Part 1 ITEM No 7

______

REPORT OF THE CITY MAYOR TO COUNCIL ON 17th SEPTEMBER 2014 ______

TITLE: EXECUTIVE SUMMARY: CITY MAYOR’S MID-TERM REPORT ______

RECOMMENDATION:

It is recommended that Council endorse the progress in taking forward the City Plan’s priorities for the City.

EXECUTIVE SUMMARY:

The City Plan sets out the priorities for the City of over the next three years and the commitments of the City Council over the same period. The plan was developed in partnership with local people, partners and stakeholders following extensive consultation. This mid-term report sets out progress in delivering the specific commitments contained within the City Plan.

BACKGROUND DOCUMENTS: City Plan 2013-2016 ______

KEY DECISION: NO ______

DETAILS:

1. Background

1.1 I published the first three year City Plan in October 2013. The Plan set out a clear strategic framework for the City and for the City Council over that period.

1.2 The priorities within the City Plan were identified following extensive consultation with Salford’s residents through the Connecting Salford consultation which I launched in late 2012.

1.3 The Plan identified four strategic priorities:

 Connecting people to economic opportunities  Protecting the most vulnerable  Reforming public services  Communities working together 1.4 Almost twelve months on from publication of the City Plan, this report provides an update on our success in delivering against the ambitions and commitments made.

2. State of the City

2.1 Salford is a dynamic city. Understanding how the city is changing is key to enable us to continue to provide high quality services that are relevant to local people, and that will support continued growth and opportunities for our residents. This year we have brought together key pieces of information to help us understand the changing demographics of our city. This information will support our future planning and service delivery decisions.

Population growth

Since 2001, the city’s population has increased after 80 years of decline. In 2011, there were 234,000 residents living in Salford, 17,800 (8%) more than in 2001. By mid-2014, that number was forecast to increase to 242,000, and by 2021 it is forecast to reach 262,000, a further increase of 8%.

During this time the age profile of the city’s population has also changed with substantial increases in the number of pre-school age children, young adults and older working age people. The number of people aged over 65 in the city declined, in contrast to the national trend.

Economic growth

The city’s Gross Value Added (the measure of the value of goods and service produced in the city) is estimated to be £5bn in 2013 and to have increased by £62.7m (14.3%) a year since 2003. This compares favourably with the rest of Greater Manchester, which has seen a 6.3% increase in GVA over the same period.

The number of jobs in Salford increased by 3,000 or 2.4% between 2006 and 2011, again outstripping performance in Greater Manchester (0.8%), and in the rest of the UK (1.7%). The number of jobs in Salford is forecast to continue to increase – by 1,600 per year, or 19%, from now to 2025. Importantly this is translating into jobs for Salford residents. The number of local people in employment is forecast to increase by 12% (or 800 per year) over the same period, from now to 2025.

The city’s growth provides us with further opportunities to improve our neighbourhoods and vice versa. The provision of a range of good quality homes, of different sizes and tenures across the city will provide residents and those employed in the city with the choice and conditions they need and want in order to live here. House prices in the city are recovering from their 2007 levels. The average house price in the city in 2013 was £131,419. We are committed to meeting the housing needs of the people of Salford. 3. Growing City – connecting people to opportunities

3.1 Our ongoing commitment to regeneration continues to result in new businesses in Salford and in growing employment opportunities for our local residents.

 The first phase of MediaCity at Salford Quays is now almost complete. There are now more than 150 businesses in Media City, creating over 5,000 employment opportunities. We will continue to see further development of MediaCity, illustrated by the recent announcement by the BBC that a further 120 future media roles and 102 technology roles will move to Salford Quays from 2015. Also at Salford Quays, planning permission has been granted for redevelopment of Exchange Quays, turning the once dilapidated office block into modern office accommodation.

 Development of the Salford Central Corridor continues. Over 800 expressions of interest have been received for the purchase of new apartments and town houses at Vimto Gardens; we have received £750,000 grant funding from Transport for Greater Manchester which will help to create a viable development area in the Bexley Heath conservation area; and work has also commenced on development of the former Magistrates Court in the same area.

 Our investment, with partners in and Salford’s AJ Bell Stadium has unlocked the potential of the Western Gateway Infrastructure Scheme. This will promote better connectivity between the M60, the A57, and capitalise on Salford’s proximity with the , rail and road networks. Taken together, Port Salford, the AJ Bell Stadium, and surrounding land provide an important strategic site for the generation of major employment opportunities and the provision of world class sporting and community facilities.

The Stadium itself provides almost 2,000sqm of meeting and hospitality space; a 700 capacity facility capable of coping with events as diverse as major corporate uses, examinations and private and community meetings, hosting 215 different events in its second year of operation; 12 syndicate rooms which can be used as hospitality boxes on match days, overlooking the main pitch; a commercial gym, and is home to the Club and Aviva Premiership club, and is able to host just under 11,380 spectators. The Stadium also hosts a foundation charity related to the Salford Red Devils Super League Club. Over the course of the year about 2,000 schoolchildren are involved in pre-match events at the Stadium, plus thousands more are involved through community events, soccer leagues and charity events held at the venue.

 Transformation of the New Bailey site has continued. The Premier Inn is due for completion this month, and initial meetings have already been held to ensure we secure local training and employment opportunities. Work is underway to improve the Irwell Street junction off Trinity Way, giving direct access to the main New Bailey site. Planning consent has recently been given for the first commercial development within New Bailey – an eight storey, office scheme, with ground floor retail and new public realm.

 Work started this year on the regeneration of the Greengate area, and will eventually deliver a major mixed-use development and natural extension of Manchester City Centre, providing commercial floor space, new residential accommodation, hotels, restaurants, bars and retail spaces. Work commenced on Building 101 in July this year, and will provide new commercial floor space and car parking.

 Salford City Council was successful in securing £3.6 million from the Heritage Lottery Fund for the transformation of the Bridgewater Canal corridor – and will be used to develop new towpaths, information panels, rejuvenated parks, events and celebrations. Both Worsley Delph and Barton Aqueduct will be reopened and accessible to the public for the first time in years.

 The city’s neighbourhood centres have also undergone considerable investment – 180 new homes have been provided in New Broughton Village in eastern Salford; funding has been secured for the Pendleton Together project, with work starting in 2014 to provide 1,600 new homes, and to improve 1,250 existing council properties. These and other local initiatives are improving our neighbourhoods and providing high quality spaces for local residents.

continues to develop as a world class venue. Between September 2103 and August this year, visitor numbers rose by 12.8%, bringing 892,000 visitors to Salford. A recent report by New Economy on the economic and cultural benefit of The Lowry, confirmed that for the original capital investment of £116million in The Lowry has leveraged an additional £1.4bn of public and private investment in Salford Quays. For every £1 of public revenue funding The Lowry’s return on investment is £16.27, higher than national benchmarks for other public sector organisations; and that The Lowry contributes £29m per annum in gross value added to the national economy, corresponding to a total expected contribution of £239m over the coming decade. 100 Salford residents are employed at The Lowry, and over 11,600 volunteer hours have been completed by Salford residents. The Lowry has run a number of significant arts, theatre, and learning and engagement events over the course of the year all of which have attracted visitors into Salford.

 In November 2013 I launched The Salford Standard – the City Mayor’s Charter for Employment Standards, which sets out the benchmark for working conditions both in the council and for other employers across the City. Employers can voluntarily sign up to the Charter either as a Charter Supporter committed to or be working towards the pledges in the Charter, or applying for the Charter Mark (in whole or in part) thereby demonstrating robust delivery against the pledges. To date, 56 employers have signed up to be Charter Supporters, one employer has received the Charter Mark, Manchester and Cheshire Construction Ltd and another four applications for accreditation are currently being considered.  The city continues to attract apprenticeships. The number of apprenticeships in the 16-18 age group has increased to 465 in 2013/14 compared to 429 in 2012/13 (an increase of 8.4%). There has also been an increase in the 19-24 year old apprenticeships from 584 in 2012/13 to 651 in 2013/14. This is a higher rate of increase compared to the Greater Manchester average for both age groups.

 We’ve been working to increase the use of Salford Community Leisure Centres across the city. Leisure centre usage was 9% higher in the first quarter of this financial year compared to first quarter of last year. Health and Fitness membership is currently at its highest ever with over 8,800 active members and over 3,300 children and young people are currently learning to swim, continuing an upward trend. Following significant investment, Swinton and Pendlebury Leisure Centre re-opened in January 2014. The fitness suite was extended, driving a 13% increase in use.

4. Caring City – protecting the most vulnerable

4.1 Continuing to support the most vulnerable residents in the City is at the heart of the City Plan. This is essential if we are to continue to ensure that all our residents are able to benefit from the opportunities in the city and that they are supported to be as independent as possible. 17% of Salford’s residents claim out of work benefits and the level of family poverty in the City is higher than in other parts of Greater Manchester. In the current climate we must focus our resources on those in greatest need, and we have made some important commitments this year:

 In June 2013 the City Council was accredited by the Living Wage Foundation as a Living Wage Employer. Reflecting this commitment, the City Council has pledged to pay all our directly employed staff the Salford Living Wage of £7.65 an hour. For some of our lowest paid staff this has resulted in annual increase of over £1,000. We are now undertaking a fundamental review of our commissioning and contracting arrangements to explore what the Council can do to lift local pay levels in our commissioned services and amongst contractors and agency staff. In November this year, Salford will be hosting a local event to celebrate National Living Wage Week and we are planning an event for local employers in early 2015.

 Health and Social Care is a key priority for the City and we committed in the City Plan to develop a coordinated system with partners in the health service. The City Council, Salford Royal Foundation Trust, the Clinical Commissioning Group, Greater Manchester Mental Health Trust are working towards a ground breaking Alliance Agreement, which will drive delivery of integrated support for older people, ensuring better care outcomes, and supporting personal independence.

 We committed to offering a free health check to all 40-74 year olds in the city. Between April 2013 and March 2014, 7,794 were offered an NHS health check and 49% (3,810) of people accepted this offer. This exceeded our targets, and ensures that people within the city are being supported to recognise any health indicators early and to take sensible actions.  Our new drug and alcohol services will have a clear focus on families and introduces an innovative model developed by the Early Break charity that works with whole families rather than just individuals. This new service model will build on the recovery and community development approach already well established in Salford. This will involve the expansion of an asset based community development and personalisation fund to build recovery communities that help and support each other. It also includes new provision of a ‘non abstinent’ housing pathway provided by Great Places Housing Group, an extension of the recovery community and housing for those in recovery provided by THOMAS, and the nationally renowned approach to reducing alcohol related hospital admission delivered by Salford Royal Foundation Trust. The new service goes live in October.

5. Innovative City – reforming public services

5.1 The City Plan commits us to providing high quality, decent services for local people. The demand for high cost public services continue to rise, yet the Council and all our partners continue to phase real funding challenges. The City Plan committed us to deliver high quality core services, whilst exploring innovative models for delivery – jointly with partners, through shared services, and learning from elsewhere.

 A new refuse collection service was launched in May 2013 with investment to roll out the service across the city. In the first year, this new service helped to increase recycling rates from 29% to 39% saving the Council £2.2m in disposal costs. For 2014/15 it’s anticipated re-cycling rates in the city will increase to 42%, helping to deliver and net saving to the council of £2.5M.

 The new Gateway centre in Swinton is currently under construction, and it is planned the centre will be open by the end of March 2015.

 We have worked with partners in the Probation Service to run community payback days to deliver grounds maintenance and street cleaning. 25 community payback days have been delivered in participating areas of the city - East Salford; Claremont and ; Eccles; Worsley & Boothstown; Swinton, and involving 120 individuals (running 2 days per week from June 2014 to present). This project will continue until December 2014.

 We have been working to get Local Nature Reserve Status for the Three Sisters in consultation with local residents and Natural . It is hoped approach will be in place by December this year.

6. Co-operative City – communities working together

6.1 Salford has a strong record of community action and cooperation, and the Council is committed to working with residents to ensure we continue to be one of the most cooperative and innovative cities in the north-west. The City Plan commits the Council to playing its role in support communities to cope positively with change, make the most of the opportunities within the city and to support each other. This is the Spirit of Salford.

 A city wide Good Neighbours scheme is now in place. Working with partners, the scheme is an awareness campaign to encourage people to take action for the benefit of others – anything from helping an elderly neighbour with day to day tasks or checking on them in poor weather, to helping the wider community through schemes such as Digital Champions or Street Champions or independent initiatives such as launching a befriending scheme. So far, we have recruited 42 street champions.

 Volunteering is an important activity – and the Council is committed to supporting volunteers. We aimed to support volunteers to take part in activities to improve and protect parks and open spaces. Our target was 5,000 hours of project work per year and between October 2013 and July 2014 this target was exceeded with 5,734 hours provided.

run a successful volunteering programme, with over 1,000 volunteer hours recorded in the first three months of 2014/15. Volunteers engage in a wide variety of tasks and activities including: customer care and visitor engagement, housekeeping, informal tours and administrative support amongst other areas. An extension of the volunteering programme into other Salford City Leisure venues is currently being considered.

 Together with a number of partners I signed the Salford Armed Forces Community Covenant on 2nd October 2013 committing the city council and its partners to work together to support armed forces personnel and their families past and present. We have appointed two Armed Forces Champions and a Salford Community Covenant Partnership Board has been established and an action plan developed. We have implemented an armed forces web based resource listing areas of practical support. Example of progress from the action plan include a Housing Allocations Policy where additional priority is securing additional priority for members of the armed forces within our Housing Allocations Policy whatever their circumstances, with additional credits being given for each year of service. There is also a dedicated armed forces champion within the tenancy support team to assist armed forces personnel for up to two years.

7. Partnership working

7.1 Neither I nor the City Council can achieve these results on our own. Our partnerships with organisations across the city are crucial if we are to achieve the ambitions we have set out in the City Plan. Salford has a long record of partnership working, and I am committed to continuing with those relationships – both formal and informal. Given the challenges the city faces, partnership working will be even more crucial than ever.  We are working with Salford Royal Foundation Trust, and partners in the Clinical Commissioning Group, to deliver a strengthened and integrated health and social care service for older people.

 Our registered housing providers are critical partners. Both Salix and City West are actively supporting our commitment to create new jobs and to deliver high quality, affordable housing for our residents.

City West are providing a high quality extra care scheme at Amblecote Gardens as part of the Amblecote Green development in Little Hulton which will provide 66 new homes, dining facility, community rooms for people in the community with some care needs. Their continued investment in new housing (over £44 million across Salford) continues to provide employment opportunities, including apprenticeships and support for young people into employment. Through their ‘Don’t Keep it Under Your Hat’ scheme City West continue to support local people looking to start up and support their own businesses. City West have one national accreditation for their efforts to combat anti-social behaviour, in partnership with the City Council and Greater Manchester Police.

Salix have invested £23m to bring 1866 homes up to the Decent Homes standard, continue to provide training to support the digital inclusion programme, and are providing support to help steer young people away from gangs and from crime.

 Our partnership with GMP is key - crime has fallen by seven per cent in the past 12 months in Salford. Officers have accredited the reduction to information from local residents, which has helped police and other agencies take action against suspected criminals. Project Gulf has been instrumental in the success. It sees police working with the council, the Serious and Organised Crime Agency and other partners to tackle all areas of serious and organised crime in the city and it saw one of the first ever gang orders in the country issued last year.

8. Conclusion

8.1 Salford is a modern global city with great ambitions, an increasing population and property values rising faster than in any other town in Britain since the start of 2014. With over 8000 businesses, 120,000 employees which equates to around 10% of the overall jobs in Greater Manchester. A strong economic city with all sectors of business contributing to the levels of growth seen only in countries like China.

The City Plan underpins the vision for Salford as an iconic, global, connected and compassionate city where it is great to live, learn, work and play.

KEY COUNCIL POLICIES: City Plan 2013-2016 ______EQUALITY IMPACT ASSESSMENT AND IMPLICATIONS: N/a ______

ASSESSMENT OF RISK: N/A ______

SOURCE OF FUNDING: N/A ______

LEGAL IMPLICATIONS: N/A

HR IMPLICATIONS: N/A ______

FINANCIAL IMPLICATIONS: N/A ______

OTHER DIRECTORATES CONSULTED: All ______

CONTACT OFFICER: Jacquie Russell, Assistant Director Strategy and Change, 793 3577 ______

WARD(S) TO WHICH REPORT RELATE(S): All ______