A COMMUNITY STRATEGY FOR *NEWPORT - BUILDING OUR FUTURE TOGETHER 2005 - 2015 Design: blacksheep.info +44 (0)29 2049 0722 A COMMUNITY STRATEGY FOR NEWPORT 3* - BUILDING OUR FUTURE TOGETHER 2005-2015 http://citypartners.newport.ac.uk

CONTENTS

PART ONE INTRODUCTION 4 NEWPORT PAST AND PRESENT 6 NATIONAL STRATEGIC PRIORITIES 8 ABOUT COMMUNITY STRATEGIES AND COMMUNITY PLANNING 12

PART TWO VISION AND PRIORITIES FOR THE FUTURE NEWPORT IN 2015 16 AN ACCESSIBLE CITY 18 AN ATTRACTIVE CITY 20 AN ENTERPRISING CITY 22 A GREENER CITY 24 A HEALTHY CITY 26 AN INCLUSIVE CITY 28 A LEARNING CITY 30 A SAFER CITY 32 MONITORING AND REVIEW 34

The Community Strategy has been prepared by Newport’s Local Strategic Partnership. The following are members of the partnership: Newport City Council Gwent Police Newport Local Health Board University of Wales, Newport Newport Unlimited Newport and Gwent Chamber Communities First Overarching Partnership South East Wales Racial Equality Council Newport Voluntary Sector Liaison Committee This document is also available in a number of other formats including as an audio tape and Word document and in a number of community languages. A COMMUNITY For more information please contact the corporate policy STRATEGY FOR offi ce at Newport City Council on 01633 232003 *NEWPORT or email [email protected] - BUILDING OUR FUTURE TOGETHER 4* PART ONE*

1. INTRODUCTION

A COMMUNITY STRATEGY FOR *NEWPORT - BUILDING OUR FUTURE TOGETHER

The principal aim is to make the city a better place to live, work and visit and the strategy’s vision sets out what it should be like. 5*

The early years of the Gaining city status in 2002 environment for living and new millennium have further elevated Newport’s working. Furthermore the found Newport at the profile and has provided people of Newport have turning point between new opportunities that we demonstrated their ability to its traditional industrial hope will act as a catalyst for adapt and embrace economic past, and the challenge of change. change. There is every regeneration, economic reason for optimism about diversification and finding As Wales’ ‘gateway city’ the future, however a planned a distinct new identity. Newport is strategically and coordinated approach positioned on the M4 will help us capitalise fully on Newport has all the key corridor between the the opportunities that arise. ingredients needed for Welsh capital Cardiff and recovery and regeneration Bristol. The city benefits The following Community - not just of the city but also from main line rail links, a Strategy presents the vision throughout the surrounding major port, modern business for the future, which local area. infrastructure, extensive people have helped us broadband capability, an identify, and sets out the key Both the Welsh Assembly expanding University and actions and ways of working Government and the Welsh notable tourist attractions. that will help secure success. Development Agency More than 2/3 of the county The principal aim is to make stress the importance of borough of Newport is the city a better place to Newport’s role as the centre countryside and green spaces live, work and visit and the for economic growth for within the city provide a strategy’s vision sets out the Gwent sub-region. pleasant and healthy what it should be like. 6* PART ONE*

2. NEWPORT PAST AND PRESENT

A COMMUNITY Newport is the newest city in has progressed, various social STRATEGY FOR *NEWPORT Wales and throughout its problems have intensified. Four of - BUILDING OUR history it has been an Newport’s electoral wards feature FUTURE TOGETHER important urban centre. within the list of Wales’ one Newport encompasses hundred most deprived wards and Caerleon, one of Roman a further six sub-wards qualify Britain’s most prominent army for funding under the Assembly bases and the area remained a Government’s Communities First key military centre for many programme. years. The 2001 Census showed Growth accelerated during the Newport ranking below the rest industrial revolution establishing of the UK in several key social a longstanding reputation for and economic indicators, for steel production. By the first example, unemployment rates half of the 19th century, Newport were currently just above the had grown to be the principal national average, with a greater town of South Wales with wealth number of Newport citizens surpassing Cardiff and Swansea suffering from a limiting, long- combined. At the time of its term illness. completion the Old Town Dock was the biggest in Europe during Fortunately Newport has proved the heyday of shipping. Rapid to be adaptable and resilient industrial growth inevitably securing high levels of investment resulted in social pressures in modern growth sectors of the and led to a surge in political economy. consciousness. The Chartists’ uprising in 1839 would seal * Over the last decade Newport Newport’s place in British political has seen more than £3 billion history marking a turning point of private investment and in the spread of democracy. created over ten thousand jobs primarily in high technology The dominance of heavy industry and service industries, with and particularly steel production figures showing that the daily characterised the local economy inflow of commuters is second throughout the 19th and 20th only to Cardiff century however more recently within Wales. Newport has felt the effects of plant closures and downsizing * There have been encouraging typical of post-industrialisation. rates for the start up of new businesses, with Newport RECENT TRENDS ranking amongst the top five As the decline of traditional locations in the UK for business employment across South Wales formation. These positive trends and 7* indicators of ongoing economic success can be linked directly to Newport’s strategic location, excellent communication links and skilled, flexible workforce.

Population - The age structure of the population of Newport broadly reflects wider trends evident in Wales and the UK. People are tending to live longer although the birth rate and average family Newport has size is decreasing. In the last decade overseas immigration proved to be and increased life expectancy has resulted in moderate population adaptable and growth in the UK and a similar pattern is evident locally for resilient Newport.

Work – The 2001 census shows significant inequalities in employment and attainment of qualifications across Wales. As a major employment centre and regional economic hub, the numbers of people in paid employment in the city compared – highest level of population with that their health was “not good” a well against the other Welsh degree or higher). figure close to the Welsh average councils with Newport being of 12.4%. ranked as having the seventh Limiting long term illness, and highest level of employment. permanently sick or disabled Ethnicity – The population - According to the 2001 census, of Newport was found to be However, the census also 21.6% of the Newport population made up of 95.2% white people highlighted that the city has a were found to be living with a and 4.8% people from minority significant number of people who long-term limiting illness a large ethic groups. This is a higher are ‘available for work’ and who increase of 6% from 15.6% in 1991 proportion than the minority are classified as either unemployed and ranking Newport at 14 out ethnic population of Wales as a or long term unemployed. of the 22 authorities (rank one whole (2.1%). Indeed Newport was ranked as – highest level of illness). This having the fifth highest levels of compares with the figure of 18.2% Newport ranked as having the unemployed and eighth highest for England and Wales, and 23.3% second largest minority ethnic number of long term unemployed for Wales. population of the Welsh councils people in Wales. after Cardiff. Figures for numbers of The percentage of the population permanently sick or disabled The minority ethnic population with no qualifications was people indicate that 7.9% of has increased from 3.5% in recorded at 33.6% positioning people fell into this category, 1991 to 4.8% in 2001 and is Newport at nine in Wales ranking Newport 15 out of the 22 characterised by a comparatively (rank one – lowest level of authorities. young population distribution, qualifications). The percentage contrasting with the general trend of the population with a degree An additional new census question towards an ageing of the wider or higher was 16.8%, making asking about state of health population. Newport 13 in Wales (rank one indicate that 12% of people stated 8* PART ONE*

3. NATIONAL STRATEGIC PRIORITIES

A COMMUNITY STRATEGY FOR *NEWPORT - BUILDING OUR FUTURE TOGETHER

The vision set down in ‘Wales: A Better Country’ should pave the way for a more sustainable future 9*

The Welsh Assembly The vision set down in ‘Wales: A Better Country’ Government sets the strategic should pave the way for a more sustainable future agenda for social and economic based on: policy in Wales. In 2000 the Assembly Government * Promoting a diverse, competitive, high added value published its first strategic economy, with high quality skills and education, plan - Betterwales.com. that minimises demands on the environment This document has heavily influenced the work of the * Action on social justice that tackles poverty public services and voluntary and poor health, and provides people and their sector agencies. communities with the means to help themselves and break out of the poverty trap To mark the start of its second term in September 2003 the * Action in our built and natural environment that Assembly published an updated enhances pride in the community, bio-diversity, strategic plan - ‘Wales: A Better promotes local employment and helps to minimise Country’. waste generation, energy and transport demands

* Ensuring all children and future generations enjoy better prospects in life, and do not inherit a legacy of problems

* Supporting people to live healthy and independent lives

* Promoting openness, partnership and participation

These principles are focussed on four key areas:

* Helping more people into jobs * Improving health * Developing strong and safe communities * Creating better jobs and skills 10* PART ONE*3 NATIONAL STRATEGIC PRIORITIES

HELPING MORE PEOPLE A COMMUNITY INTO JOBS STRATEGY FOR *NEWPORT The Welsh workforce has shown - BUILDING OUR a high level of flexibility in FUTURE TOGETHER adapting to profound changes and big shocks in our economy. Wales currently enjoys an unemployment rate on the standardised international measure of 4.6% compared to the UK average of 5.0%. The UK average is itself far better than that of most of our European partners. Behind those figures, there is the continuing challenge of raising the level of economic activity – the number of people IMPROVING HEALTH participating in work. Despite Reported levels of poor health significant recent improvements are significantly higher in Wales participation in the workforce than the rest of the UK and are To compete remains lower in Wales than in closely associated with patterns of most other parts of the UK. deprivation. Government studies in the modern That gap appears to have halved such as the influential ‘Wanless’ over the past two years, but the report have underlined that global economy, bulk of the improvement has come improving levels of health means about in female participation in not just better services to treat Wales needs the workforce. ill-health, but a much greater emphasis on primary care and the to raise skill The number of working age promotion of healthy life styles, to people not in work is high in prevent ill health arising. levels, promote deprived urban communities, and among people with low levels a culture of of educational and vocational attainment. This is a major innovation factor in poverty and the cycle of deprivation. Putting right and to develop the deficit in the proportion of working age people in paid value added employment in Wales is also a critical factor in raising Wales’ industries... relative GDP per head. 11*

Building on the strategic plan the DEVELOPING STRONG AND Welsh Assembly Government has SAFE COMMUNITIES developed ‘People, Places, Futures Wales has a tradition of strong - The Wales Spatial Plan’. community identity and self The Spatial Plan is intended as help – and people are as likely to a vehicle through which future express concern for the wellbeing debate and policy decisions on the of others as for themselves. This role of places and regions within provides a good basis for enabling Wales can be promoted. communities to identify their own needs and future direction Newport is identified as part and address problems of day-to- of urbanised South East Wales day concern such as crime, drug which is characterised by pockets abuse, and the quality of the local of economic inactivity, weak environment. skill bases and pressures on infrastructure. The Spatial Plan is particularly relevant to regional CREATING BETTER JOBS regeneration programmes and AND SKILLS community planning. Wales exists in a modern global economy. To compete in this The Newport Local Strategic environment, Wales as a whole Partnership is fully supportive of needs to gain an edge by raising the Assembly’s strategic agenda skill levels and promoting and aims to reflect these priorities a culture of innovation and through the city’s Community developing value-added industries. Strategy. However we are also aware of distinctly local concerns and will seek to find a positive balance between national and local considerations. 12* PART ONE*

4. ABOUT COMMUNITY STRATEGIES AND COMMUNITY PLANNING

A COMMUNITY WHAT ARE THEY? HOW WILL THE STRATEGY FOR *NEWPORT Councils throughout the UK COMMUNITY STRATEGY - BUILDING OUR are responsible for initiating WORK? FUTURE TOGETHER the process of community The development and delivery of planning and producing the the Community Strategy will be Community Strategy. overseen by the Local Strategic Partnership (LSP), which Community planning - a multi- represents the public services, the agency approach to developing voluntary sector and commercial policies and delivering services and community interests. involving the public sector, representatives of local business, The LSP will keep work on track voluntary sector groups and to deliver the targets, and will community interest groups. report to local people on progress at an annual conference. The Community Strategy - the LSP has its own website (http:// document that sets down the citypartners.newport.ac.uk) so vision for the future of towns that residents can have easy and cities, identifies key actions, access to information about their targets and expresses the work. The LSP will also enable commitment of the partner organisations working within organisations. the city to access new sources of funding. Newport’s strategy is a high level Community and long term framework that Many of the priorities are inter- sets out a vision for the city in related – action in one area will planning provides 2015. almost certainly have a knock- on eff ect on others. For instance the means to better educational achievement benefi ts employers, creates jobs, balance the generates wealth and has positive eff ects on crime reduction and Assembly’s wellbeing. In other cases some topics traditionally considered national strategy to be “services” in their own right might be spread across with the distinct more than one theme refl ecting the shift to strategic working needs and concerns and an increased focus on better outcomes for the community. It of localities is also inevitable that in a high level strategic document such as across Wales this that there will be occasional 13*

tensions between some objectives Assembly Government has and it will be for the LSP to recognised the need to rationalise ensure that a course is steered the number of plans and that achieves the best outcome for overlapping agendas that all the people of Newport. sectors are currently required to deliver. Significant reductions in WORKING IN PARTNERSHIP the number of plans are expected the necessary outcomes. Partnership working is already in 2005 which will enable well established in Newport. agencies and partnerships to focus The organisational structure A family of partnerships is in on priorities and establish long- for delivering the Community place covering the key areas term targets that impact on the Strategy (as of 2005) is shown at of public interest and will take key quality of life issues facing Appendix 1. responsibility for overseeing communities and individuals. each of the community Community planning provides The members of the Local strategy priority themes. Most the means to balance the Strategic Partnership represent partnerships also have agreed Assembly’s national strategy with three key sectors of the a strategy setting out the roles, the distinct needs and concerns of community: actions and timescales that will localities across Wales. bring about improvement. As * Public services a result of the consultation on The Community Strategy will * The voluntary sector the draft Community Strategy, provide the context and, through * Local business two new, city-wide partnerships the work of the Local Strategic were identified to take forward Partnership, bring existing These sectors are not only environmental and marketing partnerships closer together, represented on the LSP but are issues. ensure they work effectively, also actively involved in the share a common long-term focus themed partnerships that reflect At a national level, the Welsh and are actually delivering their particular interests. 14* PART ONE*4. ABOUT COMMUNITY STRATEGIES AND COMMUNITY PLANNING

INVOLVING THE COMMUNITY The purpose of the community strategy is to deliver improved outcomes for local people and to engage people in the decision and policy-making process. Local A COMMUNITY people’s views and concerns STRATEGY FOR *NEWPORT have shaped the initial vision for - BUILDING OUR Newport and the work already FUTURE TOGETHER undertaken by partnerships.

A detailed consultation programme was undertaken on a draft version of the community strategy with local residents and representative organisations.

A report detailing the amendments made to the strategy EQUALITY, SOCIAL JUSTICE as a result of the consultation AND A SUSTAINABLE was produced and made available FUTURE to people who had taken part in We recognise that people’s the consultation. A copy of this quality of life is dependent on a is available on the LSP’s website combination of economic, social (http://citypartners.newport. and environmental factors. ac.uk)

Improving people’s quality of life The result is a strategy which we depends on carefully considering believe has credibility and has the all three factors when making support of residents, giving it the decisions. We will also consider best possible chance of becoming the long-term sustainability of a reality. our plans and actions. This will mean investing in opportunities The Local Strategic Partnership The purpose of that meet today’s needs without encourages the continuing leaving a legacy of problems for involvement of groups from across the community the future. the community to enable us to achieve the vision for the city. The strategy is The Local Strategic Partnership title of this strategy ‘Newport- will pay special attention to building our future together’ was to deliver addressing equality issues, chosen to refl ect this approach. including equality of opportunity, improved access to services, tackling race The community and voluntary crime and promoting racial sector is strongly represented in outcomes for harmony. the Local Strategic Partnership and the supporting partnerships. local people... The guiding principles of equality, In developing the Community social justice and sustainability Strategy we fully recognise the will underpin all community contribution of the voluntary strategy work. sector and the role it plays 15*

directly in community planning and also in delivering important THE BENEFITS OF A services to the public. COMMUNITY STRATEGY The Community Strategy adds Work under the Communities value to the work of public First programmes has given services and local groups local people the chance to play a through: part in the regeneration of their neighbourhoods. The Local * Coordinated action across Strategic Partnership supports organisations and sectors Communities First and will seek * Joint ownership, evaluation and to build close links with the accountability Communities First Partnerships. * Increased community involvement As the Community Strategy takes * Long-term focus for planning shape we will hold an annual * Better understanding of local conference and use opportunities issues and targeted action as they arise to give local people * Common principles- an opportunity to learn more sustainability, social justice and about the strategy and to put equality forward their views. Our website also has a feedback facility. The outcomes will be:

Members of the public can also * Broad improvements in social, express their views through economic and environmental various local representative wellbeing bodies including the Community * Targeted improvements for key Health Council, South East Wales objectives Racial Equality Council and the * Increased social justice and tenant groups. equality 16* PART TWO*5 VISION AND PRIORITIES FOR THE FUTURE

5. 1 THE VISION FOR NEWPORT IN 2015

A COMMUNITY STRATEGY FOR *NEWPORT - BUILDING OUR FUTURE TOGETHER 17*

A prosperous city known for the skills of its people.

A city where health, quality of life and opportunity is not determined by where you live or the colour of your skin.

A place where communities are at ease with each other and enjoy a good environment and some of the best public services in Wales.

A city that knows where it is going and will take the right steps to get there.

A dynamic city that celebrates progress and where decisions of today will benefit the generations of tomorrow. 18* PART TWO*5 VISION AND PRIORITIES FOR THE FUTURE

5.1 AN ACCESSIBLE CITY

A COMMUNITY WHY WE NEED CHANGE transport or by car involve an element STRATEGY FOR Accessibility and transport of interchange. Encouraging more *NEWPORT - BUILDING OUR issues affect our daily lives. people to use public transport can FUTURE TOGETHER Over the last few decades only be achieved if this interchange is increases in car ownership as convenient as possible minimising and road freight has brought disruption at the beginning or congestion to roads in and end of the journey. Enabling easy around cities across the UK. interchange between bus and rail Without effective transport, services is particularly important. businesses lose trade, people may choose to work and live elsewhere Sustained growth in the city centre whilst the most vulnerable members must be supported by a balanced of society struggle to access parking strategy which takes into essential services. consideration the needs of businesses, residents and visitors, striking a Newport enjoys excellent links with balance between the economic and the national motorway network environmental needs of the city. and a fast train link to London. The existing city centre bus and These links will be further enhanced rail stations and the car parks are with the development of the M4 poor gateways to the city. Relief Road. The potential growth of the city will have a major impact One of the key infl uences on future on travel patterns. Connections travel characteristics will be the between existing communities, extent to which physical barriers development areas and the city centre to movement can be removed. The are all critical to maximising the highway infrastructure impedes growth and improving quality of life. pedestrian and cycle movements The new Southern Distributor both within the city centre and in Road has helped to reduce congestion connecting to nearby communities. in central residential areas and In addition the river and the maintains traffi c fl ow across the railway line also act as barriers city. making connections between neighbourhoods diffi cult. It is essential that future development ensures that city centre facilities and Many of the streets and junctions services are accessible to everyone around the city centre suff er from and not just those who have access congestion at peak periods and, to a car. Walking, cycling and public particularly in the case of The transport must provide viable Old Green Crossing, delays can alternatives to the car. Canals and be experienced throughout the waterways also have potential for day. Congestion hinders operating greater use. conditions for bus services and makes the environment for pedestrians All journeys whether public and cyclists extremely hostile. ...a transportation strategy to support the 19* regeneration of the city...

PRIORITIES FOR ACTION The priority is to develop a transportation strategy to support the regeneration of the city. Within this overall aim the following specific objectives have been identified:

* Support the regeneration of Newport

* Maximise access to the city centre and other employment areas from the city and the wider region to help promote economic investment

* Introduce sustainable patterns of transportation consistent with a modern city

* Develop a safe, convenient, efficient and attractive environment for walking, cycling and disabled people

* Utilise the existing highway and public transport infrastructure to the full

* Maintain good links with the M4 and tackle growing WHAT SUCCESS WILL DETAILED STRATEGIES congestion LOOK LIKE ON THIS THEME * Newport enjoys excellent * City Centre Master Plan * Establish a safe and motorway links with the rest of * Newport Local Transport Plan convenient public transport the UK * Unitary Development Plan network * Rail links to the Valleys, * Eastern Area Master Plan London and the South East * West Newport Master Plan * Reduce the need to travel by improved * Citywide Transport Strategy promoting sustainable patterns * Railway station, bus station * Regional Public Transport Plan of development and innovative and car parks regenerated (SEWTA) ways of working * M4 Relief Road completed * Economic Development * City becomes more pedestrian Strategy friendly 20* PART TWO*5 VISION AND PRIORITIES FOR THE FUTURE

5.1 AN ATTRACTIVE CITY

A COMMUNITY WHY WE NEED CHANGE Residents have told us that they STRATEGY FOR Attractive areas are considered would like to see more effective *NEWPORT - BUILDING OUR good places to live, work, visit marketing to help change people’s FUTURE TOGETHER and also invest. Newport has perceptions of the city. much to offer with an urban centre which is set within The move towards a service based beautiful countryside. economy gives us opportunities to reclaim and regenerate landscapes We know that at the moment and waterways for redevelopment, many residents don’t consider recreation, tourism and amenity Newport attractive and actually value. have concerns about the numbers of derelict sites in Newport, the We will look to conserve the best unattractiveness of the river, dirty parts of our environment and take streets and local neighbourhoods. opportunities to regenerate derelict The city centre is often singled out historic buildings, the riverside, for criticism as being dominated industrial areas and brownfield by pubs and clubs and providing sites. In this way we will create a poor retail opportunities and few more attractive city which supports cultural facilities. Litter, graffiti our aims of population growth and and fly tipping are also issues that economic regeneration. need to be tackled. These quality of life considerations also influence how Newport is perceived by people from outside the city. 21* Newport has much to offer with an urban centre which is set within beautiful countryside...

PRIORITIES FOR ACTION * To redevelop the city centre improving the retail environment, redeveloping car parks, improving educational, arts and cultural facilities and promoting more varied entertainment

* Making sure neighbourhoods and public spaces are clean, well designed and liveable

* To regenerate the riverside, industrial areas and brown field sites

* Establish a city-wide approach to marketing and image management for Newport

WHAT SUCCESS WILL LOOK LIKE * A regenerated city centre and riverfront which respects architectural heritage * Major brownfield sites back in productive use * Clean streets within the city centre and outlying neighbourhoods * Local people feel Newport is a more attractive city * The numbers of visitors to Newport increases * A city-wide marketing strategy established

DETAILED STRATEGIES ON THIS THEME * Unitary Development Plan * City Centre Masterplan * Economic Development Strategy 22* PART TWO*5 VISION AND PRIORITIES FOR THE FUTURE

5.3 AN ENTERPRISING CITY

A COMMUNITY WHY WE NEED CHANGE will be to continue to build a more STRATEGY FOR A strong, healthy local diverse, resilient and sustainable *NEWPORT - BUILDING OUR economy forms the foundations economic base able to withstand FUTURE TOGETHER for low unemployment, fluctuations in demand. This base investor confidence, will build on the advantages which sustainable services and Newport has of a good strategic positive social effects including location, the availability of a low crime rates, better health strong local skills and knowledge and higher family incomes. base and an ability to innovate and add value. We recognise the Newport’s economy has felt contribution that the not-for-profit the acute effects of the decline sector and sport makes to the of traditional manufacturing local economy. industry typical of the UK and other western nations. In recent Plans are also in place to grow the years there have been significant size and importance of the city. local jobs losses, cut-backs and Public sector agencies and local plant closures. businesses must continue to work closely to ensure that efforts are On the other hand, over the same properly planned, coordinated period there has actually been an and resourced. increase in employment brought ....a good about in the main by a marked up-turn in the service sector. strategic Newport has proved successful in securing significant job gains location, the in service industry and securing its reputation as the regional availability of a economic hub. The port provides good access for trade and has strong local potential for development. The city has a growing reputation as skills and a sporting and cultural centre. The city is benefiting from knowledge base falling unemployment however unemployment still remains at and an ability to above the average rate for the UK. innovate and Newport’s success was acknowledged in 2004 when it add value. was named as the Welsh city of enterprise, a status which we aim to exploit to its full potential. The future challenge for Newport 23*

WHAT SUCCESS WILL LOOK LIKE * Newport recognised as the economic engine of South East Wales * Over 15,000 new jobs * Population of 150,000 * Unemployment less than UK average * New business start up and survival rates at the UK average * Shopping centre performance moves up from 106 to 70 in the UK * Newport is a sports centre of PRIORITIES FOR ACTION construction, health and social national significance * To capitalise on Newport’s care, tourism, electronics, city status, first rate strategic software, information transport links, and skilled technology and media DETAILED STRATEGIES labour force ON THIS THEME * To ensure the availability of * Economic Development * To support and promote high quality business premises Strategy business growth, encourage and infrastructure in key * Five counties regeneration investment and innovation locations across the city framework resulting in a competitive, * City Centre Master Plan more diverse local economy * To embed a culture of * West Newport Master Plan entrepreneurship in Newport * Eastern Area Master Plan * To achieve sustainable and encourage new indigenous * Unitary Development Plan employment growth primarily business growth * University of Wales, Newport in targeted sectors including Institutional Strategic Plan office services, distribution and * To promote existing and new * Cultural strategy logistics, food and drink, sports facilities

24* PART TWO*5 VISION AND PRIORITIES FOR THE FUTURE

5.4 A GREENER CITY

A COMMUNITY WHY WE NEED CHANGE STRATEGY FOR Local people have told us *NEWPORT - BUILDING OUR that the condition of their FUTURE TOGETHER neighbourhoods, the city More than 2/3 of Newport is centre and the natural countryside. It is important environment has a direct to acknowledge the needs of bearing on their quality of life. residents who live in these areas; in particular, transport and By protecting the environment health issues require particular we can create a healthy city consideration. In south Wales, that people will enjoy. This countryside and environmentally will be achieved through related activities contribute environmental stewardship which over £9 billion to the economy. promotes effective sustainable Protection and enhancement of development and responsible use Newport’s natural environment and management of resources. and landscape is necessary for the Together these factors will success of economic regeneration promote a balance between and tourism, as well as residents’ economic growth, social needs wellbeing; an attractive area is a and environmental considerations. good place in which to live and work. Newport’s countryside Newport’s urban core has many provides a good location for features, including quality responsible leisure activities and architecture, popular parks and we will encourage users to respect, open spaces which create a rich protect and enjoy this landscape. natural and built environment. We want to sustain and enhance The Severn Estuary, River Usk these features for the benefit of and the canal have historically current and future generations. played a significant role in There are however, brownfield securing economic prosperity sites and derelict buildings, which for the area. Having the second By protecting have a negative impact at present highest tidal range in the World, and should be brought back into the Severn Estuary is a site of the environment productive use. Sustainable design European importance for its and construction should be the conservation interest being host we can create a principles upon which development to several threatened species. The takes place. Developments should Severn Estuary is internationally healthy city that also be carried out with care to important and comprises one minimise any adverse impact of the largest sites of special people will enjoy on wildlife. scientific interest in Wales, it is a special protection area, a possible special area of conservation and a Ramsar site. 25*

PRIORITIES FOR ACTION * To carefully balance development pressures in order to conserve green spaces, WHAT SUCCESS WILL architectural heritage and LOOK LIKE other distinctive features * New development incorporates sustainability principles * To maintain and enhance * More public use of parks existing parks and develop new and open spaces to promote open spaces particularly along residents' physical and mental the river front wellbeing * Increase in tourism and * To promote sustainable design activities in Newport's and construction countryside * More people travelling by * Support for initiatives which public transport, walking and facilitate countryside based cycling Newport’s wetlands are an activities * Air and water quality improves important habitat for plants, * Around 60% domestic waste birds and invertebrates as well as * Encourage the use of public not going to the landfill site displaying a variety of landscapes transport and alternatives to * Energy use within housing and from different historical ages the car council buildings decrease * Species and habitats thrive in Biodiversity helps maintain the * The reduction of air and water and around Newport balance of a healthy environment pollution and the maintenance as well as improving quality of a clean, healthy environment of life by giving us pleasant DETAILED STRATEGIES surroundings and a variety * Encourage appreciation and ON THIS THEME of informal recreational use of the river and coast * Unitary Development Plan opportunities. * Local Agenda 21 Strategy * Reduce the amount of waste * Citywide Transport Strategy We will need to make some produced and increase * Local Transport Plan changes to the way we live our domestic recycling * Waste Management Strategy lives, to protect our environment * Local Biodiversity Action Plan now and for future generations. * Promote the reduction of * Countryside Strategy This will involve tackling issues energy use in buildings within * Nature Conservation Strategy such as dependence on the car, the city * Landscapes working for making buildings more energy Newport efficient and reducing the amount * Mitigate against adverse * Outline Rights of Way of waste going into landfill, air impact of development on Improvement Plan and water pollution and carbon Newport's rich range of species * Severn Estuary Strategy emissions. and habitats 26* PART TWO*5 VISION AND PRIORITIES FOR THE FUTURE

5.5 A HEALTHY CITY

A COMMUNITY WHY WE NEED CHANGE of services by the City Council and STRATEGY FOR The Welsh Assembly Local Health Board. There will be *NEWPORT - BUILDING OUR Government commissioned an increased emphasis on shifting FUTURE TOGETHER ‘Review of Health and Social resources from the acute sector Care in Wales’ (Wanless to primary care as well as greater Report) found that socio- emphasis on ill health prevention. economic factors mean that the health of the people of Wales is poor compared to the rest of PRIORITIES FOR ACTION the UK. Integration of health and These factors are similar to those social care that account for the relatively high A sustained improvement in levels of poverty across Wales but health and wellbeing of Newport are also aggravated by the legacy people and communities will be of decades of heavy industry. driven by integrated approaches for planning, commissioning and Newport experiences similar delivery of health and social care. problems. The 2001 census Priorities for integrated working found that of the 376 councils in will be services for older people England and Wales only 62 had and intermediate care, mental higher rates of people with “long health and people experiencing term limiting illness” and only physical and learning disabilities. 34 had higher rates of “general health not good”. In addition Remodelling of health and there is evidence of marked health hospital services inequalities linked to geographical Provision of primary, community areas, social groups, ethnicity, and secondary care services will disability and other factors. be re-designed, with an emphasis on transferring the care of people Residents have also repeatedly not requiring hospital services told us that they want an into alternative settings. The new increased emphasis on ill health model, to be introduced over the prevention and early intervention next decade, is likely to be based to encourage individuals to take on the development of primary greater responsibility for their care resource centres within own health and wellbeing. communities, the development of a local general hospital and The Health, Social Care and the re-provision of a specialist Wellbeing Strategy has embraced critical care facility serving the the need to re-design health and city. Accessibility of services social care services for the people will be a key consideration when of Newport on the principle of planning new health facilities and integration. This will incorporate communities will be ‘engaged’ joint planning and commissioning when changes are planned. Intermediate Care 27* Provision of an intermediate care centre to provide ‘step- down’ care for the rehabilitation of patients in preparation for their return to independent living within the community.

Services to Older People Services will be designed to shift the emphasis from institutional care to enabling older people to live as independently as possible in a suitable and safe environment.

Healthy Living The promotion of healthy living will be given increased resources focussed on greater participation in sport and exercise, diet and healthy eating, reduction of smoking, the prevention of drug and alcohol abuse and promotion of health and safety at home WHAT SUCCESS WILL and in the workplace. Healthy LOOK LIKE Community Action Plans will * A more active population and be implemented in Communities reduced obesity First areas. * Reduction in smoking * More older people live Children and Young People independent lives at home Improving the health and * Reduction in teenage wellbeing of children and pregnancies young people through the * An improvement in life provision of effective Children expectancy and Adolescent Mental Health * A narrowing of the gap in Services, coordinated programs health between the poorest and tackling teenage pregnancy, wealthiest districts drug and alcohol misuse, and * Fewer emergency admissions making information on health to hospital programmes more widely available. Services for children DETAILED STRATEGIES ...an increased emphasis with disabilities will also be ON THIS THEME dramatically improved with the * Health, Social Care and on ill health prevention opening of the planned South Wellbeing Strategy Gwent Children’s Centre. * Cultural strategy and early intervention * Local Housing Strategy The Health, Social Care and * Older People's Strategy to encourage individuals Wellbeing Strategy is developing * Children's and Young People's detailed action plans for the Partnership Strategies to take greater above and also to meet the * Gwent Healthcare Integrated identified needs of local people Clinical Services Strategy responsibility for their suffering from a range of physical * Health Challenge Wales and learning disabilities and those * The National Service own health in need of mental health services. Framework 28* PART TWO*5 VISION AND PRIORITIES FOR THE FUTURE

5.6 AN INCLUSIVE CITY

A COMMUNITY WHY WE NEED CHANGE widely believed that a STRATEGY FOR Social exclusion is where geographically targeted *NEWPORT - BUILDING OUR people, particular groups or programme along with a FUTURE TOGETHER communities suff er multiple partnership approach from deprivation; often where low the public services, voluntary incomes, unemployment, low organisations, community educational attainment and groups and businesses will have attendance, poor health, poor the biggest impact in tackling housing and physical isolation exclusion and making Newport come together. a more inclusive city where all people can meet their potential. It is often characterised by a sense of stigma and hopelessness among people and is often linked with higher levels of alcohol and drug misuse, crime and fear of crime, long term sickness levels or poor parenting. Young people in particular often feel excluded from the rest of the community and targeted eff orts are needed to specifi cally engage with them.

Within Newport there are local concentrations and also groups within the community where people suffer disproportionately from the problems outlined above. The Welsh Index of Multiple Deprivation shows that four Newport wards are ranked within the 100 most deprived in Wales and of these Pillgwenlly falls within the top 20 (multiple deprivation – 2000).

We know that through education and community development residents become empowered and economic benefi ts follow.

Social exclusion has complex causes and there is no single or simple solution however it is 29*

PRIORITIES FOR ACTION * To build stronger, more self-reliant and confident communities, support area regeneration, and increase local people’s, particularly young people’s, involvement in public life

* To tackle the causes of deprivation and inequality and to help ensure all people have a reasonable quality of life, are able to access quality public services and take advantage of local opportunities

* To provide quality housing at a reasonable price, tackle fuel poverty and improve energy efficiency in order to accommodate social and demographic change and population growth

* To work with existing groups and networks to develop communities and empower citizens as a means of tackling social exclusion

WHAT SUCCESS WILL LOOK LIKE * Reduce the difference in educational attainment between communities and racial groups * Reduce unemployment in most disadvantaged wards * Increased rate of business start-ups for ethnic minorities * Housing meets Welsh Quality Standard * Affordable housing for those who need it * More people from poor neighbourhoods getting apprenticeships and going on to vocational education, further education and higher education * Families and households most at risk receive focussed help and attention

DETAILED STRATEGIES ON THIS THEME * Housing Strategy ...a city where * Education Strategic Plan * Economic Development Strategy all people can * Community Development Strategy * Children and Young People's Framework meet their Partnership Strategy * University of Wales, Newport Institutional potential Strategic Plan * BME Housing Strategy 30* PART TWO*5 VISION AND PRIORITIES FOR THE FUTURE 31*

5.7 A LEARNING CITY

A COMMUNITY WHY WE NEED CHANGE STRATEGY FOR Education and training librates *NEWPORT - BUILDING OUR talent, extends opportunities, FUTURE TOGETHER empowers communities and creates wealth. A quality education system which starts at nursery age and which offers opportunities for all ages provides an important avenue PRIORITIES FOR ACTION for personal development and * To secure continuing and fulfilment as well as providing measurable improvements benefits for the whole community. in learning and training opportunities and education Although many local people and skills attainment for have good vocational skills and all people in Newport as a experience, recent figures show basis for personal fulfilment, that Newport, when compared to community regeneration, the Welsh average, has a higher wealth creation and economic number of people without any growth recognised qualifications and fewer people with qualifications at degree * To improve future job level or above. This is a potential prospects by reducing the problem as the number gap between high and low of unskilled and low-skilled jobs performing students will continue decreasing in the future. Instead economic growth * Reduce skill gaps so that more in the UK has centred industries people can access employment based on knowledge, innovation opportunities and expertise rather than low A quality education labour costs. This means that * Expand alternative routes Newport’s attractiveness as a to education by increasing system provides location for inward investment is opportunities for on-line influenced by the strength of the education, community learning for personal local skills base. In this sense plans and libraries to diversify the economy development as and the wider regeneration * Enhanced access to programme will be closely educational opportunities for well as providing influenced by Newport’s future all residents but particularly ability to match its skills base with for ethnic and deprived benefi ts for the the demands of modern industry. communities whole community * Increase vocational and trade skills training opportunities. 31*

WHAT SUCCESS WILL LOOK LIKE * Results of school students are at Welsh average * Reduction in number of residents with numeracy and literacy problems * Increased rate of attendance at secondary schools * Reduced skills gap * 60% of working age adults have a level NVQ 3 qualification or equivalent * University of Wales, Newport more than doubles its student population with a city centre campus

DETAILED STRATEGIES ON THIS THEME * Education Strategic Plan * Children and Young People’s Framework Partnership Strategy * School Organisational Plan * University of Wales, Newport Institutional Strategic Plan * Five counties regeneration framework 32* PART TWO*5 VISION AND PRIORITIES FOR THE FUTURE

5.8 A SAFER CITY

A COMMUNITY WHY WE NEED CHANGE concern that proactive approaches STRATEGY FOR Research by the City Council to dealing with city centre *NEWPORT - BUILDING OUR has found that concern about disorder have resulted in Newport FUTURE TOGETHER crime and disorder is thought being branded a particularly by many people to be the most violent place, which is not borne pressing issue for Newport. out by crime figures.

The 2004/05 crime audit found Newport does however experience that fear of crime is high in our areas of higher crime often communities and that residents corresponding with wider are concerned about anti social deprivation. As well as ensuring behaviour. Certain crimes such an effective response to crime, as burglary, robbery, hate crime the community strategy approach and domestic abuse have a presents a good opportunity for disproportionate impact upon joint action to address the whole victims and there are concerns host of causal factors commonly about speeding, graffiti, noise associated with crime and nuisance and other issues that disorder. These include drug use, impact upon the quality of life in poverty, unstable living conditions, residential areas. However to put poor educational achievement, this into context similar concerns substance misuse, failure to find are expressed in many urban secure employment. As you will areas across the UK in some see these factors feature strongly cases regardless of recorded crime in the priorities for action set out levels. These concerns reflect under the seven strategic headings the damage that the fear of crime that make up this document. causes to people’s quality of live, in some cases preventing people enjoying a full and active life.

The effects of crime and the fear of crime also have a social and economic impact as some groups particularly families and older people tend to avoid some areas like the city centre at night which further reinforces a heavy drinking culture and deters more varied forms of entertainment. Negative reports in the media may also have a wider impact possibly affecting tourism or in discouraging people relocating to the city. Locally there is a 33*

PRIORITIES FOR ACTION * To reduce crime and the fear of crime - specifically to tackle anti-social behaviour, hate crime, and drug and alcohol related crime

* To improve local people’s quality of life by helping them feel safer and more at ease in their homes, neighbourhoods and public areas throughout the city

* To reduce the number of people injured in domestic accidents

* To reduce the number of children killed or seriously injured on roads

* To reduce the number of cyclists killed or seriously injured on roads

WHAT SUCCESS WILL LOOK LIKE * Fear of crime reduces * Number of violent crimes falls * Image of city centre improves * Reduction in number of people killed or seriously injured on ...joint action the roads * Reduction in the number of to address the accidents at home * No wait for drug users wanting whole host of treatment causal factors DETAILED STRATEGIES commonly ON THIS THEME * Community Safety Strategy associated * Youth Offending Team Strategy * Substance Misuse Strategy with crime and * Gwent Policing Plan disorder * Newport Local Transport Plan 34* PART TWO*6 VISION AND PRIORITIES FOR THE FUTURE

6 MONITORING AND REVIEW

A COMMUNITY THE COMMUNITY GIVING YOUR VIEWS AND STRATEGY FOR STRATEGY WILL BE GETTING IN TOUCH *NEWPORT - BUILDING OUR REGULARLY REVIEWED TO Corporate Policy FUTURE TOGETHER ENSURE THAT: Newport City Council * there is continued community Civic Centre support for the vision and Newport priorities NP20 4UR * local people are able to E-mail: express changing needs; [email protected] * the Local Strategic Website: Partnership is accountable to http://citypartners.newport.ac.uk stakeholders * the Local Strategic Partnership ensures other partnerships and organisations contribute to achieving the objectives of this Strategy * we can compare progress *APPENDIX 1 against our baseline figures * we can celebrate successes * we can take action if needed to ensure progress is being made

The Local Strategic Partnership will take responsibility for A COMMUNITY reviewing the strategy and STRATEGY FOR will oversee the contribution of the specific organisations *NEWPORT and partnerships. However - BUILDING OUR FUTURE TOGETHER in practice day-to-day service 2005 - 2015 delivery and implementation and monitoring of specific strategies e.g. the Health and Wellbeing Strategy will remain primarily the responsibility of the themed partnerships and the service providers. *APPENDIX 1

A COMMUNITY STRATEGY FOR *NEWPORT - BUILDING OUR FUTURE TOGETHER 2005 - 2015 36* APPENDIX 1* Strategies Key Partnerships Core strategies 5 year 3 then Partnership & Wellbeing Care Social Health Partnership - Planning Community partnerships and strategies. Hence this structure be revisited. chart will completed later it not 2005 in will be possible to properly map the between links core welcome and far reaching proposals for plan reduction Wales. in Until that process is Since producing the Community draft Strategy, Welsh Assembly Government has produced PARTNERSHIPS AND STRATEGIES IN NEWPORT IN STRATEGIES AND PARTNERSHIPS 3 year strategy 3 year Partnership Safety Community update resident, representatives local their organisations and event held be annual to people. An to local will this to reporting and partnerships responsible is LSP The for touch keeping that progress in with made being is by the strategies. detailed delivered their be and through core broadpartnerships the will vision This Strategy.overarching Community the for vision city the within which contained is long the establishing with charged Strategic is term, Partnership (LSP) Local The achieved. Strategy are Community Eff key be of Newport’s that working to ensuring goals ective the will partnership year strategy year 5 Partnership Young Persons & Children & Strategy Long-Term Vision Partnership Strategy Community Partnership Overarching First Communities Unlimited 2020 Newport * Environmental * Established Partnership strategy community on draft consultation following * Marketing Partnership