Part 1 (Open to
the public)
ITEM NO.
REPORT OF THE LEADER OF THE COUNCIL
To: Cabinet Briefing/Cabinet
On: 10th April 2007 / 24th April 2007
TITLE: The New Deal for Communities (NDC) Delivery Plan 2007/08 –
2010/11
RECOMMENDATIONS:
Cabinet is recommended to approve the NDC Delivery Plan 2007/08 –
2010/11, in its capacity as accountable body for the NDC programme.
EXECUTIVE SUMMARY:
The Delivery Plan sets out the Charlestown/Lower Kersal NDC Partnership’s
programme over the current year (2007/08) and an outline programme
through to 2010/11. Work on the Delivery Plan commenced in the summer of
last year with a comprehensive review of the programme. This had three
elements: a strategic review of performance over the last three years, an
operational review of ‘what works’ in regeneration at a local and national
level and the shaping of the programme from 2007/08 – 2010/11.
Through the Programme Review the NDC Partnership were able to identify a
range of strategic priorities for the future direction of the programme against
its six thematic areas, both in relation to its direct financial investment and the
work to be undertaken in influencing the service priorities and delivery of
partner organisations.
The Year 7 programme contains 77 projects. The programme totals £7.824
million but has been set at £6.382 million in accordance with the agreed
allocation. This means that an over programming level of £1.442 million
(22.6%) has been built in to the programme. A level of over programming is
essential in order to provide a contingency and the flexibility needed to
achieve spend targets. It is expected that the NDC programme will lever in a
further £3.3 million in matching funding over the year. The Plan also contains
an indicative financial programme by theme for the last three years of the
programme 2008/09 – 2010/11.
A large number of projects in next year’s programme are time expired, that
will be continued and re-focused, or new projects designed to address
strategic gaps, which will take in account evidence of ‘what works’ collected
during the CLES Good Practice review.
The Plan details activity over the seventh year of the NDC partnership’s tenyear programme. There will be activity across the following six strategic
themes: Building Communities; Crime and Community Safety; Education,
Children and Young People; Physical Environment; Health; and Business,
Employment and Skills.
The current year will continue to be a key delivery year for the Partnership,
particularly through the implementation of the physical programme. A start on
site for new housing on the former Kersal High school site will be made,
master planning for the Charlestown and Lower Kersal Riverside sites will
begin and the Salford Innovation Forum will open. All programme areas will
be re-focused in line with the strategic priorities identified through the
Programme Review. Work will also take place on some core under-pinning
activities such as a new approach to commissioning, the preparation of a
Succession Strategy for the Partnership and a greater focus on influencing
mainstream provision. The Delivery Plan provides both the strategic and
operational framework for this work to happen.
The Delivery Plan was approved by the NDC Partnership Board on March 26th
2007 and has also been submitted to Government Office North West for
approval.
BACKGROUND DOCUMENTS:
Report of the Leader of the Council to Cabinet Briefing / Cabinet (April 10 th /
April 24h 2007)
The Salford New Deal for Communities Delivery Plan 2007/08 – 2010/11
(Years 7 -10) Charlestown/Lower Kersal
ASSESSMENT OF RISK:
In order to reduce the risks associated with delivering the programme, it has
been over – programmed by £1.442 million (22.6%). A Risk Management
Plan will also be prepared to accompany the main Delivery Plan, which will be
reviewed on a monthly basis.
THE SOURCE OF FUNDING IS:
New Deal for Communities. It will also lever in funding from a range of other
public and private sources.
LEGAL ADVICE OBTAINED: N/A
FINANCIAL ADVICE OBTAINED:
The Plan has been prepared in consultation with Government Office North
West and the City Council, as the accountable body for the NDC programme.
PROPERTY: N/A
______________________________________________________________
HUMAN RESOURCES: N/A
______________________________________________________________
CONTACT OFFICERS:
Alison Burnett, NDC Strategic Planning and Development Manager, Tel. 0161
607 8526
Tim Field, NDC Chief Executive, Tel. 0161 607 8523
WARD (S) TO WHICH REPORT RELATES:
Irwell Riverside; Kersal
KEY COUNCIL POLICIES:
Budget Strategy; Community Strategy; Crime & Disorder; Educational
Standards; Environmental Strategy; Equalities; Health; Housing Strategy;
Lifelong Learning; Performance Management; Planning Strategy; Recycling
Policies; Regeneration; Social Exclusion; Strategy for Children & Young
People; Transport Strategy.
DETAILS:
1.
PURPOSE
1.1
The purpose of this report is to seek approval to the New Deal for
Communities Delivery Plan for 2007/08 – 2010/11.
2.
BACKGROUND
2.1
In order to access New Deal for Communities (NDC) funding for the
new financial year, the NDC Partnership was required to prepare a
Delivery Plan for submission to Government Office North West
(GONW) in March 2007. This contained a detailed plan for year 7 of
the programme (2007/08) and an indicative plan for years 8–10
(2008/09 – 2010/11).
3.
THE PROCESS
3.1
Work on preparing the Delivery Plan commenced in the summer of last
year with a comprehensive programme review. The Programme
Review contained three elements:
3.1.1 A strategic review of the performance of the programme over the last
three years against its overall outcomes and the identification of
priorities for the future.
3.1.2 An operational analysis of ‘what works’ at a project/activity level both
locally and nationally - all NDC projects that were due to finish in March
2007 (time expired) were reviewed through the NDC Monitoring and
Evaluation Sub Committee and the findings were fed in to the
Programme Review process. The national review was undertaken by
CLES and some 20 projects have been looked at in detail for their
potential to influence future activity in the programme.
3.1.3 Shaping the programme for 2007/08 - 2010/11 – the strategic and
operational analysis was used to shape the programme for year 7 and
beyond. Two NDC Partnership Board Delivery Plan Working Sessions
were held. The first one on December 7 th 2006 re-affirmed strategic
priorities for the future and agreed an overall capital / revenue split for
the rest of the programme. A second working session was held on
February 6th 2007 and considered specific priorities within the capital
programme and details of the revenue programme (by theme) including
the role of the mainstream, the future of time expired projects and new
areas to be developed.
3.2
The Delivery Plan was approved by the NDC Partnership on March
26th 2007 and also submitted to GONW. A funding agreement is
expected shortly from GONW. The Delivery Plan is attached to this
report as Annex 1.
4.
THE DELIVERY PLAN 2007/08 – 2010/11
4.1
Strategic Priorities
Through the Programme Review the NDC Partnership were able to
identify a range of strategic priorities for the future direction of the
programme, both in relation to its direct financial investment and the
work to be undertaken in influencing the service priorities and delivery
of partner organisations. These priorities are summarised below:
Programme Theme
Building Communities
Crime and Community
Safety
Priorities for the future
 Promoting community cohesion taking account
of changing local demography of the area;
 Increasing and integrating community influence
in relation to other NDC priorities, other local
community-focused structures and the planning
and delivery of mainstream services in the area;
 Maximising community benefit from new and
existing facilities in the area.



Reducing levels of juvenile nuisance/anti-social
behaviour and related criminal damage;
Narrowing the gap with City levels of crime;
Engaging with and influencing the mainstream to
address above and sustainability of progress
against targets.
Education, Children and
Young People




Physical Environment




Health



Business, Employment
and Skills



4.2
4.3
Raising educational attainment rates locally;
Engaging young people including those
particularly at risk of exclusion;
Supporting the development of sustainable
childcare in the area;
Responding to the new agenda of Every Child
Matters and changes in City priorities, structures
and delivery arrangements to ensure they
respond to the needs of children and young
people in the area.
Implementation of the Delivery Framework;
Addressing issues arising from HMR funding
post-2008;
Establishing effective delivery mechanisms for
ongoing delivery;
Delivering mixed and sustainable local
communities.
Maximise the local benefit of new health facilities
in the area;
Target investment at changing behaviours
leading to improved health;
Engage and influence mainstream service
providers.
Address levels of worklessness in the area;
Improve the skills and qualifications of local
residents particularly those of working age;
Develop the economic base of the area,
supporting existing businesses and attracting
new investment to the area.
Financial Considerations
The Year 7 programme contains 77 projects. The programme totals
£7.824 million but has been set at £6.382 million in accordance with
the agreed allocation. This means that an over programming level of
£1.442 million (22.6%) has been built in to the programme. It is
expected that the Plan will lever in a further £3.3 million in matching
funding in 2007/08. The Plan also contains an indicative financial
programme by theme for the last three years of the programme
2008/09 – 2010/11.
A large number of projects in next year’s programme are either time
expired ones (25 in total) that will be continued and re-focused or new
projects (19 in total) designed to address strategic gaps, which will take
in to account evidence of ‘what works’ collected during the CLES Good
Practice review. The full financial implications of the Plan are
summarised below:
Theme
Building
Communities
Crime and
Community
Safety
Education,
Children and
Young People
Physical
Environment
Health
Business,
Employment
and Skills
Management,
Administration
and Delivery
Total
Indicative
Allocation
Indicative
NDC
Figure
(millions)
2007/08
Indicative
NDC
Figure
(millions)
2008/09
Indicative
NDC
Figure
(millions)
2009/10
Indicative
NDC
Figure
(millions)
2010/11
Indicative
NDC
Figure
(millions)
£0.577
£0.535
£0.234
£0.129
£1.475
£0.426
£0.395
£0.375
£0.156
£1.352
£0.634
£0.716
£0.572
£0.266
£2.188
£4.297
£6.898
£5.234
£0.804
£17.233
£0.428
£0.827
£0.410
£0.634
£0.440
£0.456
£0.240
£0.375
£1.518
£2.292
£0.635
£0.650
£0.445
£0.420
£2.150
£7.824
£6.382
£10.238
£8.106
£7.756
£6.111
£2.390
£1.975
£28.208*
£22,574
TOTAL
* Figures may not match Schedule C because of rounding
4.4
4.5
A New Approach to Commissioning
Through the Programme Review it became clear that a more robust
approach to commissioning activity and projects was required for the
final four years of the programme. This is currently being developed
and will help to ensure that existing and new activity is:
 focused on strategic priorities and meets gaps in the programme
 more aligned to mainstream activity, for example through the Local
Area Agreement, with clear succession strategies, and
 can demonstrate that it is making a difference and is being done
effectively
Outcomes Framework
As part of the Programme Review, a detailed review of the
Partnership’s Outcomes Framework has also been completed in order
to ensure that the measures originally selected to assess achievement
and impact remain relevant, appropriate and robust. On the basis of
this review, some changes have been made to the Partnership’s
Outcomes Framework in order to ensure that they fully reflect the
Partnership’s priorities for the future, are measurable and are better
aligned to the outcomes set out in Salford’s Local Area Agreement.
Ensuring Delivery
4.6
In order to ensure delivery of the programme for 2007/08, a
programme implementation plan will also be prepared. This will consist
of the over programming level already detailed, together with the
following:
 Risk Management Plan
 Project Appraisal Timetable
 Evaluation Timetable
5
CONCLUSIONS
5.1
The coming year will continue to be a key delivery year for the
Partnership, particularly through the implementation of the physical
programme. A start on site for new housing on the former Kersal High
school site will be made, master planning for the Charlestown and
Lower Kersal Riverside sites will begin and the Salford Innovation
Forum will open. All programme areas will be re-focused in line with
the strategic priorities identified through the Programme Review. Work
will also take place on some core under-pinning activities such as a
new approach to commissioning, the preparation of a Succession
Strategy for the Partnership and a greater focus on influencing
mainstream provision. The Delivery Plan provides both the strategic
and operational framework for this work to happen.
6
RECOMMENDATIONS
Cabinet is recommended to:
6.1
Approve the Delivery Plan for 2007/08 – 2010/11 in its capacity as
the accountable body for the NDC programme.