Sunderland... for a better future The Sunderland Strategy 2008 - 2025

The Sunderland Strategy 2008 - 2025 3

Foreword

Sunderland... Thousands of new jobs have been The city also has strong international links for a better future created as regeneration takes shape and and relationships - engaging with the there are now additional and improved European Union, with our twin towns, This is the Sunderland Strategy – cultural and leisure facilities, as well as within European networks, and with key the city’s sustainable community major improvements in health, housing, international partners in Washington DC strategy setting out what the people education, social care and provision for and China. The strategy supports the who live, work and study in the city children and young people. Crime is continuing development of this today would like to see by 2025. reducing and the city is a safer, cleaner international dimension to maximise the It articulates a bold and aspirational vision and greener place. Significant progress benefits and opportunities for for the city, building on Sunderland’s has been made to ensure more inclusive Sunderland and its people. and cohesive communities, and great heritage and environment and the Building on the significant success Sunderland’s reputation is growing as a special characteristics of its people, to achieved so far, the partners across major city in the UK and overseas. create an even better future for everyone Sunderland have great ambitions for the who chooses to be part of the city’s life. The city is a good place to live, work, city’s future. They are committed to The strategy draws upon extensive study or visit, but there are still areas of working together towards common goals consultation across the city and includes deprivation where people do not have to ensure that Sunderland becomes a the issues residents have said are of the same opportunities as others. place where more people will choose to concern to them, along with those We want to continue to work towards make their home, to come to work, to relevant to businesses, partners from all making sure that Sunderland can offer all study or to spend their leisure time. of its citizens the chances they need to sectors, and many other contributors. It Thank you for your interest and support be part of a vibrant, thriving city, fulfil their also draws upon the things that will be – we look forward to working with you to potential and have a happy, balanced life. attractive to people coming to live in the turn the strategy into reality. city. It is a strategy for everyone, In determining the vision, aims and produced by the Sunderland Partnership priorities for the city’s long-term future, – the partners who work together to the strategy also sets the context for the tackle the challenges the city faces. Since new Local Area Agreement 2008-2011 the first Sunderland Strategy was which sets out targets for the first phase produced in 2004 huge strides have of implementation. been made towards creating a city, and a This is not a strategy in isolation. way of city life, that delivers the things Cllr Paul Watson Sunderland is part of Tyne and Wear residents say they want. Leader of Sunderland City Council City Region and plays a major role as an economic driver in North East England. The strategy therefore supports the development of the City Region and fits within regional and sub regional frameworks and strategies including the Regional Economic and Spatial Strategies. The Reverend Canon Stephen Taylor Chair of Sunderland Partnership

The Sunderland Strategy 2008 - 2025 5

Contents

1 The purpose of the Sunderland Strategy 7 2 Our shared vision 8 3 Our aims 9 4 Implementing the Sunderland Strategy – Strategic Priorities 13 4.1 Prosperous City 15 4.2 Healthy City 21 4.3 Safe City 27 4.4 Learning City 31 4.5 Attractive and Inclusive City 37 5 Implementing the Sunderland Strategy – Cross Cutting Priorities 42 5.1 Sustainability 43 5.2 Creating Inclusive Communities 45 5.3 Housing 50 5.4 Culture 53 6 Shapers and Influencers – related strategies and agendas 55 7 The Sunderland Partnership 61 Appendices 1 Sunderland – Trends and Key Facts 64 2.1 Hierarchy of plans and strategies for Sunderland 66 2.2 Role of Sunderland’s plans and strategies 67 3 Developing the Sunderland Strategy and Consultation 68 4 Contact Information 69

The Sunderland Strategy 2008 - 2025 7 1 The purpose of the Sunderland Strategy

The Sunderland Strategy has been It sets out our collective vision for the city By assessing our performance as developed to provide the framework and its people and how we will work organisations and determining where for members of the Sunderland together to achieve that vision. improvements are needed most, and by Partnership, and indeed all The strategy is closely linked to the understanding the broader sub regional, organisations, groups of people Sunderland Image Strategy which regional, national and international and individuals, to work together established the image people would contexts in which the city operates, but to improve quality of life in like Sunderland to have by 2020. most importantly by listening to what Sunderland by 2025. The Sunderland Strategy will help to local people have told us about what turn that desired image into reality. they want for their future, the Sunderland Strategy articulates the long term journey It is also intended to act as a guide for for the city through the establishment of local people, to be the focus of the work an ambitious vision underpinned by aims and resources of the members of the and priorities for action. All members of Partnership, as well as giving people the Sunderland Partnership are outside of the city a flavour of the place committed to ensuring that by 2025, Sunderland is now, and the place it will our vision is achieved. be by 2025. Appendix 3 gives an overview of how the It is Sunderland’s overarching strategy for Sunderland Strategy was developed and improvement and as such is the product summarises the consultation that has of detailed analysis of the city’s taken place. current position, and the challenges and opportunities that lie ahead over the longer term. Whilst the Sunderland Strategy provides the strategic overview, there are a range of more detailed and specific strategies and plans that sit beneath it and identify, for example, what needs to be done in terms of health or education to ensure the overall vision for the city can be achieved. The diagram in Appendix 2.1 shows the hierarchy of plans and strategies in the city; Appendix 2.2 outlines the role of each of these plans and strategies. 8 The Sunderland Strategy 2008 - 2025

2 Our shared vision

Creating a better future for everyone in Sunderland Sunderland will be a welcoming, internationally recognised city where people have the opportunity to fulfil their aspirations for a healthy, safe and prosperous future.

If we achieve this vision It will be an internationally The vision articulates how we will have ensured recognised, welcoming city people want to see their city that in 2025 Sunderland where people are as in the future – recognising will be the place people passionate about their that current perceptions of choose to make their future as they are proud of the city are outdated and home, to come to work their past and where their are a barrier to overcoming or study and to spend contribution is valued and some of the challenges the their leisure time. respected; a place which city faces, such as attracting offers an enhanced quality and retaining residents, of life with first class students, business and services, facilities and visitors; to becoming well opportunities for everyone; known as a great city and to and a city where achieving its ambitious commitment to the regeneration plans. environment goes hand in hand with a commitment to The 2025 vision gives us the creating a balanced, fulfilling substance for an attractive and better future for all. and distinctive marketing proposition for the city – its great assets of today alongside its bold aspirations for the future. The Sunderland Strategy 2008 - 2025 9

3 Our aims

Over 18 months we consulted 2,000 people and many Aim 1 organisations across the city and To create an enterprising and productive global city with a strong and beyond. Out of those workshops, diverse economy providing jobs and careers for generations to come. discussions and meetings came a A city where everyone has the opportunity to contribute to and benefit series of ideas and priorities. from the regional economy, to fulfil their potential to be skilled, From these, we have developed the motivated and wealth creating without losing the special characteristic following strategic aims - the of Sunderland’s balanced way of life. stepping stones towards our vision - the things that people will be able to see and enjoy on the way. Aim 2 To create a city where everyone can be supported to make healthy life and lifestyle choices - a city that provides excellent health and social care services for all who need them. Everyone in Sunderland will have the opportunity to live long, healthy, happy and independent lives.

Aim 3 To make Sunderland a place where everyone feels welcome and can be part of a safe and inclusive community, where people will feel secure and can enjoy life without worrying about becoming a victim of crime.

Aim 4 To create a place with a thriving learning culture where everyone can be involved in learning in a cohesive and inclusive city that is committed to social justice, equality and prosperity; where creativity flourishes and where individuals can have all they need to thrive in the global economy.

Aim 5 To ensure that Sunderland becomes a clean, green city with a strong culture of sustainability, protecting and nurturing both its built heritage and future development and ensuring that both the built and natural environments will be welcoming, accessible, attractive and of high quality. 10 The Sunderland Strategy 2008 - 2025

3.1 Key Milestones

Key milestones 2008 The development of Turbine Business Park will commence Development at Farringdon Row will begin We will open ‘The Place’, located in Sunniside, which combines workspaces with a café, gallery and performance space

2008/ There will be strategies in place to tackle Anti-Social Behaviour, Alcohol related crime and the harm it causes, Domestic 2009 Violence and Re-Offending Sunderland will have its own Specialist Domestic Violence Court, Multi-Agency Risk Assessment Conferences for high risk victims, a new domestic violence refuge and the country’s first domestic violence perpetrator hostel

2009 Development of managed workspace in Washington will commence We will open a new library at Silksworth Hetton and Silksworth Pools will be completed

2010 The first three extra care schemes will have been built within the city – in Silksworth, Washington and Hetton, providing a minimum of 120 units of accommodation for older people to live in with the appropriate care and support delivered based upon individual need 100% of Primary and Secondary Schools will offer extended services The first phase of the Sunderland Building Schools for the Future (BSF) programme will be completed. This will include four new schools and ‘Sunderland Model’ Academies and three major refurbishments; Washington School (new), The Academy to replace Pennywell School and Quarry View Primary School (new), Castle View Enterprise Academy (new), Red House Academy (new), Biddick School Sports College (major refurbishment), St Robert of Newminster RC School (major refurbishment) and Oxclose Community School (major refurbishment completed June 2007) 31% of all domestic waste will be recycled

2011 There will be comprehensive prevention and treatment services in place for alcohol and Sunderland will have moved out of the worst 10% in the country for hospital admissions due to alcohol 100% of individuals (and their carers) that need a more formal care assessment will be assessed within timescales suitable for them and will need to tell their story just once to an assessor to identify all preferred outcomes tailored to their needs There will be a broader range of stop smoking services across the city, linked into wards with highest rates of smoking Perceptions of anti-social behaviour will have improved There will be lower levels of assault with injury There will be fewer repeat cases of domestic violence There will be lower levels of proven re-offending by adult and young offenders There will be lower levels of class A drug related offending All vulnerable young people will have individual support plans to enable them to progress and achieve. We will develop a learner involvement strategy All new development will be considered against an adopted suite of development planning documents setting out the sustainable locations for new homes, employment sites, transport routes and retailing across the city Development will commence on the former Vaux Breweries site The Sunderland Strategy 2008 - 2025 11

3.1 Key Milestones

Key milestones 2012 The percentage of children and young people aged between 0-19 yrs with access to high quality equipped play provision, 1km from their door, will increase from 15% to 55%

2014 The Safer Sunderland Partnership will be the best performing in its family group of similar partnerships in England and Wales

2015 100% of adults at risk of chronic conditions will be identified and be receiving appropriate treatment or access to prevention programmes Smoking prevalence will be reduced to 20% The increase in childhood obesity will be halted The local environment will support people to be physically active, and support positive mental health 45% of all domestic waste will be recycled All Sunderland Secondary schools will be rebuilt or refurbished under BSF Rainton Bridge Business Park will be successfully completed

2016 At least 25% of individuals assessed and supported to live at home by the council will be provided with financial support to make their own arrangements and decisions about the care that’s right for them A new road bridge will have been built across the river Wear All new houses will have zero carbon emissions 2017 There will be a 15% reduction in carbon emissions across the city

2020 Childhood obesity will be reduced to 18% 70% of children will report good emotional health and well-being 95% of adults will have basic skills of functional literacy and numeracy More than 90% of adults will have gained at least a level 2 qualification We will reduce the number of of young people who are not in education, training or employment to 8.4%

2021 262 hectares of employment land will have been taken up by new or existing businesses All needs for future retailing will have been accommodated within existing centres 15,000 new homes will have been completed 80% of new homes will be built on brownfield land

2025 All partners delivering 14-19 provision in Sunderland will have achieved the gold quality mark, ensuring all our young people have access to good quality learning provision

The Sunderland Strategy 2008 - 2025 13 4 Implementing the Sunderland Strategy - Strategic Priorities

The vision and aims define ‘what’ All of these priorities are, to a greater or Needs Analysis the city will be like in 2025 and the lesser extent, mutually supportive and strategic priorities set the dependent. The activities under some Whilst the Sunderland Strategy provides framework for ‘how’ we will go about however, in attempting to maximise the the strategic overview and framework for achieving the goals that the added value from working together as improvement activity up to 2025, the Sunderland Partnership has set. partners, have proved to be inextricably Local Area Agreement (LAA) provides the shorter term priority targets, up to 2011 Through the continuous assessment of linked over the past four years. In seeking to optimise outcomes in the future the initially. These will be the key focus of our performance and identifying where activity and resources for the thematic we are doing well and making progress, Sunderland Partnership has determined its priorities for this strategy as follows: partnerships (based on the strategic and where we are not, the Partnership is priorities) and all organisations signed up able to identify a clear and evidenced set • Prosperous City to the strategy – they will also guide the of priorities for action – around which • Healthy City commissioning of services and initiatives thematic partnership structures and ways of a range of other organisations within a of working, as well as the allocation of • Safe City range of different settings – some city- resources, will be based - to ensure we • Learning City wide and strategic, and some at a very continue to focus on our vision for localised level depending on need. Sunderland in 2025. • Attractive and Inclusive City On this basis for both the identification of It has been agreed that the efforts and In the Sunderland Strategy 2004-2007 LAA targets and a range of additional resources previously dedicated under the there were eight priorities: ‘local’ targets (which we need to set to housing and cultural opportunities move in the right direction towards • Creating Economic Prosperity priorities, need to have a more achieving the vision), the thematic widespread focus. Their positive impact • Improving Health and Social Care partnerships have been through a on the other priorities such as health, • Raising Standards and Improving process of analysing need and compiling prosperity, safe communities and Access and Participation in Learning evidence to ensure we are prioritising the attractive and inclusive city, must be fully right things on which to focus effort and • Extending Cultural Opportunities recognised. On this basis they have resources, and that we have arrived at become cross-cutting priorities along • Developing an Attractive and the right objectives for each strategic with creating inclusive communities – Accessible City priority. The thematic partnerships have this is based on our commitment that taken into account what people are • Improving the Quality, Choice and the needs and requirements of all groups telling us, performance data, and the Range of Housing and individuals will be considered in all differing needs, requirements and that we do. • Reducing Crime and the Fear of circumstances of the city’s communities - Crime True to the city’s spirit of working both of identity and geographical. together, and supported by a focus on • Creating Inclusive Communities Underpinning the Sunderland Strategy the cross-cutting priorities (outlined in therefore, are a comprehensive Needs Section 5), the efforts under each priority Analysis/Evidence Base document, a will combine to achieve the aims Sunderland Strategy Delivery Plan described earlier. (including the LAA) and a set of Local Area Plans. The Delivery Plan/LAA, both with lifespans of three years, identify the short term, detailed and focused targets, which will help us achieve the longer term key objectives set out in this document. 14 The Sunderland Strategy 2008 - 2025 The Sunderland Strategy 2008 - 2025 15

4.1 Prosperous City

The focus of this priority is: Key Achievements Opportunities To create an enterprising and • A range of new business The story of Sunderland’s economy is productive global city with a strong accommodation has been one of continuous – and sometimes very and diverse economy. A city that developed across the city that caters rapid – change. Sunderland’s economy is provides jobs and careers for for the needs of a diverse range of dominated by employment in the public generations to come, where everyone businesses. New workspaces include sector, services and manufacturing, but has the opportunity to contribute to the Hatchery and St Peters Gate at the economic base is now possibly more and benefit from the local economy. Sunderland University, ‘The Place’ at diversified and complex than at any stage People will fulfil their potential to be Sunniside and the development of in Sunderland’s history. Additionally, the skilled, motivated and wealth creating the e.volve Business Centre at local economy is dependent upon global without losing the special Rainton Bridge, offering over 4,000 market conditions and fluctuations over characteristic of Sunderland’s sq. metres of high quality business which the city has little influence. floorspace. balanced way of life. The competitiveness of the local • There has been continued economy has continued to improve. investment in the city from the Using the Government’s preferred business community, both from measure, known as ‘Gross Value Added business start-ups, social enterprises, per head’, the figure for Sunderland has local companies and new investors. shown year on year improvements, yet it For example, the implementation of remains around 80% of the English the Small Business Grant Scheme average. has enabled the local business The success of efforts to attract inward support network to directly assist a investment to the city has brought wide variety of new business start- 3,100 jobs since 2005. There have also ups in the city. Between 2004 and been significant improvements in the 2006, 293 businesses were quality of employment in Sunderland, supported which we anticipate will with the proportion of jobs classed as create 721 new jobs. managerial, professional and technical • Economic activity and participation increasing by 28%. This is feeding levels have shown significant through into improved graduate improvement. Over the last three retention, with an increase of 22% in years the rate of fall in the the proportion of the local workforce population classed as workless has qualified to NVQ4 standard. been double that for Great Britain, This is reflected in the fact that average demonstrating the success of earnings for the city’s residents increased measures to get people back into by 9.7% between 2004 and 2007, with work. This has been helped by a average gross-weekly full-time earnings range of support services, including, for Sunderland residents now at £387. for example, the establishment of Centres of Vocational Excellence for Building and Construction Services and Contact Centres as well as the ICT Networking Academy. 16 The Sunderland Strategy 2008 - 2025

4.1 Prosperous City

Challenges Following the 2006 publication of the The ‘legible city’ project will develop the Leitch Review of Skills to identify the UK’s city’s signage and way finding provision in Sunderland still has many challenges to optimal skills mix by 2020 (to maximise order to assist the growing number of overcome. There remains a tendency for economic growth, productivity and social visitors that will be attracted by the city’s large employers to dominate the labour justice), a number of key national growing tourism industry. We are looking market; currently the 50 largest challenges have been set that at the physical regeneration of the city’s employers employ 50% of the Sunderland can contribute to in order to existing features, including parks and the Sunderland workforce. Whilst the number support the development of a highly- coastline, which will improve the of VAT-registered enterprises in the city skilled workforce. These challenges are: perception of Sunderland’s cultural and now stands at 4,320 - an increase of natural assets. 5.5% from 2004 to 2006 (the national • 95% of adults to achieve the basic rate of growth being 4.2% over this skills of functional literacy and A further challenge faced by the city is period) - Sunderland still has significantly numeracy the provision of affordable housing. To be affordable a property should cost no lower levels of Enterprise VAT • Exceeding 90% of adults qualified to more than three and a half times the registrations per thousand population at least Level 2 than the average for local authority areas, household income. In 1996 a household and this problem is even more significant • Shifting the balance of intermediate income of around £11,675 was required in areas of deprivation. skills from Level 2 to Level 3 to ensure that the average house price of £40,863 was affordable. By 2007, an Between 2004 and 2007 there was a • Exceeding 40% of adults qualified to Level 4 and above income of £31,571 was needed; this reduction of 2,330 in the number of represented an increase of 170% and far people classed as workless, representing In terms of the physical environment, outstrips wage inflation over this a 6% fall. This is a significant achievement, Sunderland boasts a range of assets to timescale. The emerging Housing Market since it is set against a backdrop of support the further growth of prosperity Assessment for Sunderland (2007-2012), around 3,000 job losses. However, in the city. These physical resources based upon survey evidence, indicates worklessness is a continuing challenge include natural features such as the that there is a need to provide affordable for Sunderland with around a fifth of the coastline and the river Wear which housing. This will have to be met primarily adult population currently classed as support culture, leisure and tourism through the implementation of policies workless. opportunities, and will be maximized within the Local Development Reducing the skills gap is an important through regeneration plans along the Framework and the operations of challenge for Sunderland to overcome, as river corridor; a supply of brownfield land Registered Social Landlords. that can accommodate half of the land skills levels amongst the city’s working The Housing Market Assessment for age population are currently below the supply needed for economic growth; and a built environment with infrastructure to Sunderland also estimates that the national average; 36.9% of the 16-74 number of households in the city is resident population have no support growth – transport systems, business parks and the City Centre. expected to increase from 122,000 in qualifications. Closer working links with 2006 to 135,000 by 2020; a 10.7% the Learning Partnership will help to Cities that diversify and adapt remain increase and an additional 13,000 progress employer engagement in skills vibrant and prosperous. A major households. development and education, such as the challenge is to protect the retail role of development of vocational diplomas. the City Centre, as well as other retail The operation of Sunderland’s housing market is underpinned by economic Participation in education, training or hubs, as thriving and viable destinations for shoppers. The retail centres face drivers, including levels of employment employment increased from 74% in and incomes. 2004 to 78.5% in 2007. However, at increased competition from the twin 12.3% Sunderland has the highest threats of other shopping destinations in proportion of 16-18 year olds who are the region, and the impact of the growth not in education, training or employment in ‘e-commerce’. in Tyne and Wear, where the average is The city’s increasing prosperity will be 9.7%. significantly impacted upon by the development of the city’s culture - both by developing new, and promoting existing facilities and activities. The Sunderland Strategy 2008 - 2025 17

4.1 Prosperous City

Key Objectives People Fundamental to Sunderland achieving its objectives for economic prosperity Sunderland will be a city where Sunderland will have a strong and will be the development of effective everyone has the opportunity of competitive economy. economic, business and land use employment. We will have an active planning procedures to ensure a • By 2025 average employee wages population that is equipped with the sufficient portfolio of land is available to in the city will be equivalent to right skills to support business growth allow the city to respond quickly to the national averages. and personal development at all levels changing needs of the economic within the workplace. The city will be • By 2025 the GVA will also be at or environment. above the national average. seen as a good place to start, develop and have a successful career. • By 2025 Sunderland will have Business maintained its international • By 2025 we will have reduced the recognition as an intelligent We will promote the growth of existing unemployment rate in the city to community where digital and and new businesses and business the UK national average sectors within the city, ensuring that the software enterprise spearhead the city has sustained economic stability • By 2025 75% of the working age economic growth of the city. population will be economically where employment opportunities are Housing in the city will be responsive to active and the city will be maximised and the right environment the needs of Sunderland’s large and contributing to the national target exists for enterprise to prosper. diverse population; its individuals and its of ensuring that: 89% of adults are communities. We will have a culture of enterprise and qualified to at least Level 1 in talent to support continuous growth and literacy, 81% to at least entry • By 2021 we aim to provide 15,000 participation and to promote a diverse Level 3 in numeracy and 79% to new homes in the right place and economy and reduce equality gaps. at least a full Level 2. at the right price that people can afford through an affordable • By 2025 we will have created Place 20,000 new jobs in the city and will housing policy enabling everyone demonstrate year on year growth in Sunderland will be a city where the to access the housing market. recorded business start ups. physical and digital infrastructure meet the needs of a changing economy, Sunderland will have a thriving culture whilst minimising the impact on future and tourism sector that will support generations by: supporting improved economic and physical regeneration and transport links between residential and the evening economy in the city. employment areas, minimising traffic • By 2025 the development of the congestion, maximising the use of Sunniside area will be complete brownfield land for future development transforming this area of the city, and by assisting businesses to minimise attracting visitors and providing a their environmental impact through boost to the local economy. better resource management and efficiency improvements. • Nationally significant cultural and physical regeneration including • By 2021, Sunderland City Centre the development of landmark will have developed a vibrant retail facilities and sites at Stadium Park, and office market, attracting many will continue. more people to work in the City Centre with a new generation of high quality jobs and shops, easily accessible by public transport to residents of the city and the wider sub-region 18 The Sunderland Strategy 2008 - 2025

4.1 Prosperous City

Our Journey a whole. Consequently we are committed to ensuring that people in the city’s BME Achieving our Objectives communities feel they have the same People opportunities, in terms of housing and employment, as others across the city The Prosperous City partnership will direct activities towards supporting the Places development of residents by creating an Delivering economic prosperity requires a environment where economic city-wide approach, as investments in opportunities can be realised and one location can bring many benefits to a focussing on improving skills and wide range of residents from across the educational attainment levels to sustain city. The Prosperous City partnership will the local economy. work to maximise these benefits to city Key to achieving economic growth will be residents, including supporting ensuring that all local residents can investment in transport infrastructure and benefit from the increasing opportunities linkages, such as a new bridge across the in the city. This will mean that new skills river Wear, in order to improve will be needed, some residents may need accessibility, ensuring that people are retraining, whilst other residents will need connected to their places of direct support to overcome particular employment, and advising on how best barriers to employment. to consider the future requirements for land for new employment across the city. While people from Sunderland’s black and minority ethnic (BME) population live in all 25 wards, they tend to live in those housing sectors – lower end owner occupied and private rented – where rates of unfit dwellings and dwellings in a poor state of repair are highest. Research indicates that the majority of the city’s Asian working age population are employed within the Asian community – adding to its isolation from the rest of the city. In addition, the research indicates higher levels of unemployment within the city’s BME communities compared to Sunderland as

Key milestones 2008 Development at Farringdon Row will begin The development of Turbine Business Park will commence

2009 Development of managed workspace in Washington will commence 2011 Development will commence on the former Vaux Breweries site 2015 Rainton Bridge Business Park will be successfully completed

2021 262 hectare of employment land will have been taken up by new or existing businesses All needs for future retailing will have been accommodated within existing centres 15,000 new homes will have been completed The Sunderland Strategy 2008 - 2025 19 20 The Sunderland Strategy 2008 - 2025 The Sunderland Strategy 2008 - 2025 21

4.2 Healthy City

The focus of this priority is: Key Achievements • Sunderland is an active member of the World Health Organisation To create a city where everyone can • Children are having a better start in European Healthy Cities Phase IV be supported to make healthy life and life. Fewer women are smoking programme. Working on the core lifestyle choices - a city that provides during pregnancy (down from over objectives of Healthy Ageing, excellent health and social care 37% in 2004/05 to just over 23% in Healthy Urban Planning, Health services for all who need them. 2006/07 – a reduction of 40%). Impact Assessment and Physical Everyone in Sunderland will have the More mothers are trying to Activity and Active Lifestyles, we opportunity to live long, healthy, breastfeed their children (initiation have developed and integrated happy and independent lives. rates have increased from 37% in examples of best practice and 2004/05 to 40% in 2005/06), and shared this within the European fewer children are dying in their first network. year of life, (5.2 deaths under 1 year per 1000 births in 2007 compared Opportunities and to 6.5 in 2006). Challenges • We have made it easier for adults to One way to measure health and be more active, with six Wellness wellbeing in Sunderland is by considering Centres, and new ‘easy to use’ life expectancy, demonstrating that we physical activity equipment in five have reduced death rates from the major community settings. Furthermore, killers, cancer and coronary heart disease 1500 people are accessing ‘Exercise and have improved access to, and quality on Referral’ - a programme that of, healthcare for all age groups and supports people to become more communities locally. active - and adults across the city are being supported to lose weight Progress has been made locally in through the HELP (Healthy Exercise reducing the number of early deaths Lifestyle Programme). from these major killers. Average life expectancy in Sunderland has increased • We have made significant progress consistently over the last ten years and is in supporting people to live at home now 75.3 years for men and 79.4 years as long as possible. Since 2004 for women. However there have also partners have been working been reductions across England, and the together to provide a number of gap between ourselves and England has innovative schemes to support been narrowed only slightly. We need to individuals, including the Joint close this gap faster to catch up. Intermediate Care Scheme and the Adult men in Sunderland still die on hospital resettlement programmes average almost two years earlier than the for people with severe learning average for England and women in disabilities. As a result of these Sunderland live on average four years actions, Sunderland continues to be longer than men. Furthermore, across in the top 10% of all authorities for Sunderland’s electoral wards there can the number of older people be up to a nine year gap in life supported at home, whilst the expectancy for babies born on the same number of adults aged under 65 day, between the best off and the most supported at home, increased by disadvantaged wards. 61% between 2004 – 2007. 22 The Sunderland Strategy 2008 - 2025

4.2 Healthy City

The causes of these inequality gaps are multi-agency staff and volunteers. The want to manage their weight. There are not simple. However it is the gaps and school nursing service has increased innovative new services using hub their causes that we must focus on if we capacity and can work with teachers to centres like Bunny Hill with a high level of are to continue to make improvements develop health maintenance community input to improving health. in health and well-being locally, and to programmes in schools. The introduction of smoke free legislation reach the point where life expectancy A new child obesity pathway is being in July 2007 signalled real progress in across Sunderland matches, and even developed and access to the Child and moving towards a smoke free city. exceeds the national average. Adolescent Mental Health Service However, smoking prevalence in As a result of its significant deprivation (CAMHS) has been improved by the Sunderland is still much higher than the and health inequalities, the city has a development of the Community CAMHS average for England (32% compared to higher level of social care needs than Service. However, the challenge in an average of 26%). Levels are estimated other parts of England. To respond to this Sunderland is still great. Over one in five to be up to 47% in some of our wards. high demand, the council continues to children in Year Six (i.e. aged ten or 11 Young women are taking up smoking in support all eligible individuals assessed years of age) are obese and could be increasing numbers and we are seeing within all four national social care bands, en route to becoming obese young higher deaths rates from lung cancer for from ‘low’ to ‘critical’, one of only four people and adults, exposing themselves women than for men for the first time, local authorities in the country to to an increased risk of a number of poor with rates for both much higher in continue to do so. There is also a vibrant health outcomes, including earlier Sunderland than across England. voluntary sector within the city which, incidence of diseases like diabetes. Alcohol consumption is increasing alongside carers, contributes significantly Adults nationally and locally and the patterns of to meeting needs. how and when people drink are Adults aged between 15 and 64 form the Children changing. As a result we are seeing an largest population group in Sunderland, increase in harmful and hazardous Just over 20% of children and young with 187,300 people from a total drinking. The rate of hospital admissions people in Sunderland (some 13,000), will population of 280,600 (mid-year 2006 due to alcohol in Sunderland is 42% need some form of additional help to population estimates). There are still large higher than the national average for enable them to be healthy, stay safe, numbers of adults in Sunderland who are females and for males is 56% above the enjoy and achieve, make a positive at risk of chronic diseases, including national average. We also have much contribution and achieve economic well respiratory disease, hypertension (high higher levels of alcohol related diseases being. This help is being provided through blood pressure), and heart disease. It is than the national average. a broad range of interventions to improve estimated that around 26,000 people in their health outcomes. Sunderland have high blood pressure, Nationally, one of the main frustrations and 50,000 people are obese. that many people from socially A schools sports partnership has been disadvantaged groups have, including developed and has had a positive impact Around 2.4% of this age group have those with more profound disabilities, on the time dedicated to physical activity. learning disabilities, whilst nearly one in about their care and support, is their The number of children and young five people have mental health problems inability to influence decisions about their people participating in a minimum of two such as depression. Around one in seven care or feel valued as citizens more hours each week PE and school sport adults in Sunderland describe themselves generally. There is therefore a need to increased from 77% to 86%. 88% of as informal carers for other adults, with ensure that there is equitable access to schools were engaged in the healthy a significant minority (around 7,500 all services in Sunderland for all these schools programme in 2006 and the people) providing 20 hours or more care disadvantaged groups. numbers continue to rise. A revised Play per week. Strategy and a range of sport and Older People In recent years we have focused on physical activity opportunities contribute developing a comprehensive programme As overall health and life expectancy to the health and well being of children to make healthy choices easier for local improves, Sunderland’s population is beyond the school day. There are two people, to support them in maintaining ageing. The number of people aged over new primary care centres, Grindon Lane their own health and in planning early 65 within Sunderland was 45,800 in and Bunny Hill, offering a range of interventions when people begin to 2005 and is projected to rise to 59,500 services including 24 hour walk-in suffer from poor health. There has been by 2025 – an increase of almost 30% in services for minor injuries and illnesses increased opportunity for adults to give 20 years. In recent years there has been a for children over two years old, and a up smoking; ‘Slimming on Referral’ renewed focus on meeting the health co-located Children’s Centre with programmes are available for people who and social care needs of older people The Sunderland Strategy 2008 - 2025 23

4.2 Healthy City across the city. The Older Peoples Key Objectives • By 2025 the number of hospital Partnership Action Group (OPPAG) admissions due to alcohol will be champions the needs of older people. Children in Sunderland will demonstrate reduced to that of the 20% best As one of the core themes associated good emotional health and wellbeing. performing local authorities across with Sunderland’s World Health • By 2025 the gap in mental health the country, and there will be clear Organisation Healthy City Status, healthy outcomes between those who do treatment pathways and a shift ageing is also a major priority OPPAG is well and those who do not will have away from a binge drinking culture. addressing within all planning processes. been narrowed. 90% of children will Sunderland will be a place where The Partnership is also building on the report good emotional health and everyone, regardless of the vulnerabilities 50+ Strategy which celebrates the well-being and those who do not they experience through age and/or positive aspects of ageing and the will have early and excellent support disability, is supported to live contribution that can be made to the systems in place. independently in accommodation of city by this age group. • By 2025 we will see a reduction in their choice, including their own home. Through social care surveys people have the percentage of Year Six children • By 2025, through the ‘Homes for let us know the type of services they identified as overweight or obese to Life: Older People’s Programme’, want for the future. They want services below 15%, and there will be a wide extra care style accommodation will that preserve their dignity, maintain their range of family based interventions be fully developed across all areas of independence, and give real choice across the city. Levels of initiating the city, with a significant reduction alongside minimising dependency. smoking in young people, and in in the number of admissions to Overwhelmingly people want to stay in particular in young women, will have residential and nursing care. their own home for as long as possible. reduced to under 10%. • By 2025, 100% of people with An integrated pathway for falls long-term conditions in Sunderland prevention in older people has been People in Sunderland will have the will be supported to live at home for developed, building on the successes of opportunity to live as long as those with as long as they wish and feel able. the Healthy Community Collaborative. the longest life expectancy in England, and will tell us that they enjoy an This provides a comprehensive pathway Individuals and carers, alongside other to both reduce falls and support older excellent sense of health and emotional wellbeing. residents, will be given appropriate people who have fallen and sustained support to access a range of universal injury to regain their independence. • By 2025 life expectancy for men will services within the city to help meet As one would expect, the largest single equal that of women. their needs. group of individuals with more significant Sunderland will have pathways to identify social and health care needs is amongst early those people of all ages at risk of older people. For example, it is estimated disease and offer interventions, including that around 40% of people in cultural and leisure activities, that will Sunderland aged 65 and over have support people in maintaining their problems with some aspects of daily health and sense of wellbeing. living, such as washing, bathing or getting around and about (called • By 2025 we will have significantly ‘functional dependency’), compared to a increased the numbers of adults figure of 30% for England. Even and children participating in sport. assuming that the health of the • By 2025 smoking prevalence will be population improves over the next 15 reduced to 15% and there will be no years, the number of older people with differences between wards in functional dependencies is projected to Sunderland. The level of smoking in increase by 28% to 22,400 older people pregnancy will have reduced to less by 2022, simply because there will be than 5%. more older people – living longer – in Sunderland. 24 The Sunderland Strategy 2008 - 2025

4.2 Healthy City

Our Journey People Ensure that people will have choice in their hospital care. Achieving our objectives We will take a life course approach to reducing health inequalities within Ensure all interventions seek to engage The Healthy City Partnership will take a Sunderland, and between Sunderland with the most vulnerable and make the transformational approach to making and the rest of England, and ensure that greatest difference to those who need it change happen for local people, with local peoples needs and views are central most, working in partnership with people local people. The Partnership will to the Joint Strategic Needs Assessment within those communities. continue its focus on engaging partners (JSNA), from which the priorities for The Healthy City Partnership will continue from all sectors, particularly the improving health and well-being and local to value the commitment and community and voluntary sector services are developed. The development contribution of all partners, in particular (the Third Sector) and will also seek to of a JSNA has helped the partnership to those from the community and voluntary engage with a wider range of partners, prioritise the objectives set out in this sector. It will also seek to build new including business, as well as strategy, based on evidence and local partnerships with other key stakeholders strengthening links with all other needs. It has also underpinned the three who can influence health, including, for partnerships across the city. year Local Area Agreement. The JSNA example, major employers. The Healthy City Partnership is process will continue ensuring that local Places committed to: needs are a key part of the development of new services and programmes seeking The Healthy City Partnership is • Equitable access and choice in to meet our objectives. committed to reducing health joined up health and social care inequalities and will embed Health Impact services, both treatment and We will: Assessment, Health Equity and equality prevention Ensure all relevant resources within the audits across services and facilities. city, including people and funding, are • Effective early intervention for This will ensure that new developments targeted towards making the people at risk of chronic diseases and services meet the needs of those personalisation agenda a reality through people who need them most whether • Efficient and effective treatment and a Commissioning and Resourcing this is a 44 year old man from care to those who have already Framework. received diagnoses of ill health Washington or a 76 year old woman from Develop ‘pathways for people’ to ensure Hendon. In addition the transformation local people are aware of and able to will involve and engage large numbers of access services to promote and maintain people within our local population to health and well-being. These will have an make healthy choices easy choices. initial focus on obesity, smoking and To help achieve this the Partnership will alcohol. support the implementation of the Local Ensure that the support and care people Development Framework, of which a have to live in their own homes is cornerstone is its commitment to delivered as unobtrusively as possible, improve and protect citizens’ health. making maximum use of advances in This has the potential of transforming technology through Telecare. the local environment by influencing transport, environment, and housing. Ensure the contribution that education, All of these can have a major impact a decent home, employment, safety, and on local people’s physical and mental environment make to people’s sense of, well-being and the Partnership will seek and actual health and well-being, to ensure these are positive impacts. is understood and that partners work together to achieve equitable access The Partnership will deliver improved across all services in the city. accommodation options for all as an integrated part of the city’s approach to Ensure that people are safeguarded developing housing in the city. This will against risk and their personal dignity is include the implementation of area respected at all times. based approaches, based upon devolving actions to area based strategies, enabling localised issues to be tackled more The Sunderland Strategy 2008 - 2025 25

4.2 Healthy City

proactively and responding more to the Children and families will be supported by A significant opportunity is presented needs of individual localities. excellent services and facilities and an by the completion of the new Aquatic environment which will seek to halt the Centre at Stadium Park and the The Partnership will seek to improve rise of obesity. New Wellness facilities continuing development of swimming children’s emotional health and well across the city, links with Sunderland pools in Hetton and Silksworth. being by embedding the Healthy Schools Football Club, as well as key partnerships Quality and access to sport and leisure Programme and further developing the with the community sector, will ensure opportunities for everyone continue to Child and Adolescent Mental Health that local people are supported by all to be extended with 26 new play areas, six Services. We will also ensure that those become more active and to access new Wellness Centres and a range of children and young people most in need healthy affordable food. community venues, providing facilities for are supported by safeguarding all of our residents to participate in procedures. physical activity and sport to improve their health. We will transform local stop smoking services by doubling the throughput and commissioning more from the community and voluntary sector.

Key milestones 2009 Hetton and Silksworth Pools will be completed 2010 The first three extra care schemes will have been built within the city – in Silksworth, Washington and Hetton, providing a minimum of 120 units of accommodation for older people to live in with the appropriate care and support delivered based upon individual need

2011 There will be comprehensive prevention and treatment services in place for alcohol, and Sunderland will have moved out of the worst 10% in the country for hospital admissions due to alcohol 100% of individuals (and their carers) that need a more formal care assessment will be assessed within timescales suitable for them and will need to tell their story just once to an assessor to identify all preferred outcomes tailored to their needs There will be a broader range of stop smoking services across the city, linked into wards with highest rates of smoking

2012 The percentage of children and young people aged between 0-19 yrs with access to high quality equipped play provision, 1km from their door, will increase from 15% to 55%

2015 100% of adults at risk of chronic conditions will be identified and be receiving appropriate treatment or access to prevention programmes Smoking prevalence will be reduced to 20% The increase in childhood obesity will be halted The local environment will support people to be physically active and support positive mental health

2016 At least 25% of individuals assessed and supported to live at home by the council will be provided with financial support to make their own arrangements and decisions about the care that’s right for them 2020 Childhood obesity will be reduced to 18% 70% of children will report good emotional health and well-being 26 The Sunderland Strategy 2008 - 2025 The Sunderland Strategy 2008 - 2025 27

4.3 Safe City

The focus of this priority is: Key Achievements Opportunities To create a city where people feel, • From 2002/03 to 2006/07 there The Safer Sunderland Partnership (SSP) and are, safe and secure where they has been a 27% reduction in total was the second highest performing in its can enjoy life without the concerns of recorded crime, which equates to family group of 15 similar partnerships in being a victim of crime or being over 10,000 fewer victims. The city’s 2006/07. This is the result of effective harmed. crime rate has been lower than the multi-agency working. national average since 2005/06. The drug treatment system has been • Positive progress has been made in re-designed across the city making it relation to the number of residents easier for people to access treatment. who worry about crime in There has been a 65% increase in the Sunderland. Residents were asked if numbers of problematic drug users in their level of worry about crime had treatment in the city over the last two changed in the last year. When years, contributing to improved health asked this in 2004, almost a half of and less drug-related crime. residents said they were more The Safer Homes Initiative provides worried about crime, dropping to a additional free home security for victims third in 2007. of house burglary, domestic violence and • There have been excellent hate crime thereby reducing levels of improvements in drug treatment repeat victimisation and improving services in the city. People referred feelings of safety. for treatment are generally seen Every community is now patrolled by its within one to two days compared to own dedicated Neighbourhood Policing a national target of three weeks. Team comprising of Police Officers, Community Support Officers and Special Constables; a significant achievement that will allow us to further increase people’s safety and feelings of safety. The ‘Together’ and ‘Respect’ plans have been implemented and will be consolidated under a wider Anti-Social Behaviour Strategy in 2008. They have delivered on: activities for children and young people; improving behaviour and attendance in schools; supporting families; a new approach to the most challenging families; strengthening communities and effective enforcement and community justice. The citywide Targeted Youth Engagement project has been successful, with funding used to promote sport to tackle community safety issues, which has reduced anti-social behaviour in youth-related disorder hot spots. 28 The Sunderland Strategy 2008 - 2025

4.3 Safe City

The Prolific and Priority Offender remains a largely under-reported crime. It People in Sunderland will be free Scheme, the Drug Interventions has the highest levels of repeat from harm. Programme and the Drug Rehabilitation victimisation of any crime type and • By 2025, levels of repeat incidents Requirement, have been aligned to children are very often witnesses to of domestic violence and assault ensure better support and end to end domestic violence. Improving services to with injury will be at their lowest management of offenders. This has victims, tackling offenders and reducing levels. Hospital admissions due to contributed to a 35% reduction in crime levels of repeat incidents remain a key alcohol will be within the 20% best convictions of those offenders on the priority. performing Local Authorities across Prolific and Priority Offender Scheme and Drug and alcohol misuse not only affects the country, and there will be fewer a 62% reduction in their risk of re- people’s health but impacts on their ‘repeat’ substance mis-users offending (by October 2007). There has family, friends, carers and the accessing treatment. also been an 18% reduction in drug- community. Drugs and alcohol are also related trigger offences since the Drug Sunderland will have an environment key drivers of crime. It is known that Interventions Programme started in that promotes safety and feelings of every £1 invested in drug treatment can 2005. safety. result in a minimum of £9.50 saved in The Youth Offending Service is criminal justice and health costs. Alcohol • By 2025 no one will feel very unsafe consistently in the top five best is strongly linked to violent crime, in their neighbourhood. performing out of 155 youth offending criminal damage and anti-social teams in the country, with an 8.5% behaviour. Sunderland will be a city where people reduction in youth re-offending since Both drugs and alcohol impact on are supported to be active citizens and 2003. feelings of safety in Sunderland. free from involvement in crime, disorder and substance misuse. Challenges There is a high level of long-term empty properties in the city. There are currently • By 2025, there will be the lowest Despite the significant reductions in 2,257 properties that have been empty ever levels of drug related (Class A) recorded crime, fewer people saying for longer than six months. offending and proven re-offending they worry about crime, fewer perceived by adult and young offenders. crime and disorder problems, and There are particular issues with anti- improved drug treatment services, social behaviour in the private rented People in Sunderland will have the residents are not feeling safer when housing sector, with the City Council supportive family environment they asked ‘How safe do you feel in dealing with in excess of 200 prolific need to help them stay free from harm Sunderland’. This is especially the case cases. and crime and disorder. for Black and Minority Ethnic (BME) Key Objectives • By 2025, more people than ever will communities and those people with a perceive that parents take disability. People in Sunderland will be, and feel, safe and secure. By 2025 feelings of responsibility for the behaviour of The SSP needs to continue to further safety will be at their highest level. their children. reduce repeat problems in order to improve feelings of safety and further People in Sunderland will be free from Sunderland will have cohesive reduce levels of crime, disorder and crime, disorder, and substance misuse. communities. substance misuse. • By 2025 residents will enjoy a city • By 2025, no one will perceive Public consultation has shown that the with its lowest ever recorded crime, ‘attacks or harassment because of top two local concerns continue to be and perceptions of anti-social race, colour, religion or sexual youth disorder (especially perceptions of behaviour will be at their lowest orientation’ as a very serious young people hanging around as being a level and better than the national problem in Sunderland. Feelings of problem in neighbourhoods) and alcohol average. safety amongst vulnerable groups related crime and disorder (including will more closely reflect those of underage drinking and people being other residents across the city. drunk in the street or public places). There are around 4,800 domestic violence incidents reported to the Police in Sunderland every year, yet it still The Sunderland Strategy 2008 - 2025 29

4.3 Safe City

Our Journey adults and young people (especially the Places small number of problematic offenders) An environment that is designed with Achieving our objectives by supporting them to become more crime reduction in mind, through active citizens. Getting some of the most The SSP will embed a problem solving situational and social crime prevention, marginalised groups in the community approach in everything it does by has the potential to make a sustained (e.g. offenders and substance misusers) preventing repeat problems focusing on: impact on creating a safer city. A safe into employment, education and training, environment is one that is managed and • Victims and vulnerable groups can help reduce the risk factors for under control and provides reassurance offending behaviour and support them • Offenders where identified problems are responded to stay free from crime, disorder and to and dealt with quickly and positively. • Priority areas substance misuse and the harm it Well designed, managed and clean causes. By taking a targeted and In order to make a longer term sustained environments (e.g. through CCTV, co-ordinated approach to the ‘whole impact on crime, disorder, fear of crime bringing empty properties back into family’, not just the individual offender, a and substance misuse, the SSP will help residential use, the swift removal of litter, longer term impact on inter-generational tackle the causes of these problems graffiti and fly tipping) can help reduce crime can be achieved. through a balance of interventions crime and anti-social behaviour and covering: Stable accommodation is critical in improve feelings of safety. The SSP will • Prevention helping offenders and substance focus on priority areas by targeting misusers become free from crime, resources where the need is greatest and • Early intervention disorder and substance misuse. The at those communities that experience • Enforcement availability of safe and secure disproportionate levels of crime, disorder, accommodation is also essential for fear of crime and substance misuse. • Support and rehabilitation victims of domestic violence at times of This will include the City Centre and the People crisis when backed up with appropriate communities that surround it. outreach and resettlement support. The SSP will focus on supporting victims and vulnerable groups (adults and young The SSP will also work to encourage people), by keeping them free from harm, young people into positive activities and making sure their risks of being a victim away from harm and involvement in are reduced and improving their feelings crime, disorder and substance misuse. of safety. Good parenting can also have a significant impact on reducing these The SSP will work across the Sunderland problems. Partnership to tackle re-offending by

Key milestones 2008/ There will be strategies in place to tackle Anti-Social Behaviour, Alcohol related crime and the harm it causes, 2009 Domestic Violence and Re-Offending. Sunderland will have its own Specialist Domestic Violence Court, Multi-Agency Risk Assessment Conferences for high risk victims, a new domestic violence refuge and the country’s first domestic violence perpetrator hostel.

2011 Perceptions of anti-social behaviour will have improved There will be fewer alcohol related admissions to hospital There will be lower levels of assault with injury There will be fewer repeat cases of domestic violence There will be lower levels of proven re-offending by adult and young offenders There will be lower levels of class A drug related offending

2014 The Safer Sunderland Partnership will be the best performing in its family group of similar partnerships in England and Wales. 30 The Sunderland Strategy 2008 - 2025 The Sunderland Strategy 2008 - 2025 31

4.4 Learning City

The focus of this priority is: Key Achievements Opportunities To create a city with a thriving learning • In 2007, our 11-year-olds recorded Our key achievements have provided us culture that supports personal their best ever national test results with a solid foundation on which to build fulfilment. Everyone will be able to with improvements in all subjects for the future as we continuously access their learning in a cohesive, measured, with 45% exceeding the improve standards and opportunities for inclusive city committed to social required level in science. At 16, more learning, skills development and justice, equality and prosperity. We will pupils than ever before secured five employment for all. A strong partnership ensure learning supports the city’s A*-C GCSEs (59%), moving us approach to service development and economic prosperity and enables steadily closer to the national delivery means that those involved in individuals to thrive in the global average, while achievements in supporting learning, work together for economy. A-Levels saw the city rise to eighth the benefit of each individual. New skills position in a league table of 150 can enhance employers’ competitive local authorities. edge in the marketplace and increase productivity in the workplace. • Take up of education, training and employment in the city has Significant capital investment through increased from 88.7% in 2005 to Building Schools for the Future (BSF) will 91.6% of all 16-year-olds and see the city update a number of increased from 83.8% in 2005 to secondary schools and gain three new 85.2% of all 17-year-olds, with a Sunderland Model Academies. These will major improvement in the number provide opportunities to transform of young people completing full teaching and learning in a way that will apprenticeships, with 62.5% of help us to improve the life chances of our 16-19 year-old trainees achieving young learners in communities across success, an increase of 11.1% from Sunderland. All BSF schools will be built 2006. Sunderland is now ahead of to high environmental standards to the national average of 62.1% and support the city’s aim to reduce its has recorded the biggest environmental footprint, but in a way improvement in achievement across that provides students with learning Tyne and Wear. opportunities about sustainable living within their own school environments. • Over the last four years we have met our Skills for Life targets, with 21,197 The city will benefit from a new Sixth people developing vital new skills Form College at Sunderland University’s and competencies. This is more than St. Peter’s Campus. Capital investment 1,400 above our achievement through the Learning and Skills Council target. In Sunderland, since 2002, will see St. Peter’s Sixth Form College be over 33,000 adults have taken the first sixth form college to be built on positive steps to improve their the same site as a university. St. Peter’s literacy or numeracy skills. Sixth Form College will offer a leading edge environment where young people will be encouraged to develop as individuals and gain a positive attitude to work. 32 The Sunderland Strategy 2008 - 2025

4.4 Learning City

Bunny Hill Customer Service Centre Sunderland has achieved significant Challenges opened in April 2006. Built on the success in delivering skills for life targets, principles of innovative and integrated through good partnership working, high There are still a high number of young service delivery it provides a one-stop standards of delivery, provision of new people who are not in education, shop for north Sunderland residents. The facilities and successful marketing of employment or training and there is a centre offers access to a wide range of courses. There is potential for this to be higher proportion of adults with no services, i.e. Family, Adult and Community expanded into the workplace, as qualifications in Sunderland than in UK Learning Centre, library, electronic village employers in the city increasingly as a whole. hall, Children’s Centre, NHS primary care recognise the importance of a skilled We will work closely with partners to centre, NHS GP surgery and pharmacy, workforce and understand the impact maximize opportunities for young people wellness centre and an area housing this can have on job satisfaction and and adults to raise attainment levels and office. raising productivity. access a range of learning opportunities, Wider partners will continue to deliver Creativity and innovation has long been including apprenticeships, which adult and family learning opportunities at the centre of the city’s approach to contribute to the upskilling of the for residents across the city. Our newly- using technology to engage its people in workforce and raising attainment levels. established Skills Centres at Harraton and all aspects of city life, including learning. Evidence indicates that there is still a lot Pallion offer a range of opportunities for Our achievements have been noted with of work needed to meet the practical skills development and learning. a lifetime achievement award from the Government’s target of ensuring more The expertise developed through these Intelligent Communities Forum and our than 90% of adults have gained at least centres will ensure we embed the new most recent success was winning the a level two qualification. Diplomas into the learning experiences of national Digital Challenge competition. The attainment of young people in young people as they move towards This has brought £3.5 million investment Sunderland still needs to be improved. adulthood. Supporting these into the city and will enable us to develop Despite the increase in the number of developments will be comprehensive the use of technology to promote pupils achieving five A*-C grades at GCSE, information, advice and guidance learning and social inclusion. Three only 39% of young people achieved five services and support mechanisms, which quarters of all socially excluded people A*-C including English and Mathematics, focus on the needs of individuals. are also assessed as being digitally compared with 47% nationally. excluded. Digital Challenge provides the The exciting new additions to the built Furthermore relatively few young people, chance to ensure that these people no environment of education through our in comparison to other areas, progress to longer miss out on the opportunities, BSF programme, Sixth Form College and higher education. choices, savings and services that Skills Centres, have allowed the city to computers and the internet provide. It will The integration of learning for adults and demonstrate its creative and innovative also ensure that they can benefit from children can lead to changes in families approach to nurturing a culture of the economic opportunities provided by and start the learning journey for adults. learning and improvement for all ages, Sunderland’s software industries. Family learning can support families in abilities and interests. This innovation is their engagement with education, raising also being harnessed through a creative We have existing links with Essen, Saint- aspiration and gaining skills. approach to all stages of the curriculum. Nazaire and Washington DC, encouraging We are already developing leaders of collaborative arrangements for learning industry, the current workforce and exchange programmes that will raise the tomorrow’s entrepreneurs to support the international profile of teaching and city’s prosperity and growth at all levels. learning in the city. There is also the opportunity to develop a diverse range of international links and programmes, benefiting from inward migration – and supporting understanding and awareness of other cultures. Schools will be supported to work to achieving International School Status. The Sunderland Strategy 2008 - 2025 33

4.4 Learning City

Our young people have identified the Key Objectives In Sunderland every learner matters, and challenges that we face in addressing in this thriving, diverse learning culture, education issues and barriers affecting Learning is the foundation for a healthy, where social cohesion is paramount, them. They highlighted: wealthy, inclusive, prosperous and safe everyone will be able participate for Sunderland. To achieve this we will personal fulfilment, cultural enrichment, • Primary to secondary transition provide positive and productive intellectual or creative stimulation. • Bullying learning experiences that will change people’s lives and be a keystone in the • By 2025 we will increase the • Effective student voice city’s growth. numbers of young people going on • Strategies for developing positive to higher education. school experiences All children, and young people will be offered the very best preparation and We will support local voluntary and • Linking feelings to behaviour foundation for adult life. They will be community sector organisations to • Guidance for dealing with stressful offered appropriate personalised learning develop capacity to deliver learning situations programmes, high quality advice and opportunities for residents of guidance and the opportunity to learn in disadvantaged neighbourhoods. • Passive, aggressive and assertive creative environments. Adults will be behaviours offered learning opportunities that meet We will contribute to eradicating child • Teacher and pupil relationships their individual needs and the needs of poverty, by working with family learning employers with the same focus upon providers and agencies in the city to • Help for the ‘average’ pupils appropriate curriculum, sufficient support develop a wide range of family centred • Recognising and dealing with and accessible places to learn. We are programmes including literacy, language negative aspects of stereotyping committed to listening to our learners. and numeracy courses with embedded ICT, employability skills and personal A significant challenge for the city is the Everyone in Sunderland will have the development. need to improve the skills levels of our knowledge and skills essential to playing current workforce and of those workless • We will ensure parents/carers in our a full part in the city’s social, cultural and people who could become employed communities have access to family economic development. Central to this now. The city has relatively low levels of learning provision across the city. objective is increasing the number of adult skills. For example 2006 figures adults who have qualifications in literacy show 58.3% of adults in Sunderland are We will have a focus beyond Sunderland. and numeracy and relevant workplace qualified to Level 2 or above, this Links with other towns, cities and skills. compares to 64.1% for the North East countries will be encouraged. region. The equivalent figures for Level 3 • All providers of learning will work are 34% of adults in Sunderland, with the council and employers to compared with 42.7% for the North East achieve this. region. Also important is the need to • We will prioritise people from work with employers to further develop disadvantaged communities not in their employees to raise the percentage work who are to develop the skills of people with Level 4 skills, and beyond. they need for sustainable Effective employer engagement is critical employment. to the delivery of learning and to the social and economic prosperity of the city, and innovative work based training will be a key focus for our development. 34 The Sunderland Strategy 2008 - 2025

4.4 Learning City

Our Journey • Looked after children and biodiversity. Examples of this are through young people the Museum and Winter Gardens, Achieving Our Objectives Washington Wetlands and Wildfowl Trust, • Travellers’ children and the National Glass Centre and Fulwell Mill. Partners in the city are committed to young people working together to drive up standards The City of Sunderland College is • Those affected by domestic violence and raise achievement for everyone. submitting a major capital programme to The Partnership’s energy and expertise • Young offenders and those at risk of the Learning and Skills Council to replace provides a strong sound base on which offending its whole estate. It plans to develop a new to build. • Those at risk of becoming not in skills academy in the city centre, a Sixth People education, employment or training Form in the Coalfields area and an adult/ Higher Education centre. We will narrow the achievement gap that Places exists between children, young people The challenge for providers and Sunderland has a history of delivering and adults from disadvantaged employers is to work in partnership to learning through a diverse network of communities and those from more ensure that learning opportunities are providers and venues. Statutory, Further affluent areas. comprehensive, responsive, inclusive and and Higher Education, training providers, accessible to all within their communities. Individual learning plans and targeted employers and the community voluntary By nurturing this learning environment support arrangements will be used to sector deliver learning opportunities in a people will be inspired to embrace ensure that education is wholly inclusive wide range of settings. These include learning in all its forms. and barriers are removed. Specialised schools, colleges and university support will be available for vulnerable campuses, community and customer children, young people and adults service centres, skills centres, work place including; learning premises, and electronic village halls/libraries right across the city. • Those who have learning difficulties The city, in all its diversity and richness is and/or disabilities a community resource where learning • BME children and young people takes place in non-traditional settings utilising culture, history, geography, and

Key milestones 2009 We will open a new library at Silksworth 2010 100% of Primary and Secondary Schools will offer extended services The first phase of the Sunderland Building Schools for the Future (BSF) programme will be completed. This will include four new schools and ‘Sunderland Model’ Academies and three major refurbishments; Washington School (new), The Academy to replace Pennywell School and Quarry View Primary School (new), Castle View Enterprise Academy (new), Red House Academy (new), Biddick School Sports College (major refurbishment), St Robert of Newminster RC School (major refurbishment) and Oxclose Community School (major refurbishment completed June 2007) 2011 All vulnerable young people will have individual support plans to enable them to progress and achieve. We will develop a learner involvement strategy

2015 All Sunderland Secondary schools will be rebuilt or refurbished under BSF

2020 95% of adults will have basic skills of functional literacy and numeracy More than 90% of adults will have gained at least a level two qualification We will reduce the number of young people who are not in education, training or employment to 8.4%

2025 All partners delivering 14-19 provision in Sunderland will have achieved the gold quality mark, ensuring all our young people have access to good quality learning provision The Sunderland Strategy 2008 - 2025 35 36 The Sunderland Strategy 2008 - 2025 The Sunderland Strategy 2008 - 2025 37

4.5 Attractive and Inclusive City

The focus of this priority is: Key Achievements Opportunities To ensure that Sunderland becomes a • Sunderland is a green city with over The city has a rich built heritage with 13 clean, green city with a strong culture 50% of its area being classed as Conservation Areas and almost 700 of sustainability that nurtures its open countryside or urban green buildings listed due to their historic or natural and built environment. space. In 2007, a comparison of 20 architectural importance. Efforts to A place that is recognised inside and UK cities ranked Sunderland fifth secure the inscription of the Wearmouth- outside the city as an attractive and overall for environmental quality, Jarrow World Heritage Site and to accessible place to live, work, study citing its good air quality, improved establish a planning framework for the and visit, with a high quality and recycling, excellent biodiversity and area around St. Peters Church are welcoming physical environment. low overall ecological (eco) footprint. ongoing. In another comparative study, Regeneration of the historic Sunniside Sunderland boasts the eighth lowest area continues and it is fast developing as eco footprint out of 60 UK towns an attractive and vibrant mixed use area and cities. with a significant residential population. • In 2006, Sunderland received the Work is continuing that will deliver national Green Apple Golden Award regeneration on a number of key sites, for best practice in cycling including Vaux, Farringdon Row, Stadium development, and also for the Park, the Port of Sunderland and the sustainable construction techniques Chester Road Campus and housing used in the development of the renewal areas at Southwick, Pennywell Southern Radial Route. These and Doxford Park. awards celebrate innovation, Sunderland has 86 Sites of Special sustainable development and public Scientific Interest, Sites of Nature benefit. Conservation Importance and Local • The percentage of household waste Nature Reserves; 99% are in a favourable sent for recycling has increased from or improving condition. Areas of such 2.4% in 2002/03 to 23.72% during status are protected from insensitive 2006/2007 and residents are development. In addition, parts of the showing increasing satisfaction with Sunderland coastline are protected as the service. Special Areas of Conservation (SACs) and Special Protection Areas due to their • In 2006/07, 94% of all new homes international importance to wildlife and built were within 30 minutes by biodiversity. public transport of major facilities such as hospitals, schools and The city continues to strive to improve employment centres. and meet the needs of the community in a sustainable manner, for example by • There has been an ongoing ensuring that high levels of development reduction in road traffic accidents in is located on brownfield land the city has Sunderland and casualties have minimised the need to encroach onto decreased 22% from 1,355 per year greenfield sites. (1994 to 1998 average) to 1,056 in 2007. We have retained Green Flag status at Mowbray Park, Herrington Country Park and Roker Park. In addition Rainton Meadows Nature Reserve has been awarded equal status, and four new local nature reserves have been created in the city. 38 The Sunderland Strategy 2008 - 2025

4.5 Attractive and Inclusive City

As a large city it is vital that we take The Partnership is engaged in a number advantage of our capacity to hold of initiatives and programmes involving large-scale national events. There is an international experience around the ongoing effort to work with promoters development of sustainable transport to develop Herrington Country Park as systems, and the role that good quality a venue for large scale music events urban design can play in improving the and festivals. health of the city’s residents. Plans are also being developed to provide The Sunderland Partnership signed the a venue of intermediate size, in between Nottingham Declaration on Climate the scale of Herrington Country Park and Change in 2001. Social housing stock in the Sunderland Empire, to act as a the city has won awards for energy platform for aspiring local performers. efficiency improvements, and Sunderland boasts the majority of renewable energy It is vital that we make the most of installations in Tyne and Wear (Doxford Sunderland’s existing cultural assets and Solar House, Nissan and Great Eppleton facilities by increasing activity and Wind Farms) promotion. These efforts will be supported by developing several new The Partnership will set out a framework visitor attractions within the city. that will guide the city in reducing its Prominent among these will be the current annual emissions of 2.1m tonnes regeneration of the river corridor in of carbon dioxide over the next 15 years, central Sunderland and the coastal in line with Government targets. The local attractions at Roker and Seaburn. business community has a critical role to play in tackling climate change. It is Whilst we look to attract more visitors to estimated that local businesses across the city, we need to develop the capacity the country are responsible for the city has to play host to large numbers approximately 40% of CO2 emissions. of visitors at any one time. We need to Supporting the city’s local businesses in address the quantity and quality of implementing straightforward energy Sunderland’s hotels and accommodation saving measures in the workplace could so that they can support the increase reduce their carbon footprint and energy in visitors. bills, as well as enhancing reputations and Since the Government launched the their competitiveness in the market National Cycling Strategy in 1996, the place. city has developed 80 kilometres of new cycleway and has witnessed a 13% increase in the number of cycling trips across the city. The city is now in an enviable location, lying on three National Cycle Routes - the Coast to Coast (C2C), Walney to Wear and National Route 1 (North Sea Cycle Route). The Sunderland Strategy 2008 - 2025 39

4.5 Attractive and Inclusive City

Challenges A survey carried out by Mori in April 2000 Sunderland has made good progress in asked: meeting Decent Homes Standards for Sunderland does not match the best UK private and public sector housing. “What would most improve the quality of and European cities in terms of its However, there has been a lack of your life in this area?” The following were environment for pedestrians. investment in the private housing stock prominent in people's responses: The perceived poor quality of and there is a degree of poor quality and Sunderland’s environment was a major • Cleaner streets, including rubbish obsolete housing in certain parts of the factor quoted by people who had moved and dog fouling city. There is also a high level of away from the city between 1991 and • Improved parks and open spaces long-term empty properties in the city 2001. Conversely, the attractiveness of and there are currently 2257 properties the environment in neighbouring towns • Improved the street infrastructure that have been empty for longer than six was a factor for those who had moved including paving, lighting etc. months. The city’s stock of private out of the city to other locations in the Traffic growth in the city continues to housing is not aligned to the national North East Region. increase and at the same time car average – with higher priced/ executive ownership is rising as the use of public forms of accommodation significantly Consultation during the preparation of under-represented in the city. the city’s Local Development Framework transport declines. Despite the increased revealed that: focus on non-car transport, for example A Review of Community Cohesion found cycling and more cycle routes, increasing that divisions exist in the city, which have • Motor vehicles are seen to be traffic levels could potentially undo good led to different communities being intrusive in the city centre. However, work in other sectors aimed at reducing described as leading ‘parallel lives’ with easy access by car and to car greenhouse gas emissions over the next little contact and interaction between parking is also seen as being 15 years. each other. Certain communities are fundamental to the success of concentrated in geographical terms, in retailing in the city centre. There is Despite the ongoing reduction in numbers of casualties and fatalities certain housing sectors, in schools and an understanding that transport in employment. the city centre requires a more resulting from road traffic accidents in the balanced approach. city, the number of people sustaining serious injury has increased slightly in the • It is believed that high priority should last two years. be given to the development of better public transport and high Sunderland has made improvements in quality public transport routes are recycling rates in recent years, however cited as a means of achieving this. the city is amongst the 25% of areas that There is support for improving cycle produce most waste per person per year. and pedestrian access and giving The Partnership needs to address these higher priority to the needs of these high levels of consumption, as well as users over cars. delivering continued improvements in recycling rates. • Introducing ‘greener/cleaner’ public transport is the most favoured response to reducing the environmental effects of traffic, followed closely by reducing the need to travel, particularly by private car. • Disabled access also needs to be considered to a greater extent when developing streetscape, this includes more dropped kerbs (and greater time allowed at pedestrian crossings) and better access to public transport. 40 The Sunderland Strategy 2008 - 2025

4.5 Attractive and Inclusive City

Key Objectives All people living, working and visiting Sunderland will be a city where Sunderland will have the opportunity to everyone can live in a safe and decent Sunderland will be a city that protects travel to, and move around in, the city home, supporting improvements in and enhances its natural environment safely, either on foot, by cycling, or by health, environmental and economic and built heritage. The city will have a using sustainable, reliable and efficient opportunities. reputation for world class urban design, transport networks. The emphasis will be • By 2025 all housing in Sunderland including a public realm that is well on the development of sustainable will meet the decent housing maintained, accessible, safe, sustainable neighbourhoods, where a range of key standard. and functional. Residential and facilities and services (local shopping, employment areas will be set within a doctors, schools) are within walking • By 2025 the city’s stock of social network of green spaces providing areas distance of residential populations housing will have been rebalanced, for recreation, natural habitats and with 3,800 replacement dwellings • By 2025 all people in the city will attractive landscape settings. constructed on sites across the city. The network will link the main urban have a viable choice of travelling areas, the coast, river and countryside regularly by public transport, cycling Sunderland’s housing stock will with each other and with neighbouring or walking as an alternative to encourage the retention and attraction districts. travelling by private car. of new households, with increased spending and entrepreneurial powers, to • By 2025 Sunderland will be one of The city will reduce the carbon further invest in the city and support its the cleanest cities in the country emissions from its transport, waste, existing services and facilities. with an established reputation for houses and businesses development. care of its public realm. Utilisation of more sustainable transport • By 2025, 700 higher value houses • By 2025 the redevelopment of the systems will result in a greater number will have been developed across major regeneration sites in central of journeys on public transport and the city. Sunderland will have created new consequently a reduction in • By 2025 the council and its dynamic places for residents and atmospheric pollution in partners will have created visitors, providing new living, leisure, the city. sustainable and environmentally- learning, employment, retail and • By 2025 the city’s carbon emissions friendly housing developments that cultural opportunities in an from homes, businesses and open up and connect attractive and accessible waterside transport will be reduced by at least neighbourhoods with setting. 26%, compared to 1990 levels. each other and to town centres, and create common spaces shared Sunderland will have a reputation as a Sunderland will support sustainable by all communities. high quality events destination with patterns of consumption and excellent visitor attractions which can be development, evidenced by retaining its further developed through international low eco footprint whilst protecting its links. Sunderland will be able to host diverse natural environment. visitors to the city and region. • By 2025, 50% of all domestic waste • By 2025 Roker and Seaburn will will be recycled and less than 25% have a key role in providing cultural will be sent to landfill. and tourism attractions. • By 2025 all new buildings will be • By 2025 there will be a significant built to the highest sustainable increase in the numbers of visitors construction code, and have zero to the city. carbon emissions. The Sunderland Strategy 2008 - 2025 41

4.5 Attractive and Inclusive City

Our Journey residential population, and will Hendon, and continue to deliver the attract people from the wider city renewal programmes for these Achieving Our Objectives and beyond to its walkways, its areas. The emphasis will be on the People squares and green spaces, better creation of sustainable connected by new river crossings for neighbourhoods that meet the A well-designed public realm will ensure pedestrians and cyclists. needs of their local populations and safe ease of movement through the provide convenient access to a • We will continue to develop the city urban area for all groups including those range of services and facilities. with mobility issues. Through our work in centre to maintain its status as the road safety education and cycle training second largest city centre in the • We will develop the coastal zone we will continue to support children to North East region, and the main whilst recognising the need to travel safely around the city, and through centre serving the needs of the city protect its important natural assets. developing high quality school travel and its hinterland. There will be a Building on its natural beauty and plans we will give even more children and new range of shopping historic character, the Seaburn and parents across the city the opportunity to opportunities and leisure attractions Roker Seafront will be an attractive, travel safely to school without using a car. providing a focus for residents and accessible and desirable destination We will also continue to make the routes tourists, complemented by a vibrant for both visitors and residents, which to school safer for everyone by improving evening economy. The city centre the people of Sunderland can be the road layout. office market will continue to proud of. It will provide cultural develop, taking advantage of events and both passive and active Buildings across the city will be designed excellent accessibility by public recreational opportunities meeting to be accessible to all groups. transport and sustaining the local the needs of residents, workers and Development of the accessibility network economy. A range of exemplar visitors. will be promoted by the Legible City buildings and public spaces will • We will explore opportunities to project. contribute to the creation of a improve open space and recreation first-class city centre which all Places and to provide new and improved citizens can make use of and be pedestrian and cycling access to The regeneration of the central proud of, and which places and from nearby residential areas Sunderland area will continue: Sunderland on the international around the Hendon Leas and map. • A new residential population will be Ryhope coast, on the south side of living in sustainable neighbourhoods • Washington, Houghton le Spring and the city. along the river corridor connected Hetton le Hole will continue to act as by high-quality public transport links. important centres, and the Improved public access to the Partnership will focus its efforts in riverside will respond to the need for improving housing in the areas of additional amenities for the new Castletown, Hetton le Hole and

Key milestones 2008 We will open ‘The Place’, located in Sunniside which combines workspaces with a café, gallery and performance space 2010 31% of all domestic waste will be recycled 2011 All new developments will be considered against an adopted suite of development planning documents setting out the sustainable locations for new homes, employment sites, transport routes and retailing across the city

2015 45% of all domestic waste will be recycled 2016 A new road bridge will have been built across the River The construction of all new houses will have zero carbon emissions

2017 There will be a 15% reduction in carbon emissions across the city 2021 80% of new homes will be built on brownfield land 42 The Sunderland Strategy 2008 - 2025 5 Implementing the Sunderland Strategy - Cross Cutting Priorities

The previous section sets out the On current trends, the extent of this shift The growth of Sunderland’s elderly Sunderland Partnership’s strategic is likely to be magnified by a tendency for population over the coming years will priorities for action. However, there the number of younger working-age undoubtedly provide opportunities for are also a range of important issues people moving into Sunderland each increased active participation by senior and priorities which cut across, and year to be outnumbered by those residents in the economic and social life need to be a consideration in migrating outwards particularly to our of the city, particularly as we are working everything that we do. If our vision immediate neighbours, and to Yorkshire to ensure that greater numbers than ever is to be realised, it is vital that the and Humberside. This is steadily reducing before will enjoy good health in later life. needs and aspirations of all groups the representation of this vital age-group Where this takes the form of part-time and individuals are considered, and within the population and their paid work or voluntary activity, it should, that this is complemented by the contribution to the life of the city. in addition to ensuring everyone has the city’s appropriate social and opportunity to have a fulfilling life – Although there have been indications physical development. throughout their life - help to offset the that this net outflow may have slowed reduced contribution from the The Partnership has therefore established over the past two years due to diminishing working-age population. the following cross cutting priorities: Sunderland sharing in the recent influx of • Sustainability eastern European migrants to Britain, Ideally, we are aiming to create a city there is no certainty that this will which provides the right opportunities • Creating Inclusive Communities continue, or that those who have come and conditions to combine growing • Housing to live in the city will remain for more numbers of residents moving into than a relatively short period. extended, healthy old-age, with a • Culture relatively stable population of working- Consequently, there is a clear need for age people who have the potential to The consideration of each of these the city to retain as many as possible of maintain and build upon Sunderland’s important issues in the development of its working-age residents, especially those position within the region, the UK and the Sunderland Strategy is evidenced by with the types of skills on which the from a global perspective. The objectives the inclusion of relevant objectives under future economic prosperity of defined under the city’s strategic and all of the strategic priorities. Sunderland is likely to depend. This cross-cutting priorities within, for includes graduates from the city’s college This is also true of the issue of the city’s example, the areas of housing, and university. population. Increasing life-expectancy, Prosperous City and Safe City, are coupled with the transition of the designed to help attract more people to post-war ‘baby boom’ generation of come and live in Sunderland as well as residents from middle-age into encourage existing residents to remain post-retirement age-groups, will inevitably and grow within the city. bring about a significant shift in the age-balance of the city’s population by the late 2020s.

Strategic Priorities Attractive and Prosperous City Learning City Healthy City Safe City Inclusive City

Sustainability

Inclusive communities Cross-cutting priorities Housing

Culture The Sunderland Strategy 2008 - 2025 43

5.1 Sustainability

If the Sunderland Strategy is to be a Sustainability Appraisal By measuring where sustainability truly Sustainable Community objectives were either missing or Strategy, it is imperative that as we To ensure the Sunderland Strategy lives conflicting with each other, the drafting make social and economic progress up to its new role as a ‘sustainable process has been able to resolve in the city, we ensure we do this in community strategy’, a thorough weaknesses in the previous Sunderland such a way that has minimal sustainability appraisal has been carried Strategy. As a result: environmental impact and out on the previous Sunderland Strategy, • This strategy’s coverage of establishes the foundations for and all drafts of this strategy as it has sustainable community objectives improved quality of life for future developed. This appraisal process has increased from 69% to 94% generations as well as the current measures how well objectives in the (where out of the 44 recommended population. Sunderland Strategy meet national guidance on what is needed to create objectives, 40 are fully covered, Sunderland is committed to sustainable sustainable places to live. three partially, only one omitted); development as defined by the UK The government department and Sustainable Development Strategy: Communities and Local Government has • The number of conflicting objectives “The goal of sustainable development is identified 44 objectives, within the eight have been reduced from 16 in the to enable all people throughout the world following themes. previous Sunderland Strategy to to satisfy their basic needs and enjoy a only four in this one. better quality of life, without As defined by Communities and Local compromising the quality of life of future Government, a sustainable community generations. That goal will be pursued should be: through a sustainable, innovative and • Active, inclusive and safe – productive economy that delivers high fair, tolerant and cohesive with a levels of employment; and a just society strong local culture and other that promotes social inclusion, shared community activities; sustainable communities and personal wellbeing. This will be done in ways that • Well run – with effective and protect and enhance the physical and inclusive participation, natural environment, and use resources representation and leadership; and energy as efficiently as possible.” • Environmentally sensitive – Sunderland has had a sustainable providing places for people to live development strategy since 2001 which that are considerate of the was aligned to, and to an extent environment; incorporated into, the 2004-2007 version • Well designed and built – of the Sunderland Strategy. In producing featuring quality built and natural this 2008-25 strategy however, we have environment; taken the important, further step of developing from the outset, a cohesive, • Well connected – with good sustainable community strategy – the transport services and city no longer produces a separate communications linking people sustainable development strategy - and to schools, health and other therefore we can ensure that the actions services; and initiatives we undertake are planned • Thriving – with a flourishing and with due consideration of their impact on diverse local economy; the city’s future. • Well served – with public, private, community and voluntary services that are appropriate to people’s needs and accessible to all; and • Fair for everyone – including those in other communities, now and in the future. 44 The Sunderland Strategy 2008 - 2025

5.1 Sustainability

Taking Sustainability Beyond the Sunderland Strategy We are committed to working collaboratively to maximise progress in respect of the sustainability challenges the city faces. We will ensure that our approach is able to be adapted as existing sustainability challenges are addressed and new priorities emerge. To ensure this flows into the delivery mechanisms of the Sunderland Strategy, the following approach will be taken: • The Sustainability Appraisal process will be applied to any future updates of the Sunderland Strategy during its lifespan – this way we can work towards ensuring all (100% of) sustainable communities objectives are met. Key delivery plans including the three-yearly Local Area Agreements, will be subject to their own sustainability appraisals, in addition to those strategies requiring sustainability appraisals by law (e.g. the Local Development Framework, Local Transport Plans). • The city’s priority sustainability challenges will be set every three years, identified through the development of Sunderland’s Local Area Agreements, and incorporated into a simplified Sustainability Checklist, aimed as an aid for partners and any organisations to first score, and then plan their core business with these sustainability challenges in mind. • Partners will also develop and sign up to a Sustainability Charter which supplements business and project planning processes with a commitment to address our organisational behaviours in respect of sustainability - for example addressing our carbon footprints. The Sunderland Strategy 2008 - 2025 45

5.2 Creating Inclusive Communities

There are a number of issues Equalities • Older people also have a valuable associated with creating inclusive contribution to make, and in the communities which cut across all Sunderland faces many equalities issues light of the changing population Sunderland Strategy priorities and including differences in health and well profile of the city and an ageing which are very closely related to one being, areas which have lower than population, it is especially important another. They are about the ways in anticipated educational attainment, that the needs and expectations of which the people of Sunderland can worklessness and areas of high socio- older people are addressed in order become involved in the plans for economic deprivation. We also realise to ensure that they play their full their city and the ways in which the that some people suffer disadvantage, or part in achieving our vision for strategy will work to encourage this are marginalised because of their way of the city. involvement. These issues can living or personal circumstances. In order • Sunderland has a small but essentially be grouped as: to tackle these issues, the Sunderland Partnership will work together to significant and growing population • Equalities encourage greater participation by those from minority ethnic groups who • Consultation and Community who are marginalised, identify and have an indispensable contribution Engagement remove barriers and change negative to make to the future of the city. attitudes and stereotypical views. To help People from minority groups often • Community Development us achieve this end we have helped to face specific difficulties and we are • Community Cohesion establish and work with seven committed to working with them to Independent Advisory Groups, reflecting ensure that these difficulties are Here we identify how these issues are to the six equalities strands of: age, addressed and that all our citizens be brought together within the disability, gender, ethnicity, are able to feel part of a shared framework of the Sunderland Strategy sexuality and faith. We recognise that future for the city. and in a similar way to our approach to all people, regardless of personal Sustainability outlined above, the • We will also work with people who circumstances have a vital part to play in objectives identified under the strategic need to have particular issues helping to achieve our vision for the priorities show how our aim for stronger, understood and addressed future of Sunderland: more confident and more inclusive connected to health and communities will be delivered. • Children and young people are a disabilities – we recognise the vital part of Sunderland’s aspirations valuable contribution that all people to be the UK’s most liveable city. can make and the vitally useful The aim is to make Sunderland a perspective we gain from ensuring city that children and young people that people with disabilities are fully want to invest their life in, a city that able to contribute to achieving the provides the lifestyle and future vision for the city. opportunities they want for the • We acknowledge that there are future. For every child and young certain situations where people are person in Sunderland, we are discriminated against or barriers committed to ensuring we achieve occur because of their gender. the five ‘Every Child Matters’ The Sunderland Partnership is outcomes: striving to tackle these inequalities • Being healthy which may arise both in service • Staying safe delivery and in the wider • Enjoying and achieving community. We are committed to • Making a positive contribution ensuring that gender is an integral • Achieving economic well-being consideration when building the future of Sunderland. 46 The Sunderland Strategy 2008 - 2025

5.2 Creating Inclusive Communities

• We recognise that people may also Consultation and Community find themselves in a marginalised or Community Engagement Development vulnerable position as a result of their sexuality and we are The Sunderland Partnership is also Community Development is based on committed to working with Lesbian, committed to ensuring that people are the principles of empowerment, learning, Gay and Bisexual people to ensure involved appropriately in decision making and change. It builds on the approaches that they do not suffer from in the city. The Partnership recognises described above regarding consultation discrimination or marginalisation as that this needs to be managed to ensure and community engagement by making a result of their sexuality. people are not overwhelmed with certain that we work with communities questions, or consulted where their to ensure that they are able to make the • Sunderland is home to people from views cannot be taken into account. most of opportunities, both to influence a variety of faiths who bring a The Partnership is committed to: decision making processes and have a particularly valuable perspective to real say in the future of the city, and to planning and achieving our vision for • Finding ways in which people can be also initiate changes themselves. the future of the city. We will work to kept informed and asked to To achieve this in Sunderland a ensure that this vital contribution is influence decisions at a strategic consistent and transparent approach to recognised and built upon as we level where appropriate Community Development must be move forward in achieving our vision • Establishing clear lines of developed that emphasises joint working for the future of Sunderland. communication and allowing input between all partners in empowering and into decision making at a local level engaging communities, and creating a • Ensuring (and evidencing) that learning culture, in which people build on service provision is customer experiences to move forward. focussed and continuously The Partnership’s recently adopted improved in response to customer Community Development Plan is an needs; and - considering ways in ambitious document which establishes which a more personalised the framework to make this a reality. approach can be adopted with Implementing the Community people who are most vulnerable or Development Plan will help us to move marginalised towards ensuring that local communities are able to influence those organisations Many partners have statutory obligations that make decisions for the local area, to engage with communities and and also to build active communities undertake a significant amount of activity based on mutual respect and visible to facilitate and support community social justice. involvement in their individual and collective decision making processes. As a major focus for Community Development in the city, the Voluntary As these obligations are likely to remain and Community Sector (VCS) has a and develop further, the Sunderland central role in taking this approach Partnership is committed to developing a forward. The sustainability of the sector is consistent and transparent approach that an important consideration for emphasises joint working between all implementation of the approach and stakeholders in community engagement activities. and empowerment, and underpins the implementation of the Sunderland Strategy. The Sunderland Strategy 2008 - 2025 47

5.2 Creating Inclusive Communities

Community Development is integral to Inclusion & Community Opportunities and creating inclusive communities. It ensures Cohesion Challenges people can be involved beyond consultation if they choose, through the Sunderland faces a number of inclusion There are some fundamental objectives provision of long term support to and community cohesion opportunities that need to be considered by all individuals and groups in our and challenges posed by the increasing partners, working across all objectives, in communities. It supports our equalities diversity of our population and its place achieving cohesive and inclusive agenda by the very principles it is based within fast changing international, communities. national and local contexts. These include upon, and it will play a crucial role in We propose a more coordinated and globalisation, increasing migration to the helping to achieve our goals for an aligned approach to resourcing and UK, the growing threat of international inclusive and cohesive city by its work support provision in order to deliver a real and ‘home grown’ terrorism, an ageing with individuals and communities. change for the people of Sunderland. It is population, and the increasing The principles of community about establishing a ‘One City Approach’ prominence of faith issues. We have development are: in which we work towards common aims worked with the Institute of Community • Social justice and which puts in place more Cohesion to produce a baseline report streamlined processes for supporting, • Self-determination with recommended actions. This forms resourcing, empowering and consulting the basis of the Community Cohesion • Working and learning together our communities. Clearly this represents Strategy and the objectives outlined in a real commitment to proactively • Sustainable communities this section. working with communities to address • Participation In the final report of the Commission on inequalities, promote active citizenship • Reflective practice Integration and Cohesion, ‘Our Shared and support them in identifying and Future’ (see Section 6), central meeting their needs, opportunities, rights government adopts a progressive and responsibilities. approach to community cohesion. It sets The overall aim is to develop shared aims out a vision, based on the need for an and joint working practices between increased focus on integration and partners, which will create an building a shared future for all, matching environment whereby communities have rights with responsibilities, and building a range of ways to access advice and mutual respect and confidence amongst support to ultimately empower them to all members of our communities. This is achieve their own goals. The Community vital to delivering a confident and positive Development process takes into account: future together. It is now understood that a number of factors determine levels of • Addressing inequalities in and community cohesion, including: between communities economic prosperity or deprivation, • Promoting active citizenship to crime and anti-social behaviour, diversity facilitate and support increased of ethnic and faith background, and the involvement by local people in ability to move around and travel within decision making and involvement in the local area, nationally and their neighbourhoods internationally. • Supporting communities in identifying and meeting their needs, opportunities, rights and responsibilities We will ensure a consistent and transparent approach to working with our communities, embedding the good practice of creating inclusive communities in future service delivery. 48 The Sunderland Strategy 2008 - 2025

5.2 Creating Inclusive Communities

Opportunities Challenges Issues that are both Our Annual Residents’ Survey gives us In terms of being involved in their opportunities and the clearest picture of how people feel communities people in Sunderland are challenges about their communities. 79% of people less likely to volunteer or help out than is Consultations with Sunderland’s Citizens’ feel satisfied with the area in which they the case nationally, although signs are Panel show how important our live whilst only one in seven (14%) are that this is something that is improving. communities are to us. Findings indicate dissatisfied. Residents are more likely to help out that people feel that Sunderland is informally, however 44% still say they Communities in Sunderland are changing very fast – which can be seen don’t help out at all compared to 32% becoming more cohesive and confident. as both a good and a bad thing. across England and Wales as a whole. Our Annual Residents’ Survey asks Diversity in Sunderland is changing. questions designed to measure residents’ In addition to promoting cohesion Like many other areas, the city’s feelings of pride and belonging in the between its established communities, established Black and Minority Ethnic areas in which they live. Responses show the city also needs to attract and be population is growing and new that we are moving in the right direction welcoming to newcomers if it is to communities are emerging; primarily as a with residents becoming more trusting of reverse declining population trends, result of economic migrants from their neighbours and more satisfied with achieve the objectives of the Sunderland European Union Accession countries and the areas in which they live. Strategy for the regeneration of the city, elsewhere and by international students and make its optimum contribution to • There are over 100 individuals in the attracted to Sunderland University. the region. city whose job roles relate to In the 2001 census 98.1% of people community development – 75% of We recognise a need to develop a described themselves as white with the them in the VCS collective culture of trust, based on the remaining 1.6% of people describing assumption that all partners are • Partners and other funders make themselves as Asian or Asian British (1%), committed to working together to grants to, or have contracts with, Mixed (0.39%), Chinese or other ethnic achieve the aims of the Sunderland VCS organisations to the level of group (0.35%) and Black or Black British Strategy. This will be achieved through £11 million a year (0.13%). the Sunderland Compact. • There are more than 600 VCS Since 2001 the number of people We are committed to maximising the organisations active in the city describing themselves as being of an impact of the many activities and ethnic group other than white has • There are property assets well in resources that are currently committed increased. excess of £10 million being to community development. managed by VCS organisations Community cohesion is strengthening in Sunderland. Nearly two in three residents • Volunteer participation is worth £12 (63%) now agree that their local area is million to the city’s economy one where people from different backgrounds get on together, an increase of 8% since 2005. In addition almost three in five (58%) agree that residents respect ethnic differences between people – whilst improving these figures are still below the national average. The Sunderland Strategy 2008 - 2025 49

5.2 Creating Inclusive Communities

Objectives to be • We will build confidence and trust in • Sunderland’s VCS will actively addressed under all local areas so that by 2025 50% of promote social inclusion and people feel that their neighbours community cohesion, and the Strategic Priorities can be trusted and 90% of people council and Partnership will work • We will implement the Community agree that people in their local area with it to ensure that it has the Development Plan effectively to are willing to help out their capacity, leadership and other skills ensure the voluntary and neighbours. to tackle these issues. community sector is best able to • We will ensure that people feel that help achieve our vision for the local services have the best interests future. of the community at heart so that • The Sunderland Compact and by 2025 more than two thirds of the supporting Codes of Practice are of population agree that this is the fundamental importance in building case. trust within the city. It sets out the • The Partnership will adopt a cross- relationship between Partner cutting, multi-agency approach to organisations and VCS organsiations achieving inclusive and cohesive for mutual advantage and communities, ensuring that we community gain. The Partnership is strengthen existing relationships and committed to developing, networks. maintaining and embedding the Compact within all partner • By 2025, over 75% of people will organisations. agree that Sunderland is a place where people from different • The Partnership is committed to backgrounds get on well together. ensuring that residents have a strong sense of trust in local • We will focus on solutions to institutions to act fairly in arbitrating problems which strengthen the links between different interests and for between people and places rather their role and justifications to be than adopting a single issue that can subject to public scrutiny. This will encourage people and their mean that by 2025 more than 50% communities to become more of people in Sunderland will think isolated. that public organisations are • Emphasis will be placed on getting trustworthy and honest. communities to work together • It is also vital that people feel they rather than targeting communities in can contribute to, and influence isolation from one another. developments in their community. • In 2025 there will be strong and By 2025 at least 25% of residents positive relationships within and will feel that they contribute to their between neighbourhoods across community and 50% of residents the city. This will include a strong will feel that they can influence recognition of the contribution of decisions affecting their local area. both those who have newly arrived • We will address the barriers to and those who already have deep creating active citizenship and attachments to a particular place, increase the number of people with a focus on what they have in formally volunteering to five common. percentage points above the national average by 2025. 50 The Sunderland Strategy 2008 - 2025

5.3 Housing

Everyone in the city and those The previous Sunderland Strategy (2004- Within this context the Strategic Housing wanting to come to Sunderland 2007) set stretching targets for housing Partnership is working to ensure that should have the opportunity of a in the city, and through a combination of Sunderland offers the highest quality decent home at a price they can partnership working and stock housing in respect of: afford, in a place in which they want investment Sunderland has achieved • Design to live and work, and to be part of much in relation to housing. safe, strong, diverse, healthy and • Condition and Standards The development of housing strategy is sustainable communities. Housing aligned to the role that the local authority • Energy Efficiency is the cornerstone of any has as a ‘place shaper’. The role of sustainable community. • Choice, Quantity and Quality place-shaping is seen as ‘the creative use Within Sunderland there are several of powers and influence to promote the • Value for Money distinct housing markets that have fairly general well-being of a community and • Affordability limited connectivity between them. its citizens.’ This is seen as the key to the Most are generally self contained (i.e. the promotion of local choice, flexibility and • Management and Support Services majority of movers choose to remain economic prosperity in which housing • Community Safety within the same market area - as high as has a role to play. 75% in Southern city suburbs). • Sustainability and Sustainable Our approach to housing is an integral Neighbourhoods The significant increase in house prices part of the city’s dynamic ethos around and the reduction of social housing, capitalising on Sunderland’s stunning • Healthy and vibrant private rented (by 10,000 units in the last 10 years), natural attributes and ensuring the sector that contributes to housing has led to imbalances in several housing highest quality of life for all residents. As provision and the housing offer that market areas. Affordability is a key issue part of this approach we will ensure that can be made available facing many households across the housing needs and aspirations of • Ensuring adequate funding to invest Sunderland, not least newly forming local people are identified, and resources in the housing stock households, who are finding prevailing allocated accordingly. • Developing new partnerships and market prices too high. The development of housing in the city sustaining existing ones where Sunderland has considerably higher cannot be done in isolation however. necessary levels of semi detached and terraced Our approach is set within the national housing than other types of housing in housing policy perspective, and aligned the city. Similarly, over 75% of the with regional priorities, emphasising the housing stock is in Council Tax bands strong inter-authority working that is in A and B compared to only 0.5% in Bands existence across the sub-region through G and H. Hence there is a real need to the Tyne and Wear Strategic Housing increase the choice of housing on offer, Partnership. This approach ensures which has been cited in past surveys as a consistency between the national, key reason why people move from the regional and local strategic frameworks – city into neighbouring areas. Equally, the importance of which, across all evidence is firmly pointing to the need to strategic and cross cutting priorities, increase the supply of affordable housing cannot be underestimated if we are to across the city. achieve ‘the best’ for Sunderland in terms With regard to migration, net of its contribution to, and share of the out-migration is continuing, particularly wider regional, UK and global prosperity of higher-income households. There is and wellbeing. some in-migration with previous residents moving back to the city. Over half of in-migrants originate from elsewhere in Tyne and Wear or County Durham, and around a quarter originate from non-Northern regions of England, and Wales. The Sunderland Strategy 2008 - 2025 51

5.3 Housing

Key Achievements • The council’s Housing Service is a Opportunities three star service that has witnessed Sunderland is one of 14 local authorities the development of a new domestic There are currently 119,000 households selected to pilot ‘Local Housing violence refuge, an immediate within the city, with a tenure breakdown Companies’ (LHC) announced in the access project for young people and of 67.3% owner occupation, 26.9% social Housing Green Paper published in July the development of the Homes for rented and around 6% private rented 2007. Life for Older People’s programme. sector. The Decent Homes Standard targets are nearly achieved in both the The LHC will combine publicly owned The Supporting People programme public and private sectors, and the land with English Partnerships finance introduced in 2003 continues to Housing Partnership will ensure that the and technical skills and a contractor/ develop and has seen an increase targets are met by its continued funder to produce new homes up to 50% from 11,400 clients in 2003 to interventions. of which will be available for sale, rent or 15,700 in 2007. shared ownership/equity at an affordable • By consistently ensuring that new Sunderland has a key role to play in the rate (no more than three and a half times housing is delivered in sustainable renaissance of the entire North East the average income). locations, 85% of new houses built region and has contributed too, and fully supports the work of The North East • Gentoo Group has completed 365 have been completed on brownfield Housing Board (NEHB) which published new properties with a further 358 land (peaking at 94% in 2006/07). the updated Regional Housing Strategy under construction and over 500 Opportunities and (RHS) in June 2007. more due on site in 2008. As well as new housing, Gentoo has invested Challenges The agreed and shared vision across over £300 million into the housing In developing housing further, we must regional Housing, Planning, Transport and stock of Sunderland ensuring that continue to improve our understanding Economic policies and strategies is that: the entire Gentoo owned stock of of how the local housing market in The North East will be a region where 30,000 properties complies with the Sunderland has developed and works, present and future generations have a Government’s Decent Homes if our aspiration to ensure housing plays high quality of life. It will be a vibrant, self Standard, three years ahead of a leading role in the city’s long term reliant, ambitious and outward looking target. regeneration is to be realised. region featuring a dynamic economy, a • Sunderland City Council has made healthy environment, and a distinctive good progress in improving culture. Everyone will have the domestic energy efficiency. From opportunity to realise their full potential. 1995 until 2006 domestic energy A key objective of the RHS is to ensure efficiency all homes in the city is that the type and mix of new housing estimated have improved by provides choice, supports economic 21.37%. In the social housing sector growth and meets housing needs and Gentoo has won awards for its demand (the housing offer) not only in energy efficiency improvements. the sub-region but in Sunderland too. • Sunderland’s Home Improvement Investment in new and existing housing, Agency (HIA) was established in support services, management and the November 2006, and formally buying and selling of housing, are major launched in October 2007. The HIA contributors to the city’s sub regional and aims to provide a joined-up service regional economy. that will be available to help all vulnerable people to live independently in the home of their choice for as long as possible. 52 The Sunderland Strategy 2008 - 2025

5.3 Housing

Supported by the Sunderland Strategy • Under the current economic climate There has been a lack of investment in and the Housing Strategy, the city’s house building rates and sales are the private housing stock and there is a emerging Local Development Framework slowing as are the number of new level of poor quality and obsolete (LDF) will play a key role in addressing housing schemes being started. housing in certain parts of the city. many of the challenges the city faces. We have carried out a Strategic There is also a high level of long-term Crucially, it will allocate sufficient land to Housing Market Assessment which empty properties in the city and there are deliver some 15,000 new homes (net) by will allow us to maintain the housing currently 2397 properties that have been 2021 that would: market more effectively and ensure empty for longer than 6 months. that our policies can respond to There are issues with anti-social • Be located in the most sustainable market changes and the economy behaviour in the private rented sector locations that are accessible to appropriately. with the City Council dealing with in services, employment sites and excess of 200 prolific cases. facilities • An average of 882 additional new homes are required per annum to The scope for improving energy • Offer the necessary choice and meet the net target of 15,000 new efficiency of private sector housing is still quality of house types and tenure homes. This strategy acknowledges great, with over 30,000 wall cavities still required within environments that that the existing housing market to be insulated, and a high proportion of would promote the long term requires considerable restructuring hard to treat homes, e.g. solid wall sustainability of our neighbourhoods to meet the needs of its existing and properties. It is also estimated that over • Assist in meeting affordable housing future residents. A major 30,000 households in Sunderland are in needs through initiatives such as the restructuring programme of the fuel poverty, i.e. spend over 10% of all Local Housing Company city’s social rented stock is currently income on fuel. With current trends in underway. In the short term, this fuel prices, it is likely that the situation will Challenges does affect the number of net worsen if not tackled. Whilst the LDF will allocate the sites to additions currently built in the city. provide for 15,000 net new homes by Despite there being high housing Objectives to be 2021, the ability for these sites to be built completion rates in overall terms, addressed under all upon depends on a number of variables this is offset by the demolition Strategic Priorities beyond the direct control of the programmes. In the medium to long • We will improve the choice of type, Sunderland Partnership, and over which term as the programme moves location and price of housing within we must therefore work to have towards building quality new homes, attractive residential environments maximum influence, such as: the ability to meet the net housing to meet 21st Century aspirations target will improve considerably. • The sustainable regeneration of the and demands, helping to reverse the city requires re-using ‘challenging’ There has been a 134% increase in trend of outward migration. brownfield sites that can take time house prices over the past six years in • We will improve the quantity and and considerable investment to Sunderland and there is a perception that quality of housing and ensure that make them viable. This could divert there is a lack of affordable housing that sustainable communities are both builders and potential meets present day needs and aspirations. created. homebuyers (of working age) away The average house price in Sunderland from the city to its near neighbours has risen from £49,910 in March 2001 to • We will provide accommodation and who can offer more easily £117,003 in 2007, an overall increase of support which meets the needs of developed greenfield sites that are £67,093. Sunderland’s large and increasingly accessible to the Sunderland’s own diverse population. employment centres by car, eg • We will ensure vulnerable people Doxford Park and Rainton Bridge (e.g. those at risk of homelessness) (a major cause of the city’s have access to safe, appropriate population decline to date). accommodation and support. The Sunderland Strategy 2008 - 2025 53

5.4 Culture

The Sunderland Partnership is In an extensive survey carried out in Key achievements committed to ensuring that culture 2004 over 1,000 residents were asked is developed to bring economic what they thought was important to the The Culture Partnership has made benefit to the city, help people city’s culture. From the results of this a considerable progress in recent years in develop new skills and support the Cultural Strategy (www.sunderland.gov.uk improving the cultural offer in Sunderland provision of jobs as well as creating /cultural-strategy) was developed - key achievements include: a lively economy. outlining eight main aims to both • The wellness initiative has had a Culture will support people to improve develop and maintain Sunderland’s solid impact on the health and their health, be fitter and more active, and culture. The aims identified were: fitness of the people of Sunderland. enhance their sense of wellbeing through • Ensure that Sunderland is well There are currently 7,597 Wellness involvement in city life, enjoyment, known as a distinct city in the North Centre users in the city and every entertainment and enlightenment – East one of the 59 GP practices within helping give people new perspectives, the city now refer patients into • Celebrate Sunderland, its traditions, confidence and skills. Sunderland Cultural Exercise Referral Programmes (ERPs). its people and its places Partnership’s ethos in terms of • Work was completed on the developing culture to play this vital • Ensure that Sunderland has a good Sunderland Aquatic Centre in March supporting role across all strategic range of quality cultural facilities 2008. The regionally significant priorities, and the other cross cutting • Establish and sustain a healthy and centre (construction cost of £19.8 priorities, is to ensure recognition of the balanced cultural economy million) incorporates a 50m importance of Sunderland’s unique swimming pool, a 25m diving pool attributes, its heritage and the • Create an equality of access to and the city’s hub Wellness Centre. achievements and interests of its people. culture throughout Sunderland • The twin Anglo-Saxon monastery of • Increase levels of participation in Wearmouth-Jarrow has been named cultural activities as the UK's nomination for World • Ensure that culture plays its full part Heritage Site status. A bid is being in improving life for people in made to inscribe St Peter’s Church, Sunderland together with St Paul’s Church in Jarrow, as a UNESCO World Heritage • Ensure that Sunderland, as a cultural Site. resource, makes its full contribution to the region • Capital developments made to the Sunderland Empire have enabled The consultation also identified that our the theatre to create the biggest culture is what sets us apart from other stage in the region enabling it to cities in the UK. It’s our history. It’s our host a range of shows otherwise present. It’s about us and what we do to unavailable in the region, including make Sunderland the unique place it is. Miss Saigon, Starlight Express and Chitty Chitty Bang Bang. As a result, the theatre has enjoyed a rise in visitor satisfaction and in visitor numbers, which reached one-third of a million people during 2006/07. • In 2005 we were successful in our bid for Beacon Status under the theme of Culture and Sport for Hard to Reach Groups. Factors such as our robust Community and Customer Engagement processes contributed to Sunderland being acknowledged as a national exemplar in this area. 54 The Sunderland Strategy 2008 - 2025

5.4 Culture

• Following the refurbishment of the Opportunities Objectives to be Hetton Centre, customers can now addressed under all access a wide range of services • Since 2005 there has been an provided by Sunderland City Council, increase by 6% in number of Strategic Priorities Sunderland Teaching Primary Care residents who feel there is lots to do • Work will take place to ensure that Trust and Hetton Town Council, all in Sunderland. people of all ages and backgrounds under one roof from a single • 3% of residents are finding it easier have access to cultural activities and reception point. to keep physically active. are engaged in the design and development of them. This will help • Sunderland International Airshow, • The number of school visits to create safe, cohesive and inclusive received the Gold Award for ‘Best museums falls into the upper communities. Tourism Experience’ at the North national threshold. East England Tourism Awards 2007. • Sunderland will be a city that • Satisfaction with theatres and The event is the largest free airshow celebrates and protects its concert halls has risen 6% from in Europe and continues to attract environment and heritage, where 2003. hundreds of thousands of visitors people are encouraged to visit annually. • Significant international attention historical, environmental and cultural • In 2006, Sunderland took part in the and interest in the city has been sites and take part in educational AV Festival alongside Middlesbrough, generated through high profile and training opportunities. events. Newcastle and Gateshead, to create • Cultural activities in Sunderland will the largest international festival of Challenges raise people’s aspirations and digital arts and music, electronic art, support the development of new games and the new media. • We have seen a decline of 1% of skills. residents who think there are things to do in the evening. • 69% of residents use cultural or recreational facilities and libraries once a month or more. 31% of residents never use these. • 57% of residents use sports/leisure centres once a month or more. However 42% never use these facilities. • Only 16.3% of the city’s population are active library borrowers. The Sunderland Strategy 2008 - 2025 55 6 Shapers and Influencers - related strategies and agendas

Sitting alongside the cross cutting 6.1 Like all the documents included within priorities are a range of related Local strategies the LDF, the Core Strategy must pass strategies and agendas that have through a series of stages before it can also shaped and influenced the and agendas be formally adopted. Currently, the Core development of the Sunderland The main local strategies and Strategy is at the Preferred Options Stage Strategy. They will continue to do so agendas are: (December 2007) and has taken due as we move to implementation and regard of the Sunderland Strategy (2004- • Local Area Agreement (LAA) delivery under each priority. It is also 07). However, it has and will continue to the case, particularly in relation to The Local Area Agreement (LAA) is a key be developed in parallel with this new sub regional and regional agendas, element of the delivery plan for the Sunderland Strategy involving workshops that the Sunderland Strategy will in Sunderland Strategy. It contains targets and discussions with a wide range of turn help shape emerging and for 2008-11 – the first phase of organisations and interests, with elected evolving strategies at these levels. implementation of the Sunderland Members and with the thematic Strategy – based on priority areas for partnerships of the Sunderland improvement. This initial set of targets, Partnership. selected from the National Indicator Set To help users understand how the Core of 198 indicators (published October Strategy contributes to the development 2007), are those which most closely of the city, the objectives have been reflect the challenges and objectives grouped under the five priority themes of identified under each of the Sunderland the Sunderland Strategy, and under the Strategy strategic priorities. Subsequent cross cutting ‘Sustainable Sunderland’ LAAs will contain appropriate sets of theme. In line with the themes of this targets as the journey towards achieving Sunderland Strategy, the Core Strategy the vision progresses. proposes its own broad spatial vision: • Local Development Framework “A proud and prosperous city that (LDF) provides a sustainable distribution of land The city’s emerging LDF will be a key uses to meet the needs of a safe, healthy component in the delivery of the and inclusive community, making Sunderland Strategy, setting out the Sunderland the most liveable city in the spatial aspects and providing a long term UK. In the long term the aim is to develop spatial vision for the physical a city where all residents have a realistic development of the city until 2021. opportunity to access the main centres The LDF will comprise a series of themed for employment, shopping and leisure documents. Most important is the Core without needing to use a car.” Strategy that will provide a suite of Up to date details of the content of overarching policies including those Sunderland’s LDF can be found on the relating to the development of future City Council’s website: transport links, housing and employment www.sunderland.gov.uk land, and green space; it also sets out the policies for the protection and enhancement of the environment in all its aspects. In many ways, the Core Strategy will provide the principle mechanism for translating the spatial aspects of the Sunderland Strategy objectives into land use policies. The Core Strategy does not provide detailed sites for development, these will feature in subsequent ‘allocations’ documents, that must conform to the overarching policies of the Core Strategy. 56 The Sunderland Strategy 2008 - 2025 6 Shapers and Influencers - related strategies and agendas

• Sunderland Image Strategy This development of the image of the and working hand in hand with the In 2005, through extensive consultation city is guided by three values: Image Strategy, raise Sunderland’s profile, and help attract investment, visitors, with people both inside and outside of Life enhancing: the city, it was established that students and new residents to the city. We are striving to be a cleaner, safer and Sunderland could become: Globalisation affects us all and presents a greener place to live, work, study and major opportunities for Sunderland – in ‘The UK’s most liveable city’ – a city that do business. Sunderland aims to be a parallel with the Image Strategy, the has at its heart a commitment to the place that will enhance your health, your International Strategy helps the city take environment, smarter ways of working lifestyle and your overall quality of life. and using resources, and a balanced way an increasingly global perspective: Smart: of life, creating a distinctive city that is life • Continuing to adapt to globalisation enhancing for everyone who chooses to Sunderland is an intelligent choice, a city will enable the city to compete be part of it. that is working to make technology nationally and internationally and enhance the short-term and the long- The way that people see Sunderland – its ensure our citizens are equipped term quality of life in the city. It’s also image in the outside world – is crucial to with the skills and capabilities to about a smart approach to using its regeneration and development. meet the needs of employers resources wisely to protect Sunderland’s People need to understand what operating within this global context. special environment. Sunderland offers, what is distinctive • Sunderland is affected by global about it as a place and what it is striving Balanced: environmental issues such as to be in the future, as it is the ambitions Sunderland is striving for a balanced and pollution and climate change, and and aspirations of the city that will draw sustainable future, finding a considered must make its contribution towards residents, visitors, students and and responsible way forward that will give reducing negative impacts on the businesses to Sunderland in future. the best possible results for its citizens. environment and ensuring Consequently the Sunderland sustainable development. Partnership endorsed and adopted the Sunderland is a city that offers everything Being pro-active in addressing these Sunderland Image Strategy that was you need in a city, but without the rat challenges will help to improve the launched to the public in July 2006. race. quality of life within the city. The Image Strategy sets out how the city Any initiative that Sunderland undertakes • Enabling our citizens to experience can create a distinctive image so that it – and the way the city goes about these other cultures will help the people of stands out from other cities by offering a initiatives – needs to be true to these Sunderland become global citizens different and appealing way of life for core values to ensure that it moves closer and enhance cultural provision current and prospective residents, to achieving its vision. within the city. students, visitors and investors. • International Strategy The International Strategy was developed It developed a new brand for Sunderland, in 2006 and commits the Sunderland a brand that will actively work to change The Sunderland Partnership is committed Partnership to making sure that all perceptions of Sunderland in the eyes of to ensuring that ‘the city’s international international activity in which partners are people both inside and outside the city. engagement supports the Sunderland involved, contributes directly or indirectly The brand was developed taking into Partnership in achieving its vision for to the implementation of the Sunderland account the views of residents and Sunderland, maximising the opportunities Strategy, its vision, aims, and priorities and partners about what they would like their and benefits’. associated initiatives undertaken by city to be known for in 20 years time, As a city we recognise the need for, and Partnership member organisations. as well as the city’s current assets and value of, international engagement. special attributes, but also, very Sunderland’s future prosperity depends importantly, what the city is likely to be on its ability to adapt and thrive within an like in the future as well. increasingly competitive and complex international setting. Developing effective international partnerships, and building an international dimension into our activity in a strategic and co-ordinated way, will increase opportunities for the people of Sunderland, support the development of the city’s economy, The Sunderland Strategy 2008 - 2025 57 6 Shapers and Influencers - related strategies and agendas

• Children and Young • Sunderland Community • The Digital Divide People’s Plan Cohesion Strategy The digital divide refers to the gap The Children and Young People’s Plan Sunderland’s Community Cohesion between those people with effective (CYPP) is the single, strategic, overarching Strategy has been developed following access to digital and information plan for all services for children and a review of community cohesion in technology, and those that do not. young people in Sunderland. The CYPP Sunderland carried out in 2007. It includes the imbalances in physical covers services for all children and young The strategy addresses issues according access to technology, as well as the people in the area aged 0-19, those over to four main themes: citizens’ sense of imbalances in resources and skills 19 receiving services, including leaving belonging, tackling deprivation, needed to effectively participate as a care, and those over 19 and under 25 addressing intergenerational tensions digital citizen. with learning difficulties. The local and valuing diversity. The Community The Digital Challenge national authority has the duty to prepare the Cohesion Strategy outlines actions and programme was to set the vision for and CYPP, jointly with all relevant partners. targets designed to ensure that our take the next bold and radical steps to communities are and remain strong and The purpose of the CYPP is to make sure creating a digitally enabled society. confident and able to address any that all those who work with children and Sunderland’s success in achieving tensions or difficulties that they may face young people in Sunderland are working funding for its Digital Challenge in the future. collaboratively to achieve the shared programme will help lay the foundations vision and improved outcomes in the • Sunderland Partnership for true transformation to a 21st Century most effective and efficient way. Community Development Plan community, where services are delivered where and how they are needed and • 50+ Strategy As discussed in Section 5.2, the wanted. Community Development Plan aims to Demographic predictions indicate that by deliver an effective and efficient • The Sunderland Marketing 2029 it is possible that almost half the approach to Community Development Partnership population of the city will be aged over across Partner organisations in 50. The 50+ Strategy is the single, The Sunderland Marketing Partnership, Sunderland, which will in turn enable strategic, overarching strategy providing made up of a wider group of marketing local communities to influence local the focus for all issues in the city relating specialists from partner organisations decision making and reduce inequalities. to those aged over 50. It articulates the and the private sector, is working on It is an important tool to ensuring aspirations and needs of those aged over behalf of the city to raise its profile and community cohesion and active 50 to enable them to make a positive improve its image regionally and citizenship. It has been developed contribution to the economic, social and nationally. The Sunderland Marketing through extensive consultation with cultural life of the city. The Strategy Partnership supported the development members of the voluntary and acknowledges that those aged over 50 of the destination brand for the city, community sector and Sunderland want to exercise choice and control over ‘Sunderland... for a better future’, and the Partnership (www.sunderland.gov.uk/ their lives and that ‘one size does not fit sunflare logo to raise perceptions of the communitydevelopment). all’, it therefore adopts a life course city. Research shows perceptions are approach to the issues identified. It changing slightly but this a long process challenges partners to meet those and needs continuing work for the identified needs and aspirations and rise forseeable future to the challenges and opportunities created by an ageing population. 58 The Sunderland Strategy 2008 - 2025 6 Shapers and Influencers - related strategies and agendas

6.2 • Analytical capacity – to provide the • Local Transport Plan robust evidence base and analysis Regional and The Tyne and Wear Local Transport Plan needed to develop a more (LTP) sets out the vision for transport in sub-regional strategies integrated approach to economic the sub region which is “to see Tyne and and spatial development in the City At a regional and sub-regional level, Wear continue to develop as an area Region the main strategies and agendas are: where all residents have better access to • Tyne and Wear City Region Sunderland’s LAA has been developed so a more prosperous, safer, healthier and (and Multi-Area Agreement) that it is consistent with the MAA more sustainable lifestyle in a more ensuring that partnership activity in the attractive environment.” The LAA described above is about city contributes to, and benefits from, In order to achieve this, the LTP also dealing with the local priorities identified activity at a City Region level. Certain LAA identifies a set of strategic objectives as by the Sunderland Partnership and local indicators have been selected to ensure follows: people. However, we recognise that to that there are clear links with other Tyne achieve our ambitions we will need to and Wear LAAs. • Maintain and improve levels of work with partners at regional and personal accessibility and linkages Regional Economic Strategy sub-regional levels. Although the within, between and beyond the component areas of the sub region have Sets out how greater and sustainable boundaries of Tyne and Wear individual characteristics, they share prosperity will be delivered to all of the • Ensure that transport systems, common challenges. There is a people of the North East over the period especially the public transport commitment to work collaboratively to to 2016. It seeks to provide the network, are safe, secure and free share best practice and develop joint underpinning economic conditions from the fear of crime, as well as activities where this approach is necessary to achieve the region’s vision reducing the number and severity of guaranteed to bring improved that: “The North East will be a region transport related accidents and effectiveness. where present and future generations casualties Partners from Tyne and Wear, have a high quality of life. It will be a Northumberland and Durham have vibrant, self reliant, ambitious and • Tackle transport inefficiency by worked together to develop an outline outward looking region featuring a delivering sustainable measures to Multi Area Agreement (MAA) with the dynamic economy, a healthy combat congestion purpose of accelerating economic environment and a distinctive culture. • Reduce the adverse impacts of growth in the sub region. The outline Everyone will have the opportunity to transport on the environment MAA for Tyne and Wear City Region is realise their full potential.” In Sunderland we will work towards the based on two key, linked outcomes: the Regional Spatial Strategy development of an internationally achievement of the sub regional vision competitive city region that is also A statutory document that will replace and strategic objectives for transport to economically inclusive ensuring Regional Planning Guidance for the North ensure that local people are served and opportunity and access for all. Achieving East. It will determine how much supported by the best transport system the outcomes will be based on the development should take place in the possible. development and implementation of region and where this should be located. three City Region work strands: It sets out a long-term strategy (2004- 2021) for the development of the region • Employment and Skills – focussed and provides the spatial context for the on improving economic delivery of other regional strategies. It is competitiveness and increasing skills part of the statutory Development Plan and talent in the City Region and Local Planning Authorities must • Transport - aiming to improve ensure that their Local Development connectivity between the urban Frameworks are in general conformity core and the rest of the City Region with the Regional Spatial Strategy once it and to link areas of opportunity with is adopted. areas of disadvantage The Sunderland Strategy 2008 - 2025 59 6 Shapers and Influencers - related strategies and agendas

• Regional Housing Strategy 6.3 • Local Government and Public Involvement In Health Act 2007 The North East Housing Board (NEHB) Legislation and published the updated Regional Housing national initiatives Provides a legislative framework on which Strategy (RHS) in June 2007. The strategy a number of proposals in the White Paper details the NEHB’s strategic aims and A range of central Government legislation are based including setting out the place- priorities for housing in the northeast and national initiatives have also helped shaping and community leadership role region and provides a framework for the shape the Sunderland Strategy: of local councils, working with Local development of housing solutions at a • Review of Sub National Strategic Partnerships and local partners. regional and sub-regional level. It also Economic Development and Weblink: influences regional investment decisions Regeneration www.opsi.gov.uk/acts/acts2007/ by directing Single Housing Investment ukpga_20070028_en_1 Pot spend across local authorities. Considers how to strengthen economic performance in regions, cities and • Sustainable Communities Housing issues in the North East Regional localities throughout the country. The Act 2007 Housing Strategy (2007) are related to review outlines Government plans to wider agendas including economic refocus both powers and responsibilities Promotes the sustainability of local development, planning, regeneration, to support its objectives to encourage communities based on the principle that rural issues, health and community economic growth and tackle deprivation local people know best about what well-being. Therefore the strategy has at every level. needs to be done to promote the been carefully aligned with other regional sustainability of their area, but that strategies and a vision for regional Weblink: www.hm-treasury.gov.uk./ sometimes they need the help of prosperity in the 21st Century. A key media/9/5/subnational_econ_review17 Government to enable them to do so. 0707.pdf objective of the RHS is to ensure that the Weblink: type and mix of new housing provides • Local Government White Paper: www.opsi.gov.uk/acts/acts2007/pdf/ choice, supports economic growth and Strong and Prosperous ukpga_20070023_en.pdf meets housing needs and demand (the Communities (2006) housing offer). Aimed at giving local people and local communities more influence and power to improve their lives. It is about creating strong, prosperous communities and delivering better public services through a rebalancing of the relationship between central government, local government and local people. Weblink: Volume I: www.communities.gov.uk/documents/ localgovernment/pdf/152456 Weblink: Volume II: www.communities.gov.uk/documents/ localgovernment/pdf/154067 60 The Sunderland Strategy 2008 - 2025 6 Shapers and Influencers - related strategies and agendas

• Commission on Integration and • Partnership in Public Services: The Bill consists of three main elements: Cohesion: Our Shared Future An action plan for third sector • Delivering on the commitments involvement In June 2007 the Commission on made in the housing green paper Integration and Cohesion published its This plan aims to ensure that the third • Empowering tenants report on the major challenges facing sector is able to actively engage in public Britain in response to increasing change service delivery through the • Improving housing services in local communities. The Commission’s improvement of the experience of third • World Health Organisation recommendations for action are around sector organisations working with front- European Healthy Cities building up four principles: line commissioners and procurement Network officers. • Prioritising a shared future over Sunderland is an active member of this divided legacies – in other words Weblink: network and has been undertaking focussing on what binds http://www.cabinetoffice.gov.uk/ innovative work within the four key communities, rather what third_sector/public_services/ objectives of Phase IV of the programme: differences divide them public_service_delivery.aspx Healthy Ageing, Healthy Urban Planning, • Building a new (strong) model of • Housing and Regeneration Bill Health Impact Assessment and Physical rights and responsibilities – in other Activity and Active Living. In the recent Green Paper on Housing words a sense of citizenship and the Homes for the Future: more affordable, Weblink: obligations that go with it. more sustainable, the Government http://www.euro.who.int/healthy-cities • Developing an ‘ethics of hospitality’ announced a new drive to support (in other words respect between more affordable housing. This included groups) plans for: • Delivering ‘visible social justice’ • More homes – 3 million new homes (in other words to build trust in by 2020 – backed by more public institutions) ambitious building targets, increased investment and new ways of using The report sets out practical proposals land for development for building integration and cohesion at both national and local levels and its • More social housing – ensuring that recommendations will be built into a decent, affordable home is Sunderland’s developing Community available for everyone Cohesion Strategy. • Building homes more quickly – • Community Empowerment including unblocking the planning Action Plan system and releasing land for development This plan sets out how the Government will deliver on its commitment to bring • Greener homes about greater devolution and empower The Housing and Regeneration Bill will communities, by bringing ‘devolution to implement provisions which: the doorstep’. • Help deliver the national housing Weblink: supply ambitions http://www.communities.gov.uk/ publications/communities/ • Empower tenants communityempowermentactionplan • Ensure affordable housing provision works more effectively and efficiently The Sunderland Strategy 2008 - 2025 61

7 The Sunderland Partnership

7.1 7.2 The Sunderland Partnership is also The purpose of the Our Values committed to Fair Trade - awareness of the Fair Trade movement has increased Sunderland Partnership In working towards the achievement of significantly in recent years and has The Sunderland Partnership is the city’s our vision and aims by implementing the made a substantial contribution to the Local Strategic Partnership (LSP). It brings Sunderland Strategy, all actions and reduction of poverty levels in the together the public, private, community initiatives will be undertaken or enabled developing world. Buying Fair Trade and voluntary sectors to work together to by members of the Sunderland products helps address the inequalities in achieve success, encourage Partnership within the following the international trade system, by improvement, and tackle and overcome Value Framework. ensuring that producers from all problems for the benefit of all citizens In everything we do, we will: countries get a fair price for their goods now and in the future. Sunderland has and labour. Put people first - by developing our a long history of partnership working. In supporting Fair Trade principles, we will The City of Sunderland Partnership was services and our organisations around the needs of local people, valuing and promote awareness of Fair Trade issues originally established in 1994, and this and the opportunities for supporting Fair went on to become the city’s LSP in responding to their views, by keeping people informed through meaningful Trade in the city, encourage the purchase 2001. It was re-named the Sunderland of Fair Trade goods, and recognise the Partnership in 2005. consultation processes, and making decisions that have a lasting positive complementary nature of Fair Trade As the local strategic partnership, our impact for the people of Sunderland with existing activities in promoting the main tasks are to: local economy. Be fair and open - by valuing every • Agree, implement, monitor and individual regardless of their race, sex, review the Sunderland Strategy – age, religion, sexuality, disability, ethnic or our sustainable community strategy national origin, personal beliefs or • Bring together local plans, circumstances; respecting individual partnerships and initiatives to allow rights, whilst looking after the interests of effective joint working to meet local the wider community needs Act with integrity - by taking decisions • Agree, implement, monitor and in an open and transparent way, adhering review the Local Area Agreement to the highest standards of professional and ethical conduct, accepting This strategy is the key document responsibility for our own actions and through which partners in Sunderland set ensuring the opportunity for people to out their vision and priorities for the city. participate in decision making Working through the Sunderland Partnership, different sectors, Strive to be the best - by being communities and organisations have ambitious, reaching our vision through come together to share information and collaborative working, embracing learning experience about the challenges facing and development for the benefit of Sunderland, and to consider the best way individuals and partners, sharing our of tackling these. knowledge and experiences to learn from each other and building upon good Partners will remain responsible for practice ensuring implementation of the strategy, and also for reviewing and evaluating progress to ensure that it is achieving what it set out to do - making Sunderland the place where you can have a better future. 62 The Sunderland Strategy 2008 - 2025

7 The Sunderland Partnership

7.3 7.4 7.5 Achievements so far The future of the Managing Risks Significant progress has been made Sunderland Partnership Successful risk management will be across Sunderland as a result of partners Now that the strategy is in place, we as integral to the management of the working together and many examples are partners will turn our attention to ensure Partnership’s performance, enabling it to included in this strategy document. As that collectively we achieve the be effective in strategic decision-making, described in the previous sections, key ambitious targets we have set ourselves, service planning and the delivery of improvements in city-life, which would and that there is a real improvement to objectives and targets. The purpose of have been impossible for organisations to the quality of life for people in managing risks is to ensure that the best achieve working in isolation include: Sunderland by 2025. Clear and possible outcomes can be achieved under each of the priorities for the city, • The major reductions in overall transparent lines of accountability and with the aim of improving services, crime in the city responsibility will be developed between partners to ensure this happens. opportunities and the quality of life for • Residents and businesses in local people. Sunderland recycling more of their The supporting Local Area Agreement The risk management process involves waste than ever before will allow partners the flexibility to develop creative and innovative solutions the identification, analysis, control and • The development of state of the art to local issues. Linked to this will be monitoring of the risks and the wellness facilities across the city robust performance and reporting maximisation of opportunities that can • The reducing number of deaths arrangements, which will ensure that the impact on the Partnership’s overall aims caused by cancer, circulatory Partnership is on track to deliver what it and objectives. disease, heart disease and stroke has set out to. In developing the Sunderland Strategy, • Reduced unemployment, and an An effective approach to delivering the each of the thematic partnerships have increasing number of residents shared vision for Sunderland will include: been asked to identify Community Risks in terms of working towards the city we choosing, and being supported to • Co-operation taking place through set up their own businesses wish to create by 2025, and that these the LSP framework as part of a are reflected in the challenges and • An ever increasing number of school continuous process of planned opportunities identified under each pupils achieving five or more GCSEs, engagement strategic and cross cutting priority. grades A*-C, giving them the best • Establishing a shared understanding possible start in adult life To embrace a collective risk of the resources that local partners management ethos, members of the Between now and 2025 we will build on can contribute and secure Partnership aim to: these achievements, as we continue to • Sharing information create a city that everyone can be part of, • Be aware and understand the nature and proud of. • Identifying what works and what and extent of the risks they face does not in terms of service jointly and individually provision • Have an effective strategy and • Exploiting opportunities for strategic framework in place, with economies of scale and sharing appropriate risk management plans, services to identify barriers that will prevent objectives being achieved; to put in • Creatively stimulating delivery place effective controls to ensure capacity from all partners delivery of the aims and targets under each priority The Sunderland Strategy 2008 - 2025 63

7 The Sunderland Partnership

• Ensure Risk Management is a core 7.6 element of the Corporate Members of the Governance of all partners, ensuring each one mirrors best practice Sunderland Partnership nationally in all aspects of Risk Sunderland City Council Management The University of Sunderland • Monitor and review the overall performance of partners in relation City of Sunderland College to Risk Management North East Chamber of Commerce Northumbria Police Tyne and Wear Fire and Rescue Authority Sunderland Teaching Primary Care Trust City Hospitals Sunderland NHS Trust Learning and Skills Council (Tyne and Wear) Job Centre Plus Sunderland Echo Sunderland Community Network Gentoo (formerly Sunderland Housing Group) Sunderland ARC Government Office North East (in an observational role) 64 The Sunderland Strategy 2008 - 2025

Appendix 1

Sunderland – Trends and Economy Education and Training Key Facts Over the past decade there has been a Educational attainment has improved large-scale industrial shift towards the considerably over recent years but Population automotive manufacturing and service- generally continues to trail national Sunderland has a population of 280,600, based ‘call centre’ sectors, notably averages: (2006 mid year estimate – Office for through the Doxford International • 5+ GCSE A*-C, 2007: Sunderland National Statistics - ONS) and covers an development at which 8,000 jobs have 59.4, very close to the national area of 13,737 hectares been created average of 62% Consistent with the general trend of City unemployment levels have been • Key Stage 3 Level 5 achievement population decline, it is projected that the reducing or remaining stable, however, 2007 Maths: Sunderland 74%, city’s population will reduce to 263,000 a gap remains between Sunderland and England 76% by 2029 (ONS 2004 based projection) national unemployment levels – • Key Stage 3 Level 5 achievement Sunderland’s population of people of Sunderland has 4.8% of the economically 2007 English: Sunderland 69%, pensionable age (65+ male/60+ female) active population unemployed compared England 74% (DfES) is set to rise by 40.7% (over the 2004 to 2.7% nationally. Sunderland’s base figure) by 2029 (ONS) economic inactivity rate is 25.8% • 62.5% of 16-19 year old trainee compared to 21.5% nationally (ONS apprenticeships achieved the full The city’s population of working aged Annual Population Survey) qualification in 2007, slightly better people (15-64 male/15-59 female) is set than the national average of 62.1% to decline by 16.4% (over the 2004 base Average Gross weekly pay (full time (LSC data) figure) by 2029 (ONS) workers) in the city is 88% of the national figure, but has grown quicker than the • During 2005/2006, 9.42% of 18–20 Deprivation national rate in recent years (Sunderland year olds entered into Higher 82 of the city’s 188 Super Output Areas = 11% over past 3 years, national = 9%) Education, slightly more than the (SOAs) ranked among the 20% most (ONS Annual Survey of Hours and Regional average of 9.07%, but less deprived SOAs in England. 41 of those Earnings) than the average for England which SOAs ranked within the 10% most Gross Added Value (GVA) per head of was 11.83% (DfES, ONS) deprived nationally according to the population (a measure of the relative • Number of learners achieving the 2007 Indices of Multiple Deprivation (a wealth produced in a specific area), Level 1 qualification in literacy: measure of relative deprivation at a very remains well below the national average Sunderland has 21% of local local ‘neighbourhood’ level) (CLG) (Sunderland’s average was £15,321 in residents below this skill level 70 of the city’s 188 SOA’s had in excess 2005 and the UK £18,205) although it compared to 18% nationally (DfES of one-third of their older residents has been increasing at a greater rate than Skills for Life survey) suffering income deprivation, while 63 nationally (ONS) • Number of learners achieving an SOAs had one-third or more of their child Housing entry Level 3 qualification in residents living in income deprived numeracy: Sunderland has 65% of households. The number of households in Sunderland is expected to rise to 137,000 by 2029 residents below this skill level (CLG) compared to 36% nationally (DfES Skills for Life survey) 50% of the city’s housing was built before 1964. In 2001 80% of the stock was terraced or semi-detached, 12% had 3 or fewer rooms and 78% were in the lowest Council Tax bands A and B. Only 0.5% are in the highest bands G and H (Valuation Office Agency 2005/6) The Sunderland Strategy 2008 - 2025 65

Appendix 1

Health Environment and Transport Satisfaction Levels 80 of the city’s 188 Super Output Areas – As car ownership increases, road traffic is Whilst services are actually improving containing 42.5% of its population – were increasing in Sunderland, growing by year on year (IPSOS-MORI Annual ranked among the 10% most health 11% between 2000 and 2006 – and Residents Survey) there is a general, deprived nationally in the Indices of expected to continue to grow at about national trend of declining satisfaction Multiple Deprivation 2007. However since 2% per year (according to Tyne and Wear with local authorities. In Sunderland: 2000, deaths in the city due to coronary Local Transport Plan). • In 2006 62% of those surveyed heart disease or cancer have fallen by This is accompanied by a decline in reported that they were satisfied 35% and 18% respectively (CLG). public transport usage, which is expected with the council, a reduction of 3% 24% of the population of Sunderland to drop by 3.5% between 2003 and 2011 from 2004 have a limiting long term illness (according to Tyne and Wear Local • In terms of providing Value for compared to 17.9% for England as a Transport Plan) Money, 33% agreed that this was whole (ONS 2001 Census) The percentage of household waste sent the case in 2006, compared with Life expectancy for men in Sunderland for recycling and composting has 44% the previous year for the period 2003 to 2005 was 75.3 increased from 2.4% in 2002/03 to • People that thought the quality of years compared to 76.9 years for 23.7% during 2006/07, and residents are council services overall is good – England, for women the figures were showing increasing satisfaction with the 58% in 2006 compared with 64% 79.4% and 81.1% respectively (ONS) service (BVPI’s 82a and 82b) in 2005 Crime Sites important for wildlife are in good condition. Of the 104 hectares classified Crime in the city has been falling as Sites of Special Scientific Interest, in significantly, and has been below the 2006/07 99% of this land is in good national average (overall crime rate per condition, or is recovering (Annual thousand population) since 2006 Monitoring Report - LDF) (Northumbria Police/ONS) The city’s carbon emissions have risen There has been a 70% reduction in the 1% between 2001 – 2005. If left levels of offending amongst persistent unchecked, emissions could increase by offenders since 2004 (Northumbria another 8% up to 2021, from increased Police) transport, regeneration and housing (Developing a Climate Change Action Plan for Sunderland) 66 The Sunderland Strategy 2008 - 2025

Appendix 2.1

Hierarchy of Plans and Strategies

National PSA (central government department) targets

Regional Strategies / City Region Activity / Multi-Area Agreement

LSP – Sunderland Strategy and LAA (+ ‘local’ targets)

Thematic Partnership Cross Cutting Strategies Local Area Plans Strategies e.g. Community containing localised e.g. Safer Sunderland Development Plan; Children priorities Strategy and Young People’s Plan

Partner organisational/business plans e.g. Sunderland City Council’s Corporate Improvement Plan The Sunderland Strategy 2008 - 2025 67

Appendix 2.2

The roles of Sunderland Thematic Partnership Strategies: plans and strategies Some thematic partnerships will develop their own strategies, and in some cases National PSA (central government this is a statutory requirement. These will department) targets: take the aims, targets and objectives of These are targets set at a National level, the Sunderland Strategy, Delivery Plan that appropriate Government and LAA that require implementation by departments are responsible for meeting. that particular thematic partnership, and These play a significant role in shaping further develop actions and interim Sunderland’s local targets. targets to meet them. Regional Strategies / City Region Cross Cutting Strategies: Activity /Multi- Area Agreement: Section 5 of the Sunderland Strategy There are a range of regional level gives details of the cross cutting issues strategies and agendas which shape and that impact on the work of the influence the Sunderland Strategy, and Sunderland Partnership. Cross Cutting these will continue to influence the strategies set out in more detail what Sunderland Strategy as we move to members of the Partnership need to do implementation and delivery under each to ensure that the needs and aspirations priority. It is also the case that the of all groups and individuals are Sunderland Strategy will in turn help considered, and that this is shape emerging and evolving strategies complemented by the city’s appropriate at these levels. These are discussed in social and physical development. more detail in Section 6 of the Local Area Plans: Sunderland Strategy. Local Area Plans have a dual role: Sunderland Strategy, Delivery Plan to interpret the citywide Sunderland and LAA: Strategy and Delivery Plan (including the These documents are key for the LAA) at the area level, and to identify Sunderland Partnership. They bring issues and priorities for improvement together the guidance and targets set at specific to the different areas. a national and regional level, with the Partner Organisations’ Business challenges and opportunities that face Plans: Sunderland at a local level, to develop a Partners’ business plans will set out what clear set of long term objectives and actions individual partners will take to short term targets for the city. The contribute to the overall aims, objectives Sunderland Strategy sets out the overall and targets detailed in the Sunderland vision of where the Partnership wants the Strategy, Delivery Plan and LAA. city to be by 2025. The Delivery Plan sets out, in a rolling 3 year plan, the short terms targets and actions that the Partnership undertakes to meet, in order to achieve the long term vision for 2025. The Local Area Agreement consists of the targets in the Delivery Plan that are considered by the Partnership and Central Government to be of greatest significance for the city. These will be monitored by Central Government. 68 The Sunderland Strategy 2008 - 2025

Appendix 3

Developing the objectives were either missing, events designed to obtain views on the Sunderland Strategy or conflicting with other priorities same issues that the Citizens’ Panel were (see Section 5.1 for further detail). questioned about in the Annual Priorities The following processes and activities These omissions and conflicts were Survey. Approximately 90 people have been undertaken over the past two reported back to the Partnership and attended the events. years to ensure that the strategy is robust authors of the Sunderland Strategy in The Citizens’ Panel and the IAGs voiced and fit for purpose: three stages: before drafting their support for the proposed priorities – commenced, after two intermediate • City Council Elected Members over 60% of those surveyed agreed with drafting stages, and after the final version the proposed focus of each priority, with In their role as community was produced. As a result, the 29% stating that they would fully meet representatives and community leaders, sustainability appraisal can demonstrate their needs, and 45% stating they would elected Members established through a that the drafting process has mostly meet their needs – the focus of series of events and workshops what the progressively improved how the some of the priorities was subsequently priorities for the future should be, in order Sunderland Strategy meets the required updated in line with the comments to work towards realising the image for sustainable community objectives, as received. the city. recommended by central Government, • Sunderland Partnership but in a way that fulfils the local needs of Words used by consultees to describe Sunderland. the city in 2007 included: friendly, busy, The Partnership’s development of the down market, unsafe and improving. • Community Engagement and strategy was coordinated through a When asked to describe how they Consultation specially established Sunderland Strategy expected the city to be in 2025, Coordination Group, launched in January It was agreed at the outset, that the the words used included: friendly, 2007. The purpose of this group was to development of this strategy, building on welcoming, safe, prosperous and bring together on a regular basis the widespread good practice already environmentally friendly. everyone who had a role to play – demonstrated, would be fundamentally • Feedback to Consultees representing their organisation, thematic based on the views, needs and partnership or cross cutting priority – requirements of local people. To In recognising and valuing the in the development of the strategy. supplement the range of intelligence commitment of local people to engage in Through work undertaken at Board, systematically gathered including the a process such as this, the Sunderland Management Group and Thematic results of the Annual Residents’ Survey, Partnership is committed to ‘closing the Partnership levels, a proposed focus for and many service specific surveys, focus consultation loop’ and ensuring that each priority was developed, with the and community engagement groups those people who have given their time members of the Board identifying their (for example, creating the CYPP), some to tell us their views, receive feedback own organisation’s strategies for the special activities were undertaken to about how those views have helped future. This enabled the Partnership to establish local people’s views specifically shape the strategies and plans we work through a process of aligning on the vision and priorities for produce – if people’s views and ideas individual and organisational agendas Sunderland’s future: are not used and addressed, it is equally important for us to explain why not. with the developing single vision, and • The Citizens’ Panel – sets of aims and priorities for the city, Community Spirit On this basis a Feedback Event on the ensuring that the eventual strategy could Future of Sunderland was held as the Panel Members took part in the Priority be wholeheartedly signed up to by each Sunderland Strategy document began to Issues Survey, discussion groups and a partner. Partners were also keen to take shape. This gave people the follow up survey relating to both the identify and be clear about how through opportunity to hear about the role of the Sunderland Strategy and the Local good collaboration, quality of life in the strategy, how it links with the Local Area Development Framework. There was a city could be improved in a far more Agreement and Local Development good response. 857 and 1,033 panel significant way than any one organisation Framework, and how specifically, the members respectively, took part in the could achieve. things that they told us during surveys and 86 in the discussion groups. To ensure the Sunderland Strategy lives consultation were to be addressed up to its new role as a ‘sustainable • Independent Advisory Groups through the implementation of the Sunderland Strategy. community’ strategy, a thorough The city’s Disability, Older People’s, and sustainability appraisal was carried out on Younger People’s IAGs, along with the It was agreed that the Partnership would the previous Sunderland Strategy, BME Network and the Voluntary and hold annual events to report progress to to identify where key sustainability Community Network participated in local people. The Sunderland Strategy 2008 - 2025 69

Appendix 4

Contact Information For more information on the Sunderland Strategy Cross To make comments or for general Cutting Priorities/Linked Strategies information about the Sunderland email sunderland.partnership Strategy 2008-25 contact: @sunderland.gov.uk or contact: Sunderland City Council Sustainability Corporate Policy Team Sunderland City Council Sustainability Tel: 0191 561 1152 Coordinator Email: policy.team Tel: 0191 553 1535 @sunderland.gov.uk Creating Inclusive Communities For information about the Sunderland City Council Sunderland Partnership contact: Diversity and Equalities Team Sunderland Partnership Team Tel: 0191 553 1285 Tel: 0191 561 1154 Sunderland City Council Email: sunderland.partnership Community Development Team @sunderland.gov.uk Tel: 0191 561 4622 For more information on the Sunderland Strategy Priorities Housing email sunderland.partnership Sunderland City Council Housing Service @sunderland.gov.uk or contact: Tel: 0191 566 1802 Prosperous City Culture Sunderland City Council Sunderland City Council Business and Investment Team Community and Cultural Services Tel: 0191 561 1194 Tel: 0191 514 8420 Healthy City Local Development Framework Director of Public Health Sunderland City Council Sunderland Teaching Primary Care Trust Planning Policy Team Tel: 0191 529 7159 Tel: 0191 553 1537 Safe City Sunderland Partnership Community Sunderland City Council Development Plan Safer Communities Team Sunderland City Council Community Tel: 0191 553 7915 Development Team Learning City Tel: 0191 561 4622 Sunderland City Council www.sunderland.gov.uk/ Children’s Services communitydevelopment Tel: 0191 561 1432 The Sunderland Compact Attractive & Inclusive City www.sunderlandcompact.org.uk Sunderland City Council Sunderland International Strategy Planning and Environment Service Sunderland City Council Tel: 0191 553 1564 International Team Tel: 0191 553 1156 70 The Sunderland Strategy 2008 - 2025 This information can be made available in large print, Braille, audio and other languages. Please contact the Sunderland Partnership on 0191 561 1154 or email [email protected] for help. All information correct at time of going to press. Published March 2008.

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