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Mixed and Sustainable Communities Learning Network Launch 26 March 2009

Mixed and Sustainable Communities Learning Network Launch 26 March 2009 Neighbourhood Management Workshop Jim Hayton, Executive Director Housing and Technical Resources South Lanarkshire Council. Outline. Some key questions about Neighbourhood Management

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Mixed and Sustainable Communities Learning Network Launch 26 March 2009

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  1. Mixed and Sustainable Communities Learning Network Launch 26 March 2009 Neighbourhood Management Workshop Jim Hayton, Executive Director Housing and Technical Resources South Lanarkshire Council

  2. Outline • Some key questions about Neighbourhood Management • Case study example from South Lanarkshire • Summary • Where do we go from here - some key discussion points and (polite) suggestions

  3. Some Questions about NM • What is Neighbourhood Management? • What problems does it attempt to solve? • Where are we with NM in Scotland? • Does the current Government’s thinking lead in this direction (SOA)? • Should NM plans be mandatory? If so, where?

  4. What is NM about? • “Joined up” approach to complex problems • Locality / Neighbourhood focus • Problem / Issue Identification • Identify Actions and Resources • Specify intended outcomes (targets?) • Monitor and report actual outcomes • Accountability!

  5. Some Key Elements • Engaging local community • Partnership approach from the outset • Initial focus on physical changes • Continual focus on key services and service gaps • Not an initiative – must become part of the mainstream • Long term focus

  6. Some Other Key Elements • Tackling wider issues e.g. – crime and anti social behaviour • Opportunities for employment and training • Improving health • Improving educational attainment • Improving services – all partners committed • Improve Quality of Life • “Closing the Gap” for bottom 15% (SIMD)

  7. NM Plans (1) • Background – neighbourhood context, socio/economic stats, etc • Identification of Issues to inform action Housing/Environment Local Transport Quality of Local Services Training and Education employment Health Crime and ASB Young / older people Community Engagement

  8. NM Plans (2) • Neighbourhood Management Plan: • Proposed actions to address issues (investment/service standards) • Council and partner organisations • Timescales and responsibilities • Resources (finance, land, people) • Define specific outcomes • Monitoring and Evaluation (NM Boards vital) • Community Planning in action!

  9. Where is NM in Scotland ? • Some councils have geographically restructured management and service focus • Some have refocused on the locality for community planning partners • Some have geographical service focus • Most haven’t (and retain traditional functional divisions)

  10. SOA: Will it Assist NM? • 1 Purpose • 9 “Purpose Targets” • 5 Strategic Objectives • 15 National Outcomes • 45 National Indicators and Targets • Plus Local Outcomes! • Plus Local Indicators!

  11. Single Outcome Agreement • NM has major potential contribution to most of National Outcomes (and many indicators) but……. • How do CP partners get from 45 National Indicators etc to meaningful local action?

  12. NM: A Brief Case Study Whitehill Neighbourhood South Lanarkshire

  13. South Lanarkshire 3rd largest LA landlord Population of 306,000 130,000 households LA stock c. 27,000 (8 local offices) 700 square miles Urban and rural mix Context and background (1)

  14. 6% Areas within the worst 15% - Scottish Index of Multiple Deprivation 2006 (13% SLC population ( 40,000+) in these areas) Long standing challenges Whitehill Context and background (2)

  15. Whitehill –the challenges • Low demand / high level of voids– outward migration • Physical decay • Tenure split 70:30% - rented / owner occupied – 2 parts to the scheme • Poor amenities /facilities / services • High levels of crime and anti social behaviour • Health, social and economic issues • Worst 15% - SIMD • Reputation

  16. What did the people think? (WILTLH?)

  17. The plan - some key elements • Physical master plan - • Redevelopment of derelict land – market established • Demolition 160 houses / flats • Competition – 240 new houses for sale / shared equity • 34 new rented homes /22 unit very sheltered and day care centre • Own stock improvements – SHQS • Neighbourhood centre and facilities • New secondary school • Environmental improvements

  18. Whitehill sidings 1999 -Derelict land

  19. Low (i.e. No!) demand

  20. Room for improvement

  21. Whitehill Facilities - before

  22. Failing local businesses and services

  23. Selective demolition – 200 houses

  24. Whitehill Sidings 2001

  25. Investment – own stock

  26. Housing for sale – 300+ new homes

  27. New housing for sale

  28. Rented / Shared Equity -West of Scotland HA

  29. Hanover very sheltered / Day Care

  30. Whitehill Neighbourhood Centre

  31. Neighbourhood Centre – street

  32. Neighbourhood Centre Community Library and IT Learning Centre Healthy Living project

  33. Newpoly-tunnel – garden project

  34. New shops/environmental improvements

  35. New play and leisure facilities

  36. NM Critical success factors (1) • Consulting/involving the local community • Partnership approach from the outset • Early major physical changes • Tackling anti social behaviour • Mixed funding - CS; BNSF; private sector; CRF; ERDF; SLC • Establishment of local NM Board critical • Linking strategies, plans and services

  37. NM Critical success factors (2) • £40million investment • Diverse and improved housing choice – including market established for sale • Waiting list for rented stock – 600 waiting list • Police report crime levels down significantly • Improved local service delivery and uptake- health, crèche, training, Police, youth services, library, IT suite • Buses back in the area

  38. NM Critical success factors(3) • Longer term outcomes… • Opportunities for employment and training • Improving health • Improving educational attainment • Improving services – all partners • Reflected in changes in SIMD and partner data • Overall, improved quality of life and satisfaction

  39. Sustainability factors • Community ownership & empowerment – ‘Neighbourhood Board’ • Building on partnerships • Completion of physical regeneration • Focus on mainstream services and standards (“normalisation”) • Coordinated delivery of services • Commitment to the ‘long haul’ • Monitor, listen and learn

  40. What do the people think?

  41. Summary • Complex problems need “Joined up” response (i.e. Neighbourhood Management) • Don’t under estimate importance of physical change and scale of resources needed to deliver • Long term commitment to change essential • Monitor and publish outcome

  42. Where do we go from here? • How do we make sure partners work together? • Should local budgets be created? • How do we make partners accountable? (PIs) • Should Neighbourhood plans be statutory for areas in worst 15%

  43. Jim Hayton, Executive Director Housing and Technical Resources 01698 454406 jim.hayton@southlanarkshire.gov.uk

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