invest in activities that result in an immediate benefit for the local community and the context of the area that we work in which contains few opportunities to invest in buildings or other capital assets that will produce a commercial return.
8.3 The strategy to invest in capital assets in partnership with statutory organisations and established community led partners means that the NDC Partnership holds a small portfolio of assets. The decision not to establish a new organisation as a successor body means that those assets that the NDC does hold will be transferred to partner organisations consistent with Programme Notes 34, 38 and 44. The Asset Register and Plan is attached to this strategy as Appendix 4. This Asset Register and Plan is divided into three sections for ease of reference as follows:
a) Those assets currently held by the ABCD Trust that will be transferred to the City Council or other appropriate organisation deemed acceptable under the above guidance.
b) Those assets held by mainstream partners such as the City Council in which ABCD has invested in major improvements via grants e.g. the parks.
c) Those assets owned by other organisations, such as local businesses in which ABCD has invested by means of grants that have an ongoing (short term) monitoring requirement to be undertaken by the City Council as Accountable Body.
8.4 The Asset Register and Plan has set out where the asset acquired and regenerated by ABCD is to be retained by the City Council to provide an
ABCD Succession Strategy 26 Nov 0917 ongoing regeneration benefit to the community e.g. Hanover House for the provision of a Skills for Life Centre. The Register and Plan also sets out where assets have been acquired and held for a temporary period to promote the delivery of regeneration activities e.g. the acquisition of houses in the All Saints area. The latter will ultimately transfer to a development partner, but may transfer to the City Council for the purpose of holding the asset until such time as a Development Agreement has been completed and the scheme is at a stage where it is appropriate to transfer the assets. This is an example of where it will be important for CLG to recognise the purpose for the transfer of land and to withdraw clawback, therefore removing any financial risk to the City Council in delivering this critical housing scheme.
8.5 Management and maintenance agreements are being finalised with the City Council to ensure that the investment in parks and public open spaces and public buildings such as St. Luke’s School and Neighbourhood Centre are maintained to an appropriate standard and that access is guaranteed for the community in line with the objectives agreed in establishing the project and agreeing funding. The responsibility for the maintenance of these assets is clearly indicated in the Asset Register and Plan.
9. Governance Arrangements to Support the Objectives of the Succession Plans (Criterion 5)
9.1 The structure and processes by which the ABCD Programme has been managed have proved to be effective and have resulted in the Partnership consistently delivering to its financial and performance management targets.
9.2 The Wolverhampton Strategic Partnership has agreed to take a central role in ensuring that key partners, including the City Council and PCT continue to work together in the long term to monitor delivery and refine the strategy as necessary. The LSP Executive Board has agreed to take ownership of the issues identified within this strategy. The Board agreed the appropriate individual theme partnerships will take ownership of the key issues and an active role in addressing them and monitoring the delivery of actions agreed. The means of collecting local data to enable effective monitoring will be developed along with the agreement of the outcomes sought. The LSP and its Theme Partnerships will be key drivers in ensuring that the actions set out in this document, including the Project Sustainability, Asset and Risk Management Plans are delivered.
9.3 The two LNPs in Blakenhall and Ettingshall will have an enhanced role in working with the LSP to ensure that the community continues to be empowered, community leaders supported and that local people have an opportunity to influence decisions that affect them. This is the role agreed for them and the other thirteen LNPs in the City, however, it is recognised that the scale of activity promoted by the NDC will place additional demands on these developing organisations. This strategy as set out under Criterion 2 outlines how the LNPs will be supported to increase their capacity to support the process of bringing together the community with key service providers on those issues that have been identified as a priority.
ABCD Succession Strategy 26 Nov 0918 9.4 It is recognised that the LNPs are relatively new organisations and that their Boards are developing. It is not appropriate for ABCD to impose governance arrangements on the LNPs, however, there is an agreement that we will work with them to continue to develop and strengthen these arrangements during the remaining eighteen months of the NDC Programme. A number or key principles have been developed that will guide this work:
• The importance of effective community engagement. • That local people need to be provided with local opportunities to influence decision making in their area. • Recognition of the representative role of the LNP for its community. • That the LSP own the ABCD Strategy priorities. • That the LSP and other key partners recognise the developing role of the LNPs in influencing future neighbourhood regeneration. • The importance of taking an evidence based approach to identifying priorities for future Neighbourhood Action Plans. • The importance of continuing to develop effective partnership working. • That LNPs have a role to challenge key partners concerning service delivery on behalf of their communities. • The importance of accountability of LNPs and their partners and the transparency of the processes by which they are governed.
9.5 ABCD will continue to work with the LSP to support the LNPs to develop their capacity to undertake this role and to ensure that our objectives are aligned to meet the needs of the community. It is recognised that there will be a transition period during which these governance arrangements will be agreed with all parties and that as the work of capacity building and delivering community regeneration together takes place, arrangements will be monitored and refined as appropriate.
9.6 The arrangements for the continuation of activities such as the community fora, Police and Community Together and other major activities as set out under Criterion 2 and the governance arrangements for smaller scale, but important, working between key partners e.g. the regular meetings of head teachers within the area etc are also being agreed.
10. The Management of Risk (Criterion 6)
10.1 A Risk Register and Management Strategy is attached as Appendix 5 to this strategy. The risks have been identified through a number of exercises and in the drafting of the Succession Strategy. The risks that have been identified have been assessed for their level of probability and impact and actions to mitigate the risk are included.
10.2 The key risks identified include:
• Local Governance arrangements – this recognises the critical importance of maintaining effective partnership working to the delivery of the actions identified in the Succession Strategy, the key role of the LNPs and the uncertainty over their longer term funding.
ABCD Succession Strategy 26 Nov 0919 • The impact of funding pressures on the capacity of key partner organisations, and in particular the City Council, to maintain the improvements secured by the NDC programme. There is also a concern that there may be a perception that the problems in the ABCD area have been solved and therefore partners may disinvest in the area.
• The need to develop a detailed plan to address poor educational attainment and the completion of the project to regenerate housing in All Saints.
• There is an opportunity to learn from the experience of ABCD NDC Partnership and apply this both to the continuing regeneration of the ABCD area and future regeneration programmes within Wolverhampton. There is a risk that the learning from the Partnership and the skills acquired by the NDC team and those with whom we have worked will be lost to future regeneration programmes.
Approval Timetable:
• Joint ABCD Regeneration Development Trust Board & Resources & Sustainability Sub-Board 15 September – key issues agreed. • Wolverhampton City Council Corporate Management Team 17 September identified process & key issues, 1 October Risk Management & other appendices, 26 November consider draft report for Cabinet. • Meetings with Local Neighbourhood Partnership Boards & LSP officers September & November. • ABCD Regeneration Development Trust Board 22 September – Agreed in principle to dissolve Trust and transfer assets before March 2011. • Partner Consultation Event 29 September – Key issues endorsed. • ABCD Board 13 October- Agreed key issues and proposals for Strategy. • ABCD Resources & Sustainability Sub-Board 12 November - Draft Strategy Approved. • Wolverhampton Local Strategic Partnership Executive Board 19 November – Approved. • Wolverhampton City Council Scrutiny Board 24 November - Approved • ABCD Board 8th December. • Wolverhampton City Council Cabinet 14 December. • Submit to Department Communities & Local Government.
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APPENDIX 2
SUSTAINABILITY RESPONSIBLE REF ABCD PROJECT POST 2011 PROPOSAL FOR FUTURE DELIVERY ACTION TO BE UNDERTAKEN ORGANISATION STATUS WORKLESSNESS & LOCAL ECONOMY
E0018 ABCD Business Development DISCONTINUE WCC EDU ABCD post terminates 03/10
Business Support Block (Business Improvement E0025 Scheme & Industrial / Comm Land & Property DISCONTINUE ABCD Grant scheme completes 2009/10 Blocks E0035 Hanover House (see E0037) CONTINUE ABCD Trust Asset to transfer to WCC Formal agreement to be confirmed Tackling Worklessness TO START ABCD/WCC/PCT Outreach provision to be commissioned Formal proposal to be determined EDUCATION. SKILLS & LIFELONG LEARNING Re‐Entry to continue to seek core funding via SIP and CYP mailine fundsfor its 4 bases, supplemented by external private E0019 Re‐Entry CONTINUE Re‐Entry/SIPB/WCC CYP Continued support via Children's Services Commissioning and External Grants and charitable grants Engaging Young People & the Community in To engender links & seek funds through W'ton BSF pilot model re.Community E0020s DISCONTINUE Dialogue Educational Media DEM to continue dialogue with BSF re: future models in Wolverhampton Capital Project consultation ABCD to establish a User Group to a) formalise a SLA for use of the community facilities and b) establish an SLA between E0031 St Luke's School CONTINUE Lichfield Diocese/WCC CYP/ St Lukes School WCC and Diocese to maintain costs of site the School and Blakenhall Neighbourhood Centre regards sustaining community use / access to the school’s grass pitch and MUGA (use / charging policy) All Saints and Blakenhall Childcare E0032 CONTINUE WCC CYP Early Years Early Years to mainstream ABCD provision Committed Implementation Education Strategy Phase 2 ‐ Inclusion and ABCD Schools and CYP to mainstream ABCD provision and secure co‐ordination via E0036 CONTINUE Learning Partnership/WCC CYP/ABCD Schools Formal agreement to be confirmed Involvement MAST Adult Learning ‐ Skills for Life Centre for E0037 CONTINUE WCC Adult Education Service AES to mainstream ABCD provision as part of the ALS Platform for the City Committed Excellence (see E0035) PERSONAL WELL BEING P0002 Health and Well Being Co‐ordination DISCONTINUE PCT ABCD post terminates 03/10
P0010 Walk to Health CONTINUE PCT PCT to mainstream provision Committed ‐ although no agreement yet on future funding of key worker beyond 3/10
P0015 Alcohol Community Detox and Outreach CONTINUE PCT PCT to mainstream provision Committed
P0016 Intensive Parenting Support CONTINUE PCT PCT to mainstream provision Committed
P0017 ABCD Sports and Physical Activity Co‐ordinator CONTINUE WCC Adults & Communities WCC to mainstream post Formal agreement to be confirmed
P0020 Wolverhampton StreetGames CONTINUE (in part) WCC WCC Sport Development agreement in place to continue to provide guidance to clubs.
P0021 Domestic Violence Researcher DISCONTINUE PCT Short term research will be completed 2009/10 P0022 Drug Researcher DISCONTINUE PCT Short term research will be completed 2009/10 A small sessional charge is incorporated into the project to ensure the sustainability of the sports drop‐in sessions post P0023 Young People Activity Zone CONTINUE WCC WCC (GCHLC) agreement in place to continue with young peoples activities 2011 A small sessional charge is incorporated into the project to ensure the sustainability of the sports drop‐in sessions post P0024 +55 Exercise Programme CONTINUE WCC/PCT WCC/PCT to maintain 2011 P0025 Hoopin' Into Health CONTINUE SLAM! (WM) SLAM! will continue similar activity in the ABCD area P0026 Swimming Coach Education Programme DISCONTINUE WCC Short term training programme will be completed in 2009/10 ABCD Sport for All Initiative A small sessional charge is incorporated into the project to ensure the sustainability of the sports drop‐in sessions post CONTINUE WCC WCC to maintain provision (Healthy Lifestyle Legacy Scheme ) 2011 Local Primary Schools / Grove Hall Community Get BISI ‐ Badminton Project Future delivery in schools by staff/volunteers qualified through the project and a small CONTINUE Badminton Club / South Staffs Badminton Agreement to be formalised (Healthy Lifestyle Legacy Scheme) charge to members with support from South Staffs Badminton Development Development CRIME & COMMUNITY SAFETY Q0023 Neighbourhood Wardens CONTINUE WCC WCC has mainstreamed a reduced service Committed HOUSING, PHYSICAL ENVIRONMENT & RECREATIONAL FACILITIES Q0041 Heritage & Landmark Buildings DISCONTINUE ABCD/WCC Grant scheme completes in 2009/10 Q0042 Phoenix Park ‐ Phase 1 CONTINUE WCC Management Plan for Green Flag status to be completed Plan to be formalised Q0043 Environmental Block Fund DISCONTINUE ABCD/WCC Grant scheme completes 2009/10 Q0045 Dixon Street Playing Fields CONTINUE WCC WCC to maintain Agreement in place between WCC and local sports clubs (e.g. All Saints FC) post‐March 2011. Environment and Private Sector Housing Q0046b DISCONTINUE Heantun Housing Group ABCD activity completed Improvements ‐ Phase 2 & phase 3 Q0049 All Saints Block Fund DISCONTINUE ABCD Acquisitions will complete 2009/10 Agreement to be secured with WCC re: ongoing maintenance/security of acquisitions
Q0053 All Saints ‐ Strategic Acquisitions DISCONTINUE To be identified Partner Framework Agreement to be determined and properties transferred to WCC. Formal agreement to be secured with WCC WCC to take ownershipo of building and ensure effective local community Q0057 Blakenhall Neighbourhood Centre CONTINUE WCC Formal agreement to be secured with WCC involvement via a Management User Group Q0059a Dudley Road Festive Lights CONTINUE WCC WCC to maintainstream Committed
Q0070 Empty Properties TO START TBD The management arrangement to be agreed with an appropriate organisation.
Q0071b Howell Road Allotments ‐ Phase 2 CONTINUE WCC WCC to maintain site Formal agreement to be secured with WCC
Q0072 All Saints ‐ Demolition Costs DISCONTINUE WCC/ABCD Demolitions to complete 2009/10 Formal agreement to be secured on transfer on site to WCC or developer
M0007 Capital Programme Support & Implementation DISCONTINUE WCC ABCD post terminates 2010/11 ABCD Canal Corridor Enhancement CONTINUE British Waterways (BW) & WCC BW & WCC to maintain sites Formal SLAs agreed (Better & Safer Access) Environmental Enhancements ‐ All Saints CONTINUE WCC Private owners to maintain improvemnts Appropriate mechanism to be identified Street Scene Enhancements CONTINUE WCC WCC to maintainstream Formal agreement to be secured APPENDIX 2
SUSTAINABILITY RESPONSIBLE REF ABCD PROJECT POST 2011 PROPOSAL FOR FUTURE DELIVERY ACTION TO BE UNDERTAKEN ORGANISATION STATUS Community Maintenance Project CONTINUE ASAN ASAN to sustain via charging policy Policy to be determined Phoenix Rise TO START WCC Demolition to complete in 2010/11
Youth Facilities TO START ABCD/WCC Appropraite sites to be identified Sustainable revenue stream to be determined
Sports Facilities TO START ABCD/WCC Appropraite sites to be identified Sustainable revenue stream to be determined COMMUNITY REGENERATION Q0012b Community Chest ‐ Phase 2 DISCONTINUE ABCD ABCD grant scheme closes 2009/10
Q0013 Multi Agency Project (MAP) CONTINUE WCC WCC to mainstream a reduced service post‐2011 Forward strategy to be determined by Youth Services Q0020b Community Resource Share Office ‐ BACF DISCONTINUE BACF Centre closed 2009 ‐ assets disposed ABCD Neighbourhood Management Q0051 CONTINUE WCC ABCD provision mainstreamed by WCC (Blakenhall LNP) Q0067 160 Dudley Road CONTINUE Blakenhall Caribbean Seniors & Friends Alternative funding streams/accomodation scheme to be determined Forward strategy to be determined
Q0073 Take Part DISCONTINUE WVSC ABCD provision terminates 2010/11
M0004 Communications and Marketing Project DISCONTINUE WCC ABCD post terminates 2010/11
M0005 Community Regeneration Team DISCONTINUE WCC ABCD posts terminate 2010/11
Community Engagement / Capacity Building TO START ABCD Series of one‐off cohesion events to complete in 2009/10 PROMOTING CROSS CUTTING SUPPORT & COMMUNICATIONS M0003 Feasibility Block Fund DISCONTINUE ABCD Complete in 2009/10 M0006 Strategic Delivery Team DISCONTINUE WCC ABCD posts terminate by 2010/11 M0008 Evaluation and Review Block DISCONTINUE ABCD Evaluations complete 2010/11 M0009 ABCD Regeneration Trust DISCONTINUE ABCD Trust Trust to dissolve by 2010/11 Dissolution to be formalised Asset Management Costs ‐ ABCD Regeneration Q0061 DISCONTINUE ABCD Trust Trust to dissolve by 2010/11 Dissolution to be formalised Trust APPENDIX 3
ABCD STRATEGIC OUTCOME CONTRIBUTION TO / ALIGNMENT WITH WOLVERHAMPTON LOCAL AREA AGREEMENT PRIORITIES & TARGETS
This document sets out how ABCD’s strategic indicators and outcomes are aligned to the key priorities and targets set out in the Wolverhampton Local Area Agreement (LAA). Furthermore this document highlights the extent of contributions made by ABCD and its partners towards delivering LAA key targets attached to specific National Indicators. The document is organised into sections by LAA theme. The key LAA themes for Wolverhampton are:
• We will have more jobs • We have access to the skills and knowledge we need • We will live longer and healthier lives • We feel safer and more involved • We like where we live
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1. Wolverhampton LAA Theme: ‘We Will Have More Job Opportunities’
LAA Priority LAA Indicator LAA Target Direct Contibution Indirect Contribution Overall ABCD Contribution to LAA Priority ABCD Strategic ABCD Strategic 08/09 09/10 Outcome Indicator Outcome Indicator
Reduce NI 153 – 30.5% 29.7% % residents paid work % of working-age ABCD primarily contributes to the LAA Priority of ‘Reduce Worklessness working-age residents with NVQ L1-3 Worklessness’ through its ‘Reduce Unemployment and people on out- % workless 16-59 year Worklessness’ and ‘Improve Skills’ priorities. Key ABCD outcomes of-work benefits olds % of working-age contributions / aligned to the LAA NI 153 are noted below: in worst- residents with no performing % workless 16-59 gap qualifications % of working age residents in paid work: Over the period 2002-07, neighbourhoods with City the proportion of working age adults in paid work increased by 3 % of businesses wishing percentage points (from 43% to 46%). % unemployed of to move outside the area economically active % of workless 16-59 year olds: Over the period 2002-07, the proportion of workless adults living in the ABCD area fell from 20.3% % unemployed of to 17.8%. economically active gap with City % workless 16-59 gap with City: ABCD’s gap with the City average had narrowed from 5.9 to 3.6 percentage points (2002-07). % in households receiving means-tested % unemployed of economically active: Over the period 2002- benefits 2007, ABCD’s performance on this measure had led to a 0.2 percentage point reduction in local unemployment, whilst over the % of school-leavers in same period the City experienced a rise in unemployment of 0.3 negative destinations percentage points.
% unemployed of economically active gap with City: Between 2002-07, ABCD’s gap with the City average has narrowed from 2.6 to 2.1 percentage points in 2007.
% in households receiving means-tested benefits: 2002-05, the proportion of local residents receiving means-tested benefits fell from 28% to 25.2%. Over the gap with the City average on this measure fell from 8.5 to 6.6 percentage points.
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% of school leavers in negative destinations (NEETS): Over the period 2001-2009, the proportion of ABCD school leavers in negative destinations fell by 18 percentage points (from 28% to 10%). The gap with the City average has been reduced from 10 to only 2 percentage points over the same period.
Indirect
% of businesses wishing to move outside the area: 2005-07, there has been a 10 percentage point fall in the proportion of local businesses hoping to move out of the ABCD area
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1. Wolverhampton LAA Theme: ‘We Will Have More Job Opportunities’ (Cont.)
LAA Priority LAA Indicator LAA Target Direct Contibution Indirect Contibution Overall ABCD Contribution to LAA Priority ABCD Strategic ABCD Strategic 08/09 09/10 Outcome Indicator Outcome Indicator
Reduce NI 151 – 63.9% 63.5% % residents paid work % of working-age ABCD primarily contributes to the LAA Priority of ‘Reduce Worklessness employment residents with NVQ L1-3 Worklessness’ through its ‘Reduce Unemployment and rate % workless 16-59 year Worklessness’ and ‘Improve Skills’ priorities. Key ABCD outcomes olds % of working-age contributions / aligned to the LAA NI 151 indicator are noted below: residents with no % workless 16-59 gap qualifications % of working age residents in paid work: Over the period 2002-07, with City the proportion of working age adults in paid work increased by 3 % of businesses wishing percentage points (from 43% to 46%). % unemployed of to move outside the area economically active % of workless 16-59 year olds: Over the period 2002-07, the proportion of workless adults living in the ABCD area fell from 20.3% % unemployed of to 17.8%. economically active gap with City % workless 16-59 gap with City: ABCD’s gap with the City average had narrowed from 5.9 to 3.6 percentage points (2002-07). % in households receiving means-tested % unemployed of economically active: Over the period 2002- benefits 2007, ABCD’s performance on this measure had led to a 0.2 percentage point reduction in local unemployment, whilst over the % of school-leavers in same period the City experienced a rise in unemployment of 0.3 negative destinations percentage points.
% unemployed of economically active gap with City: Between 2002-07, ABCD’s gap with the City average has narrowed from 2.6 to 2.1 percentage points in 2007.
% in households receiving means-tested benefits: 2002-05, the proportion of local residents receiving means-tested benefits fell from 28% to 25.2%. Over the gap with the City average on this measure fell from 8.5 to 6.6 percentage points.
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% of school leavers in negative destinations (NEETS): Over the period 2001-2009, the proportion of ABCD school leavers in negative destinations fell by 18 percentage points (from 28% to 10%). The gap with the City average has been reduced from 10 to only 2 percentage points over the same period.
Indirect
% of businesses wishing to move outside the area: 2005-07, there has been a 10 percentage point fall in the proportion of local businesses hoping to move out of the ABCD area
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1. Wolverhampton LAA Theme: ‘We Will Have More Job Opportunities’ (Cont.)
LAA Priority LAA Indicator LAA Target Direct Contribution Indirect Contribution Overall ABCD Contribution to LAA Priority ABCD Strategic ABCD Strategic 08/09 09/10 Outcome Indicator Outcome Indicator
Reduce NI 116 – child 29.4% 28.9% % residents paid work % of working-age ABCD primarily contributes to the LAA Priority of ‘Reduce Worklessness poverty residents with NVQ L1- Worklessness’ through its ‘Reduce Unemployment and % workless 16-59 year 3 Worklessness’ and ‘Improve Skills’ priorities. Key ABCD outcomes olds contributions / aligned to the LAA NI 116 are noted below: % of working-age % workless 16-59 gap residents with no % of working age residents in paid work: Over the period 2002- with City qualifications 07, the proportion of working age adults in paid work increased by 3 percentage points (from 43% to 46%). % unemployed of % of businesses economically active wishing to move % of workless 16-59 year olds: Over the period 2002-07, the outside the area proportion of workless adults living in the ABCD area fell from 20.3% % unemployed of to 17.8%. economically active gap with City % workless 16-59 gap with City: ABCD’s gap with the City average had narrowed from 5.9 to 3.6 percentage points (2002-07). % in households receiving means- % unemployed of economically active: Over the period 2002- tested benefits 2007, ABCD’s performance on this measure had led to a 0.2 percentage point reduction in local unemployment, whilst over the same period the City experienced a rise in unemployment of 0.3 percentage points.
% unemployed of economically active gap with City: Between 2002-07, ABCD’s gap with the City average has narrowed from 2.6 to 2.1 percentage points in 2007.
% in households receiving means-tested benefits: 2002-05, the proportion of local residents receiving means-tested benefits fell from 28% to 25.2%. Over the gap with the City average on this measure fell from 8.5 to 6.6 percentage points.
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% of businesses wishing to move outside the area: 2005-07, there has been a 10 percentage point fall in the proportion of local businesses hoping to move out of the ABCD area
7 APPENDIX 3
1. Wolverhampton LAA Theme: ‘We Will Have More Job Opportunities’ (Cont.)
LAA Priority LAA Indicator LAA Target Direct Contribution Indirect Contribution Overall ABCD Contribution to LAA Priority ABCD Strategic ABCD Strategic 08/09 09/10 Outcome Indicator Outcome Indicator
Business NI 171 – VAT N/A 42 None ABCD indirectly ABCD indirectly contributes to the LAA Priority of ‘Business Start Ups’ Start-Ups Registration rate contributes through its through its ‘Improve business confidence and dynamics’ priority. The ‘Improve business programme contributes indirectly to LAA NI 171 by developing a confidence and positive climate for new business creation: dynamics’ priority. Key indicators aligned to the % of businesses citing crime in the area as requiring LAA priority are: improvement: fell from 33% to 31% over the period 2005-07. At 2007, ABCD’s performance on this measure was 45 percentage % of businesses citing points better than the City average. crime in the area as requiring improvement % of businesses wishing to move outside the area: 2005-07, there has been a 10 percentage point fall in the proportion of local % of businesses hoping businesses to move outside the area in 12 months
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2. Wolverhampton LAA Theme: ‘We Have Access to the Skills & Knowledge We Need’
LAA Priority LAA Indicator LAA Target Direct Contribution Indirect Contribution Overall ABCD Contribution to LAA Priority ABCD Strategic ABCD Strategic 08/09 09/10 Outcome Indicator Outcome Indicator
Adult Skills NI 163 - Working 0.1% 3.0% % of working-age % of working-age ABCD primarily contributes to the LAA Priority of ‘Adult Skills for a for a age population residents with NVQ residents with no transformed economy’ through its ‘Improve Adult Learning and Skills’ Transformed qualified to at Level 1-3 qualifications priority. ABCD has made a significant outcome contribution towards Economy least Level 2 the LAA NI 163 & NI 164 targets. Examples of this contribution % of school-leavers in include: NI 164 - Working 0.1% 2.0% negative destinations age population % of working-age residents with NVQ L1-3: 2006-08, there was a 6 qualified to at percentage point increase in the proportion of working age residents least Level 3 with NVQ Level 1-3. At 2008, 2008 the ABCD performance on this measure was only 2 percentage points worse than the City average.
Indirect:
% of working-age residents with no qualifications: 2002-08, there has been a 3 percentage point increase in the proportion of working age local people with no qualifications. However, there has been a 4 percentage point improvement in ABCD’s performance on this outcome measure over the period 2006-2008. At 2008 the proportion of working age local people with no qualifications in the ABCD area remained 13 percentage points worse than the City average.
% of school leavers in negative destinations (NEETS): Over the period 2001-2009, the proportion of ABCD school leavers in negative destinations fell by 18 percentage points (from 28% to 10%). The gap with the City average has been reduced from 10 to only 2 percentage points over the same period.
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2. Wolverhampton LAA Theme: ‘We Have Access to the Skills & Knowledge We Need’ (Cont.)
LAA Priority LAA Indicator LAA Target Direct Contribution Indirect Contribution Overall ABCD Contribution to LAA Priority ABCD Strategic ABCD Strategic 08/09 09/10 Outcome Indicator Outcome Indicator
Positive NI 117 – 16-18 8.8% 8.2% % of school-leavers in % of residents who feel ABCD primarily contributes to the LAA Priority of ‘Positive outcomes Outcomes for year olds that negative destinations teenagers hanging for young people’ through its ‘Reduce 16-18 year olds not in young people are NEET around on the street is employment education or training’ priority. ABCD has made a a problem significant outcome contribution towards the LAA NI 117 & NI 110 NI 110 – Young N/A 74.1% targets. Examples of this contribution include: People’s participation in % of school leavers in negative destinations (NEETS): Over the positive activities period 2001-2009, the proportion of ABCD school leavers in negative destinations fell by 18 percentage points (from 28% to 10%). The gap with the City average has been reduced from 10 to only 2 percentage points over the same period.
Indirect: Reduction in the number of young people hanging around the streets with nothing to do
% of residents who feel teenagers hanging around on the street is a problem: At 2008, 28% of local people felt that teenagers hanging around the area was problem. 2002-2008, there had been a 2 percentage point reduction in local residents concerns about this issue; and at 2008, the ABCD performance was 18 percentage points better than the City average.
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2. Wolverhampton LAA Theme: ‘We Have Access to the Skills & Knowledge We Need’ (Cont.)
LAA Priority LAA Indicator LAA Target Direct Contribution Indirect Contribution Overall ABCD Contribution to LAA Priority ABCD Strategic ABCD Strategic 08/09 09/10 Outcome Indicator Outcome Indicator
Education & NI 72 - 37% 42% Foundation Stage None ABCD primarily contributes to the LAA Priority of ‘Education and Early Early Years Achievement of Profile: % achieving Years targets’ through two priorities: ‘Improve pre-school provision’ (Improvement at least 78 6+ in personal and ‘Improve educational attainment in schools’. The key ABCD Prioity) points across development scales contributions to the delivery of the LAA NI 72 target is: the early years foundation stage Foundation Stage Profile: % achieving 6+ in personal with at least 6 in development scales: 2006-2008, the proportion of local children each of the attaining 6+ in personal development scales increased by 19 scales percentage points (from 44% to 63%).The gap with the City average on this outcome measure has been reduced from 17 to 3 percentage points over the same period.
Education & NI 73 - 72% 74% % of pupils with KS2, % of pupils with KS2, ABCD primarily contributes to the LAA Priority of ‘Education and Early Early Years Achievement at L4+ Maths L4+ All Subjects Years targets’ through two priorities: ‘Improve pre-school provision’ (Improvement level 4 or above and ‘Improve educational attainment in schools’ Key ABCD Prioity) in both English % of pupils with KS2, % of pupils with KS1, contributions to the delivery of the LAA NI 73 target are: and Maths at L4+ English L2+ All Subjects Key Stage 2 % of pupils with KS2, L4+ Maths: At 2008, 66% of local pupils attained KS2, L4+ Maths. There has been a 9 percentage point improvement ABCD’s performance on this outcome measure over the period 2003-2008. However, at 2008 the proportion of ABCD pupils attaining KS2, L4+ Maths was 9 percentage points worse than the City average.
% of pupils with KS2, L4+ English: At 2008, 70% of local pupils attained KS2, L4+ English. Between 2003 and 2008 there has been a 9 percentage point increase in the proportion of local pupils attaining KS2, L4+ English. However, at 2008 the proportion of ABCD pupils attaining KS2, L4+ English was 8 percentage points worse than the City average
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2. Wolverhampton LAA Theme: ‘We Have Access to the Skills & Knowledge We Need’ (Cont.)
LAA Priority LAA Indicator LAA Target Direct Contribution Indirect Contribution Overall ABCD Contribution to LAA Priority ABCD Strategic ABCD Strategic 08/09 09/10 Outcome Indicator Outcome Indicator
Education & NI 75 - 45.5% 49% None % of pupils with 5 A* - ABCD primarily contributes to the LAA Priority of ‘Education and Early Early Years Achievement of C GCSEs Years targets’ through two priorities: ‘Improve pre-school provision’ (Improvement 5 or more A* to and ‘Improve educational attainment in schools’. ABCD indirectly Prioity) C grade GCSE contributes to the delivery of the LAA NI 75 target via: or equivalent including English % of pupils with 5 A* - C GCSEs: At 2008, 37% of local pupils and Maths attained 5 A* - C GCSEs. There has been a 5 percentage point improvement in ABCD’s performance on this outcome measure over the period 2002-2008. However, at 2008 the proportion of ABCD pupils attaining 5 A* - C GCSEs was 26 percentage points worse than the City average.
Education & NI 92 - 34.5% 32.9% None Foundation Stage ABCD primarily contributes to the LAA Priority of ‘Education and Early Early Years Narrowing the Profile: % achieving 6+ Years targets’ through two priorities: ‘Improve pre-school provision’ (Improvement gap between the in personal and ‘Improve educational attainment in schools’. ABCD indirectly Prioity) lowest achieving development scales contributes to the LAA NI 92 target via: 20% in the Early Years Foundation Stage Profile: % achieving 6+ in personal Foundation development scales: 2006-2008, the proportion of local children Stage Profile attaining 6+ in personal development scales increased by 19 and rest percentage points (from 44% to 63%).The gap with the City average on this outcome measure has been reduced from 17 to 3 percentage points over the same period.
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2. Wolverhampton LAA Theme: ‘We Have Access to the Skills & Knowledge We Need’ (Cont.)
LAA Priority LAA Indicator LAA Target Direct Contribution Indirect Contribution Overall ABCD Contribution to LAA Priority ABCD Strategic ABCD Strategic 08/09 09/10 Outcome Indicator Outcome Indicator
Education & NI 93 – 88% 87% None % of pupils with KS1, ABCD primarily contributes to the LAA Priority of ‘Education and Early Early Years Progression by 2 L2+ All Subjects Years targets’ through two priorities: ‘Improve pre-school provision’ (Improvement levels in English and ‘Improve educational attainment in schools’. ABCD indirectly Priority) between Key contributes to the LAA NI 93 target via activities aimed at improving Stage 1 and Key attainment outcomes for pupils at KS1: Stage 2
% of pupils with KS1, L2+ All Subjects: At 2008, 63% of local pupils attained KS1, L2+ All Subjects. Between 2002 and 2008, there had been a 4 percentage point reduction in the proportion of local pupils attaining KS1, L2+ All Subjects. Furthermore, at 2008 the proportion of ABCD pupils attaining KS1, L2+ All Subjects was 10 percentage points worse than the City average.
Education & NI 94 - 84% 86% None % of pupils with KS1, ABCD primarily contributes to the LAA Priority of ‘Education and Early Early Years Progression by 2 L2+ All Subjects Years targets’ through two priorities: ‘Improve pre-school provision’ (Improvement levels in Maths and ‘Improve educational attainment in schools’ ABCD indirectly Priority) between Key contributes to the LAA NI 93 target via activities aimed at improving Stage 1 and Key attainment outcomes for pupils at KS1: Stage 2 % of pupils with KS1, L2+ All Subjects: At 2008, 63% of local pupils attained KS1, L2+ All Subjects. Between 2002 and 2008, there had been a 4 percentage point reduction in the proportion of local pupils attaining KS1, L2+ All Subjects. Furthermore, at 2008 the proportion of ABCD pupils attaining KS1, L2+ All Subjects was 10 percentage points worse than the City average.
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3. Wolverhampton LAA Theme: ‘We Will Live Longer & Healthier Lives
LAA Priority LAA Indicator LAA Target Direct Contribution Indirect Contribution Overall ABCD Contribution to LAA Priority ABCD Strategic ABCD Strategic 08/09 09/10 Outcome Indicator Outcome Indicator
Infant Mortality NI 126 – Early 75% 78% % of births below % of babies breast-fed ABCD primarily contributes to the LAA Priority of ‘Infant Mortality / / Birth Weight access for 2,500 grammes at birth Birth Weight’ through its ‘Reduce Perinatal and Infant Mortality’ women to priority. The key ABCD outcomes aligned to the LAA NI 126 indicator maternity % of babies breast-fed are noted below: services after 6 weeks % of births below 2,500 grammes: At 2008, 15% of births in the ABCD area were below 2,500 grammes. 2001-2008, ABCD’s performance on this measure worsened by 3 percentage points and at 2008, was 4 percentage points worse than the City average.
Indirect:
% of babies breast-fed at birth: This has increased from 29 to 66% over the period 2001-2008. At 2008, ABCD’s performance on this outcome measure was significantly better than the City average (7 percentage points higher).
% of babies breast-fed after 6 weeks: At 2008, 58% of babies in the ABCD area were reported as breast-fed after 6 weeks, compared with a City average of 42%.
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3. Wolverhampton LAA Theme: ‘We Will Live Longer & Healthier Lives (Cont.)
LAA Priority LAA Indicator LAA Target Direct Contribution Indirect Contribution Overall ABCD Contribution to LAA Priority ABCD Strategic ABCD Strategic 08/09 09/10 Outcome Indicator Outcome Indicator
Healthier NI 120 – All-age M 708 M 683 Death rate of Coronary % of residents who feel ABCD primarily contributes to the LAA Priority of ‘Healthier Lifestyles’ Lifestyles all cause F 512 F 501 Heart Disease (per own health is good / through its ‘Reduce Deaths caused by Heart Disease’ priority. The mortality rate 100,000 under 75) fairly good over the last key ABCD positive outcomes aligned to the LAA NI 120 indicator are year noted below: % of residents who smoke Death rate of Coronary Heart Disease (per 100,000 population): % of residents who do This rate has been reduced in the ABCD area from 123 to 64 per no physical activity for 100,000 population over the period 2001-2008. At 2008, the gap with 20 minutes at a time the City average was not statistically significant.
% residents % of residents who smoke: At 2008, 26% of local residents stated consuming five that they smoked – over the period 2002-08 there has been a 1 portions of fruit and percentage point reduction in proportion of smokers in the ABCD vegetables per day area.
% of residents who do no physical activity for 20 minutes at a time: This has been reduced from 9% to 6% over the period 2002- 2008.
Indirect:
% of residents who feel own health is good / fairly good over last year: This has increased by 5 percentage points over the period 2002-2008. At 2008, 81% of local residents stated that they felt their health was good / fairly good over the previous year – near to the programme’s lifetime target (83%) on this measure. Furthermore, ABCD (at 2008) significantly outperformed the City average (70%) on this outcome measure.
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4. Wolverhampton LAA Theme: ‘We Feel Safer & More Involved’
LAA Priority LAA Indicator LAA Target Direct Contribution Indirect Contribution Overall ABCD Contribution to LAA Priority ABCD Strategic ABCD Strategic 08/09 09/10 Outcome Indicator Outcome Indicator
Perception / NI 21 – N/A N/A NDC's overall crime % of residents who feel ABCD primarily contributes to the LAA Priority of ‘Perception/reality of Reality of Perception of rates per 1,000 they can influence what crime and anti-social behaviour’ through its ‘Reduce Crime’ priority. Crime and dealing with population goes on in the local The key ABCD outcomes aligned to the LAA NI 21 indicator are: Anti-Social local concerns area Behaviour about anti-social NDC's robbery rates NDC's overall crime rate per 1,000 pop: At 2008, the ABCD overall behaviour and per 1,000 population crime rate stood at 122 per 1,000 population. Between 2002-2008, crime by the the area’s overall crime rate had fallen from 227 to 122 per 1,000 police and local % of residents who population. The gap between ABCD’s and the City’s overall crime council feel teenagers rate has narrowed considerably over the life of the programme hanging around on the (reduced from a gap of 76 per 1,000 in 2001/02 to 31 per 1,000 in street is a problem 2008/09).
% of residents that NDC's robbery rates per 1,000 pop: At 2008, robbery rates within had experienced crime the ABCD area stood at 10 per 1,000 population. 2002-2008, the over the past 12 area’s robbery rate has remained at 10 per 1,000 population. months Similarly, there has been no movement in the City’s average robbery rate over the same period. % of residents who feel very unsafe / % of residents who feel teenagers hanging around on the street unsafe after dark is a problem: At 2008, 28% of local people felt that teenagers hanging around the area was problem. 2002-2008, there had been a % of residents who 2 percentage point reduction in local residents concerns about this fear being mugged / issue; and at 2008, the ABCD performance was 18 percentage points robbed better than the City average.
% of businesses citing % of residents that has experienced crime in past 12 months: At crime in the area as 2008, the proportion of local residents that stated that they had requiring improvement experienced crime in the previous 12 months was 29%. 2002-2008, ABCD performance on this measure had resulted in a 14 percentage point reduction in the proportion of local people that had reported
16 APPENDIX 3
experience of crime.
% of residents who feel 'very unsafe' after dark: At 2008, the proportion of local residents who felt 'very unsafe' after dark in the area stood at 28%. 2002-08, there had been a 14 percentage point reduction in the proportion of local people who felt ‘very unsafe’ after dark. However, at 2008, ABCD’s performance on this outcome measure remained 6 percentage points worse than the average for the City.
% of residents either very / fairly worried about being mugged / robbed: At 2008, the proportion of local residents that stated that they were either very / fairly worried about being mugged / robbed was 47%. 2002-2008, local residents’ fear of being mugged / robbed fell by 14 percentage points.
% of businesses citing crime in the area as requiring improvement: fell from 33% to 31% over the period 2005-07. At 2007, ABCD’s performance on this measure was 45 percentage points better than the City average
17 APPENDIX 3
4. Wolverhampton LAA Theme: ‘We Feel Safer & More Involved’ (Cont.)
LAA Priority LAA Indicator LAA Target Direct Contribution Indirect Contribution Overall ABCD Contribution to LAA Priority ABCD Strategic ABCD Strategic 08/09 09/10 Outcome Indicator Outcome Indicator
Perception / NI 16 - Rate of 24.27 23.3 NDC's robbery rates % of businesses citing ABCD primarily contributes to the LAA Priority of ‘Perception/reality of Reality of serious per 1,000 population crime in the area as crime and anti-social behaviour’ through its ‘Reduce Crime’ priority. Crime and acquisitive crime requiring improvement The key ABCD outcomes aligned to the LAA NI 16 indicator are: Anti-Social per '000 Behaviour population NDC's robbery rates per 1,000 pop: At 2008, robbery rates within the ABCD area stood at 10 per 1,000 population. 2002-2008, the area’s robbery rate has remained at 10 per 1,000 population. Similarly, there has been no movement in the City’s average robbery rate over the same period.
Indirect:
% of businesses citing crime in the area as requiring improvement: fell from 33% to 31% over the period 2005-07. At 2007, ABCD’s performance on this measure was 45 percentage points better than the City average
Less Violent NI 15 – Reduce N/A -4% on NDC's violent crime % residents either very ABCD primarily contributes to the LAA Priority of ‘Less Violent Crime’ Crime rate of serious baseline rate per 1,000 pop / fairly worried about through its ‘Reduce Crime’ priority. The key ABCD outcomes aligned violent crime per (0.51 being mugged / robbed to the LAA NI 15 indicator are: '000 population per 1,000 NDC's violent crime rate per 1,000 pop: At 2008, the ABCD violent pop) crime rate stood at 27 per 1,000 population. Over the period 2002- 2008, the ABCD area’s violent overall crime rate had fallen from 39 to 27 per 1,000 population. Whilst the gap between ABCD’s and the City’s violent crime rate average has narrowed over the life of the programme (reduced from a gap of 15 per 1,000 in 2001/02 to 9 per 1,000 in 2008/09), ‘narrowing the gap’ with the City average still
18 APPENDIX 3
remains challenging. At 2008, ABCD’s performance with regard to the area’s violent crime rate was 9 points worse than the City average
Indirect:
% of residents either very / fairly worried about being mugged / robbed: At 2008, the proportion of local residents that stated that they were either very / fairly worried about being mugged / robbed was 47%. 2002-2008, local residents’ fear of being mugged / robbed fell by 14 percentage points.
19 APPENDIX 3
4. Wolverhampton LAA Theme: ‘We Feel Safer & More Involved’ (Cont.)
LAA Priority LAA Indicator LAA Target Direct Contribution Indirect Contribution Overall ABCD Contribution to LAA Priority ABCD Strategic ABCD Strategic 08/09 09/10 Outcome Indicator Outcome Indicator
Residents NI 7 – N/A N/A None % of residents who ABCD primarily contributes to the LAA Priority of ‘Residents Engaged’ Engaged Environment for believe that they can through its ‘Improve Ability and Perception of Ability of Local a thriving 3rd influence what goes on Communities to Influence Service Delivery and Decisions which affect sector in the local area the Area’, ‘Improve Community Capacity, Social Capital and Community Cohesion’ and ‘Increase Community Engagement in the % residents who have ABCD Programme and Local Service Delivery’ priorities. The key been involved in ABCD ABCD outcomes indirectly aligned to the LAA NI 7 indicator are: activities within the past 2 years % of residents who believe that they can influence what goes on in the local area: At 2008, 28% of local residents stated that they believed that they could influence what goes on in their area compared with a City average of 30%. 2006-2008, there was a 4 percentage point increase in the proportion of ABCD residents that believed that they could influence what goes on in their area.
% of residents who have been involved in ABCD activities within the past 2 years: 2002-08, the proportion of local people that had been involved in ABCD activities over the two previous years, increased by 8 percentage points (from 12% to 20%).
20 APPENDIX 3
5. Wolverhampton LAA Theme: ‘We Like Where We Live’
LAA Priority LAA Indicator LAA Target Direct Contribution Indirect Contribution Overall ABCD Contribution to LAA Priority ABCD Strategic ABCD Strategic 08/09 09/10 Outcome Indicator Outcome Indicator
Cleaner NI 195 - 9% 8% % of residents who % of residents very / ABCD primarily contributes to the LAA Priority of ‘Cleaner Neighbourhoods Improved street feel litter and rubbish fairly satisfied with area Neighbourhoods’ through its ‘Improve Housing Choice and Choice and are a serious problem as a place to live of Area as a Place to Live’ priority. The key ABCD outcome / environmental in the area indicators aligned to the LAA NI 195 priority are: cleanliness Index of % of residents who feel litter and rubbish serious problem in Environmental Factors the area: This has fallen from 39% to 19% over the period 2002- / Dereliction 2008.
Index of Environmental Factors / Dereliction1: 2002-2008, ABCD’s performance on this measure has improved by 10 points (from 34 to 24). Good performance is measured as the lowest score possible on this indicator.
Indirect:
% of residents very / fairly satisfied with area as a place to live: This has risen by 16 percentage points (from 55% - 71%) over the period 2002-2008. Furthermore, at 2008, ABCD’s performance on this measure was on a par with the City average.
1 The Environmental / dereliction index. includes data regarding dogs causing nuisance or mess; litter & rubbish on the streets; run down/boarded up properties; abandoned/burn out vehicles; speed & volume of traffic; vandalism, graffiti and other deliberate damage to property and disturbance from crowds, gangs and hooligans. The index goes from 0-100; the lower the score attained the better the NDC’s performance on this measure.
21 APPENDIX 3
5. Wolverhampton LAA Theme: ‘We Like Where We Live’ (Cont.)
LAA Priority LAA Indicator LAA Target Direct Contribution Indirect Contribution Overall ABCD Contribution to LAA Priority ABCD Strategic ABCD Strategic 08/09 09/10 Outcome Indicator Outcome Indicator
Cleaner NI 187 - 26% 33% % of all housing with None ABCD primarily contributes to the LAA Priority of ‘Cleaner Neighbourhoods Tackling fuel SAP rating >65 Neighbourhoods’ (NI 187) through its ‘Improve Housing Conditions’ poverty and ‘Improve Energy Efficiency of Homes and Other Buildings’ priorities. The key ABCD outcomes / indicators aligned to the LAA Properties with NI 187 priority are: Warmzone heating and insulation % of all housing with SAP rating >65: At 2009, 25% of all housing improvements in the ABCD area had a SAP rating greater than 65. 2007-2009, this proportion increased by 2 percentage points from 23%. At 2009, ABCD’s performance on this outcome measure was equivalent to the City average.
Properties with Warmzone heating and insulation improvements: Over the life of the NDC programme 1401 properties within the ABCD area have benefited from Warmzone heating and insulation improvements
Better Quality NI 158 - % non- 47.6% 40% None % of all housing with ABCD indirectly contributes to the LAA Priority of ‘Better Quality Housing decent council SAP rating >65 Housing’ through its ‘Improve Housing Conditions’ and ‘Improve housing Energy Efficiency of Homes and Other Buildings’ priorities. The key ABCD outcomes / indicators indirectly linked to the LAA NI 158 Properties with priority are: Warmzone heating and insulation % of all housing with SAP rating >65: At 2009, 25% of all housing improvements in the ABCD area had a SAP rating greater than 65. 2007-2009, this proportion increased by 2 percentage points from 23%. At 2009, ABCD’s performance on this outcome measure was equivalent to the City average.
22 APPENDIX 3
Properties with Warmzone heating and insulation improvements: Over the life of the NDC programme 1401 properties within the ABCD area have benefited from Warmzone heating and insulation improvements
23 APPENDIX 3
5. Wolverhampton LAA Theme: ‘We Like Where We Live’ (Cont.)
LAA Priority LAA Indicator LAA Target Direct Contribution Indirect Contribution Overall ABCD Contribution to LAA Priority ABCD Strategic ABCD Strategic 08/09 09/10 Outcome Indicator Outcome Indicator
Community NI 1 – Residents N/A N/A % of residents who % of residents who feel ABCD primarily contributes to the LAA Priority of ‘Community Cohesion who agree that feel area is a place part of the local Cohesion’ through its ‘Improve Housing Choice and Choice of Area their local area where people of diff. community as a place to Live’, ‘Improve Ability and Perception of Ability of is a place where backgrounds get on Local Communities to Influence Service Delivery and Decisions people from well which affect the Area’, ‘Improve Community Capacity, Social different Capital and Community Cohesion’ and ‘Increase Community backgrounds get Engagement in the ABCD Programme and Local Service Delivery’ on well together priorities.
The key ABCD outcomes / indicators which contribute to the LAA NI 1 priority are:
% of residents who feel the area is a place where people from different backgrounds get along: At 2008, ABCD’s performance on this measure was 3 percentage points above the City average.
Indirect:
% of residents who feel part of the local community: 2002-08, the proportion of local people who stated that they felt part of the local community increased by 17 percentage points (from 36% to 53%). By 2008, ABCD on this outcome measure was only 2 percentage points below the City average.
24 APPENDIX 3
5. Wolverhampton LAA Theme: ‘We Like Where We Live’ (Cont.)
LAA Priority LAA Indicator LAA Target Direct Contribution Indirect Contribution Overall ABCD Contribution to LAA Priority ABCD Strategic ABCD Strategic 08/09 09/10 Outcome Indicator Outcome Indicator
Community NI 5 – Residents N/A N/A % of residents very / % of residents who feel ABCD primarily contributes to the LAA Priority of ‘Community Cohesion satisfied with fairly satisfied with part of the local Cohesion’ through its ‘Improve Housing Choice and Choice of Area local area as a area as a place to live community as a place to Live’, ‘Improve Ability and Perception of Ability of place to live Local Communities to Influence Service Delivery and Decisions % of residents who feel which affect the Area’, ‘Improve Community Capacity, Social area is a place where Capital and Community Cohesion’ and ‘Increase Community people of diff. Engagement in the ABCD Programme and Local Service Delivery’ backgrounds get on priorities. well The key ABCD outcomes / indicators which contribute to the LAA NI % of residents who 5 priority are: believe that they can influence what goes on % of residents very / fairly satisfied with area as a place to live: in the local area This has risen by 16 percentage points (from 55% - 71%) over the period 2002-2008. Furthermore, at 2008, ABCD’s performance on % of residents who feel this measure was on a par with the City average. litter and rubbish are a serious problem in the Indirect: area % of residents who feel part of the local community: 2002-08, Index of Environmental the proportion of local people who stated that they felt part of the Factors / Dereliction local community increased by 17 percentage points (from 36% to 53%). By 2008, ABCD on this outcome measure was only 2 % of residents who feel percentage points below the City average. poor quality / lack of parks or open spaces % of residents who feel the area is a place where people from is a serious problem different backgrounds get along: At 2008, ABCD’s performance on this measure was 3 percentage points above the City average.
25 APPENDIX 3
% of residents very / % of residents who feel litter and rubbish serious problem in fairly satisfied with the area: This has fallen from 39% to 19% over the period 2002- state of repair of home 2008.
Index of Environmental Factors / Dereliction2: 2002-2008, ABCD’s performance on this measure has improved by 10 points (from 34 to 24).
% of residents who feel poor quality / lack of parks or open spaces is a serious problem: This has fallen by 8 percentage points (from 21% to 13%) over the period 2002-2008. At 2008, ABCD’s performance on this measure was better than the City average (16%).
% of residents very / fairly satisfied with state of repair of home: This has increased from 73% to 81% over the period 2002- 2008.
2 The Environmental / dereliction index. includes data regarding dogs causing nuisance or mess; litter & rubbish on the streets; run down/boarded up properties; abandoned/burn out vehicles; speed & volume of traffic; vandalism, graffiti and other deliberate damage to property and disturbance from crowds, gangs and hooligans. The index goes from 0-100; the lower the score attained the better the NDC’s performance on this measure.
26 DRAFT All Saints and Blakenhall Community Development (ABCD) New Deal for Communities Asset Register APPENDIX 4
Location of Proceeds of Total Cost NDC Cost Serial / Date of Name of Post 2011 - Ownership & Date of Location Title Deeds Disposal (net Transfer of Description Name of Current Owner (net of (net of Identification Disposal New Owner Notes (Including Management Arrangement Ref Project Acquisition of Asset (if of recoverable Asset of Asset [55] [55] recoverable recoverable Numbers (if applicable) (if applicable) Management of Asset) (including Local Authority [55] [55] applicable) VAT, if Agreed [56] VAT) [55] VAT) [55] [55] [56] [56] Transfer) [56-58] [55] applicable) [56] ABCD REGENERATION DEVELOPMENT TRUST ASSETS
The site is split into three units: 1. small office unit, vacant Nov 2009 2. small café facility - 6 year lease ABCD Trust is considering the term until May 2014 transfer of the asset to WCC to 61 - 64 Dudley Road, 3. main building - lease agreement to Acquisition of 61 - 64 Dudley ABCD Regeneration safeguard the use of the building for E0035 Acquisition of Hanover House Mar-08 350,000 350,000 Blakenhall, Wolverhampton, be drawn up with WCC Adult Ed Road Development Trust community use. WV2 3BY Services for 6 years, with a 3 yr rent review, to commence Dec 2009. The See 'Asset Plan' for more detail. 'Skills for Life Centre' at Hanover House will be funded by ABCD until the end of the Programme.
Acquisition of land at 55 Raby ABCD Regeneration 55 Raby Street, All Saints, The properties and land form part of Q0053 All Saints Acquisitions Mar-08 95,000 95,000 Street Development Trust Wolverhampton, WV2 1AJ the All Saints housing redevelopment ABCD Regeneration 8 Vicarage Road, All Saints, area - key partners within the scheme Q0053 All Saints Acquisitions Acquisition of 8 Vicarage Road Aug-09 59,000 59,000 Development Trust Wolverhampton, WV2 1DT are the City Council and ABCD. The partners are in the process of Acquisition of 10 Vicarage ABCD Regeneration 10 Vicarage Road, All Saints, Q0053 All Saints Acquisitions Dec-08 99,500 99,500 negotiating a partner framework Road Development Trust Wolverhampton, WV2 1DT agreement incorporating partner roles, responsibilities and key activity i.e. Acquisition of 26 Vicarage ABCD Regeneration 26 Vicarage Road, All Saints, ABCD Offices: Agreement Q0053 All Saints Acquisitions Aug-09 60,000 60,000 CPO and marketing process. Road Development Trust Wolverhampton, WV2 1DT St John's required by House WCC Capital The properties and land form part of ABCD Regeneration St John's Sq Asset Q0053 All Saints Acquisitions Acquisition of 56 Raby Street Mar-08 the All Saints housing redevelopment Development Trust Wolverhampton Management The Land owned by the Trust is to be 75,000 75,000 56, 56a Raby Street, All Saints, area - key partners within the scheme WV2 4AT Group / Cabinet. transferred to the City Council as part ABCD Regeneration Wolverhampton, WV2 1AJ are the City Council and ABCD. The Q0053 All Saints Acquisitions Acquisition of 56a Raby Street Mar-08 of the All Saints redevelopment. Development Trust partners are in the process of Further issues to be considered - Tax ABCD Regeneration 58 Raby Street, All Saints, negotiating a partner framework Q0053 All Saints Acquisitions Acquisition of 58 Raby Street Mar-08 70,000 70,000 implications. Development Trust Wolverhampton, WV2 1DT agreement incorporating partner roles, responsibilities and key activity i.e. ABCD Regeneration 60 Raby Street, All Saints, See 'Asset Plan' for more detail. Q0053 All Saints Acquisitions Acquisition of 60 Raby Street Mar-08 70,000 70,000 CPO and marketing process. A CPO Development Trust Wolverhampton, WV2 1DT indemnity will also be signed off. Risk issues: the CPO will not ABCD Regeneration 62 Raby Street, All Saints, Q0053 All Saints Acquisitions Acquisition of 62 Raby Street Mar-08 70,000 70,000 conclude before the end of the ABCD Development Trust Wolverhampton, WV2 1DT programme. The partners are ABCD Regeneration 64 Raby Street, All Saints, considering a series of options to Q0053 All Saints Acquisitions Acquisition of 64 Raby Street Mar-08 73,000 73,000 Development Trust Wolverhampton, WV2 1DT overcome this. The properties have been demolished. ABCD Regeneration 66 Raby Street, All Saints, Q0053 All Saints Acquisitions Acquisition of 66 Raby Street Mar-09 75,000 75,000 Risk issues: the 7 properties were Development Trust Wolverhampton, WV2 1DT originally acquired from the City ABCD Regeneration 68 Raby Street, All Saints, Council. Q0053 All Saints Acquisitions Acquisition of 68 Raby Street Mar-09 85,000 85,000 Development Trust Wolverhampton, WV2 1DT Draft lease agreement prepared. The Glassy Inn Site - Acquisition of ABCD Regeneration Baggott Street, Blakenhall, lease between the Trust and the City Q0056 land for proposed Acquisition of site Mar-08 350,000 350,000 See 'Asset Plan' for more detail. Development Trust Wolverhampton. Council will be 99 years with a Neighbourhood Centre peppercorn rent. LAND & PROPERTY GRANT ASSETS Draft lease agreement prepared. The 416449 Blakenhall Neighbourhood Building (construction in Adults and Communities, In Baggott Street, Blakenhall, lease between the Trust and the City Q0057 interim See 'Asset Plan' for more detail. Centre progress) Wolverhampton City Council development Wolverhampton Council will be 99 years with a payment peppercorn rent. Nursery is fully operational & has received a good OFSTED report. Guru Nanak - There are two outstanding funding Nursery to continue in the ownership Sedgeley Street conditions to be met: of the GNG Board. Blakenhall Neighbourhood Blakenhall Neighbourhood Baggott Street, Blakenhall, Temple, 1. an application to the Charities E0012a GNG Community Services Ltd May-05 1,235,144 769,329 Early Years [WCC] to monitor and Nursery Nursery - 3 storey new build Wolverhampton, WV2 3AP Baggott Street, Commission has been submitted to support the scheme as part of the Blakenhall, obtain Charitable Status, Children's Centre Strategy. WV2 3AP 2. lease agreement between the GNG Board and the Guru Nanak Temple to be established. WCC retain freehold to the site. New South West & Bilston Academy will Education Services, Parkfield High School, continue to lease the site for the next Parkfield High Construction Fitting out costs for training E0020i Wolverhampton City Council Jul-06 321,719 51,488 Wolverhampton Road East, 5 years until the new Academy is built. Training Centre centre (WCC) Wolverhampton, WV4 6AP Discussions will continue with the City Council about the future use of the site.
ASAN has charitable status and is a member of the Development Trust Refurbishment and renovation All Saints Action Network All Saints Road, Freehold owned by ASAN funded by E0024 The Workspace Sep-08 1,865,699 1,216,227 ASAN Association (DTA). Discussions of former school building (ASAN) Ltd Wolverhampton, WV2 1EL Advantage West Midlands (AWM). regarding the occupation of the building are taking place. Timken currently lease the land. Timken-Westcroft Construction Sunbeam Street, E0028 Refurbishment to units Timken Aerospace UK Ltd Jan-07 98,398 98,398 Agreement to be reached with owner training centre Wolverhampton, WV2 4UH of freehold to the site.
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Location of Proceeds of Total Cost NDC Cost Serial / Date of Name of Post 2011 - Ownership & Date of Location Title Deeds Disposal (net Transfer of Description Name of Current Owner (net of (net of Identification Disposal New Owner Notes (Including Management Arrangement Ref Project Acquisition of Asset (if of recoverable Asset of Asset [55] [55] recoverable recoverable Numbers (if applicable) (if applicable) Management of Asset) (including Local Authority [55] [55] applicable) VAT, if Agreed [56] VAT) [55] VAT) [55] [55] [56] [56] Transfer) [56-58] [55] applicable) [56] LAND & PROPERTY GRANT ASSETS (continued)
A community management agreement has been agreed and signed by the school governors - this includes the establishment of a management The Diocese own the school building St. Luke's C of E Primary Lichfield Diocese and Board of Park Street South, Lichfield committee. A separate SLA will be E0031 Construction of new school Aug-07 6,668,601 1,686,381 and the City Council own the external School Education Wolverhampton, WV2 3AE Diocese required between the school and the playing fields. City Council regarding joint services and community use prior to Blakenhall Neighbourhood Centre opening late 2010. Wolverhampton Early Years & Windsor / Parkfield / Springvale Construction of new children's E0033 Childcare Services, Oct-07 2,141,207 223,758 WCC own the site. Early Years Children's Centre centre Wolverhampton City Council [WCC] to monitor and support the Wolverhampton Early Years & scheme as part of the Children's Refurbishment of existing E0034 Blakenhall Children's Centre Childcare Services, Dec-07 281,994 172,756 Centre Strategy. building Wolverhampton City Council Parks & Contracts, Phoenix Park, off Dudley Road, Q0010 Multi Ball Court - Phoenix Park Multiball court Jun-03 35,700 35,700 Wolverhampton City Council Wolverhampton WCC Parks & Contracts own the site Installation of pathways in Parks & Contracts, Phoenix Park, off Dudley Road, and have agreed to maintain it. Q0011 Development of Pathways May-02 50,508 50,508 Phoenix Park Wolverhampton City Council Wolverhampton Grove CE Primary School, Sports facility at Grove Primary Education Services, WCC own the site. School to manage Q0015 Grove Sports Hall Development Apr-03 860,521 260,773 Caledonia Road, School Wolverhampton City Council site. Wolverhampton, WV2 1HZ All Saints Action Network All Saints Road, All Saints Action Network Q0016 Southside Sports Development Small multi use games area Oct-03 248,114 21,684 Management Services Ltd Wolverhampton, WV2 1EL Management Services Ltd Parks & Contracts, Phoenix Park, off Dudley Road, Q0018 Phoenix Park - Safety Lighting Installation of safety lighting Nov-03 56,936 56,936 Wolverhampton City Council Wolverhampton Graiseley Recreation Ground, Graiseley Recreational Ground Footpaths. fencing around multi Parks & Contracts, Q0028a Mar-05 129,798 129,798 off Pool Street, WCC Parks & Contracts own the sites Phase 1 use games area Wolverhampton City Council Wolverhampton, WV2 4NE and agreed to maintain the site. Graiseley Recreation Ground, Graiseley Recreation Ground Parks & Contracts, Q0028b Refurbishment of park railings Mar-06 178,367 178,367 off Pool Street, Phase 2 Wolverhampton City Council Wolverhampton, WV2 4NE Trailer mounted access All Saints Road, Q0031 The Phoenix Project All Saints Action Network Ltd Mar-08 13,079 13,079 All Saints Action Network Ltd platform Wolverhampton, WV2 1EL Fowler Street, Wolverhampton, Fixed asset on site. To be maintained WCC to confirm disposal Q0035 Fowler Street Gates and fencing Accord Housing Association Ltd Mar-06 15,512 15,512 WV2 3JD by grant recipient. arrangements for the site. Dudley Road Enhancement Improvements to highway & Regeneration & Environment, Q0036 Mar-08 2,211,486 1,646,821 Dudley Road, Wolverhampton WCC local highways responsibility. Scheme footpaths Wolverhampton City Council Fixed asset on site - current project Cameras & transmission equipment management provided by ABCD Q0037 Mobile CCTV Camera ABCD Nov-06 35,287 35,287 Deployed to various sites. reaching end of useful life, and will be Crime Community Safety manager. disposed of. Fixed asset on site - current project management provided by ABCD Future management options to be Q0037 Mobile CCTV Camera ABCD Mar-08 25,550 25,550 Deployed to various sites. Crime Community Safety manager. determined. Two x 3g cameras. WCC own the site. Managed by Q0039 Bradley Road Garage Site Resurfaced site Wolverhampton City Council Feb-06 16,023 10,000 Bradley Road, Wolverhampton Wolverhampton Homes. Parks & Contracts, 01/09/2006 Phoenix Park, off Dudley Road, Q0042 Phoenix Park Phase Improvements to park 1,561,326 1,561,326 Wolverhampton City Council interim costs Wolverhampton WCC Parks & Contracts own the sites Parks & Contracts, 01/11/2006 Dixon Street Playing Fields, and have agreed to maintain it. Q0045 Dixon Street Playing Fields Improvements to park 814,450 814,450 Wolverhampton City Council interim costs Dixon Street, Wolverhampton Disposal arrangement to be agreed Environmental pavilion, Eco- Cross Street South, Fixed asset on site. To be maintained Q0047 Cross Street South Bromford Housing Group (BHG) Mar-08 259,960 235,000 between WCC (freehold to site) and park and boiler plant room Wolverhampton, WV2 3JQ by grant recipient. BHG (grant recipient). Dudley Road % for Arts - Regeneration & Environment, Fixed asset on site. To be maintained Q0050 Lighting columns Mar-08 40,633 40,633 Dudley Road, Wolverhampton Festive Lighting Wolverhampton City Council by grant recipient. 72468 Baggott / Bromley Street - Natural play area and park Parks & Contracts, In Baggott Street, Blakenhall, WCC Parks & Contracts own the site Q0063 interim natural play area improvements Wolverhampton City Council development Wolverhampton and have agreed to maintain it. payment Caledonia Rd - Safer Routes to Regeneration & Environment, Caledonia Road, All Saints, Q0065 Highway improvement Mar-09 80,000 80,000 school Wolverhampton City Council Wolverhampton WCC local highways responsibility. Upper Villiers - Safer Routes to Regeneration & Environment, Upper Villiers Street, Q0066 Highway improvement Mar-09 160,034 160,034 school Wolverhampton City Council Blakenhall, Wolverhampton
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Location of Proceeds of Total Cost NDC Cost Serial / Date of Name of Post 2011 - Ownership & Date of Location Title Deeds Disposal (net Transfer of Description Name of Current Owner (net of (net of Identification Disposal New Owner Notes (Including Management Arrangement Ref Project Acquisition of Asset (if of recoverable Asset of Asset [55] [55] recoverable recoverable Numbers (if applicable) (if applicable) Management of Asset) (including Local Authority [55] [55] applicable) VAT, if Agreed [56] VAT) [55] VAT) [55] [55] [56] [56] Transfer) [56-58] [55] applicable) [56] BUSINESS & HERITAGE GRANT ASSETS Unit 23 Central Trading Estate, Industrial and Commercial Land E0025 Replacement of roof KC Glass Ltd Apr-07 97,654 29,296 Cable Street, Wolverhampton, KC Glass Ltd & Property (ICLP) Scheme WV2 2RJ Industrial and Commercial Land 2 Drayton Street, E0025 Roof replacement GET Training Ltd Feb-08 77,895 23,369 GET Training Ltd & Property (ICLP) Scheme Wolverhampton, WV2 3AB
Industrial and Commercial Land 87 Upper Villiers Street, E0025 Internal refurbishment Radha Rani's Feb-08 38,463 11,539 Radha Rani's & Property (ICLP) Scheme Wolverhampton, WV2 4NP
Industrial and Commercial Land Kalair Court, Marston Road, ICLP grants have 3 year clawback E0025 Roof replacement Kalair Properties Feb-08 70,500 25,971 Kalair Properties & Property (ICLP) Scheme Wolverhampton, WV2 4NJ condition currently monitored by an ABCD officer in post until Mar 2010. Benham BMW, 20 Raby St, All Industrial and Commercial Land An agreement is required with WCC E0025 Car Dealership works Benham Wolverhampton Ltd Apr-08 8,730,000 140,000 Saints, Wolverhampton, Benham Wolverhampton Ltd & Property (ICLP) Scheme (Economic Development) to WV2 1AS undertake the monitoring of the Sunrise House, Marston Road, Industrial and Commercial Land schemes post Mar 2010 and after the E0025 Building works Sunrise Bag Co Ltd Aug-08 111,639 33,492 Blakenhall, Wolverhampton, Sunrise Bag Co Ltd & Property (ICLP) Scheme end of the ABCD programme. WV2 4NJ Unit 4 Arcadian Park, Graiseley Industrial and Commercial Land E0025 Full refit of unit City Design & Print Ltd Nov-08 72,500 18,511 Row, Wolverhampton, WV2 City Design & Print Ltd & Property (ICLP) Scheme 4HL Industrial and Commercial Land Cable Street, Wolverhampton, E0025 Shutter door installation LA Elwell Ltd Sep-08 43,600 20,207 LA Elwell Ltd & Property (ICLP) Scheme WV2 4HL Stewart House, Stewart Street, Industrial and Commercial Land E0025 Renovation of premises Amaze Clothing Co Ltd Dec-08 43,474 13,042 Wolverhampton, Amaze Clothing Co Ltd & Property (ICLP) Scheme WV2 4JW Full restoration / architectural 334 Dudley Road, Q0041 ABCD Heritage Project reinstatement of locally listed AE Poxon Ltd Mar-07 31,180 13,606 Wolverhampton, WV2 3JY building Heritage grants have a 3 year Full external restoration of 152 Goldthorn Hill, clawback condition currently N / a as 3 year grant condition lapses Q0041 ABCD Heritage Project nationally listed former public Mr Paul & Mrs Olivia Birch Nov-07 105,591 70,802 Wolverhampton, WV2 3JA monitored by ABCD Heritage Officer before Mar 2011. house until Mar 2011. Full restoration / architectural The Boot Factory, 22 Cleveland Q0041 ABCD Heritage Project reinstatement of nationally Simon Developments Ltd Mar-08 339,476 100,000 Road, Wolverhampton, WV2 listed building 1BP
NOTES: [No] refers to relevant paragraph number, Programme Note 44.
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ABCD SUCCESSION STRATEGY: ASSET REGISTER & PLAN DRAFT Revised 12-11-09 (A) MAINSTREAMED-TRANSFERRED KEY PROPERTY & LAND ASSETS
Refer to accompanying Asset Register spreadsheet
Ref Asset Description Proposed Management & Liabilities Income & Comments Expenditure Needs
E0035 Hanover Two-storey commercial The ABCD Trust is negotiating management The ABCD Trust The House –office building with and service agreements for the building will maintain the continuation 61-64 Dudley rear car park. (except for a ground floor café area & building as owner of the adult Road Total net space = adjoining small office) to the City Council. The until such time as training 376m² accommodation is to be used as a ‘Skills for the freehold is service Life Centre’. WCC Adult Education would transferred to the within the ABCD are currently manage & be liable for the leased part of the City Council. ABCD area undertaking property. All payments is seen as a improvements to the (Council tax, succession building including It is however proposed to transfer the freehold services etc) on priority. installation of new lift ownership to the City Council before the end the WCC leased (to DDA standards), of the NDC programme. In return for the area will be paid rewiring, new ITC transfer of the asset to the City Council the by the Council. network, boiler building should be retained for the delivery of replacements & regeneration services/activities consistent redecorating. with the outcomes of the ABCDs objectives and Succession Strategy.
C:\Documents and Settings\pand022\Local Settings\Temporary Internet Files\OLK173\Appendix 4b Asset Register-Key Asset Plan KK 13-10-09v2 (2).doc 1 APPENDIX 4 ABCD SUCCESSION STRATEGY: ASSET REGISTER & PLAN (A) MAINSTREAMED-TRANSFERRED KEY PROPERTY & LAND ASSETS
Refer to accompanying Asset Register spreadsheet
Ref Asset Description Proposed Management & Liabilities Income & Comments Expenditure Needs E0035 Hanover Structural survey & To safeguard the ABCD community The private café is House other service checks investment a covenant or freehold subject to a separate 61-64 Dudley (eg asbestos, electrical) transfer condition will need to be lease. Adjoining the Road carried out negotiated whereby if WCC dispose of cafe is a small ground Cont’d The rear yard includes the asset within an agreed period the floor office – currently a ‘right of way’ shared capital receipt (or proportion) is vacant. The rental access with adjacent reinvested as an additional resource for income from these 2 buildings & it has community benefit in the ABCD area. units when both dedicated car parking Community benefit would need to be occupied were circa in the yard area. defined and agreed. £7K per annum. The rental income will revert to the Council on freehold transfer. An agreement is required whereby this income is used to support the services provided to the community from the rest of the building – in the first instance is the ‘Skills for Life Centre’.
C:\Documents and Settings\pand022\Local Settings\Temporary Internet Files\OLK173\Appendix 4b Asset Register-Key Asset Plan KK 13-10-09v2 (2).doc 2 APPENDIX 4
ABCD SUCCESSION STRATEGY: ASSET REGISTER & PLAN: (A) MAINSTREAMED-TRANSFERRED KEY PROPERTY & LAND ASSETS
Refer to accompanying Asset Register spreadsheet
Ref Asset Description Proposed Income & Comments Management & Expenditure Liabilities Needs
Q0056 Former Glassy Inn Site Former public house – The site is currently owned The City Council To & Bromley St, Blakenhall cleared site now being by the ABCD Trust. A 99 Cabinet on 17 safeguard Q0057 and, developed for the new year lease at a peppercorn October 2008 the ABCD Blakenhall Neighbourhood Blakenhall Neighbourhood rent to the Council has approved the investment Centre Centre. been approved. The development of the as part of (BNC) The BNC is due to open in freehold of the site will be BNC & the required the freehold late 2010. transferred to the City revenue support. transfer a The BNC is a multi-purpose Council before the end of condition community healthy living centre The Neighbourhood Centre is the NDC programme. will be incorporating recreation, sport part of the wider Blakenhall The Council will manage & included for and community facilities. The Gardens regeneration area. be responsible for the continued centre will have links with the This includes the new St BNC. community adjoining St Luke’s new school. Luke’s Primary School now At an early stage the use of the open & a mixed housing/retail Council commissioned building for development which the first Deloitte’s to prepare a 20 years. phase is due to commence in Business Plan for the This is spring 2010. The latter has BNC. The report was already part been delayed due to the positive & showed the of the economic recession & market project was viable & agreed 99 uncertainty. sustainable. year lease.
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ABCD SUCCESSION STRATEGY: ASSET REGISTER & PLAN: (A) MAINSTREAMED-TRANSFERRED KEY PROPERTY & LAND ASSETS
Refer to accompanying Asset Register spreadsheet
Ref Asset Description Proposed Income & Comments Management & Expenditure Liabilities Needs
All Saints These acquisitions are part of the land The project is Not relevant Acquisitions: assembly for the Vicarage Rd-Raby St new being managed by housing development regeneration scheme. a multi-disciplinary General Background The scheme is the culmination of significant team from WCC & collaboration between ABCD, WCC, ASAN ABCD & specialist and the local community. A Development advisors. It is Brief is in place & use of compulsory overseen by a purchase powers has been approved by the Steering Group City Council. Indicative schemes (including with all partners for the nearby WCC owned Gordon St site) represented have been worked-up with the community including the with the aim of providing a range of community & aspirational family homes for both local ASAN. people and new residents. It is likely that following the CPO process not all the land assembly will be completed prior to March 2011. WCC – the accountable body, ABCD and GOWM are examining ways of ensuring the funding is in place so that the City Council can complete the land assembly purchases after the end of the NDC programme.
C:\Documents and Settings\pand022\Local Settings\Temporary Internet Files\OLK173\Appendix 4b Asset Register-Key Asset Plan KK 13-10-09v2 (2).doc 4 APPENDIX 4
(A) MAINSTREAMED-TRANSFERRED KEY PROPERTY & LAND ASSETS
Refer to accompanying Asset Register spreadsheet
Ref Asset Description Proposed Management & Income & Comments Liabilities Expenditu re Needs
Q0053 56 – 68 Raby A terrace of houses, since demolished. The ABCD Trust as owners will The costs of Street ABCD paid for the demolition which was remain liable for maintenance & maintaining completed in September 2009. site safety etc until such time as the site will 56-64 Raby St were acquired by the ABCD the site is transferred to the rest with the Trust from the City Council in March 2008. chosen development partner (if a ABCD Trust The City Council had previously bought the development agreement is in – see houses from private owners. place by early 2011) or the City previous 66-68 Raby St were acquired in March 2009 Council should this not be column. again from the City Council. forthcoming by this date. There is no A framework agreement between the ABCD, income. the ABCD Trust & WCC has been drafted to cover roles & arrangements for progressing the CPO, marketing & development of the site.
C:\Documents and Settings\pand022\Local Settings\Temporary Internet Files\OLK173\Appendix 4b Asset Register-Key Asset Plan KK 13-10-09v2 (2).doc 5 APPENDIX 4
(A) MAINSTREAMED-TRANSFERRED KEY PROPERTY & LAND ASSETS
Refer to accompanying Asset Register spreadsheet
Ref Asset Description Proposed Management & Liabilities Income & Comments Expenditure Needs Q0053 55 Raby Street Vacant cleared site, formerly The ABCD Trust as owners will remain The costs of leased to Benham’s BMW liable for maintenance & site safety etc maintaining the dealer - now relinquished as not until such time as the site is transferred to site will rest with required following new BMW the chosen development partner (if a the ABCD Trust – development. Site gated & development agreement is in place by see previous boarded. early 2011) or the City Council should this column. not be forthcoming by this date. There is no income. Q0053 8 Vicarage Road End of terrace house, now As above As above vacant and secured. Acquired by ABCD Trust from a private owner in August 2009.
Q0053 10 Vicarage Terraced house, now vacant As above As above Road and secured. Acquired by ABCD Trust from Midland Heart RSL in December 2008.
Q0053 26 Vicarage Terraced house, now vacant As above As above Road and secured. Acquired by ABCD Trust from Midland Heart in March 2008.
C:\Documents and Settings\pand022\Local Settings\Temporary Internet Files\OLK173\Appendix 4b Asset Register-Key Asset Plan KK 13-10-09v2 (2).doc 6 APPENDIX 4
ABCD SUCCESSION STRATEGY: ASSET REGISTER & PLAN: (B) MAINSTREAM ASSETS
Refer to accompanying Asset Register spreadsheet
Ref Asset Description Proposed Management Income & Comments & Liabilities Expenditure Needs
Q0042 Phoenix Park Public Park owned & The City Council are The Council have Dudley Road managed by the City Council preparing a Management agreed to maintain Plan to be completed by the park & the new Major improvements December 2009. This will equipment & undertaken including new also form the basis for an features. paths, park furniture & application for Green Flag lighting, children’s play area, status in early 2010. older children’s activity area, fitness equipment around perimeter path, multi-use games areas, remodelled entrance areas, landscaping & habitat renewal, sensory garden, performance area, information & interpretation boards & park shelters.
C:\Documents and Settings\pand022\Local Settings\Temporary Internet Files\OLK173\Appendix 4b Asset Register-Key Asset Plan KK 13-10-09v2 (2).doc 7 APPENDIX 4
ABCD SUCCESSION STRATEGY: ASSET REGISTER & PLAN: (B) MAINSTREAM ASSETS
Refer to accompanying Asset Register spreadsheet
Ref Asset Description Proposed Management Income & Comments & Liabilities Expenditure Needs
Q0045 Dixon Street Playing Fields Public park owned and The City Council own and The City Council will managed by the City Council. manage the Park. continue to have responsibility to Main use is 3 grass playing The Council have agreed maintain the park as pitches for local football clubs in writing to a procedure to part of their Grounds (especially youth teams). give priority for pitch Maintenance Major improvements bookings to the local All Contract. undertaken have included Saints Football Club. pitch regrading & treatment, fencing & entrance areas, There is a longer term new MUGA, paths, lighting, proposal to incorporate an park furniture, children’s play adjoining site (on Major St) area, fitness equipment, which will create a site landscaping & art mosaics. large enough to become a Neighbourhood Park. This will happen after the end of the NDC programme.
C:\Documents and Settings\pand022\Local Settings\Temporary Internet Files\OLK173\Appendix 4b Asset Register-Key Asset Plan KK 13-10-09v2 (2).doc 8 APPENDIX 4
ABCD SUCCESSION STRATEGY: ASSET REGISTER & PLAN: (B) MAINSTREAM ASSETS
Refer to accompanying Asset Register spreadsheet
Ref Asset Description Proposed Management Income & Comments & Liabilities Expenditure Needs
Graiseley Recreation Ground This small green park area is Public park owned and The City Council will located in a mixed housing & managed by the City continue to have employment area and is also Council. responsibility to within the Fellows Street maintain the park as Conservation Area. part of their Grounds It contains a junior football Maintenance pitch, multi-use games area, Contract. seating, benches & other park furniture. ABCD have worked with the City Council to improve this local amenity which has included restoring the original boundary iron fence & gates, relaying paths, new lighting, landscaping, installing the MUGA & new furniture.
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ABCD SUCCESSION STRATEGY: ASSET REGISTER & PLAN: (C) CITY COUNCIL ACCOUNTABLE BODY GRANT ASSET MONITORING
Refer to accompanying Asset Register for details of all grants. This will require updating during the period up to March 2011 when the NDC programme ends.
Ref Grants Scheme Description Management & Monitoring Comments Requirements
Business Grants Various grants to local ABCD The grants include standard From April 2011 the E0022 Business Improvement Scheme businesses to assist with conditions but also specific ones City Council will (BIS) their viability, business related to clawback. therefore have to improvement & sustainable On the BIS & ICT grants must be monitor-check that the E0025 Industrial & Commercial Land & growth. repaid if: clawback condition is Property Scheme a) relocation of the business not an issue. It will outside the area only apply to a limited Information, Communication & b) Closure of the business number of projects – Technology – ICT Dev Scheme c) Disposal of the items purchased the exact number to In each case within 3 years of be determined in grant payment. September/October The property based grant (E0025) 2010. has the same clawback conditions except for clause c).
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ABCD SUCCESSION STRATEGY: ASSET REGISTER & PLAN: (C) CITY COUNCIL ACCOUNTABLE BODY GRANT ASSET MONITORING
Refer to accompanying Asset Register for details of all grants. This will require updating during the period up to March 2011 when the NDC programme ends.
Ref Grants Scheme Description Management & Monitoring Comments Requirements
Heritage Grants Grants to restore & improve The grant conditions were From April 2011 the City buildings which have modelled on similar regimes Council will therefore have to architectural or historic such Townscape Heritage monitor-check that the interest or are within a Initiative & Heritage Economic clawback condition is not an Conservation Area. Regeneration Scheme. issue. It will only apply to a The grants are a contribution The specific clawback condition very limited number of towards the cost of relates to the sale or transfer of projects – the exact number reinstatement of original the asset (i.e. building) where to be determined in features &, restoration. They grant is repaid on a sliding scale September/October 2010. do not include assistance for from 100% during grant work to repair & usual maintenance. 30% for between 25-36 months from the completion of grant funded works.
C:\Documents and Settings\pand022\Local Settings\Temporary Internet Files\OLK173\Appendix 4b Asset Register-Key Asset Plan KK 13-10-09v2 (2).doc 11 Draft Risk Management Plan
Issue/Change that may result in risk Probability Impact Action to Mitigate risk Responsibility Target date H/M/L H/M/L Local Governance Arrangements Effective partnership working and community Medium High Due to possible funding constraints & uncertainty LSP Director/ January engagement in decision making may not be over the future of Neighbourhood Management Director of 2010 sustained. (LNP structures), the LSP and the City Council will Sustainable be examining future arrangements for continued Communities/ local engagement and partner working across the Head of Delivery & City in the course of 2010/11. ABCD will continue to Sustainability work on this with the LSP, City Council and partners.
Low Low Agreement has been reached between LNPs and Chief November ABCD to develop a programme to help support and Neighbourhood 2009 develop capacity of the LNP Boards & support staff Renewal Officer/LANA ABCD Succession Strategy will feed into the LANA Coordinator & review ABCD Head of Delivery & Sustainability
Succession Strategy a) The risk is that the succession strategy is Medium High a) The LSP Executive Board to adopt the LSP Director, 6 Month not owned or the key issues actioned and Succession Strategy & the responsibility for the WCC Chief progress implemented at the end of the NDC development of plans through the Theme Strategic Executive & ABCD review - programme Partnerships to action & respond to the key issues Executive Director July 2010 identified in the Strategy. WCC as Accountable Body to monitor & review the delivery of the above plans b) Lessons learnt during the 10 year NDC Medium Medium b) The Partnership to undertake a Final Evaluation LSP Director, September programme are not used &/or actioned by of the NDC programme (to an agreed brief) – key WCC Chief 2010 partners to inform future regeneration activity findings of which are disseminated to all partners. Executive & ABCD & funding The NDC will work with the partners including the Executive Director LSP Director to ensure that the learning from the programme is communicated and shared with partners.
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Issue/Change that may result in risk Probability Impact Action to Mitigate risk Responsibility Target date H/M/L H/M/L Council funding pressures a) The Council has significant financial High Medium a) The NDC is working closely with the City Council WCC Chief September pressures, which will impact upon staffing, to help prepare Service Level Agreements (SLA), Executive, ABCD 2010 future budgets and priorities. This may reduce management plans and other agreements with a Executive Director its ability to mainstream NDC projects range of Service Areas to protect the NDC's investments. Some of these SLAs are between NB Refer to Succession Strategy Project internal Council services. Sustainability appendix x for more information
b) There could be a perception that the NDC Medium Medium b) Partners to use the NDC Final Evaluation & its WCC Chief September programme resources will have solved all the recommendations, together with the Succession Executive & 2010 area’s problems & therefore the partners may Strategy key issues to inform actions to tackle Director of disinvest in the area. outstanding needs of the area & continue to engage Sustainable with local residents on action to tackle future Communities with evidence based need. ABCD Executive Director/Head of Development
Education Strategy A detailed plan to address poor educational Medium High ABCD is working with officers within Children & Director of December attainment in the NDC area has yet to be Young People to address this issue. The Learning Children & Young 2009 with completed as part of the succession strategy. Strategic Partnership involvement is important in People & ABCD plan in the development of the plan to ensure a ‘cross Executive Director place by theme approach’. and Head of September The new South Wolverhampton & Bilston Academy, Delivery & 2010 based at the existing Parkfield High School site until Sustainability/ the Academy is completed, will be an important part of future educational attainment. Further discussion will also take place regarding the co-ordination of Children's Centres and associated services.
Regeneration of All Saints The regeneration of the All Saints is the perhaps the most complex initiative within the programme. Key risk areas: 2 02/12/2009 Draft Risk Management Plan
Issue/Change that may result in risk Probability Impact Action to Mitigate risk Responsibility Target date H/M/L H/M/L a) All Saints Project (Raby St/Vicarage Rd & High High For the City Council to allocate a Chief Officer to Director of Gordon St development) – The City Council oversee the implementation of the scheme & future Sustainable November fails to drive and accelerate the delivery of this engagement with local residents & other Communities/ 2009 key regeneration scheme stakeholders through the steering group. In addition ABCD Head of NB: more detailed background and response to this there is a need to continue the project Development/ is set out in the Asset Register Plan [appendix management of the scheme through a technical x in succession strategy] officer group chaired by the Chief Officer.
b) The delivery of the above scheme is Medium High As above. Director of Spring inhibited by the recent economic downturn The partners are currently preparing a partner Sustainable 2010 and its adverse impact on the housing market framework agreement setting out the roles, Communities/ responsibilities, finance and key activities required. ABCD Head of The CPO and marketing of the combined sites is Development/ due to commence in December 2009. It is anticipated that a development partner will be in place Spring 2010.
c) Failure to obtain CPO approval following a Low High A robust case is being prepared as part of the CPO Director of October public enquiry. Statement of Reasons. This outlines the CPO Sustainable 2010 rationale and works undertaken in the All Saints Communities area in the past. During the next 12 months there is a need to develop an alternative plan in the event that the CPO fails. d)The All Saints Area overall is not regarded Low High ABCD, the City Council and a range of local as a regeneration priority and therefore run stakeholders have prepared the All saints the risk of not maximising future external Prospectus showcasing all the development Chief Officer December funding opportunities, especially from the opportunities within the area. The prospectus will Neighbourhood 2009 HCA. be submitted to the HCA and the City Council to be Renewal/ABCD included in due course into the SLIF to benefit from Head of future HCA funding. Development
e) The All Saints Renewal & Investment Medium High Wolverhampton Strategic Housing Partnership to Strategy is not taken forward by the City take lead responsibility for the regeneration of the Council area. Wolverhampton City Council is to use its best Chief Officer September endeavours to facilitate the early development of Neighbourhood 2010 3 02/12/2009 Draft Risk Management Plan
Issue/Change that may result in risk Probability Impact Action to Mitigate risk Responsibility Target date H/M/L H/M/L key sites like the Royal Hospital to assist the Renewal/ABCD continued regeneration of the All Saints area. Head of Development
Recruitment and retention of ABCD staff As the NDC programme approaches its final High High WCC as accountable body to work with ABCD to Director of January year, ABCD staff will leave to secure future introduce measures to Customer & 2010 employment, which will impact on • retain key posts (eg via an incentive Shared Services & arrangements to deliver the strategy. scheme) ABCD Executive • agree appropriate secondment Director arrangements, and • provide effective & efficient support bearing in mind the limited time period which remains.
ABCD Senior Management Team and Wolverhampton City Council will also continue to review and monitor the needs of staff and develop a programme and staff support strategy.
Future Programme funding allocations The succession strategy is reliant upon an Low High The NDC Senior Management Team will work ABCD Executive February early receipt of the final year's funding closely with the Government Office for the West Director, GOWM 2010 agreement and consistent with the indicative Midlands and CLG to minimise potential risks. &CLG allocation.
Future Ownership & Management of The ABCD Senior Management Team is working Director of Assets with the City Council officers to transfer the Customer and properties to the City Council. This may include a Shared Services & The ABCD Programme has supported a small developer partner in the case of Raby Street, CMT, ABCD number of acquisitions by the ABCD Vicarage Road housing development if this can be Executive Director Regeneration Development Trust to facilitate achieved before the NDC programme ends. The & GOWM/CLG regeneration initiatives & services. NDC is working with CLG to ensure that claw back
Key risks are:
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Issue/Change that may result in risk Probability Impact Action to Mitigate risk Responsibility Target date H/M/L H/M/L a) Agreement is not reached for the transfer of Low High Negotiations are proceeding with key WCC & ABCD CMT & ABCD January property & site assets from the ABCD officers regarding this matter & agreement on most Executive Director 2010 Regeneration & Development Trust to the City issues resolved if not yet formally implemented – Council this can only occur when the Trust authorises the transfer on terms agreed by all parties. b) Adverse implications for the Trust relating Low High ABCD have appointed consultants to advise the ABCD SMT February to asset transfer especially legal and fiscal Trust of transfer & associated implications 2010 matters. c) Community & regeneration benefits Medium High Arrangements need to be formalised to safeguard WCC CMT & January resulting from the assets are not maintained the assets for the continued community benefit. ABCD SMT 2010 NB: More detailed background and response is set out in the Asset Register Plan [appendix x in succession strategy] Community Use of Buildings and sites The NDC has supported the development of a Medium Medium On various schemes e.g. Blakenhall Neighbourhood Director of Adults June 2010 number of community buildings and sites. It is Centre, St Luke’s’ school etc, the NDC is working & Communities/ critical to ensure that local people are able to with the City Council on the preparation of SLA's, Director of influence the management and have access management agreements, parks management Children & Young to the facilities. plans and management and user groups. It is People & ABCD The key issue is that the Asset Management intended that all these agreements etc are in place Head of Plan is not agreed & therefore not by the end of the NDC programme. Development & implemented. Project examples include the Head of Delivery Blakenhall Neighbourhood Centre & St Luke’s & Sustainability School.
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Issue/Change that may result in risk Probability Impact Action to Mitigate risk Responsibility Target date H/M/L H/M/L Area Master Plans & Associated Work Low Medium a. Officers of ABCD and the City Council Planning Director of Set out in the ABCD and the City Council jointly Service are working together to ensure the Sustainable City’s Local Development commissioned a number of Master Plans Master Plans are properly considered in the Communities Head Framework within the NDC area. The most important of context of the statutory planning process. ABCD of Development/ Core which are the ‘Blakenhall Employment Area will be able to comment upon draft Action Plans Strategy (Moorfields) Local Master Plan and Delivery as part of the formal consultation process. After Strategy’ and the ‘ABCD North Master Plan’. the end of the programme the LNPs could help The risk is that Wolverhampton City Council with consultation and in any event the City will not take account of the master plans after Council is obliged to engage & consult with local the end of the NDC programme. people on Action Plans etc. b. With regard to the Blakenhall Employment Area December it is important for the City Council to consider & 2010 implement the Deliver Strategy recommendations and use the Plan to inform current & future policy & development actions. This includes the significant heritage value of some of the buildings within the area which in the main is being safeguarded for continued local employment use.
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