Annex 1
THE SALFORD NEW DEAL FOR COMMUNITIES
DELIVERY PLAN
2006/07
(YEAR 6)
CHARLESTOWN AND LOWER KERSAL
Produced: March 2006 (Version 2)
CONTENTS
PAGE
1.0
Introduction
3
2.0
Progress
The Partnership
The Delivery Team
Management Systems
Delivering the Programme
3
3
4
4
6
3.0
Developing the Delivery Plan for 2006/07
18
The Process
The Year 6 Plan (2006/07)
18
18
Schedules
Schedule A: Delivery Plan - Projects and Funding
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25
Charlestown/Lower Kersal New Deal for Communities
1.0
Introduction
Charlestown/Lower Kersal Partnership was successful under the second round of the
New Deal for Communities programme and in April 2001 secured £53 million to
improve the area over the next ten years. The strategy and vision is outlined in the
Salford New Deal for Communities Delivery Plan 2001-2011 and covers the following
themes:
Building Communities
Crime and Community Safety
Children and Young People
Physical Environment
Health
Education, Employment and Skills
A major review of the NDC strategy and the first three years of the programme was
undertaken in 2003/04 which culminated in the production of a three year Delivery
Plan covering the period 2004/05 – 2006/07. This document reviews progress over
the 2005/06 year and sets out in more detail how the Partnership will build on this
during 2006/07.
2.0
Progress
The Partnership
The NDC Steering Group for Charlestown/Lower Kersal was set up in September
2000 and was responsible for producing the ten year strategy for the area. A
fundamental review of the Partnership and its structures was undertaken in 2003 and
resulted in a number of changes. This culminated in the approval of a new set of
governance arrangements at the NDC Partnership Board (formerly Steering Group)
Annual General Meeting (AGM) in July 2004.
The Partnership Board is an informal partnership, chaired by a local resident, and
consists of 21 representatives.
 8 community (of which two vacant)
 2 voluntary (of which one vacant)
 3 City Council
 2 business
 4 statutory
 2 local schools (of which one vacant)
Nominations are currently being sought for the community and voluntary sector
vacancies and these places are scheduled to be filled by the end of March.
The operational work of the Partnership is undertaken by six Task Groups, who are
responsible for the individual themes within the programme. These cover the themes
originally set out in the ten-year strategy but were amended in 2004 with the
movement of the pre -16 education agenda from the Education, Employment and
Skills (EES) programme to the Children and Young People’s programme. As a result
the EES programme has been re-named as the Business, Employment and Skills
programme.
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The Partnership structure is summarised overleaf.
The Delivery Team
A review of staffing capacity to support the programme was undertaken which
resulted in a major staffing restructure of the NDC team being agreed by the
Partnership Board in September 2003. The core NDC Delivery Team consists of 40
posts and during 2005/06 achieved full capacity.
Management Systems
Project Appraisal
Over the last year 28 projects have been appraised/re-appraised to date. The
Appraisal Panel now includes an additional risk assessment element and the size
and composition of the Appraisal Panel was extended in October 2005. The Panel
now consists of the Chair of the NDC Partnership Board, one board member from the
business community and two community members drawn from a wider pool of
trained people from within the wider partnership. The appraisal system is split in to
the following stages:




The project is developed through one of the six Task groups
A nominated project manager completes the project funding application
The NDC Delivery Team assesses the appraisal
The Project Appraisal and Risk Assessment Panel are responsible for approving
the project for funding (or recommending it for approval if above the Partnership
delegation level of £250,000)
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Charlestown/Lower Kersal NDC Partnership Structure
Partnership Board
Staffing Sub Committee
Project Monitoring & Evaluation Sub Committee
Programme Implementation Sub Committee
Project Appraisal and
Risk Assessment
Panel
Task Groups
Building Communities
Crime & Community Safety
Education, Children & Young People
Complaints
Procedure
Physical Environment
Health
Business, Employment & Skills
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Monitoring
All projects are monitored formally on a quarterly basis (using System K) and regular
liaison is kept with all project managers through the six Programme Managers and
the Monitoring and Evaluation Team.
A risk management plan (Programme Implementation Plan) is built in to the annual
Delivery Plan and takes into account factors such as the track record of the project
deliverer, the scale and complexity of the project and project lead times, particularly
for new projects. The risk management plan is reviewed on a monthly basis and is
proving effective in ensuring the delivery of the 2005/06 programme.
Evaluation
A Monitoring and Evaluation Sub Committee has been operational since October
2004. Each project is evaluated at least once during their life and improvement plans
are put in place where appropriate. The role and remit of the Sub-Committee is
currently being reviewed building on good practice from other NDC Partnerships. A
Local Evaluation Framework has also been produced by a Neighbourhood Renewal
Advisor, as part of a joint commission with the Heywood NDC Partnership. This was
completed in June 2005 and a more detailed action plan was approved by the
Partnership Board in January 2006.
An existing NDC post (Finance and
Administration Manager) is also being re-configured for the new financial year with a
greater focus on evaluation. An Evaluation Project Team is also being set up which
will lead on the programme review that will be undertaken in 2006/07.
Delivering the Programme
Overview
The fifth year of the programme has seen considerable activity on the ground, with
the opening of the Beacon Centre and the new Energise Healthy Living Centre in
Charlestown, Sports Village on Littleton Road nearing completion and a second
Healthy Living Centre on site in Lower Kersal. The same period has also seen the
production of some key strategic frameworks covering Business, Employment and
Skills and Education.
Expenditure
The fifth year of the programme contained over 70 projects at a cost of £7.617
million. However the programme was set at £6.300 million, with the balance of
£1.317 million identified as contingencies, building on the experiences of previous
years. This gave an over-programming level of just over 20%.
The programme has been closely monitored throughout the year and through the
application of the risk management plan the Partnership has been able to deliver a
programme in line with quarterly targets. The Partnership has also been able to take
up additional capital monies available in the region and as such the out turn spend
for 2005/06 is estimated at just over £7.000 million. Estimated spend across the year
and the six themes is summarised below, together with detailed information on the
range of activity undertaken in the fifth year of the programme.
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Theme
Building
Communities
Crime and
Community
Safety
Children and
Young People
Physical
Environment
Health
Education,
Employment
and Skills
Management
and
Administration
Total NDC
Total Match
Funding
OVERALL
TOTAL
Expend
Expend
Expend
Expend
Expend
Total
2001/02
2002/03
2003/04
2004/05
2005/06*
Years 1- 5
234,411
396,081
278,993
384,670
473,205
1,767,360
61,110
211,587
544,696
600,417
492,534
1,910,344
-
546,544
964,179
1,635,859
627,800
3,774,382
-
1,725,077
989,063
2,995,551
4,117,373
9,827,064
21,500
32,000
250,558
343,781
648,046
668,226
457,458
318,712
334,729
304,000
1,712,291
1,666,719
150,000
289,997
736,973
862,107
722,000
2,761,077
499,021
94,838
3,763,625
6,208,205
4,830,176
1,141,786
7,254,774
3,338,119
7,071,641
7,341,700
23,419,237
18,124,648
593,859
9,971,830
5,971,962
10,592,893
14,413,341
41,543,885
* Estimated as at March 17th 2006
Building Communities
The Building Communities theme has spent the last year working through the
implementation of the Community Involvement Strategy, which was approved by the
Partnership Board in March 2005. It identifies four strategic objectives: Governance,
Resources, Inclusion and Training and Development. A review of all projects funded
through the Building Communities theme now ensures all projects have a strategic fit.
Governance
A package of support has been developed this year around support for the
community facilities in the area:

Lower Kersal Centre - funding has continued to support a team of five workers at
the Centre. This centre has built the capacity of local residents who are employed
to manage and staff the facility. The centre offers learning opportunities for
residents as well as children’s activities in the form of mother and toddler, before
and after school clubs and holiday fun activities. A number of small community
and residents groups use the facility as a venue for their meetings. The centre
also offers the service of a community café as well as catering services for events
and meetings. The centre has over the past year built up a good client base and
is continuing to develop with support from the community facilities development
project.

St. Sebastians Community Centre - a feasibility study was part funded by New
Deal for Communities for the Centre to help them identify a forward strategy for
their continued growth. The Centre is now working through the resulting action
plan and have implemented a number of changes, which will help to ensure its
continuation in the future.
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
Community Facilities Core Development Project - Pulse Regeneration has been
appointed to carry out a year long project to support five key community facilities
as identified in the community facilities strategic development plan:
o
o
o
o
o
St Sebastian’s Community Centre
Oliver’s Gym
Lower Kersal Centre
St George’s Church and Family Centre
St Thomas’ Church
Action plans have been developed for each of the facilities and work is
progressing on developing a community facilities network, which will be open to
all community facilities in the NDC area.
Resources

Community Involvement Team – the team have been continuing with their
programme of supporting individuals to become involved in the NDC programme
and to play an active role in the community. New groups have emerged where
none previously existed which has helped to ensure a good geographical spend
of groups across the area and new residents are starting to attend task group
meetings. An Older Persons’ group has been established which supports those
residents affected by the development of the area as well as raising awareness of
the opportunities regeneration brings to all older people in the area. The team
organise with local residents community events ranging from International
Women’s Day, One Community Day, a craft event and VE Day tea dance, which
again help to bring the community together.

Voluntary Sector Development Worker – the post holder has continued to support
the development of the local Community Groups Network (CGN), which is
starting to emerge as a strong representation of community groups across the
NDC area. New groups, which are emerging in the area, are being encouraged
to join the CGN as well as access training opportunities. This work will in the
long-term help to develop strong and sustainable community activity across the
NDC area.

Community Chest – this project provides small grants to local community and
voluntary groups and has been the subject of a major review this year. A local
grants panel has been established for community chest grant applications,
greater publicity and support is available for those groups wishing to apply for
funding and improved monitoring systems have been put in place. A ‘lessons
learnt’ event is planned for this year and any identified improvements will be
implemented.

Rewarding Participation – this project pays ‘out of pocket expenses’ for
community representatives involved in NDC work. The project has been reviewed
and as a result a sub group from the Community Groups Network has been
established to oversee the progression of this project. New schemes have been
set up including celebration events such as the Oscars and Festive ‘Thank You’,
voucher schemes for those residents attending NDC task groups and meetings
and a system for booking taxis to reduce the financial burden on residents. It is
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proposed that another review will be carried out next year to identify if the new
projects are meeting the needs of the community.
Inclusion

Advocacy project – this is being managed by Age Concern and continues to
support older people in the NDC and particularly those affected by the housing
changes, which will take place over the coming years. This project has close
links with the Older Person’s group and where possible works alongside the
Community Involvement Team.

Finance in the Community - this project has supported some residents in
addressing their individual financial needs but there remains major challenges in
establishing greater awareness of financial issues across the area.

Inclusion Strategy – a major piece of work for both the Building Communities
Task Group and the wider NDC Partnership has been the development of an
Inclusion Strategy and Action Plan, which will be considered by the Board in
March.
Training

Training and Recruitment - following the approval of a training and development
plan last year a Training and Recruitment Officer post has been created and
filled. The post holder, who came in to post in October 2005, is providing and
developing a range of support for Board members, staff, project mangers and the
community. In support of community needs a learning and development sub
group of the CGN has been established. Both the Voluntary Sector Development
worker and the Training and Recruitment Officer are working to support this sub
group and it is planned to hold a learning and development conference during
2006.
Communications

Communications project - the Communications Strategy has been reviewed and
up dated and the Marketing and Communications Officer continues to raise the
profile of NDC both with the local community and at a wider level. The production
of the NDC Newsletter has been changed from bi-monthly to quarterly which will
free up funding to be used on articles in other publications to raise the profile of
NDC to a wider audience. The NDC web site (www.chalk-ndc.info) is now up and
running and hits to the site continue to increase.
Crime and Community Safety
Crime and community safety continues to be one of the biggest issues raised
by the community. The NDC have a dedicated crime and community safety
team consisting of a Community Safety Programme Manager, Community
Safety Development Officer and 2 Police Constables. The NDC team have
also recently appointed an Information Support Officer trained in strategic and
operational crime analysis, who will support the work of the team by enabling
the effective targeting of available resources.
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The Crime Programme for 2005/06 has seen the continuation of many projects from
the previous year:

NDC Police Team - the NDC Sector Sergeant post has now come to an end but
two additional police officers are still funded for the area through the High Profile
Policing project. An evaluation of the High Profile Policing project has resulted in
some changes being made to the project. The additional officers are now based
in the central Police Station rather than the NDC offices and discussions are
underway to underpin the remaining project time with a local service level
agreement between the NDC and GMP.

Crime Prevention Fund – a locally managed fund for ‘visible’ projects, which will
benefit the local community. This year has seen a number of anti motorcycling
gates erected and a programme of knee railings being installed to help prevent
vehicle crime.
The project has also supported professional witnessing
surveillance
in
the
area
to
combat
anti
social
behaviour.

CCTV – the system is now in full use and has been used as a working tool by
NDC Police officers to record and investigate incidents. Use of the system has
resulted in several arrests recently for vehicle crime offences.
Some
maintenance problems were identified and have now been rectified with
additional funding. A monitoring regime has been established and will be funded
for 2 years, following which the monitoring costs will be mainstreamed.

Gears + - this project provides educational motor related programmes for young
people aged 13 to 19 to divert them from vehicle crime. The new premises in
Charlestown are now fully operational and referral numbers are on target. The
programme is expected to expand with some localised outreach work now
planned.

Burglary Reduction – this project has been very successful and by March 2006
almost 1000 properties had been target hardened through the installation of
alarm systems, security lights and window and door locks. Further monies
secured through the Landlord Accreditation Scheme have extended the numbers
of residents benefiting from the scheme. This project is currently being reviewed
to help shape its last year of delivery. It is likely that funds will be targeted at the
few remaining vulnerable properties in alley gated areas.

Property Marking scheme - over 1,600 kits have now been delivered and put to
use in the area. It is expected that around 2,000 kits will eventually be issued to
local households and businesses. This project together with the burglary
reduction project and other anti burglary measures is estimated to have made a
major contribution to the reduction in burglary figures locally.
In July 2005, Charlestown and Lower Kersal hosted the first national NDC Crime
Managers Forum, which was attended by delegates from over half the NDC
organisations in the UK. The idea of the event was to learn from best practice,
discuss current issues and create a national forum for ongoing discussion, help and
assistance. A similar forum will be taking place in the Midlands in April 2006.
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Education, Children and Young People
Over the course of 2005/6 the Education Strategy has been developed in partnership
with schools, Schools and Learning Development, parents and young people. As a
result the Supporting Schools and COMPACT projects are being reconfigured, and a
new monitoring and evaluation framework will show progress in a more meaningful
way. The Early Years and Young People’s Strategies have continued to guide the
development of projects to meet children and young people’s broader needs.
During 2005/6 10 projects have been supported under this theme, including:

CRASY – A range of diversionary sports activities during holidays, evenings and
weekends, have successfully engaged children and young people in positive
activities. The Sports Development Officers have also provided additional
activities to support schools physical exercise programmes.

COMPACT – This project develops employability and other key skills, and
broadens the horizons and aspirations of targeted young people through
structured work based learning. This leads to more skilled young people and a
business community that is actively engaged in addressing the local skills
shortage.

Supporting Schools – GCSE teaching assistant support and vocational learning
has increased the opportunity for success for pupils at the Albion and All Hallows.
In the four local Primary Schools pupils have benefited from additional support for
Special Educational Needs and English as an Additional Language, alongside
extra ICT, sports and modern foreign languages tuition.

Play and Child Care Development – Holiday Fun schemes have been funded
during each school holiday, delivered by a range of community and other
organisations. The Development Worker has supported development of childcare
and play provision through both one to one support and the now well established
Play Forum.

Youth Participation and Development - The Youth Participation and Development
Worker came into post in December 2005 and the main focus of her work has
been developing links with organisations, projects and young people. Young
people are being supported to organise their own Oscars Event to recognise the
contribution young people make to their communities. Young people have been
supported to take part in a Locality Partnership meeting and a community safety
workshop.

Young Volunteers – Over 30 14-16 year olds have taken up a range of volunteer
opportunities from helping with events for older community members to taking
part in In Bloom. The project is increasingly seeking to ensure placements are
locally based and that the young people involved in the project are those that are
less engaged with education or other opportunities.

Reel Mcr Respect Film Project – Following on from the successful Fameless film
and premiere, the second film making project is attracting over 40 young people
every week to take part in drama workshops and script development. This time
the project is also providing accreditation for learning during the project for all
participants aged 14 or older.
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The Beacon Resource Centre officially opened at the beginning of October 2005.
Monday to Friday evening provision includes a regular young women’s group, a
disability group, a BME group, and two members nights open to all local young
people aged 13-19. Other projects based in and working with young people from the
Centre include Young Mums 2 B, Peer Mentoring, Youth Bank, City 2000 and
Homelessness Young People’s Mentoring. NDC Funded Projects based in or
working with young people from the Centre include Drugs and Alcohol Worker,
Connexions Teenage Pregnancy Advisor, Youth Participation Project and Reel Mcr
Respect Film Project. The Kersal Voice Time Out Project delivers alternative
education provision during afternoons, and the Albion High School works with
secluded young people in one of the rooms during the mornings. A drop-in service is
being established to provide one stop access to a range of professionals including a
Drugs and Alcohol Worker, Youth Worker, Teenage Pregnancy Advisor, and Peer
Mentoring. School Nurses are delivering a service from the Beacon as part of a pilot
project.
Physical Environment
Year 5 has undoubtedly been one of delivery for the NDC Partnership. Following on
from the NDC Board’s adoption of the Development Framework in July 2004, a
number of key projects have been completed or will be completed by the end of
March:

Block Improvements
Over the last year there have been 186 properties improved at the “Arrowhead”
(Beeley Street) and the “Archway” (Mckenzie Road) areas. This has seen
residents benefiting from substantial works to the exterior of their properties,
which has in turn helped to increase house prices generally in the area.

Alley gating
Complimenting the block improvements, a rolling programme of alley gating has
proved very popular with residents in the terraced areas. Some 63 gates have
been installed to 20 alleyways. Residents are now benefiting from improved
security and the provision of a communal space within which they can socialise. It
is anticipated that the In Bloom project and the Living Spaces initiative will further
enhance these communal areas over the coming months

Broughton Road/Cromwell Road Corridor Works
Building on the proposals of the Pendleton Church Area Study, and the
subsequent resident/business consultation, the Broughton Road/Cromwell Road
Corridor Works are now well underway. Work to date has included the
landscaping of the car park adjacent to St Thomas’ Church, the erection of knee
rails and railings along Cromwell Road, the planting of trees, and the remodelling
of the frontage adjacent to Cromwell House.

Salford Sports Village
The Sports Village formally opens in March. This flagship project will provide
NDC residents (and those from farther a field) with a state of the art facility which
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will include all weather flood-lit playing pitches, changing rooms, community
space, and office provision. Eccles College will also provide ICT training to
compliment that provided by the Lower Kersal Centre.

Riverside Bowling Green
The Riverside Bowling Green was formally opened in August 2005. The green
forms part of the Sports Village “Hub” and is open to all of the community. Flood
lighting, CCTV cameras and a seating area will be installed before the end of
March. This will bring the green up to county standard.

Albion garden
Albion garden was formally opened in April 2005. The park is a key open space
facility for residents next to Seaford Road and the Albion estate.

In Bloom
The In Bloom project continues to build on its success during its inaugural year
(2004/05). This year saw the projects implement barrier rail box displays along
key routes in the NDC area, as well as distributing over 750 hanging baskets to
residents. The In Bloom Group (now led by local residents) also achieved Runner
Up in the North West In Bloom Awards Urban Regeneration Category.

Littleton Road Allotments
Building on this important community facility, additional railings have been
installed at the allotments, along with a resurfaced path that will allow more
members of the community access to the growing areas.

Housing Acquisitions
Some 80 houses have now been acquired by NDC and Salford City Council.
These houses, in the Levens Street area, will eventually be demolished along
with another 205 to make way for the redevelopment of the Whit Lane Riverside
area. To date the houses that have been purchased have in the main come from
those owned by landlords (a lot of which were empty). The remaining residents
will have an opportunity to buy or rent a new home either at the former Kersal
High School site, or the new development at Whit Lane Riverside.
Selection of Developer Partner
OPUS Regeneration has been selected as the preferred developer for the NDC area.
Negotiations are now at an advanced stage regarding the Development Agreement
that needs to be signed, and it is anticipated that the agreement will be in place by
April. In the meantime, OPUS and staff from NDC and the Council, have been
undertaking the preparatory work for the necessary planning application for the
former Kersal High School site. Of particular significance was the Peoples Panel that
met in October and November 2005 to consider the draft proposals for the
development of the former school site. In addition to this, OPUS have been
undertaking the necessary site investigation works, the results of which will form part
of the planning application (the latter to be submitted following the signing of the
Development Agreement.
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NDC Housing and Physical Environment Team
The NDC Housing & Physical Environment Team is now completely staffed. There
are now ten members of staff following the appointment of a Senior Planner in June
2005 and a Principal Regeneration Officer in March 2006. This puts the team in a
strong position to continue the delivery of key physical projects in the area.
Health
The priorities for the health programme are to: increase local health facilities in the
area; improve the range, take-up and impact of services; and support community
involvement in and influence on health and health care provision in the area.
Work in the current year has continued to focus on each of these priorities:
Improved health facilities

The development of new healthy living centres - construction work on both
centres, the first at Douglas Green in Charlestown and the second at St. Aidan’s
in Lower Kersal was started under the umbrella of the NHS Local Improvement
Finance Trust (LIFT). The Energise Centre at Douglas Green was completed in
September 2005 and officially opened in October 2005. The NDC continues to
work in partnership with Salford Primary Care Trust (PCT) and the Community
Health Action Partnership (CHAP) on the detailed planning, design and proposed
operational and governance plans for these two centres. A part time
Development Worker was appointed by the PCT in January 2006 whose initial
focus will be on developing an interim service development plan for the Energise
Centre and working in partnership with the adjacent St. Sebastian’s Centre to
deliver a number of services and surgeries that provide advice, information and
practical activities for residents of the area.

A temporary centre providing additional primary care services continues to
operate in the area (having moved from Pendleton House in December 2005 to a
vacant GP premises elsewhere in the NDC area) until the second Healthy Living
Centre at St. Aidan’s opens in the summer.

The START 2 Healthy Living Project at Brunswick House continues to provide a
centre for arts, training, education and related services for those with mental
health difficulties.

Local Pharmacy Services – since opening on Littleton Road in 2003 this local
pharmacy has been providing medicine management and treating minor
ailments. This service will shortly be re-located to the new Energise Healthy
Living Centre.
Improved health services

Nurture – now based at the Energise Healthy Living Centre, the Health and Play
team provides support to health visitors, midwives and play workers locally to
support local people, particularly mothers and lone parents, with play, health care
and well-being support. The project has had 35 referrals for family support;
supported 9 local mothers with breast feeding through the Breast Mates initiative;
worked with 10 adults on the Positive Parenting Programme (triple P); provided
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baby massage support to 13 babies and advice to 18 parents; and provided
support to over 100 local parents at local baby clinics run in the area.

Expert Patients Programme – this project provides free courses for local people
to help them to understand and manage their own health, and particularly targets
those residents with chronic/long-term health problems.

Carers Support – the project has supported local carers to set up their own local
groups and support networks and provided support to carers in maintaining their
own health and well-being

Re-Energise – the Healthy Living Worker provides support to local people with
diet, nutrition and exercise as part of a strategy to manage and prevent coronary
heart disease and other major diseases. The project has established a GP
Exercise Referral Scheme so local people can be referred for exercise and
relaxation activities and has run health walks, health walk leader training and
cardiac rehabilitation support for local residents.

Integrative Healthcare Pilot (Complementary Therapies) – this project piloted the
development and delivery of a range of alternative therapies for local people and
the establishment of referral pathways with local GPs and health professionals.
The project provided 355 appointments to local residents for them to access
massage, homeopathy, reflexology and/or Indian head massage. The project
came to an end in June 2005 and was reviewed by The Big Life Co. The results
showed that although the individual feedback on the services was good, the
nationwide evidence base for such work was limited and therefore further
mainstream funding would be difficult to achieve.

Health Action Learning – the project provided support to local people (residents
and staff working in the health and social care sector locally) to be involved in
action learning sets that have been used to carry out collaborative problem
solving and to share experiences and learning. The project was completed in the
summer.

Dental Health - a dedicated Dental Health Worker for the area has worked with
local schools, nurseries and health practitioners to encourage children and young
people in the area to look after their teeth. The project contacted 1,656 young
people (aged 16 years and under), developed and distributed dental resource
packs to local schools and provided advice and support to pregnant women and
new mothers. The project came to an end in June 2005 and following an
evaluation of its work, the dental health team remain active within the area, in
particular with schools and local community centres.

Maternity Services Project – the project’s Maternity Assistant began work with the
project in December 2005. The project works closely with existing organisations
such as Nurture, the Drugs and Alcohol Project, the Teenage Pregnancy
Advisory group and START 2 whose target group includes women with postnatal depression. The Maternity Assistant offers tailor made individual support
and advice to pregnant women and their families, on a number of areas involving
pregnancy, birth, including guided birth and post-natal advice on caring for a new
baby. The service provides signposting to other services within the area. The
maternity services will be operating from the Energise Centre from March 2006.
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
Tackling Drugs and Alcohol – the project officer began work in August 2005. A
project steering group of appropriate agencies guides and oversee the work
carried out by SMART. Outreach sessions have been developed from working
with numerous agencies and local young people’s groups. Drugs and alcohol
awareness training, for both peer mentoring and agency staff is been carried out.
This work will be underpinned by the development of robust baseline in 2006/07
around the real numbers of young people who abuse drugs and alcohol. This
report will help with guiding other agencies in developing a multi-agency strategy
approach for dealing with those issues.
Increasing community involvement and management

Community Health Action Partnership (CHAP) - the project has benefited from
the appointment of the Chief Executive in January 2005 and late in 2005 CHAP
became a Social Enterprise Company Limited by Guarantee. CHAP has
continued working with The Big Life Company to develop the Board’s capacity,
supported by a full set of policies and procedures. CHAP are currently developing
their future business plan and this is due to be completed in March 2006. CHAP
are in discussion with the PCT and other mainstream service providers about
future commissioning opportunities. In the meantime, NDC continues to support
CHAP with the development of its organisational capacity, delivery of targeted
local services and future sustainability.

Governance of the Healthy Living Centres - detailed work has been carried out
with a partnership of CHAP, NDC and Salford PCT to develop new governance
arrangements for the two new healthy living centres for the area. A number of
local community consultation events have been carried out, jointly run by the PCT
and CHAP, on the two new health centres and work is ongoing on the detailed
specification of the service delivery and management arrangements for the
centres.
Business, Employment and Skills (BES)
Four of the current portfolio of seven projects within the BES theme are time expired
projects due to finish in March 2006 and are currently under review:

Supporting Local Business - the project provides a range of support for local
businesses including: grant support for refurbishment of derelict property; grants
for premises in need of external improvement (visual impact); and funding for
specialist advice (e.g. insurance).
This project was agreed as a 12 month appraisal only, to evidence demand for
both the capital project and the revenue business support offered through Salford
Hundred Venture. Development of the appraisal was protracted and the project
has only been operational for two quarters of the financial year. Despite this,
take up for both elements of the project has been good. The capital scheme has
been fully optimised with eight awards to local businesses to assist with business
growth and enable changes to operational practices. Equally Salford Hundred
Venture have delivered over 60 advice sessions to 15 local companies helping to
deliver increased business sales and creating new jobs.
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
Jobshop in the Community - provides information, advice and guidance, training
and one-to-one support to help local residents to move into education, training
and/or employment. Based in a former shop unit on Littleton Road, the project
targets the local unemployed, economically inactive and those facing exclusion
from the labour market, working in close partnership with other providers and
community and voluntary groups. Jobcentre Plus are co-located within the
Jobshop which serves to create a fuller service offer to those seeking
employment and training.
An interim Jobshop contract was agreed in September 2005 to deliver a revised
service to the end of the financial year. The main revision has been the focus on
‘worklessness’, particularly residents in receipt of inactive benefits. Addressing
‘worklessness’ is a long-term objective and Jobshop, like all service providers,
have experienced initial engagement difficulties. Jobshop continue to engage
well with the NDC community as a whole and move people into employment. In
quarter 3 over 40 people were moved into employment but the proportion of
priority one beneficiaries was low. A targeted leaflet drop to IB/IS clients was
made in December and ERP are anticipating a positive response to this.

ICT in the Community - the project will develop a community portal for and with
the local community. In doing this it will build up the ICT knowledge and skills of
the community and facilitate access to ICT training by local people.
An interim extension to the ICT project was agreed for the last 2 quarters of the
financial year to allow the project to develop capacity in the community for the
ongoing maintenance of the portal. Training continues to be delivered through
Crest and the portal is nearing completion: the BBC has commended some of the
content. However the portal still needs to be populated with more local
information and MCIN will continue to work through the Community Groups
Network to develop content and capacity.

Skills for Life and ESOL Drop-In Centre - the project provides community-based
basic skills and ESOL training and support for local residents. Located at Lower
Kersal Centre, the project is being delivered in partnership with Salford College.
The centre has now established itself within the community and this has been
reflected in the number of registrations for this year’s skills for life courses. Two
full classes are currently running for literacy and numeracy and take up for the
ESOL course is much improved. A condition of the LSC funds that Salford
College draw down is that beneficiaries must now work towards accredited
outcomes and therefore on completion all beneficiaries will achieve recognised
qualifications.
The remaining 3 projects are contractual commitments that will continue into the
2006/07 operating year.

Salford Innovation Forum – this is a partnership project between NDC, the
NWDA, Salford City Council and Salford University which will encourage and
support business development in the NDC and wider Salford area and will
encourage greater links between education, business support and community
groups.
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The Forum started on site in February 2006 and is due for completion some time
in Summer 2007. The BES Task Group continue to look at options for the
development of the community facility.

The Cost of Living project – this is delivered by Jobcentre from the NDC Jobshop.
The project replicates some of the elements of the Salford Action Team and
provides a financial buffer between a beneficiary leaving benefits and receiving
their first salary payment. A period of in-work support is also offered to clients.
The project start was delayed and therefore the in-work support officer was not
recruited until quarter 3 and this has had an impact on project outcomes.
Beneficiaries are now starting to come through but it appears that the original
outcome profile was inflated. However the level of need of each beneficiary is
greater than originally anticipated and therefore the financial profile will probably
be met.

The Maximising Local Labour – this project funds a Trainee Regeneration Officer
post. The officer assists the BES Programme Manager with the co-ordination
and delivery of the BES programme.
To date two regeneration officers have been placed with the BES programme
and both have made a positive contribution to the community impact of the
projects and interventions funded through BES.
3.0
Developing the Delivery Plan for 2006/07
The Process
The preparation for the 2006/07 Delivery Plan commenced in September 2005 with
the process and timetable for producing the Plan being agreed with the Partnership
Board. Two Delivery Plan working sessions have been held with the Partnership
Board to develop the 2006/07 Plan. The first session was held on November 7th
2005 and building on the Performance Management Self Assessment looked at the
implications for the programme in terms of improvement plan issues and the financial
implications for the programme in the light of the lower than anticipated NDC
allocation for 2006/07. A second session was held on January 27th 2006 and had
three key objectives: to agree the overall scale and balance of the programme,
including the level of over programming and list of reserve projects; to assess the
future of time expired projects and to look at the implications for 2007/08. Following a
rigorous reality check, using agreed criteria around deliverability, the scope for rephasing and the potential for savings, the objectives of the session were met and a
scaled down programme was agreed.
The Year 6 Plan (2006/07)
The Year 6 programme contains 64 projects, many of which are committed from
2005/06. These are detailed by theme in the attached Schedule A. The programme
totals £7.634 million but has been set at £7.177 (which takes in to account both the
allocation from Government Office North West of £7.100 million and the additional
£0.077 million which the Neighbourhood Renewal Unit has recently indicated will be
available for all NDC Partnerships in 2006/07).
This means that an over
programming level of £0.457 million (6.4%) has been built in to the programme. In
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addition where projects have been adjusted, either through re-phasing or because of
delivery issues, it has been agreed that these will be regarded as reserve projects
and will be brought forward based on their ability to deliver. These reserve projects
total £0.615 million (8.6% on top of the 2006/07 allocation) and bring the overall overprogramming level to 15%.
The Plan builds on the momentum achieved, particularly over the current year, and
represents a realistic and deliverable programme for the Partnership, which will lever
in a further £13.244 million in matching funding. By the end of year 6 nearly 58% of
the Partnership’s NDC budget will have been spent and some 70% of the programme
will be committed by the end of year 7, based on current phasing estimates.
The next year will again be a key delivery year for the Partnership, with a focus on
transformational change, particularly through the implementation of the physical
programme. It will see the signing of the Developer Agreement and a start on site for
new housing on the former Kersal High school site. Sports Village will be fully
operational, the second Healthy Living Centre at St. Aidan’s will open and the Salford
Innovation Forum will be on site. A number of programme areas will also be refocused in line with new or revised strategic frameworks including Inclusion,
Education, Crime and Community Safety, Health and Business, Employment and
Skills. This re-focusing, particularly around Health and Business, Employment and
Skills, will also assist in addressing the priorities set out in the Improvement Plan for
2006/07 (agreed at the November 2005 Board). There are also some core underpinning activities that will need to be addressed over 2006/07 which will ultimately
shape the work of the Partnership to the end of the programme and beyond. These
include a programme wide evaluation and review, the preparation of a Succession
Strategy for the Partnership and a greater focus on neighbourhood management and
mainstreaming.
The programme for next year is made up of the following:
Commitments – these form the majority of the programme and are projects that the
Partnership is contractually committed to. Although many projects have funding
identified until 2007/08 this doesn’t indicate that these projects will be guaranteed
funding beyond their current approval but is there instead to ensure that funding is
retained for this type of activity/theme in future years. All projects will be evaluated
during their life and will require clear exit/succession strategies. These project
reviews will also feed in to the programme wide review that will be undertaken over
the coming year, which will shape the programme for 2007/08 and beyond.
Moral commitments - these are projects outlined in agreed strategies, such as the
Development Framework, or are in the current programme but have yet to be
formally approved through project appraisal.
Time Expired Projects – there are 21 projects within the 2005/06 programme whose
funding was originally planned to end in March 2006, many of which have requested
NDC funding in the future, and a further 3 projects who will become time expired part
way through 2006/07. A thorough analysis of these projects has now taken place,
particularly in relation to strategic fit, and a way forward has been agreed. Overall 12
projects have been agreed to continue, although it is likely that a number of these will
be re-configured.
Consideration has also been given to ensuring that the programme retains its
aspiration to maintain a balance between the physical and broader social and
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economic aspects of the Partnership’s strategy. The impact of this in financial terms
is 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
NDC Figure
(millions)
£0.611
£0.499
Percentage
£0.647
8.5%
£4.208
£0.404
£0.532
55.3%
5.3%
7.0%
£0.712
9.3%
£7.613*
100%
8.0%
6.6%
* Figures slightly different from £7.633 due to rounding
Building Communities
The Building Communities programme is made up of projects continuing from
2005/06. A clear strategy for the way forward has been developed with both the
Community Involvement Strategy and the Community Facilities Strategic Action Plan
now in place. Work is now progressing on the Inclusion Strategy, which will assist in
ensuring that the programme is inclusive and addresses issues around diversity.
The key priority for Building Communities this year will be ensuring that the projects
currently being delivered meet the needs of the community to ensure a strong and
sustainable community network is established.
Work will start this year on the development of a Succession Strategy for NDC and
Building Communities will play a key part in supporting this work.
Crime and Community Safety
The Crime and Community Safety Strategy for the NDC area is currently being
reviewed and revised and this will provide a framework for activity over future years.
It has also been developed in the context of the wider Salford Crime and Disorder
Reduction Strategy.
In line with this stronger strategic focus, a number of major projects were evaluated
in 2005/06 and re-focused with the intention of ensuring an enhanced degree of
sustainability and with succession planning already in mind.
An outline proposal for using Police Community Support Officers (PCSOs) within the
NDC area is being developed. The proposal could see additional PCSOs deployed
within the area, in addition to those allocated to the East Salford Neighbourhood
Area. This is being looked at in the context of the review of the High Profile Policing
project.
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The appointment of an Information Support Officer will enable the Partnership to map
crime offences and offenders within the area, allowing the team to better direct
resources to identified problem areas. The officer is now in place and is meeting
information needs across both the Community Safety and other NDC theme areas,
enabling a more holistic approach to problem solving.
2006/2007 will see better links developed with the Neighbourhood management team
for East Salford and better planned use of mainstream resources. An additional post
sponsored by Environmental Services, funded by NDC for an Environmental Crime
and Education Officer will continue and build upon the work in the area started by the
Community Safety Development Officer, working with the community and partner
agencies to raise the environmental profile of the area. This in turn, is expected to
have an impact on crime trends and levels.
Education, Children and Young People
In the coming year the Youth participation Project is expected to drive forward a
range of initiatives: Young People's Oscars event; a children and young people's
grant making scheme to fund young people led initiatives; projects and activities in
the area; participation training for NDC and other workers; and seeking to involve
young people in decision making across NDC Themes and projects.
The year will also see the re-development of the Children and Young People’s
Strategies to guide the final phase of NDC programme, making sure that the views of
children and young people are central.
The implementation of the Education Strategy will see changes within the COMPACT
and Supporting Schools project. The Supporting Schools project will be reconfigured,
focusing more tightly on achieving outcomes and providing learning support, creating
smooth transitions, creating integration and inclusion and enhancing wider wellbeing. The COMPACT project will include a pilot project for 15-17 year olds ‘falling
through the gaps’ in transition, offering a more flexible package of work placement,
volunteering and vocational learning and key skills development. A package of family
and parenting support, including School-Home liaison, will be developed to embed
citywide models of Family Action and Positive Parenting, supporting parents and
children when difficulties first arise.
Physical Environment
Year 6 will undoubtedly be one of maintaining momentum on projects currently
underway and ensuring others are started. The initial works to the former Kersal High
School site clearly will represent a key milestone, with the first house likely to be built
by Summer 2007. However, other key projects will include:




The improvement of shop fronts at the shop parades at Northallerton Road and
Stamford Road
Phase 5 of the “Archway” (Ukraine Road) block improvements
Environmental improvements to houses in the Matlock Cross area of the Lower
Kersal estate, and later, the Dunedin Drive area of the Whit Lane estate
Continuing acquisitions of houses in the Levens Street and Whit Lane areas
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










Completion of the Broughton Road/Cromwell Road Corridor works (including the
positioning of a piece of artwork at the junction of Lissadel Street and Cromwell
Road)
A second phase of alley gating
Continuing In Bloom activity
Traffic calming on those streets between Gerald Road and the River Irwell
Temporary resident play area at the former bowling green at Douglas at
Charlestown Park
Temporary communal area on land next to 2 Langley Road
The construction of a Neighbourhood park next to the Sports Village
Environmental works on “green” areas in the Lower Kersal estate
Various environmental projects implemented under the Community Environment
programme (led by Groundwork)
The appointment of an Environment/Education Officer as part of the “Cleaner,
Greener, Safer” Initiative
Continuing small scale works through the Minor Works project
The NDC area is fortunate enough to fall within other regeneration initiatives. Year 6
will see, therefore, the fostering of closer links with:



The Housing market Renewal (HMRF) initiative which will see further funding
injected into the area in the form of funding for scheduled block improvements
and acquisitions in the redevelopment areas
The Pendleton Area Master planning process (affecting that area next to
Pendleton Roundabout)
The newly formed Urban Renewal Company (URC)
Health
A major focus for the health programme in the early part of 2006/07 will be the
development of “Investment in Health and Wellbeing” Strategy, which will provide the
NDC and its partners with a clear framework for tackling health inequalities in the
area. It will also provide a set of clear outcomes for assessing impact at the local
level.
The programme to tackle health issues and broader health inequalities will build on
the activities carried out to date with the following as key priorities for 2006/07:

New healthy living centres – building on the current Healthy Living Centre
Progress Group, a shadow board will be set up as part of the interim governance
arrangements for the Healthy Living Centres. The shadow board will have
responsibility for developing the full mutual governance arrangements for the
centres and the service development strategy covering health and social care
provision within the NDC area. The second centre at St. Aidan’s will also be
completed and is scheduled to open in November 2006.

Community Health Action Partnership (CHAP) – the development of robust
business and strategic plans for CHAP remain a priority. This does not represent
proposed new project/s but the review and potential refocusing of planned
investment in CHAP and ongoing partnership working across the NDC, CHAP
and Salford PCT.
Mainstreaming provision will be an increasing priority for the healthy programme from
2006/07 as a number of projects complete NDC funded contracts, including the
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Nurture. Ongoing work with the PCT and other stakeholders such as Social Services
and the third sector will be progressed to ensure that service provision is maintained
and continues to be developed to meet local need.
Business, Employment and Skills
Set in the context of the new Business, Employment ad Skills programme, at least
three time expired projects within this theme will be seeking further funding

Supporting Local Business – the success of both the capital scheme and the
business support delivered through Salford Hundred Venture make a strong case
for a comparable project in 2006/07. However the withdrawal of some
mainstream ChamberLink services in the area and the failure of SCC to secure
LEGI funding may necessitate NDC intervention to assist business start up
services. The project will also have to take account of the proposed services to
be delivered from the Salford Innovation Forum.

Skills for Life Centre – the centre will be looking to maintain and improve
community engagement with the skills for life agenda, particularly around ESOL
provision. It will also need to prepare for the introduction of IT as the third skill for
life in 2007.

Jobshop – ERP have indicated that they wish to continue delivery of the Jobshop
service in the NDC area, focusing on the ‘worklessness’ agenda. However there
are two factors to be considered before the Task group arrive at funding
decisions. Firstly is the level of additional resource that ERP is prepared to bring
to the project and secondly is the open tender process for the city-wide Jobshop
service.
Of the contractual commitments, Salford Innovation Park, Cost of Living and
Maximising Local Labour will all continue to deliver throughout 06/07.
In addition the BES Task Group and supporting sub-groups have identified as a
priority the continuing development of a number of project appraisals.

Maximising Local labour 2 – this project will respond to the employment
opportunities that will be created through the physical regeneration of the NDC
area. It will work with the NDC developer partner and approved local contractors,
to provide a training and employment framework for those local people wishing to
make a career in the construction industry.

Transition to Employment for Young People – the Transition to Employment for
Young People sub group and BES Task group agreed the essential elements of
this project in 2005: a. New approach to address aspiration/motivation levels of young people
b. Pre-vocational provision in the NDC area
A number of joint meetings have been convened with the Education, Children
and Young Peoples Task Group to agree on the best use of ‘transition’ resource.
An extension to the current Compact project to address issues for young people
aged 15-17 is the preferred option (see Education, Children and Young People’s
programme). An appraisal to incorporate these changes will be developed in the
next few months.
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
Adult Learning and Skills Development – the Adult Learning and Skills
Development sub group and BES Task group agreed the essential elements of
this project in 2005: a. New approach to address aspiration/motivation levels of adults
b. Project to assist IB/IS claimants into learning/training
c. Project to improve General Employability Skills of adults
A learning and skills scheme for lone parents was piloted in the NDC area in
2005. The ‘energise’ project was a 5 week confidence building course delivered
by CG resources out of the Lower Kersal Centre. The programme can be
developed to address the issues faced by residents claiming inactive benefits
such as Incapacity Benefit. Further discussions with CG Resources and the sub
group will take place to develop this project idea.

Community Business Support - the previous project provided support, via a
Salford Community Venture adviser, to local people and community groups to
develop and grow community enterprises in the target area. This project ended in
June 2005 and subsequently SCV have been subsumed within Third Sector
Enterprises. The current offer through TSE is limited; one to one assistance is
only available to established social enterprise through the IDB model; brokerage
is not subsidised; start up training is available but these are generic courses.
Given the above a number of options will be pursued in the development of a
new appraisal including; subsidising brokerage for existing social enterprise;
identifying realistic opportunities for social enterprise development (TSE) through
feasibility studies.
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