Cover

Kings Norton 3 Estates Community Development Trust

1 Delivering Positive Change 2004 to 2007

2 Section 1 – The First Three Years 2001 ­ 2004

3 Contents Section 1 – The First Three Years 3 Section 2­The Next 3 Years 35 Introduction 4 A Trust That Delivers Positive Change 37 9 Original Theme Areas 6 Updated Programme Themes & Objectives 48 18 Strategic Objectives 7 A Place to Work 52 Worklessness 8 A Place that Cares 55 Health 11 A Place to Learn 58 Community Safety 14 A Place to Grow up 61 Education 17 A Place that is Supportive & Inclusive 64 Young People 20 A Place that is Safe & Clean 67 Children & Childcare 23 A Place to Live 71 Housing & Environment 25 Conclusion 75 Transport 28 Board and Delivery Team 77 Community Development & Involvement 30 List of References – Strategies & Reports 79 Community Advice Team 33 Appendix 1 Tables A­ E Conclusion 34 A. Updated Baselines Rationale for changes made to Original Strategic Objectives B. Revised outcomes and milestones C. Summary of NDC grant and other resources

4 D. Summary of projects & planned spend over 3 years E. 03/ 04programme cap/rev split and quarterly profiles Appendix 2 Background Information to all Theme Areas Appendix 3 Business Practise & Core Principles

5 Introduction

In 2001 the New Deal for Communities Advanced Delivery Plan for the 3 Estates, Kings Norton, Birmingham set out its vision for the 3 Estates that by the year 2011:­

“…..Our vision is of a place where opportunities for all are created and embraced through self­help and community support, where there are excellent and effective working relationships between the community and those that serve it, and where we can celebrate with pride the quality of our community life.”

It also set out a list of outcomes, which over time became called the 18 Strategic Objectives. Accompanying these Strategic Objectives were 3, 5 and 10 year milestones for achievement and a 3 year activity plan.

The Interim Partnership, which developed the original Advanced Delivery Plan, was incorporated as The Kings Norton 3 Estates Community Development Trust (CDT), a company limited by guarantee in June 2001. The CDT acts as the delivery agent for the New Deal for Communities programme and is made up of 23 members. 12 of whom are locally elected residents, 4 from each estate, and 11 are community partners representing a variety of knowledge and expertise.

In order to produce this Business Plan for the period 2004 ­2007 the CDT has reviewed the work it has achieved over the last 3 years against both the original Advanced Delivery Plan and against its 18 Strategic Objectives. In doing so the CDT has been able to identify what it would like to achieve over the next 3 years and the best ways to do this. This work has been produced in

6 consultation with the local community, service providers, strategic partners and has been endorsed by CDT Board members and the accountable body, Birmingham City Council (BCC).

Method:

Wherever possible, and to ensure the method of review is reliable and based on statistical evidence, the baseline information presented in the original Advanced Delivery Plan has been updated. To ensure the analysis of the programme is as accurate as possible the following sources of data have been used:

• 2001 Census • 2002 Mori Household Survey • 2003 Forum Street Survey • Job Centre Plus (NOMIS) • Connexions School Leaver Destinations • S.Birmingham PCT

7 • Birmingham Local Authority (Education, Housing, Economic Development, Planning) • Kings Norton Small Education Action Zone • West Midlands Police • New Deal National Evaluation Team (CRESR) • Land Registry • West Midlands Travel • Child Care Information Bureau • The Housing Vision Consultancy • Cadbury College • Chamber of Commerce • Birmingham Partnership Against Racial Harassment

8 9 Original Theme Areas

Our original vision was to be achieved across 9 theme areas:

• Worklessness • Health • Crime & Community Safety • Education • Young People • Children & Childcare • Housing & Environment • Transport • Community Development & Involvement

Each of these themes had a number of Strategic Objectives with key milestones at 3, 5 and 10 years.

Section 1 – The First Three Years reviews each theme in terms of:

• Why we needed to do it • What we said we would do • What we actually did

9 • The way forward

Section 2 – The Next 3 Years 2004­ 2007 sets out the new strategic objectives, themes and future activity of the programme

10 18 Strategic Objectives

1. Reduce the general unemployment gap between city average and 3 Estates by 110%. 2. Reduce the gap between the numbers of school leavers in the area unable to go into employment when they leave school and the city average by 100% 3. Reduce the gap between the number of householders with income less than £10,000 and the national average household income by 60% 4. Reduce the likelihood of dying in the area at an earlier age than in the rest of Birmingham by 50%. 5. Reduce the gap between the number of teenage pregnancies in the area and Birmingham by 100%. 6. Reduce the gap between number of drug misuse notifications in the area and the Birmingham average by 75% 7. Reduce the gap between the number of burglaries in the area and the rest of Birmingham by 100% 8. Reduce the fear of crime and fear of going out by 75% 9. Reduce the gap between children’s achievement levels in the area at key stages 2 and 3 and the city average by 100%. 10. Reduce the gap between the numbers of pupils in the area attaining 5 GCSE’s at grades A­C and the Birmingham average by 100%. 11. Increase the involvement of young people in activities in the area by a level to be agreed 12. Facilitate the provision of leisure and learning facilities available for young people by 15 13. Reduce the gap between the number of child minders in the area per 100 children and the number of nursery places to the Birmingham average by 100% 14. Improve the residents’ satisfaction with living in the area from 65% to 85% 15. Improve the levels of transport to reduce the levels of dissatisfaction recorded in Year of Opportunity survey 16. Increase the number of community and voluntary groups per 1000 members of the local population 17. Increase the number of local residents feeling very or quite involved in local community matters by 40%

11 18. Reduce the number of racial attacks and incidents of racial harassment reported on the 3 Estates

12 Worklessness – Jobs and Opportunities

By 2011 the CDT will make the 3 Estates a place where working and learning are accepted as a natural part of everyday life, everyone can get the job they want, better access to information and advice about work and training makes the route into work easier and more accessible for residents, employer perceptions and recruitment practices are more inclusive, and where a strong business and social enterprise base supports the needs of this community.

Why we needed to do this: . Rate of unemployment was higher than the rate for England (10.3% of the population of working age compared to 4 % nationally). . Long­term unemployment was higher than the national average; 34% of people on the 3 estates have been unemployed for 12 months or more compared to 28% nationally. . 38% of households on the 3 Estates had an annual income of less than £10,000, compared to 10% in the West Midlands. . High proportion of households dependent on benefits, eg the receipt of housing benefit, which is required, by 49% of residents on the 3 Estates compared with 29% for the rest of Birmingham. . The barriers, which prevent access to opportunities in other parts of the city and the key growth areas of Solihull and Redditch and in particular, those associated with transport and need for childcare provision. . Need to find effective ways of providing people with the skills base needed to access jobs within the region both now and in the future. . The value of developing local businesses and enterprises as a viable employment option and route into employment.

We said we would achieve this by: • Linking residents to opportunities that exist within the city and known growth areas in Solihull and Redditch.

13 • Providing employment advice, support and mentoring which adapts and enhances existing provision to meet the needs of the 3 Estates. • Promoting the 3 Estates and its people to prospective employers and future developers with the support of existing agencies. • Helping residents remove barriers to gaining employment by developing partnership links. • Boosting the local economy by promoting and developing social enterprises and local entrepreneurs.

What we have achieved:

. A key part of the infrastructure is a Jobs and training resource centre, The Work Shop which opened in April 2003. The Work Shop provides accessible employment services, personal advice and post –placement support to help residents stay in work. With 5 outreach workers recently appointed to the team it has already made a significant contribution by helping to reduce the unemployment rate to below the Birmingham City average. . Business Enterprise Start Up; to support residents who want to set up their own business or community enterprise. . Customised Training; to provide training in employer recruitment and induction linked to a job interview guarantee. . Construction Training and Employment to recruit and train people who want to work in the construction industry. . Homecare Employment Project to recruit and train residents to be home carers. . A Strategy for Employment – Phase 1: Creating the Infrastructure, strategy in place by 2002. Phase 2: Delivering the Services in place Feb 2004.

14 Objective 2001 Baseline 2002/03 Performance 2003/04 Performance Year 3 Target Comments 1. Reduce the 3 Estates 13.7% Unemployment on the 3 Unemployment, measured by To close the gap between general unemployed Estates fell in line with uptake of Job Seekers the 3 Estates and the city unemployment gap (actual claims – Birmingham averages allowance, on the 3 Estates is average by 25%. between city 530) (actual claims 418). now below the Birmingham average and 3 average. Actual claims on the The programme has not Estates by 110%. City average 12.5% 3 Estates is now down to 341 only achieved its 3 Year target it has, in fact, already (Calculated as JSA exceeded its 10 year target. claimants against 2001 Census Economically Active Population)

2. Reduce the gap 3 Estates 16.7% Percentage of unemployed Percentage of unemployed To close the gap between However, between the school leaver school leavers from Kings school leavers from Kings the 3 Estates and the city unemployment figures numbers of unemployment from Norton High School fell only Norton High School rose in average by 20%. for all residents aged Kings Norton High slightly to 15% in 2002. The 2003. It now stands at 18%. 16 to 25 indicates school leavers in School Birmingham average fell to This represents 24 young The programme has so far unemployment on the the area unable to 6%. people. failed to have a significant 3 Estates are the go into City average 7% Birmingham average rose impact on school leaver same as city average employment when slightly to 8.9% unemployment from Kings they leave school Norton High School. and the city average by 100%

15 Objective 2001 Baseline 2002/03 Performance 2003/04 Performance Year 3 Target Comments 3. Reduce the gap 3 Estates 38% of According to market According to market research To close the gap between It may be that the between the households earning research data the proportion data the proportion of the 3 Estates and the city target income of £10K number of less than £10,000 of households earning less households earning less than average by 10%. is too low, partly than £10,000 has fallen from £10,000 has remained at 30% because it can be householders National average 39% to 30% since 2001 If the market research data achieved just by with income less 11% is reliable then the benefit maximisation than £10,000 and programme has more than but also because it is the national exceeded its target. The gap still less than half the average has potentially closed by average Birmingham household income 30% household income. by 60%

The way forward: The holistic approach to employment exemplified by The Work Shop will support the development of individuals with the skills and confidence to avoid unemployment or to reduce the period of unemployment to as little as possible. The Work Shop will now progress by building and sustaining the development of relationships with local employers. The programme has so far failed to have a significant impact on school leaver unemployment from Kings Norton High School and a key focus area for the next 3 years will be to provide transitional employment opportunities to school leavers. Other areas of emphasis will be to further develop local, affordable childcare along with improved transport links to jobs, training and education.

16 Health

By 2011 the CDT will make the 3 Estates a place that is working towards health improvement, where fewer people die early, suffer disease, are unable to work or enjoy everyday life due to ill health and who are able to make timely use of good health services.

Why we needed to do this: • High levels of the major killers, especially heart disease, strokes and cancers, with more people dying early from them. • Large number of households where someone is sick or disabled and lives are limited by this. • Many young parents, often with high levels of isolation, unemployment and poor support. • Not enough preventative, community based health and social care interventions. • High levels of drug use in the community and poor access to treatment and support services.

We said that we would achieve this by: • Preventative measures and activities aimed at promoting healthy lifestyles and enabling residents to manage their own health needs. • Specialised intervention measures aimed at teenage pregnancies, drug use and healthy eating measures. • Increasing the general level of awareness of issues which affect health. • Additional Health Workers using new and existing community bases across the 3 estates.

What we have achieved: • Two Nurse Practitioner posts at local medical practices to increase local medical provision and increase services available. • Family Wellbeing project which focuses on mental wellbeing.

17 • Fun & Fitness programme for isolated young mothers who get together at the local leisure centre to join in physical activity classes and health promotion sessions. • Befriend project which supports new people moving into the area by training and supporting local volunteers. • Baby Think it Over programme aimed at cutting teenage pregnancy, run by the youth service. • Cookery courses and an Eat 5 a Day Fruit and Vegetable scheme to promote better health through good food. • Development and implementation of A Health and Wellbeing strategy and a Drugs and Alcohol strategy to work towards new approaches in the area.

Objective 2001 Baseline 2002/03 Performance 2003/04 Performance Year 3 Target Comments 4. Reduce the Standardised Standardised mortality ratio Latest figures suggest the To close the gap between Although indicators of likelihood of mortality ratio for 2002/03 was 137 on the 3 SMR for the 3 Estates has the 3 Estates and the city health may be 1994 to 1998 was Estates compared to 105 for fallen to 128. average by 10%. improving residents dying in the 148 on the 3 Birmingham reporting poor health area at an Estates Birmingham average is 107 If the latest figures are still remains very high. earlier age than Mori – 20% said their health accurate the gap has closed This is mirrored by in the rest of Compared to 108 had got worse in last 12 by 45% continuing unhealthy Birmingham by for Birmingham. months (National Average = local lifestyles in terms 10%). of smoking, diet and 50%. lack of exercise.

18 5. Reduce the 1998/1999 teenage In 1998/99 there were 40 Up to date teenage To close the gap between Despite a fall in local gap between the pregnancies (under births to teenage mothers on conception rates for 2003/4 the 3 Estates and the city turnover rate the 16’s) was 26 per the 3 Estates. In 2002/03 are not available yet. average by 30%. number of teenagers number of 1000 women in the this figure fell to 25. This with children moving teenage 3 Estates. represents a greater Still awaiting the figures for to the 3 Estates still pregnancies in reduction than for 2003/04 but the available appears to be a the area and Compared with 11 Birmingham as a whole. data suggests that for the significant influence Birmingham by for Birmingham and proportion of U18’s who are on local figures. 10.5 for England. pregnant the gap has closed 100%. by approximately 40%.

6. Reduce the Drug misuse Accurate statistics Unclear but Police arrest / To close the gap between Drug misuse remains gap between notifications on the 3 unavailable referral data will provide an the 3 Estates and the city a major concern of Estates between 0.5 indicator for local drug misuse average by 20%. local residents and number of drug and 1% of in the future. Figs show that service providers. misuse population. between 1999 & 2001 rate of However, establishing notifications in Compared with hospital admissions due to an accurate picture of the area and the 0.13% for drug misuse was 2.5 times the scale and nature Birmingham Birmingham as a the (Nat Ave) and twice the of the issue remains whole. average for alcohol misuse problematic. average by 75%

The way forward:

It was recognised that a shift towards a more empowered community will support the development of preventative, rather than crisis management models of healthcare, which are normally associated with deprivation. Whilst the link between regeneration

19 programmes and health are relatively new, the public health evidence base suggests that it is only this sort of “whole community” perspective which can effectively close gaps and achieve the desired health outcomes.

Those developing the health programme also recognised the need to create a powerful strategic approach, which would address issues of the wider influences on health such as community safety, education and employment as well as service development. However, for most of the health indicators there will be little measurable improvement until the later stages of the whole programme, at the earliest, and it will be difficult to link these high level outcomes to specific health related projects and interventions.

In the meantime we need to continue to focus on preventative measures for the major killers (eg heart disease, strokes and cancer) and promote healthy lifestyles.

20 Community Safety

By 2011 the CDT will make the 3 Estates a place which feels safe, where the area is clean and people have pride living there, where the community are free of the fear of crime and the scourge of burglaries, illegal drugs and anti­social behaviour.

Why we needed to do this: . The high number of burglaries on the 3 Estates, which was twice as high as the Birmingham average on the Primrose Estate and 3 times as high on the Pool Farm Estate. . The particular “hot spots” in the area where burglaries reached the level of 225­300 per 1000 of the population. . The inability to feel safe in the area. 34% of residents responded to a survey saying they did not feel safe (compared with 11% nationally) and 71% saying they do not feel safe outdoors at night. . The number of hospital admissions associated with violence with 33 hospital admissions per 1000 members of the population as compared with 16.1 for Birmingham. . Racial harassment. A report of the Local Authority Housing Department identified the 3 Estates as an area with the fifth highest number of reported incidents in the city. . The number of drug misuse notifications, which are 4­7 times the Birmingham average and have been increasing.

We said we would achieve this by: . Crime reduction and deterrents through community policing, neighbourhood wardens and specialist intervention measures. . Social measures through working with Children, young people in and out of schools and adapting good practice mentoring schemes to suit the 3 Estates. . Physical measures providing extra security, better lighting, improved layout and CCTV.

21 . Removing contributory factors to the feelings of insecurity and high evidence of burglary through links with the Housing and Environment process and re­designing of the 3 Estates. . Crime and Safety Unit to co­ordinate the activity of the Police, neighbourhood team and partners from the City Community Safety Partnership and installation of security measures. . Neighbourhood Warden Scheme fostering ongoing relationships with the local community and the Police. . Safety by Design.

What we have achieved: . Community Warden scheme . Infill of Subways at Foyle Road/ Shannon Road . Kings Norton Environmental Task Force . Racial Harassment Research . Operation Nemesis – target hardening . More than 400 additional street lights installed across the 3 Estates . Home Security Handy Person . Domestic Violence Worker . ‘Safety by Design’ consultation . Security work (Gating schemes, bollards, fencing) . Retail Watch Scheme . Increase number of Neighbourhood Watch schemes . Drugs Enforcement Equipment . Community Safety Co­ordinator

22 . Community Safety Strategy . Drugs and Alcohol Strategy

The way forward: It was recognised that community safety is a key factor in achieving all the strategic objectives. In order to make an impact on health, education, worklessness and on the environment any area must have a safe and stable community. The Community Safety Strategy attempts to create such an environment. Many of the challenges facing the 3 Estates area have been due to the inability of public, private and voluntary agencies to deliver effective services and to engage the local community. The emphasis for the next 3 years is to work with the different delivery agents and the community to improve and enhance services so that we have an impact that is continued beyond the life of NDC funding.

To enable effective monitoring and evaluation, statistics are available from West Midlands Police on a variety of crimes, and residents participate in a MORI poll every two years to assess issues such as the fear of crime. Figures for drug incidents and racial harassment have been more difficult to locate but new measures have been put in place to monitor and evaluate these issues. Our ability to track progress against activities and to adapt our approach as appropriate will be essential to the successful achievement of the overall programme.

Objective 2001 Baseline 2002/03 Performance 2003/04 Performance Year 3 Target Comments

23 7. Reduce the Burglaries of The Burglary rate for From April 2003 to December To close the gap between There are some signs gap between the dwellings on the 3 dwellings on the 3 Estates 2003 there were 124 the 3 Estates and the city of increases in other Estates for 2001/02 for 2002/03 was 43.5 per burglaries. This projects to an average by 15%. forms of crime but number of was 64.5 per 1000 1000 households (actual approximate number of 165 overall crime statistics burglaries in households (actual number 174). burglaries for the whole of Based on 2002/03 figures are still down. the area and the number 258). 2003/04. the gap has closed by 56%. Burglary figures are rest of Burglary rate for The burglary rate for now down to a level Birmingham by Birmingham was Birmingham was 32.47 per where the behaviour 39.4 per 1000 1000. of one individual for 100% households. one month can significantly affect the overall figures for the whole estate. 8. Reduce the 71% of residents in Mori Survey– 63% of 3 The 2003 residents’ survey To close the gap between In terms of other fear of crime 1999 felt unsafe Estates residents felt a bit or showed that 59% of people the 3 Estates and the city crimes, robberies and walking alone in the very unsafe going out after reported that they thought the average by 20%. violent crimes and fear of area after dark or dark. Compared to 33% 3 Estates had become a safer Need the results from 2004 remained consistently going out by did not walk alone (Nat Ave). 75% of 3 Estates place to live. Mori survey before an below the Birmingham 75% after dark. residents felt fairly or very accurate calculation can be average during Compared to 11% worried about being burgled. made but indications are 2003/03. for England Compared to 51% (Nat that fear of crime will be Ave). reduced.

24 18. Reduce the A baseline for the All harassment related crime Reported incidence of racial No target was ever Overall numbers of number of racial level of harassment (not just racial) was down harassment in 2003 were established. reported incidence are on the 3 Estates from 65 reported incidents in down from 2000 but showed very low on 3 Estates attacks and was never 2001 to 42 in 2002 an increase from 2002. which makes it difficult racial determined. to have confidence in harassment to any recorded levels reported changes. There is on the 3 Estates also concern about under reporting.

25 Education

By 2011 the CDT will make the 3 Estates a place to learn by challenging under achievement in our whole community and improving participation in learning for all ages for: personal development, employment, the enhancement of life­skills, recreation, career development, shared enjoyment, life­enrichment.

Why we needed to do this: • Low levels of achievement in schools where only 15% of pupils achieved 5 GCSEs grades A­C in 2000 compared with the Birmingham average. • Achievements at Key Stages 2 and 3 in English, Maths and Science, which were significantly below the Birmingham average. • The levels of high unauthorised absences which are twice the Birmingham average, authorised absences which are above the Birmingham average and the high incidence of challenging behaviour in schools. • The lack of community involvement in education on the 3 Estates identified in the Resident’s Survey. • High proportion of residents on the 3 Estates estimated to have low literacy and low numeracy skills, as identified by the Basic Skills Agency’s statistics in 1998.

We said we would achieve this by: • Early support and intervention measures to build on Sure Start principles which can then be carried forward to the different levels of concern: Key Stage 3, GCSE and post education. • Key interventions and special needs support involving tailor­made work programmes for pupils in schools.

26 • Support in developing the links between schools and the local community. • Support to enhance existing provision of resources and open up more facilities to residents on the 3 Estates. • Providing a secure environment in which to develop a lifelong learning culture by links with the Young People, Childcare, Housing and Environment and Worklessness programmes.

What we have achieved: . Assisted Kings Norton High School in the establishment of a collaborative partnership with Kings Norton Girls School . Supported Kings Norton High School with a number of additional teachers and support posts, as part of the collaborative partnership. . Undertaken the Civic Centre Development Study to identify options for delivering neighbourhood services. A major element of this is the effectiveness of the high school building. This study was a direct result of a concept & feasibility study looking at issues of access to community facilities at Kings Norton High School. . Primrose Hill Community Project provides education and childcare for children aged 2 ½ – 11 year olds, specialist support for young children with additional needs, a full time créche and support for Stay & Play and Toy Library. . Cadbury College Extension to open up the local 6th Form College to the Community and make an even wider range of courses more readily available to the area. At the start of the programme there was almost no local involvement in courses run by the college to the current situation where over 300 residents per term are participating in learning. . The Family Support Strand project to increase family confidence in Kings Norton High School, supporting parents through children’s educational career and increase opportunity to become more involved in their children's and their own learning. . Development of The 3 Estates Framework for an Education and Lifelong Learning Strategy. . Refurbishment of Kings Norton High School . Kings Norton Library Development Officer post was funded to increase the take up of library services by local residents.

27 Objective 2001 Baseline 2002/03 Performance 2003/04 Performance Year 3 Target Comments 9. Reduce the Pupils across the Key Stage 2 results Local primary school average To close the gap between It does not appear gap between three 3 Estates improved across the 3 for KS 2 has now been above the 3 Estates and the city possible to find out KS primary schools Estates in 2002. the Birmingham average for average by 20%. 3 scores for 3 Estates children’s averaged 49% two years. pupils who attend achievement grade 4+ passes at Key Stage 3 results stayed The target has been schools off the 3 levels in the KS 2 compared to a approximately the same. KNHS average at KS 3 fell achieved for KS 2 but not Estates. area at key city average of 69% further behind the KS 3. Note year to year stages 2 and 3 Pupils at KNHS Birmingham average in 2003 scores vary greatly averaged 36% across all the key and the city Grade 5+ passes at stages. This makes average by KS 3 compared to a confidently predicting 100%. city average of 55% trends very difficult. Objective 2001 Baseline 2002/03 Performance 2003/04 Performance Year 3 Target Commentary 10. Reduce the Only 21% of pupils The percentage of pupils at Only 14% of pupils at Kings To close the gap between The average for all gap between the at Kings Norton Kings Norton High School Norton High School attained 5 the 3 Estates and the city Year 11 pupils form High School getting 5 or more GCSE’s GCSE’s at A­C in 2003. average by 20%. the 3 Estates was numbers of attained 5 GCSE’s grade A­C fell to 15% in Compared with 50% for 24% achieving 5 pupils in the at A­C in 2001. 2002. Birmingham. The gap has actually grown GCSE’s grade A­C. area attaining 5 wider. GCSE’s at Compared with 41% The Birmingham average grades A­C and for Birmingham. increased to 45% the Birmingham average by 100%.

28 The way forward: With the establishment of the Neighbourhood Management Team with a theme lead for Education & Lifelong Learning, the NDC programme has started to build the capacity to develop a comprehensive package of projects, integrated with other programme areas, and developments aimed at challenging underachievement and developing a culture of learning. The structure of the programme is designed to complement the measures being taken by schools and provide additional support to parents and teachers through initiatives, which will develop facilities and activities available outside the school framework.

Attainment levels at primary schools in the NDC area for Key Stage 2 have improved significantly and have now been above the Birmingham average for 2 years. However the gap between the city average and 3 Estates has grown wider at Key Stage 3 and GCSE underlining secondary school performance as a key priority area over the next few years. Key Intervention measures will not work, for example, without addressing the issue of high turnover which links to the reputation of the area, the surrounding environment and the facilities and activities that exist outside the school framework. It has been recognised that measures to address achievement will not be effective without the involvement, support and backing of the local community.

The programme now needs to focus on having a real impact on attainment at Key Stage 3 and GCSE. The Programme will take a more active role in supporting the management and delivery of education in two ways. Firstly by supporting a partnership approach through the Small Education Action Zone (SEAZ) and Kings Norton High School to work together with Kings Norton Girls School through the Collaborative Partnership; secondly by working to improve education and learning facilities through the Civic Centre Development Study and the 3 Estates Development Study.

29 Young People By 2011 the CDT will make the 3 Estates a place where young people have the opportunity to become involved in a wide range of activities at a number of fully equipped leisure and learning facilities, a place where young people have their say and are involved in the NDC decision making process.

Why we needed to do this: • High proportion of young people on the 3 Estates who were under 16. 27% of the population compared to 22.7% for Birmingham and 20.1% nationally. • Lack of activities and facilities for young people to use after school, in the evenings and at weekends. • Need for joint working between agencies to co­ordinate what can be provided. • The need to make links with Education, Worklessness and Health programme areas. • Feedback from the community about the current well being of the young people who live here and their future opportunities.

We would achieve this by: • Creating more facilities and activities on the 3 Estates to engage 13­19 year olds. • Measures to involve and engage young people in the life of the community. Increase the availability of information for young people in suitable formats and enable others to understand the issues facing young people. • Links to education, environment and worklessness programmes to ensure that high quality education is offered and access to both training and employment opportunities is increased.

What we have achieved: • More than £85K distributed to groups and agencies via Community Chest specifically for youth activities and holiday activities • Youth Community Chest established.

30 • Funding provided for Hawkesley and Primrose Community Centre Young Volunteers project which included an exchange trip to India in 2003. • Youth Media Project has produced a website for young people on the 3 Estates www.3ests.co.uk. • Summer Programme of activities in 2003 was developed, published and distributed to over 1000 young people. The scheme was delivered jointly by a number of service providers. • SK8 event to introduce skate boarding to local young people as well as engaging young people to conduct consultation on skate boarding facilities. • Kings Norton Wheeled Sports Strategy developed in partnership with BCC Leisure and Culture. Funds applied for large skate facility at Kings Norton Park. As a result Youth Villages initiative is currently being investigated. • G5 Consultants employed to engage young people to develop a Youth Forum and deliver a Youth Strategy. • Youth Music Day with Pato Banton as part of Big Arts Week. • 3 Estates Festival – youth activities included DJ workshops, Graffiti Art, Skate Boarding plus many more. • Young people engaged in Litter Picks with Community Wardens were rewarded for their efforts with activity excursions. Wardens provided support on these excursions and Youth Shop during summer period. • 4 young people ‘employed’ to carry out consultation with other young people for Delivery Plan. • Supporting, co­ordinating and/or contributing to improving facilities:­ o The new outdoor play areas on the Millennium Green and Pool Farm Recreation ground. o The Matrix IT extension to the Youth Shop on Teviot Grove. o The IT room at Hawkesley Community Centre. o The extension to Cadbury College for community learning and sport. o The Kings Norton High School music and recording room. o Resources for the Youth Media Project. o Mobile equipment for the Positive Futures initiative.

31 o Improvements to Greaves Hall. o Funds allocated to develop Hawkesley & Primrose Community Centre into Arts & Media centre of excellence ANIM8.

Objective 2001 Baseline 2002/03 Performance 2003/04 Performance Year 3 Target 11. Increase the Baseline on . Community Chest The number of new ways for No baseline has ever been involvement of involvement of funded 20 youth young people to get involved established for this objective young people in projects/groups in continues to increase. This and as a consequence no young people activities to be 2002/03 includes Youth Community measure of performance is in activities in determined in . The Youth Media Chest, Young Volunteers and possible. the area by a 2001/2. project launched. expansion to the Youth Media level to be . Positive Futures started Project. The most important However, it is possible to agreed on the 3 Estates development is the writing of say that the opportunities for a Youth Strategy by young youth involvement have people themselves. This increased significantly since should be completed and 2000/01. ready to be launched in 2004/05. Objective 2001 Baseline 2002/03 Performance 2003/04 Performance Year 3 Target

32 12. Facilitate the Apart from the . A new outdoor play Eight new facilities have To increase the number of provision of Youth Shop, there areas was funded by opened for young people facilities available for young area lack of facilities NDC in 2002 while since New Deal started. This people by 8. leisure and on the 3 Estates for improvements to includes The Matrix and the learning young people to use existing facilities IT suite at Hawkesley & . The Matrix facilities after school, in the continued. Primrose Community Centre. . An IT room at HCC available for evenings and at . The equipment at the . Cadbury College weekends. In young people residents’ resource extension. particular, there are room is now being used . KNHS music and by 15 few sports facilities. as part of the Youth recording room media Project . City Learning Centre . Positive Futures is . Outdoor play area. using mobile equipment . Youth Media Project at various outreach . Positive Futures mobile points on the 3 Estates equipment

The way forward: When New Deal for Communities started one of the main concerns of residents was that there “wasn’t enough for young people to do”. Then the providers of activities for young people highlighted the lack of appropriate facilities on the 3 Estates as a major obstacle to addressing this issue. Rather than leaping in straightaway and building anything from scratch the CDT has first of all concentrated on improving and extending what already exists.

With all these new resources in place, plus those that already existed such as Kings Norton Leisure Centre, the priority now is to build and sustain the groups, clubs and activities that can use these facilities and where young people can get involved.

33 In addition the development of the Youth Strategy will provide a perspective of what young people want, how they feel and the way they wish to see their neighbourhood developed. The establishment of a Youth Forum will enable young people on the 3 Estates to have an influence on the NDC programme and the decisions that are made.

34 Children and Childcare

By 2011 the CDT will have improved the level and extent of childcare provision to meet local needs

Why we needed to do this: . Low number of registered child minders and day nursery places for the 3 Estates compared with the Birmingham average . Need for respite childcare for families with special education needs . Need for care and help to families caring for their own children . Need to train local people to provide a wide range of childcare in the area . Need to improve the level and extent of provision at nursery stage and informal play groups to meet local needs

We said we would achieve this by: • Providing childcare which gives local children high quality play and early years development experiences through training people and improving the ability to offer sufficient formal and informal provision • Provide childcare and support for working families and families who are experiencing difficulties • Increase respite childcare with play and early learning provision for children with special needs • Increase the number of trained and qualified local people involved in the provision of high quality childcare both as volunteers and as paid employees • Improve and extend nursery provision

What we have achieved: • More than £141K distributed via Community Chest for groups (stay and plays), play schemes and other activity

35 • Extension to Pool Farm and Primrose Nursery and funding for the Foundation Centre at Primrose Community School, via Primrose Community Project, these two projects have now been running for over two years. • Neighbourhood Nursery • Child Care Audit completed in 2003 by local residents • Secured funding for Early Years Co­ordinator to develop services • A Children’s Strategy is currently in development

Objective 2001 Baseline 2002/03 Performance 2003/04 Performance Year 3 Target Commentary 13. Reduce the Kings Norton Ward Due to the expansion of No new places were added in To close the gap between Accurate gap between the has only 15 facilities at Pool Farm 2003/04 but all the places the 3 Estates and the city measurement of this registered child Nursery and Primrose added in 2001/02 were average by 20%. objective is difficult as number of child minders (in 2000) school there are now 80 sustained which means the what constitutes a minders in the compared to a new nursery places programme is still ahead of its The number of childminder “place” can vary area per 100 Birmingham Ward available on the 3 Estates 3 year target. places has not increased but greatly with regard to children and the average of 29, and from 2001/02. the expansion to nursery hours available, days number of 121 day nursery places has already achieved of the week available, places compared to the 10 year target. holiday opening etc. nursery places a Birmingham Ward to the average of 201. Birmingham average by 100%

36 The way forward:

One of the first things established was that the area lagged well behind the rest of Birmingham in terms of access to pre­school places. As a consequence increasing the number of childminder and nursery places available on the 3 Estates became one of the programme’s main objectives due to its impact on the other programme areas in particular Education, Worklessness and Health . In addition to the projects already achieved the CDT is now looking into the feasibility of foundation centres at St Paul’s RC and Hawkesley Church Primary Schools.

The Child Care Audit identified the need for more choice and flexibility in pre­school services. As a consequence the next stage for the CDT will be to look at the resources necessary for a far more comprehensive approach to child development. This will include such issues as health, special needs, informal play, parent support and more opportunities for parents to get involved.

37 Housing & Environment

By 2011 the CDT will make the 3 Estates a better place to live, investing in the physical environment of the area to provide an attractive, well managed environment and good quality, affordable homes for local people to rent or buy.

Why we need to do this: • Poor quality of housing stock which the council’s Stock Survey suggests would require £70 million to achieve modern standards with a further £15 million for privately­owned housing. • Poor quality of housing concentrated in the Pool Farm and Primrose Estates and in particular, the high concentration of “cluster blocks” of flats. • Need for a different mix of housing identified by the Planning for Real exercise to include more family homes, homes for young people, sheltered accommodation and bungalows. • The unpopularity of the area as evidenced by a waiting list comprising of 7.5% of the stock as compared with 33.5% for Birmingham as a whole and even more worryingly, the percentage of 3% for property on the Pool Farm Estate. • The percentage of turnover was higher generally, particularly on the Pool Farm and Primrose Estates (23.4% and 22.4% compared with the Birmingham average of 14.7%). • Difficulties faced by private owners in maintaining their properties. • High proportion of tenancies ending by way of abandonment or eviction. • Negative perception of open space on the 3 Estates and problems of rubbish dumping.

We said we would achieve this by: • Ensuring the community is able to be involved at all strategic levels of the council’s stock transfer proposals.

38 • Co­ordinating measures concerning the layout of the 3 Estates and development proposals including both housing and non­ housing proposals. • Management and maintenance arrangements to improve and develop the quality and effectiveness of housing repair, housing management and waste services in the area. • Support to residents moving onto the 3 Estates through personal support, practical support and community facilities. • Ensuring that strategic links are made with the Education, Health and Community Safety activities, which will impact on the environment and how it is cared for.

Objective 2001 Baseline 2002/03 Performance 2003/04 Performance Year 3 Target Commentary

39 14. Improve the 65% of residents 2002 Mori Survey – In a 2003 residents’ survey:­ To increase resident Resident residents’ very or quite . 31% of 3 Estates . 30% wanted to move satisfaction to 70% dissatisfaction still satisfied with the residents said they away which represent s appears to be focused satisfaction area on the 3 wanted to move in next no improvement. It will not be possible to on the environment with living in the Estates. Compared two years compared to . 72% said NDC had made evaluate the target until the and housing. area from 65% with 85% nationally an NDC national a difference which is a 2004 Mori survey is to 85% (1999 figures). average of 31%. significant increase from completed. The thing most . 62% of 3 Estates 2002 residents would like to residents very or fairly see are more activities satisfied with the area Other possible indicators of for children and young as a place to live satisfaction are:­ people. compared to 87% . Turnover continues to nationally. fall. 254 residents moved . 40% thought NDC had out of Council properties made a difference. in 2003 compared to 338 in 2001. . House prices are now going up in line with the Birmingham average after falling behind the previous three years. . Owner occupation continues to increase.

40 What we have achieved:

• The 3 Estates Development Study and Civic Centre Development Study are both currently in progress. • Kings Norton Environmental Task Force (Groundwork) – includes capital works such as fencing and gating schemes. • The Befriend project provides general support to new residents and helps them to settle onto the 3 Estates. • There has been a significant reduction in the number of void properties on the 3 Estates • The appointment of an expanded Neighbourhood Housing Manager was made in January 04. The new enhanced manager’s role includes undertaking a review of existing services and providing solutions for change. • Neighbourhood Management approach – there is work being done to develop a more co­ordinated service for environmental related tasks on the 3 Estates. • Community Advice Team (CAT) provides holistic ongoing advice services for residents. • The Primrose, Pool Farm and Hawkesley Housing Options Study Group (PPH) undertook a ballot in November 03. The result of this was that local residents voted in favour of serving a Right to Manage Notice on Birmingham City Council. The notice was served in January 04 and the group has entered the feasibility stage.

The way forward:

41 A Development Study is currently being undertaken by the CDT which will provide various development options for the 3 Estates that will lead to a lasting physical change for the benefit of the area and local community. The proposals of the Development Study will clearly show how the CDT can more effectively deliver the positive impact on housing and physical environment that most residents want. A lasting change cannot be delivered by the CDT alone. Key partners such as BCC, Housing Corporation, AWM, GOWM and the private sector also need to be fully involved and work alongside the CDT to provide solutions to these sizeable challenges.

Transport

By 2011 the CDT will make the 3 Estates a place where people of all ages can develop the confidence to travel independently, where people make full use of public transport to access jobs, training, education and to broaden their horizons; a place where satisfaction with the transport system is high and genuine alternatives to conventional bus services are easily accessible and responsive to community need, and where transport operators share our aim to promote mobility and access.

Why we needed to do this: . Need for improved access to key destinations including those where jobs are, and where the major public networks begin, for example Cotteridge (linking to King’s Norton cross city railway), Longbridge, Northfield, The Maypole, King’s Heath and the City centre.

42 . Need for good working relationships between existing providers, Centro and Travel West Midlands in order to meet the needs of local residents. . Improved quality of information regarding regularity of services and changes to the routing of services. . Poor geometry of some road junctions, which lack adequate pedestrian crossing facilities.

We said we would achieve this by: . Develop partnership­working arrangements with transport operators, residents, the Transport Authority and Local Authority. . Facilitate improvement measures to make the use of public transport safer, more accessible and more effective. . Undertake physical measures to improve the layout and safety of footpaths, road junctions and pedestrian crossing points on the 3 Estates. . A flexible alternative service to compliment existing public transport choices.

What we have achieved: . Infilling of three subways at the Shannon Road and work on Foyle Road junction. The scheme was designed to improve security and road safety and included landscaping, installation of Pedestrian Crossings and pedestrian guardrails, widening of footpaths and new bollards and reflected facing. . A Transport Strategy is currently being developed.

Objective 2001 Baseline 2002/03 Performance 2003/04 Performance Year 3 Target

43 15. Improve the The percentage of Bus usage increased by 4% Bus usage fell to 3% below To reduce the general level levels of bus users giving in 2002 compared to 2001 the level of use measured in of dissatisfaction to 20% poor or very poor 2001. transport to ratings across a reduce the number of levels of performance dissatisfaction indicators was 49%. recorded in Year of Opportunity survey

The way forward:

To date we have not achieved as much as would have liked in this sector. The Development of a Transport Strategy that links clearly to the Development Study is therefore essential. A Transport Strategy is currently being developed, that will set out priorities to meet residents’ transport needs within a framework that complements the local travel plan and the aspirations of residents. Once approved, the strategy can begin in earnest as transport must be a major focus in the next 3 years due to its direct impact on other programme areas.

44 Community Development & Involvement

By 2011 the CDT will have created a thriving community where residents feel that their voice is heard and they are able to get things done as a result of excellent neighbourhood management.

Why we needed to do this: . Low number of community and voluntary organisations on the 3 Estates. An estimated 2 per 1000 people compared to 3­6 groups per 1000 as identified by Home Office as “ a reasonable level of community activity” . Low level of resident involvement in community activity identified by Residents Survey in 1999 where only 2% felt “very” involved compared to 25% identified by Active Citizen Research Programme . The social, economic and demographic factors on the 3 Estates which represent powerful historical constraints on residents’ individual and collective motivation to engage with each others initiatives and other service provider activities . Low civic involvement . Small number of existing community groups with small budgets and no access to professional workers . Low level of recreational and leisure activity on 3 Estates – few facilities and lack of affordability . Considerable resident disillusionment with provision of services

We said we would achieve this by: . Developing a community infrastructure which has at its heart a Local Partnership, a Community Trust, managed by a Board of Directors the majority of whom are residents from the 3 Estates . A place for residents to manage work for the community and develop community activities

45 . A Community Forum which is able to network across the 3 Estates, engage, consult and involve people in all elements of community planning and activity . A framework of local accountability developed through the Local Best Value Review Process. Local Service Plans and Local Service Agreements . Measures to recognise the involvement and participation of volunteers in community activity . Support to further community development activity by residents and those providing services on the 3 Estates.

What we have achieved: • Community Chest Rounds 1­5. • 3 Estates Newsletter delivered monthly to over 4,500 households. • The Micro Neighbourhoods Framework was developed as a tool for community profiling. • Youth Community Chest. • CDT Resident Director Elections in 2001and 2003. • ‘Big Arts Week’ as well as other local events and festivals. • Organisation of 3 Estates Community Festivals in­conjunction with Pool Farm Festival Group in 2002 and 2003. • Community Conference was held with local community and voluntary groups. • Refurbishment of Greaves Hall (one of two community centres on the 3 Estates). • Establishment of 3 Estates Community Forum as the main conduit for Community Involvement for the programme.

Objective 2001 Baseline 2002/03 Performance 2003/04 Performance Year 3 Target Commentary

46 16. Increase the The NDC team No update The number of community To increase the number of number of estimates that there and voluntary groups groups to 3 per 1000 are 2 community or operating on the 3 Estates residents. community and voluntary has increased from 20 to 30. voluntary organisations per groups per 1000 population on Community Chest funded 32 1000 members the 3 Estates different groups and activities of the local currently. in 2003. population 17. Increase the % of residents Mori – 35% felt part of the In the 2003 resident’s survey To increase the percentage There have been number of local feeling very or quite community, 23% felt they 22% said they felt involved in of residents feeling very or significant increases involved in the local could influence decisions their local community. quite involved to 20%. in opportunities for residents community was locally both figures are the residents to get feeling very or 17.1% in 1999. same as the National NDC involved, in quite involved Compared to Nat Av average. community activities in local reported by Home and in front line community Office of 25%. support services. matters by 40%

47 The way forward: Although a lot has been achieved within the first 3 years real Community Involvement needs to be measured by increased awareness, knowledge and empowerment. With the re­establishment of the 3 Estates Forum the programme is now well placed to further develop its Community Involvement strategy. There are a number of residents engaged at different levels with the programme and the year 3 target has been successfully achieved with 22% of residents indicating they felt involved in their local community compared to 17.1% in 1999. This figure is set to grow steadily with the initiatives and activities, integrated with other programme areas, which are planned for the coming years.

48 Community Advice Team (CAT)

The Community Advice Team (CAT) does not fall under any one specific strategic objective. It’s work, however, has had such significant impact, both in terms of the residents it has assisted and in its influence on the direction of the programme, that as we review the achievements of the CDT over the last 3 years CAT is featured in its own right.

What have we achieved: The Community Advice Team (CAT) has been working on the 3 Estates for 3 years supporting high need households with complex casework where multiple agencies are involved, addressing the shortfall by mediating, facilitating and co­ordinating services. The immediate focus of the work was in welfare rights, anti­poverty, housing and environmental issues. In mapping the services which provide support it has been identified that there is confusion amongst service providers, duplication of services, gaps and over stretching of existing services which must be pulled together in a more cohesive manner to provide effective support. Local evidence suggests that the most significant and important part of advice delivery was the social support given and the approach to problem solving, which was to empower the individual to make informed choices with an emphasis on preventative approach.

The project has evolved from being a high level advice and advocacy team to a project that has been fundamental in identifying that if support is given to the most vulnerable at a point before they reach a critical stage, the chances for recovery and effectively taking control of their situation is greatly enhanced. The project has been successful in training residents who have gone on to gain employment or access higher education, and informing the programme by identifying the issues for those members of the community who are not normally served by regeneration initiatives.

The way forward:

49 Social Exclusion is a concept that is closely associated with poverty. Poor people are known to have worse access to services, suffer more crime and fear of crime, and have generally poorer opportunities over a shorter lifetime. The CDT plans to address these issues over the next 3 years by clearly targeting social inclusion as a key element of the programme and more specifically by establishing a Social Support Unit on the 3 Estates.

50 Conclusion

Overall, the Kings Norton 3 Estates Community Development Trust (CDT) has made good progress in developing a strong foundation from which to deliver the vision as set out in our Advanced Delivery Plan in 2001. At the end of our first 3 years the programme has achieved the following:

• 11 of the original 18 Strategic Objectives achieved or exceeded it’s 3 Year target • 3 of the Strategic Objectives not achieved to date (School Leaver Unemployment, Key Stage 3 performance, GCSE performance). • 4 of the Strategic Objectives are inconclusive because it has not been possible to produce an up to date measurement.

This indicates positive change in over 60% of the Strategic Objectives with good progress underway in all programme areas as highlighted. This 3 year review has enabled us to recognise our achievements, learn from our experience and develop clear theme areas for the future. Theme strategies and strong, working partnerships have been established which will facilitate a more focused approach over the next 3 years. This will ensure that NDC funded projects add value rather than substitute for the work of mainstream providers, while increasing the potential for mainstream opportunities.

51 Section 2 – The Next 3 Years 2004 ­2007

52 The Next 3 Years 2004 ­ 2007

Our vision is of a place where opportunities for all are created and embraced through self­help and community support, where there are excellent and effective working relationships between the community and those that serve it, and where we can celebrate with pride the quality of our community life.

The Kings Norton 3 Estates CDT Business Plan sets out the key activities, milestones and targets which we intend to achieve during the next three years. We have used the opportunities afforded to us by undertaking a 3 Year Review in order to closely scrutinise the action plan set out in our Advance Delivery Plan of 2001. By using a risk assessment approach, this has meant that in setting the action plan for the next 3 years we have been able to revisit our baseline, undertake a thorough gap analysis and really go back to first principles. We have taken into consideration the early findings from our 2004 Performance Management Framework exercise, the National Evaluation report and the National Audit Office Early Progress Report on NDCs. The views of the local community, frontline workers, local service providers and city service providers have been taken into account and are thoroughly embedded in our action plan and working practices.

We believe that this Business Plan is an ambitious, forward thinking document which will serve us for the next 3 years and provide the bedrock by which we develop both a plan for the long term sustainability for the work of the CDT as well as the action plan for the final 4 years of the CDT.

53 A Trust That Delivers Positive Change

Delivering the sustainable regeneration of the 3 Estates and its community through the best practices of community development, neighbourhood management, social inclusion and a learning culture.

Introduction During the last 3 years the Kings Norton NDC programme has faced similar issues to other NDCs. These have been tackled head on and have left the partnership with a strong will to succeed.

Since the appointment of its current Chief Executive the CDT delivery team has gone from strength to strength. The Senior Management Team reached its full compliment in July 2003 with the appointment of the former Chair of the Board (a local resident) to the post of Programme Operations Manager. The work of the Community Development Unit was reviewed and restructured during September 2003 with the re­establishment of the 3 Estates Community Forum. A Marketing & Communications officer has been appointed and strides are being made to re­brand and re­package the CDT and its projects.

54 The delivery team is now focused around a 2 team structure headed up by a Programme Operations Manager and a Neighbourhood Manager with the functions of Strategic Learning and CDT Board secretariat being delivered from the Chief Executives office. The Board committees have also been restructured accordingly with the establishment of Programme Operations and Neighbourhood Management Committees administered by their respective teams. There is also a Audit and Standards Committee which will, like the Board, be administered from the Chief Executives office.

The Senior Management Team have frequently utilised the services offered by the accountable body, GOWM and the NRU. This has included the assignment of Neighbourhood Renewal Advisors to support the process undertaken for the 3 year Review and the Performance Management Framework. Together with mentoring for the Senior Managers, these assignments are set to continue during 2004/05.

Whilst the CDT does not seek to become its own accountable body in the foreseeable future it is essential that the business practices of the CDT are strong enough to be able to take this role on whenever, or if ever, it becomes necessary. This approach will also give the Accountable Body, GOWM and the NRU confidence that the CDT can deliver the NDC programme effectively.

This is the first time that the Community Development Trust has had ‘Corporate Objectives’ alongside its ‘Theme Objectives’. The Business Practice objective below is joined by a ‘Core Principles’ objective which is detailed in the following section. Both of these objectives are born from the belief that the CDT should openly declare the practices and principles by which it both judges itself and wishes to be judged by others. The CDT proposes to set its standard by using the NRU Performance Management Framework.

55 Business Practise

The CDT will carry out its business in an effective, efficient, transparent and innovative way through the sharing of knowledge and best practice.

Management & Administration Since the appointment of the Programme Operations Manager the Programme Operations Team (which is currently funded from the 10% management & administration budget) has concentrated on 2 areas of work; the strengthening of the CDT relationship with its Accountable Body (Birmingham City Council) and the review and overhaul of the CDT’s financial systems. For the next financial year (2004/05) the team will be focussing on the following areas of work;

• Marketing, Publicity and Communications for the NDC Programme (including a review and overhaul of internal CDT communications). • A review and overhaul of the project management, monitoring and evaluation systems. • A review and overhaul of the project development, appraisal and approval systems. • Securing additional sources of funding to NDC (leverage).

In order to be able to achieve all of this, whilst maintaining its ability to rigorously manage the performance of the NDC programme, some of the functions of the current Programme Operations Team will need to be funded independently of the 10% management & administration budget. The following sections include a description of these projects and their functions.

56 During the next 3 years the bulk of the 10% management & administration budget will be focused on both finance and project monitoring.

A financial risk management exercise was undertaken during the third quarter of 2003/04. With the guidance of our auditors we have reviewed and modified our financial systems. This, in turn led to a thorough review and overhaul of our project defrayal systems during the final quarter of the year. We are now in the process of completing the exercise by reviewing our project management, monitoring and evaluation systems.

Already, for some key projects, a system of monthly project management review meetings has been introduced and should be rolled out to the whole portfolio of projects by July 2004. At these reviews all of the key partners meet in order to scrutinise the delivery and performance of the project against its critical success factors. Any actions which need to be taken in order to ensure that each project achieves its intended outcomes are then agreed and progress is fed back at the next meeting. Each project on the books of the CDT has been assigned a ‘Project Sponsor’. The project sponsor is not responsible for the delivery of the project, or for it’s monitoring, but serves as a conduit through which current project activity is fed back into the project & programme development process. This sponsor is usually a Theme Co­ordinator from the Neighbourhood Management Team and would normally be the person who has internally co­ordinated the development of the project. In this way our projects are ensured ownership within the CDT team from inception, through development, to start­up, delivery and evaluation.

Programme Research & Development The action plans for the theme objectives, which are detailed in later chapters, show that the CDT is ready to take a substantial leap forward in its commitments. During the first three years the Board has approved projects to a value of a little over £14million.

57 It is intended that during the next financial year alone the Board will receive and approve projects to a value in excess of a further £15million.

This raises 2 major issues for the CDT team: firstly; its capacity to research, commission and develop this amount of business, and secondly; the diminishing amount of NDC funding which is left available to commit to later years of the programme.

The CDT is already in the process of reviewing its project development and approval processes and through the review of the Community Development and Neighbourhood Management Units will tackle the issues of human resource capacity. (Details about the project development process can be seen in the Neighbourhood Management section of this chapter.) The accountable body is currently taking the lead on project approval and appraisal systems. An agreement has been reached in order to set up appraisal panels and, together with Aston Pride NDC, the CDT is commissioning the services of a Neighbourhood Renewal Advisor in order to train and set up the panels. Early in the new financial year an approval process for projects will be taken to Board, which will have the agreement of all parties (CDT Team, Accountable Body & GOWM).

During the first three years of the programme the CDT has been frustrated by its inability to fund small scale research studies, feasibility studies and project development activities without undue delays. All of these costs will form part of a Programme Research & Development Project which will be presented to Board in the first quarter of 2004/05

During the next 3 years it will also be a priority for the CDT to seek and secure additional funding sources in order to enable the realisation of its plans for the longer term sustainability of the programme. The costs for funding expertise will also be included in this project.

58 Programme Monitoring, Evaluation and Impact Evaluation As the NDC programme progresses it is crucial that the CDT has the ability to continually re­address the needs of the local community by monitoring and evaluating not only the projects that we fund but also the overall impact that the programme is having on our Theme Objectives (as well as Government Floor Targets).

A Programme Monitoring, Evaluation and Impact Evaluation project will be presented to Board during the first half of 2004/05. This project will encompass all aspects of Programme Monitoring & Evaluation (but not Project Monitoring which will still be funded from the M&A budget), including; a small ‘in­house’ team of evaluators and statisticians, community evaluation and independent external evaluation (both on individual projects and on the overall programme).

Properties & Assets, Acquisition and Management Often during the last three years projects have been either delayed or have not been able to deliver a full range of services because they have been unable to find the right premises to operate from. In order to be able to deliver effective locally based services to the community the CDT needs to have the ability to secure the use of office, retail and business space. These types of premises are few and do not come onto the market very often. Therefore the CDT needs to be able to ‘snap them up’ without delay.

A project which encompasses the ability to be able to take up leases, investigate the possibility of purchase, undertake small scale refurbishment and then pass on the properties to projects and services, which we consider to be meeting the needs of the programme, whilst also retaining the long term rights to the property will be presented to Board in the third quarter of 2004/05.

59 Project Management & Support During the early stages of our project management, monitoring & evaluation review, it has already become clear that our projects require different levels of support during the various project set­up and delivery stages.

Smaller community groups and voluntary organisations, in particular, find it difficult to be able to both deliver and manage projects. The use of our ‘in­house’ financial and support systems would both ease this burden and provide the CDT with the confidence that the project management is sound. Projects may be set up in order to ‘seed’ the change in local service delivery. These types of projects need close monitoring and often intensive support during the early stages.

It is intended that a Project Management & Support project will be presented to the Board for their consideration during the first 6 months of 2004/05. This project will be subject to the findings of the current project management, monitoring & evaluation review. It is also envisaged that this project will be sustainable in the long term by being able to offer its ‘in­house’ services to other projects, community groups, voluntary organisations and service providers at a reasonable cost.

Marketing & Communications Historically the programme has often suffered from not being able to fully communicate and celebrate its successes as the framework for which a communications strategy is underpinned has not been in place. This has given the local community a

60 distorted view on how the programme is progressing. The development and implementation of a successful CDT Communications Strategy in year 4 will have an impact on the programme has a whole by contributing to resident awareness and participation in the delivery of the programme. Closer strategic working between the Marketing & Communications team and the local community, theme co­ordinators and project officers will facilitate a two ­way flow of quality communication which is clear, coherent, consistent, correct and timely.

Communication was identified as a key focus area for NDC’s nationally in the recent National Audit Office report published in February 2004. The CDT is now well placed to develop and implement a Communications Project, drawing on a variety of channels to increase awareness and build the CDT’s profile both in the local community and the wider world. In order to achieve this the focus of the CDT over the next 3 years and beyond will be:

• To raise and maintain awareness of the NDC programme amongst the community and key stakeholders • To ensure that the NDC’s achievements are recognised and celebrated • To improve access to the services, facilities and benefits the NDC provides and encourage greater involvement and participation • To improve the image and reputation of the NDC locally and nationally • To ensure that the staff and board are well informed and have the skills to act as ambassadors for the programme • To ensure the NDC has a consistent brand

See Appendix 3 for more information

61 Learning & Development An integral part of the NDC Programme is to understand and share information about what we have learned from our experiences. We are doing this by: • Information sharing between residents, the work of the Programme, and with the organisations with which the CDT works • Learning from experiences through regular reflection, evaluation and review • Communicating by listening as well as informing • Providing professional and practical support and training to Directors to enable them to undertake their responsibilities

By sharing knowledge and opinion locally the CDT will be able to bring about service improvements and improve the quality of life for all residents of the 3 Estates. In addition we will be able to benefit from and contribute to the store of knowledge and opinion at a City­wide, regional and national level.

See Appendix 3 for more information

Core Principles

62 The CDT will apply the core principles and practices of Community Development, Neighbourhood Management and Social Inclusion to its work

Community Involvement Residents of the 3 Estates have the opportunity to be involved, through the 3 Estates Community Forum, at policy, programme, scheme and project levels during planning, strategic development, implementation and evaluation. The CDT is determined that this involvement is meaningful and has developed four core elements to ensure that this is so:

• That residents are able to influence activity at all levels • That inclusivity is a valuable thing, and diversity is celebrated • That communication must be clear and accessible • That capacity develops to foster greater understanding

The programme will create more jobs, improve housing stock and tackle shortcomings in public services. These are central to the renewal of the 3 Estates and all require community participation to be truly effective. In addition, community self­help provides informal activity that provides support for friends, family and neighbours plus the more formal activity provided by a community group. Both of these activities contribute to the wealth of the neighbourhood.

See Appendix 3 for more information

63 Neighbourhood Management The principle of Neighbourhood Management is to provide services that meet the local need. In deprived areas local services can struggle to meet the needs of local communities and this can result in a downward spiral of deprivation.

If Neighbourhood Management is going to make a difference, everyone from local communities to central government needs to be convinced, firstly, that this is different from what has gone before – and is not just the latest fad, secondly, that it is worth the considerable energies and possible costs involved and thirdly, that there is value in getting rid of some of the traditional ways of doing things; taking some risks in order to find more effective ways of working. The CDT are aiming for local services that: • Understand the needs of the neighbourhood • Know what works • Work confidently in partnership with other agencies • Provide a neighbourhood focus for their work • Involve local people in design, delivery, monitoring and review. If these aims are achieved and local, coherent, accountable services are provided which meet the needs of the community, then the CDT should have a positive influence on people’s opportunities and outcomes.

See Appendix 3 for more information

64 Social Inclusion The CDT recognises that discrimination exists, and by seeking to meet the needs of the whole community vastly increases the chance of success for the programme in creating a healthy and safe neighbourhood in which all residents are valued. The CDT can do a lot to ensure that society is fair.

Processes used to allocate resources will ensure that activities will identify communities at risk of exclusion, the barriers they face, and how those barriers will be overcome. Our monitoring and evaluation will check that this has been completed, and will also check that all of the communities of the 3 Estates have been identified and included. The CDT will fulfil all legal duties with regard to Social Inclusion and work with the local community and stakeholders to ensure that this is done to the best standard. In addition, the CDT will offer opportunities to residents with knowledge of their rights, and provide support to ensure that those rights are honoured.

See Appendix 3 for more information

65 3 Year Review – A Summary

When the funding was originally approved for the Kings Norton 3 Estates NDC programme, it was done so against a number of objectives that the programme committed to deliver over its 10 year life span. These objectives have been known as the 18 Strategic Objectives which, as well as having 10 year targets, also have 3 and 5 year interim goals. Having reached the end of the 3rd Year a review of these objectives was undertaken in terms of both how well the programme has performed against each and whether the objectives, with the benefit of experience, should be changed.

In terms of performance the previous theme sections have shown that the programme has:

. Achieved it’s 3 Year target for 11 of the 18 Strategic Objectives. . Failed against 3 of the Strategic Objectives (School Leaver Unemployment, Key Stage 3 performance, GCSE performance). . And 4 of the Strategic Objectives are inconclusive because it has not been possible to produce an up to date measurement.

It is worth nothing that although a lot of good work has been done in some areas it has been difficult to quantify progress due to the long term strategy development involved or the need to develop partnerships. An example of where this has occurred is within

66 the Housing & Environment Theme where significant development work continues to be undertaken but physical changes will only follow much later.

At this 3 year stage each Strategic Objective has been reviewed against the following criteria:

• Does it match the national objectives that have been agreed for our key local service partners? • Can it be monitored or measured effectively? • Does it capture the improvements we are hoping to deliver? • When combined do the objectives for a particular theme achieve an effective overview of that theme? • Is it challenging enough?

The review established that 16 out of the 18 original Objectives needed changing in one way or another.

With regard to replacing and updating the original objectives the following table summarises the changes that have been agreed after extensive consultation with the local community, strategic partners, service providers and Board members. These changes should be assessed bearing in mind the following restrictions:­

• Each NDC is limited to a maximum of four objectives per theme and preferably no more than three. • This limitation on numbers has meant selecting combinations of objectives that best describe an overall theme as opposed to objectives that concentrate on a specific issue within a theme.

67 • It is not possible to identify a perfect measure with which to monitor every objective. In some cases it has been necessary to settle for the best available – Drug & Alcohol Misuse is an example of where this has happened.

The full justification for these changes including the removal of original objectives can be found in Appendix 1

68 Updated Programme Themes and Objectives

A Trust that Delivers Positive Change • To ensure that the business of the CDT is carried out in an effective, efficient, transparent and innovative way though a learning culture • To ensure that the business of the CDT applies the core principles and practices of social inclusion, community development and neighbourhood management A Place to Work • Reduce unemployment • Increase households with an earned income • Increase the level of vocational training A Place that Cares • Increase life expectancy • Reduce life­limiting illnesses • Improve child health A Place to Learn • Improve Primary School performance • Improve Secondary School Performance • Increase the participation in learning across all ages A Place to Grow Up • Improved provision for 0­5 yrs • Reducing the number of young people who are socially excluded A Place that is Supportive & Inclusive • Reducing social isolation • Increased numbers of residents contributing to the community

69 A Place that is Safe & Clean • Reduce fear of crime • Reduce drug and alcohol misuse • Sustain a cleaner environment A Place to Live • Improved satisfaction with housing • Lasting physical change for the benefit of the area and local community

70 Rationale for New Programme Theme Objectives 2004 ­2007

Theme Objective/Measure Explanation A Place to Work Work 1 ­ Reduce Unemployment Using Job Seekers Allowance is still the recognised measure (Residents claiming Job Seekers nationally for monitoring unemployment and so has been kept as Allowance) Work 1. However, as using this approach masks the number of Work 2 ­ Increase households with anpeople who are not economically active Work 2 has been introduced. earned income These two objectives combined will ensure that the needs of all (Mori Household Survey) people out of work get addressed and not simply those who qualify as Work 3 ­ Increase the level of unemployed. Work 3 has been introduced for two reasons and like vocational training Work 2 helps to broaden how the programme will improve the 3 (Mori Household Survey, Residents Estates as a place to work. Firstly it acknowledges that some with NVQ level 2) residents need help with training before getting job can become a possibility and secondly it will help residents already in work get a better or better paid job.

71 A Place that Care 1 ­ Increase life expectancy Like unemployment for work, life expectancy is still the main Cares (Average life expectancy) recognised measure for health improvement and so has been kept as Care 2 ­ Reduce Life­limiting Illnesses objective Care 1. Care 2 has been introduced, with its emphasis on (Deaths under 75) quality of health and not just length of life, because living free from Care 3 ­ Improve Child Health poor health is as important as living a long time. Similarly, because (Child body mass index) getting a good start in life is an important determinant to future health Care 3 will ensure the programme concentrates on the vital early years of a child’s development.

Theme Objective/Measure Explanation

72 A Place to Learn Learn 1 – Improve Primary School The objective of the programme with regard to learning is to ensure Performance residents have the opportunity to benefit from learning and education (Key Stage 1 and 2) at all stages of their life. This is why there are three objectives each Learn 2 ­ Improve Secondary School aimed at different age ranges. Learn 1 and Learn 2 focus on the two Performance main education age bands of primary and secondary and Learn 3 has (Key Stage 3 and GCSE) been introduced to make sure this work is then continued for all ages Learn 3 ­ Increasing outcomes from through Life Long Learning. This objective will cover all types of participation in learning across all learning from hobbies/interests through basic skills to Higher ages Education. (Mori Household Survey, residents participating in learning)

73 A Place that is Safe 1 ­ Reduce Overall Crime Community Safety and the Environment continues to be a main Safe and Clean (Combined total of burglary, car crime priority for the 3 Estates community which is why there are four and robberies) different objectives for this theme. Safe 1 & Safe 2 concentrate on Safe 2 ­ Reduce fear of crime crime and its effect. This is because while reducing crime is obviously (Mori Household Survey) important it is equally essential that residents feel the benefit and feel Safe 3 ­ Reduce drug and alcohol safer. Drug and alcohol misuse is a key factor in much of the crime on misuse the 3 Estates but also contributes to many other social problems as (Hospital admissions due to drug and well Safe 3 has been designed to highlight just this issue. Safe 4 alcohol misuse) considers a broader issue, that of the general environment on the 3 Safe 4 ­ Sustain a Cleaner Estates and its appearance, because this has such an effect on Environment residents’ well being, quality of life and perceptions of personal safety. (Environmental Audit)

Theme Objective/Measure Explanation

74 A Place to Live Live 1 ­ Improved satisfaction with Although the important ingredients for having a decent “A Place To housing Live” could be interpreted in many ways, for the purposes of this (Mori Household Survey – satisfaction objective it covers the physical environment on the 3 Estates. In with accommodation) particular quality of housing, which is the focus of Live 1, and what Live 2 ­ Lasting physical change for could be called the 3 Estates infrastructure which is covered by Live the benefit of the area and local 2. “Infrastructure” is a definition of all necessary physical community developments necessary to make the 3 Estates a good place to live ­ (Mori Household Survey – satisfaction such as shopping facilities, community facilities, transport, roads, with area as a place to live) parking, lighting etc. A Place to Grow Grow 1 ­ Improved provision for 0­5 There were never any original objectives covering the development of Up yrs children however this must now be a priority area because children of (Child development baseline test in the 3 Estates are the ultimate beneficiaries of the NDC programme. reception) Every child should be assured of their entitlements and not just simply Grow 2 ­ Reducing the number of be born with opportunity. These two objectives will drive this forward young people who are socially Grow 1, by looking at the early years, will make sure all children get excluded the best possible start in life. This is the complimented by Grow 2 (Connexions Service) which will try and ensure that having benefited from a good start to life young people will then continue to play an active role in their community.

75 A Place That Is Include 1 ­ Reducing social isolation All the above themes are about improving life for as many people as Supportive and (Mori Household Survey – Residents possible on the 3 Estates. This objective is about making certain that Inclusive who feel a part of the community) particular groups don’t then miss out. In particular the CDT is Include 2 ­ Increased numbers of concerned about those groups who, for one reason or another, are residents contributing to the isolated within the 3 Estates community. Include 1 will look at community reducing this isolation, and as one of the best ways of doing this is to (Mori Household Survey – Residents have as many things happening on the 3 Estates as possible for participating in voluntary work) people to get involved in Include 2 has also been introduced. A Place to Work

Where people get the jobs and training to which they aspire

Theme Objectives Targets JSA Claimant Count as percentage of economically active residents (2001 WORK 1 Census) as monitored by Job Centre+ Reduce Unemployment 2001 Year 3 March 04 Year 6 March 07 Year 10 March 11 (Actual) (Target) (Target)

76 13.7% or 530 8.8% or 341 Maintain better Achieve National than City Average Average (City = 12%) (City = 10%) Proportion of households wholly dependent on benefits (not including over WORK 2 65’s) as measured by the Mori Household Survey. Increase households with an earned 2001 Year 3 March 04 Year 6 March 07 Year 10 March 11 income (Actual) (Target) (Target) 49% or 1,534 Not measured in 20% Reduction or 50% Reduction or households 2003 307 less 767 less (approx) Percentage of working age residents (16 to 65) with NVQ2 equivalent or WORK 3 higher as measured by the Mori Household Survey. Increase the level of vocational 2001 Year 3 March 04 Year 6 March 07 Year 10 March 11 training (Actual) (Target) (Target) 55% or 3,245 Not measured in 60% or 295 more 75% or 1,180 individuals 2003 more (approx) How we will achieve this: • Continuation of The Work Shop and further development of the services it delivers. • Increase access to local, affordable childcare, more qualified nursery nurses and courses in babysitting • Provision of skills training including literacy, numeracy, practical skills, life skills, customer service, construction and driving; with improved transition to work. • Develop improved, safer and affordable transport to jobs, training and education, both within the 3 Estates and to other places. • Encourage more local jobs, more workplace training and more local employers.

77 • Develop volunteering opportunities as a means of gaining work experience, through which people in work can act as role models and mentors. The arts and sport in particular can build local skills and self esteem; they also provide access into training and employment opportunities. • Targeted support for most disadvantaged sections of the community. • Identify young peoples’ opinions about service provision and develop more work experience opportunities and support for under and over 16 year olds, better incentives to stay in school, and more jobs, including opportunities to become entrepreneurs. More suitable premises from which to provide services would help. Developing a more positive reputation of the 3 Estates is a primary objective. • Improve information sharing between service providers. Stronger relationships need to be built between service providers and service users, particularly young people and other excluded groups, to develop services that effectively meet local needs.

The Year 4 programme will include: Continue working closely with The Work Shop to link 3 Estates residents into effective jobs and training. Support in finding and starting work, in making job applications and for people attending interviews, including self­confidence, self­presentation and self­ marketing, and in making the transition to work, particularly in financial terms. Develop positive role models and incentives and encourage better take­up of existing local services.

Community Crèche Develop a community enterprise that delivers improved crèche facilities for residents and training in child care occupations. Two groups of 12 residents to be trained with employment opportunities coming from a variety of play schemes, crèche working and other child care opportunities. Jobs and Training

78 Develop a community enterprise based on community transport and quality pre­used furniture. The community transport is aimed at elderly and disabled residents who are unable to use existing transport and the furniture service is aimed at residents who need access to affordable, quality furniture. Over 50 jobs will come from the project and 50 training opportunities.

Young Entrepreneurs Develop two businesses headed up by young entrepreneurs and to give at least four other young residents the opportunity to participate in an entrepreneurship learning programme. This way young people will be able to gain useful skills for managing a business – their own or someone else’s.

Year 11 School Leavers Provide transitional employment opportunities to a group of 20 school leavers who leave school with no positive next step to take. The transitional employment will provide training and learning opportunities as well as the chance to try a variety of different work experiences.

Support for People with Health Issues A specialist advisor from Jobcentre Plus will be based at The Work Shop one day per week to provide support, advice and guidance to residents who have a health issue that affects them in their every day life.

Outreach Services Introduction of a new service that takes employment information and advice into local health centres and healthy living information into The Work Shop. The service aims to make employment information accessible to a client group who have experienced disadvantage. A minimum of one half day at each GP and health centre is suggested plus other outreach opportunities at resident’s groups, schools and so on.

79 Helping to Remove Barriers Provision of extra help to residents who are considering the transition from benefits to a waged income. The help is in the form of bursaries to help with training costs, help with travel expenses both for the interview for work or training and, if successful, for the first few weeks after starting work, help with providing appropriate clothing, tools and so on and help with the hardship that can be caused by benefits stopping or reducing before the waged income is paid e.g. monthly pay.

80 A Place that Cares

Where Residents are happier and healthier. People’s life expectancy is no less than anywhere else and people are able to access the health care they need.

Theme Objectives Targets Increase life expectancy on the 3 Estates measured over a three year period as compared to the CARE 1 Birmingham average. Increase life expectancy 2001 Year 3 Mar 04 Year 6 Mar 07 Year 10 Mar 2011 (Actual) (Target) (Target) 1998 – 2000 2000 – 2002 Close gap by 33% Close gap by 66% 3­Estates = 74.6 3­Estates = 75.3 B’ham = 76.4 B’ham = 76.6 Reduce the mortality rate for residents under 75. This will be measured by comparing the actual CARE 2 number of people dying under the age of 75 against the expected number. Reduce life­limiting 2001 Year 3 Mar 04 Year 6 Mar 07 Year 10 Mar 2011 illnesses (Actual) (Target) (Target) 62 Actual 49 Actual 10 more Deaths No more Deaths than expected 32 Expected 31 Expected than expected (+30) (+18)

81 Increase the number of children at reception age with acceptable height to weight ratio (Body Mass CARE 3 Index) (To be calculated and targets set during 2004/05) Improve infant health 2001 Year 3 Mar 04 Year 6 Mar 07 Year 10 Mar 2011 (Actual) (Target) (Target) X % within Y % within Z % within acceptable band acceptable band acceptable band

82 How we will achieve this:

• Encourage organisations and the different parts of the local health sector to work effectively together for their common goals. • Greater integration and cooperation between services and with the community. • Enable service providers to develop new models of care which will be more effective in meeting the needs of the community. • Flexible programmes of activities that encourage and support local people to able to live in ways that promote health ­ with a particular focus on: increasing physical activity; reducing smoking; improving diet. • Support for vulnerable families. • Community involvement and participation in health at all levels.

The CDT is working with the South Birmingham Primary Care Trust (SB PCT) and local practitioners to improve their services and help fill these gaps. Key work includes developing preventative approaches with health and other services, such as education and leisure. Cross cutting issues like drugs and social support are also areas where action is being developed, which will result in health improvement for local people. By focussing on improving services, key topics and primary and secondary prevention targeted at specific groups, it will be easier for partners to mainstream initiatives more easily. Supporting partners, such as the PCT, in this way will also help them achieve their targets, especially around public health and inequalities.

The Year 4 programme will include:

Health Promotion/Improvement Initiatives These will provide local people with opportunities to take action to improve their own health by, for example giving up smoking, eating better and becoming more physically active. They include:

83 • Continued development of existing projects such as the Nurse Practitioners in local practices who will focus on improving the detection, management and secondary prevention of chronic illnesses like diabetes and heart disease • The development of a cardio­vascular gym at Kings Norton High School • Whole school approach to improving school food and increasing physical activity of pupils, with a special emphasis on childhood obesity • Project to tackle smoking • Foodnet – a community development project to train, support and employ local residents to deliver healthy food initiatives • Promotion of Health Information in the community and especially focused on disadvantaged groups

Family Support The 3 Estates has a vulnerable population of young and/or lone parents and a high level of need in families particularly around children’s developmental delay, behaviour and special need/disability. As well as offering improvement in these areas the project will contribute to the preventative approach to mental health and wellbeing. • Continued input from The Family Wellbeing project, focusing on mental wellbeing • Development of early years support and sure start style approaches in local service delivery in primary care • Intensive ante­natal and post­natal support for young mothers • Community Family Workers – to train, support and employ local people in “para­professional” roles in a variety of settings eg GP’s surgeries, with Health Visitors, voluntary organisations. • Support for children of drug users. • Service development with a focus on child protection issues.

84 A Place to Learn

Where people feel valued, understand their potential and whose learning achievements are optimised, recognised and celebrated, so that they approach their lives with confidence and with the desire and the tools to succeed.

Theme Objectives Targets Improve performance at Key Stage 1 and 2 measured as a proportion of pupils at all three 3 LEARN 1 Estates Primary Schools achieving Level 4 or higher Improve Primary School 2001 Year 3 Mar 04 Year 6 Mar 07 Year 10 Mar 2011 Performance (Actual) (Target) (Target) KS 1 75% (LEA – 83%) KS 1 76% At or above At or above National KS 2 49% (LEA – 69%) KS 2 75% Birmingham average average LEARN 2 Improve performance at key stage 4 for pupils from the 3 Estates measured as pupils from the B38­9## area achieving a minimum of 5 GCSE grade A* to C or equivalent Improve Secondary School 2001 Year 3 Mar 04 Year 6 Mar 07 Year 10 Mar 2011 Performance (Actual) (Target) (Target) 3 Estates ­ 29% (approx) 3 Estates ­ 24% 35% At or above Birmingham LEA – 41% LEA – 50% average LEARN 3 Increase number of residents participating in learning measured by the Mori Household Survey as a % age of over 16yrs

85 Increase the participation in 2001 Year 3 Mar 04 Year 6 Mar 07 Year 10 Mar 2011 learning across all ages (Actual) (Target) (Target) 16% 25% (approx, 33% 33% from Forum street survey)

86 How we will achieve this: • Support schools in a partnership and joint working programme and close the gap between primary and secondary for pupils and parents. • Expand and enhance alternative education curriculum to provide greater local flexibility and a more inclusive environment for young people whose needs are not being met by mainstream education. • Support school non­academic support functions delivered in a co­ordinated manner on the 3 Estates. Develop greater use of school sites including use at evenings, weekends and holidays for young people, community use and inter agency use. • Provide extra resources to support the re­integration of ‘lost’ pupils. • A professional behaviour person needs to be identified in school and a Behaviour Improvement Programme (BIP) action plan needs to be produced to address the support pupils need. • Create a pool of high quality staff, as there is a lack of good teachers in core subjects, recruitment and retention problems. • Develop Rewards to motivate and energise all children and parents in valuing learning. • Develop Strategy to engage young people in alternative education services for 14­19 year olds. • Improve School facilities to meet the needs of pupils, staff and the community. • Develop a comprehensive strategy for Lifelong Learning, FE and training service. • Provide better access to lifelong learning opportunities

The Year 4 programme will include:

Kings Norton Collaborative Partnership A partnership between Kings Norton Girls School and Kings Norton High School, the LEA and the CDT. This will enable sharing of resources, diversification of curriculum and input from high quality achieving staff. A series of Action Plans will be produced to

87 identify interventions that will support school improvement. Support for Kings Norton High School will focus on this Partnership Steering Group and the existing NDC funded projects.

Transition Support Pupils and parents find the transition from primary education and secondary education and Key Stage 3 and 4 difficult. Some focused support will target pupils and parents, therefore improving attendance and attainment. Any additional support will link into the existing provision of the Education Action Zone and other service providers.

Out Of Hours School Activities and Extra Curricular Activities Provide additional support to pupils to enhance their learning experience through homework support, fun learning activities, social activities and clubs. The vision is to develop co­ordinated opportunities for young people on the 3 Estates.

Reviewing Existing Support Services Work with service providers to undertake a review of existing education projects to identify where projects need to expand to meet community needs and ensure that there is no overlap with existing and planned new activities.

Education Strategy for 14 – 19 year olds Draw together current service provision and develop a co­ordinated approach to engaging this group in education, training and Further education.

Civic Centre Feasibility Produce detailed costed design options for the development of a new multi purpose site from which an Extended School could operate. This will build on the work undertaken in the Development Study for the 3 Estates.

88 89 A Place to Grow Up

A loving, stable environment in which to grow up. Where children and young people contribute to, and are part of community life.

Theme Objectives Targets Improved child developed measured by performance of children from the 3 GROW 1 Estates at Foundation Stage (Key Stage 0) at the three local primary schools. Improved provision for 0­5 yrs 2001 Year 3 Mar 04 Year 6 Mar 07 Year 10 Mar 2011 (Actual) (Target) (Target) No Foundation Awaiting 2003 At or above At or above Stage test results – this will Birmingham National average set baseline. average Reduce the unemployment of young people after they leave school as GROW 2 measured by the Connexions Service (Kings Norton High School pupils only). Reducing the number of young people 2001 Year 3 Mar 04 Year 6 Mar 07 Year 10 Mar 2011 who are socially excluded (Actual) (Target) (Target) KNHS – 17% KNHS – 22% Halve the gap Close the gap LEA – 7% (24 pupils) between KNHS between KNHS LEA – 9% and the LEA and the LEA average. average.

90 How we will achieve this:

Improve 0­5 years provision • Provide resources for Early Years co­ordination by appointing an Early Years Co­ordinator to be responsible for developing, enhancing and improving early identification and intervention of children with Special Education Needs (SEN). • Develop a SEN project that will address local community needs to support families with children that have SEN through a multi­ disciplinary and multi­agency support team. The team will provide additional support directly to children and their parents to support them in engaging with education and improving their quality of life. • Improve facilities by creating Foundation Units to meet the needs of children, staff, parents and the wider community in order to deliver diverse and flexible childcare provision, lifelong learning and education at Foundation Stage. • Develop further support for local residents to enable them to act as champions for learning, training and further education. Work with parents of children attending local schools to involve them in school activities. • Provide greater access to learning resources through the Library Outreach project that will promote and deliver library services to meet the of local parents and children that have difficulty accessing library services off the 3 Estates due to transport.

Reducing the number of young people who are socially excluded As this is a new target for the programme a collective vision for all children and young people on the 3 Estates has been developed. All children and young people on the 3 Estates should be assured of: • A loving, stable environment in which to grow up • The benefits of living in a diverse multi­cultural society where all experiences are valued and racism is not tolerated • Living in a safe and secure community where they are protected from harm, abuse, harassment, exploitation or neglect and to enjoy growing up with their peer groups and friends • To be heard and valued as responsible citizens – to contribute in local community matters and in shaping their lives and futures

91 • Having an environment that they can appreciate and to participate in sport, music, art, drama and a variety of cultural activities of the society and community in which they live • Focussed support as they pass through the various transitions from birth to adulthood, expanding their capacity to make decisions about their identity, relationships, education, future careers and financial affairs • Excellent joined­up services, which strive to meet the individual needs of children and their families The CDT believes that every child is entitled to be assured of the above objectives and not simply just have the opportunity or the chance to do so. The programme will play a major part in putting into place these entitlements for all our children. Not to do so would seriously jeopardise the sustainability of the NDC programme post 2011 and ultimately that of the children’s futures.

The Year 4 Programme will include: • Development of a Children’s Strategy to improve these aspects of life for children on the 3 Estates. • Deliver a children’s summer activity programme which will: • Identify and co­ordinate all activities/ events for children and young people during the forthcoming summer holidays. • Enable children and young people from all backgrounds to access a range of personal, social and developmental opportunities. • Widen the experiences of children and young people and provide a fun, enjoyable and safe environment for all children and young people on the 3 Estates. • Offer activities focused on arts, culture, media / IT, sports, education, employment, social cohesion and health. • Involve statutory, private, voluntary and community agencies as potential suppliers of activity. • Children’s Consultancy Project to encourage organisations specifically to become more child friendly. • Develop Parent Support Groups to address the significant influence on young people of the experience of family life. Family poverty and unemployment, conflict and poor parenting are all key factors for later problems. On the other hand, strong

92 relationships with parents, high expectations, role models, active involvement in families and parental involvement in education are all strong protective factors. • Development of a Youth Strategy. • Youth Bus to reach young people in their own neighbourhoods. • Establishment of a 3 Estates Youth Forum, complete with its own team of dedicated youth workers, which will ultimately be engaged as true partners with the CDT in the design, development and implementation of a Youth Strategy. • Explore and develop Youth Villages. • Greaves Hall Youth Work Project. • Build on the Duke of Edinburgh Awards Scheme delivered by the 3 Estates Youth Work Project, providing the means and resources to engage and involve as many of our young people as possible.

93 A Place that is Supportive and Inclusive

Where residents say they are part of a thriving community where there is plenty to do, things can be accessed and people really do look out for each other.

Theme Objectives Targets Increase the number of adults on the 3 Estates who feel that they are part of the INCLUDE 1 community as measured by the Mori Household Survey. Reducing social isolation 2001 Year 3 Mar 04 Year 6 Mar 07 Year 10 Mar (Actual) (Target) 2011 (Target) 3 Estates ­ 35% Not measured in 50% Will be set NDC avg – 36% 2003 against top performing New Deal areas. INCLUDE 2 Increase the number of adults involved in any local organisation on a voluntary basis as measured by the Mori Household Survey Increased numbers of residents 2001 Year 3 Mar 04 Year 6 Mar 07 Year 10 Mar contributing to the community (Actual) (Target) 2011 (Target)

94 3 Estates – 8% Not measured in 15% 20% NDC avg – 12% 2003 National avg – 21%

95 How we will achieve this:

Reduce Social Isolation Social Exclusion will be a key target of the entire programme driven by the setting up of a Social Support Unit to provide a lead agency approach influencing all aspects of mainstream service delivery.

• Provide a first point of contact. • Absorb the anti­poverty and advice function of Community Advice Team. • Address the clear need for more multi­disciplinary working. • Local flexibility/accountability. • Development of protocols for joint working relations which would enable the sharing of information about individual service users between the different agencies involved in service provision (as identified in the Partners in Social Support). • Provide an overarching infrastructure to enable strong working partnerships with service level agreements . • Work out integrated policies and ways of working.

Increase numbers of residents contributing to the community There is a ladder or triangle of community and voluntary activity. The higher rungs or apex of the triangle includes approximately 1% of the local community – our community leaders but the crucial step onto the first rung – the initial involvement is perhaps our most important goal. People need a reason to take that first step; in general, it will relate to their interests, concerns, families – to the circumstances of their lives. The focus of the 3 Estates Community Forum will be to encourage the local community to move onto and up the ladder of community and voluntary activity.

The Year 4 programme will include:

96 Reduce Social Isolation • Establish the Social Support Unit to provide a unit to provide a lead and influence mainstream service delivery. • Positive mental health services promoting ‘wellness’ and including increased counselling provision and complementary therapies to include homeopathy, aromatherapy, massage etc. • Provide an outreach base for the Drugs Worker and support preventative services. • Provide support to the Birmingham Partnership Against Racial Harassment (BPARH) Project. • Increase provision of training and development opportunities. • Development of services for men. • Develop micro­neighbourhoods ‘localised intensive care’ initiative. • Develop local anti­poverty strategy through the Community Advice Team (CAT). • Support and develop health and social services for older people. • Support for vulnerable groups, i.e. Black and Minority Ethnic (BME) groups, mixed race young people and those more likely to be socially excluded. • Support development of Youth Strategy.

Increase numbers of residents contributing to the community • Support the 3 Estates Community Forum to become the ‘hub’ of the community and an Information and Resource Centre. • Continue Community Chest – which is a key involvement vehicle for local people, a way of binding people together in joint decision making and a relatively cheap way (in context of the Government’s spending on regeneration) of ensuring that funds have an impact at the most local level. • Providing and facilitating informal/ formal training to the local community in accessible surroundings. • Facilitating maximum use of existing community buildings, by small scale capital funding and by maintenance grants. • Providing or facilitating infra­structure support for community groups including administration, equipment and office space.

97 • Establishing linkages between community groups and organisations in similar circumstances. • Setting realistic timetables for policy and programme development, which will allow for genuine community involvement. • Creating meaningful targets and performance indicators for community involvement and involving communities in the setting of these targets. • Establishing a volunteering strategy and policy to help increase the number of volunteering opportunities locally, which will improve the quality of opportunity available and promote the benefits available whilst assisting community and statutory organisations to recruit and retain volunteers. • Develop and provide a programme of event and activities in which people participate freely and in which there is widespread interest and which can lend themselves naturally to voluntary collaborative arrangements. • Develop the arts and sports as tools to engage people. Appealing to an individual’s interests can develop potential and self confidence along with the wider issues of health, crime, employment and education.

A Place that is Safe & Clean

Where residents know and feel that they, their families and their homes, are safe and respected as are their businesses and the environment in which they live.

98 Theme Objectives Targets Reduce the number of reported crimes on the 3 Estates as measured as the SAFE 1 combined total of domestic burglaries and robberies. Reduce Crime 2001 Year 3 Mar 04 Year 6 Mar Year 10 Mar (Actual) 07 2011 (Target) (Target) 3 Estates – 310 or 3 Estates – 216 or To close gap To maintain 74 per 1000 households. 52 per 1000 households with better than Birmingham – 21,609 or Birmingham – 17,695 or Birmingham Birmingham 55 per 1000 households 45 per 1000 households average average Increase the number of residents feeling safe walking alone in or around the 3 SAFE 2 Estates after dark as measured by the Mori Household Survey Reduce fear of crime 2001 Year 3 Mar 04 Year 6 Mar Year 10 Mar (Actual) 07 2011 (Target) (Target) 3 Estates – 36% Not measured in 2003 50% 66% NDC avg – 42% National avg – 66%

Theme Objectives Targets Reduce the number of hospital admissions due to drug and alcohol misuse as SAFE 3 measured by the NDC National Evaluation data team. Reduce drug and alcohol misuse 2001 Year 3 Mar 04 Year 6 Mar Year 10 Mar (Actual) 07 2011 (Target) (Target)

99 Drugs – 2.74 x expected Drugs – 2 x expected Drugs – 1.5 x The number number expected expected No. Alcohol – 1.83 x expected Alcohol – 1.5 x expected number number number Alcohol – 1.25 x expected number To increase the number of Grade A rated micro­neighbourhoods (57 in total) in SAFE 4 terms of the amount of litter/rubbish present as measured by the Environmental Audit Sustain a cleaner environment 2001 Year 3 Mar 04 Year 6 Mar Year 10 Mar (Actual) 07 2011 (Target) (Target) 18 out of 57 achieved Awaiting result 28/57 57/57 Grade A.

How we will achieve this: . Joined up work between the emergency services to enable them to build closer links with the community they serve. . Targeted work on crime hotspots particularly to upgrade or improve vulnerable premises fro communal and business areas. . Increase high visibility on the streets to reassure the public and to reduce the fear of crime. . Enforcement work to target drug dealers and to reduce the supply of illegal drugs. . Support for residents experiencing racial harassment which includes places to report race hate crimes and advocates to support victims of racial abuse. . Encourage a wider range of agencies to the 3 Estates to support the many victims of domestic violence.

100 . Increase the number of Neighbourhood Watch Schemes so that residents can ‘police’ their own community and feel safer in their home. . Increase high visibility policing at night to reassure the public and to make vulnerable residents feel safer going out at night. . Co­ordinate a multi­agency approach for substance misuse services so that they are directed towards the people who need them most. . Develop high visibility, tangible community safety projects to reassure the residents that things are happening, to encourage people to report crime and to inform residents of reduction in crime. . Develop gardening projects to support, provide practical help and to educate residents to maintain and keep their gardens tidy.

The Year 4 programme will include:

Reducing the Fear of Crime The Kings Norton Community Warden Scheme will be extended and continue to be the flagship project for community safety. The wardens will continue to be the ‘eyes and ears’ of the area, signposting residents to the correct services and supporting police and the community in reducing crime. A project will also be developed to provide high visibility on the streets after dark.

Gating Schemes Provision of security to sheltered schemes and improve security (target harden) at business and residential premises. Working with residents and based on Secured by Design recommendations it will provide reassurance to the community and design out crime.

101 Racial Awareness in Schools Tackling racism within schools and supporting staff, governors and parents in meeting their statutory duties on racial harassment. Working with all schools in the area it will provide an invaluable support to pupils to eradicate racism from school life.

Reporting Race Crime The introduction of a range of measures to support victims of racial abuse. This will include increasing the number of reporting centres in the area, identifying victims of racial harassment and providing casework to support victims of these crimes.

Additional Street Lighting Building on the successful phase 1 scheme already implemented in 2003/2004, it will continue to improve poorly lit areas and give the community more confidence to going out at night.

Marketing the Community Safety Programme A campaign to encourage the reporting of crime whilst informing residents about new and existing initiatives within the area. The drive will focus on the success in reducing crime on the 3 Estates.

Safety in the Home A range of projects to ensure that residents feel safe in their home. This will include continuing to secure properties, providing risk assessment to reduce accidents in the home and assisting the Fire Service to reduce fires in the home.

102 Substance Misuse Provision of a range of measures to combat substance misuse across the 3 Estates. These will include projects to support enforcement and reduce the supply of illegal drugs, to support youth diversion activities, to provide treatment services for users, to tackle anti­social behaviour due to substance misuse and to educate and support the community.

Input into the Development Study Provide a continuing input into the Development Study currently being undertaken. This will ensure that any development adheres to the principles of Secured by Design and that where appropriate opportunities are taken to develop facilities for the emergency services and the community to interact.

103 A Place to Live

Where people choose to move, make a home and decide to stay

Theme Objectives Targets Increase the number of residents who feel very satisfied with their accommodation, LIVE 1 taking everything into account. (As measured by the MORI Poll) Improved satisfaction with 2001 Year 3 Mar 04 Year 6 Mar 07 Year 10 Mar 2011 housing (Actual) (Target) (Target) 3 Estates ­ 40% Not measured in 3 Estates ­ 50% 3 Estates ­ 60% NDC avg – 41% 2003 National avg – 60% Increase the number of residents who feel satisfied with this area as a place to live. LIVE 2 (As measured by the MORI Poll) Lasting physical change for the 2001 Year 3 Mar 04 Year 6 Mar 07 Year 10 Mar 2011 benefit of the area and local (Actual) (Target) (Target) community

104 3 Estates ­ 62% Not measured in 75% 90% NDC avg – 60% 2003 National avg – 87%

105 How we will achieve this:

Housing & Physical Environment • Exploring options for the physical regeneration of the area: the Development Study commissioned by the CDT is due for completion in June/July 04 and will provide the much needed foundation upon which the team, in consultation with local residents, can make decisions on targeting support and housing and environmental priorities for the area. • Acceleration of interventions and projects to promote and encourage awareness, advice, information for self help, to tackle issues around home maintenance including gardens. • Neighbourhood Management ­ continuing to work with partners to improve services through co­ordination. • Strengthening strong links with the Constituency Partnership and the Councils’ Devolution process: The Board are aware that in order to achieve demonstrable and sustained improvement in services, the already strong links with the Constituency Partnership need to be continually strengthened. • 2004/5 will see increased emphasis placed on researching alternative models of Resident Management Options and exposing residents to new opportunities for engagement. This work will be carried out in conjunction with the Pool Farm, Primrose and Hawkesley Housing Options Group.

Transport . Improving awareness of existing services and negotiate specific improvements wherever possible. . Provision of a community transport operation to address needs which cannot be met by conventional services, especially where these assist the achievement of other strategic objectives.

106 . Piloting new kinds of services in order to encourage transport solutions linked into the wider changes contained in the transport strategy and sustainable beyond the period of NDC funding.

The Year 4 programme will include:

Housing & Physical Environment The 3 Estates Development Study will provide various development options for the 3 Estates that will lead to a lasting physical change for the benefit of the area and local community. The Study will address the key issues of Housing, Transportation, Shopping Facilities, Quality of Built and Natural Environment and Employment Opportunities. Following public consultation Birmingham City Council will use the Development Study as the basis of a Planning Framework to be adopted as Supplementary Planning Guidance for the 3 Estates area.

Housing Management With 65% of the properties on the 3 Estates Council owned and only 32% owner occupied exploration and development of alternative structures for enhanced housing management services are required. Work will continue with the Pool Farm, Primrose and Hawkesley Options Group to investigate different Resident Management Options. A planned programme of visits to other areas and ongoing consultation with local residents will provide a working insight into the different options.

107 In addition, work will also continue with the newly appointed Neighbourhood Housing Manager to improve the housing management services with new roles such as Super Caretakers being considered.

Education and Self Help The increase from 26 in 2002 to 80 in 2003 of the number of properties being purchased on the 3 Estates under the “Right to Buy” scheme has indicated that the area is becoming more attractive as a place to live. At the same time it is recognised that some residents/tenants need support in maintaining their properties/gardens, and the programme will encourage residents through training, advice, information and support in this area.

Environmental Improvements To address residents’ continued dissatisfaction with environmental issues on the 3 Estates, projects and initiatives are being developed that will have a greater impact on physical change, and which make the area look more attractive. These will include working closely in partnership with partners including the Police, Fire Service, Environmental Services Department, Housing, Anti Social Behaviour Unit, Community Safety and others. These projects have a very close link with Community Safety and will include addressing many issues around this theme as well as physical environmental improvements.

Transport Strategy Development and delivery of a 3 Estates transport strategy. The strategy will set out agreed priorities to meet residents’ transport needs within a framework that compliments the Local Travel Plan and the aspirations of residents.

Travelwise Maximise residents’ use of the existing public transport network by providing information and advice about transport alternatives and by helping with journey planning.

108 Improve Existing Public Transport Improve the existing public transport network by working with partners to introduce new, easy access buses, improved reliability and regularity of services and improved environment around bus stops.

New Services Develop a range of transport options, which might include Demand Responsive Services, tendering new public transport services and CDT as a transport operator.

109 Conclusion

This 3 year Business Plan sets out the CDT’s aims, objectives and targets. It has been developed to reflect the changes that have taken place since 2001 and will enable the programme to continue to deliver real change in the area. Theme strategies and strong, working partnerships have been firmly established which will facilitate a more focused approach over the next 3 years. This will ensure that NDC funded projects add value rather than substitute for the work of mainstream providers, while increasing the potential for mainstream opportunities.

During the last 3 years the Kings Norton NDC programme has faced similar issues to other NDCs. These have been tackled head on and have left the partnership with a strong will to succeed. A key priority for the CDT over the next 3 years is to seek and secure additional funding sources in order to enable the realisation of its plans for the longer term sustainability of the CDT and the NDC programme.

With positive change being indicated in over 60% of the original Strategic Objectives good progress is underway in all programme areas. Notable success has been achieved in the areas of Worklessness and Community Safety, largely attributed to The Work Shop and Community Warden Scheme. However, to date the CDT has not achieved as much as it would have liked in other areas such as Young People and Social Inclusion. The development of a Youth Strategy and Youth Forum that links clearly to the CDT is therefore essential and will be a major focus in the next 3 years due to its direct impact on the sustainability of the entire programme. In addition The CDT plans to clearly target Social Inclusion as a key element of the programme and more specifically by establishing a Social Support Unit on the 3 Estates.

110 The 3 Estates Development Study will provide various options that will lead to a lasting physical change for the benefit of the area and local community. Following public consultation Birmingham City Council will use the Development Study as the basis of a Planning Framework to be adopted as Supplementary Planning Guidance for the 3 Estates area. The impact that this will have on the area cannot be underestimated and real progress in terms of achieving successful, sustainable regeneration will be secured through this activity.

However lasting change cannot be delivered by the CDT alone. Key partners, public and voluntary agencies along with the private sector need to be fully involved and work alongside the CDT to provide solutions to these sizeable challenges. Only by working together will an impact be ensured that is continued beyond the life of the NDC funding. The range of activity and projects planned over the next 3 years and beyond will ensure that partner organisations take responsibility for and participate in new ways of working and improved service delivery that is more relevant to local people.

If the CDT’s aims are to be achieved and local, coherent, accountable services are provided which meet the needs of the community, then it is essential that the community become equal partners in the design, development, monitoring and review of local services. By applying Neighbourhood Management principles in this way the CDT should have a positive influence on people’s opportunities and outcomes on the 3 Estates.

111 Kings Norton 3 Estates Community Development Trust Board Chair Sandra Winters Resident ­ Hawkesley Vice Chair Ethel Seaman Resident –Pool Farm Canon Rob Morris Team Rector of Kings Norton (Faith Communities Sector)

112 Samual Akintoye Resident – Pool Farm Sue Bailey Resident ­ Primrose Rob Ball Head of Human Resources Development, MG Rover Group (Business Sector) Ron Bishop Resident – Primrose Rene Charles Resident – Primrose Coral Harborne Resident ­Pool Farm Dave Hughes Birmingham City Council (Education Sector) Brian Kempson Resident ­ Primrose Simon Kimberley Chief Executive, Optima Community Association (Housing & Development Sector) Tessa King Farlow Independent Keith Madden Resident­ Hawkesley Ethelbert Morrison Resident – Pool Farm James Ross Resident – Hawkesley Jan Rowley Birmingham City Council (Accountable Body) Ethel Seaman Resident – Pool Farm Jane Slowey Chief Exec. BVSC (Voluntary Sector) Christopher Spencer­ Jones Director of Public Health, South Birmingham PCT (Health Sector) Jon Stevens Birmingham Co­Operative Housing Services (Housing Options) Jean Templeton Managing Director, St Basil’s (Housing Sector & Young People) Cllr Tony Ward Birmingham City Council (Accountable Body) Andy Wells Resident ­ Hawkesley Kings Norton 3 Estates Community Development Trust Delivery Team

113 Chief Executive Kamaljeet Nijjar­ Deu

Programme & Operations Manager Neighbourhood Manager Strategic Learning Manager Tracey Branch Peter Wilson Jenny Watts

Finance Officer Education Coordinator 3 Estates Community Forum Manager Anthony Philips Saba Gondal Lisa Storey

Marketing & Communications Officer Community Safety Coordinator Community Advice Team Project Claire Smith Philip Hartley Manager Razia Butt Programme Team Health Coordinator Conrad Parke Lynn Inglis Community Wardens Project Manager Denise Wood Steven Hartland Tara May Worklessness & Transport Coordinator Nick Best 3 Estates Newsletter Project Manager Colin Smart Housing & Environment Co­ordinator Bali Paddock

Social Support Co­ordinator Razia Butt

114 LIST OF REFERENCES ­ STRATEGIES AND REPORTS (ALL INCLUDED FOR GOWM)

TITLE AUTHOR STATUS

Community Development Strategy Andy Boys, Tracey Branch, John Hedgeland Approved (IPG) – May 2001

Education & Lifelong Learning Strategy John Hedgeland, Kamaljeet Nijjar­Deu, Approved ­ 27 Nov 2002 Conrad Parke Health Strategy Lynn Inglis Approved ­ 21 May 2003

Community Safety Strategy Phil Hartley Approved ­ 23 Jul 2003

Neighbourhood Management Our Approach Peter Wilson Approved ­ 22 Oct 2003

Social Support Review Razia Butt Approved ­ 22 Oct 2003

Drugs and Alcohol Strategy Phil Hartley and Lynn Inglis Approved ­ 22 Oct 2003

Social Inclusion Background Report, Policy and Lynn Evans Approved ­ 2 Feb 2004 Action Plan

115 Employment Strategy Nick Best Approved – 25 Feb 2004

Transport Strategy Nick Best Draft submitted to CDT Board for comments 25 Feb 2004 Learning & Development Strategy Jenny Watts Currently in Draft – To be submitted to Board Apr ‘04 Communications and Marketing Strategy Claire Smith Currently in Development – To be submitted to Board May ‘04 Volunteering Strategy Lisa Storey and Colin Smart Currently in Development

Youth Strategy TBC Currently in Development

116