Falcon Lodge Community Plan 2018 – 2022

This Community Plan has been produced following extensive consultation and listening to both the local communities of Falcon Lodge and the agencies that provide services to those communities.

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CONTENTS

PART ONE – SHAPING THE COMMUNITY PLAN

1. Foreword by Councillor Simon Ward, Leader of Sutton Coldfield Town Council (To add pre-print)

Picture 2. The Plan on a Page

3. A Profile of Falcon Lodge

4. How we have written the Community Plan

a. Policy, Future Delivery Arrangements and Accountability of the Plan b. Agency Appointed to Develop the Plan c. Approach and Method for Developing the Plan

5. Informing the Community Plan

a. Community Research b. Community Conference c. Theme Working Groups d. Desktop Research – demographics, health, education, employment and housing data e. Mapping

PART TWO – THE COMMUNITY PLAN

6. The Community Plan – Vision, Approach & Timetable

7. Action Plan

8. Partnership Arrangements

9. A Community Enabler

10. Accountability Arrangements

PART 3

11. Background Papers and Information Appendix

PART 1

1. JOINT FOREWORD

Councillor Simon Ward, Leader of Royal Sutton Coldfield Town Council Independent Chair1 of the Falcon Lodge Community Forum

To add at design stage post approval

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1 The Independent Chair will work with the community enabler and new board to identify a community chair in readiness for January 2019.

2. THE PLAN ON A PAGE What’s our Vision? We aim to deliver a happy, healthy and connected community, a vibrant local economy and an appealing neighbourhood to live, work, learn and prosper.

How we have developed the plan? Our plan has been shaped with and by the community in Falcon Lodge. By that we mean the people who live, visit, work and represent Falcon Lodge. We have engaged extensively to establish how the community feels about local issues, what their concerns are and what they would like to see change now and in the future. We have undertaken in depth community research, held a community conference and explored how we take matters forward through the plan in action groups. Four immediate key needs emerge from this consultation: 1. A better and joined up “offer” for young people 2. Targeted support to vulnerable households through family support and for older residents 3. Continued investment in community assets and community organisations 4. Improved communication with communities of Falcon Lodge Through the consultation three delivery themes have been identified to organise our immediate and longer term actions: 1. A Safer and Stronger Falcon Lodge 2. A Prosperous Falcon Lodge 3. A Greener and Healthier Falcon Lodge

Who leads the plan? Our plan will be genuinely community led plan with on-going review and development organised through a new community partnership supported by a new dedicated post working exclusively in Falcon Lodge and with the engagement of the ward and town for the Reddicap Ward, support from the Town Council and from key partners and community stakeholders working in Falcon Lodge.

What’s the timeframe for delivering the plan? The plan will deliver for a period of four years from 2018-22, which fits with the Town Council’s electoral cycle. It will include short-term actions for 2018 starting from June, with some actions cutting across future years in the plan and even beyond. We recognise that there are some vital early wins to deliver on to address immediate concerns, to build confidence and momentum and other areas such as long-term investment and regeneration, which will take longer. We will update our Plan annually. What are our immediate priorities for 2018? To approve the Community Plan through the Town Council, appoint the community enabler, set up the community board, develop a better youth offer, tackle immediate concerns around Anti Social Behaviour, complete the refurbishment of the Youth and Community Centre,

bring about a joined up and comprehensive youth offer and improve communications with the community. What are our long-term priorities? To tackle deep-rooted problems around isolation and family poverty, creating inclusion and prosperity, bring about housing regeneration and improved housing management, improve educational attainment and local skills, opportunities for developing enterprise through local start ups and identify long term improvements in community and environmental facilities.

3. PROFILE OF FALCON LODGE

Falcon Lodge is situated in the Sutton Reddicap ward2, one of eight new wards3 in Sutton Coldfield. It occupies about two thirds of the footprint of this ward. As well as Falcon Lodge the ward includes Langley Pool, Old Langley Hall and Langley Park House. Since May 2016 Sutton Coldfield has had its own Town Council – the Royal Sutton Coldfield Town Council. In May 2018 two town councillors have been elected from the Sutton Reddicap ward to represent Falcon Lodge on the town council from May 2018 for a period of four years.

Sutton Reddicap Town Councillors:

Councillor Samuel Simper (Conservative), who sits on Planning and Highways Committee of the Town Council

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Councillor Julie Ashley-Higgins (Labour), who sits on the Amenities, Leisure and Community Services Committee of the Town Council.

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Alongside its two Town Councillors, the ward is represented on Birmingham City Council by a Councillor, Charlotte Hodivala (Conservative).

2 Previously Sutton Trinity up to 3 May 2018. 3 These are Sutton Four Oaks, Sutton Mere Green, Sutton Reddicap, Sutton Trinity Ward, Sutton Vesey, Sutton Walmley & Minworth, Sutton Wylde Green and Sutton Roughley replacing Sutton Trinity, Sutton Four Oaks, Sutton New Hall, Sutton Vesey from 3 May 2018.

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Details of all Councillor Surgeries, both Town and City, are included in the information appendix at the end of the plan.

Overview of Falcon Lodge

The bulk of the residential footprint Falcon Lodge is made up by a post-war council estate. This was built between 1948 and 1956 on what was originally an orchard, comprising some 1,450 dwellings, of which less than 800 are still council properties. There are two secondary schools, one of which falls just outside the boundary; two primary schools and a children’s centre situated just within the boundary. A number of places of worship serve the community with two of these within the boundary and three just outside. Two faith groups provide services and activity within the Falcon Lodge Youth and Community Centre.

The estate is demarked by Rectory Road on the north side, with Lindridge Road and Springfield Road forming the eastern boundary, Reddicap Heath Road in the south, and Hollyfield Road (B4148) to the west. The map below, with its distinct horizontal arrow shape, illustrates its boundaries and includes some of its key community amenities. A pen portrait of the services provided by each of these amenities is set out below.

MAP 1 – Falcon Lodge Community Plan Boundaries and Community Amenities

Source: Contains public sector information licensed under the Open Government Licence v3.0. © Crown copyright and database rights 2018 Ordnance Survey 100019153.

The main parade of shops is on Churchill Road, which includes the Second Thoughts charity shop and just further on the Falcon Lodge Community Centre. Another smaller row of shops and The Anvil public house can be found on the corners of Springfield and Reddicap Heath Roads together with a cluster of shops and the Pesto Restaurant, on the corners of Reddicap Heath and Hollyfield Roads. There is a private nursery and a doctors’ surgery on Carhampton Road. St Giles Cancer Support Centre is situated on the Lindridge Road.

Sutton Reddicap Ward (including Falcon Lodge) is situated in the Sutton Coldfield Parliamentary Constituency, a generally prosperous district in the city (of Birmingham). It has higher levels of household income and low levels of unemployment and worklessness together with an older population base more economically active residents and owner-occupiers compared to city and national averages. However, Falcon Lodge, unlike the constituency as a whole has higher levels of unemployment and worklessness, lower income levels and a younger population – this is detailed below.

The Member of Parliament representing the Royal Borough (since 2001) is the Rt.Hon. Andrew Mitchell. His surgery details are included in the information appendix at the end of the plan.

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4. KEY SERVICES

This section provides a pen portrait of some of the key services provided to the community in Falcon LODGE. A range of commercial and retail services complement this.

Second Thoughts. 23 Churchill Road, Sutton Coldfield, B75 7 LD. [email protected], 0121 3555088. The Second Thoughts Project aims to promote community and provide support to the residents of Falcon Lodge and any others who wish to make use of its extensive range of resources and services. The Second Thoughts Shop (ST), been active on the estate for 23 years and is located in the center of Churchill Parade at the heart of Falcon Lodge. It is both the best-known organisation and the most widely recognised location for help and advice of any kind. Although the shop has been set up and is still run by the members of Sutton Coldfield Baptist Church, the only evidence of its Christian ethos is through its active

exercise of Charity; very few people on the estate are aware of the Second Thought‘s religious affiliation. From its tiny premises, the shop runs the only café on the estate, which, despite being small, is nonetheless popular with elderly, disabled, and isolated community members who come there for hot beverages and a friendly chat. The community shop on the estate is a base for all the project’s services selling low cost second hand goods, serving free tea and coffee, providing information, providing aassisted internet access, ssignposting local events and activities, Community Directory, monthly drop in surgery with police, monthly drop in surgery with Citysave Credit Union, baby bags for new mums, Food Parcel scheme (by referral only), Money Advice and working with New Hall Children’s Centre and Sutton East Extended Services. Falcon Lodge Chapel 265 Reddicap Heath road, B75 7ES, 0121 311 1681 Falcon Lodge Chapel (known locally as ‘The Chapel’) is an independent free evangelical Christian Fellowship located one mile north east of Sutton Coldfield town centre on the edge of Falcon Lodge housing estate. The Chapel has been in its present site since 1954. The Chapel has been actively involved with the local 4East Sutton Coldfield Churches Together group for over 50 years and they meet with the other churches on a number of occasions each year. The Chapel’s Services includes Coffee Morning, Lunch Club, 'Side by Siders' Ukulele Band, ‘Live in the Lodge’ Community Choir, Falcon Lodge Allotments & Gardeners Club, Ladies Hour (devotional) and Lodge Ladies Club Falcon Lodge Allotments Rear of 1 Falcon Lodge Cres, Sutton Coldfield, B75 7RD Falcon Allotment has been in existence since the Falcon Lodge estate was established. Originally there were five sites however Birmingham City Council took three and now two exists and will do in perpetuity. Falcon Lodge Allotments is based on two sites: at Falcon Lodge Crescent (Allotment Association Shop) and Horsfall Road, Sutton Coldfield. The allotment is run solely by volunteers, there are no paid staff. The Allotment Association Shop stocks compost, fertiliser, seasonal plants and vegetables, any little profit that is made is reinvested into the allotment. In total there are 30 plots; all are occupied by diverse groups of people. The allotment attracts all ages; it is used by young families and by the elderly. The allotment has two annual open days in June and September.

4 In the summer of 1960 the Falcon Lodge churches of St Chads, Methodist and Chapel arranged a 2-week outreach mission with guest evangelist Rev Dick Rees. Following the Mission, ‘United Churches’ as it then became known, continued to meet together on specific occasions every year. More recently, the group adopted the name ‘East Sutton Coldfield Churches Together’ and has increased from the original three to eight participating churches. ESCCT church congregations meet together at least six times a year for shared worship and Community events.

Falcon Lodge Youth and Community Centre Church Hill Road, Sutton Coldfield, B757LB, 0121 675 8144 Falcon Lodge Youth and Community Centre provides a community hub at the heart of Falcon Lodge delivering a range of services and providing a community space for the local community to interact, participate in recreational, community, cultural and faith activities. It also hosts an integrated youth hub with provision on different nights of the week from Compass Support, YMCA and Birmingham City Council Youth Teams. The Centre is owned by the City Council and in 2018 issued a five-year lease to Compass Support, a charity o based in Castle Vale delivering youth, employment and wellbeing services to manage the building, deliver a range of community and youth services, facilitate other agencies use of the building and enable residents and the wider community to interact and enjoy a whole range of activities. To date Compass have leveraged in funding of around £230,000 on top of the resources they have invested over a three year period to 2020 including:

❖ Reaching Communities - a funding application had been submitted to Reaching Communities to deliver a family coach model in Falcon Lodge over 2 years. ❖ Schools offer - provide local links to build upon existing provision delivering services at John Willmott School ❖ Youth Initiative Fund to deliver universal youth services. ❖ Community development worker supported by the Royal Town Council

A makeover and decorations to the centre was carried out in the summer of 2017 and improvement works to the youth wing, front entrance and of the youth shelter is underway. Twiglets Private Nursery School Carhampton Rd, B75 7PG, 0121 378 0514, [email protected] Twiglets Private Nursery is one of the few successful and visible local enterprises on Churchill Parade. However, accommodating 30-40 children from local families, who are financially disadvantaged. It has good relations with the Methodist Church, regularly taking the children to the activities organised there; with Second Thoughts, to which they refer the parents who find themselves in challenging situations; and with the New Hall Children Centre, with which they co- operate on child-related issues and activities. New Hall Primary and Children’s Centre 22, Langley Hall Drive, 0121 464 5170, [email protected] (School) and [email protected] (Children’s Centre) New Hall Children Centre, despite accommodating far larger numbers of children and their parents, is experiencing similar challenges. The Centre runs a successful antenatal course for parents-to -be as well as childcare courses in conjunction with Birmingham Metropolitan College. Secondary schools: John

Willmott and Fairfax are the two secondary schools in the area, with the latter reportedly attracting mostly the local students, whilst for the former, around seventy percent of its students come from Erdington and surrounding areas. John Willmott Secondary School Reddicap Heath Rd, B75 7DY, 0121 378 1946, [email protected] John Willmott School is a popular comprehensive school, serving pupils between the age of 11 and 18 on the outskirts of Sutton Coldfield. Founded in the name of Alderman John Willmott of Sutton Coldfield, John Willmott Grammar School (JWGS) was opened under the headship of Mr. Bill Roberts in 1958 as a co- educational Grammar School for 700 pupils. At the time of opening in 1959 the school building was award winning. In 1974 it became a Comprehensive School, determined to maintain its excellent record of achievement. As the school continued to grow a new Music block was built in 1980, followed shortly after by the art block in 1981, a new Sixth Form Centre was built in 1992 / 1993, Languages and Humanities block was opened in 1994, in 1996 the English block was extended. More recently, in 2003 the new Maths block was opened and in 2008 a£750,000 Dance Studio was opened and a 2013 a newly refurbished music department was opened. Today, John Willmott School has approximately 1,100 pupils, including 150 sixth formers and over 140 staff. Fairfax Academy Fairfax Road, B75 7JT, 0121 378 1288, [email protected] All students are offered the opportunity to take part in many different sporting and extra-curricular activities, which also helps to promote House spirit amongst the Fairfax community. Facilities Fairfax is steeped in over 50 years of history and when funds allow, the buildings are developed to provide up to the minute facilities for the students and staff. These developments over the years include purpose built technology suites, specialist teaching rooms, performing arts suite. The Schools most recent developments include a canopy area, learning resource centre, outdoor multi-sporting centre, dining facilities, and a brand new sixth form centre in 2013. Fairfax Academy has approximately 1,300 students. Cancer Support Centre Lindridge Rd, B75 6JB, 0300 012 0245 The Centre is open to clients five days a week, Monday to Friday 9.30am until 4.30pm with a late night on Tuesday until 7.45pm. We offer support to anyone affected by cancer. That could mean you have a diagnosis or you are supporting someone with a diagnosis. That support could be a chat over a cup of tea in the bistro with one of our experienced volunteers, joining one of the many groups they run, accessing a unique programme of supporting complementary therapies tailored to clients’ needs, attending some of their workshops. Sutton Coldfield Royal Town Council

Suite 6 Afe Business Centre, B74 2 PG, suttoncoldfieldtowncouncil.gov.uk

Instituted as a new and largest town council in the country in May 2016, the Sutton Coldfield Royal Town Council is now in its third municipal cycle. The new Mayor of the Royal Town of Sutton Coldfield is Derrick Griffin and the Leader is Simon Ward. The Town Council published a strategic plan during 2017 setting out its corporate priorities, one of which was to introduce community planning across Sutton Coldfield starting with Falcon Lodge. The Town Council’s current priorities include town centre revitalisation, creating and supporting community plans, work in support of the Town Centre library, free public wifi in key centres, improving play areas, improving parks, eco grants for schools, planting schemes, participating in Britain Bloom, investing in Christmas lights, disability advice, placement of defibrillators, autism support and community group funding. Falcon Lodge will access these befits either directly or indirectly. Birmingham City Council, birmingham.gov.uk A range of services are provided by the City Council affecting Falcon Lodge including housing, Anti Social Behaviour, resident engagement, planning, refuse and recycling, street cleaning, car parks, regulatory services, youth service, libraries, careers advice, school crossing patrols, adult and children’s social services. YMCA Youth Outreach & Sutton Christian Centre Both make up the team of four agencies delivering an all week youth service offer at the Falcon Lodge Youth and Community Centre Health Services – to add Nearest Leisure – to add

5. DEVELOPING THE COMMUNITY PLAN

A. Royal Sutton Coldfield Town Community Planning Policy Falcon Lodge Pilot

In July 2017 the Royal Sutton Coldfield Town Council agreed an approach to developing community plans in its Strategic Plan for 2017-19:

“Determine an approach to neighbourhood/community planning throughout the town as a basis for identifying local ward priorities for action”

The Town Council considered its approach to neighbourhood/community planning and agreed that the approach would be piloted in Falcon Lodge within the Sutton Trinity Ward (now Sutton Reddicap) and that at this stage the focus should on community planning. The report highlights that community plans are less prescribed by regulations than formal statutory Neighbourhood Plans and are “…more flexible, quicker and easier to prepare. Additionally, they are not reliant on a local Planning Authority approval of the designated area … (and) they are able to develop priorities for action beyond land use and development issues looking at a broader range of social, economic and environmental issues and focussed on improving the quality of life in the local area. In summary they would seek to “... identify actions that can be taken by the community in partnership with the Town Council…to influence other service providers and provide evidence of need in support of funding bids. Depending upon the

nature of the issues and priorities emerging through a community plan, this could still form the basis for a future of a future Neighbourhood Plan if deemed appropriate”.

The Royal Town Council identifies clear criteria for developing the pilot and future community plans including:

1. Conform with the principles and priorities of the Council’s Strategic Plan; 2. Based on coherent community boundaries e.g. catchment area for walking to local services / where informal networks of community groups operate / where physical features such as a major road or railway define a natural boundary; 3. Demonstrate an appropriate level of wider community engagement and public consultation; 4. Prepared by a project team representing a cross section of local interests set up with support of relevant resident / community groups and including town councillor representatives from that area; 5. Projects / initiatives involving the powers or responsibilities of another agency should have the support or consent of the relevant body; 6. Be completed within 12 months; 7. Not make prior financial commitments on behalf of the Town Council; 8. On completion and agreement by the Town Council that the community plan conforms with its criteria for community planning be eligible for projects of up to £20,000 per annum over three years; 9. Town Council will remain as the accountable body for any expenditure incurred and comply with its Financial Regulations.

Our Community Plan has taken stock of the Town Council’s policies:

No Policy Approach taken 1 Conform with the principles and priorities • The Falcon Lodge Community Plan has been designed to deliver priorities for action over a four year of the Council’s Strategic Plan period: A. June 2018 – March 2019 B. April 2019 – March 2020 C. April 2020 – March 2021 D. April 2021 – March 2022 • It is based on addressing evidenced needs, emerging opportunities, improving the quality of life for the local community5

5 Local community includes those who live, work and visit in Falcon Lodge

2 Based on coherent community boundaries • The community boundaries are those associated with the historic Falcon Lodge neighbourhood within e.g. catchment area for walking to local the new Sutton Reddicap Ward (formerly Sutton Trinity), Sutton Coldfield. The neighbourhood is made services / where informal networks of up by the post war council estate supported by a number of local shops, with two secondary schools, community groups operate / where two primary schools and a children’s centre situated a community centre, places of worship and physical features such as a major road or voluntary sector/community organisations. These boundaries are set out in the map on page 6. railway define a natural boundary

3 Demonstrate an appropriate level of wider The Community Plan has been developed with the local community through: community engagement and public • Community Research – autumn 2017 consultation • Engagement With Town Councillors – autumn 2017 • Community Conference – January 2018 • Four Working Groups – January – March 2018 • A final Community Workshop – following agreement in September 2018 to present the final plan and mobilise the action plan in year 1.

3. Prepared by a project team representing a The Falcon Lodge Community Plan project team has included: cross section of local interests set up with 1. Compass Support designated managers and officers support of relevant resident / community 2. Town Councillors and Compass Support staff groups and including town councillor 3. Four Working Groups comprising local stakeholders including Town Councillors representatives from that area

4. Projects / initiatives involving the powers Projects identified in the action plan including those to be identified in the future will be underpinned by or responsibilities of another agency appropriate commitments from agencies with relevant governing approvals (depending on the nature of the should have the support or consent of the institution). relevant body

5. Be completed within 12 months The Falcon Lodge Community Plan will have been developed within a 12 month period with work commencing in September 2017 and submission for approval to the Town Council in June 2018 with the year 1 action plan live from July 2018.

6. Not make prior financial commitments on The Community Plan accords with this principle. behalf of the Town Council

7. On completion and agreement by the A programme of funding proposals to deliver year 1, 2, 3 and 4 will be developed as an appendix to the Town Council that the community plan Community Plan and updated annually. conforms with its criteria for community planning be eligible for projects of up to £20,000 per annum over four years

8. Town Council will remain as the This will be complied with. accountable body for any expenditure incurred and comply with its Financial Regulations

B. Agency Appointed to Develop the Community Plan

Compass Support, part of the Pioneer Group based on Castle Vale, were commissioned to undertake the consultation and engagement, research and drafting of the Community Plan. Compass Support is a charity specialising in community development/planning, provision of youth, employment and health and wellbeing services and hold a five-year lease to manage the Falcon Lodge Youth and Community Centre.

C. Approach and Method for Developing the Plan

Our approach to developing the Community Plan has been to build this bottom up by exploring through community conversations how the community feels about their neighbourhood, the good and the bad, what their hopes and fears are for the future, followed by more structured engagement through the Community Conference and four theme action groups backed up by robust research on the demographics and needs within the neighbourhood. We have also tried to take an asset based approach looking at the opportunities for future success, wellbeing, prosperity and quality of life, not just the challenges and the problems which many community plans use as the starting approach.

1. Community Led Research & Engagement

Falcon Lodge Community Plan

3. 2. Asset Assessment Based of Needs – Approach – Challenges Strengths & and Opportunities Weaknesses

Our Three Building Blocks for Developing the Plan

6. INFORMING THE COMMUNITY PLAN

A. Consultation Methodology

The Community Plan has been drafted after extensive community consultation. The principle methodology for the consultation includes:

1. Confirming the brief – discussions with Town Councillor’s & the Town Clerk

Detailed community research undertaken by ‘community researchers’. To this effect, two Community Engagement Officers went out into the field and engaged the community in face-to-face conversations, formal interviews, and by means of questionnaires.

2. Community Workshop December 2017 – ‘Falcon Lodge Community Conference.

Attended by Simon Ward (Leader of Royal Sutton Coldfield Town Council) and Rt Hon Andrew Mitchell MP. A number of interactive workshops took place, which explored the key issues/concerns within the Falcon Lodge Community.

3. The following four Steering Groups were formed to specifically look at Employment and Economy, Education, Wellbeing and Community and Safety:

Community and Safety Steering Committee:

Jo Cook: Co-ordinator of Made in Sutton, Sutton Art Forum and Live at the Lodge (Chair)

Pam Powis: Birmingham Community Safety Partnership Manager

Henry Wattis: Pastor of Sutton Christian Centre and Youth Worker

Councillor Derrick Griffin

Councillor Leeford Allen

Economy and Employment Steering Committee:

Patrick Masih: Jericho

Bryn Lewis: Big Birmingham Bikes

Deborah Hennessy: Compass Support (Chair)

Education Steering Committee:

Councillor Clare Horrocks

Councillor Maria Hewitt

Bonnie Janiak (BCC Youth Team)

Lauren Lander (YMCA Youth Team)

Deborah Hennessy (Compass)

Wellbeing Steering Committee:

Councilor Derrick Griffin

Phil Harris: Compass Support (Chair)

Warrick Stevens: Resident

Deborah Hennessy: Compass Support

Kyle Stott: Service Manager – Council Collaboration, Birmingham Public Health

The output from each of the meetings is included in the background documents section of the Community Plan.

4. Consultations so far involved over 200 community members and included majority of the stakeholders, among them:

Five of the local churches: Roman Catholic, Anglican, Methodist, Pentecostal, and Evangelical

• Second Thoughts Charity • The Youth Group and the YMCA • St Giles Hospice and Cancer Support Centre • Allotments and Gardeners Group • Majority of the local businesses, as well as wellbeing and activities’ groups Further consultations were done with local primary and secondary schools, the Falcon Medical Centre, Police and Fire Service, and with representatives of the local Keralan community.

5. Desk based research – analysis of statistics and background data. Below are some of the sources we have used: https://www.birmingham.gov.uk/download/downloads/id/4351/sutton_coldfield_town_council_ballot_faq_booklet.pdf https://www.birmingham.gov.uk/info/50120/public_health/1332/local_area_health_profiles/10 https://www.suttoncoldfieldtowncouncil.gov.uk/the-council/find-my-ward/ https://public.tableau.com/profile/bcc.ck#!/vizhome/2018BirminghamWardProfiles/2018BirminghamWardProfiles https://public.tableau.com/profile/bcc.ck#!/vizhome/BirminghamEqualitiesDashboard/BirminghamEqualities

6. Community Mapping – applying datasets on to maps to illustrate assets and deficits within the neighbourhood boundaries.

B. Summary of consultation and engagement

Community Research

Church and Faith The Churches Together Group have a remit to “advertise” each other’s activity timetables, though to date, this does not appear to happen very effectively. It is apparent there are great deal and a great variety, of activities available in the Falcon Lodge area.

Those who attend activities in the churches and the community centre were given short questionnaires to fill in. Similar questions were also put to people attending the launch event on July 1st of this year. Though it could not be claimed this sample is representative, it does throw up some interesting patterns and findings. Firstly, many appear to be unaware of what goes on in other churches, apart from their own, or in the community centre. For example, seven people said they would like to see line-dancing classes available; there are line-dancing classes at St Chads every Monday. However, it is also possible some are put off attending an activity, which takes place in a place of worship. Secondly, there are a considerable number of activities each week for the older population, yet there are 23 requests for more and this does not include things like dancing, yoga, Pilates. This again could be due to unawareness. However, it may demonstrate a maxim of one participant that, “I try to do something every day”. Thirdly, 29 adults said there should be more activities for young people. Again, this seems to suggest that what is available is not enough. The responses to what people could offer and what they would like to see on the estate were far fewer than their suggestions for activities they would like to do. However, there were some common themes such as more community policing to deal with such things as quad bikers, a tidier environment and hanging baskets. Interestingly, some young people also disliked a dirty environment and offered to help clear up the litter.

To summarise; looking at the opportunities for Compass Support, there is undoubtedly more potential for providing activities for young people of all ages and for older residents too such as lunch clubs and coffee mornings. “Second Thoughts” felt there was a need for a grandparents’ group for those who are the legal guardians of their grandchildren. Bearing in mind the community centre’s location, it may attract people from the Falcon Lodge Crescent area, because it is nearer than any of the churches and it is secular. There is an opportunity to offer such activities as Pilates and dance, to work with St Giles for example, and to offer complementary therapies.

The issues raised by the four churches are:

1) Not enough youth work. The churches expressed concern over the local youth being very much left to their own devices, resulting in an increased level of anti-social behavior. 2) Lack of facilities for the youth. All churches admit that there is virtually nothing for the youth to do on the estate, leading them to invent their own entertainment, such as using Churchill Road for a cycle track and vandalising the roof and pavement near the Community Hub and the Methodist Church. 3) Not enough family support. Many families on the estate, particularly single families, struggle financially and psychologically. Churches recognise the need for an extensive support network, and express hope that more resources will become available at the Lodge Hub, to augment the work already being done by the Second Thoughts and the New Hall Centre. On their part, Churches Together are happy to provide their facilities for play groups, such as Wiggly Worms at the Methodist Church and Teddy Bears at St Chad’s. Discussions with parents, who bring their children to such groups, revealed that they benefit from it immensely by being able to meet up on a regular basis and discuss informally their issues and concerns. 4) “Invisibility” of the disabled community members. Churches Together were the first among the groups interviewed to highlight the fact that disabled members of the community, of whom there are quite a few, are seldom seen on the streets. Disabled church-goers themselves identified the old and crumbling infrastructure on the estate and the lack of facilities for them outside of Second Thoughts / Churches / Lodge Hub to go to as the main reasons behind their unwillingness to venture outside their houses more than is necessary. Some have also safety concerns, particularly in the evening and along the Churchill Rd.

Summary on Community & Safety

What services are in place and are they accessible?

The centre is the key, but many are unaware of what is on offer in the centre, which hampers the Compass Support Project within Falcon Lodge. We need to promote the groups and services, which take place in the community centre and develop inter-generational work. A question of trust; new organisations take time to build relationships with residents and the community, especially after so many short-term projects in the past, which have since left.

• Many residents between 20 and 40 years of age felt they had been left on their own as a community, ever since the Birmingham City Council pulled out of the Community Centre. Some still thought the centre was closed. There was a suggestion that the entrance to the centre should be well lit and welcoming.

• In relation to who the local Councilors are and how can be contacted; the suggestion of having a Community Engagement Officer based at the Centre to coordinate local activities, mediate between the local groups, and help prevent overlapping events, was positively evaluated by the stakeholders.

Communication

How do we reach a community of 2500 people? If we had a community radio, we need to think about how this will be maintained. Social media would disbar those without access to computers or android phones and would affect many of the elderly and the vulnerable. We need all types of networking, from notices and leaflets to social media. The Sutton Observer is not delivered locally; it should include Lodge coverage, or we could consider our own newsletter. It is very apparent that there is a need for housing refurbishment around the area. Although most of the residents are happy to walk these areas in the evening and haven’t experienced any issues with youths or adults engaging in substance abuse, there is a very strong belief among them that these areas need to be CCTV- covered for the safety of children and the elderly who will suffer most from the ASB in the area if it gets worse.

Almost all of the shop owners expressed a desire to see better lighting and working CCTV installed along the Parade. All have reported witnessing ASB happening in front of their shops, with only a few proceeding to report the most serious cases to the police. The four local churches work with the young and old and the disabled. Disabled church-goers themselves identified the old and crumbling infrastructure on the estate and the lack of facilities for them outside of Second Thoughts / Churches / Lodge Hub to go to as the main reasons behind their unwillingness to venture outside their houses more than is necessary. Some have also safety concerns, particularly in the evening and along the Churchill Rd. The Safety of residents as a whole: bad lighting, youths on bikes.

Wellbeing

There is a strong desire to have a centralised venue where the community can go and access services, information and meet others. There was a suggestion to establish a ‘Community Health Café’. Looking at things to engage younger people, e.g. a Junior Rotary Club for Year 6; a Younger Residents’ Group; Sutton Boys Football Club in Lindridge Road. Look at the possibility of Community Service People setting up a sports club; establishing a FAST programme with us as the mediators between schools and parents.

Economy and Employment

Careers advice in schools is a mixed picture with no consistence across the schools. There needs to be joint work with secondary schools to deliver education in the community. Life coaching sessions provided by YMCA to young people, Andy Street runs the mentoring programme; Virtually Minded is the mental health provision. There needs to be more training to provide more of these services. Businesses could provide mentoring for young people who lack support or direction. What about ‘intelligent misfits’; young people who are smart but don’t quite fit into the system.

Education

Recent Ofsted Reports show that both John Willmott and Fairfax schools have made significant improvements in terms of educational standards and service provisions for students from challenged backgrounds. However, the same reports stress specifically that both schools fall short in their assessment of the range and depth of deprivation in Falcon Lodge, and are consequently not doing enough to address the needs of disabled and economically and socially disadvantaged students from the area. Some of the key needs highlighted through the consultation were some of the following things:

• Local homework clubs • Lack of sufficient mental health support in schools? • Work experience appears to be lacking. • How do young people secure employment if they have little education and no experience? • Their needs to be provision for functional skills support and opportunities for people with low skills.

Are young people being taught life skills about such things as:

• Mortgages • Saving/banking • Taxes • Politics/government • Healthy lifestyles

To what extent are we closing the skills gap? There needs to be an educational system that is responsive to need and presented in an accessible and exciting way; not necessarily academic skills, but life skills such as:

• Driving theory • Cooking • CSCS cards • Vocational

There should be a gateway to opportunities; something or someone central. At the moment there is no current prospectus or single place to find out about opportunities on and off the estate.

Falcon Lodge needs access to citywide initiatives; the estate is often missed because of the overall prosperity and low needs in Sutton Coldfield.

Environment and Health

Litter, rubbish and fly tipping are a problem, especially the build-up of rubbish behind the shops on Churchill Road and around the flats. There needs to be an awareness raising initiative for local people to understand the impact of dumping - educate people about litter etc.

Summary

The data collected highlights several issues that the community on the estate feels strongly about, as well as potential solutions to them:

“Crumbling infrastructure, security and safety, and unattended youths were the first things usually to come up in the interviews” Community Researcher

Neglected Youth Apart from the young people involved with the Youth Team at the Community Centre, local youth to a large degree is left to its own devices. With nothing for them to be involved in on the estate, they resort to creating their own means of entertainment, which typically leads to vandalism and other forms of anti- social behavior.

Potential Solution: young people on the estate show interest in music and sport related activities. Facilitation of better engagement with them by the MUBU Music Project, as well as with the two football clubs present in the area, the Sutton United and the Romulus Academy, may provide the necessary space and means to explore their interests.

There is also a potential for a cycling project. Many young people on the estate cycle regularly and can be seen doing stunts on the Churchill Rd, leading to several elderly residents suggesting building a cycling track for them. A consultation with Big Birmingham Bikes and the Second Thoughts revealed that they are willing to help with organization and running of a cycling project.

Feeling of Abandonment by the Local Authority Many younger residents, 20 to 40 years old, share the feeling of being left on their own as a community, ever since the Birmingham City Council pulled out of the Community Centre. The narrative focuses on the lack of provisions for skills development and job search for the young adults, the still-perceived closure of the Community Centre, and general confusion in relation to whom the local Councilors are and how can they be contacted.

Solution: Starting regular job centre and computer sessions at the Centre, as well as making the Centre itself better accessible with installation of new door, will help reduce the tension in the community. Stakeholders have also suggested more regular visits from the Councilors to the estate.

Little coordination of activities on the estate There is a general recognition among the stakeholders and the residents that more could be done on the estate if there was somebody to coordinate the collective effort. The widely recognized success of Christmas Parties demonstrates that it has a huge potential. An effort by the local Churches Together group to coordinate activities was not successful due to the vicars being too busy with their own schedules.

Solution: the suggestion of having a Community Engagement Officer based at the Centre to coordinate local activities, mediate between the local groups, and help prevent overlapping events, was positively evaluated by the stakeholders.

C. Community Conference

To add

D. Theme Working Groups

To add

E. Desk Top Research – Evidencing Need

We have drawn upon available statistics for our analysis of Falcon Lodge’s needs. However, there are limitations in this process as some statistics are only available at larger geographical areas and encompasses the entire Town of Sutton Coldfield or Birmingham as a whole. It has been difficult for us to get statistics solely for Falcon Lodge estate; we have had to look at the entire Sutton Reddicap ward. In addition, some data are from some years ago such as the 2011 Population Census. This is one of the reasons that the work of the community researchers has been so important. The qualitative information they have picked up from local residents fills in many of the gaps as well as giving life to the raw numbers.

A summary of the needs information, drawing on numerical statistics, qualitative findings of the community researchers and views of attendees at the Community Conference and interactive workshop, has enabled us to get an in depth picture of the ‘on the ground’ intelligence.

Some of the key headline socio-economic statistics in the four areas we are analysing are as follows:

Falcon Lodge General Health Statistics

The respondents of the 2011 Census were asked to rate their health. These are the results for Falcon Lodge. The percentage of residents in Falcon Lodge rating their health as 'very good' is less than the national average. Also the percentage of residents in Falcon Lodge rating their health as 'very bad' is more than the national average, suggesting that the health of the residents of Falcon Lodge is generally worse than in the average person in England.

HEALTH BIRMINGHAM ENGLAND

Very Good 45.53% 47.17%

Good 33.91% 34.22%

Fair 13.87% 13.12%

Bad 5.04% 4.25%

Very Bad 1.65% 1.25%

Falcon Lodge Age Distribution Statistics

The population of Falcon Lodge as a whole, is younger than the national average. The population of Falcon Lodge is also older than the average, making Falcon Lodge an older persons location.

AGE BIRMINGHAM ENGLAND

Age 0 to 4 7.6% 6.3%

Age 5 to 9 6.9% 5.6%

Age 10 to14 6.9% 5.8%

Age 15 to 17 4.1% 3.7%

Age 18 to 24 12.2% 9.4%

Age 25 to 29 8% 6.9%

Age 30 to 44 20.8% 20.6%

Age 45 to 59 16.4% 19.4%

Age 60 to 64 4.3% 6%

Age 65 to 74 6.5% 8.6%

Age 75 to 84 4.6% 5.5%

Age 85 and over 1.8% 2.3%

Mean Age 35.3 39.3

Median Age 32 39

Falcon Lodge Education Statistics

These statistics are for the highest-level education obtained by the residents of Falcon Lodge and are from the UK Census of 2011.

QUALIFICATION BIRMINGHAM ENGLAND

No Qualifications 28.2% 22.5%

Level 1 13.3% 13.3%

Level 2 13.8% 15.2%

Apprenticeship 2.1% 3.6%

Level 3 13% 12.4%

Level 4 23% 27.4%

Other 6.6% 5.7%

Falcon Lodge Property Ownership & Rental Statistics

Falcon Lodge has a lower rate of home ownership (via a mortgage or owned outright) than the national average, which suggests that Falcon Lodge is an economically deprived area. Since all home ownership is lower than the national average and all rented accommodation levels are higher than the national average, this also suggests an area of economic deprivation

TENURE BIRMINGHAM ENGLAND

Owned 25.9% 30.6%

Mortgage 29.3% 32.8%

Shared 1% 0.8%

Social Rented (Council) 15.4% 9.4%

Social Rented (Housing Assoc) 8.8% 8.3%

Private Rented 16.7% 15.4%

Other 1.2% 1.4%

Rent Free 1.7% 1.3%

Falcon Lodge Benefits & Unemployment Statistics

These figures on the claiming of benefits in Falcon Lodge come from the Department for Work & Pensions and are dated. They can often be a good indicator of the prosperity of the town and possible indicator of how hard it would be to get employment in the area. The rate of unemployment in Falcon Lodge is both higher than the average for and higher than the national average, suggesting that finding a job in this area maybe hard. The rate of claiming any benefit (which includes in work benefits) is more than 25% higher in Falcon Lodge than the national average, suggesting that many people maybe under employed or on a low salary.

BENEFIT BIRMINGHAM ENGLAND

Jobseekers Allowance (only) 6.5% 3.3%

Incapacity Benefits (IB or ESA) 3.1% 2.4%

Any Benefit (includes in work benefits) 20.2% 13.5%

Sources: Office for National Statistics & Department for Work & Pensions.

F. Mapping

In 2015, the ONS published a hierarchical classification (2011 OAC) consisting of three tiers of supergroups (8), groups (26) and subgroups (76) for output areas nationally.6 This is mapped at group level for Falcon Lodge and its wider area as Map 2. The labels used for each category and the descriptions of them are intended to be illustrative of the characteristics of areas in terms of their demographic structure, household composition, housing, socio-economic characteristics and employment patterns. Within each output area there will be a degree of variability with these characteristics. The centre of Falcon Lodge is found to be ‘challenged diversity’. A ‘migration and churn’ population flanks this to the east and west. The edges of Falcon Lodge include

6 Office for National Statistics, '2011 Area Classifications', [statistical report], , [contains public sector information licensed by ONS under the Open Government Licence v3.0 via The National Archives], accessed 28 February 2016.

‘industrious communities’ and the onset of wider areas of ‘urban professionals and families’ to the north and ‘ageing urban living’ to the south. More broadly, this underlines that Falcon Lodge itself falls within the 10 per cent deprived areas in England.7 Map 3 shows it has places where most households had no working adults in 2011. Equally, Map 4 illustrates the pattern of elementary occupations, accounting for more than 20% of employed residents in the centre of Falcon Lodge.

7 Department for Communities and Local Government, 'The English Indices of Deprivation 2015', [statistical report], London: CLG, 2015.

Map 2: ONS Classification—Falcon Lodge and its hinterland

Source: CDRC 2011 OAC Geodata Pack by the ESRC Consumer Data Research Centre. Adapted map data from the Office for National Statistics under the Open Government Licence v.3.0. © Crown copyright and database rights 2018 Ordnance Survey 100019153.

Map 3: No adults employed 2011—Falcon Lodge and its hinterland

Source: Contains public sector information licensed under the Open Government Licence v3.0. © Crown copyright and database rights 2018 Ordnance Survey 100019153.

Map 4: Proportion employed in elementary occupations 2011—Falcon Lodge and its hinterland

Source: Contains public sector information licensed under the Open Government Licence v3.0. © Crown copyright and database rights 2018 Ordnance Survey 100019153.

G. Strengths, Weaknesses, Opportunities and Challenges Assessment

Based on the consultation, research and conversations held an analysis of the strengths, opportunities (SWOT) has been pulled together which provides a succinct guide for partners and how they can over the lifetime of the community plan draw on the assets of the neighbourhood (strengths and opportunities) and nullify the deficits (weaknesses and challenges).

Strengths Opportunities General General • Part of Sutton Coldfield a distinctive and historic borough with a wide • New ward with a clear focus on Falcon Lodge range of environmental, social and economic strengths • Two town councillors and city councillor • Compact geography • First community plan for Sutton Coldfield with commitment from the • Good overall layout for residential, public space and shops Town Council and range of partners to make improvements • Range of community facilities • Future economic and housing development that can meet local needs • A neighbourhood hub offering a range of services and opportunity for community life to flourish Opportunities to bring about housing improvements • Young population with a chance to access local and wider - More responsive local housing management opportunities - Future housing investment and development • Good educational provision from early years, primary, secondary and Youth and Community Centre further education - Possible transfer to Town Council under statutory undertakings • Local churches and faith - Possible extend lease with Pioneer Group or other agency e.g. from five • Strong voluntary sector groups years to 25 years lease enabling a greater investment and development as Improved communication a true community development hub. • Community newsletter Better future facilities Neighbourhood Coordinator - Leisure – a local wellbeing hub e.g. community gym • ‘Community Enabler’ oversee the Falcon Lodge Community Plan - Environment –a local eco hub • Build partnership • Access external funding • On-going community engagement Falcon Lodge Learning Partnership • Birmingham Met • Children’s centre, primary and secondary schools • Adult Education • Pupils & parents Localised management of housing services • - Housing presence

Weaknesses Challenges

Poor quality housing: High level of need: - Remote housing management - Lower education attainment - Need for investment - Lower aspirations - Some poor design – shops/flats mitigated by underpinning good street - Low skills layout, which could be ‘built upon’. - NEET Safety - Health inequality compared to rest of Sutton Coldfield - Higher level of crime than other parts of Sutton Coldfield - Isolation and disconnection - Anti Social Behaviour - Residents less inclined to travel to shop, learn, work and access leisure - Feeling unsafe – residents, visitors, employees Diversity Limited services for young people - Less open Poor communications relative to other parts of Sutton Coldfield e.g. with the - Less tolerant inability to deliver Sutton Coldfield News. - Less welcoming

PART 2

5. THE COMMUNITY PLAN a. Vision

Our vision has been generated through our community consultation and represents the hopes and aspirations of those living, working and active in Falcon Lodge. It is a vision that extends up to the spring of 2021 over the next three years. We see this four - year period as a springboard for longer-term improvements in Falcon Lodge recognising that some of the challenges are deep rooted and will take some time to address and that some of the opportunities for development and growth in adjoin areas will run through the 2020s.

We aim to deliver a happy, healthy and connected community, a vibrant local economy and an appealing neighbourhood to live, work, learn and prosper.

In particular we want to create better opportunities for younger people living in Falcon Lodge to enjoy their lives as they grow up and fulfil their potential in the future. This will be our cross cutting theme underpinning all our activities in this plan.

As partners we are all committed to this vision for Falcon Lodge. It is our aim to deliver this through partnership working recognising that our three year plan represents the first step on our journey to bring sustainable improvements and to enable Falcon Lodge to play its fully realise its potential in the wider network of vibrant places that makes up the Royal Town of Sutton Coldfield.

Our Community Plan is designed to be a living action document that does not sit on a shelf but is used by partners as a guide for action and continuous improvement of Falcon Lodge.

b. Timeframe for delivering against the Community Plan

The vision sets out a broad long-term aspirational commitment to improving Falcon Lodge. Our starting point for realising this is an intense three plan delivering tangible priorities for action, which will provide a platform for future work and for lasting change. The delivery period for the three years is:

Year one – September 2018 to 31 March 2019 Year two – April 2019 to 31 March 2020 Year three – April 2020 to 31 March 2022 c. Delivery themes

We have captured the ideas generated from the working groups that were set up on a task and finish basis to develop the community plan into three delivery themes for use in the Action Plan. These are:

• A Safe and Strong Falcon Lodge

• A Prosperous and Aspirational Falcon Lodge

• A Greener and Healthier Falcon Lodge

Under each of these delivery themes we identify:

• Policy objectives – which summarise what we want to achieve over the lifetime of the community plan

• Outcomes – to deliver over the three year plan

• Actions and activity – designed to deliver outcomes

• Responsible agencies – who will take responsibility for delivering policy objectives, outcomes and actions

• Indicators – for measuring, evaluating and accounting for delivery

Plan Theme Policy Objective Plan Outcomes A Safe and Strong Falcon Lodge Policy 1 Outcome 1 To improve the quality and standard of community People are able to access a range of community spaces and amenities and services serving the local community activities within Falcon Lodge promoting better quality of life particularly the key hub amenities provided by and meeting particular needs and interests. To ensure that the Falcon Lodge Community Centre and Falcon Lodge future needs of the community are served with fit for purpose Allotments, Second Thoughts and Chapel. To community amenities. consider long-term provision and development of community amenities and services.

Policy 2 Outcome 2

Improving communications and engagement with There are more opportunities for people to come together residents and the wider community. through meaningful activities, engagement and interaction. Through the community enabler the local community are able to participate in the development, production and voluntary distribution of community information.

Policy 3 Outcome 3

To maximise investment by charitable trusts, To leverage in additional resources to invest in Falcon Lodge corporate social responsibility and other funders to contributing to the priorities set out in our community plan. support community projects and activities. This will be taken forward through the community enabler who will have a fundraising responsibility.

Policy 4 Outcome 4 To create inter-generational and socially cohesive Everyone has opportunities to engage in community life and cultures and behaviours – one Falcon Lodge. shape decisions, have a strong sense of community belonging and take pride in our area and to be able to do this as a whole community.

Policy 5 Outcome 5

To develop a community partnership to co-ordinate To ensure that the community plan is community owned and and further develop the community plan and work led and relevant to Falcon lodge and the people who live, work closely with local town and city councillors. and engage in the neighbourhood.

A Prosperous and Aspirational Policy 6 Outcome 6 Falcon Lodge To shape a Falcon Lodge “Young Persons Offer” To have a fantastic offer for young people in Falcon Lodge that bringing a range of existing services together with a alongside learning and wider recreational opportunities common purpose of improving the quality of life, provides a strong foundation for future success and wellbeing. engagement and aspiration of young people. To shape an offer that explores both reward and responsibilities.

Policy 7 Outcome 7

Working with schools, further education providers Increasing the knowledge and skills base of young people as including adult education to raise educational they enter the labour market enabling future success and attainment, skills development and employment wellbeing and contributing to the demand for local skills from prospects. employers.

Policy 8A Outcome 8

To promote an enterprising culture with starts ups Over the lifetime of the plan to stimulate and motivate young in micro Small Medium Enterprises and Social people and the wider community to consider entrepreneurial Enterprises. start ups

Policy 8B Outcome 8b

To capitalise on opportunities for apprenticeships, Secure opportunities for young people and those already in internships and career development for those in employment from Falcon lodge in emergent employment work in the future nearby developments in centres. Peddimore and Langley.

Policy 9 Outcome 9

To provide a clear methodology and template that can be To inform and advise the Sutton Coldfield Town transferred to other communities on developing, managing and Council to develop their model of community delivering community plans. In doing this recognising that planning. each community will have its own dynamics and priorities and ultimately their own bespoke community plan.

A Greener and Healthier Falcon Policy 10 Outcome 10

Lodge Developing a greener and more sustainable An enhanced and sustainable environmental offer across Falcon neighbourhood with good quality open spaces, Lodge. A clean and well-maintained neighbourhood with clear allotments, floral enhancements in keeping with responsibilities for service providers and the community and wider Town Council approach, well maintained enforcement undertaken in relation to unacceptable practices housing communal spaces and improved such as fly tipping and graffiti. environmental standards (fly tipping, litter graffiti etc).

Policy 11 Outcome 11

Developing healthier lifestyles across the A healthier community, that is more resilient and motivated – community promoting physical and mental improving in the long-term existing underperformance wellbeing, independence and resilience. To compared to the rest of Sutton Coldfield in relation to life stimulate multi agency work focussed on early expectancy and addressing issues around mental health. intervention.

Policy 12 Outcome 12

To improve the quality and investment in the To improve the responsiveness of housing services to meet housing offer in Falcon Lodge together with a local needs and to consider how future housing regeneration stronger retail offer. and development can better contribute to future housing and community needs.

d. Community Action Plan 2018 – 2022

THEME 1: Safer and Stronger Falcon Lodge

Action & Timeframe Policy and Indicators Lead (s) Outcomes 1. To complete the refurbishment of Falcon Lodge Community Centre: Outcome 1 Works completed – September 2018 Compass Support Policy 1

• New Front Entrance Door Positive user satisfaction on quality • Refurbished Youth Room of the works. • Structural Roof Works • Relocate the current Youth Pod in consultation with young people

To deliver within 2018.

2. To set up three urgent task and finish groups with the remit of: All outcomes Establish way forward on three Representatives from a) Reviewing the current situation in relation to anti social behaviour particularly and objectives immediate priorities. relevant agencies, the with dangerous use of motor bikes in Falcon Lodge including setting up longer community term community safety tasking b) Reviewing the current and future potential youth offer c) Establishing the community board and recruitment of the community enabler

3. To develop Falcon Lodge Community Centre, over the period of the Community Outcome 1, 7 Positive user satisfaction with Compass Support Plan, as a centre of community service excellence for: & 11 individual services provided. To Policy 1, 7 & establish a baseline over the first 12 Centre User Groups • Wellbeing through the Family Coaching service 11 months and deliver continuous • Integrated and Holistic Youth Services improvement over the two • Employability services subsequent years. • Community Library • Community Events

To deliver over the lifetime of the community plan.

4. To consider the long term future of Falcon Lodge Youth and Community Centre A viable and sustainable future Compass Support, conducting a future proofing exercise and options appraisal to ensure long operating model for the Youth and Birmingham City term viability and sustainability of this key community asset. Community Centre from 2022 Council, Sutton onwards. Coldfield Royal Town To deliver over the lifetime of the community plan to include discussion on future Council, Falcon management and lease arrangements – Compass Support hold the lease for the Lodge Community four-year period of the plan but currently not beyond that. Forum.

5. To seek funding and develop new complementary additional service offers Outcome 7 Successful funding applications Compass Support / including: Policy 7 leading to additional services being Community Enabler delivered in Falcon Lodge. To be led • Parenting workshops targeted at young parents by the community enabler. • Peer to peer support programme e.g. young people supporting each other

• Intergenerational activities and workshops

To deliver over the lifetime of the community plan.

6. To explore with Falcon Lodge Allotments how the services and offer can be Outcome 7 Sustainable anchor community Falcon Lodge further developed and what future investment and support needs they have. Policy 7 organisation and offer to the Allotments, community. Community Enabler To deliver over the lifetime of the community plan.

7. To explore with Falcon Lodge Chapel how the services and offer can be further Outcome 7 Sustainable anchor community Falcon Lodge Chapel developed and what future investment and support needs they have. Policy 7 organisation and offer to the / Community Enabler community. To deliver over the lifetime of the community plan.

8. Develop a quarterly Falcon Lodge Community News bulletin for distributing in Outcome 2 Develop community expertise in Community Enabler / key outlets across Falcon Lodge and available on line platforms building on the Policy 2 community journalism via the Community Editorial ‘Gatepost’ Model. To develop this as a learning and community development community enabler. Group / Community programme and seek external funding to deliver the project over the lifetime of Board. the Community Plan. To seek funding to support this as a community Residents more informed about development project. what’s going on in their neighbourhood. To pilot a first autumn edition in October 2018 and deliver through the lifetime of the community plan.

9. To develop a Falcon Lodge Youth Strategy to maximise the offer to young Outcome 4,6 Develop a working plan that can Compass Support, all people and their future prospects as well as current leisure requirements. To Policy 4, 6 make a difference for young people, Youth Agencies include a funding prospectus to maximise investment and create a funding pot maximising the quality of youth delivering services with opportunities for young people to make decisions around its use. provision and connection to relevant including YMCA, educational and wellbeing service Birmingham City To develop within 2018 for delivery within the lifetime of the community plan. offers. Council. Schools and educational providers and wellbeing services targeted at young people.

10. To secure immediate funding for a summer activities programme for 2018 via Outcome 4,6 Community enabler builds in annual Compass Support, Awards for All and / or other funding pots. This to be an annual programme Policy 4, 6 funded programme in their work Community Enabler, over the lifetime of the Community Plan. plan generating resource for four Youth Providers. summer programmes. To develop within 2018 for delivery each summer over the lifetime community plan.

11. To secure funding for either a two (minimum) or three year post (aspiration) – All outcomes Key enabler in place to support the Royal Sutton Community Enabler bringing funding, resources, coordination, partnership and policies community board in further Coldfield Town working and delivery against the community plan. development of the community plan, Council. delivery of its action plan and Compass Support. To appoint and have in place by September 2018 in readiness for the first shadow generating the resource and capacity Community Board. community partnership meeting. to make a difference in Falcon Lodge.

12. To develop and support a Falcon Lodge Community Partnership with a All outcomes Shadow Board set up by September Royal Sutton Community Chair supported by relevant stakeholders including ward and policies 2018 and Full Board by January Coldfield Town councillor, town councillors and local agencies. 2019. Council. Compass Support To develop the shadow board for September 2018 with an independent chair and have a permanent board in palace for January 2019 with a community chair.

THEME 2: Greener and Healthier Falcon Lodge

Action Policy Priority Indicators Lead 13. To develop long term aspirational plans for an Eco Hub in partnership with Outcome 10 Explore feasibility of the proposal as Community Enabler, Falcon Lodge Allotments and look at the potential for funding. Policy 10 first stage including funding Falcon Lodge potential. Allotments. Over the lifetime of the plan.

14. To explore how a Forest Schools programme can be introduced within the two Outcome 10 Explore feasibility of the proposal as Community enabler / primary schools to promote understanding and appreciation of sustainability Policy 10 first stage including funding Community and environmental management. To consider through the Community Enabler potential. Environmental Trust a funding package to support over the lifetime of the Community Plan.

Over the lifetime of the plan from 2019.

15. To raise the profile of the Sutton Coldfield in Bloom programme within Falcon Outcome 10 Review current programme run by Community Enabler / Lodge and to build up over the lifetime of the community plan a range of Policy 10 the RTC and how this can develop. Falcon Lodge horticultural and environmental gems to contribute to the efforts across the Allotments / RTC board within Sutton Coldfield.

Over the lifetime of the plan from 2019.

16. To pilot an approach around combatting ACES (adverse childhood experiences) Outcome 11 To explore with BCC Public Health a Compass / in Falcon Lodge and seek funding for a fixed term preventative worker working Policy 11 pilot approach to tackling ACES. Community Enabler alongside the Family Coaches.

Over the lifetime of the plan from 2019.

17. To look at the introduction of a Mental Health First Aid approach led from Outcome 11 To explore feasibility and potential Compass / Falcon Lodge Youth and Community Centre. Policy 11 funding to roll this out. Community Enabler

Over the lifetime of the plan from 2019.

THEME 3: Prosperous and Aspirational Falcon Lodge

Action Policy Priority Indicators Lead 18. To connect Falcon Lodge to the opportunities within the Peddimore (economic) Outcome 8B Number of Falcon Lodge Residents Compass Support / and Langley (housing) developments as they are rolled out subject to planning Policy 8B accessing opportunities. Community enabler / consent. To secure apprenticeship, internships and employment opportunities RTC

Over the lifetime of the plan

19. To launch a Falcon Lodge housing improvements review looking how housing Outcome 12 Initiated review with clear RTC/BCC/Community service responsiveness and housing led neighbourhood regeneration can Policy 12 recommendations produced. Board transform Falcon Lodge.

Commence review in 2018 and develop over the lifetime of the plan.

20. To investigate how community learning / family provision could extend to Outcome 7 Initiated review with clear RTC/BCC/Community Falcon Lodge located in the Community Centre. Policy 7 recommendations produced. Board

Commence review in 2018 and develop over the lifetime of the plan.

21. To seek to eliminate over the lifetime of the Plan NEETS (Young People Not in Outcome 7 Zero NEET in Falcon Lodge Compass Support, Employment, Education or Training). Policy 7 BCC, Schools, FE, Employers Over the lifetime of the plan.

22. To promote local business and social enterprise start ups within Falcon Lodge. Outcome 8 More locally sourced start-ups Compass Support, Policy 8 whether social or private. BCC, Schools, FE, To review in year 2 – 2019 onwards Employers, ISE, Chamber of Commerce

23. To promote opportunities for businesses to conduct Corporate Social All outcomes Business contribution to generating Local businesses and Responsibility / Social Value interventions across Falcon Lodge. and policies social value. agencies

To review in year 2 – 2019 onwards

6. DELIVERING THE PLAN

A. Partnership Arrangements and Neighbourhood Agreement

Over the next three years the successful delivery of better outcomes for Falcon Lodge will require strong and sustained partnership working and collaboration between partner agencies. Our partnership approach thus far in developing the Community Plan has given a rich understanding of the dynamics and issues in Falcon Lodge and it is vital that we build on this over the next three years in the delivery phase of the Community Plan.

It is therefore proposed that a Falcon Lodge Community Partnership / Forum is put in place to bring to coordinate aspects and opportunities for service delivery, share opportunities and best practice such as external funding and to monitor progress. The Community Partnership would report periodically to the Town Council and produce an annual report of activity and progress against the Community Plan. It is suggested that the Community Partnership is made up of three elements drawn from the Town Council/City Councillors, Partner Agencies and Community Groups and Residents. A quarterly meeting cycle is proposed. The

Community Enabler would facilitate the Partnership with the Chair sourced from the community. Given it may take some time it is proposed that an Independent Chair be appointed for the first six months with the role of leading a shadow board until January 2019 with a community chair and permanent board in place from that point onwards.

Falcon Lodge Community Partnership / Forum Remit Membership

❖ To develop and oversee delivery of the Falcon Lodge ❖ Initially independent chair followed by permanent Community Plan. To report on progress annually to the community chair elected for an annual term x1 Town Council with relevant updates also provided on ❖ Ward and Town Cllrs x 3 key issues as they arise. ❖ Key anchor community organisations x 4 ❖ Initially to meet from September 2018 as a shadow board ❖ Public service agencies x 4 with independent chair and to meet permanently with ❖ Community board members x 6 community chairs from January 2018 All residents and community stakeholders able to attend. ❖ Facilitated by the community enabler Meeting Frequency

Constitution and Development ❖ Four meetings annually ❖ Task and Finish Groups to be set up and report back on key ❖ Compass Support to develop a model constitution for an issues where work required between meetings area forum based on best practice and develop the shadow board and oversee three urgent task and finish inquiries

Town Councillors and City Councillors (Chairman)

Falcon Lodge Community Partnership

Community Partner Groups / Agencies Residents (Vice Chairman)

B. A Community Enabler

A key recommendation within the Community Plans is to appoint a Community enabler who would have the role of:

• Secretariat for the proposed Community Partnership • Co-ordinate theme groups and delivery • Develop the proposed Community News Bulletin • Report to the Town council on performance and draft the annual report • Enable community groups • Raise external funding

C. Accountability arrangements

The overall accountability for reporting on progress in delivering the Community Plan will be with the Town Council through the Community Partnership.

D. Monitoring and evaluation

The Community Partnership will submit a quarterly update to the Town Council and issue an annual report of activity. In the third year an evaluation on the effectiveness of the Community Plan will be undertaken. A lesson learnt report would be produced in the autumn of 2018 to submit to the Town Council for the potential future application of community planning best practice for their wider programme across the Royal Town.

PART 3 – WORKING PAPERS

1. Community Research Report 2. Community Conference Report 3. 4 x Working Group Notes 4. Research and analysis