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Connecting Peopleto Opportunities

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Connecting Salford’s Sustainable people to Community Strategy opportunities 2009 - 2024 Contents Foreword 5 Part one: Story of Salford 6 Looking to the future: our vision 6 Sustainable Salford 8 Story of place: the history of our partnership and plans 9 Case study: Greater Manchester Fire and Rescue Service 10 Story of place: Salford the city 11 Opportunities and challenges in Salford 13 Salford and beyond 15 Case study: MediaCityUK 17 Part two: Delivering our objectives 18 Delivery, accountability and performance management 18 Strategic alignment 18 How we will deliver 18 Accountability and performance management 19 Cross-cutting principles for delivery 20 Narrowing the gap 20 Community engagement and empowerment 21 Equality and diversity 21 Community cohesion 22 Our objectives 25 Our vision of a healthy city 26 Case study: Gateway centres 29 Our vision of a safe city 30 Case study: SNAP 33 Our vision of a learning and creative city 34 Case study: Building Schools for the Future 37 Our vision of a city where children and young people are valued 38 Case study: 21CC 41 Our vision of an inclusive city 42 Case study: Spotlight on Salford 45 Our vision of an economically prosperous city 46 Case study: Horticultural Academy 49 Our vision of a city that’s good to live in 50 Appendix A: Linked strategies and plans 54 Appendix B: Glossary 56 Foreword On behalf of Partners IN Salford we are proud to present the city’s third community plan, our Sustainable Community Strategy: Connecting People to Opportunities. Connecting people to opportunities is what we as a partnership believe we need to do in order to make a real difference to people’s lives in our city. Our vision and objectives as set out in this strategy are all about seizing Salford’s moment and working across the whole partnership system to make a difference to the city and the people who live here by connecting them to the wealth of opportunities that exist in Salford. The Sustainable Community Strategy sets out our vision for Salford in 2024: a city which offers prosperity, good health, equality, accessible and affordable housing and a clean, green, safe John Merry environment; a city in which all residents are active and engaged. Chair of Partners IN Salford and We want to ensure that people who live, work and invest in Salford Leader of Salford City Council feel that they belong to Salford, are proud of their city and of their local neighbourhoods. This strategy sets out the objectives which we believe will help us achieve this vision and establishes a framework within which all agencies and individuals in Salford will work. Our vision will be delivered through the Salford Agreement and through our Professor Eileen Fairhurst organisational plans. All partners have signed up to delivering our Vice-Chair of Partners IN aims through collective and individual action and are committed to Salford and Chair of Salford partnership working to improve quality of life in Salford. Primary Care Trust Community Committees Salford Faith Network 4 5 Story of Part one: Salford Looking to the Healthy city vulnerable people who may Safe city need a tailored or personalised future: our vision Learning and creative city approach. Healthy city City where children and At the start of part two of the In 2024, Salford will be a young people are valued strategy, we will describe beautiful and welcoming Inclusive city how we will ensure that the city, driven by energetic Economically prosperous city partnership delivers against its and engaged communities City that’s good to live in vision and how we will manage of highly skilled, healthy performance and measure and motivated citizens, Under the banner of each of our our success. However, we will City that’s Safe city who have built a diverse themes, we will set out a vision know that we are succeeding good to live in and prosperous culture and for that area of work. We will when the lives of individuals and explain where we are now, our economy which encourages communities in Salford improve current challenges and then and recognises the and when their needs are met in more detailed objectives for personalised and creative ways. contribution of everyone, for each theme which we believe everyone. will contribute to creating a city In part two we will describe more fully some cross-cutting in which we are all proud to Economically Learning and principles for delivery which will The Sustainable Community live, proud to work and proud to prosperous creative city impact on how we do things, Strategy sets out what we, as welcome visitors. city across all areas of our work. a partnership, believe we need Throughout this strategy, we These are: to achieve in order to make will also make the connections • narrowing the gap Salford the city described in our between our objectives across • equality and diversity vision. the seven themes. In practice, this means that our service • community engagement Our seven partnership themes and empowerment describe the different elements delivery must consider the • community cohesion. within which we need to work needs of individuals and as a partnership in order to particular localities in order achieve our 2024 vision: to improve their quality of life. We will make the connections Inclusive city City where children between services and and young people neighbourhoods for the most are valued 6 7 Sustainable and economic wellbeing. The ensure that neighbourhoods delivery section of this strategy within the city reflect mixed, Salford from page 18 onwards and the balanced communities and According to the Academy for pages that detail our objectives that our development policies Sustainable Communities (a show the links between our and regeneration programmes government agency which objectives, demonstrating our contribute to their sustainable encourages all local strategic commitment to sustainability in development. all we do. partnerships to work towards We will ensure that our services sustainability) a sustainable Salford’s Local meet the diverse needs of community is one that is Development Framework a changing population, now made up of the following eight and Core Strategy and in the future, and that elements: The Local Development communities and individuals • active, inclusive and safe Framework is the key set are safe, well-connected, well- • well run of planning documents for served and active. the city and is central to our • well connected We will consider the aim to deliver sustainable • well served environmental impact of our communities. • environmentally sensitive services and decisions to • fair for everyone The Core Strategy (the central promote economic and social • thriving document within the Local wellbeing, and vice versa. • well designed and built. Development Framework) will set out the spatial plan for use This section of the strategy of land across the city, how explains what we as a the city should develop, and Story of place: the differing levels of need and processes consistently seek to partnership think a sustainable how the city’s environment can opportunities across the city engage new and seldom heard Salford will look and feel like be protected and enhanced. the history of as well as the distinct and rich perspectives. The partnership in 2024 and how we will ensure Its policies will assist us in our partnership histories and perspectives of the uses innovative processes that we get there. delivering our vision by guiding different neighbourhoods. We to achieve good collective the location and nature of and plans have established arrangements understanding of the challenges What does this mean for neighbourhood level that need to be overcome. development in the city over the Salford has a long history of in Salford? working that is well supported next 20 years. partnership working. The Local The partnership has In order to ensure that our by communities and Strategic Partnership was demonstrated a commitment work to improve quality of life The Core Strategy provides the partner organisations; the accredited by government in to whole system working in Salford is sustainable for the spatial planning framework Community Committees have 2003, building on a strong multi- and transformation. It sees long-term, we will consider within which we will work as a been contributing to local agency partnership focussed on both of these as critical to the environmental, social and partnership. We must ensure improvements for over ten regeneration set up in 1994. making the step change in economic impacts of all of our that the Core Strategy and years. outcomes needed to realise decisions. other documents produced as The partnership provides The partnership seeks the partnership’s vision. (For a part of the Local Development both a vision within which all For example, when we plan continuous improvement of full definition of whole system Framework can support and stakeholders work and a strong new developments to improve governance, engagement and working, see the glossary on deliver our partnership vision. framework for delivery of major opportunities for work and delivery at this neighbourhood page 56). improvements in the city. economic prosperity, we will There are references to how the level. We recognise that The partnership undertook ensure that their delivery is Local Development Framework, The partnership has regularly delivering on many of our ‘Future Search’, an innovative sensitive to the environment. the Core Strategy and our reviewed its structures and critical shared priorities whole system planning event When we develop new planning policies can support processes on its journey requires more flexible and in July 2008, called Seizing programmes of work to improve and deliver key elements of our to a more unified public joined up services from Salford’s Moment: Connecting the health of individuals and partnership vision throughout service approach.
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