Wards Affected : Aspley, Beechdale, Bestwood Park, Bilborough, Bridge, Bulwell East, Bulwell West, Byron, Report No Forest, Lenton, Manvers, Radford, St Anns, Trent, Strelley, Basford, Greenwood, Wollaton, Robin Hood, Executive Board Park, Clifton West, Abbey, Mapperley 23 December 2003
Report of Chief Executive
Neighbourhood Renewal Strategy for Nottingham
1. Summary
This report seeks endorsement of the Neighbourhood Renewal Strategy for Nottingham (Nottingham NRS), as agreed at the One City Partnership Nottingham (OCPN) Board Meeting on 22 October 2002.
2. Key Decisions
This matter is the subject of a key decision because it has significant implications for the planning, delivery and evaluation of services and for future receipt of the Neighbourhood Renewal Fund.
3. Recommendations
IT IS RECOMMENDED
that Members endorse the Neighbourhood Renewal Strategy for Nottingham (Nottingham NRS).
That Members note that there will be further opportunities to explore and negotiate on the detail of actions and their implementation;
that Members commit the Authority to active participation in implementing the Nottingham NRS;
that Members identify any specific points within the Nottingham NRS that the Authority is unable to endorse at this time;
4. Reasons
The Authority is a key partner in the One City Partnership Nottingham (OCPN), Nottingham’s Local Strategic Partnership and is currently represented on the Board by the Leader, Deputy Leader and Chief Executive. The OCPN Board approved the Nottingham NRS at its Board Meeting on 22 October 2002. It requested that individual partners endorse it through their own governance arrangements and report back any specific points that they are unable to endorse at this time. The OCPN Board requested that this be done by 1 January 2003.
Future receipt of Neighbourhood Renewal Fund from April 2003 is dependent on re- accreditation of the One City Partnership Nottingham. Agreement and implementation
$vmdktxks.doc of a local Neighbourhood Renewal Strategy and commitment by public sector agencies to its delivery are key components of the re-accreditation process.
5. Background
The National Neighbourhood Renewal Strategy is one strand of the government’s strategy for tackling poverty and social exclusion – it is the area based strand and sits alongside other themed/ client focussed action including, for example, Welfare to Work, Teenage Pregnancy, Rough Sleepers.
Members have already received a number of reports on the Neighbourhood Renewal Strategy (eg Policy and Resources (Regeneration) Sub Committee 6/6/00, Executive Board 6/3/01). These set out the government’s national strategy for neighbourhood renewal and its expectations of action at local level. A report agreed by Executive Board on 4/12/01 set out the draft strategy for Nottingham under the following headings - aim; links to other key strategies and plans, including those of individual partners; proposed priority wards and neighbourhoods; proposed indicators; early stage delivery proposals, including strengthened area working arrangements; key questions for further consideration.
The Neighbourhood Renewal Strategy for Nottingham has been developed over an extended period of time by the Strategy Sub Group reporting to the Board of the OCPN. This Sub Group is also working on the Community Strategy. It comprises officers from the City Council departments and partner agencies working on the key Neighbourhood Renewal Strategy issues, working with OCPN Board and Community Network members. The Nottingham NRS has been developed using the structure set out by Government – early feedback from GO-EM indicated that this was an expectation.
Government stressed at the outset that a strategy to tackle the kind of complex and deep-rooted disadvantage that exists in the poorest neighbourhoods must be long term – 10 to 20 years - and the proposals in Nottingham NRS must be read in this context. It will take time for the actions within the strategy to be developed and implemented, but the OCPN seeks the sustained and collective commitment of partners to work towards the proposals for action as set out.
The Nottingham NRS will also need to be revised over time, based on the experience of the Partnership of what works (or does not); changes within the wards/ neighbourhoods; local achievements against indicators and targets; the shifting demands and pressures on partners; and changing government priorities.
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6. Proposals
The Neighbourhood Renewal Strategy offers the Authority a means, following the recent Corporate Assessment, to develop the “One City” concept of a socially and economically cohesive city. It provides a framework for setting priorities and a systematic evaluation of progress, for the city as a whole and in the most disadvantaged communities. The Nottingham NRS aims to make a significant and lasting difference to the “Tale of Two Cities”, and will need the whole hearted commitment of all partners.
There are significant implications for the Authority in endorsing the Nottingham NRS, including :
• Commitment, over the long term, to targeting/ re-focusing mainstream resources towards reducing the gap of disadvantage for the poorest wards • Commitment to using future allocation of Neighbourhood Renewal Fund and other regeneration funding associated with the National Strategy for Neighbourhood Renewal to “narrow the gap of disadvantage” • Commitment to developing the role of Area Committees to work in partnership with communities and other service providers, with a stronger focus on planning and evaluation of core services • Commitment to decentralisation of service delivery, when appropriate • Commitment to developing better information and intelligence at area/ neighbourhood level • Commitment to working with partners towards greater integration of services at the local level • Commitment to seek ways to use the Authority’s spending and other powers to promote local economic development
6.2 However, it is fully recognised by both government and the OCPN that the Strategy is long term and that many of these proposals will take time to be implemented.
7. Other Options
The Authority could decide not to endorse the Neighbourhood Renewal Strategy for Nottingham (Nottingham NRS). This could place the future allocation of Neighbourhood Renewal Fund to Nottingham at risk.
The Authority may wish to work with partners to re-think some details within the Nottingham NRS. This need not preclude endorsement of the overall Strategy and the general direction as set out.
8. Financial Implications
There are no direct financial commitments arising from this report. Any action arising from the development of the Nottingham NRS that has resource implications for the Authority will require further approval.
The Nottingham NRS should inform future policy led budgeting for the Authority.
$vmdktxks.doc Continued Neighbourhood Renewal Funding to Nottingham is dependent on re- accreditation of the OCPN, and progress on the Local Neighbourhood Renewal Strategy is a key component of the re-accreditation process. Annexe 1 sets out current activity funded through the Neighbourhood Renewal Fund. Other regeneration (and mainstream) funding is also expected by government to be harnessed to the goal of “narrowing the gap” of disadvantage. Successful implementation will require the collective and sustained commitment and involvement of all partners.
9. Legal Implications
There are no direct legal implications arising from this report.
10. Observations of Other Officers
10.1 There has been consultation with officers developing work within the Authority that could, by working with partners through the OCPN, address Actions within the Nottingham NRS (Section 7 – Implementation). These include officers working on access to services, area based asset management, consultation, voluntary sector strategy, procurement, Area Focus, regeneration programme management, policy led budgeting. They have indicated willingness and some enthusiasm to extend their activity to explore opportunities to work with partners.
10.2 City Council officers from the OCPN Strategy Sub Group (responsible for developing the Nottingham NRS) have been consulted on the content of this report.
11. Equal Opportunities Implications
11.1 The Neighbourhood Renewal Strategy for Nottingham makes specific reference to the link between area based disadvantage and inequalities, and to the interdependency between tackling inequality and discrimination and successful neighbourhood renewal.
12. Corporate Objectives
12.1 The Nottingham NRS addresses most of the Authority’s Strategic Aims, particularly education, crime, health, work, housing, citizen participation, and its Core Values, particularly customers, regeneration, social inclusion, sustainability.
12.2 Actions within Section 7 of the Nottingham NRS “Implementation of the Strategy” promote activity already identified within a number of key City Council strategies and reports including - the Corporate Plan, the Social Inclusion Action Plan, the Corporate Performance Self Assessment, plans to revise and strengthen area working, corporate consultation arrangements, asset management, the Compact with the Voluntary Sector, review of the Procurement Strategy. They also follow up national requirements and proposals, for example the Local Government White Paper “Strong Local Leadership : Quality Public Services”, Byatt Report “Delivering Better Services for Citizens”, Social Inclusion Unit Policy Action Team (PAT) reports.
$vmdktxks.doc 13. Best Value
Accelerated improvement in the poorest areas against the Strategy Indicators will be essential for sustainable achievement of a number of BVPP targets.
14. List of background papers other than published works or those disclosing confidential or exempt information
None
15. Published documents referred to in compiling this report
A New Commitment to Neighbourhood Renewal – National Strategy Action Plan Accreditation 2002/3: Guidance for Local Strategic Partnerships Social Exclusion Unit PAT Reports NCC Reports on Neighbourhood Renewal Strategy ( see Para 5.2) Report to One City Partnership Nottingham 22 October 2002 NCC Social Inclusion Framework and Action Plan White Paper – “Strong Local Leadership – Quality Public Services” Byatt Report - “Delivering Better Services for Citizens”
Paul Snell Acting Chief Executive 13 November 2002
Contact Officers : Vennetta Johnston, Assistant Chief Executive, ext. 54505 Maggie Grimshaw, Senior Policy Officer, ext.54462
$vmdktxks.doc Annexe 1
Project Addressing Within Target Comments Nottingham Wards/ NRS Neighbourhoods? Indicator(s)? 001 Street lighting Domestic Not specified Targeting high crime areas in burglary See comments consultation with Area Co- Youth offenders ordinators on this basis Abandoned will address NRS areas vehicles 002 Environmental Domestic Yes, plus Clifton Part of Clifton (Nobel Road) security burglary is in NRS priority area improvements Turnover of LA Indirect contribution to other tenancies indicators LA vacancy rates 003 Youth Youth offenders Targeting deprived Initial activity all within NRS outreach/mobile GCSEs wards and areas priority area units Employment 004 CCTV Domestic Yes burglary Turnover of LA tenancies LA vacancy rates GCSEs 005 Mobile police Youth offenders Targeting crime Identified “hot spots” all unit/ task force Domestic and anti social within NRS priority area burglary behaviour “hot Indirect contribution to other Turnover of LA spots” indicators, eg reduction of tenancies CHD through reduction of LA vacancy rates stress and anxiety Education targets House prices etc 006 Youth offenders All DHOs Will be more locally Decentralisation of Domestic responsive and integrated nuisance and burglary with other local agencies, in harassment officers Turnover of LA line with principles of NRS. tenancies Indirect contribution to other LA vacancy rates indicators, eg reduction of CHD through reduction of stress and anxiety
007 Control of sale Domestic City wide Concentration of second hand of second hand burglary shops in NRS priority areas goods
One City Partnership Nottingham NRS- October 02 6
008 NYCRA – Youth offenders All Areas Local analysis, planning and YOT action is consistent with NRS principles. Most work focussed on high crime areas NRS priority areas 009 Parks security Youth offenders Majority of Admissions to hospital parks (under 15s) targeted are in or close to NRS priority areas 010 City drugs Domestic burglary Aims for integrated approach strategy Youth offenders to issue, in line with NRS Admissions to hospital principles. Problem drugs (under 15s) misuse and associated issues high in disadvantaged (NRS) areas. Will contribute indirectly to other indicators. 011 Bilborough Youth offenders Yes Will contribute indirectly to youth club library Admissions to hospital other indicators. (under 15s) Employment/ reducing unemployment All education targets 012 Mobile library All education targets City wide, Will contribute indirectly to but targeting other indicators. deprived areas
013 Museum All education City schools, Content of programmes outreach targets particularly in addresses several NRS Reducing coronary deprived areas. indicators, particularly health heart disease and education. Teenage pregnancy
014 Books for All Education City wide Research indicates significant babies targets, especially impact within disadvantaged Key Stage 2 families and communities English and Maths Adult literacy and numeracy Admissions to hospital (under 15s) 015 School security Youth offenders Yes – target Key Stage 2 schools within English and Maths NRS priority GCSEs areas Admissions to hospital (under 15s)
One City Partnership Nottingham NRS- October 02 7
016 Learning Key Stage 2 Clifton Nobel Road in Clifton is homework centre English and Maths within the NRS priority areas GCSEs Employment/ reducing unemployment Youth offenders 017 Wrap around Key Stage 2 Yes Will contribute indirectly to education English and Maths other indicators Admissions to hospital (under 15s) Employment/ reducing unemployment
018 Community All Education Target schools projects in city targets (pupil, post in, or with schools 16 and adult) catchment areas Employment/ covering, NRS reducing priority areas unemployment 019 Education Key Stage 2 City wide Will contribute indirectly to behaviour strategy English and Maths other indicators GCSEs Needs/ demand greatest in Employment/ disadvantaged areas reducing unemployment Domestic burglary Youth offenders 020 Extending the GCSEs Target schools school day Employment/ within, or with reducing catchment areas unemployment covering, NRS Domestic burglary priority areas Youth offenders 021 Education GCSEs City wide – Majority of children liaison officers Employment/ targeting supported through this work reducing children looked come from NRS priority unemployment after areas, continue to have Domestic burglary strong connections through Youth offenders families and friends, and may return to their community in future 022 Truancy sweep Key Stage 2 City wide, but team English and Maths targeting areas GCSEs with highest Employment/ levels of reducing unauthorised unemployment absence, mainly Domestic burglary NRS areas Youth offenders One City Partnership Nottingham NRS- October 02 8
023 Connexions Key Stage 2 English Yes and Maths GCSEs Participation of 16- 18s in education, learning and training Employment/ reducing unemployment Domestic burglary Youth offenders Admissions to hospital (under 15s) Teenage pregnancy 024 ICT library Key Stage 2 English All City Aim to particularly promote and Maths, GCSEs libraries take up in disadvantaged Participation of 16- communities, where 18s in education, computer ownership and learning and access to supported ICT training based learning opportunities Adult literacy and is less numeracy Employment/ reducing unemployment 025 Secure Domestic burglary City wide, but placements Youth offenders most Admissions to placements hospital (under 15s) from young people in NRS areas
026 Creative room Key Stage 2 City wide Personal and social English and Maths development through GCSEs creative activity, training, Employment/ volunteering reducing unemployment Domestic burglary Youth offenders Admissions to hospital (under 15s) Teenage pregnancy 026B Enhancement of Key Stage 2 Bulwell and Nobel Road in Clifton is community youth English and Maths Clifton within the NRS priority areas work GCSEs Domestic burglary Youth offenders One City Partnership Nottingham NRS- October 02 9 027 Employment land Employment/ City wide Preparatory work to promote survey reducing economic development. Will unemployment require further action to Number of jobs ensure that people from NRS available in the city areas benefit from job opportunities 028 Children/youth Key Stage 2 City wide, but Programme addresses arts and sports English and Maths emphasis on teenage pregnancy, sexual GCSEs schools in health, mental health, drugs Domestic burglary NRS areas misuse Youth offenders Problem drugs misuse and Admissions to associated issues high in hospital (under disadvantaged (NRS) areas 15s) Teenage pregnancy Mental health
030 Urban Housing achieving Yes Will also contribute indirectly management areas decent standard to other indicators House prices Deaths from CHD Admissions to hospital (under 15s) 031 Monitoring targets N/A N/A Key mechanism for measuring impact of activity and relative rates of change for NRS indicators
One City Partnership Nottingham NRS- October 02 10
ONE CITY PARTNERSHIP
FIRST NEIGHBOURHOOD RENEWAL STRATEGY FOR NOTTINGHAM
CONTENTS
1. BACKGROUND TO NEIGHBOURHOOD RENEWAL STRATEGY
2. STRATEGIC CONTEXT IN NOTTINGHAM
3. AIMS AND CHALLENGES OF STRATEGY
4. IDENTIFICATION OF PRIORITY NEIGHBOURHOODS
5. PROBLEMS/ISSUES FACING PRIORITY NEIGHBOURHOODS
6. RESOURCES CURRENTLY SPENT IN PRIORITY NEIGHBOURHOODS
7. IMPLEMENTATION OF STRATEGY
8. OUTCOMES AND EVALUATION OF IMPACT
9. LOCAL ACTION LEARNING PLAN
10. TIMESCALES
APPENDICES
1. MAP OF PRIORITY WARDS 2. PROFILES OF EACH AREA 3. PARTNERS SPEND IN THE CITY 4. BASELINE INDICATORS
One City Partnership Nottingham NRS- October 02 11 EXECUTIVE SUMMARY
This is the first Neighbourhood Renewal Strategy for Nottingham. The strategy sets out:
• our aims for neighbourhood renewal • the priority neighbourhoods • outcomes and impacts to be achieved • a new approach to joined up service delivery by developing area management as a pathway to neighbourhood management.
This is the principal strategy of the One City Partnership Nottingham (the Local Strategic Partnership for Nottingham) for tackling the problems faced by Nottingham’s most deprived neighbourhoods to ensure that ‘within 10 to 20 years, no-one should be seriously disadvantaged by where they live.’ 1 The strategy is linked to the Community Strategy and the Public Service Agreement initiative
Nottingham has 15 wards that are within the 10% most deprived nationally as measured by the Index of Multiple Deprivation and a number of further pockets of disadvantage. The scale of the challenge is enormous as this represents over 60% of the city’s population.
In identifying the concerns and issues facing the neighbourhoods the strategy has taken into account the consultation undertaken with local communities and agencies by the seven Area Committees of Nottingham City Council to prepare Area Action Plans, and the outcomes of consultation in the preparation of key strategies of individual partner organisations.
In preparing this strategy the partners are carrying out an exercise to quantify the overall level of resources that are available across the city and how these are broken down by into the different areas. The latter has proved to be a difficult task and at this stage different methodologies have been identified to complete this.
The outcomes and impacts being strived for through this strategy are focussed on the 5 key floor targets of the Neighbourhood Renewal Fund, namely education, crime, health, worklessness and housing. Additionally there are other local indicators, such as % of people on housing benefit and free school meals that will be measured and evaluated . The outcomes are consistent with and reinforce those that have been identified and are in the process of being agreed for the Community Strategy and that are emerging for the Public Service Agreement initiative.
The partnership believes in the philosophy behind neighbourhood management in involving local people and communities to work with partners in the public, private and community and voluntary sectors to deliver services in a more joined up way. The OCP has agreed that the way forward to neighbourhood management is through area management based upon on the new boundaries for the Area Committees of Nottingham City Council. The approach of the strategy is not to prescribe to the areas/neighbourhoods the approaches they should take. The strategy seeks to provide a framework within which the overall aims, objectives and outcomes are agreed within the Partnership. The areas will then prepare Local Neighbourhood Renewal Strategy Action Plans, covering a three year period, which will set out the actions that will be undertaken to achieve the outcomes and impact that have been
1 A New Commitment to Neighbourhood Renewal- January 2001 One City Partnership Nottingham NRS- October 02 12 agreed with the OCPN. The plans will be expected to be based on evidence that will demonstrate:
• how and why specific barriers to improvement have been identified • why specific client groups have been identified • what evidence exists that the proposed action will be effective in meeting the targets • how the proposals will adapt/change mainstream services • how these changes will be sustained long term.
It is likely that the new approach will need to be phased in over the first 12-18months.
To provide financial clout to this approach the OCPN will effectively devolve existing and future neighbourhood renewal resources such as Neighbourhood Renewal Fund and Neighbourhood Learning in Deprived Communities Fund.
The partners of the partnership fully realise and accept that the problems faced by the neighbourhoods will not be tackled by the initiative specific funding alone and therefore they committed to reviewing and refocusing mainstream resources to support the local area management approach.
Finally the Partnership is going to be working through all sectors to stimulate economic development as a key driver for neighbourhood renewal.
One City Partnership Nottingham NRS- October 02 13 1. Background to Neighbourhood Renewal Strategy
The National Strategy for Neighbourhood Renewal is a major initiative from the Government’s Social Exclusion Unit. It was the result of recognition that despite increasing national wealth, poverty over the last 20 years has become increasingly concentrated in individual neighbourhoods which have become socially excluded from mainstream society. It suggests that the main driver of neighbourhood decay is economic, but that the outcomes are multi-faceted and complex. It concludes that the resulting problems require coordinated, long term action which is developed and managed locally and invests in people and communities.
The aim of the national strategy is “to arrest the wholesale decline of deprived neighbourhoods, to reverse it, and to prevent it from recurring.” Success will be measured on the basis of narrowing the gap between deprived areas and the rest of the country in terms of jobs, educational attainment, crime, health and social housing.
By focusing on area aspects of social exclusion, the Neighbourhood Renewal Strategy complements other social exclusion policies that look at particular groups, such as unemployed people, people from ethnic minorities, lone parents or older people, regardless of where they live. By focusing on the social exclusion aspects of specific areas, the Neighbourhood Renewal Strategy complements frameworks such as the Urban White Paper and local government reform, which look at the overall needs of localities whether they are poor or not. (National Strategy Action Plan)
2. Strategic context in Nottingham
The key planning frameworks for Nottingham are being developed with common themes and targets (see Diagram 1) which will enable us to identify comparative rates of change and test out whether action is really benefiting the most disadvantaged communities.
One City Partnership Nottingham NRS- October 02 14 Diagram 1 Showing linkages between the strategies
Partners’ Service Strategies and planning
Neighbourhood Renewal Strategy Spotlight on
Regeneration Community Strategy • (Long-term strategy 15 • Citywide wards for Greater • Nottingham) 8 Themes of city • • Focus on young people in 5 core • Conurbation first phase themes • • wide 10 years although reviewed 10 • 9 Strategic annually years Objectives (themes) • 10 years
Area Plans • 8 Themes • Local areas
Spotlight on Regeneration - Greater Nottingham Partnership Sets aims and targets for promoting economic growth and reducing poverty across the whole of Greater Nottingham, and seeks to promote more collaborative working across the public, private and voluntary sectors, with involvement of residents. GNP has recently been accredited as a Sub-regional Strategic Partnership by East Midlands Development Agency.
Community Strategy – One City Partnership- Nottingham Sets aims and targets for all partners serving the needs of the residents of the City of Nottingham drawing on Area Action Plans and broadly structured within 8 of the themes for Spotlight on Regeneration. During the first phase of this strategy there is focus on young people to meet their needs and aspirations. The Community Strategy will have to take account and connect with the Neighbourhood Renewal Strategy for Nottingham.
Nottingham is also developing a Local Public Sector Agreement which will set challenging targets for service achievements for all partners of the Partnership. The indicators for the PSA and Neighbourhood Renewal Strategy will be common in some cases, with the PSA measuring achievement for the city as a whole and the NRS measuring improvement or decline in the most disadvantaged areas relative to achievement city wide.
Area Action Plans - Area Committees Currently, seven Area Committees cover the whole City Council area. Each Area is made up of around 3-5 wards, and Action Plans are being developed and implemented with the active involvement of local residents, groups, agencies and businesses and the support of local/neighbourhood partnerships. The Action Plans make a major input to the Community Strategy and are structured around the Community Strategy themes.
One City Partnership Nottingham NRS- October 02 15 Changes to Ward boundaries and Area Committee boundaries will be implemented in May 2003, and forward planning for the NRS will take account of this.
3. Aims and challenges of the Strategy
Nottingham is a thriving city with an expanding economy, jobs growth, prestigious universities and colleges and a busy commercial and retail centre. However this picture conceals the high levels of poverty concentrated in some inner city areas and outer estates where services and investment have not so far enabled people to achieve their potential benefit from the city’s prosperity and have an acceptable quality of life.
The Neighbourhood Renewal Strategy is an integral part to achieving the vision of Nottingham’s Community Strategy. Nottingham’s vision is to be ‘a cosmopolitan, sustainable and healthy city that values learning, creativity and enterprise. We will be a city that celebrates the diversity of our citizens and provides opportunities for all to prosper.’
The goal of the Neighbourhood Renewal Strategy is to narrow the gap between the most deprived neighbourhoods and the rest of the country in order to ensure that everybody has a genuine opportunity to benefit from that enhanced quality of life. The Neighbourhood Renewal Strategy therefore, is the tool we use to make sure that the aspiration and the impact is greatest on the most deprived neighbourhoods in Nottingham.
However, it is recognised if Nottingham is to achieve its vision for all of its citizens, partners need to focus action and resources into poor neighbourhoods. There is a need to build on mechanisms such as area working to ensue that local people are able to contribute properly to making decisions on how that action and those resources can be effectively used, and that services are co-ordinated and successfully delivered at both a city wide and a neighbourhood level.
The drive behind the Neighbourhood Renewal Strategy in Nottingham is the commitment of providers and users to make a real and visible difference in Nottingham’s poorer neighbourhoods. The challenge for the partners is to find ways of achieving Local Public Service Agreement “stretch” targets for the City as a whole and at the same time achieve accelerated improvements in the poorest neighbourhoods.
This strategy aims:
• To narrow the gap between Nottingham’s most deprived neighbourhoods and the rest of the city and country in the areas of employment, educational attainment, crime, health and housing.
• To provide a focus for joint action by public, private, voluntary and community sectors across all our deprived communities.
• To achieve accelerated improvement against the Government’s floor targets in each priority ward, some of these targets will be further developed through the Community Strategy.
• To base action on a clear understanding of the needs and aspirations of local communities through Area action plans and the statistical intelligence obtained about the neighbourhoods within the deprived wards. One City Partnership Nottingham NRS- October 02 16
• To work together to direct resources in support of the aims of this strategy by re- focusing mainstream expenditure, attracting and effectively using external funding and utilising the Neighbourhood Renewal Fund to act as a catalyst for change.
• To use the additional neighbourhood renewal resources to support the implementation of locally developed Local Neighbourhood Renewal Strategy Action Plans.
• To promote local economic development in the disadvantaged areas covered by the strategy.
How this is achieved will be built on the following principles:
The Partnership will:
• Start from the needs of residents and not how services have traditionally been organised in the past.
• Secure significant improvement in basic services in the most deprived areas, and build that commitment into formal plans and strategies, to join up mainstream service delivery .
• Provide people with the mechanisms to participate in decisions about services by developing an area management approach as a pathway to neighbourhood management.
• Focus on building sustainable solutions rather than short term initiatives.
• Review the use of capital assets such as buildings and look to share with other partners.
• Involve the Community and Voluntary sector in delivering mainstream services rather than seeing this sector as marginal to the process.
• Involve all sectors in stimulating economic development in the disadvantaged areas.
• Use the Power of Well Being and the flexibility that provides to address Neighbourhood Renewal
If we are successful the city will - be a more attractive place to live and work - have increased sense of “stakeholding” amongst all communities - be a safer and more secure environment - be a stronger and more cohesive community
The price of failure could result in: - more polarisation between communities; - alienated and disaffected communities; - continuing poor service outcomes;
One City Partnership Nottingham NRS- October 02 17 - hold back the economic growth potential of the city.
For the partners this could result in: - loss of resources; - loss of responsibilities for services; - increased central government intervention in how services are delivered.
4. Identification of priority neighbourhoods (see map in appendix 1)
Using the methodology suggested in the guidance the strategy is aimed at the 15 wards; see below, that fall within poorest 10% of wards nationally: Aspley Beechdale Bestwood Park Bilborough Bridge Bulwell East Bulwell West Byron Forest Lenton Manvers Radford St Anns Trent Strelley
Additionally a number of pockets of disadvantage that fall wholly or partly outside of these 15 wards are included:
Edwards Lane; Highbury Vale Estate; Brewsters Road; Kendale Court/Kingthorpe Close; Lenton Abbey; Kennington Road/Southwold Drive; Radford St Peters; Cardale/Hereford Road; New Lenton; Old Lenton; North Sherwood Street; Nobel Road.
With 15 wards plus a number of small neighbourhoods within the strategy, the scale of the task in Nottingham is considerable, over 60% of the total population, and it will be necessary to adopt an approach that allows us to focus down and seek to make a significant impact.
The changes to ward boundaries from May 2003 will require some review of eligible wards based on evidence of disadvantage. Early analysis shows that 7 out of 9 of the Area Committees will cover the most deprived wards. At this stage of the strategy we have used the existing wards and area committee boundaries, although some of the actions will have to be implemented on the new ward boundaries.
5. The problems facing the priority neighbourhoods
The starting point for this has been to analyse and understand the key issues and concerns that have been raised through the area action planning process that was carried out by the Area Committees of Nottingham City Council. One City Partnership Nottingham NRS- October 02 18
The outcomes of this process have been cross referenced and integrated with the outcomes of consultation proceses that other key partners such as Police, Learning and Skills Council, Jobcentre Plus, and Primary Care Trust have been through in preparing their key strategies and action plans.
A profile of each areas covered by the Area Committee with information on wards has been prepared and is attached in Appendix 2.
Within the 15 wards, identified above, there is a large concentration of groups which experience negative discrimination and are at a greater risk of poverty and social exclusion than the community as a whole. These 15 wards include:
• 7 of the 8 wards in the City with the highest proportion of black and minority ethnic residents. • 11 of the 13 City wards with above the City average numbers of claimants of Incapacity Benefit and Severe Disablement Allowance • 8 of the 12 wards with above average numbers of lone parent households claiming means tested Housing and Council Tax Benefit (and the 5 wards with by far the highest numbers of claimants)
Strategies to tackle inequality and discrimination, social exclusion and neighbourhood renewal are therefore most likely to be effective if their interdependency is understood and taken into account and if the people affected are involved in developing possible solutions. Accelerated improvement amongst those groups and communities whose needs are least well met is central to achieving overall service improvement.
6. Resources partners currently spend in the prority neighbourhoods
This is an extremely difficult task to complete given that a number of the service providers do not operate on ward or Area basis. A number of the community and volunatary organisations also operate across the whole of city rather specifically for one neighbourhood or area.
The partners have produced an analysis of public expenditure across the whole of the city, see Appendix 3 for details. This provides the starting point for the process but it is the intention of the Partnership to build upon this.
Information at ward level on where public expenditure goes is available for Nottingham City from the pilot study undertaken for the DETR by Bramley et al (1998) 'Where does Public Spending Go?' This pilot study covered three urban areas Brent (London), Liverpool and Nottingham. The report produced estimates of both central and local public expenditures in each ward and estimated the average spend per head and average spend per household in each ward
This was a major study that used a variety of approaches to pull the data together - some being based on 100% coverage from data supplied by central government departments e.g.
One City Partnership Nottingham NRS- October 02 19 social security, some based on old survey data and some based on modelling procedures e.g. use of facilities such as libraries.
Although produced in 1998, using mid 1990s data, the information is still likely to be a reasonable characterisation of the relative expenditures in different wards. It also allows a comparison to be made between expenditure for amelioration (e.g. social security) and that for investment (e.g. education and training).
The report clearly spells out the methodology adopted and, equally as important, the limitations and problems associated with gathering data at a sub local authority level. The methodology is replicable but, as the original large research team found, such research is time consuming, expensive and complex. Nevertheless it is the intention of the Partnership to build on and update the earlier analysis, subject to resources.
The community and voluntary sector provides an important mix of services, projects and initiatives across the city, using a variety of approaches and supported by diverse funding sources. It will be difficult to get a complete analysis of these resources, but the Community Network already have information about organisations’ locations, funding and aims and it can build on this to develop accurate information about the capacity of the sector in the city. There is a need to strengthen and extend what is already known by sharing information and working through the following steps:
• Map projects together with partners In 2001 Nottingham City Council brought together key people from the voluntary sector, funders and other partners to map the physical location of known larger voluntary sector organisations and to categorise them by areas of work. The result provides a foundation for further work and demonstrates the value of bringing partners together to build a body of knowledge.
• Share funding information The mapping exercise also provided an analysis of much of the public funding going into areas. This is only a partial picture of funding in the sector and progress is needed towards consistent reporting systems that allow area analysis.
• Research city-wide social and economic impact of sector Nottingham CVS is planning a mapping exercise that will look at the economic and social impact of the sector in Nottingham, including number of staff, contribution to GDP, organisations’ spending and the value of volunteer’s time.
• Incorporate community and voluntary sector’s own data Nottingham CVS has a large database of community and voluntary organisations in the city. Several other members of the Community Network also have databases that could be incorporated into Nottingham City Council’s area map information. There is also scope to include information held by local area partnerships.
• Explore further potential As well as capturing the existing resources and capacity of the community and voluntary sector, it will be important to establish the potential for the sector to play a larger part in service provision.
One City Partnership Nottingham NRS- October 02 20 The task of trying to quantify the level of business sector ‘investment’ and the contribution it makes into an area is equally difficult. The work that will be undertaken by the Partnership’s Business Broker will help to build up the picture.
7. Implementation of strategy
The key to ensuring the strategy is implemented successfully is the acceptance by the partners of the partnership that a more localised area focus is the most effective approach in the future in terms of joined up service delivery and thereby narrowing the gap between the priority neighbourhoods and the rest of the city and country
The partnership believes in the philosophy and principles of neighbourhood management to involve local people and communities to work with partners to deliver services in a more joined up way.
The strategy proposes six distinct but interconnected actions:
1. Joined up service delivery in local areas;
2. Use of local area management as a pathway to neighbourhood management and the development of local LNRS action plans;
3. Devolution of the neighbourhood renewal resources such as Neighbourhood Renewal Fund to support the local area management approach to deliver agreed service outcomes within LNRS Action Plans;
4. Partners’ commitment to reviewing and refocusing mainstream resources to support the local area management approach to deliver against agreed outcomes within the LNRS Action Plans ;
5. Active involvement of the Community and Voluntary sector in the neighbourhood renewal process including delivering services;
6. Using all sectors to stimulate economic development as a key driver for neighbourhood renewal.
ACTION ONE- JOINED UP SERVICE DELIVERY IN LOCAL AREAS
Joining up is a key challenge for the partners of the OCPN. It is a concept that has been given a great deal of importance by government in the Action Plan for the national strategy. Also, joining up is a key component in meeting the objective of improving services.
The strategy has to take account of the statutory responsibilities of partners and therefore it will concentrate on partner resources, processes/delivery and clients/customers where those are common to more than one of the partners. The strategy has to make best use of mainstream resources by ensuring opportunities within areas of commonality are maximised (see diagram 2). The strategy will work with and enhance related strategies for the delivery of statutory mainstream services by bringing in a focus on local analysis and local action that could lead to co-location or provide gateways to the services of a wide range of partners.
One City Partnership Nottingham NRS- October 02 21 Diagram 2- Showing the areas of commonality
Partner processes/delivery
Partner resources e.g. Partner financial/people clients/customers
Within these areas there is need to move away from individual service planning to working together to through the locally developed LNRS Action Plans.
There are number of different approaches to service delivery available to partners, as illustrated with the spectrum of joint action:
Individual------Complementary------Sharing------Pooling
Individual service Individual service Some aspects of A single service plans. Little plans but taking services plan developed and account of the account of the roles developed and delivered by all plans of other and plans of other delivered jointly partners working as partners. partners. with other one team with a partners including pooled budget. some Co-location/ shared sharing/pooling use and of resources. management of premises.
Some examples already exist where partners are beginning to join up. For example the City Council’s approach to area based asset management is being shared with the Primary Care Trust. Other immediate opportunities to join up with partners exist around the consultation and communication arrangements.
ACTION TWO- USE OF LOCAL AREA MANAGEMENT AS A PATHWAY TO NEIGHBOURHOOD MANAGEMENT
The OCPN has agreed that the way forward is to build on the Area approach, which has been a feature of partners like Nottingham City Council for some time, as a pathway to neighbourhood management and action. Potentially, where it would add value, Neighbourhood Managers would be given the responsibility for local service delivery.
The Partnership will build on and adapt existing arrangements drawing on the findings of the review of area working in Nottingham, which is currently being done by mtl consultants. The One City Partnership Nottingham NRS- October 02 22 draft report has set out a number of options (hybrid, integrated and radical- elements of all three exist in the city) which the Partnership will need to evaluate. The partnership recognises that there will not be identical arrangements in all areas - these will be developed to local needs and circumstances.
Notwithstanding the outcome of the review, it is proposed that each area, using the City Council Area Committee boundaries, is recognised by the OCPN as the basis for local area management. There will need to be some flexibility around the margins to ensure that neighbourhoods are considered by the most appropriate local area management area.
The principle of subsidiarity will apply – that services are planned and managed at the most appropriate level - therefore local area management will apply to those services where it is possible to add value and improve service delivery through this approach.
This strategy is a framework document and does not seek to prescribe the detailed interventions in each area. These will need to be developed locally. Each of the areas , with the input of the public, private and community and voluntary sectors, will be required to produce for the One City Partnership an evidence based Neighbourhood Renewal Strategy Action Plan that will address barriers to improvement and identify specific client groups. The Plans will include: • which NRS indicators are priority for improvement in the relevant wards/ neighbourhoods, and targets for improvement • which services are priority for joined up delivery and refocusing to address local issues or barriers to improvement and the opportunities to do this • how devolved neighbourhood renewal resources will be used to enhance or adapt mainstream services and how the change will be sustained • evidence for the effectiveness of proposals
More detailed guidance for the Action Plans will be developed.
Areas may wish to apply and adapt the model used by the New Deal for Committees initiative which quantifies standard services as Silver Standard and the additionality through a Gold Standard.
Progress against each of the plans will be monitored and evaluated locally as well as by the Partnership across all of the areas and the wider city.
This approach is to be rolled out across the 7 Area Committees that cover all the priority wards and neighbourhoods. However it is accepted that there may be a need to phase and/or pilot the rollout of this approach in terms of the areas and services, given that the approach requires a major cultural change in many partner organisations.
Nottingham has a pilot for neighbourhood management within the New Deal for Committees initiative which covers Radford and parts of Hyson Green. The areas will need to take on board any learning that has come out of this initiative when working on their Action Plans and there may also be a need to test out certain interventions/approaches in the NDC area before extending to other parts of the city.
One City Partnership Nottingham NRS- October 02 23 ACTION THREE- DEVOLUTION OF NEGIHBOURHOOD RENEWAL RESOURCES TO SUPPORT LOCAL AREA MANAGEMENT APPROACH TO DELIVER AGAINST AGREED OUTCOMES WITHIN LOCAL LNRS ACTION PLANS
The partners are committed to the strategy and therefore will be seeking to ensure that it is successfully implemented and resourced. The Partnership will use its additional specialist neighbourhood renewal resources such as NRF, Neighbourhood Learning in Deprived Communities fund, SRB, NDC as catalytic funding to implement the actions arising from the LNRS Action Plans. Additionally it is expected that partner resources will be used more effectively and efficiently through ‘joint working’ and co-location.
It is proposed that if the Neighbourhood Renewal Fund is extended to 2004 -6, these new resources are devolved to the Areas to use to test out new approaches in service delivery. These would have to be consistent with the LNRS Action Plan for the area and be contributing to the achievement of the targets within the Strategy. Each Area will have to demonstrate that it is narrowing the gap in terms of the agreed outcomes within the priority wards/pockets that fall within in it. The devolved funding is subject to Areas being to able to make progress towards narrowing the gap in relation to the indicators set out in Section 8.
The Neighbourhood Renewal resources could also be used to provide funding to services to support the transition that may be necessary to adapt services to tackle local barriers to accelerated improvement.
ACTION FOUR - PARTNERS COMMITMENT TO REVIEWING AND REFOCUSING MAINSTREAM RESOURCES THROUGH THE LOCAL AREA MANAGEMENT APPROACH TO DELIVER AGAINST AGREED OUTCOMES WITHIN LNRS ACTION PLANS
Ultimately, delivery of long-term and sustainable improvement in the priority areas will require a significant commitment from partners to use their mainstream budgets to support the local area management approach.
In the short term, partners have made a commitment to reviewing how resources are used locally and re-focussing to overcome barriers and to accelerate improvement in the most disadvantaged areas. If 1% of the overall total resources including people, finance and assets, was identified to support this approach that would equate to a sum of £10m per annum.
Achieving this action is not going to be easy for partners but it expected that this will be achieved incrementally over the first few years of the strategy. Furthermore, it may be possible that this is easier to achieve within particular areas of the city and with particular services.
The success of the strategy will depend on individual partners endorsing and committing themselves to a significant change in culture from one where joint working is dependent on commitment of individuals to one where the organisational framework facilitates joint working with the active involvement of the communities they are serving.
One City Partnership Nottingham NRS- October 02 24 ACTION FIVE- ACTIVE INVOLVEMENT OF THE COMMUNITY & VOLUNTARY SECTOR IN THE NEIGHBOURHOOD RENEWAL PROCESS INCLUDING DELIVERING SERVICES
The key thrust of neighbourhood management is ‘to help deprived communities and local services improve local outcomes by improving and joining up local services and making them more responsive to local needs’ 2. The OCPN believes that the community and voluntary sector, through the Community Network, has a key role in helping the Partnership to move towards achieving a local area management approach that is in line with the government’s thinking and be more involved in service delivery.
This sector is important for the Partnership in order to achieve the objectives of the LNRS because:
1. It provides significant opportunities for people to engage locally; 2. It provides through a number of voluntary and community groups services that complement and supplement the mainstream; 3. It makes a significant contribution to the economic base of the priority neighbourhoods. 4. It is a sector that affords considerable opportunities to work in partnership with the public and private sectors to address the outcomes within the LNRS. 5. It has knowledge and expertise on the disadvantage facing particular groups and communities e.g. disabled people 6. It could provide a key input into developing capacity for local area management e.g. Community Champions.
The partnership will look to work with community and voluntary sector to provide further opportunities for them:
1. To design, develop and deliver additional services through a range of delivery models including the social economy as well as the traditional organisational routes. 2. To better co-ordinate and join up the investment made to support this sector made by partners. 3. To focus on the priority areas, activity, services , and outcomes. 4. To provide fresh and effective alternative approaches to deliver services and outcomes.
ACTION 6 - USING ALL SECTORS TO STIMULATE ECONOMIC DEVELOPMENT AS A KEY DRIVER FOR NEIGHBOURHOOD RENEWAL
Government identified that in most areas the main driver of neighbourhood decay has been economic. “Getting people to work” was a key theme of “Bringing Britain together – a national strategy for neighbourhood renewal”. Priorities to tackle concentrated unemployment included – maximising the potential of New Deal; tackling barriers such as poor skills and discrimination; innovative approaches to helping people back into the labour market eg benefit flexibilities, work experience and business start ups.
The Partnership will aim to maximise the benefit of the City’s economic growth across disadvantaged areas. This will be achieved by all sectors joining up to maximise the input from the individual sectors that is set out below.
2 Report of Policy Action Team 4: Neighbourhood Management One City Partnership Nottingham NRS- October 02 25
Private sector – the Business Broker and City Growth Strategies will be instrumental in enabling the private sector to play a key role in Neighbourhood Renewal. Partners will work together to support and grow local businesses, with priority given to businesses that operate in or are committed to employing people from disadvantaged areas and communities; maximise use of local recruitment services aimed at disadvantaged communities; promote good employment practice in, for example, recruitment and staff development; provide quality work experience; extend partnerships between businesses and education and training providers.
Voluntary and community sector – the voluntary sector is a major employer and training provider and this will be extended through development/ promotion of the social economy and social enterprise, with a focus on creating opportunities for people from disadvantaged areas and communities. This approach is particularly appropriate to Neighbourhood Renewal given its potential to employ and train local people to meet local needs in a locally appropriate way.
Public sector – public sector agencies have the economic potential to make a significant impact on local employment through their recruitment, procurement and purchasing policies. Through this Strategy, the work initiated by some partners to maximise the benefit to disadvantaged communities of their spending power both as employers and purchasers of goods and services will be extended across all partners and areas of activity.
Education and training providers will develop pathways to learning linked to advice and guidance and ensure that training funds and provision are linked to the needs of local employers, including a focus on core skills/ transferable skills and pre-recruitment training. Provision will be co-ordinated effectively at local level through Local Learning Plans – these will also ensure that it is appropriate and relevant to local needs and opportunities.
Through the Strategy, the Partnership will explore options (including proposals for flexibilities) for using benefits as a springboard for individuals to make an active contribution to Neighbourhood Renewal, whether through voluntary work, community development, personal/ vocational development or economic activity.
The Partnership is keen to promote the opportunities offered by the Social Economy sector as major driver of economic activity in the priority neighbourhoods.
8. Outcomes and Evaluation of impact
Whilst setting challenging targets for overall improvement for the city against each of the key indicators (Community Strategy/Local Public Service Agreement) the NRS will require an accelerated rate of improvement in the most disadvantaged neighbourhoods.
The indicators/outcomes selected are connected to the Community Strategy and the Public Service Agreement initiative.
A small number of key indicators have been identified to provide a way of quantifying the rate of change see below. These indicators have been selected to reflect the 5 core themes in the National NRS. Not all the NRF Floor Outcomes have been identified as indicators as there are problems in measuring some of these at a ward level.
One City Partnership Nottingham NRS- October 02 26 These are only headline indicators and will need to be “unpicked” by individual partners with the involvement of local communities to identify action which is likely to be effective. (For example, the rate of coronary heart disease is affected by diet, exercise, smoking, stress etc, and action to address these will lead towards the long term goal of reducing deaths by CHD).
Headline indicators will also need to be analysed in the context of specific neighbourhoods. (For example, the factors which lead to persistently high unemployment in Radford may be different from those on outer estates of the City).
At this stage, indicators can be broken down to ward level, but it is intended to ask partners to supply information on a postcode basis as far as possible, to allow analysis of pockets of disadvantage outside the 15 wards in Nottingham in the poorest 10% nationally.
NRS Theme Indicators
Employment Levels of employment Unemployment/Long term unemployment Secondary : Number of jobs available in the city Education Level 4 at Key Stage 2 – English Level 4 at Key Stage 2 – Maths 5+ Passes (Grades A – C) at GCSE Secondary : Participation of 16-18s in education, learning and training Adults’ literacy and numeracy skills Health Deaths from Coronary Heart Disease Admissions to hospital for injuries or poisoning for children under 15 years (Secondary : Mental Health Indicator? Teenage Pregnancy?)
Crime Domestic Burglary Youth Offenders (by place of residence) Secondary : Abandoned vehicles) Housing Turnover of Local Authority Tenancies Average length of Vacancy in Local Authority Properties To be brought in : Housing achieving decent standard Generic House Prices Households in receipt of Council Tax/ Housing Benefit Pupils eligible for free school meals
These indicators will only tell part of the story, and it is important to evaluate progress on other outcomes which cannot be “counted” in the same way, for example community One City Partnership Nottingham NRS- October 02 27 confidence and social capital. The Performance and Evaluation Sub-group of the Partnership will develop proposals for more qualitative evaluation on the impact of the strategy at a local level, possibly based on the key planks of the National Strategy (reviving local economies; reviving communities; ensuring decent services; leadership and joint working).
It will also be important to learn from success (and failure) and the Evaluation Network will develop a number of ways for this to happen, including workshops and toolkits. Sharing and building on experience is a key feature of the Neighbourhood Renewal Strategy. This will depend on the commitment of all partners at a senior level to support participation by staff involved in direct delivery of services, and a willingness to engage with the experience of clients and residents.
The Partnership is finalising the outcomes that will be achieved, and by when, for this strategy. A large number of these will be prescribed and informed by other strategies and processes such as the NRF floor outcomes and the LPSA’s. With the latter there is an opportunity to decide and determine 6 out of 12 outcomes locally.
In Appendix 4 we set out the current baseline position for the outcome indicators listed above. The next stage is to work with the Areas to set out the targets for the wards and neighbourhoods in relation to the indicators.
9. One City Partnership Nottingham’s Learning and Skills Plan
The Government expects each accredited LSP to develop and implement a learning and skills plan as part of its Local Neighbourhood Renewal Strategy. The Partnership will produce its plan over the next few months so that it is timely and relevant in the implementation phase of its LNRS. The plan will focus on:
- the skills and learning needed to support the implementation of the LNRS;
-the skills and learning needs for Board members and partners to engage fully with the Partnership;
- the skills and learning needs of professionals and organisations working within the area of the LSP;
- the skills and learning needs of residents to engage in the neighbourhood renewal process.
One City Partnership Nottingham NRS- October 02 28
10. Timescales
An indicative timetable is set out below
Task With the involvement of Deadline/ expected date
Agreement of strategy OCP partners. OCP Board 30 September 2002 and proposed approach
Prepare and agree Area Committees of Process starts beginning of Neighbourhood Renewal Nottingham City Council October. It is anticipated Strategy Action Plans OCP partners that the first Action Plans Strategy Sub-group OCP will be ready by April 2003
Prepare and agree OCPN’s OCP partners End of November 2002 learning and skills plan OCP sub-group
Use Plans to implement Individual partner Ongoing after April 2003 changes in services organisations
Evaluate progress against OCP Performance and First formal evaluation to the LNRS Action Plans Evaluation Sub-group take place June 2003 and annually thereafter.
This is a long-term strategy over at least 10 years although it will need to be reviewed and impact evaluated annually and where necessary modified during this period.
One City Partnership Nottingham NRS- October 02 29
Appendix 1- Map of priority neighbourhoods
One City Partnership Nottingham NRS- October 02 30
One City Partnership Nottingham NRS- October 02 31
Appendix 2- Area Profiles Name of committee covering area
Area 1 Committee
Wards within Area: Bulwell East, Bulwell West, Byron, Bestwood Park
Wards/ neighbourhoods within NRS Bulwell East, Bulwell West, Byron, Bestwood Park
Demographic profile WARD POPULATION BY AGE (1999) Bestwood Park Bulwell East Bulwell West Byron 0 2 4 6 8 10 12 14
Age Under 5 5 to 14 15 to 24 25 to 59 60+
AREA AGE STRUCTURE (%) COMPARED WITH THE CITY
Area 1 City 0% 20% 40% 60% 80% 100%
POPULATION IN MINORITY ETHNIC GROUPS BY WARD (1991)
Bestwood Park Bulwell East Bulwell West Byron 0 500 1000 1500 2000 2500 3000
Black Indian Pakistani/Bangladeshi Other
Area 1 City 0 5 10 15 20 25
One City Partnership Nottingham NRS- October 02 32
Description of area, including physical characteristics :
Located to the north and north west of the city, includes large areas of outer social housing estates built in the 50s, 60s and 70s and the old town of Bulwell. There are estates of extreme disadvantage and estates that, while relatively less obviously poor, could easily slip into decline. A sense of isolation on the furthest flung estates, for example Bulwell Hall. While Bulwell is now effectively a suburb of Nottingham, it maintains its own identity, has a good range of local services including a shopping centre and market, Job Centre, housing office, FE College annexe. Bulwell also has a mix of older terraced housing, modern owner occupied housing, local authority estates and some substantial industrial areas. The rest of the Area is mainly residential – council built estates and some owner occupied. Large areas of green space, especially in Bestwood/Top Valley, and most houses have gardens. Housing on the older estates is mainly structurally sound, some newer estates have design problems commonly associated with their period (eg cut throughs, no individual gardens). Some of the economic decline in Area 1 is connected to pit closures during the 1980s.
Key local concerns/issues(from Area Action Planning consultations)
Housing and Environment - Greater involvement of local groups/ organisations in managing and delivering housing maintenance and repairs - Rubbish, vandalism, nuisance, poorly kept gardens - Management of flats and communal gardens (BestTop) - Isolation of peripheral estates from services and limited public transport, especially at night (Snape Wood, Bulwell Hall) - Central heating (Bestwood Park) - Investment needed in parks play provision and open spaces.
Crime - Peer mentoring and mediation schemes, especially for young people - Bullying and negative peer pressure/ role models - Alcohol, drugs and substance misuse, associated risk taking behaviour - Indoor and outdoor facilities/ activities for young people, and part time jobs, training and jobs with a future - Look to “officialdom” to sort things out – witness intimidation and fear of reprisals - Family instability and lack of parental support - Communication and ability to respond to intelligence led policing and problem solving. (Street Wardens).
Health - High rate of teenage conceptions - Too little time for health promotion work with vulnerable families - Families on low income - Drugs and substance misuse, health information advice and support needed.
Education - Peer mentoring and behaviour support programmes in schools - Target support to tackle poor school attendance at specific families - Outreach work to promote early education with vulnerable families - Increase pre-school facilities and nursery places - Poor performance in some primary schools (BestTop) - Bullying
One City Partnership Nottingham NRS- October 02 33
Employment - Work with local employers to link training to their skills needs - Young people are highest priority for jobs/training - Need to build skills and confidence of young people - Deliver services (eg housing repairs/ maintenance) through local groups - Re-use/ convert vacant shops and garages as employment units - Improve transport links between homes and work - Potential of development sites – mixed residential/employment use - Lack of childcare facilities - pre-school, after school, holidays
Key issues identified from IMD and crime stats (see table at Appendix 4) (figures in brackets show ranking out of 27 wards – 1 = poorest)
Bulwell East – health (8) is biggest issue, but housing/environment (11) and employment (12) also fairly poor. Disadvantage most concentrated on Bulwell Hall Estate, including very poor educational achievement. Bulwell West – Education (6) and numbers of young offenders (6) and health (7) are poor, unemployment (11) and burglary rates (12) also high. Bestwood Park – Education (5), unemployment (9) and numbers of young offenders (9) are biggest issues. Health (11) also relatively poor. Byron – education (7) and numbers of young offenders (8) are key concerns, housing and environment (10) also fairly poor
Partner resources in the area: Local to area
Red Lion, Crabtree Farm, Snape Wood, , Norwich Gardens(?), Top Valley, Bestwood Estate, Bestwood Park, Rise Park CCs Bestwood Youth Project, Bigwood, Top Valley, Bulwell, William Olds YCs Bestwood Advice Centre, Bulwell Advice Centre Health Centres, Bulwell and Bestwood Park. 18 primary schools and 4 secondary schools. Bestwood, Bulwell, Top Valley Libraries Ken Martin Pool, Bestwood Park swimming pool, Southglade Leisure Centre Bulwell Community Garden Bulwell and Bestwood Housing Offices, Bestwood, Crabtree and Bulwell Hall Neighbourhood Housing Offices
Citywide
Social Services Children in Need Team (part of City) Bulwell Country Park Bulwell Job Centre (part of City)
Opportunities (as known over the next 5 years)
BestTop development plan for land use Southglade industrial park development Southglade Leisure Centre/ Healthy Living Centre/ SureStart Sure Start Bestwood and Bulwell. Healthy Living Centres Bestwood and Bulwell Hall.
One City Partnership Nottingham NRS- October 02 34
Local mechanisms for community involvement and consultation
Bulwell Vision, Bestwood Partnership Forum, BestTop area wide forum, 3 S’s Residents’ Associations
One City Partnership Nottingham NRS- October 02 35
Name of committee covering area :
North East Area Committee
Wards within Area:
Basford, Mapperley, Portland, Sherwood
Wards/ neighbourhoods within NRS
Edwards Lane Estate, Highbury Vale Estate, Kendale Court/ Kingsthorpe Close
Demographic profile: WARD POPULATION BY AGE (1999) Basford Mapperley Portland Sherwood 0 2 4 6 8 10 12 14
Age Under 5 5 to 14 15 to 24 25 to 59 60+
AREA AGE STRUCTURE (%) COMPARED WITH THE CITY
Area 2 City 0% 20% 40% 60% 80% 100%
POPULATION IN MINORITY ETHNIC GROUPS BY WARD (1991)
Basford Mapperley Portland Sherwood 0 500 1000 1500 2000 2500 3000
Black Indian Pakistani/Bangladeshi Other
Area 2 City 0 5 10 15 20 25
One City Partnership Nottingham NRS- October 02 36
Description of area, including physical characteristics :
The Area has a mix of residential and industrial areas, a district shopping centre in Sherwood and a scatter of other retail eg small shops, car showrooms. Several major roads run through and around the Area and are significant barriers, particularly to children’s access to facilities. It includes some of the most affluent and desirable neighbourhoods in the city, areas of terraced streets and relatively stable council housing estates where many of the houses have been bought, but also some pockets of severe disadvantage in Highbury Vale, Edwards Lane and in Brewsters Road area (on the edge of St Anns). Connections to the city centre from most parts of the area are good, although Highbury Vale tends to relate more to Bulwell, and Edwards Lane feels rather isolated. The City Hospital is a major local presence.
Key local concerns/issues (from Area Action Planning consultations )
Housing and Environment Neighbour conflict /”problem families”/ improve housing management Young people causing damage Litter and general untidiness Housing repairs – system and standard of work, need for some improvements and modernisation on Edwards Lane Good community spirit and networks (Stockhill) Easy access to shops, schools, city centre, out of town
Crime
Bored young people Lack of facilities for young people High youth unemployment Drugs misuse Prostitution
Health
Social fragmentation, isolation, depression, stress Need to promote healthy lifestyles Concerns re drug and substance misuse Environmental impact
Education
Support for families Disaffection of young people
Employment
Word of mouth a key way of finding work (Edwards Lane) Low aspirations, lack of awareness of importance of skills when seeking work, nearly half people surveyed not interested in education or training (Edwards Lane) 70% people surveyed on Edwards Lane had no nationally recognised qualification
One City Partnership Nottingham NRS- October 02 37
Key issues identified from IMD and crime stats (see table at Appendix 4) (figures in brackets show ranking out of 27 wards – 1 = poorest)
All wards are amongst the less disadvantaged in the City. However : Portland – high numbers of young offenders (5), and fairly poor on education (12). This ward includes Highbury Vale Estate, with particularly poor education outcomes. Basford – main concern is education (14), particularly in Edwards Lane Mapperley Ward overall is amongst the least disadvantaged wards in the City, but unemployment is very high in Brewsters Road/ Kildare Road/ Kingsthorpe Close
Partner resources in the area: Local to area Oxclose Lane Police Station, The Place Basford, Sherwood libraries Sherwood, Edwards Lane, Mapperley, Old Basford CCs 2 Nursery/Infants, 8 Primary/Junior Schools, 4 secondary schools Sherwood Health Centre Vernon Park Citywide
City Hospital Woodthorpe Park Play for Children Headway House
Opportunities (as known over the next 5 years)
No major developments
Local mechanisms for community involvement and consultation
Edwards Lane Partnership, regular Area Committee forums in each ward
One City Partnership Nottingham NRS- October 02 38
Name of committee covering area
West Area Committee
Wards within Area : Aspley, Beechdale, Bilborough, Strelley, Wollaton
Wards/ neighbourhoods within NRS Aspley, Beechdale, Bilborough, Strelley Lenton Abbey estate
Demographic profile : POPULATION IN MINORITY ETHNIC GROUPS BY WARD (1991)
Aspley Beechdale Bilborough Strelley Wollaton 0 500 1000 1500 2000 2500 3000
Black Indian Pakistani/Bangladeshi Other
Area 3 City 0 5 10 15 20 25
WARD POPULATION BY AGE (1999) Aspley Beechdale Bilborough Strelley Wollaton 0 2 4 6 8 10 12 14
Age Under 5 5 to 14 15 to 24 25 to 59 60+
AREA AGE STRUCTURE (%) COMPARED WITH THE CITY
Area 3 City 0% 20% 40% 60% 80% 100%
One City Partnership Nottingham NRS- October 02 39
Description of area, including physical characteristics:
With the exception of Wollaton, the area is dominated by large council housing estates, mainly built during the 40s and 50s. The population is mainly white, although numbers of ethnic minority/ dual heritage chilren and young people are increasing. Bilborough and Beechdale and parts of Aspley tended to have relatively stable skilled working class populations until recently, with a significant proportion of houses bought under right to buy. As the number of original residents declines, younger families are moving in and the estates are becoming more disadvantaged and less settled. Beechdale in particular has housing appropriate for, and occupied by, elderly people. Some estates, particularly Broxtowe (Strelley Ward) and Bells Lane (Aspley) have a long history of severe disadvantage, with generations of unemployment in some families. Most of the City’s social housing for large families is on Broxtowe Estate. The West Area’s residents have been severely affected by the decline of traditional industries (eg coalmining, Raleigh, Players). Wollaton ward is the only ward in Nottingham to make it into the top 50% wards in the IMD, but only just. It has some of the most desirable housing in the city, but also includes pockets of severe disadvantage. The Area has some small industrial estates and a new business park, and has very easy access to the M1. There are several small shopping parades, a village centre in Wollaton and some isolated shops on the estates. Large parts of the Area have little connection to the City centre, some estates relate mainly to Bulwell for services outside the immediate neighbourhood.
Key local concerns/issues (from Area Action Planning consultations)
Housing / Environment - intergenerational issues (Bilborough) - rubbish, litter, vandalism, dog fouling - anti social behaviour, including young people’s behaviour, bullying on the streets, neighbour nuisance, noisy dogs - isolation from facilities and resources (Moorgreen) - traffic management, speeding cars Crime - availability of drugs, drug abuse, drug related crime - anti social behaviour, bullying, neighbour nuisance, vandalism - car crime and burglary - lack of exciting imaginative projects to engage young people - improve existing facilities, information and access for young people
Health - parenting support, peer support - lack of self esteem and stress and anxiety due to neighbour nuisance, crime, anti social behaviour, loneliness, poverty, lack of community spirit - low awareness of non statutory mental health services - worries about friends, relationships, exams, bullying (young people) - young people involved in high risk activities - lack of meeting places for African Caribbean elders - cold damp housing (Aspley) - need for local facilities and guidance to promote healthy lifestyles
Education - schools/parent/communities links, including adult education in schools - parenting skills and support, child protection issues, lack of home stability, impact of family mental health problems on pupils - lack of educational psychology resources to meet needs - school absence for health/ family reasons (15 –20% pupils surveyed) One City Partnership Nottingham NRS- October 02 40
- bullying (affected 33% Aspley young people) - early years – diet, development through play - poor school environment (Aspley young people)
Employment - Childcare (being addressed through SureStart in Broxtowe, Aspley and Denewood Crescent) and family commitments(Broxtowe) are barriers - Travel to work is a barrier (Aspley), lack of local jobs (Broxtowe) - Transport needed to meet needs of shift workers - Poor education and skills levels - ¾ people not interested in gaining extra skills through training (Aspley)
Key issues identified from IMD and crime stats (see table at Appendix 4) (figures in brackets show ranking out of 27 wards – 1 = poorest)
Strelley – worst educational attainment (1) in the country, unemployment (3), housing (4) and health (5) amongst the poorest in the city, high numbers of young offenders (2) and fairly high burglary rate (8). Bilborough – health (9) and education (11) fairly poor. Beechdale –Very poor in education (4) and health (4). Elderly poulation. Aspley - Very poor education (2), high numbers of young offenders (3). Fairly poor housing (7), burglary rates (9) and unemployment (10) Wollaton - Amongst the least disadvantaged in the City across all the issues, although a pocket of deprivation in Lenton Abbey, particularly in education.
Partner resources in the area: Local to area
Aspley Community and Training Centre, Broxtowe Training Centre 13 infant/junior/primary, 5 secondary, 3 special schools Sixways, Bells Lane, Sheila Russell, Wollaton Vale, Beechdale CCs Corner House (NW Nottingham SureStart); Aspley SureStart Strelley Health Centre, Wollaton Vale Health Centre, Aspley Health Centre Beechdale Baths Strelley, Broxtowe, Bilborough Housing Offices Aspley Youth Centre, Balloon Wood Play Centre, Broxtowe Adv. Playground Aspley, Bilborough, Western Boulevard, Strelley, Wollaton Libraries Hope Centre, Broxtowe Training Centre, Aspley Ctty+Training Centre, Bilborough Online Centre Citywide Wollaton Park and Hall Harvey Haddon Stadium Denewood Centre (Notts County Council Training Centre) Nottingham City PCT HQ Opportunities (as known over the next 5 years) Nottingham Business Park; William Crane School site Development of Bilborough College and William Sharp School Local mechanisms for community involvement and consultation
Broxtowe Partnership, Belsatra, Bilborough Fast Track Group, West Area Community Safety Group, West Area Business Watch, 4 T+RAs
One City Partnership Nottingham NRS- October 02 41
Name of committee covering area
Going Four Wards
Wards covered by Area Committee: Radford, Lenton, Forest, Robin Hood
Wards/ neighbourhoods within NRS Radford, Lenton, Forest, Kennington Road/Southwold Drive
Demographic profile: WARD POPULATION BY AGE (1999) Forest Lenton Radford Robin Hood 0 2 4 6 8 10 12 14
Age Under 5 5 to 14 15 to 24 25 to 59 60+
AREA AGE STRUCTURE (%) COMPARED WITH THE CITY
Area 4 City 0% 20% 40% 60% 80% 100%
POPULATION IN MINORITY ETHNIC GROUPS BY WARD (1991)
Forest Lenton Radford Robin Hood
0 500 1000 1500 2000 2500 3000
Black Indian Pakistani/Bangladeshi Other
Area 4 City 0 5 10 15 20 25
One City Partnership Nottingham NRS- October 02 42
Description of area, including physical characteristics:
Inner city, mix of industrial, retail and housing. Older terraces, council and housing association flats and (especially in Robin Hood) traditional council houses. Owner occupied, social rented and private rented. Large student population, especially in Lenton, with likely impact on some statistics, especially education. An area with diverse communities where new arrivals to the city (and country) are more likely to settle at first, including refugees and asylum seekers. High turnover of residents, although also has a proportion of long term residents. Significant number of active residents with strong commitment to the area and their community. High levels of poverty and disadvantage amongst non student residents across much of the area. Fairly poor physical environment, carved up by busy roads, limited green space, many people have no garden. Firearms related crime, drug dealing/ use and prostitution are of great concern.
Key local concerns/issues (from Area Action Planning consultations )
Housing/ Environment - Poor, run down and dirty physical environment and lack of green space - need for integrated approach to managing public/open space (inc traffic) - need for co-ordinated approach to managing housing, including students - low take up of supported housing
Crime - issues arising from prostitution, street drinking, drugs use - inc. violence, harassment, burglary - easy to join diversionary activities for young people at risk - commercial crime - involve community in tackling crime long term
Health - ill health and accident prevention, promotion of healthy lifestyles - mental health needs - isolation and lack of support networks (over 20% people in NDC survey) - services to address prostitution and drug abuse as highest priority (NDC), and street drinkers
Education - more parental involvement in schools and children’s education - open up schools for wider use - poorer achievement amongst African/Caribbean and Asian pupils - dispersal of children across many schools difficult to strengthen school/community links - high population turnover high pupil turnover
Employment - Tie together (targeted ) training and employment opportunities, business opportunities and business support - Business Property Strategy – develop premises to meet emerging needs - Training and access to jobs very high priority (NDC) - Support to meet initial costs of starting a job - Childcare – affordable and available at the times needed
One City Partnership Nottingham NRS- October 02 43
Key issues identified from IMD and crime stats
(figures in brackets show ranking out of 27 wards – 1 = poorest)
Forest Ward – very poor for housing/ environment (2), burglaries (4), unemployment (7). Relatively good health and education (students impact?) Lenton Ward– worst in City for burglaries, very poor housing/ environment (3), high unemployment (6). Health and education relatively good (students?) Radford Ward– High deprivation in all NRS issues, especially housing / environment (1), unemployment (2) burglaries (3) and young offenders (7). Robin Hood Ward– Middling for city (15-16 out of 27) for most issues, but pockets of deprivation in Kennington Road (particularly education) and part of Lenton (particularly housing/ environment)
Partner resources in the area: Local to area Noel Street Baths People First (College Annexe), Berridge Centre, Greenfields, Hyson Green Job Shop Mary Potter Health Centre Hyson Green, Forest Fields, New Basford, John Carroll CCs; Forest Field NC; Hyson Green Youth Club, Forest Fields and Tennyson St Playcentres xx primary schools Radford Housing Office, Hyson Green, Woodlands Neighbourhood Housing Offices Radford/Lenton, and Hyson Green Libraries
Citywide The Forest New College Nottingham, Djanogly CTC Nottingham Community Law Centre John Carroll Leisure Centre (or should this be in the local section?) Radford Unity Complex (has some locally focussed activities) Marcus Garvey Centre, Indian CC, AfroCaribbean Families and Friends, Asian Womens Project, Muslim Womens Centre, Nottingham and Notts Deaf Society Lenton Business Centre Arts Exchange Major opportunities (as known over next 5 years)
New Deal for Communities (Radford, Hyson Green) - £55m to 2010 Tram Possible leisure centre development SureStart Retail Renaissance Development sites Local mechanisms for community involvement and consultation
Partnership Council, LEARN, New Deal for Communities, range of voluntary organisations concentrating on particular issues and/or client groups (Voluntary Sector Forum exists), a number of T+RAs. Youth Forum and Childrens’ Forum.
One City Partnership Nottingham NRS- October 02 44
Name of committee covering area
Area Committee East
Wards within Area : Greenwood, Manvers, St Anns, Trent
Wards/ neighbourhoods within NRS Manvers, St Anns, Trent Cardale/Hereford Road, Brewsters Road
Demographic profile: WARD POPULATION BY AGE (1999) Greenwood Manvers St. Anns Trent 0 2 4 6 8 10 12 14
Age Under 5 5 to 14 15 to 24 25 to 59 60+
AREA AGE STRUCTURE (%) COMPARED WITH THE CITY
Area 5 City 0% 20% 40% 60% 80% 100%
POPULATION IN MINORITY ETHNIC GROUPS BY WARD (1991)
Greenwood Manvers St.Ann's Trent
0 500 1000 1500 2000 2500 3000
Black Indian Pakistani/Bangladeshi Other
Area 5 City 0 5 10 15 20 25
One City Partnership Nottingham NRS- October 02 45
Description of area, including physical characteristics :
The area is built on steep hills and divided by roads leading out of the City centre. St Anns Estate, built in the 60s/70s, covers a large part of the area – mainly low rise housing with recent improvements to design and layout and with a highly multi-cultural community. Much of St Anns Estate was developed as part of a slum clearance programme. Sneinton is a relatively self contained area, with shops, older terraced housing, 1950s council housing and a few high rise blocks, with a significant Muslim community. The Arboretum is an inner city mixed and multi tenure area with limited community facilities. Bakersfield is mainly 1950s council built housing and suburban owner occupied properties. Large parts of the East area are close to the City Centre or have easy access to it. Except parts of Bakersfield, the Area has exceptionally high levels of long term and multiple deprivation with pockets of (relative) affluence. There have been a number of serious firearms incidents in the Area and significant drugs related crime. The Area has a significant refugee community, and also has many of the City’s facilities for homeless people.
Key local concerns/issues (from Area Action Planning consultations )
Housing and Environment Arboretum – issues include concentration of student housing, diversity of tenure; poor state of repair of many houses; High School traffic; lack of children's facilities Crime Fear of attack after dark, and perception of public space being unsafe (and therefore not used by children and families). Need for safety measures like police foot patrols, lighting, CCTV Racism, bullying, need for activities targetted to different age groups of children Varying programmes, arts as well as sports, informal meeting places for young people Problems associated with prostitution, alcoholism, street beggars
Health Concentration of some health needs in the Asian community Need for short term and occasional childcare
Education Need for community based, learner led adult education/training, and to evaluate provision regularly against need and demand 91% adults surveyed in St Anns had no contact with FE in last 12 months Poor image of the Area contributes to barriers to learning Parenting/ support to parents Poverty in Asian community impacts on young people’s education – eg can’t afford the clothes, equipment etc Many Asian young people are alienated from school and job opportunities
Employment Low job expectations and poor educational achievement Business opportunities, advice and guidance available locally, but limited local capital/equity, lack of business planning skills and experience Need for information and advice appropriate to the Asian community
Key issues identified from IMD and crime stats (see table at Appendix 4) (figures in brackets show ranking out of 27 wards – 1 = poorest)
One City Partnership Nottingham NRS- October 02 46
Manvers – poorest ward in the City for employment (1), health (1), youth offenders (1), low educational achievement (3), relatively poor housing and environment (9) and fairly high burglary rates (10) St Anns – poor health (2), high unemployment (5) and burglary rates (5), poor housing (6) but slightly better education (9) and youth offending rates (10) Trent – High burglary rates (2), poor health (3), high unemployment (4), poor housing and environment (5). Education (10) and youth offending (12) relatively better. Greenwood Ward - relatively better off than most wards, although burglary (11) and housing/environment (12) are cause for concern. Unemployment high in Brewsters Rd.
Partner resources in the area: Local to area Chase Action Centre, Sycamore Centre, Bluebell Hill, Sneinton Hermitage, Greenway, Bakersfield, Wells Road, Thorneywood CCs, Asian Womens Project, Azadi, Madrassi-i-Islamia St Anns Advice Centre, Windmill Practice, St Anns and Greenwood Health Centres, St Anns Family Centre 13 infants/nursery, 11 junior, 3 secondary schools Victoria Leisure Centre, Sycamore Sports Barn Oliver Hind Youth Club, St Anns Adventure Playground, Metro Centre, Russell Youth Club Sycamore Y+C Centre St Anns Allotments, Sycamore Business Centre St Anns Housing Office, Sneinton Housing Office St Anns, Sneinton, Bakersfield, Carlton Road Libraries
Citywide Several major homelessness projects and hostels, Housing Choice ACNA, Pakistan Centre, Azadi Nottingham Mosque, Hindu Temple Stonebridge Centre, Stonebridge City Farm, Rosehill School Colwick Country Park, Nottingham Racecourse, Arboretum Nottingham Community College, College St Annexe (NCN), Peoples College Annexe Sneinton Market
Opportunities (as known over the next 5 years)
Waterside Regeneration Eastside Development Marple Square/ Phase 10 Improvements
Local mechanisms for community involvement and consultation Renewal Trust, Phase 10 Action Group, Sneinton and Bakersfield Forum, 7 T+RAs, Area Committee Working Groups, Area Committee Neighbourhood Groups
One City Partnership Nottingham NRS- October 02 47
Name of committee covering area :
Area 7 Committee
Wards within Area : Abbey, Bridge, Park
Wards/ neighbourhoods within NRS Bridge New Lenton, Old Lenton, North Sherwood Street
Demographic profile : WARD POPULATION BY AGE (1999) Abbey Bridge Park 0 2 4 6 8 10 12 14
Age Under 5 5 to 14 15 to 24 25 to 59 60+
AREA AGE STRUCTURE (%) COMPARED WITH THE CITY
Area 7 City 0% 20% 40% 60% 80% 100%
POPULATION IN MINORITY ETHNIC GROUPS BY WARD (1991)
Abbey
Bridge
Park
0 500 1000 1500 2000 2500 3000
Black Indian Pakistani/BangladeshiOther
Area 7 City 0 5 10 15 20 25
One City Partnership Nottingham NRS- October 02 48
Description of area, including physical characteristics :
An extremely varied Area, with substantial industrial areas, the University of Nottingham, Queens Medical Centre, The Park (private residential) Estate, range of private sector housing of varying age and quality, some high rise flats and a 1970s council estate. Also includes the City Centre, with a significant growth of desirable city centre housing as well as Housing Association properties and Victoria Centre flats. (Management and co-ordination of the city centre retail and business sector is undertaken through a separate partnership.) Area 7 runs south and west from the City Centre to the river. The communities in Abbey and Park Wards (excluding the Park Estate) tend to feel overshadowed by the scale, power and impact of neighbours like the University and QMC, although there are also expanding job opportunities. The Meadows (Bridge ward), while physically close to the city centre, feels cut off by a combination of geography (road systems) and poverty. The Meadows has a highly multi cultural community. Abbey and Park wards are also diverse, particularly amongst children and young people, and have substantial student populations. There are major local concerns regarding drugs dealing, serious firearms incidents in the Meadows and high property crime in Lenton.
Key local concerns/issues (from Area Action Planning consultations )
Housing and Environment General environment (rubbish, dog fouling, traffic, vandalism) important Good bus services needed (Meadows)
Crime Racially aggravated crimes and racial harassment a big issue Design issues in Meadows eg entry gates, lighting, safe routes to bus stops Noise, vandalism, street drinking Drug dealing, particularly in the Meadows Facilities, and better access to existing facilities, for young people
Health Elderly people’s health needs Improve awareness of ill health prevention and screening services Improve access to health care for Asian community
Education School/ business links valuable, and some good local primary schools Park Ward has small number of children, but significant numbers with special educational needs and/ or English as a second language Distance from Meadows to state comprehensives – potential impact on home/school links, truancy, self esteem
Employment Need to develop dialogue with local employers to promote jobs locally Poor basic skills in Meadows (adults and school leavers), lack of IT skills, need for “back to work” training for adults Low expectations amongst residents and poor perceptions amongst employers of residents of Meadows Childcare Pockets of high unemployment in more affluent wards (eg Lenton flats in Park ward)
One City Partnership Nottingham NRS- October 02 49
Key issues identified from IMD and crime stats (see table at Appendix 4) (figures in brackets show ranking out of 27 wards – 1 = poorest)
Bridge Ward – High numbers of young offenders (4), fairly high burglary rates (7) and unemployment (8), and fairly poor housing (8) and health (10) Abbey Ward – Burglary rates (14) of greatest concern Park Ward – High burglary rates (6) of greatest concern. Particularly big issue in Lenton, where housing conditions are also poor. Unemployment rates are relatively high in Arboretum/Elm Avenue area and Lenton.
Partner resources in the area: Local to area Queens Walk, Dunkirk and Old Lenton, Lenton, Wollaton Park CCs, Meadows Muslim Centre Meadows Youth and Community Centre 9 Primary schools, 1 secondary school Meadows Housing Office, Lenton Neighbourhood Housing Office Meadows Library Portland and Lenton Leisure Centres Meadows One Stop Shop, Meadows Advice Centre, ACETS Meadows Family Centre, Meadows Health Centre, SureStart Drop In Centre
Citywide (many city wide agencies are based in the city centre and are not separately identified here) University of Nottingham, Nottingham Trent University (City Centre Campus), People’s College University Park, Djanogly Art Gallery, Lakeside Arts Centre Queens Medical Centre Angel Row Library Social Services Children in Need Team (part of city) Opportunities (as known over the next 5 years)
Riverside Development, Southside Development, Tram
Local mechanisms for community involvement and consultation
Meadows Partnership, Dunkirk and Lenton Partnership, 6 T+RAs
One City Partnership Nottingham NRS- October 02 50
Name of committee covering area
Clifton and Wilford Area Committee
Wards within Area Clifton East, Clifton West, Wilford
Wards/ neighbourhoods within NRS
Nobel Road Estate
Demographic profile : WARD POPULATION BY AGE (1999) Clifton East Clifton West Wilford
0 2 4 6 8 10 12 14
Age Under 5 5 to 14 15 to 24 25 to 59 60+
AREA AGE STRUCTURE (%) COMPARED WITH THE CITY
Area 8 City 0% 20% 40% 60% 80% 100%
POPULATION IN MINORITY ETHNIC GROUPS BY WARD (1991)
Clifton East
Clifton West
Wilford
0 500 1000 1500 2000 2500 3000
Black Indian Pakistani/Bangladeshi Other
Area 8 City 0 5 10 15 20 25
One City Partnership Nottingham NRS- October 02 51
Description of area, including physical characteristics:
The area is dominated by Clifton Estate, a large council estate built in the late 1950s and mainly housing a skilled working class community, but also includes the older and more affluent Clifton and Wilford villages (conservation areas) and some newer private developments (eg Silverdale). The River Trent cuts the area off from the rest of the City - it has confidence and pride in its own identity, has grown as a stable community, many people on Clifton Estate have bought their homes. Employment levels are high and the area has good access to the M1, East Midlands Airport and other development sites. The quality of local facilities in Clifton is very important, given its distance from the rest of the City, the local shopping area is a key focal point. Two Neighbourhood Wardens play a particularly useful role in Clifton. As the population of Clifton ages and the local demographics change, the possibility for inter-generational conflict could grow. Nobel Road is a fairly small and isolated 1980s council estate on the very edge of the Area (and City), housing a more disadvantaged and less securely rooted community. Nottingham Trent University has a campus in Clifton, including student accommodation, this will impact on some statistics, particularly education - pupil achievement at local schools is fairly poor. Wilford is effectively a residential suburb of Nottingham, and parts of it are actually within walking/cycling distance of the City Centre.
Key local concerns/issues (from Area Action Planning consultations )
Housing / Environment
- Vandalism, graffitti, criminal damage - There is great pride in the local community
Crime
- Need more facilities for young people, cheap and open at the right times for them - Criminal damage and burglary are the most common offences - Relatively good relationships between residents, police and other services
Health
- Sex education and teenage conception - Normalisation of alcohol and cannabis use - Over-stretched mental health services, limited local services
Education
- Need for adult support in schools, mentors, support for families, out of school provision (Clifton Headteachers) - Schools need to focus on education, but be surrounded/supported by well co-ordinated services (Clifton Headteachers) - Low pupil expectations - Value of school /business links - Distance between schools and some parts of area, poor transport links - Involve parents in schools
One City Partnership Nottingham NRS- October 02 52
Employment
- Improve skills in job applications and interviews - Lack of confidence, skills, knowledge - Links between schools and employers and mentoring to address low aspirations/ expectations - Strong links between community, FE Colleges, Nottm Trent Univ - Make jobs through development sites available locally - Link training to skills shortages/ local job opportunities
Key issues identified from IMD and crime stats (see table at Appendix 4)
(figures in brackets show ranking out of 27 wards – 1 = poorest)
Wards in this area score relatively well for the City. However : Clifton East – Health (12) and Housing/ Environment (13) are of some concern Clifton West – Fairly high numbers of young offenders (11), and educational achievement and housing/ environment are fairly poor in Nobel Road. Wilford scores well across all domains of the IMD.
Partner resources in the area: Local to area Clifton Leisure Centre Clifton District Housing Office/ Social Services Office Clifton, Wilford libraries Clifton Advice Centre Silverdale, Highbank, Parkgate, Clifton CCs; Roundabout YC, Green Lane Y+C Centre John Ryle Health Centre 11 primary schools, 2 secondary schools, Fairham Community College Learning@CliftonLibrary (UK Online Access Centre to open Nov 2002)
Citywide Nottingham Trent University (Clifton Campus) South Notts College
Opportunities (as known over the next 5 years)
Developments around East Midlands Airport/ Junction 24 Re-development of John Ryle Health Centre
Local mechanisms for community involvement and consultation
Clifton, Wilford and Silverdale Forum, 9 CA’s/T+RA’s, Area Committee Working Groups
One City Partnership Nottingham NRS- October 02 53
Appendix 3- Expenditure in Nottingham City
Total Central Government Expenditure in the UK
(£ billion) Social Security 103 NHS 54 Transport 9 Education 46 Defence 23 Debt Interest 28 Industry, agriculture & 15 Employment Law & Order 20 Housing & Environment 14 Other 59 Total 371 Source: Treasury, www.hm-treasury.gov.uk
Local Government Spending- Nottingham City Council
Revenue Expenditure 2000/1 (£ million) Education 143.1 Social Services 96.5 Environmental Services & 40.6 Transportation Cultural Services 30.5 Planning & Development Services 43.8 Housing 122.8 Central Services 51.6 Levies 8.8 Special Items & Developments 3.5 Contingency 1.6 Total 542.8
Source: Nottingham City Council web-site www.nottinghamcity.gov.uk
Benefits Nottingham
Benefit Expenditure /£ Income Support 111,893,000 Incapacity Benefit 41,760,000 Job Seekers Allowance 23,800,000 Disability Living 25,493,000 Allowance Total 202,946,000
Source: Neighbourhood Statistics, www.statistics.gov.uk/neighbourhood figures for number of benefit recipients 1999 and average benefit calculated from www.dss.gov.uk figures
One City Partnership Nottingham NRS- October 02 54
Employment Service Staff and Programmes £13 million
Police- Nottinghamshire
Expenditure 2001/ £
Regular 73,852,000 Force Support 221,515,000 Staff Pensions 20,786,000 Other 23,112,000 Total 140,265,000 Source: Nottinghamshire police authority www.nottinghamshire-police.uk/authority
Implies a Total of £35,000,000 spent in Nottingham City
Fire and Rescue Revenue Expenditure 2001/2002- Nottinghamshire
Expenditure /£ Whole time Operational 14,487,000 Pay Part time Operational 1,711,000 Pay Control Staff 710,000 Admin & Clerical 1,746,000 Manual Workers 180,000 Other Employee 525,000 Expenses Premises 1,383,000 Operational Equipment 379,000 Other Supplies & 1,519,000 Services Transport 1,095,000 Support Services 307,000 Capital Financing 2,761,000 Annual Pensions 5,695,000 Total 32,498,000 Source: Nottinghamshire Fire & Rescue Best Value Plan www.notts-fire.gov.uk
One City Partnership Nottingham NRS- October 02 55
Implies Total Expenditure in Nottingham of around £8,000,000
Overall Expenditure (Figures rounded)
Expenditure Local Government Total £545 million Higher Education (NTU & Nottingham University) £250 million Further Education (LSC) £30 million Health PCT £210 million Benefits £200 million Policing £35 million Fire & Rescue £8 million Employment Services Admin £13 million Total £1,291 million
Source: Higher education estimate based on Association of university teachers www.aut.org.uk 1998/99 figure for Nottingham Trent university. Further Education based on national LSC figure
LSC expenditure has been based upon the national figure, as after consultation with LSC Nottingham we were unable to ascertain a more exact figure.
Regeneration Projects
Annual Funding- Excluding Match funding approximately £43 million Source: Sum of funding per project divided by duration of project www.nottinghamcsv.gov.uk Where applicable Nottingham City figures are taken as being ¼ Nottinghamshire figures
Figures from a DETR pilot study into public spending (rounded)
DETR figures (95/96)/ 2001 Estimates/ million million Total health expenditure £181 £210 Benefits £467 £200 Further Education £42 £30 Higher Education £46 £250 Total public expenditure £1,026 £1,278 Source: ‘Where does Public Spending Go?’ DETR 1998 Health calculated from per capita spend multiplied by 270,000 population
The two figures with a large amount of disparity are higher education and benefits. This is explained by the fact that the benefit figure in our estimate did not include as many types of benefit. There is a discrepancy with the higher education figure as we have used expenditure by the two universities in the city as opposed to the money spent on funding university education for Nottingham residents, the former being a better indication of expenditure in Nottingham.
Increasing the benefit figures would imply a total expenditure of around £1.5 billion.
One City Partnership Nottingham NRS- October 02 56
Appendix 4 Baseline indicators Fifteen Neighbourhood Renewal Strategy Wards
The table below give a rank for each ward in the different indicators. The ranks go form 1 to 15, with the poorest performing ward having a rank of 1 and the best a rank of 15. The final column puts the wards in order of overall rank. The tables which follow give more detail on each of these indicators.
Key Key GCSES Burglar Young Housing House Unempl Long CHD Child Total Ove Stage Stage y Offende Benefit Price oyment Term Health rall 2 2- rs Unempl Ran Englis Maths oyment k h
Manvers 6 1 11 6 2 2 11 3 10 2 10 64 1 Radford 8 10 4 2 5 3 12 2 2 12 8 68 2 Bridge 10 15 6 9 1 7 3 9 7 1 6 74 3 Strelley 1 2 1 8 6 1 15 4 10 15 11 74 3 Aspley 7 4 2 5 7 5 2 8 7 13 15 75 5 Bestwood 4 6 6 15 4 12 4 12 2 7 3 75 5 Lenton 15 9 13 1 8 10 9 1 1 5 4 76 7 Trent 9 7 15 10 3 6 14 5 7 6 7 89 8 Bilborough 3 5 7 12 10 9 5 14 13 14 1 93 9 Forest 5 11 9 4 12 13 8 6 4 10 14 96 10 Beechdale 12 12 11 13 9 10 6 15 6 3 2 99 11 Byron 2 3 13 11 15 14 7 11 5 11 12 104 12 St Ann’s 11 13 15 3 11 4 10 7 15 4 13 106 13 Bulwell East 13 8 8 14 13 15 1 13 12 8 5 110 14 Bulwell 14 14 2 7 14 8 13 10 13 9 9 113 15 West
Definitions
% change- the change between the two years, a positive value is an increase and a negative one a decrease.
Relative change - the percentage change relative to the city. A value of one would mean the ward has experienced the same percentage change as the city. A value above one would mean that the ward was changing in the same direction (i.e. increasing or decreasing) more quickly than the city. A value below one would mean that the ward value has moved in the opposite direction to the city (e.g. it has risen whilst the city value fell) or is moving in the same direction as the city value but more slowly.
Note for some of the indicators a high value is good and bad for others.
Key Stage 2 English- Percentage of Pupils at level 4 or above. Key Stage 2 is eleven year olds
Ward 199 2000 % change Relative change 9
Aspley 45.3 51.0 13 1.13 Beechdale 47.5 64.0 35 3.13 Bestwood 49.1 46.1 -6 -0.55 Bilborough 45.4 45.2 0 -0.04 Bridge 71.4 62.8 -12 -1.08 Bulwell East 57.7 64.8 12 1.11 Bulwell West 59.3 66.1 11 1.03 Byron 50.8 45.0 -11 -1.03 Forest 56.2 49.3 -12 -1.10 Lenton 52.6 66.2 26 2.33 Manvers 40.7 50.0 23 2.06 Radford 46.8 55.1 18 1.60 St Ann’s 55.0 63.9 16 1.46 Strelley 37.8 41.7 10 0.93 Trent 40.2 60.6 51 4.57 City 54.0 60.0 11 1.00 Total for City Source: Nottingham City council Education Department
Key Stage 2 Maths- Percentage of pupils at level 4 or above. Key Stage 2 is eleven year olds Ward 1999 2000 % change Relative change
Aspley 42.8 49.5 16 1.24 Beechdale 54.2 62.2 15 1.17
Bestwood 55.6 52.2 -6 -0.48
Bilborough 49.6 50.8 2 0.19
Bridge 53.6 68.6 28 2.21 Bulwell East 53.8 59.2 10 0.79 Bulwell West 52.4 63.8 22 1.72 Byron 48.6 45.9 -6 -0.44 Forest 48.3 61.8 28 2.21 Lenton 52.6 59.7 13 1.07 Manvers 46.3 43.5 -6 -0.48 Radford 50.0 60.2 20 1.61 St Ann's 55.0 62.5 14 1.08 Strelley 39.4 45.2 15 1.16 Trent 39.3 54.8 39 3.11 City 52.9 59.6 13 1.00 Total for City
Source: Nottingham City Council Education Department
GCSEs- Percentage of pupils achieving 5+ grades A*-C Ward 1999 2000 % change Relative change
Aspley 12.1 14.0 16 1.47 Beechdale 20.2 27.0 34 3.15 Bestwood 19.0 16.0 -16 -1.48 Bilborough 21.0 18.0 -14 -1.34 Bridge 20.0 16.0 -20 -1.87 Bulwell East 25.8 24.0 -7 -0.65 Bulwell West 17.6 14.0 -20 -1.91 Byron 27.6 31.0 12 1.15 Forest 23.0 25.0 9 0.81 Lenton 16.7 31.0 86 8.01 Manvers 21.5 27.0 26 2.39 Radford 12.5 15.0 20 1.87 St Ann's 14.9 38.0 1.55 14.51 Strelley 9.2 9.0 -2 -0.20 Trent 27.0 38.0 41 3.81 City 26.2 29.0 11 1.00 Total for City Source: Nottingham City Council Education Department
Burglary- Number of dwellings burgled per 1000 Ward 1999 2000 % change Relative change
Aspley 55.5 70.3 27 7.84 Beechdale 34.0 34.8 2 0.69 Bestwood 36.9 17.5 -53 -15.45 Bilborough 35.7 38.0 6 1.89 Bridge 74.0 59.7 -19 -5.68 Bulwell East 39.1 33.7 -14 -4.06 Bulwell West 48.0 66.1 38 11.08 Byron 41.3 44.2 7 2.06 Forest 85.1 83.3 -2 -0.62 Lenton 151.9 126.0 -17 -5.01 Manvers 55.9 68.7 23 6.73 Radford 90.7 95.4 5 1.52 St Ann's 79.5 95.3 20 5.84 Strelley 61.1 65.8 8 2.26 Trent 94.9 58.9 -38 -11.15 City 52.9 54.7 3 1.00 Total for City 6285 Source: Nottingham Police
Number of young Offenders per 1000 10-19 year olds 1999 2000 % change Relative change
Aspley 53.1 61.0 15 4.07 Beechdale 51.3 55.5 8 2.22 Bestwood 64.6 65.4 1 0.33 Bilborough 49.6 52.0 5 1.31 Bridge 93.9 80.9 -14 -3.76 Bulwell East 39.3 46.7 19 5.10 Bulwell West 46.8 45.8 -2 -0.61 Byron 42.2 41.2 -2 -0.61 Forest 49.0 49.7 1 0.38 Lenton 63.3 56.0 -12 -3.14 Manvers 91.1 80.1 -12 -3.25 Radford 74.8 63.9 -15 -3.95 St Ann’s 59.6 51.8 -13 -3.54 Strelley 65.4 62.2 -5 -1.32 Trent 56.3 72.7 29 7.89 City 49.0 50.8 4 1.0 0 Total for City 2020 Source: Nottingham Police numbers, Nottingham City council 1998 population estimates 10-19
Housing Benefit- Percentage of households receiving housing and/or council tax benefit Ward 1999 2000 % change Relative change
Aspley 46.3 44.8 -3 0.36 Beechdale 38.1 36.6 -4 0.43 Bestwood 36.4 34.9 -4 0.45 Bilborough 38.6 38.5 0 0.03 Bridge 44.7 42.2 -6 0.61 Bulwell East 33.7 32.4 -4 0.42 Bulwell West 43.5 40.3 -7 0.81 Byron 36.3 33.0 -9 1.00 Forest 39.8 33.4 -16 1.76 Lenton 49.6 36.6 -26 2.88 Manvers 53.7 49.9 -7 0.78 Radford 53.3 46.4 -13 1.42 St Ann’s 50.9 45.3 -11 1.21 Strelley 49.0 50.6 3 -0.36 Trent 47.2 43.1 -9 0.95 City 37.1 33.7 -9 1.00 Total for City Source: Nottingham City Council
House Price- Average price of houses sold/£ Ward 2000 2001 % change Relative Change
Aspley 38706 39579 2 0.26 Beechdale 39071 44193 13 1.54 Bestwood 39836 43411 9 1.05 Bilborough 41125 43905 7 0.79 Bridge 42464 39826 -6 -0.73 Bulwell East 42675 39283 -8 -0.93 Bulwell West 43358 79013 82 9.65 Byron 45329 45459 0 0.03 Forest 48020 49956 4 0.47 Lenton 50010 52443 5 0.57 Manvers 50079 63765 27 3.21 Radford 58304 71858 23 2.73 St Ann’s 76416 58905 -23 -2.69 Strelley 88192 102912 17 1.96 Trent 89233 100290 12 1.45 Total for City 53381 57929 9 1.00 Source: Land Registry
Unemployment Rate- Percentage. Claimant Count divided by Working Age Population Ward 2000 2001 % change Relative change
Aspley 9.9 8.5 -14 0.87 Beechdale 5.0 4.7 -5 0.31 Bestwood 8.0 6.6 -18 1.17 Bilborough 4.9 5.3 8 -0.50 Bridge 10.2 7.7 -24 1.55 Bulwell East 6.7 5.6 -17 1.09 Bulwell West 8.5 7.5 -12 0.77 Byron 7.7 7.0 -10 0.65 Forest 13.2 9.8 -26 1.65 Lenton 20.1 18.6 -8 0.48 Manvers 12.6 11.5 -9 0.59 Radford 16.5 14.1 -15 0.94 St Ann’s 11.4 9.5 -17 1.11 Strelley 12.9 11.4 -11 0.73 Trent 11.9 10.2 -15 0.95 City 8.7 7.4 -16 1.00 Total for City 8132 Source: Nomis
Long Term Unemployment- Percentage of All Unemployed. From Claimant count Ward 2000 2001 % change Relative change
Aspley 49 42 -14 2.05 Beechdale 47 44 -7 1.03 Bestwood 49 48 -2 0.29 Bilborough 37 37 2 -0.24 Bridge 48 42 -12 1.77 Bulwell East 44 39 -11 1.62 Bulwell West 42 37 -13 1.89 Byron 43 45 6 -0.82 Forest 49 47 -3 0.47 Lenton 49 49 1 -0.18 Manvers 43 40 -7 1.10 Radford 47 48 0 -0.04 St Ann’s 25 22 -10 1.48 Strelley 46 40 -12 1.80 Trent 44 42 -6 0.94 City 46 43 -7 1.00 Total for City 3470 Source: Nomis
CHD- Deaths under 65 form coronary heart disease per 100,000 under 65s Ward 1999 2000 % change Relative change
Aspley 96.2 67.4 -30 3.83 Beechdale 158.5 129.7 -18 2.32 Bestwood 124.7 97.0 -22 2.84 Bilborough 65.1 65.1 0 0.00 Bridge 115.4 141.0 22 -2.84 Bulwell East 110.8 86.2 -22 2.84 Bulwell West 142.0 79.9 -44 5.58 Byron 66.3 74.6 13 -1.60 Forest 77.2 77.2 0 0.00 Lenton 156.6 120.5 -23 2.95 Manvers 173.3 140.8 -19 2.39 Radford 45.9 68.9 50 -6.38 St Ann’s 78.0 122.5 57 -7.29 Strelley 85.9 53.7 -38 4.79 Trent 115.2 115.2 0 0.00 City 89.4 82.4 -08 1.00 Total for City 200 Source: Nottingham Primary Care Trust
Child Health- Under 15s admitted to hospital for injury or poison per 100,000 under 15s Ward 1999 2000 % change Relative change
Aspley 36.4 23.8 -35 2.51 Beechdale 49.7 51.6 4 -0.27 Bestwood 65.9 49.8 -24 1.76 Bilborough 63.4 56.1 -11 0.83 Bridge 63.8 43.7 -32 2.29 Bulwell East 39.1 46.9 20 -1.45 Bulwell West 32.7 35.6 9 -0.65 Byron 26.2 31.9 22 -1.58 Forest 38.4 25.2 -34 2.49 Lenton 78.1 49.5 -37 2.66 Manvers 39.8 33.3 -16 1.18 Radford 53.7 41.7 -22 1.61 St Ann’s 39.0 29.2 -25 1.81 Strelley 40.2 32.3 -20 1.43 Trent 51.6 42.3 -18 1.30 City 43.6 37.6 -14 1.00 Total for City 981 Source: Nottingham Primary Care Trust