Transcript NDC YEAR 3 REVIEW

Presentation to
Economic Regeneration
and Transport Scrutiny
Panel
Background to WMNT
£52m NDC funding approved in January 2000
WMNT established as a company in July 2002
Partnership Board with resident majority :- 9 elected resident trustees
- 4 nominated trustees (partner agencies)
- 2 accountable body representatives
- up to 5 co-opted members
Aims and Objectives
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Established to bring about the regeneration of West Middlesbrough
(as defined by NDC boundary) by delivering against a number of
outcomes relating to :– Raising educational standards
– Improving employment opportunities
– Reducing crime
– Improving health
– Improving the environment & housing
•
Engagement of local people are at the heart of everything the Trust
does.
Finance
Theme
Actual £0,000
Theme A
3927.2
Theme B
6204.1
Theme C
4533.9
Theme D
4937.6
Theme E
1537.5
Theme F
13958
M&A
Cumulative Programme Spend to 31 March 2006
M&A
7%
Theme B
16%
Theme F
38%
Theme C
12%
2747
Theme E
4%
Total £k
Theme A
10%
37845.3
Theme D
13%
Education & Learning (1)
Provide integrated education and childcare
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Whinney Banks site designated Children’s Centre status
Extensive range of Early Years Services
225 Childcare places created
Over £2m invested
Education & Learning (2)
Raise levels of achievement
- Most baselines set to reach Middlesbrough average by 2006
2002
Key Stage 1
78% (WMNT)
83% (Middlesbrough)
2005
79% (WMNT)
82% (Middlesbrough)
Key Stage 2
74% (WMNT)
74% (Middlesbrough)
68% (WMNT)
77% (Middlesbrough)
Key Stage 3
46% (WMNT)
57% (Middlesbrough)
68% (WMNT)
62% (Middlesbrough)
Key Stage 4
17% (WMNT)
36% (Middlesbrough)
41% (WMNT)
46% (Middlesbrough)
Education & Learning (3)
•
A year pilot to tackle NEETS significantly reduced NEETS YPS to 10.8%
compared to Middlesbrough figures of 22%
•
Funded Community Inclusion Centre. Exclusions have fallen by 14.3%
since 2003.
•
February 2006, chosen as one of only ten partnerships to deliver 30
young apprenticeships in retail
•
Higher Education Bursary Scheme – 24 students enrolled in HE
compared to target of 15.
Creating Jobs & Skillful People (1)
Objectives
To engage residents on an integrated and supported route to employment.
AT Work Recruitment help 338 local people find jobs in last 3 years
Outcome: Clamant unemployment to be 1% above Middlesbrough average by 2006
2002
8.7% WMNT
6.0% Middlesbrough
2004
5.4% WMNT
4.6% Middlesbrough
Outcome: Increase proportion of people of working age in employment to
Middlesbrough average by 2010
59.7% WMNT
62.2% Middlesbrough
60% WMNT
62.4% Middlesbrough
Creating Jobs & Skillful People (2)
To improve opportunities for learning in order to raise the level of
residents skills and qualifications
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–
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Intermediate Labour Market project resulting in 129 unemployed
residents into jobs. 71 residents gained qualifications.
PERTEMPS personal development programme, 91 residents
offered PDP to support employment.
Building Bureau – 23 local people gained employment and
qualifications in the construction industry.
Middlesbrough Works (partnership At Work/Pertemps/Job
Centreplus/Connexions) – 70 people into employment since
January 2006
Creating Jobs & Skillful People (2)
Outcome: Increase proportion of adults with NVQ 3 or equivalent
to 4% below Middlesbrough average by 2006
2002 figures
9% WMNT
22% Middlesbrough
Sept 2005
33% WMNT
37% Middlesbrough
Outcome: Decrease proportion of adults with no qualifications
to Middlesbrough average by 2010 – (reduce by 50% by
2006).
30% WMNT no qualifications compared to 67% in 2003.
Creating Jobs & Skillful People (3)
To increase number of job opportunities by supporting local business
growth
– Business grants available to new and existing businesses – 163
business received support (project ended March 2006)
– 3 Social Enterprises created
– £290k invested in development of Newport South Industrial area.
HQ for Siesta and new business units
– Further opportunities for inward investment being discussed alongside
Council plans
Making West Middlesbrough Safer (1)
To reduce the fear of crime and promote confidence in the Neighbourhood
Activities –
Community Caretakers
Neighbourhood Wardens
Alley Gates
CCTV (Mobile and Static)
Strategic Risk Management Group
Linked to AIMS
Making West Middlesbrough Safer (2)
Outcome 1:
Reduce proportion of people who feel the area is unsafe to the Middlesbrough
average.
2002
2006 *
50% WMNT
4% WMNT
This is 3% below Middlesbrough wide average.
Outcome 2:
Reduce rate of household burglaries from 22 per 1000 in 2000 to national
average (milestone reduce rate of household burglaries to 13 per 1000 by 2006).
Burglary rates were falling until 2005, small increase to 21.3 per 1000. There is a
decreasing trend but 2000 milestone not met. Middlesbrough in similar position.
Improving Health (1)
•
To provide health & care services that are more accessible and more
relevant to people’s needs and which promote incentives for good health.
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Range of services provided include treatment for drug and alcohol abuse,
school nurse, community health promotion, walking clubs, baby clinics,
links to Early years services.
•
Mainstreaming services – a key success.
Improving Health (2)
Outcome: Increase proportion of people who say their health is good in the last
year to national average in 2010.
1999
52%
2004 (MORI)
76%
Milestone 2006
70%
Outcome 2: Reduction in the percentage of adults smoking to 33% by 2010.
1999
49%
2004
37%
2006 milestone
Reduce to 37%
Improving Housing & Living Environment (1)
Objectives
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To make the housing market work well for all people and protect vulnerable
residents
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To enpower people as Stakeholders in their homes and communities
•
To improve the environment with the West Middlesbrough Neighbourhood
Trust
Improving Housing & Living Environment (2)
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450 new homes to be built, 350 for private sale to be built in Central
Whinney Banks – renamed Acklam Green
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130 new homes to be built in West Lane East (25 to rent)
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Refurbishment of 77 houses in Bell Street area
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New Community Facilities at Meath Street & Whinney Banks (£4m
investment)
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Newport all weather sports pitch
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Range of environmental improvements including street lighting, parking
and local parks.
Improving Housing & Living Environment (2)
Outcome 1: Increase the proportion of people who are satisfied with the area
to 5% above Middlesbrough average by 2010
2003
65% WMNT
85% Middlesbrough
2006
85% WMNT
82% Middlesbrough
Outcome 2: Decrease the proportion of people who say the area has
deteriorated (to 15% below Middlesbrough average 2010)
2003
19% WMNT
10% Middlesbrough
2006
22% WMNT
25% Middlesbrough
Engaging Communities
To create process which enables a wide range of residents to be actively
involved in West Middlesbrough, examples include:- Information Roadshows
- Fun days/activity workshop
- Resident Panels
- Theme Groups
- Young Advisors/Youth Peers/Youth Council
- Membership to WMNT
- Newsletters
- Consultation Events
Neighbourhood Management
Objectives & Principles
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To design, deliver and manage services in a way that is easy to access and
improved standards
Encourage resident participation through building confidence and raising
aspiration
Encourage partnership working built on trust and sharing of knowledge &
information
Ensuring accountability of leading residents & Stakeholders to the
neighbourhood for the achievement of agreed goals and priorities
To provide learning about an approach to Neighbourhood Management to
benefit other neighbourhoods in Middlesbrough
Performance
Annual Performance Management Process
Self assessment – moderated by GO at national level
WMNT Band A partnership for last 2 years
Expected to achieve outcomes
Forward strategy geared towards sustainability and becoming
independent self financing organisation
Partnership Management Issues
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New structures being put in place – organisation and staffing to promote
sustainability
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WMNT now employs its own staff
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Asset Management Strategy to be further developed
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Accountable Body concerns
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Identifying sources of future income generation
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Developing a more robust neighbourhood management approach