Middlesbrough Sustainable Community Strategy 2008 - 2023 · The Sustainable Community Strategy for...
Transcript of Middlesbrough Sustainable Community Strategy 2008 - 2023 · The Sustainable Community Strategy for...
Middlesbrough Sustainable Community Strategy
2008 - 2023
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Middlesbrough Partnership
FOREWORDSTRENGTH IN NUMBERS TO ACHIEVE OUR VISIONThe Sustainable Community Strategy sets out the long-term vision for the town and describes how we would like our community to look and operate by 2023.
We all recognise that the current economic circumstances and their consequent impact on investment in both the private and public sectors will make achieving future positive change diffi cult.
The town, however, has come through such crisises in the past. It has coped with massive structural change in its employment base and transformed its physical environment.
To maintain this momentum through what will be a diffi cult period, it is essential that we believe in and work towards our vision of making Middlesbrough ‘a thriving, vibrant community where people and businesses succeed’.
This vision will only be achieved if all people, businesses, organisations and local and central government work together. This partnership approach is a key feature of the town and a reason it has come so far. Through the Local Strategic Partnership – the body that brings all interests in the town together – that ability to work together will be harnessed.
It is testimony to many years of such partnership working that the shared vision of a well-run, sustainable and highly regarded town where residents feel included, safe, healthy and have both the opportunity and ambition to achieve their full potential is now within our grasp.
Recent events have shown that national and international circumstances can have signifi cant impacts on our ambitions. Nothing, however, will defl ect us from our commitment to continue the transformation of our town.
Les SouthertonChair of Middlesbrough Partnership
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1 The Purpose of the Sustainable Community Strategy for Middlesbrough
2 Middlesbrough and its Communities
3 Middlesbrough Partnership’s Vision for Middlesbrough
4 The Themes
5 Delivering the Strategy
5.1 Creating Stronger Communities
5.2 Creating Safer Communities
5.3 Supporting Children and Young People
5.4 Promoting Adult Health and Well-being, Tackling Exclusion and Promoting Equality
5.5 Enhancing the Local Economy
5.6 Securing Environmental Sustainability
6 Underlying Principles
6.1 Community Engagement
6.2 Equality, Diversity and Human Rights
6.3 Narrowing the Gap – Responding to People Whose Circumstances Make Them Vulnerable
6.4 Value for Money
6.5 Sustainability
7 How Everything Fits Together – Related Plans and Strategies
8 Middlesbrough Partnership
9 Monitoring the Delivery
Appendices:
1 Equality Impact Assessment of the Sustainable Community Strategy
2 Sustainability Appraisal
3 Middlesbrough Partnership Risk Register
4 Glossary
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CHAPTER 1THE PURPOSE OF THE SUSTAINABLE COMMUNITY STRATEGY FOR MIDDLESBROUGH
The Sustainable Community Strategy for Middlesbrough has been developed to provide the framework for members of Middlesbrough Partnership, organisations, groups of people and individuals to work together to improve the quality of life in Middlesbrough by 2023.
It sets out Middlesbrough Partnership’s shared vision for the town and its residents and how it will work together to achieve the vision.
The Sustainable Community Strategy is the overarching strategy for improving Middlesbrough. It is the result of detailed analysis of the town’s current position, and the challenges and opportunities that lie ahead over the next fi fteen years. The Strategy is simply a strategic overview, as there are a range of more specifi c and detailed plans and strategies that sit beneath it and identify what needs to be done (for example, in terms of health or community safety) to ensure that the overall vision for Middlesbrough can be realised.
The Sustainable Community Strategy acts as a focus for the work of the members of the Middlesbrough Partnership.
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CHAPTER 2MIDDLESBROUGH AND ITS COMMUNITIESMiddlesbrough and its history
Middlesbrough is situated on the north-east coast of England, at the centre of the Tees Valley conurbation built around the River Tees. The borough comprises the town of Middlesbrough and the surrounding villages of Nunthorpe, Coulby Newham, Stainton, Thornton, Hemlington, Acklam, Linthorpe, Marton and North Ormesby.
With some 59,000 households and a population of 135,100 within an area of 54.5km², Middlesbrough is the most urbanised and densely populated local authority area in the Tees Valley. It is bounded by the River Tees to the north, the North York Moors National Park to the south, and the built-up urban areas of neighbouring authorities to the east and west. There are good road, rail and air links, via the A66 and A19 trunk roads, access to the East Coast main rail-line, and Durham Tees Valley and Newcastle airports. Teesport, the UK’s second largest port, lies a few miles to the east of the borough’s boundary.
Middlesbrough
Newcastle
Durham
Edinburgh
Glasgow
Leeds
Manchester
Nottingham
Birmingham
London
Liverpool
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The town developed to service the rapid growth of the wider Tees Valley economy from the industrial revolution of the 19th century onwards, with the river bank and the surrounding areas providing the major source of local employment in the iron and steel, shipbuilding, heavy engineering and petrochemical industries.
The rapid decline of traditional industries in the latter half of the 20th century had a major impact on Middlesbrough, leaving a legacy of deprivation, particularly in the east and north of the borough. Middlesbrough and the wider Tees Valley area continue to perform poorly against key economic indicators and associated indicators of well-being. The Indices of Deprivation 2007 identifi es Middlesbrough as the ninth most deprived local authority area in England, with 13 of the town’s 23 wards within the 10% most deprived nationally across a range of factors. The most deprived wards in Middlesbrough are:
• Middlehaven• Gresham• Claireville• Thorntree• Hemlington.
The most deprived areas are concentrated around Middlesbrough town centre, with a further concentration to the south of the area.
However, Middlesbrough is making signifi cant progress in tackling these key challenges. It is forging a new and exciting identity.
Modern MiddlesbroughToday Middlesbrough is a major retail, commercial and university town with new business in media, design and e-commerce. At the centre of the Tees Valley, Middlesbrough is the acknowledged sub-regional capital, with high levels of community identity and growing confi dence. Transformational place-shaping, with a strong focus on culture, is central to future plans for the Tees Valley and the town, and is complemented by a robust, people-focused approach to social regeneration led by the Middlesbrough Partnership.
The thriving town centre now provides the majority of local employment and is the main retail centre in the Tees Valley. The recently opened mima art gallery and the redesigned Centre Square have provided a new heart to the town. The town’s Teesside University is ranked as one of the top two modern universities in the UK, with world-class teaching and research capacity, particularly in digital media. Ambitious plans for the education sector and the cultural and academic quarter in the town are founded on the importance of encouraging and retaining home-grown talent.
Despite a shortage of quality development land, the area is being visibly transformed by major regeneration and development schemes. The most notable of these is Middlehaven, a prime waterfront development site, which when completed will include a vibrant mix of commercial, leisure and residential opportunities, as well as the relocated Middlesbrough College. The innovative design of this area will be complemented by Temenos (planned for summer 2009), one of the ‘Tees Valley Giants’, a public art scheme of international standing.
The North Middlesbrough Accessibility Scheme will further enhance the accessibility of the town, and there are ambitious plans for a Tees Valley Metro link.
Modern-day Middlesbrough comprises diverse and ambitious communities, moving forward together to deliver an ambitious agenda for the future success of the area.
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Community profi leSocial
Middlesbrough’s communities are amongst the most diverse in the region. Around 50 nationalities are represented in the population of the town, which has the highest BME population in the North East, at 7.5%. Some 17% of Middlesbrough pupils are from BME communities. Areas with the highest BME population are closely concentrated around the town centre. There has been a recent rise in economic migrants from Eastern Europe, and the town has recently received a number of refugee families from Ethiopia as part of the Government’s Gateway Protection Programme. The majority (some 75%) of the population is of the Christian faith; there is also a signifi cant Muslim population. In general, levels of community cohesion are high.
The population comprises 66,200 males and 68,900 females. A slightly higher proportion of people are under 24 and a slightly lower proportion of people are over 45 than regional and national averages, but these proportions are expected to reverse in the next ten years in line with national trends, signifi cantly increasing demand for local social care services. The population has declined by some 30,000 over the last fi fty years due in part to the lack of a balanced housing offer within the boundaries of the town.
Economic deprivation has impacted upon other social indicators; many people in Middlesbrough suffer from poor health and crime rates are high. Around 42% of households have one person or more with a limiting long-term illness, and a signifi cant number of local people have caring responsibilities. Life expectancy for men and women is improving slowly but is some three years lower than the national averages. The prevalence of smoking and obesity, deaths from cardiovascular disease and teenage pregnancy rates are all high.
The legacy of deprivation and compound poverty highlights the need for active community capacity building, particularly in the areas of highest social disadvantage. Signifi cant work is being undertaken locally to improve local health, including the current Healthy Towns programme.
Economic
Middlesbrough is a comparatively low-wage economy, even by comparison with the rest of the Tees Valley, which is itself lower than the national average. The great majority of local jobs are now in the service sector, with almost all the remainder in manufacturing and construction. Fewer people in Middlesbrough are economically active than the regional and national averages, and benefi ts rates are correspondingly high. The employment history of the area means that there are relatively low levels of skills and entrepreneurship and low aspirations. The proportion of the working-age population qualifi ed to NVQ4 and above is some 10% below the national average, and the proportion of 15-year-olds achieving 5 GCSEs with A*-C grades, whilst improving signifi cantly, remains amongst the lowest in the region.
The development of the local economy is being taken forward in partnership with the other Tees Valley authorities through the Tees Valley City Region Business Case, and an associated Multi-Area Agreement, focusing on key economic outcomes for the area.
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Environmental
As a relatively young town dominated by heavy industry rather than commerce, Middlesbrough did not have the legacy of fi ne old buildings and a diverse pattern of housing enjoyed by many northern industrial towns and cities and exploited in their regeneration. The decline of heavy industry left behind low-quality industrial plant, which was soon demolished once redundant, rather than redeveloped.
Similarly, despite massive clearance and redevelopment programmes between the 1950s and 1970s, there remain around 12,000 low-quality Victorian terraced houses in a tight semi-circle enclosing the town centre, restricting development opportunities. This over-supply of terraced housing is compounded by a shortage of detached family and executive housing. The town has a lower level of owner occupation than local and national averages, with a higher level of social rented accommodation.
These long-term problems are being addressed through one of the most ambitious and wide-ranging regeneration programmes in the North East region.
In addition, the area is developing a high-quality network of green and open space, with a number of parks and nature reserves and a working farm. Five local parks are amongst the 42 Green Flag status parks in the North East. Many of the open spaces in Middlesbrough host a variety of community events, including Cleveland Show, Music Live and the Middlesbrough Mela.
Middlesbrough has fi ve becks that fl ow into the River Tees. These are Marton West Beck, Ormesby Beck, Newham Beck, Bluebell Beck and Spencer Beck. The Three Becks project, run by the Wildlife Trust, covers Ormesby, Spencer and Newham Becks, and runs practical conservation projects, events, and school and community projects to improve the becks for wildlife and people.
During 2009, Middlesbrough Council is to lodge a bid with the Heritage and BIG Lottery Funds for a £6million makeover of Stewart Park. It would see the park transformed with new and restored walkways and new visitor attractions.
Signifi cant improvements have been made in recent years to local street cleanliness, with Middlesbrough now amongst the top performers nationally.
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CHAPTER 3MIDDLESBROUGH PARTNERSHIP’S VISION FOR MIDDLESBROUGH
Middlesbrough Partnership’s vision is: Middlesbrough will be a thriving, vibrant community where people and businesses succeed.
If Middlesbrough achieves this vision, it will have ensured that in 2023 Middlesbrough will be a place where people will choose to make their home, to come to work and study and to spend their leisure time.
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CHAPTER 4THE THEMES
To realise the vision for Middlesbrough requires all agencies and stakeholders from all sectors of the community to come together. No one agency or service can alone achieve the vision. Middlesbrough Partnership has chosen to structure this strategy and the partnership around the shared national and local government priorities and cover the major challenges that face Middlesbrough today. These priorities form the six key themes of the Sustainable Community Strategy and provide a framework for how Middlesbrough Partnership will respond to the major challenges and deliver the overall vision for Middlesbrough.
Middlesbrough Sustainable Community Strategy Themes: • creating stronger communities;• creating safer communities;• supporting children and young people;• promoting adult health and well-being, tackling exclusion and promoting equality;• enhancing the local economy; and,• securing environmental sustainability.
For each Sustainable Community Strategy Theme, Middlesbrough Partnership has developed the following aims:
Theme 1 – Creating Stronger Communities
The Middlesbrough Partnership’s aim for Middlesbrough is for it to be a place where people who live and work there have a real sense of belonging.A stronger community is a community that promotes community cohesion and increases voluntary and community engagement, especially amongst those at risk of social exclusion.
Theme 2 – Creating Safer Communities
Middlesbrough’s people will feel safe. Middlesbrough Partnership aims to do this by reducing crime and anti-social behaviour, improving community safety and ensuring that the local community is reassured and confi dent that their concerns and fears are being addressed.
Theme 3 – Supporting Children and Young People
Middlesbrough’s continued prosperity is fi rmly linked to future achievements of its children and young people. To be successful as a town, it must ensure that its children and young people are able to succeed. Middlesbrough needs to nurture and retain its young talent and, regardless of their background, young people should be able to enjoy their childhood and grow up in a safe environment that prepares them fully for adult life.
Middlesbrough will therefore ensure its children and young people have the best possible start in life with access to opportunities that will help them develop to their full potential and contribute positively to the local community.
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Theme 4 – Promoting Adult Health and Well-being, Tackling Exclusion and Promoting Equality
Middlesbrough Partnership will work with Middlesbrough’s residents to achieve substantial improvement in the health, as well as a signifi cant reduction in the health inequalities, of people living in Middlesbrough.
Middlesbrough Partnership will improve the quality of life of vulnerable people in Middlesbrough.
Theme 5 – Enhancing the Local Economy Middlesbrough will be a place where economic growth meets the needs and aspirations of its people, projecting a positive image of somewhere that:
• people want to do business• people want to work and live• people want to be.
Theme 6 – Securing Environmental Sustainability
Middlesbrough Partnership will improve the way Middlesbrough looks and feels, making it a better and safer place to live, work and invest. It recognises that everyone has a part to play to ensure that they make the future safer and leave a healthier and more sustainable environment for their children.
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CHAPTER 5DELIVERING THE STRATEGY
The vision and themes describe what Middlesbrough will be like in 2023, and the strategic priorities set out the framework for how Middlesbrough Partnership will achieve the goals that it has set.
This chapter of the Sustainable Community Strategy is divided into six sections, one for each Sustainable Community Strategy theme:
• creating stronger communities;• creating safer communities;• supporting children and young people;• promoting adult health and well-being, tackling exclusion and promoting equality;• enhancing the local economy; and,• securing environmental sustainability.
Each section follows a similar structure and sets out the following information:
• Aim - Taking the wider vision for Middlesbrough as a starting point, this section articulates what the vision for Middlesbrough means in terms of the particular theme and describes the aspirations for the future in respect of the relevant theme.
• Strategic priorities - Through continuously assessing its performance and identifying where it is doing well and making progress where it is not, the Middlesbrough Partnership is able to identify a clear and evidenced set of strategic priorities for action – around which thematic partnership structures ensure that Middlesbrough continues to focus on its vision for 2023. The strategic priorities identify the main challenges facing the town.
• What Middlesbrough looks like now in 2008 - This section describes in summary the key facts and fi gures relating to the theme, sets out the challenges facing Middlesbrough and provides the context to the strategic priorities.
• What Middlesbrough will look like in 2023 - This section sets out the long-term outcomes for the theme and expresses the longer-term impact the actions and activities taken to address the theme will have on Middlesbrough and its residents.
• How Middlesbrough Partnership will achieve its vision - The Sustainable Community Strategy is the key over-arching strategy for the town, and sets the overall strategic direction to promote and improve the well-being of Middlesbrough. The Sustainable Community Strategy takes into account other local and (sub) regional plans; therefore, it is not intended to repeat the detail in these supporting plans (see Chapter 7). This section therefore describes generally the approach the partnership will take to achieve the vision and strategic priorities as well as signposting the reader to various plans and strategies that support the delivery of the theme.
• Links to other themes - Delivering the wider vision and outcomes for Middlesbrough needs a real understanding of the interconnections between issues and parts of the community. Delivering the vision requires a joined-up approach across Middlesbrough Partnership to deliver its range of strategic priorities. This section sets out for each Sustainable Community Strategy theme how it impacts on the relevant theme.
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• Key milestones - Middlesbrough Partnership has set itself a challenging and transformational longer-term vision with long-term outcomes. The Partnership has identifi ed a series of short- and medium-term actions and targets (key milestones) that contribute to the longer-term outcomes and provide the Partnership with confi dence that it is doing the right things to achieve the vision. This section sets out for each theme the key milestones.
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Stronger Communities
CHAPTER 5.1 CREATING STRONGER COMMUNITIES
Aim
The Middlesbrough Partnership’s aim for Middlesbrough is for it to be a place where people who live and work there have a real sense of belonging.
A stronger community is one that promotes community cohesion and increases voluntary and community engagement, especially amongst those at risk of social exclusion.
Strategic Priorities
• Empower local people to have a greater voice and infl uence over local decision-making and a greater role in public service delivery.
• Improve the quality of life for people, in particular the most disadvantaged communities, with service providers being more responsive to diverse community needs, and with improved service delivery.
• Ensure that Middlesbrough is a cohesive and harmonious community where people from different backgrounds get on well together.
• Support the development of an increasingly robust, optimistic and effective Voluntary and
Community Sector.
• Promote regeneration through culture, arts and learning by means of cultural activities that contribute to the quality of life and well-being of individuals and communities.
What Middlesbrough Looks Like Now in 2008
According to the National Quality of Life Survey (2008), residents in Middlesbrough are satisfi ed with their local areas. Large-scale neighbourhood management programmes such as STEM (Stronger Together in East Middlesbrough) and West Middlesbrough Neighbourhood Trust have worked in specifi c areas to improve quality of life and encourage local people to get involved in the future of their community.
The network of Community Councils and Clusters provides an established mechanism for residents to become involved in the life of their town.
Middlesbrough’s Voluntary and Community Sector (VCS) comprises an estimated 900 voluntary and community organisations, from local branches of national and regional agencies to local charities and small resident-led groups, working on a range of issues including social care, child protection and leisure. Middlesbrough Community Network (MCN) ensures that the sector is able to support the development and implementation of local policy.
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Over 9,500 volunteers contribute more than four million hours of unpaid work to their local community every year.
As well as directly providing services, they also provide support to local people to take an active part in the life of the town as volunteers and activists. Much of the work of the VCS is aimed at involving people who might not take part in more formal activity. Middlesbrough recognises the importance of a strong infrastructure in fostering a vibrant voluntary and community sector.
Culture, arts and learning play a signifi cant role in the town. Large-scale events like Music Live provide a focus for community life, as well as promoting the town across the region. The annual Mela celebrates the contributions made by a wide range of communities to the life of the town, attracting up to 30,000 people. The Urban Farming project provides new opportunities for local people to get involved with their local community. Supergay, a festival celebrating lesbian, gay, bisexual and transsexual community life, was held in Middlesbrough for the fi rst time in 2007, and is now planned to be an annual event.
What Middlesbrough Will Look Like in 2023
By 2023 the population of Middlesbrough will be growing and be increasingly diverse.
Middlesbrough is a town where residents and visitors can access excellent cultural experiences. By 2023:• more people that ever will be participating in cultural activities; and • visits to museums and galleries will be at their highest.
Middlesbrough will have a reputation as one of the North of England’s top fi ve cultural destinations.
Middlesbrough is a town where everybody has a sense of belonging and is proud to live in and/or work in Middlesbrough. By 2023:• more people will agree that Middlesbrough is a place where people from different backgrounds
get on well together; and• people will feel they can contribute to and infl uence decisions affecting their local area.
Middlesbrough will have a robust and effective Voluntary and Community Sector. By 2023:• more people than ever will be participating in formal volunteering; and• Middlesbrough will have an environment that encourages the development and sustainability of
third-sector organisations.
How Middlesbrough Partnership Will Achieve its Vision
The vision for a creating a stronger community relies on the active participation of a wide range of individuals and organisations, and will build on the contributions of volunteers as well as service providers. Children and young people are a key element of Middlesbrough Partnership’s vision, and they will play an active part in deciding – and delivering – the future of Middlesbrough.
The Stronger Communities Action group was established in late 2007; its role is to coordinate Middlesbrough Partnership’s approach to creating a stronger Middlesbrough. A multi-agency work programme will set out the work that will be carried out to:• improve community engagement and participation;• increase community cohesion;• improve the effectiveness of the Voluntary Community Sector; and• improve quality of life.
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Supporting Plans and Strategies
• Local Development Framework – Statement of Community Involvement• Middlesbrough Community Cohesion Action Plan• Middlesbrough Compact• Middlesbrough Cultural Strategy• Tees Valley Voluntary and Community Sector Infrastructure Development Strategy 2008 – 2014
Links to Other Themes
Delivering the wider vision and outcomes for Middlesbrough needs a real understanding of the interconnections between issues and parts of the community.
Delivering the vision requires a joined-up approach across Middlesbrough Partnership to deliver its range of strategic priorities. Set out below are some examples for each Sustainable Community Strategy theme of how how creating stronger communities impacts on each theme.
Creating Safer Communities - A safer community directly contributes to creating a stronger community: reduced crime and anti-social behaviour makes people feel safe and secure within their community, with the opportunity for a greater sense of belonging. A stronger community is inclusive and will not tolerate crimes motivated by hatred of particular groups.
Supporting Children and Young People - A strong community will ensure that the voices of children and young people are heard. Young people have a positive contribution to make to building and sustaining stronger communities, and will be supported to make that contribution.
Promoting Adult Health and Well-Being, Tackling Exclusion and Promoting Equality - Good health and well-being results in many benefi ts – for example, staying in employment and participating in community as active citizens.
Enhancing the Local Economy - The Voluntary and Community Sector is a signifi cant contributor to the local economy, both as employers and as service providers. Investing in the capacity of the Voluntary and Community Sector can help to improve the economies of local communities. A stronger community will ensure that everybody can benefi t from economic success – through jobs, services and improvements to the environment.
Housing programmes can help support the development of vibrant local communities, meet community needs and help create and maintain a sense of identity.
Securing Environmental Sustainability - Climate change has the potential to have a signifi cant negative effect on communities, especially those individuals and groups who are already disadvantaged. Tackling this global issue locally through working towards a more sustainable environment will also provide many opportunities to build stronger communities. Initiatives such as growing food locally, promoting local recycling and reuse schemes and encouraging the use of sustainable transport can all provide greater opportunities to develop communities.
This may be through involving people more in decision-making, developing local co-operative systems that bring communities together, providing learning opportunities through environmental activities and promoting volunteering.
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Stronger Communities
Key Milestones
By 2011 more people will feel they can infl uence decisions locally.
By 2011 more people will believe that people from different backgrounds get on well together in their local area.
By 2011 there will be an increase in the number of people who participate in regular volunteering.
By 2011 more third-sector organisations will think that statutory bodies infl uence their organisation’s success.
By 2011 more people will be engaged in the arts.
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Safer Communities
CHAPTER 5.2CREATING SAFER COMMUNITIES
Aim
Middlesbrough’s people will feel safe. Middlesbrough Partnership aims to do this by reducing crime and anti-social behaviour, improving community safety and ensuring that the local community is reassured and confi dent that their concerns and fears are being addressed.
Strategic Priorities
Middlesbrough will deliver its long-term vision to create a safer Middlesbrough through its medium-term priorities. The Strategic Assessment 2007 identifi ed fi ve strategic priorities for the Community Safety Plan 2008-2011, which focus on preventing repeat problems for victims and vulnerable groups, offenders and priority areas.
• Divert young people away from crime and anti-social behaviour (ASB) and reduce the vulnerability of young people to prevent them becoming victims of crime.
• Reduce repeat victimisation.• Reduce re-offending.• Improve town centre safety.• Improve neighbourhood safety.
What Middlesbrough Looks Like Now in 2008
According to the Middlesbrough Town-wide Survey (2007), residents feel safe living in Middlesbrough. Since 2005/06 there has been a steady year-on-year reduction in crime in Middlesbrough. In 2008/09 crime was at its lowest levels, which were 22% and almost 5,500 fewer crimes than there were in 2005/06. Despite these improvements, big challenges around crime and anti-social behaviour remain, as Middlesbrough is still perceived to be a relatively high-crime area. This is linked to signifi cant levels of deprivation as well as drug and alcohol misuse.
Disadvantaged communities suffer higher levels of crime, and the impact on victims can be made worse by the fi nancial costs of putting things right and replacing goods. Some people in these areas are repeat victims, with the additional pressures that may cause. A strategic assessment of crime and anti-social behaviour and also a needs analysis of substance misuse in Middlesbrough assist the Partnership to identify priority issues and priority neighbourhoods, which ensures a coordinated response to local issues. These areas are reviewed on an annual basis.
In Middlesbrough, those aged 18-24 years are the most vulnerable and are more likely to be offenders and at a greater risk of becoming victims of crime.
Many people use the town centre, as it provides a natural focus for commerce and leisure. This leads to higher levels of crime and disorder in the town centre, compared with other parts of the town.
Both day and nighttime economies in the town centre are key infl uencing factors behind the
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disproportionate levels of crime. Regeneration plans for Middlesbrough town centre will increase the size of the geographical area of the town centre and will lead to a signifi cant increase in the numbers of people living, visiting and working within it. The increase in the number of people using the town centre brings a risk of increased crime, which will be managed as the town centre develops.
The early years of the 21st century have been marked and marred by terrorism. A response to this threat in Britain has been the development of a National Strategy that is known within Government as CONTEST. The aim of CONTEST is to reduce the risk from international terrorism, so that people can go about their daily lives freely and with confi dence. The strategy is divided into four principal strands: Prevent, Pursue, Protect and Prepare.
• In 2008/09, there were 104 serious violent crimes reported - 0.76 per 1,000 population.• In 2008/09, there were 3,211 serious acquisitive crimes reported - 23.17 per 1,000 population. • In the 2007 Middlesbrough Town-wide Survey, 89% of the population said they felt that their
neighbourhood was “very safe” or “fairly safe”, compared with 92% in 2005.• 21% of recorded crime occurred in Middlesbrough town centre, an area covering less than 2% of
the town.• Repeat victims experience 15.3% of crime.
What Middlesbrough Will Look Like in 2023
Middlesbrough will have an environment that promotes safety and feelings of safety.• By 2023 feelings of safety will be at their highest level. • Middlesbrough will have cohesive communities and will be a town where people are supported to
be active citizens and free from involvement in crime, disorder and substance misuse.• By 2023 no one will perceive ‘attacks or harassment because of race, colour, religion or sexual
orientation’ as a very serious problem in Middlesbrough. • Feelings of safety amongst vulnerable groups will refl ect those of other residents across the town.• People in Middlesbrough will have the supportive family environment they need to help them stay
free from harm, crime and disorder. • By 2023 more people than ever will perceive that parents take responsibility for the behaviour of
their children.• By 2023 community perceptions of anti-social behaviour will be at their lowest level and better than
the national average. • By 2023 residents of and visitors to Middlesbrough will enjoy a town with its lowest-ever recorded
crime.• By 2023 there will be the lowest-ever levels of drug-related (Class A) offending and proven re-
offending by adult and young offenders. • People in Middlesbrough will be free from harm.• By 2023 repeat incidents of domestic violence will be at their lowest level. • By 2023 hospital admissions due to alcohol will be at their lowest level, and there will be fewer
‘repeat’ substance-misusers accessing treatment.
How Middlesbrough Partnership Will Achieve its Vision
Multi-agency services are provided across the town to ensure Middlesbrough Partnership’s vision of a safer Middlesbrough benefi ts residents in all areas. The Safer Middlesbrough Partnership has identifi ed areas of greatest need, and will focus particular services on these areas.
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Safer Communities
In order to make longer-term sustained impact on crime, disorder, fear of crime and substance misuse, the Safer Middlesbrough Partnership will help tackle the causes of these problems through a balance of approaches that can better control offenders, reduce vulnerability and improve the management of places. These include:
• collaborative activity; • enforcement; • prevention;• risk reduction;• reassurance; and• specifi c responses. The Safer Middlesbrough Partnership has developed a work programme as part of its Community Safety Plan 2008–2011, which sets out the work that will be carried out to improve community safety in Middlesbrough. Its focus is towards developing plans that address the strategic priorities. The work is described in terms of the four themes around which the Partnership agencies deliver services:
• Offenders – preventing offending and reducing re-offending.• Victims and targets – reducing the vulnerability of young people, repeat victimisation, vulnerable
targets and hot products.• Place – town centre safety and neighbourhood safety.• Community engagement – community consultation and public reassurance.
Supporting Plans and Strategies
• Alcohol Strategy 2007• Children & Young People’s Plan 2008–2011• Cleveland Policing Plan 2008-2011 Putting People First• Community Safety Plan 2008-2011• Drug and Alcohol Treatment Plan 2008/09• Fire Service Integrated Risk Management Plan• Safer Middlesbrough Partnership Strategic Assessment 2007• Youth Justice Plan 2008/09• Middlesbrough Prevent Action Plan
Links to Other Themes
Delivering the wider vision and outcomes for Middlesbrough needs a real understanding of the interconnections between issues and parts of the community.
The Safer Middlesbrough Partnership cannot in isolation achieve the vision for a safer Middlesbrough, as the issues associated with community safety are intrinsically connected with a whole range of problems across Middlesbrough: for example, the relationship with crime and unemployment, housing, drugs, alcohol, debt, education, skills etc.
Delivering the vision requires a joined-up appraoch across Middlesbrough Partnership to deliver its range of strategic priorites. Set out below are some examples for each Sustainable Community Strategy theme of how creating a safer Middlesbrough impacts on each theme.
Creating Stronger Communities - Where people take an active part in their community, they can raise community values, improve safety and provide reassurance. The community would then be better able to tackle crime and anti-social behaviour.
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Safer Communities
Supporting Children and Young People - Young people are disproportionately represented as both victims and perpetrators of crime and anti-social behaviour. Targeted youth support will be delivered aimed at diverting young people away from crime and anti-social behaviour and also reducing their vulnerability of becoming victims.
Promoting Adult Health and Well-being, Tackling Exclusion and Promoting Equality - The misuse of alcohol is a key factor in a high proportion of violent incidents, criminal damage and acquisitive crime, and requires a coordinated approach. Delivering effective drug and alcohol treatment services and tackling the supply of illicit drugs can have a positive impact on crime.
Enhancing the Local Economy - The town centre is a focus for commercial activity. A thriving day-and night-time economy has the potential to generate high levels of crime. Effective coordination of partnership resources from the public and private sectors helps to tackle town centre crime and anti-social behaviour and improve the town centre for businesses, residents and visitors.
Safer neighbourhoods are a key issue in the development of housing programmes, helping create communities where people will want to live.
Increased training and employment opportunities for those who have been involved in crime or those whose lives have been affected by drugs are essential elements of plans to reduce re-offending.
Securing Environmental Sustainability - Good environmental management impacts on the feeling of safety. Effective approaches to remove and prevent graffi ti, litter and fl y tipping enhance and help to promote the feeling of safety and confi dence in the community. Residents will feel greater satisfaction with parks, streets and other public spaces if they feel safe from crime and anti-social behaviour.
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Safer Communities
Key Milestones
Strategies will be in place to divert young people, under the age of 25 years, away from crime and anti-social behaviour and reduce their vulnerability to prevent them becoming victims of crime, reduce repeat victimisation, reduce re-offending, improve town centre safety and improve neighbourhood safety. There will be lower levels of proven re-offending by adult and young offenders.
There will be fewer young people under the age of 18 years entering the criminal justice system.
Community perceptions of anti-social behaviour will have improved.
There will be lower levels of assault with injury and common assault.
There will be fewer repeat cases of domestic violence.
There will be lower levels of serious acquisitive crime.
The Safer Middlesbrough Partnership will be equal to the best performing Community Safety Partnerships in its family group in England and Wales.
Short-Term
Long-Term
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Supporting Children & Young People
CHAPTER 5.3SUPPORTING CHILDREN AND YOUNG PEOPLE
Aim
Middlesbrough’s continued prosperity is fi rmly linked to future achievements of its children and young people. To be successful as a town, it must ensure that its children and young people are able to succeed. Middlesbrough needs to nurture and retain its young talent and, regardless of their background, young people should be able to enjoy their childhood and grow up in a safe environment that prepares them fully for adult life.
Middlesbrough will therefore ensure its children and young people have the best possible start in life with access to opportunities that will help them develop to their full potential and contribute positively to the local community.
Strategic Priorities
In December 2007 the government published its Children’s Plan ‘Building Brighter Futures’, an ambitious ten-year strategy that aims to make this country the best place in the world for children and young people to grow up in. This builds upon the Every Child Matters agenda, which was introduced in 2003 and identifi ed fi ve key outcome priorities for children and young people:
Be Healthy – Ensure good physical, mental, emotional and sexual health of children and young people.Stay Safe – Ensure that children and young people are kept safe from deliberate, neglectful or accidental harm or exploitation.Enjoy and Achieve – Enable children to enjoy and fully participate at school and in registered childcare settings to achieve their full potential.Make a Positive Contribution – Enable children and young people to contribute positively to their local community.Achieve Economic Wellbeing – Ensure that children, young people and their families are equipped to continue into further education, employment or training.
Middlesbrough’s Strategic Priorities refl ect the local needs as well as the national priorities detailed in the government’s ten-year children’s plan.
What Middlesbrough Looks Like Now in 2008
Approximately a quarter of Middlesbrough’s population is aged 19 or under, a total of almost 35,000 young people.
Many of the challenges children and young people face in Middlesbrough are mirrored throughout the country. However, the levels of deprivation in Middlesbrough make these challenges much more diffi cult.
The percentage of young people leaving school with fi ve A*-C GCSEs (including English and Maths) is below the national average, with a number of schools below the government’s base target for all schools of 30% by 2011.
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Supporting Children & Young People
Middlesbrough has had one of the highest rates for young people aged 16–18 who are not in education, employment or training (NEET). However, there are positive signs of improvement and the number of young people whose status was not known has declined signifi cantly, enabling us to provide them with an offer of suitable education, employment or training opportunities.
CHILDREN AND YOUNG PEOPLE IN MIDDLESBROUGH
• 16% of the school population comes from minority ethnic communities.
• 7% of children and young people have some form of impairment or disability that affects their day-to-day activities.
• 31.7% of Middlesbrough’s children live in households that are dependent on means-tested benefi ts.
• 15.8% of children in care achieve fi ve A*-C GCSEs (including English and Maths), compared with 30.9% of all Middlesbrough children.
Reducing teenage conceptions has been and remains a high priority, as Middlesbrough’s conception rates have been higher than the national average. Although numbers have fallen locally, this still remains a signifi cant area for concern.
Whilst these and other circumstances present signifi cant challenges, there are already strong signs of improvement.
• A year-on-year improvement in the percentage of pupils achieving 5 A*-C GSCE results, from 41% in 2004 to 60% in 2008.
• Signifi cant progress has been made in reducing the under-18 conception rate – 25% since 1998.• 98% of schools are engaged in the Healthy Schools Programme and 67% have achieved the new
Healthy Schools Status – this is above the national average.• More children and young people report feeling safer in Middlesbrough and at school.• The number of young people not in education, employment or training has reduced from 15.5% in
2004/05 to 11.1% in 2007/08.
What Middlesbrough Will Look Like in 2023
All children and young people will have good physical, mental, emotional and sexual health.
• By 2023 the prevalence of childhood obesity across Middlesbrough will be reducing.• By 2023 the social and emotional skills of children and young people will have increased
signifi cantly.
All children and young people will be kept safe from deliberate, neglectful or accidental harm or exploitation.
• By 2023 the proportion of children and young people experiencing bullying will be at its lowest.• By 2023 there will be fewer children and young people subjected to a child protection plan.
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Supporting Children & Young People
All children will enjoy participating in learning activities and be able to achieve their full potential.
• By 2023 the number of children and young people who are persistently absent from school will be at its lowest.
• By 2023 levels of attainment at all key stages will be at its highest level.
All children and young people will choose to engage in positive activities and behaviours and contribute to their local community.
• By 2023 all young people will participate in positive activities that develop personal and social skills.
• By 2023 the rate of teenage pregnancies in Middlesbrough will be at its lowest and equivalent to the North East average.
• By 2023 the number of young people receiving a conviction, reprimand or fi nal warning for a recordable offence for the fi rst time will have reduced signifi cantly.
• By 2023 levels of substance misuse amongst young people in Middlesbrough will be equal to the national average.
All children and young people will grow up in an environment free from the effects of poverty and go on to achieve economic independence.
• By 2023 the proportion of homes with children and where no one is working will be equal to the North East average.
• By 2023 the percentage of 16–18-year-olds not in education, employment or training will be at its lowest.
• By 2023 the proportion of 19-year-olds achieving a level 2 qualifi cation will be equal to the national average.
How Middlesbrough Partnership Will Achieve its Vision
Middlesbrough’s Children and Young People’s Trust (the Trust) brings together those organisations delivering services to children and young people in order to improve communication, share information, integrate services and achieve better outcomes for all children and young people.
The Trust has developed a Children and Young People’s Plan 2008-2011, which outlines the priority actions that will be taken to help Middlesbrough’s children and young people succeed.
The Trust is committed to investing heavily in the future well-being of Middlesbrough’s children and young people and the Partnership will continue to direct its resources to the identifi ed needs of children and young people in Middlesbrough.
The Children and Young People’s Trust Board will continue to ensure that the mechanism for effective partnership working to improve outcomes for all children and young people is fi rmly in place.
Through a clear focus on its key priorities and a commitment to integrated working and service delivery at a local level, the Partnership is confi dent that all Middlesbrough’s children and young people will be able to:
• Be Healthy• Stay Safe• Enjoy and Achieve• Make a Positive Contribution• Achieve Economic Well-being.
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Supporting Children & Young People
Supporting Plans and Strategies
• Children and Young People’s Plan 2008-2011• Children, Families and Learning Plan• Crime and Disorder Reduction Partnership Strategies• Early Years Development and Childcare Plan• Inclusion Strategy• Local Development Framework • Looked-After Children Strategy• LSC Tees Valley Annual Plan• Middlesbrough’s 14-19 Learning Strategy• Middlesbrough’s Healthy Schools Programme• NEET Reduction Strategy for Middlesbrough• Primary Care Trust Local Delivery Plan• Teenage Pregnancy Strategy• Young Person’s Alcohol and Drug Strategy• Youth Justice Plan
Links to Other Themes
Delivering the wider vision and outcomes for Middlesbrough will require a real understanding of how specifi c issues affecting different parts of the community are inter-linked: for example, the relationship between poor health and housing and its impact upon educational attainment.
Delivering the vision requires a joined-up approach across Middlesbrough Partnership in order to achieve its strategic priorities. Set out below are some examples of how each Sustainable Community Strategy theme can impact upon children and young people.
Creating Stronger Communities - Children and young people need to be able to infl uence the decisions that will affect their future, and by the same token they can contribute a great deal to their local community and the future of the town.
Creating Safer Communities - Surveys of children and young people show they have the same perceptions and fear of crime as the adult population. Young people aged 18–24 are more likely than any other age group to be the victims of crime.
Creating an environment and providing facilities within the local community where children and young people can play and socialise safely is of paramount importance and can contribute signifi cantly to a range of outcomes.
Promoting Adult Health and Well-being, Tackling Exclusions and Promoting Equality - The transition into adulthood can be diffi cult, particularly for more vulnerable young people moving from children’s services into adult services, who may feel isolated and excluded. It is important that appropriate support is in place to assist young people with this major step in their life.
Middlesbrough Partnership can also learn a lot from adults’ experiences, particularly in relation to health issues that will impact on their children. This learning will enable the Partnership to focus more on the preventive factors that will help support children and young people to make healthy lifestyle choices and prevent future health problems in adulthood.
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Supporting Children & Young People
Enhancing the Local Economy - The educational attainment of children will have a major impact on their ability to secure sustainable employment. A highly skilled labour force relies on a strong foundation of good schools.
Good quality housing is important for everybody, but especially necessary to support children to have a stable family life and to reduce the risk of illness or injury.
Children and young people rely on public transport more than most other groups. A good transport network will allow them to maintain social links and to use facilities across the town.
Securing Environmental Sustainability - Children, young people and their families are frequent users of parks and open spaces and will benefi t from the maintenance of excellent facilities.
Children and young people already show great concern for broader environmental issues and may be able to act as champions within their families and in their communities.
Key Milestones
Obesity care pathways will be introduced across all primary schools.
Social and Emotional Aspects of Learning (SEAL programme) will be embedded across all schools.
The Chlamydia screening programme will be expanded for 15–25 year-olds.
The availability and usage of the C card scheme will be increased.
An anti-bullying accreditation scheme will be in place within all primary and secondary schools.
‘Every School Day Counts’ will be established across all primary and secondary schools.
Additional out-of-school learning opportunities will be provided for targeted pupils, particularly in key areas of numeracy and literacy.
A programme of School Council Training will support young people’s involvement in decision making.
Practitioner training in basic drug awareness will be offered to those staff working with children and young people.
All 16- and 17-year-olds will have an agreed and appropriate employment, education or training destination.
The concept of a virtual head teacher will strengthen the focus on looked-after children.
Short-Term
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Supporting Children & Young People
All Middlesbrough’s secondary schools will be transformed through new build and improvement programmes.
The Risk and Resilience Model will address risk-taking behaviours amongst young people.
Every young person will receive an entitlement to pursue a diploma in any one of 14 lines of learning.
‘You’re Welcome’ quality standards will be rolled out across children’s health services.
Personalised learning and individual learning plans will be embedded in schools and will include targeted interventions and pupil tracking.
The ICAN Early Talk Programme will be implemented in all children’s centres and Sure Start settings to improve the communication and language skills for early-years children.
Better things to do and places to go for young people will be provided through the implementation of the ‘Myplace’ project.
Middlesbrough will contribute to the achievement of the national Children’s Plan’s Goals, including:• every child ready for success in school; • every child ready for secondary school;• every young person with the skills for adult life and further study;• all young people participating in positive activities to develop personal and
social skills, promote well-being and reduce behaviour that puts them at risk;• employers satisfi ed with young people’s readiness for work;• child health improved, with a lower proportion of obese and overweight
children;• a lower proportion of children living in material deprivation and relatively low
income; and• a signifi cant reduction by 2020 in the number of young offenders receiving a
conviction, reprimand or fi nal warning for a recordable offence for the fi rst time, with a goal to be set in the Youth Crime Action Plan.
Medium-Term
Long-Term
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Adult Health & Well-Being
CHAPTER 5.4PROMOTING ADULT HEALTH AND WELL- BEING, TACKLING EXCLUSION AND PROMOTING EQUALITY
Aim
The health of the population generally will be improved while the gap between the most disadvantaged communities and the town as a whole will narrow. This will not only mean longer life expectancy, but also ensure that people benefi t from improved lifestyles.
Strategic Priorities
• Help promote health, well-being, independence, inclusion and choice.
• Ensure that, when people fall ill, they receive safe and effective services, when and where they need help, and are empowered in their choice.
• Ensure that the gap is closed between levels of health of Middlesbrough residents and the national average, as well as the gap between priority neighbourhoods and the Middlesbrough average.
• Improve the quality of life of vulnerable people in Middlesbrough.
• Address specifi c community and social housing needs.
What Middlesbrough Looks Like Now in 2008
Middlesbrough has a high number of wards that are recognised as being amongst the most deprived in the country, and this deprivation has a major impact on health. On average, life expectancy in Middlesbrough is nearly three years shorter than the national average; within Middlesbrough it is estimated that, on average, people in the least deprived areas live nine years longer than people in the most deprived areas. The number of people reporting limiting long-tem illness is higher than the national average, indicating the impact of health on quality of life.
HEALTH AND WELL-BEING IN MIDDLESBROUGH
• Middlesbrough has higher than average smoking rates (34.8%, compared with 24.2% nationally).
• The rate of drug misuse is high (22.3 per 1,000 population aged 15–64, compared with 9.9 nationally).
• 21% of Middlesbrough residents exercise regularly, however 45% of residents claim to take little or no exercise.
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Adult Health & Well-Being
Lifestyle has an important part to play in people’s health. Middlesbrough has high rates of smoking, alcohol and drug misuse. Poor diet and low rates of physical activity contribute to higher levels of obesity, which increase the risk of cardiovascular disease and some cancers.
Middlesbrough has a good track record of providing services for the increasing number of older people in the town, helping people to maintain their independence. 2001 Census statistics indicate that an estimated 1,990 people over 75 years of age with a health or disability problem live alone in Middlesbrough.
Although there have been improvements in health over the past ten years, these are consistent with progress at a national level and so the gap between Middlesbrough and the rest of the country is as signifi cant as previously.
Sports activities play a signifi cant part in the town, with events such as the sports Mela and the Tees Pride 10k bringing together large numbers of people.
What Middlesbrough Will Look Like in 2023
By 2023 the gap in life expectancy between those living in the most affl uent wards and the most deprived wards will be reduced to its narrowest.
By 2023 Middlesbrough will be a town where inequalities in health and social care outcomes have been reduced within the town and the rest of the country.
• Fewer people will be smoking.• The level of alcohol consumption will have reduced.• People will be more physically active.• People will be making healthier food choices.
By 2023 people with disabilities and from disadvantaged communities will have the same opportunities as everyone else.
• Everyone regardless of their vulnerabilities will be supported to live independently in accommodation of their choice.
By 2023 vulnerable people in Middlesbrough will have increased choice and control over their lives.There will be a signifi cant year-on-year improvement in the quality of health care services provided.
How Middlesbrough Partnership Will Achieve its Vision
Multi-agency services are provided across the town to ensure that our vision of a healthier Middlesbrough benefi ts residents in all areas.
Middlesbrough Council and Middlesbrough Primary Care Trust developed the Joint Strategic Needs Assessment (JSNA) for Middlesbrough, which provides a detailed insight into the health and well-being needs of people living in Middlesbrough – now and in the future.
The JSNA identifi es the key issues Middlebrough faces in improving the health and well-being of its population. Middlesbrough Partnership will use the JSNA to help inform its service development, commissioning and spending priorities over the next ten years. Middlesbrough Partnership will use the JSNA to enable a whole health and social care response to tackling health inequalities in Middlesbrough, as services will closely meet the needs and wants of local people.
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Adult Health & Well-Being
Supporting Plans and Strategies
• Active Middlesbrough 2008-2020 Sport and Physical Activity Strategy • Places to Play, Middlesbrough’s Playing Pitch Strategy 2008-2020• Alcohol Strategy• Better Health, Fairer Health - A Strategy for 21st Century Health and Well-being in the North East
of England• Children and Young People’s Plan 2008–2011• Joint Strategic Needs Assessment• Local Development Framework • North East Regional Sports Strategy• Physical Disability Strategy 2008–2018• Public Health Strategy (Middlesbrough Council and Middlesbrough Primary Care Trust)• Supporting People Strategy 2004–2009• Themes for the Future – Older People’s Strategy 2007–2017
Links to Other Themes
Delivering the wider vision and outcomes for Middlesbrough needs a real understanding of the interconnections between issues and parts of the community.
The Health and Social Care Partnership cannot in isolation achieve the vision for a healthier Middlesbrough, as the issues associated with poor health and well-being are intrinsically connected with a whole range of problems across Middlesbrough, for example the relationship with crime and unemployment.
Delivering the vision requires a joined-up approach across Middlesbrough Partnership to deliver its range of strategic priorites. Set out below are some examples for each Sustainable Community Strategy theme of how creating a healthier Middlesbrough impacts on each theme.
Creating Stronger Communities - Many public health issues need the active involvement of local communities to ensure health improvements. Active communities will be able to play a role in shaping the services that are provided to them.
Creating Safer Communities - There are very strong links between crime, disorder and the misuse of drugs and alcohol. A safer community can help support good mental health, as people can feel more secure in their community.
Supporting Children and Young People - Investing in the health of children can provide a foundation for good health in later life, and healthy parents have more opportunity to raise healthy youngsters. Schools can also play a role in supporting the health of children and young people.
Enhancing the Local Economy - Good health helps people to get, and to stay in, employment. Equally, employment can help people maintain their health by giving them some fi nancial freedom to make choices, as well as important social contact.
Housing is a basic need that has a major impact on people’s health, and programmes such as Affordable Warmth can make a real difference.
Transport links are important to people’s well-being, not only allowing them to access employment and key services, but also helping them to maintain social contact with family and friends.
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Adult Health & Well-Being
Securing Environmental Sustainability - Clean air and a pleasant environment can support good health, as well as providing opportunities for taking part in physical activity, which can also support good health – for example, in parks and open spaces.
Key Milestones
Improvements identifi ed through the Health Town Programme will be sustained.
More people will participate in sport and physical exercise.
A greater number of older people will remain in their community regardless of their condition.
Fewer drug users will re-offend.
More drug users will be in effective treatment. A lower proportion of people will be living in low-energy-effi ciency-rated homes. All social housing will meet the Decent Homes standard. There will be a reduction in homelessness. A greater proportion of people with learning disabilities will be in settled accommodation. A greater proportion of people with learning disabilities will be in employment. A greater proportion of people in contact with the secondary mental health service will be supported into employment.
Integrated Partnership working will reduce smoking-habit uptake, particularly in young people. Multi-agency resources will be harnessed to ensure consistent and concentrated effort in promoting physical activity.
Socio-cultural, political and physical local contexts will be shaped to reduce harmful drinking behaviours. The impact on life expectancy will be reduced by addressing risks of coronary heart disease, stroke, cancer and suicide.
Short-Term
Medium-Term
Long-Term
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Local Economy
CHAPTER 5.5ENHANCING THE LOCAL ECONOMY
Aim
Middlesbrough will be a place where economic growth meets the needs and aspirations of its people, projecting a positive image of somewhere that:
• People want to do business;• People want to work and live;• People want to be.
Strategic Priorities
• Establish a physical environment and infrastructure that encourages and supports economic vitality.• Provide a transport network that meets the needs of a town on its way up.• Provide business support that encourages more businesses to set up, locate and grow here.• Ensure that local people have the skills for and can access jobs and opportunities.• Facilitate a housing and transport offer that provides the quality and choice required to meet the
needs of the community, and support future economic growth.• Change attitudes by promoting Middlesbrough’s success.• Promote regeneration through fl agship cultural projects that act as economic drivers.
What Middlesbrough Looks Like Now in 2008
Middlesbrough is a town on its way up. Although the evolution from an industrial heritage towards a more service-orientated economy continues to pose signifi cant long-term challenges, the progress made in recent years suggests that the local economy is not just growing, but is also becoming more resilient as well.
To ensure Middlesbrough continues to develop its role as a place where people want to live, work and visit, partners need to continue to work collectively to address these long-term challenges and build upon the progress made to date. Achieving this will not only require the economy to grow further, but also increase the infl uence and contribution made towards the sub-regional and regional economies.
There are three elements that are recognised as being vital to achieving this aim and supporting the Local Economy:
Middlesbrough is a place where people want to do business
Middlesbrough offers a variety of locations, each one fulfi lling its own important role. The town centre continues to be the engine of the local economy, offering shopping, leisure and cultural activities, whereas industrial activities are located in more traditional business locations. Whilst the quality of the town centre offer has improved greatly and progress has been made in updating some of the older industrial locations, there is still a lot more to do in terms of meeting the ever-increasing aspirations of
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Local Economy
modern businesses. Middlesbrough lacks the volume and choice of new, high-quality development that has been delivered in other neighbouring areas, and schemes such as Middlehaven that are aimed at addressing this gap are still to come to fruition.
A similar situation exists with the transport network, where the focal point of the city region’s transport infrastructure has continued to develop in line with the existing locational offer. More ambitious development of the transport infrastructure now needs to be taken forward to promote economic growth and regeneration, drive further investment in business locations and strengthen Middlesbrough’s role in the wider sub-regional and regional context.
As an area with a long-established history of economic activity, the town still retains its sub-regional role as a commercial centre with a strong and proactive ‘business community’. Local businesses benefi t from a comprehensive range of local business support and retain a clear sense of ‘belonging’ within the area. Despite recent improvements, rates of new business creation need to be higher, and although Digital- City continues to drive the generation of innovative new wealth-creating businesses, more needs to be done to stimulate and support entrepreneurs in other sectors.
Middlesbrough is a place where people want to work and live
If the residents of Middlesbrough are to benefi t from economic growth in the area, there is a need for skill levels to develop in line with the growing demands of the jobs being created. Although skill levels are rising, they remain lower in Middlesbrough than across other parts of the sub-region, which needs to be addressed if local employment levels are to be raised and worklessness issues tackled.
The relatively low levels of participation in employment experienced across Middlesbrough presents many challenges to long-term economic vitality. As more businesses are showing growth in Middlesbrough than across the rest of the Tees Valley, an opportunity does exist to begin to reverse this trend and make a sustainable impact.
As a comparatively low-wage economy, there is a clear need to increase the number of people working in higher-growth or wealth-creating sectors. Activities such as Digital City have shown how local talent can be nurtured to achieve economic impact, but this needs to take place beyond this one sector.
One of the keys to Middlesbrough’s long-term prosperity is the ability to retain population and attract new people to settle in the town, although such an outcome can only be achieved by signifi cantly improving the quality of the town’s housing offer. All neighbourhoods in Middlesbrough need to meet the needs and aspirations of its diverse population, both now and in the future. Partly as a consequence of its existing stock and land availability, Middlesbrough has struggled to compete with neighbouring boroughs in making available a modern housing offer on a suffi cient scale. This has contributed to its falling population as people moved outside the town’s boundary.
In response, Middlesbrough is committed to the renewal of its housing market, improving its existing social housing stock and achieving the Decent Homes standard for all of its properties. A number of ambitious housing schemes are being implemented to address the imbalance in the current housing offer.
In addition, the impact of recent housing market conditions have seen changes to the type of housing tenure on offer, as landlords and housing providers adapt to new demands for more fl exible products. The rented sector in particular is likely to grow through new products such as intermediate market renting.
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Local Economy
Middlesbrough is a place where people want to be
Recent cultural regeneration has had a signifi cant impact on the look and feel of the town. Signifi cant buildings such as Middlesbrough Institute of Modern Art (mima) and the new Middlesbrough College at Middlehaven have greatly improved the landscape and enhanced Middlesbrough’s symbolic identity. As a result of this, local attitudes are changing and there is a growing sense of belonging to the town.
There is a clear determination to continue this trend by using the development of cultural activities and creative industries to assist economic growth and improve the image of the town.
What Middlesbrough Will Look Like in 2023
Our vision for Middlesbrough in 2023 is a town
• that is recognised as one of the top places in the North East for establishing and growing a business;
• that provides a high-quality and diverse range of business locations to enable indigenous businesses to achieve their ambitions and attract businesses from outside of the area;
• with a vibrant town centre that drives the economy not just of Middlesbrough but of the wider City Region;
• at the heart of the City Region transport network, where the public transport system has been transformed to meet the needs of local residents and businesses;
• where residents see public transport as an affordable, practical form of travel;• where businesses feel able to maximise their growth through the availability of high-quality, joined-
up business support;• where culture is seen as a catalyst for higher levels of enterprise activity and business creation;• where participation in employment is at record levels owing to the people of Middlesbrough
possessing the skills to respond fl exibly to the opportunities presented by a thriving City Region economy;
• where learning and skills for the people of Middlesbrough will have developed in line with the demands of a modern City Region economy;
• perceived as a place where people want to live;• with a more balanced housing offer that has sustained the existing population and attracted new
residents to the area from outside of the town;• with a developing housing offer that has enhanced satisfaction and supports the local needs and
aspirations;• seen regionally as a modern, vibrant and diverse place;• where the pride of local people has improved signifi cantly along with the belief that their
aspirations can be achieved within the City Region;• that has harnessed the impact of cultural regeneration within the town.
How Middlesbrough Partnership Will Achieve its Vision
The vision of the Local Economy theme will be achieved by working together with partners across all sectors to address the multi-faceted problems identifi ed and close the gap with the rest of the North East. This partnership model is detailed further in Chapter 7 – “How everything fi ts together – related plans and strategies”
Partners will work within the principles of the Business Support Simplifi cation Programme (BSSP) to join up service delivery and make it easier for businesses and individuals to access a co-ordinated package of help.
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Local Economy
Partners will need to explore innovative and creative ways to reverse stubborn long-term issues and build successful practice into future delivery services. This will also require a strong focus to be placed on addressing the issues of the hardest to help. Outreach will play a vital role in achieving the Local Economy vision and outcomes, and partners will co-ordinate efforts to ensure the most appropriate services are available in local communities.
Efforts will be focused not just on closing the gap but also on ensuring that Middlesbrough develops further resilience to wider global trends.
Supporting Plans and Strategies
• Middlesbrough Urban Regeneration Strategy 2008• Local Development Framework• Local Transport Plan 2006-2011• Economic Development Strategy• Middlesbrough Employment Strategy• Middlesbrough Homelessness Strategy 2008-2013• Middlesbrough Housing Strategy 2008-2011, Quality Homes and Neighbourhoods (See Chapter 7
“How everything fi ts together – related plans and strategies”)• A Cultural Strategy for Middlesbrough 2008-2012• Middlesbrough NEET Reduction Strategy and Action Plan 2008-10 • Middlesbrough Town Centre Strategy (currently under review)• Integrated Regional Strategy (See Chapter 7 “How everything fi ts together - related plans and
strategies”• Business Support Simplifi cation Process (BSSP)• Tees Valley Sub-Regional Housing Strategy• Fabrick Housing’s Social Investment Strategy
Links to Other Themes
The vision for ‘Enhancing the Local Economy’ cannot be achieved in isolation. The component parts of economic vitality, culture, housing and transport are intrinsically linked to a whole range of priorities across Middlesbrough.
Delivering the vision requires a joined-up approach across Middlesbrough and a sense of partnership to create a real understanding of the benefi ts of cross-agency working and co-operative community engagement. Set out below are some examples of how ‘Enhancing the Local Economy’ impacts each of the other Sustainable Community Strategy Themes.
Creating Stronger Communities• Town-wide regeneration offers opportunities to communities by enhancing pride and the sense of
belonging to the town.• Participation in learning and employment increases the aspirations of local people.
Creating Safer Communities• A safer town increases the prospect of Middlesbrough as a place to establish and grow a business,
build a home and visit from outside the area.
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Local Economy
Supporting Children and Young People• Young people are the future of the town and therefore need access to high-quality advice and
support to ensure they gain the skills and experience required of a modern City Region economy. • Employment and learning opportunities for all Middlesbrough residents have a positive effect on
the well-being of children and young people.• A good public transport network enables children and young people to access the opportunities
available within the town. • The use of concessionary fares can help people to make a positive choice to use the public
transport network.
Promoting Adult Health and Well-being, Tackling Exclusion and Promoting Equality• Employment and learning can have a very positive impact on health, and can offer particular
benefi ts for people with disabilities or mental health issues.• Providing appropriate and decent accommodation and transport facilities can enable vulnerable
people to live more independently and improve their overall quality of life.• Investing in housing renewal activity assists in the creation of safer and more comfortable homes,
resulting in a positive impact on health and well-being.
Securing Environmental Sustainability• The activities associated with a growing local economy must take into consideration the potential
impact on the environment. • Effi cient use of local resources can help to maximise benefi ts while protecting the environment
through continued promotion of better standards of construction or materials used and design.• Good-quality infrastructure that is more energy effi cient has a positive benefi t for the community
and the wider environment.
Key Milestones
Perceptions of Middlesbrough as a business location will have improved with both potential investors and partner agencies. Increased levels of occupancy footfall and visitor spend in the town centre will lead to a greater vibrancy to the town centre and an increasing sense of it fulfi lling its sub-regional role. More and more businesses will access integrated and simplifi ed packages of business support products. Great strides will be made to sustain Middlesbrough’s long-term population. Positive perceptions of Middlesbrough among local people will increase.
Medium-Term
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Local Economy
There will be a greater number of businesses per head of population.
Middlesbrough will offer a wider choice of business premises that meet quality expectations and sustainability standards, resulting in a greater return from business rates. Commercial rents in Middlesbrough will increase, resulting in improved viability of commercial development. Investment in the public transport network will improve accessibility and decrease journey times to key employment and leisure destinations within the city region. Numbers of people using public transport in Middlesbrough will be comparable to the national picture. High levels of new business creation will back up the perception of Middlesbrough as an enterprising town. The gap between employment levels in Middlesbrough and more prosperous areas of the region will reduce. Middlesbrough residents will be able to respond more effectively to opportunities presented by new and growing sectors of the economy. There will be a trend of increasing housing satisfaction amongst residents in the neighbourhoods, indicating an improved sense of place.
There will be a strong and effective private rented sector that adds real choice to the housing market. Development of the housing stock will lead to greater alignment with housing aspirations and provision. Perceptions of Middlesbrough as a modern, vibrant and diverse cultural hub will increase at both sub-regional and regional levels. The regeneration of Middlesbrough will lead to an increased sense of pride and positiveness amongst local people.
Long-Term
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Environmental Sustainability
CHAPTER 5.6SECURING ENVIRONMENTAL SUSTAINABILITY
Aim
To improve and maintain Middlesbrough’s local environment for the future and utilise resources effi ciently to ensure an enhanced quality of life for residents and visitors, and those who work in the town.
Strategic Priorities
• Improve the standard of cleanliness throughout the town.
• Develop a high-quality network of public realm, open space and parks to serve the needs of the community.
• Increase the amount of household waste that is recycled and composted.
• Reduce carbon emissions and adapt for the adverse effects of climate change.
What Middlesbrough Looks Like Now in 2008
With its industrial past, Middlesbrough shows the major impact that manufacturing can have on the local environment, as well as on people’s perceptions. People’s lives can be shaped by the environment in which they live.
In many towns and cities, residents say that litter and other waste can have an effect on how people view the area in which they live, with over half of residents seeing this as a serious or slight problem. This has been a priority for Middlesbrough, and the introduction of Middlesbrough Council’s Area Care teams has made major improvements to the cleanliness of the town.
Middlesbrough has an industrial past, and it is recognised that this has had a major impact on the environment and led to the use of the term ‘smoggie’. This has now changed, and the town can boast an enviable record of air quality, with all the benefi ts associated with clean air.
Parks and public spaces are important to the life of the town. Centre Square, as well as providing the setting for mima, acts as a venue for public events ranging from Proms in the Park and Music Live to the Urban Farming project.
Throughout the town, Middlesbrough’s parks provide a relaxing environment for local residents to enjoy informal leisure and exercise opportunities – the parks are also used to host large-scale events such as the Mela in Albert Park and the Cleveland Show in Stewart Park.
Middlesbrough’s becks are important wildlife corridors. The water vole, which is a protected species and declining nationally, is thriving in urban Middlesbrough. Kingfi shers and herons can be regularly seen on all becks.
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Environmental Sustainability
THE ENVIRONMENT IN MIDDLESBROUGH
• 13% of Middlesbrough residents said that they saw litter and rubbish as a serious problem, and a further 39% saw it as a slight problem.
• Five parks in Middlesbrough have been awarded green fl ags, and an application for a sixth is to be submitted this year.
• Recycling and composting has increased from 4.3% (2003/4) to 23% (2008/9).
• 54% of Middlesbrough residents said that they were ‘very concerned’ or ‘fairly concerned’ about climate change.
Following on from a successful pilot project, Middlesbrough has developed a green-waste collection service to support composting across the town.
The new development at Middlehaven is based on One Planet Living principles, building in a range of elements to reduce the potential negative impact on the environment. This will be the largest ‘zero carbon’ mixed-use development in the country. It shows a commitment to seeing the very positive benefi ts of protecting the environment.
What Middlesbrough Will Look Like in 2023
Middlesbrough will be a cleaner and safer environment, where residents will enjoy an enhanced quality of life and feel safe to enjoy their local area. This will lead to a healthier community through enhanced opportunities for leisure and relaxation.
Middlesbrough will have a network of accessible, high-quality green spaces that will make the town a place to be proud of. The public realm will meet local needs and enhance the liveability of the town, promoting environmental sustainability, supporting biodiversity, and contributing to the physical regeneration of the town and the wider Tees Valley.
• By 2023 Middlesbrough will be one of the cleanest towns in the country with an established reputation for its public realm.
• Public satisfaction in parks and open spaces will be at its highest level, and the quality of Middlesbrough’s parks will be nationally recognised.
Middlesbrough will tackle the causes and effects of climate change
• By 2023 the town’s carbon emissions will have reduced.• By 2023 all new buildings will be built to the highest suitable construction code, and have zero
carbon emissions.
Middlesbrough will maximise the amount of waste that is recycled and work towards zero landfi ll.• By 2023 Middlesbrough will have developed sustainable waste management strategies which will
meet national targets.• Middlesbrough will have achieved zero landfi ll.
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Environmental Sustainability
How Middlesbrough Partnership Will Achieve its Vision
Middlesbrough Partnership will build on the improvements that it has made, and make Middlesbrough a town that provides a pleasant environment for residents and visitors. These improvements will take into account the future impact on the sustainability of the town and the planet.
Having made changes in the town centre, both in design and care, Middlesbrough Partnership will work to improve other areas across the town so that they can benefi t from the same high standards of public realm infrastructure.
Middlesbrough Partnership will manage waste responsibly, both by minimising the amount of waste that is produced, and by ensuring the re-use and recycling of materials where appropriate and sustainable.
Through partnership working, the impact on the climate will be minimised through projects such as green transport plans, clean energy and waste reduction.
Middlesbrough Partnership will build on the improvements in cleanliness standards in the town centre through the Area Care programme to ensure that all areas of the town can benefi t from high standards of cleanliness.
Recognising the importance of Middlesbrough’s parks and green spaces, Middlesbrough Partnership will identify and secure funding to maintain and improve them, involving local people in future planning and development.
Middlesbrough Partnership will work with partners to promote environmental awareness, and encourage residents, school children and local businesses to change their behaviour with regard to issues such as littering, dog control, fl y tipping, recycling, and dealing with their residual waste.
Through initiatives such as the Affordable Warmth Strategy, Middlesbrough Partnership will encourage energy effi ciency, particularly recognising the challenges for disadvantaged communities.
Supporting Plans and Strategies
• Green Spaces, Public Places: A Strategy for Public Open Space in Middlesbrough 2006• Middlesbrough Climate Change Community Action Plan• Child’s Play: A Play Policy and Strategy for the Children and Young People of Middlesbrough 2006-
2011• Tees Valley Green Infrastructure Strategy 2008• Tees Valley Joint Waste Management Strategy 2008• Affordable Warmth Strategy
Links to Other Themes
Delivering the wider vision and outcomes for Middlesbrough needs a real understanding of the interconnections between issues and parts of the community. No one organisation can achieve the vision for securing environmental sustainability.
Delivering the vision requires a joined-up approach across Middlesbrough Partnership to deliver its range of strategic priorities. Set out below are some examples for each Sustainable Community Strategy theme of how securing environmental sustainability impacts on each theme.
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Environmental Sustainability
Creating Stronger Communities - Residents can have a major impact on their environment, both as individuals and as members of organisations; the environment can provide an effective focus for community engagement.
Creating Safer Communities - A well-designed and maintained environment can limit the opportunities for crime and anti-social behaviour. People may be more willing to take care of an environment to which they feel they belong. The perception or fear of crime will be positively impacted upon where people feel happy about their local environment.
Supporting Children and Young People - Play is an important part of growing up, and well-managed play spaces can give children and young people a range of opportunities to enjoy a healthy lifestyle and interact with other young people and adults.
Promoting Adult Health and Well-being, Tackling Exclusion and Promoting Equality - Green spaces can provide good opportunities for physical activity to support good health, and these opportunities need to be available to all members of the community. Where necessary, consideration needs to be given to the requirements of those who may have special needs or access to facilities.
Enhancing the Local Economy - A clean well-managed environment is likely to be more attractive to investors and visitors, as well as providing a better environment where people may choose to live.
Public transport can help reduce energy use, which can contribute towards improved air quality in the short term, as well as help to minimise the long-term effects of climate change.
Key Milestones
Prepare an action plan to apply One Planet Living principles.Reduced levels of unacceptable litter and graffi ti. Increase the proportion of household waste that is recycled and composted in line with national targets. Reduced levels of residual waste.Maintain levels of public satisfaction in parks and open spaces.
Achieve zero landfi lled waste.
Reduce carbon dioxide emissions by 30% by 2020.Deliver sustainable waste management solutions.Change public attitude in terms of environmental awareness and good citizenship.Reduce Middlesbrough’s ecological footprint.
Short-Term
Medium-Term
Long-Term
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CHAPTER 6UNDERLYING PRINCIPLESThe previous chapters set out Middlesbrough Partnership’s priorities for action. However, there are also a range of important principles and priorities that cut across and need to be a consideration in everything it does.
Middlesbrough Partnership has therefore established the following underlying principles:• Community Engagement • Equality, Diversity and Human Rights• Narrowing the Gap – responding to people whose circumstances make them vulnerable• Value for Money• Sustainability
These principles are considered both in the identifi cation of strategic priorities and in the development of actions to take the priorities forward.
Stronger Communities
SaferCommunities
Children & Young People
Adult Health and Well-
Being
Local Economy
Environmental Sustainability
Community Engagement
Equality, Diversity and Human Rights
Narrowing the Gap
Value for Money
Sustainability
Middlesbrough is aiming to create a town that provides the right opportunities and conditions to combine the differing needs and aspirations of its diverse communities. The strategic priorities set out under each Community Strategy theme and the underlying principles are designed to help attract more people to come to live in Middlesbrough as well as encourage existing residents to remain and grow in the town.
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CHAPTER 6.1 COMMUNITY ENGAGEMENTMiddlesbrough’s Sustainable Community Strategy is designed not only to improve life for people who live in, work in or visit Middlesbrough, but also actively to involve them in deciding the vision for Middlesbrough’s future. Middlesbrough Partnership uses community engagement to understand the interests and requirements of its local communities and therefore be able to respond to long-term challenges.
The Partnership’s approach to community engagement is set out in its Community Engagement Framework and consultation toolkit. The framework recognises that there are different communities to which people feel allegiance – for example, neighbourhoods, faith communities, communities of interest and nationalities. How the Partnership delivers its vision of Middlesbrough’s future must take account of the needs of the different communities and the people within them.
Middlesbrough has many strengths and has been making good progress in this area, including:
• Clusters – the Clusters provide an opportunity for residents from across the town to consider the major issues facing it;
• Middlesbrough Community Network – the mechanism for engagement with the Voluntary and Community Sector (VCS); and
• networks in neighbourhoods and different communities of interest through, for example, the Black and Minority Ethnic (BME) Network and Neighbourhood Management pilots.
Middlesbrough Partnership, along with key partner agencies, community networks and organisations, will ensure that its ongoing commitment to community engagement is being developed and delivered in the most effective ways possible, and that Middlesbrough communities are able to play a full role as partners in the regeneration of the town.
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CHAPTER 6.2 EQUALITY, DIVERSITY AND HUMAN RIGHTSMiddlesbrough Partnership recognises there are many people who face potential barriers in trying to access public services and infl uence decision making about public services. These barriers can be because of prejudice and discrimination or because services are not designed to be accessible for all local people.
The ultimate aim is that there are equal life chances for all, regardless of:• age• gender• disability• religion or belief• sexual orientation • race.
Middlesbrough Partnership is committed to meeting the needs of its diverse communities and ensuring that groups and individuals who can experience discrimination and disadvantage have the same life chances as everyone else.
Middlesbrough Partnership has made a commitment to valuing diversity and achieving equality by signing up to the Middlesbrough Equality Pact.
This commitment will contribute towards the achievement of the vision for Middlesbrough, ensuring that Middlesbrough will be a place where a culture of fairness, equality and respect for diversity is evident to everybody, and where everyone who is in contact with its services is treated as they would want to be treated themselves.
In its delivery of strategic priorities, Middlesbrough Partnership will ensure that improvement outcomes are equal for all groups and individuals within Middlesbrough and that the needs of diverse groups are met, by ensuring that:• delivery plans focus on tackling inequalities;• hidden inequalities are identifi ed and addressed; and• improvements in inequalities can be monitored and reviewed.
To ensure that Middlesbrough Partnership is meeting its duties and promoting best practice in equality, diversity and human rights, it has carried out an Equalities Impact Assessment of the Sustainable Community Strategy (Appendix 1) and will continue to ensure that the Partnership or lead organisation(s) embed(s) impact assessments as part of their policy development processes.
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CHAPTER 6.3 NARROWING THE GAP – RESPONDING TO PEOPLE WHOSE CIRCUMSTANCES MAKE THEM VULNERABLEMiddlesbrough Partnership recognises that some people suffer disadvantage or are marginalised because of where they live, their way of living or personal circumstances. People’s particular circumstances have a major impact on their quality of life. In order to achieve the best outcomes for Middlesbrough, it is essential that nobody is disadvantaged because of where or how they live.
People become vulnerable because of their particular circumstances, through a combination of:
• their needs and how dependent on public services they are to address those needs;• how at risk they are of harm; and• how marginalised in society they are.
By fully understanding the needs and aspirations of its diverse communities and the most vulnerable members of community, Middlesbrough Partnership will deliver its ambitions for Middlesbrough in a way that ensures that nobody is disadvantaged, regardless of their circumstances. Middlesbrough Partnership will work together to:
• encourage greater participation by those marginalised;• identify and remove barriers;• change negative attitudes and stereotypical views; • ensure particular attention is paid to issues that have a disproportionate impact on some
communities when setting its priorities and devising its plans; and • identify how well outcomes, services and improvements are being achieved where inequality and
risk to the individual is greatest.
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CHAPTER 6.4 VALUE FOR MONEYValue for Money is about getting the maximum benefi t over time with the resources available. It is about achieving the right balance among economy, effi ciency and effectiveness to achieve the priorities for local people.
It is important that all partners within Middlesbrough Partnership work together to ensure resources are delivering value for money.
Achieving the priorities for local people involves a complex network of organisations from all sectors: public, private and third sectors. Within this, Middlesbrough Partnership is committed to explore opportunities to deliver better value for money.
Middlesbrough Partnership understands how the decisions made in one organisation can impact on value for money in other related organisations and services. Decisions in one service that affect another can lead to reduced spending elsewhere in public services. For example, fi nancial security and the extent to which housing need is being met can have a positive impact on people’s mental health and physical health. Also, the Partnership recognises that early intervention can reduce the need for more intensive and/or costly services across a range of providers in the longer term. A good example is the recognition that learning basic skills at an early age enables children to achieve well later, allowing for greater career choice and improved economic well-being.
By working successfully in partnership to identify and adapt service delivery to the challenges that communities in Middlesbrough face, the Partnership can make effective use of the resources available to achieve local priorities.
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CHAPTER 6.5 SUSTAINABILITY Middlesbrough’s Sustainable Community Strategy is designed to make major improvements in the town, but it will also have a much wider impact.
At present, if everyone in the world used as many resources as people do in Middlesbrough, we would need three planets to support us. To be sustainable will require us to be much more effi cient in our use of resources, to reduce our negative impacts on the local and global environment, and to manage our economy and society so that people can achieve and maintain a good quality of life.
The most widely adopted defi nition of sustainable development was provided by the 1987 Brundtland Report ‘Our Common Future’:
‘development that meets the needs of the present without compromising the ability of future generations to meet their own needs’.
Middlesbrough is committed to sustainable development. The desire to build a sustainable community that ensures a good quality of life for residents is embedded in the key elements of Middlesbrough’s vision. Middlesbrough Partnership has adopted the One Planet Living (OPL) model as a framework to assess the wider effects of its Sustainable Community Strategy and aspire to work towards achieving the ten guiding principles of the One Planet Living model of a world in which people everywhere can lead happy, healthy lives within their fair share of the Earth’s resources.
One Planet Living
One Planet Living is a joint initiative of BioRegional, an independent environmental organisation, and WWF, the global conservation organisation.
One Planet Living has been developed to meet the challenge that faces us all: how can people everywhere enjoy a high quality of life, within the carrying capacity of one planet? Eco-footprinting shows that if everyone in the world consumed as much as the average UK resident we would need three planets to support us.
The vision of One Planet Living is a world in which people everywhere can lead happy, healthy lives within their fair share of the Earth’s resources.
The OPL programme is based on ten guiding principles, which act as a framework to highlight the sustainability challenge in a given situation and as a mechanism for developing and presenting solutions.
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These principles are:
• Zero carbon • Zero waste • Sustainable transport • Sustainable materials• Local and sustainable food • Sustainable water• Natural habitats and wildlife• Culture and heritage• Equity and fair trade• Health and happiness.
Sustainability Appraisal
To ensure that Middlesbrough achieves sustainable development in all of its plans and strategies Middlesbrough Partnership has carried out an assessment of the Sustainable Community Strategy priorities to assess the potential impact of achieving each priority on the OPL principles.
Each of the themes of Middlesbrough’s Sustainable Community Strategy have been considered in relation to the ten principles. Middlesbrough Partnership has identifi ed how they may be able to support One Planet Living, and how they may impede progress. The outcome of this exercise is attached as Appendix 2. Middlesbrough Partnership will consider these implications in more detail as it develops its specifi c action plans.
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CHAPTER 7HOW EVERYTHING FITS TOGETHER – RELATED PLANS AND STRATEGIES There are a number of factors that have infl uenced and shaped the development of Middlesbrough Sustainable Community Strategy. These factors include:
• National PSA targets • Regional and Sub-Regional Strategies • Local Plans and Strategies• Thematic Strategies • Partner organisation business plans.
How Middlesbrough Partnership delivers and implements each strategic priority will be infl uenced by the factors listed. However, it is also the case, particularly in relation to sub-regional and regional strategies, that Middlesbrough’s Sustainable Community Strategy will in turn help to shape emerging and evolving strategies.
This section describes the role of the key local, regional and sub-regional plans and strategies that have infl uenced the development of this strategy. The diagram below illustrates the hierarchy of the various plans and strategies.
National (Central Government) Targets
Regional/Sub-Regional Strategies / Multi-Area Agreement
Middlesbrough Sustainable Community Strategy and Local Area Agreement
Thematic Strategiese.g. Middlesbrough Community Safety Plan
Partner Organisation Business Planse.g. Middlesbrough Council Strategic Plan
National targets Targets are set at a national level that appropriate Government departments are responsible for meeting. These infl uence local targets for Middlesbrough.
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Regional and Sub-Regional Strategies
Middlesbrough’s fortunes are inextricably linked to the economic prosperity of the sub-region. The scale of the ambition for the sub-region can be seen in the Tees Valley City Region Business Case, which has the aim of reducing the output gap between the Tees Valley and the rest of the UK by developing its key economic assets and improving urban competitiveness.
Tees Valley City Region Business Case
Tees Valley Unlimited is the governance structure that oversees the development of the Business Case and its implementation. Middlesbrough is an active participant in Tees Valley Unlimited. It is important to appreciate that Tees Valley Unlimited’s purpose is to add value in areas that are best dealt with at the city region level rather than more locally. The table below shows the structure and areas of focus.
Leadership Board
Pri
vate
Sec
tor
Bus
ines
s G
roup C
ity Reg
ion P
olicy Fo
rum
Executive Programme Group
Planning & Economic Strategy
Transport for Tees Valley
Employment & Skills
Housing Tourism
As part of the Business Case, a ten-year City Region Investment Plan has been produced incorporating prioritised and costed proposals to improve the economic performance of the area. It has identifi ed three specifi c areas where progress can be achieved through Tees Valley organisations working together:
• Housing, including the Gresham area of Middlesbrough• Regeneration, including the Stockton-Middlesbrough initiative (SMI)• Transport, including the Tees Valley Bus Network improvements, assessing the potential for a rail-
based Metro scheme and highway network requirements.
This will be achieved through the Tees Valley Multi-Area Agreement (MAA), which was signed off by Government in July 2008, and which is designed to provide greater freedom and fl exibility in the way local funding is used.
Regional Economic Strategy
The RES sets out how greater and sustainable prosperity will be delivered to everyone in the North East over the period to 2016. It seeks to provide the underpinning economic conditions necessary to achieve the region’s vision that: “The North East will be a region where present and future generations have a high quality of life. It will be a vibrant, self-reliant, ambitious and outward-looking region featuring a dynamic economy, a health environment and a distinctive culture. Everyone will have the opportunity to realise their full potential.”
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Regional Spatial Strategy
This is a statutory document that determines how much development should take place in the region and where this should be located. It sets out a long-term strategy (2004-2021) for the development of the region and provides the spatial context for the delivery of other regional strategies.
Under government proposals to review sub-national economic development and regeneration, it is the intention that each region will prepare an Integrated Regional Strategy (IRS). The IRS when adopted will build on, and replace, the existing regional spatial and economic strategies, and ensure stronger integration between planning, economic and transport policies within the region.
Local Plans and Strategies
The key local plans and strategies are:
Local Area Agreement
The Local Area Agreement (LAA) is a key element of the delivery plan for the Sustainable Community Strategy. It contains targets for 2008-2011. The shorter-term monitoring of this strategy, the LAA is an agreement between Central Government (represented by Government Offi ce for the North East) and the local areas (represented by Middlesbrough Council and its partners through the Middlesbrough Partnership).
The LAA includes 35 ‘designated targets’ – agreed with Government Offi ce – which refl ect the major issues facing Middlesbrough in the period 2008–2011. There are also 16 ‘attainment targets’ that focus on learning, and 11 ‘local targets’ developed in Middlesbrough.
Local Development Framework
The Local Development Framework (LDF) sets out a vision for the future of Middlesbrough and provides a planning framework, shaping where and how development will take place. This vision is one that is shared with this Sustainable Community Strategy, and its implementation will support the achievement of the Sustainable Community Strategy priorities.
The key issues identifi ed in the LDF are:
• addressing population decline;• creating a prosperous Tees Valley city region;• creating sustainable communities;• meeting local transport needs more effectively;• promoting the economic vitality of Middlesbrough;• reinforcing the role of Middlesbrough town centre within the Tees Valley city region;• improving health;• maximising educational achievement;• transforming the local environment; and• creating a balanced housing market.
These issues have a very strong relationship with the priorities of the Sustainable Community Strategy, and will ensure that the physical regeneration of the town matches the aspirations of residents. The Framework and the Sustainable Community Strategy both cover the period to 2023.
The LDF identifi es sites for future development, which will assist the town in achieving its vision. This includes strategic locations, such as Greater Middlehaven and Greater Hemlington, which will, for example, support commercial or residential growth in Middlesbrough. In addition, the facilities that are required at a more local level are also considered.
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The linkages between areas of Middlesbrough, and to surrounding areas and beyond, are important to the achievement of the vision for the town. The LDF recognises the need for improved connectivity, and provides a framework for future investment in the transport network to ensure accessibility for all.
As well as identifying strategic and site-specifi c locations for development, the framework also sets out some overriding policies and principles to ensure development is of the requisite quality and achieves sustainable development principles.
The LDF is made up of a number of documents, called Development Plan Documents (DPDs). These cover specifi c subjects such as regeneration, the environment and minerals and waste. In addition to the development of the built environment, providing good-quality open spaces and the effective and sustainable management of waste will be vital to ensure the quality of life of residents is unharmed and, where possible, enhanced.
Middlesbrough Housing Strategy
Middlesbrough’s Housing Strategy 2008-2011 ‘Quality Homes and Neighbourhoods’ has been closely integrated with the Sustainable Community Strategy and fully refl ects the wider corporate vision of the authority, providing a strategic fi t by making fi rm links with designated targets and strategic priorities within Middlesbrough’s Local Area Agreement (LAA). Where there is no designated target, a local target has been developed to measure achievement against the priority.
It is recognised that some of Middlesbrough’s neighbourhoods fail to meet the needs and aspirations of its population and those who might otherwise come to live in the town. Many people with fi nancial mobility have moved on, in some cases leaving Middlesbrough altogether, and in many cases those with the least resources have been left in the less popular areas.
Following transfer of the Council’s housing stock to a registered social landlord, Erimus Housing, in 2004, a major investment programme to improve the housing stock has been underway. This will ensure a better quality of life for residents that would not have happened without stock transfer. The transfer has also provided an opportunity for the Council to further develop its own services, working more effectively with the private, public, voluntary and community sectors to address Middlesbrough’s housing issues across all tenures. The key to the town’s long-term prosperity is the ability to retain population and attract new people into Middlesbrough by developing a housing stock that provides the right quantity, type and tenure. Such an outcome can only be achieved by signifi cantly improving the quality of the town’s housing and neighbourhoods for existing residents and potential new arrivals.
Middlesbrough Council and its partners are fully committed to the creation of safe, sustainable neighbourhoods where people want to live now and in the future.
Thematic Strategies
Some of Middlesbrough Partnership’s action groups also develop their own plans and strategies; in some cases this is a statutory requirement. There is alignment between the aims, priorities and targets within the thematic strategies and the Middlesbrough Sustainable Community Strategy. However, the thematic strategies describe in more detail how the priorities will be achieved. Key thematic strategies are listed in Chapter fi ve.
Partner Organisation Business Plans Partners’ business plans set out what action individual partners will take to contribute to the overall themes, aims, priorities and targets detailed in this strategy.
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Middlesbrough Partnership
CHAPTER 8MIDDLESBROUGH PARTNERSHIP
What is the Middlesbrough Partnership?
The Middlesbrough Partnership is the Local Strategic Partnership (LSP) for the town. It brings together key organisations and communities across Middlesbrough to agree the priorities for the town, and the strategy to tackle the key issues. This is called the Sustainable Community Strategy.
What does the Partnership do?
The Partnership does not deliver services itself, but it provides a framework for partners to coordinate how services are developed and delivered across the town. It provides an opportunity for service providers to work with representatives of local communities to identify the priorities for the town, and to ensure joint commitment to particular strategies and action plans.
How does the Partnership work?
All organisations that meet certain criteria are eligible to become members of the Middlesbrough Partnership. They can contribute to the Partnership in different ways:
Partnership Forum
The Partnership Forum meets four times a year, and is an opportunity for members to receive progress reports about the Sustainable Community Strategy. There is also the opportunity for partners to raise key issues for consideration by the Middlesbrough Partnership as a whole.
Action Groups
Each theme of the Sustainable Community Strategy is supported by an Action Group:
• Creating Stronger Communities - the Stronger Communities Group has been set up to develop and monitor this theme.
• Creating Safer Communities - the Safer Middlesbrough Partnership, the town’s statutory Crime and Disorder Reduction Partnership, supports this theme on behalf of the Middlesbrough Partnership.
• Supporting Children and Young People - the Children’s Trust Board takes responsibility for this theme.
• Promoting Adult Health and Well-being, Tackling Exclusion and Promoting Equality - the Health and Social Care Partnership has been set up to support this theme.
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Middlesbrough Partnership
• Enhancing the Local Economy - the Economic Vitality Action Group grew out of an Employment and Skills Group, but now has the wider remit of the broader economic agenda. This is also supported by the Housing Forum and the Transport Group.
• Securing Environmental Sustainability - the Environment Action Group was set up to develop and monitor this theme.
The membership of each Action Group refl ects the range of organisations and interests that can have an infl uence on the issue.
Partnership Executive Board
The Partnership Executive Board includes representatives of the key organisations and sectors in the town and representatives of each of the Action Groups, and is responsible for the development and performance management of the Sustainable Community Strategy and the Partnership’s contribution to the Local Area Agreement.
The Children’s Trust
Middlesbrough Learning
Partnership
Local Economy Action Group
Health and Social Care
Action Group
Environment Action Group
Safer Middlesbrough
Partnership
Stronger Communities
Middlesbrough Partnership Executive Board
Middlesbrough Partnership Forum
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Middlesbrough Partnership
CHAPTER 9MONITORING THE DELIVERY Middlesbrough Partnership needs to understand the challenges facing Middlesbrough and assess progress to ensure that the Partnership is on track to deliver the priorities in the Sustainable Community Strategy.
The Sustainable Community Strategy relies on contributions from a number of partners and partnerships. They have their own plans and strategies, and these are highlighted under each theme. The Partnership’s Action Groups will have responsibility for monitoring the individual themes.
The shorter-term monitoring of this strategy will be managed through the Local Area Agreement 2008-2011(LAA). The LAA is an agreement between Central Government (represented by Government Offi ce for the North East) and the local areas (represented by Middlesbrough Council and its partners through the Middlesbrough Partnership).
Middlesbrough Partnership Performance Management Framework
Middlesbrough Partnership has established a performance management framework that allows the Partnership to assess how:• shared priorities are identifi ed and how they express community needs and aspirations;• the outcomes and improvements needed are being delivered; and • confi dent we are that the priorities will be successfully achieved.
Middlesbrough Partnership has used Accountability Sessions for a number of years as a key component of its Performance Management Framework to provide a robust accountability for the Partnership through collaboration and challenge.
In addition to its own accountability, the Audit Commission, the Government Offi ce for the North East and Middlesbrough Council’s Overview and Scrutiny Board all review the Partnership’s performance.
Risk Management
Successful risk management is integral to the management of the Partnership’s performance, enabling it to be effective in strategic decision-making, delivery planning and achieving targets and improvement outcomes. The purpose of managing risks is to ensure that the best possible outcomes can be achieved under each strategic priority for the town, with the aim of improving opportunities and the quality of life for local people.
The risk management process involves the identifi cation, assessment, control and monitoring of risks and the maximisation of opportunities that can impact on the Partnership’s themes and strategic priorities.
In developing Middlesbrough’s Community Strategy, each of the thematic Action Groups was asked to identify the key risks to achieving the vision and strategic priorities for Middlesbrough 2023; these risks now form the Middlesbrough Partnership Risk Register (Appendix 3). The risk register will be reviewed, monitored and updated regularly.
Middlesbrough Sustainable Community Strategy 2008 - 2023 Page 57
Middlesbrough Partnership
APPENDIX 1EQUALITY IMPACT ASSESSMENT OF THE SUSTAINABLE COMMUNITY STRATEGY
Department
Section
Date of Assessment
Central Services
Performance and Policy
7 May 2009
Person responsible for the assessment
Name of the Policy to be assessed
Is this a new or existing policy?
Kathryn Warnock
Sustainable Community Strategy
Existing – review of current strategy
1. Describe the aims, objectives and purpose of the policy
The Sustainable Community Strategy for Middlesbrough has been developed to provide the framework for members of Middlesbrough Partnership, organisations, groups of people and individuals to work together to improve the quality of life in Middlesbrough by 2023.
It sets out the shared vision for the town and its residents and how partners will work together to achieve the vision.
The Sustainable Community Strategy is the overarching strategy for improving Middlesbrough. It is the result of detailed analysis of the town’s current position, and the challenges and opportunities that lie ahead over the next fi fteen years. The strategy is simply a strategic overview, as there are a range of more specifi c and detailed plans and strategies that sit beneath it and identify what needs to be done (for example, in terms of health or community safety) to ensure that the overall vision for Middlesbrough can be realised.
2. Are there any associated objectives of the policy? Please explain.
See section 1 above.
3. Who is intended to benefi t from the policy and in what way?
Therefore the aim and priorities of the Sustainable Community Strategy should benefi t all stakeholders including residents, business and visitors to Middlesbrough, as the purpose of the strategy is to achieve the following vision for Middlesbrough:
• Middlesbrough will be a thriving, vibrant community where people and businesses succeed.
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Middlesbrough Partnership
4. What outcomes are wanted from this policy?
In addition to the overall vision outlined above, the Sustainable Community Strategy splits out its desired outcomes by theme as follows:
Theme 1 – Creating Stronger Communities
The Middlesbrough Partnership’s aim for Middlesbrough is to be a place where people who live and work in Middlesbrough have a real sense of belonging.
A stronger community is a community that promotes community cohesion and increases voluntary and community engagement, especially amongst those at risk of social exclusion.
Theme 2 – Creating Safer Communities
Middlesbrough’s people will feel safe. Middlesbrough Partnership aims to do this by reducing crime and anti-social behaviour, improving community safety and ensuring that the local community is reassured and confi dent that their concerns and fears are being addressed.
Theme 3 – Supporting Children and Young People
Middlesbrough’s children and young people will have the best possible start in life with access to opportunities that will help them develop to their full potential.
Middlesbrough Partnership will focus particularly on young people and their families to develop citizens who care for their neighbours and look after their town.
Theme 4 – Promoting Adult Health and Well-being, Tackling Exclusion and Promoting Equality
Middlesbrough Partnership will work with Middlesbrough’s residents to achieve substantial improvement in the health, as well as a signifi cant reduction in the health inequalities, of people living in Middlesbrough.
Middlesbrough Partnership will improve the quality of life of vulnerable people in Middlesbrough.
Theme 5 – Enhancing the Local Economy
Middlesbrough will be a place where economic growth meets the needs and aspirations of its people, projecting a positive image of somewhere that:
• People want to do business;• People want to work and live;• People want to be.
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Middlesbrough Partnership
Theme 6 – Securing Environmental Sustainability
Middlesbrough Partnership will improve the way Middlesbrough looks and feels, making it a better and safer place to live, work and invest. It recognises that everyone has a part to play to ensure that they make the future safer and leave a healthier and more sustainable environment for their children.
5. What factors/forces could contribute to detract from the outcomes?
The Strategy sets out the vision, and the documents / plans / strategies / decisions that are developed to implement the vision, of the Sustainable Community.
6. Who are the main stakeholders in relation to the policy?
The members of Middlesbrough Partnership are the main stakeholders of the Strategy; however, as the Strategy sets out the vision for the entire area, everyone in Middlesbrough will have an interest in it.
Government Offi ce North East, the Audit Commission and other inspection agencies also have expectations about the content of the Strategy that will have to be met.
To ensure the strategy accurately refl ects the area and also meets the requirements of a number of formal bodies, a series of consultations have been undertaken.
• In October 2007, a stakeholder conference was held to consider priorities across the Partnership for both the Sustainable Community Strategy and the Local Area Agreement. Using a process adapted from ‘open space’ principles, the conference was participative and allowed participants to infl uence a number of key priorities as well as to suggest their own.
• In February 2008, the Partnership Executive agreed the themes for the priorities, linking these to the Single Set of National Indicators (198 areas of work that are measured across the country). The priorities were then revised through the Action Groups, and the Partnership Board agreed the fi nal priorities in March 2008.
• In September and October 2008, a series of workshops were held with partners from all sectors. These workshops were based around the individual themes and considered a number of key issues, including the relationship with One Planet Living principles, which helped to identify the key areas where the priorities might have an impact on sustainability.
7. Who implements the policy and who is responsible for the policy?
Within the Council, the Assistant Chief Executive is responsible for the policy and the Performance and Policy team are responsible for implementing the policy. All members of the LSP have agreed that their actions should align with the priorities outlined within the strategy.
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Middlesbrough Partnership
8. Are there concerns that the policy could have a differential impact on the basis of; race, gender, disability, age, religion and belief, sexual orientation, caring responsibilities, offending past, transgender, poverty?
No differential impact is likely to occur, as the strategy is setting out the vision for Middlesbrough as a place where everyone has the same life chances. The practical implementation of the vision within organisations, plans and strategies will be impact-assessed to ensure no differential impact. To achieve this, certain plans will be targeted at groups suffering from disadvantage; these plans will receive full impact assessments.
9. What existing evidence (either presumed or otherwise) do you have for this?
Feedback from consultation to date indicates that the Sustainable Community Strategy’s vision for Middlesbrough is one that meets the needs of the different groups within Middlesbrough.
10. Differential Impact
To date no differential impact has been identifi ed.
Middlesbrough Sustainable Community Strategy 2008 - 2023 Page 61
Stronger Communities
One
Pla
net
Livi
ng
Pri
ncip
le
One
Pla
net
Livi
ng G
oal
To e
mp
ow
er lo
cal p
eop
le
to h
ave
a g
reat
er v
oic
e an
d
infl
uenc
e o
ver
loca
l dec
isio
n m
akin
g a
nd a
gre
ater
ro
le in
p
ublic
ser
vice
del
iver
y
To im
pro
ve t
he q
ualit
y o
f lif
e fo
r p
eop
le in
the
m
ost
dis
adva
ntag
ed
neig
hbo
urho
od
s, w
ith
serv
ice
pro
vid
ers
bei
ng m
ore
re
spo
nsiv
e to
nei
ghb
our
hoo
d
need
s, a
nd w
ith
imp
rove
d
serv
ice
del
iver
y
To s
upp
ort
the
dev
elo
pm
ent
of
an in
crea
sing
ly r
ob
ust,
o
pti
mis
tic
and
eff
ecti
ve
Vo
lunt
ary
and
Co
mm
unit
y Se
cto
r
Pro
mo
te r
egen
erat
ion
thro
ugh
cult
ure,
art
s an
d le
arni
ng b
y m
eans
of
cult
ural
act
ivit
ies
that
co
ntri
but
e to
the
qua
lity
of
life
and
wel
l-bei
ng o
f in
div
idua
ls a
nd c
om
mun
itie
s
Zer
o C
arb
on
Ach
ieve
net
zer
o ca
rbon
dio
xid
e em
issi
ons
from
dev
elop
men
ts.
✔✔
Zer
o W
aste
Elim
inat
e w
aste
fl ow
s to
land
fi ll
and
inci
nera
tion.
✔✔
✔✔
Sust
aina
ble
Tra
nsp
ort
Red
uce
relia
nce
on p
rivat
e ve
hicl
es, a
nd a
chie
ve m
ajor
re
duc
tions
of C
O2
emis
sion
s fr
om t
rans
por
t.
✔✔
Loca
l and
Sus
tain
able
M
ater
ials
Tran
sfor
m m
ater
ials
sup
ply
to
hav
e a
pos
itive
imp
act
on
the
envi
ronm
ent
and
loca
l ec
onom
y .
✔✔
✔✔
Loca
l and
Sus
tain
able
Fo
od
Tran
sfor
m fo
od s
upp
ly t
o ha
ve
a ne
t p
ositi
ve im
pac
t on
the
en
viro
nmen
t, lo
cal e
cono
my
and
p
eop
le’s
wel
l-bei
ng.
✔✔
✔✔
Sust
aina
ble
Wat
erRe
duc
e th
e im
pac
t on
loca
l w
ater
reso
urce
s an
d s
upp
ly.
✔✔
Nat
ural
Hab
itat
s an
d
Wild
life
Reg
ener
ate
deg
rad
ed
envi
ronm
ents
and
hal
t b
iod
iver
sity
loss
.
✔✔
✔✔
Cul
ture
and
Her
itag
ePr
otec
t an
d b
uild
on
loca
l cu
ltura
l her
itag
e an
d d
iver
sity
. ✔
✔✔
✔
Eq
uity
and
Fai
r Tr
ade
Ensu
re t
hat
the
com
mun
ity’s
imp
act
on o
ther
com
mun
ities
is
pos
itive
.
✔✔
✔✔
Hea
lth
and
Hap
pin
ess
Incr
ease
hea
lth a
nd q
ualit
y of
lif
e of
com
mun
ity m
emb
ers
and
ot
hers
.
✔✔
✔✔
APP
END
IX 2
SU
STA
INA
BIL
ITY
AP
PR
AIS
AL
CR
EA
TIN
G S
TRO
NG
ER
CO
MM
UN
ITIE
S
Middlesbrough Sustainable Community Strategy 2008 - 2023Page 62
Safer Communities
One
Pla
net
Livi
ng
Pri
ncip
leO
ne P
lane
t Li
ving
Go
alR
educ
ing
re-
off
end
ing
Div
erti
ng y
oun
g p
eop
le
away
fro
m c
rim
e an
d
Ant
i-So
cial
Beh
avio
ur
(ASB
) an
d r
educ
ing
the
vu
lner
abili
ty o
f yo
ung
p
eop
le t
o p
reve
nt t
hem
b
eco
min
g v
icti
ms
of
crim
e
Red
ucin
g r
epea
t vi
ctim
isat
ion
Tow
n C
entr
e sa
fety
Nei
ghb
our
hoo
d s
afet
y
Zer
o C
arb
on
Ach
ieve
net
zer
o ca
rbon
d
ioxi
de
emis
sion
s fr
om
dev
elop
men
ts.
✔
Zer
o W
aste
Elim
inat
e w
aste
fl ow
s to
land
fi ll
and
inci
nera
tion.
✔✔
Sust
aina
ble
Tra
nsp
ort
Red
uce
relia
nce
on p
rivat
e ve
hicl
es, a
nd a
chie
ve m
ajor
re
duc
tions
of C
O2
emis
sion
s fr
om t
rans
por
t.
Loca
l and
Sus
tain
able
M
ater
ials
Tran
sfor
m m
ater
ials
sup
ply
to
hav
e a
pos
itive
imp
act
on
the
envi
ronm
ent
and
loca
l ec
onom
y.
✔
Loca
l and
Sus
tain
able
Fo
od
Tran
sfor
m fo
od s
upp
ly t
o ha
ve
a ne
t p
ositi
ve im
pac
t on
the
en
viro
nmen
t, lo
cal e
cono
my
and
peo
ple
’s w
ell-b
eing
.
✔✔
Sust
aina
ble
Wat
erRe
duc
e th
e im
pac
t on
loca
l w
ater
reso
urce
s an
d s
upp
ly.
✔✔
✔
Nat
ural
Hab
itat
s an
d
Wild
life
Reg
ener
ate
deg
rad
ed
envi
ronm
ents
and
hal
t b
iod
iver
sity
loss
.
✔✔
Cul
ture
and
Her
itag
ePr
otec
t an
d b
uild
on
loca
l cu
ltura
l her
itag
e an
d d
iver
sity
. ✔
✔
Eq
uity
and
Fai
r Tr
ade
Ensu
re t
hat
the
com
mun
ity’s
imp
act
on o
ther
com
mun
ities
is
pos
itive
.
✔✔
✔✔
Hea
lth
and
Hap
pin
ess
Incr
ease
hea
lth a
nd q
ualit
y of
lif
e of
com
mun
ity m
emb
ers
and
ot
hers
.
✔✔
✔✔
✔
CR
EA
TIN
G S
AFE
R C
OM
MU
NIT
IES
Middlesbrough Sustainable Community Strategy 2008 - 2023 Page 63
Supporting Children & Young People
One
Pla
net
Livi
ng
Pri
ncip
leO
ne P
lane
t Li
ving
Go
alB
e H
ealt
hy –
Ens
ure
go
od
phy
sica
l, m
enta
l, em
oti
ona
l and
sex
ual
heal
th o
f ch
ildre
n an
d
youn
g p
eop
le
Stay
Saf
e –
Ens
ure
that
chi
ldre
n an
d
youn
g p
eop
le a
re k
ept
safe
fro
m d
elib
erat
e,
neg
lect
ful o
r ac
cid
enta
l ha
rm a
nd e
xplo
itat
ion
Enj
oy
and
Ach
ieve
–
Ena
ble
chi
ldre
n to
enj
oy
and
ful
ly p
arti
cip
ate
at
scho
ol a
nd in
reg
iste
red
ch
ildca
re s
etti
ngs
to a
chie
ve t
heir
ful
l p
ote
ntia
l
Mak
e a
Po
siti
ve
Co
ntri
but
ion
– E
nab
le
child
ren
and
yo
ung
p
eop
le t
o c
ont
rib
ute
po
siti
vely
to
the
ir lo
cal
com
mun
ity
Ach
ieve
Eco
nom
ic
Wel
l-bei
ng –
Ens
ure
that
ch
ildre
n, y
oun
g p
eop
le
and
the
ir f
amili
es a
re
equi
pp
ed t
o c
ont
inue
in
to f
urth
er e
duc
atio
n,
emp
loym
ent
or
trai
ning
Zer
o C
arb
on
Ach
ieve
net
zer
o ca
rbon
d
ioxi
de
emis
sion
s fr
om
dev
elop
men
ts.
✔✔
✔
Zer
o W
aste
Elim
inat
e w
aste
fl ow
s to
la
ndfi l
l and
inci
nera
tion.
✔✔
✔✔
Sust
aina
ble
Tra
nsp
ort
Red
uce
relia
nce
on p
rivat
e ve
hicl
es, a
nd a
chie
ve
maj
or re
duc
tions
of C
O2
emis
sion
s fr
om t
rans
por
t.
✔✔
✔✔
✔
Loca
l and
Sus
tain
able
M
ater
ials
Tran
sfor
m m
ater
ials
sup
ply
to
hav
e a
pos
itive
imp
act
on t
he e
nviro
nmen
t an
d
loca
l eco
nom
y.
✔✔
✔✔
Loca
l and
Sus
tain
able
Fo
od
Tran
sfor
m fo
od s
upp
ly t
o ha
ve a
net
pos
itive
imp
act
on t
he e
nviro
nmen
t, lo
cal
econ
omy
and
peo
ple
’s w
ell-b
eing
.
✔✔
✔✔
Sust
aina
ble
Wat
erRe
duc
e th
e im
pac
t on
lo
cal w
ater
reso
urce
s an
d
sup
ply
.
✔✔
✔✔
Nat
ural
Hab
itat
s an
d
Wild
life
Reg
ener
ate
deg
rad
ed
envi
ronm
ents
and
hal
t b
iod
iver
sity
loss
.
✔✔
✔✔
✔
Cul
ture
and
Her
itag
ePr
otec
t an
d b
uild
on
loca
l cu
ltura
l her
itag
e an
d
div
ersi
ty.
✔✔
✔✔
✔
Eq
uity
and
Fai
r Tr
ade
Ensu
re t
hat
the
com
mun
ity’s
imp
act
on
othe
r co
mm
uniti
es is
p
ositi
ve.
✔✔
✔✔
✔
Hea
lth
and
Hap
pin
ess
Incr
ease
hea
lth a
nd q
ualit
y of
life
of c
omm
unity
m
emb
ers
and
oth
ers.
✔✔
✔✔
✔
SUP
PO
RTI
NG
CH
ILD
RE
N A
ND
YO
UN
G P
EO
PLE
Middlesbrough Sustainable Community Strategy 2008 - 2023Page 64
Adult Health & Well-Being
One
Pla
net
Livi
ng
Pri
ncip
leO
ne P
lane
t Li
ving
Go
alH
elp
pro
mo
te
heal
th, w
ell-b
eing
, in
dep
end
ence
, in
clus
ion
and
ch
oic
e
Ens
ure
that
, whe
n p
eop
le
fall
ill, t
hey
rece
ive
safe
an
d e
ffec
tive
ser
vice
s,
whe
n an
d w
here
the
y ne
ed
help
and
are
em
po
wer
ed in
th
eir
cho
ice
Ens
ure
that
the
gap
is c
lose
d
bet
wee
n le
vels
of
heal
th o
f M
idd
lesb
roug
h re
sid
ents
and
the
na
tio
nal a
vera
ge,
as
wel
l as
the
gap
b
etw
een
pri
ori
ty n
eig
hbo
urho
od
s an
d t
he M
idd
lesb
roug
h av
erag
e
Imp
rove
the
q
ualit
y o
f lif
e o
f vu
lner
able
peo
ple
in
Mid
dle
sbro
ugh
Ad
dre
ss s
pec
ifi c
com
mun
ity
and
so
cial
ho
usin
g n
eed
s
Zer
o C
arb
on
Ach
ieve
net
zer
o ca
rbon
d
ioxi
de
emis
sion
s fr
om
dev
elop
men
ts.
✔✔
✔✔
Zer
o W
aste
Elim
inat
e w
aste
fl ow
s to
la
ndfi l
l and
inci
nera
tion.
✔✔
✔✔
Sust
aina
ble
Tra
nsp
ort
Red
uce
relia
nce
on
priv
ate
vehi
cles
, and
ac
hiev
e m
ajor
red
uctio
ns
of C
O2
emis
sion
s fr
om
tran
spor
t.
✔✔
✔✔
Loca
l and
Sus
tain
able
M
ater
ials
Tran
sfor
m m
ater
ials
su
pp
ly t
o th
e p
oint
whe
re
it ha
s a
pos
itive
imp
act
on t
he e
nviro
nmen
t an
d
loca
l eco
nom
y.
✔✔
✔
Loca
l and
Sus
tain
able
Fo
od
Tran
sfor
m fo
od
sup
ply
to
have
a n
et
pos
itive
imp
act
on t
he
envi
ronm
ent,
loca
l ec
onom
y an
d p
eop
le’s
wel
l-bei
ng.
✔✔
✔✔
✔
Sust
aina
ble
Wat
erRe
duc
e th
e im
pac
t on
lo
cal w
ater
reso
urce
s an
d
sup
ply
.
✔✔
✔✔
Nat
ural
Hab
itat
s an
d
Wild
life
Reg
ener
ate
deg
rad
ed
envi
ronm
ents
and
hal
t b
iod
iver
sity
loss
.
✔✔
✔✔
✔
Cul
ture
and
Her
itag
ePr
otec
t an
d b
uild
on
loca
l cu
ltura
l her
itag
e an
d
div
ersi
ty.
✔✔
Eq
uity
and
Fai
r Tr
ade
Ensu
re t
hat
the
com
mun
ity’s
imp
act
on
othe
r co
mm
uniti
es is
p
ositi
ve.
✔✔
✔
Hea
lth
and
Hap
pin
ess
Incr
ease
hea
lth a
nd
qua
lity
of li
fe o
f co
mm
unity
mem
ber
s an
d
othe
rs.
✔✔
PR
OM
OTI
NG
AD
ULT
HE
ALT
H A
ND
WE
LL-B
EIN
G, T
AC
KLI
NG
EX
CLU
SIO
N A
ND
PR
OM
OTI
NG
EQ
UA
LITY
Middlesbrough Sustainable Community Strategy 2008 - 2023 Page 65
Local Economy
One
Pla
net
Livi
ng
Pri
ncip
leO
ne P
lane
t Li
ving
Go
alE
stab
lish
an
envi
ronm
ent
that
enc
our
ages
an
d s
upp
ort
s ec
ono
mic
vit
alit
y
Pro
vid
e b
usin
ess
sup
po
rt t
hat
enco
urag
es m
ore
b
usin
esse
s to
set
up
, lo
cate
and
g
row
her
e
Ens
ure
that
loca
l p
eop
le h
ave
the
skill
s fo
r an
d c
an
acce
ss jo
bs
and
o
pp
ort
unit
ies
Cha
nge
atti
tud
es
by
pro
mo
ting
M
idd
lesb
roug
h’s
succ
ess
Pro
mo
te r
egen
erat
ion
thro
ugh
cult
ure,
art
s an
d le
arni
ng b
y m
eans
o
f m
ajo
r p
roje
cts
and
fl a
gsh
ips
that
act
as
eco
nom
ic d
rive
rs b
y co
ntri
but
ing
to
the
to
wn’
s im
age
and
env
iro
nmen
t
Zer
o C
arb
on
Ach
ieve
zer
o ca
rbon
dio
xid
e em
issi
ons
from
d
evel
opm
ents
.Im
ple
men
t en
erg
y ef
fi cie
ncy
in b
uild
ing
s an
d
infr
astr
uctu
re, f
or e
xam
ple
cav
ity w
all i
nsul
atio
n,
or b
y su
pp
lyin
g e
nerg
y fr
om o
n-si
te re
new
able
so
urce
s.
✔ H
ighe
r co
sts
asso
ciat
ed w
ith
zero
car
bon
✔ E
nerg
y us
e,
cost
s, s
et-u
p is
ca
pita
l int
ensi
ve
✔ P
ossi
ble
new
ar
eas
of s
kills
✔ O
pp
ortu
nity
to
pro
mot
e ze
ro
carb
on s
ucce
sses
e.
g. M
idd
leha
ven
Zer
o W
aste
Elim
inat
e w
aste
sen
t to
land
fi ll a
nd in
cine
ratio
n.Re
duc
e w
aste
gen
erat
ion
by
enco
urag
ing
re-u
se,
recy
clin
g a
nd c
omp
ostin
g; g
ener
ate
ener
gy
from
w
aste
cle
anly
; elim
inat
e th
e co
ncep
t of
was
te a
s p
art
of a
reso
urce
-effi
cien
t so
ciet
y.
✔ C
ost
red
uctio
n✔
Su
pp
ort
for
(ad
diti
onal
) b
usin
ess
cost
s?
✔ J
ob lo
sses
or
job
s m
oved
to
othe
r ar
eas
of
wor
k?
✔ R
educ
ing
was
te
= s
ucce
ss
Sust
aina
ble
Tra
nsp
ort
Ach
ieve
maj
or re
duc
tions
of C
O2
emis
sion
s fr
om
tran
spor
t.Pr
ovid
e tr
ansp
ort
syst
ems
and
infr
astr
uctu
re t
hat
red
uce
dep
end
ence
on
foss
il fu
el u
se, e
.g: m
ore
effi c
ient
pub
lic t
rans
por
t.
✔ In
fras
truc
ture
/
cong
estio
n✔
C
ong
estio
n af
fect
s sm
all
bus
ines
ses
✔ E
asie
r ac
cess
to
the
wid
er re
gio
n✔
e.
g. t
ram
s (C
omp
are
with
Sh
effi e
ld)
Loca
l and
Sus
tain
able
M
ater
ials
Tran
sfor
m m
ater
ials
sup
ply
to
have
a p
ositi
ve
imp
act
on t
he e
nviro
nmen
t an
d lo
cal e
cono
my.
Whe
re p
ossi
ble
, use
loca
l, re
clai
med
, ren
ewab
le
and
recy
cled
mat
eria
ls in
con
stru
ctio
n an
d
pro
duc
ts, w
hich
min
imis
es t
rans
por
t em
issi
ons,
sp
urs
inve
stm
ent
in lo
cal n
atur
al re
sour
ce s
tock
s an
d b
oost
s th
e lo
cal e
cono
my.
✔ P
oten
tial c
ost-
cutt
ing
✔ C
reat
e lo
cal
dem
and
✔ S
upp
orts
lo
cal p
eop
le /
em
plo
yers
? ✔
Cha
ract
er o
f loc
al b
uild
ing
s
Loca
l and
Su
stai
nab
le F
oo
dTr
ansf
orm
food
sup
ply
to
have
a n
et p
ositi
ve
imp
act
on t
he e
nviro
nmen
t, lo
cal e
cono
my
and
p
eop
le’s
wel
l-bei
ng.
Sup
por
t lo
cal a
nd lo
w-im
pac
t fo
od p
rod
uctio
n th
at p
rovi
des
hea
lthy,
qua
lity
food
whi
le b
oost
ing
th
e lo
cal e
cono
my
in a
n en
viro
nmen
tally
b
enefi
cia
l man
ner;
sho
wca
se e
xam
ple
s of
low
-im
pac
t p
acka
gin
g, p
roce
ssin
g a
nd d
isp
osal
; hi
ghl
ight
ben
efi ts
of a
low
-imp
act
die
t.
✔ N
ew m
arke
ts
loca
lly✔
New
mar
kets
lo
cally
✔ N
ew m
arke
ts
loca
lly✔
DO
TT✔
DO
TT
EN
HA
NC
ING
TH
E L
OC
AL
EC
ON
OM
Y
Middlesbrough Sustainable Community Strategy 2008 - 2023Page 66
Local Economy
One
Pla
net
Livi
ng
Pri
ncip
leO
ne P
lane
t Li
ving
Go
alE
stab
lish
an
envi
ronm
ent
that
en
cour
ages
and
su
pp
ort
s ec
ono
mic
vi
talit
y
Pro
vid
e b
usin
ess
sup
po
rt t
hat
enco
urag
es m
ore
b
usin
esse
s to
set
up
, lo
cate
and
gro
w h
ere
Ens
ure
that
loca
l p
eop
le h
ave
the
skill
s fo
r an
d c
an a
cces
s jo
bs
and
op
po
rtun
itie
s
Cha
nge
atti
tud
es
by
pro
mo
ting
M
idd
lesb
roug
h’s
succ
ess
Pro
mo
te r
egen
erat
ion
thro
ugh
cult
ure,
art
s an
d le
arni
ng b
y m
eans
o
f m
ajo
r p
roje
cts
and
fl
agsh
ips
that
act
as
eco
nom
ic d
rive
rs b
y co
ntri
but
ing
to
the
to
wn’
s im
age
and
en
viro
nmen
t
Sust
aina
ble
Wat
erRe
duc
e th
e im
pac
t on
loca
l wat
er re
sour
ces
and
sup
ply
.Im
ple
men
t w
ater
use
effi
cien
cy m
easu
res,
re
-use
and
recy
clin
g; m
inim
ise
wat
er
extr
actio
n an
d p
ollu
tion;
fost
er s
usta
inab
le
wat
er a
nd s
ewag
e m
anag
emen
t in
the
la
ndsc
ape;
rest
ore
natu
ral w
ater
cyc
les,
e.g
. w
ater
met
ers
in h
omes
.
✔ P
ossi
ble
suc
cess
Nat
ural
Hab
itat
s an
d
Wild
life
Reg
ener
ate
deg
rad
ed e
nviro
nmen
ts a
nd
halt
bio
div
ersi
ty lo
ss.
Prot
ect
or re
gen
erat
e ex
istin
g n
atur
al
envi
ronm
ents
and
the
hab
itats
the
y p
rovi
de
to fa
una
and
fl or
a; c
reat
e ne
w h
abita
ts.
✔ M
aint
enan
ce
wor
k m
ay c
reat
e ne
w e
mp
loym
ent
opp
ortu
nitie
s
✔ C
hang
e at
titud
es t
o lo
cal a
rea
Cul
ture
and
Her
itag
ePr
otec
t an
d b
uild
on
loca
l cul
tura
l her
itag
e an
d d
iver
sity
.C
eleb
rate
and
revi
ve c
ultu
ral h
erita
ge
and
th
e se
nse
of lo
cal a
nd re
gio
nal i
den
tity;
ch
oose
str
uctu
res
and
sys
tem
s th
at b
uild
on
thi
s he
ritag
e; fo
ster
a n
ew c
ultu
re o
f su
stai
nab
ility
.
✔ D
igita
l City
✔ C
hang
e at
titud
es t
o lo
cal a
rea
✔ C
hara
cter
of l
ocal
b
uild
ing
s, lo
cal h
isto
ry,
sens
e of
pla
ce
Eq
uity
and
Fai
r Tr
ade
Ensu
re t
hat
the
com
mun
ity’s
imp
act
on
othe
r co
mm
uniti
es is
pos
itive
.Pr
omot
e eq
uity
and
fair-
trad
ing
re
latio
nshi
ps
to e
nsur
e th
e co
mm
unity
has
a
ben
efi c
ial i
mp
act
on o
ther
com
mun
ities
b
oth
loca
lly a
nd g
lob
ally
, not
ably
d
isad
vant
aged
com
mun
ities
.
✔ S
upp
ortin
g
bus
ines
ses
in a
n eq
uita
ble
way
✔ S
upp
ortin
g
bus
ines
ses
in a
n eq
uita
ble
way
✔ S
upp
ortin
g
bus
ines
ses
in a
n eq
uita
ble
way
✔ C
eleb
rate
div
ersi
ty
and
fair-
trad
e to
wn
stat
us
Hea
lth
and
Hap
pin
ess
Incr
ease
hea
lth a
nd q
ualit
y of
life
of
com
mun
ity m
emb
ers
and
oth
ers.
Prom
ote
heal
thy
lifes
tyle
s an
d p
hysi
cal,
men
tal &
sp
iritu
al w
ell-b
eing
as
wel
l as
del
iver
ing
on
soci
al a
nd e
nviro
nmen
tal
targ
ets.
✔ P
erso
nal w
ealth
af
fect
s he
alth
and
wel
l-b
eing
✔ P
erso
nal w
ealth
af
fect
s he
alth
and
wel
l-b
eing
✔ S
kills
affe
ct
emp
loym
ent
opp
ortu
nitie
s
✔ S
ense
of p
ride
/ p
rosp
erity
✔ m
ima,
Mus
ic L
ive,
M
ela
Middlesbrough Sustainable Community Strategy 2008 - 2023 Page 67
Local Economy
One
Pla
net
Livi
ng
Pri
ncip
leO
ne P
lane
t Li
ving
Go
alR
ejuv
enat
e th
e ho
usin
g
sto
ckE
nsur
e th
at t
he t
ype
and
mix
of
new
ho
usin
g
pro
vid
es c
hoic
e
Imp
rove
and
mai
ntai
n ex
isti
ng h
ous
ing
Pro
vid
e a
tran
spo
rt
netw
ork
whi
ch m
eets
the
ne
eds
of
a to
wn
on
its
way
up
:–
Acc
ess
to w
ork
and
im
po
rtan
t se
rvic
es–
Avo
idin
g c
ong
esti
on
– Im
pro
ving
ro
ad s
afet
y–
Man
agin
g
en
viro
nmen
tal i
mp
act
– H
ighw
ay m
aint
enan
ce
and
incr
ease
d u
se o
f cy
clin
g a
nd w
alki
ng
Zer
o C
arb
on
Ach
ieve
zer
o ca
rbon
dio
xid
e em
issi
ons
from
d
evel
opm
ents
.Im
ple
men
t en
erg
y ef
fi cie
ncy
in b
uild
ing
s an
d
infr
astr
uctu
re, f
or e
xam
ple
cav
ity w
all i
nsul
atio
n,
or b
y su
pp
lyin
g e
nerg
y fr
om o
n-si
te re
new
able
so
urce
s.
✔ E
asie
r to
ach
ieve
low
ca
rbon
em
issi
ons
in n
ew
hom
es a
t th
e d
esig
n st
age
✔ C
an a
chie
ve lo
w c
arb
on
emis
sion
s in
a m
ix o
f new
ho
mes
at
the
des
ign
stag
e
✔ In
crea
sed
SA
P ra
ting
, in
sula
tion
to c
urre
nt b
uild
ing
re
gul
atio
ns, a
ltern
ativ
e en
erg
y so
urce
s
✔ C
hoic
e of
low
-em
issi
on
pub
lic t
rans
por
t an
d/o
r al
tern
ativ
e w
ays
to t
rave
l
Zer
o W
aste
Elim
inat
e w
aste
sen
t to
land
fi ll a
nd in
cine
ratio
n.Re
duc
e w
aste
gen
erat
ion
by
enco
urag
ing
re
-use
, rec
yclin
g a
nd c
omp
ostin
g; g
ener
ate
ener
gy
from
was
te c
lean
ly; e
limin
ate
the
conc
ept
of w
aste
as
par
t of
a re
sour
ce-e
ffi ci
ent
soci
ety.
✔ Im
pro
ved
recy
clin
g
faci
litie
s ca
n b
e d
esig
ned
in✔
Rat
iona
lise
was
te fa
cilit
ies
to re
duc
e, re
-use
, rec
ycle
✔ R
e-us
e of
exc
avat
ed
mat
eria
ls in
road
s /
foot
pat
hs, p
ossi
ble
use
of
bio
-fue
ls
Sust
aina
ble
Tra
nsp
ort
Ach
ieve
maj
or re
duc
tions
of C
O2
emis
sion
s fr
om t
rans
por
t.Pr
ovid
e tr
ansp
ort
syst
ems
and
infr
astr
uctu
re
that
red
uce
dep
end
ence
on
foss
il fu
el u
se, e
.g:
mor
e ef
fi cie
nt p
ublic
tra
nsp
ort.
✔ D
esig
n-in
effe
ctiv
e p
ublic
tra
nsp
ort
rout
es a
nd
mea
sure
s to
dis
cour
age
priv
ate
car
use
✔ D
esig
n-in
effe
ctiv
e p
ublic
tra
nsp
ort
rout
es a
nd
mea
sure
s to
dis
cour
age
priv
ate
car
use
✔ D
esig
n-in
effe
ctiv
e p
ublic
tra
nsp
ort
rout
es a
nd
mea
sure
s to
dis
cour
age
priv
ate
car
use
✔ D
esig
n-in
effe
ctiv
e p
ublic
tra
nsp
ort
rout
es a
nd
mea
sure
s to
dis
cour
age
priv
ate
car
use
Loca
l and
Sus
tain
able
M
ater
ials
Tran
sfor
m m
ater
ials
sup
ply
to
have
a p
ositi
ve
imp
act
on t
he e
nviro
nmen
t an
d lo
cal e
cono
my.
Whe
re p
ossi
ble
, use
loca
l, re
clai
med
, re
new
able
and
recy
cled
mat
eria
ls in
co
nstr
uctio
n an
d p
rod
ucts
, whi
ch m
inim
ises
tr
ansp
ort
emis
sion
s, s
pur
s in
vest
men
t in
loca
l na
tura
l res
ourc
e st
ocks
and
boo
sts
the
loca
l ec
onom
y.
✔ E
xcav
ated
mat
eria
ls c
an
be
re-u
sed
on
site
and
su
stai
nab
le c
onst
ruct
ion
mat
eria
ls c
an b
e sp
ecifi
ed
✔ E
xcav
ated
mat
eria
ls c
an
be
re-u
sed
on
site
and
su
stai
nab
le c
onst
ruct
ion
mat
eria
ls c
an b
e sp
ecifi
ed
✔ E
xcav
ated
mat
eria
ls c
an
be
re-u
sed
on
site
and
su
stai
nab
le c
onst
ruct
ion
mat
eria
ls c
an b
e sp
ecifi
ed
✔ U
se o
f loc
al m
ater
ials
and
al
so p
rod
ucts
mad
e fr
om
loca
l ind
ustr
ial w
aste
str
eam
s
Loca
l and
Sus
tain
able
Fo
od
Tran
sfor
m fo
od s
upp
ly t
o ha
ve a
net
pos
itive
im
pac
t on
the
env
ironm
ent,
loca
l eco
nom
y an
d
peo
ple
’s w
ell-b
eing
.Su
pp
ort
loca
l and
low
-imp
act
food
p
rod
uctio
n th
at p
rovi
des
hea
lthy,
qua
lity
food
whi
le b
oost
ing
the
loca
l eco
nom
y in
an
envi
ronm
enta
lly b
enefi
cia
l man
ner;
sho
wca
se
exam
ple
s of
low
-imp
act
pac
kag
ing
, pro
cess
ing
an
d d
isp
osal
; hig
hlig
ht b
enefi
ts o
f a lo
w-im
pac
t d
iet.
✔ L
ocal
allo
tmen
ts, g
ard
ens
to e
ncou
rag
e m
ore
self-
suffi
cien
cy in
food
✔ L
ocal
allo
tmen
ts, g
ard
ens
to e
ncou
rag
e m
ore
self-
suffi
cien
cy in
food
Middlesbrough Sustainable Community Strategy 2008 - 2023Page 68
Local Economy
One
Pla
net
Livi
ng
Pri
ncip
leO
ne P
lane
t Li
ving
Go
alR
ejuv
enat
e th
e ho
usin
g s
tock
Ens
ure
that
the
typ
e an
d
mix
of
new
ho
usin
g p
rovi
des
ch
oic
e
Imp
rove
and
mai
ntai
n ex
isti
ng h
ous
ing
Pro
vid
e a
tran
spo
rt n
etw
ork
w
hich
mee
ts t
he n
eed
s o
f a
tow
n o
n it
s w
ay u
p:
– A
cces
s to
wo
rk a
nd
imp
ort
ant
serv
ices
– A
void
ing
co
nges
tio
n–
Imp
rovi
ng r
oad
saf
ety
– M
anag
ing
envi
ronm
enta
l im
pac
t–
Hig
hway
mai
nten
ance
and
in
crea
sed
use
of
cycl
ing
and
w
alki
ng
Sust
aina
ble
Wat
erRe
duc
e th
e im
pac
t on
loca
l wat
er
reso
urce
s an
d s
upp
ly.
Imp
lem
ent
wat
er u
se e
ffi ci
ency
m
easu
res,
re-u
se a
nd re
cycl
ing
; m
inim
ise
wat
er e
xtra
ctio
n an
d
pol
lutio
n; fo
ster
sus
tain
able
wat
er a
nd
sew
age
man
agem
ent
in t
he la
ndsc
ape;
re
stor
e na
tura
l wat
er c
ycle
s, e
.g. w
ater
m
eter
s in
hom
es.
✔ D
esig
n in
SU
DS,
rai
nwat
er
cap
ture
, gre
y-w
ater
sys
tem
s✔
Des
ign
in S
UD
S, r
ainw
ater
ca
ptu
re, g
rey-
wat
er s
yste
ms
✔ In
fras
truc
ture
des
ign
acco
untin
g fo
r SU
DS
Nat
ural
Hab
itat
s an
d
Wild
life
Reg
ener
ate
deg
rad
ed e
nviro
nmen
ts
and
hal
t b
iod
iver
sity
loss
.Pr
otec
t or
reg
ener
ate
exis
ting
nat
ural
en
viro
nmen
ts a
nd t
he h
abita
ts t
hey
pro
vid
e to
faun
a an
d fl
ora;
cre
ate
new
ha
bita
ts.
✔ D
istu
rbed
sp
ecie
s ca
n b
e en
cour
aged
to
re-e
stab
lish
by
goo
d d
esig
n of
op
en s
pac
e
✔ D
istu
rbed
sp
ecie
s ca
n b
e en
cour
aged
to
re-e
stab
lish
by
goo
d d
esig
n of
op
en s
pac
e
✔ D
istu
rbed
sp
ecie
s ca
n b
e en
cour
aged
to
re-e
stab
lish
by
goo
d d
esig
n of
op
en s
pac
e
✔ M
inim
ise
dis
rup
tion
to n
ativ
e fl o
ra a
nd fa
una
in d
esig
n of
tr
ansp
ort
infr
astr
uctu
re
Cul
ture
and
Her
itag
ePr
otec
t an
d b
uild
on
loca
l cul
tura
l he
ritag
e an
d d
iver
sity
.C
eleb
rate
and
revi
ve c
ultu
ral h
erita
ge
and
the
sen
se o
f loc
al a
nd re
gio
nal
iden
tity;
cho
ose
stru
ctur
es a
nd s
yste
ms
that
bui
ld o
n th
is h
erita
ge;
fost
er a
new
cu
lture
of s
usta
inab
ility
.
✔ C
an e
ncou
rag
e su
stai
nab
le
lifes
tyle
s✔
Can
enc
oura
ge
sust
aina
ble
lif
esty
les
Eq
uity
and
Fai
r Tr
ade
Ensu
re t
hat
the
com
mun
ity’s
imp
act
on
othe
r co
mm
uniti
es is
pos
itive
.Pr
omot
e eq
uity
and
fair-
trad
ing
re
latio
nshi
ps
to e
nsur
e th
e co
mm
unity
ha
s a
ben
efi c
ial i
mp
act
on o
ther
co
mm
uniti
es b
oth
loca
lly a
nd g
lob
ally
, no
tab
ly d
isad
vant
aged
com
mun
ities
.
✔ D
esig
n to
pro
mot
e co
mm
unity
coh
esio
n✔
Mix
ed d
evel
opm
ent
coul
d e
ncou
rag
e co
mm
unity
co
hesi
on
✔ O
pp
ortu
nitie
s to
pro
mot
e eq
uity
✔ E
qua
lity
of a
cces
s to
relia
ble
, af
ford
able
pub
lic t
rans
por
t
Hea
lth
and
Hap
pin
ess
Incr
ease
hea
lth a
nd q
ualit
y of
life
of
com
mun
ity m
emb
ers
and
oth
ers.
Prom
ote
heal
thy
lifes
tyle
s an
d p
hysi
cal,
men
tal &
sp
iritu
al w
ell-b
eing
as
wel
l as
del
iver
ing
on
soci
al a
nd e
nviro
nmen
tal
targ
ets.
✔ D
esig
n to
enc
oura
ge
heal
thie
r lif
esty
les,
wal
king
, use
of
op
en s
pac
e et
c.
✔ C
hoic
e ca
n p
rom
ote
wel
l-b
eing
✔ D
esig
n to
enc
oura
ge
heal
thie
r lif
esty
les,
wal
king
, use
of
op
en s
pac
e et
c.
✔ D
esig
n to
enc
oura
ge
heal
thie
r lif
esty
les,
wal
king
, use
of
op
en s
pac
e et
c.
Middlesbrough Sustainable Community Strategy 2008 - 2023 Page 69
Environmental Sustainability
One
Pla
net
Livi
ng P
rinc
iple
One
Pla
net
Livi
ng G
oal
Imp
rove
the
sta
ndar
d o
f cl
eanl
ines
s th
roug
hout
the
to
wn
Dev
elo
p a
hig
h-q
ualit
y ne
two
rk o
f p
ublic
rea
lm,
op
en s
pac
e an
d p
arks
to
se
rve
the
need
s o
f th
e co
mm
unit
y
Incr
ease
the
am
oun
t o
f ho
useh
old
was
te t
hat
is
recy
cled
and
co
mp
ost
ed
Red
uce
carb
on
emis
sio
ns a
nd
adap
t fo
r th
e ad
vers
e ef
fect
s o
f cl
imat
e ch
ang
e
Zer
o C
arb
on
Ach
ieve
net
zer
o ca
rbon
d
ioxi
de
emis
sion
s fr
om
dev
elop
men
ts.
✔✔
✔
Zer
o W
aste
Elim
inat
e w
aste
fl ow
s to
land
fi ll
and
inci
nera
tion.
✔✔
✔✔
Sust
aina
ble
Tra
nsp
ort
Red
uce
relia
nce
on p
rivat
e ve
hicl
es, a
nd a
chie
ve m
ajor
re
duc
tions
of C
O2
emis
sion
s fr
om t
rans
por
t.
✔✔
✔✔
Loca
l and
Sus
tain
able
M
ater
ials
Tran
sfor
m m
ater
ials
sup
ply
to
hav
e a
pos
itive
imp
act
on
the
envi
ronm
ent
and
loca
l ec
onom
y.
✔✔
✔
Loca
l and
Sus
tain
able
Fo
od
Tran
sfor
m fo
od s
upp
ly t
o ha
ve
a ne
t p
ositi
ve im
pac
t on
the
en
viro
nmen
t, lo
cal e
cono
my
and
peo
ple
’s w
ell-b
eing
.
✔✔
✔
Sust
aina
ble
Wat
erRe
duc
e th
e im
pac
t on
loca
l w
ater
reso
urce
s an
d s
upp
ly.
✔✔
✔
Nat
ural
Hab
itat
s an
d W
ildlif
eRe
gen
erat
e d
egra
ded
en
viro
nmen
ts a
nd h
alt
bio
div
ersi
ty lo
ss.
✔✔
✔✔
Cul
ture
and
Her
itag
ePr
otec
t an
d b
uild
on
loca
l cu
ltura
l her
itag
e an
d d
iver
sity
. ✔
✔✔
Eq
uity
and
Fai
r Tr
ade
Ensu
re t
hat
the
com
mun
ity’s
imp
act
on o
ther
com
mun
ities
is
pos
itive
.
✔✔
✔
Hea
lth
and
Hap
pin
ess
Incr
ease
hea
lth a
nd q
ualit
y of
lif
e of
com
mun
ity m
emb
ers
and
ot
hers
.
✔✔
✔✔
SEC
UR
ING
EN
VIR
ON
ME
NTA
L SU
STA
INA
BIL
ITY
Middlesbrough Sustainable Community Strategy 2008 - 2023Page 70
Middlesbrough Partnership
APPENDIX 3
MIDDLESBROUGH PARTNERSHIP RISK REGISTER
Introduction
During the development of the Sustainable Community Strategy (SCS), LSP Risk Management processes were strengthened. At the draft SCS stage, as part of consultation with Action Group Members and other stakeholders, risk assessment workshops were conducted to identify risks with potential to impact on the achievement of the agreed priorities. The priorities for each Action Group had already been identifi ed and established.
Risk Assessment Methodology
Action Group workshop events took place on the following dates:
8 September 2008 Health and Well-being 15 September 2008 Stronger Communities19 September 2008 Environmental Sustainability 25 September 2008 Enhancing the Local Economy29 September 2008 Safer Communities 8 October 2008 Children and Young People
Risk Identifi cation
Workshop attendees were asked to consider and discuss:
• factors which would help Middlesbrough Partnership achieve the Action Group priorities; and• factors which would hinder achievement of these priorities.
Risk Description
These factors were recorded, summarised into potential positive and negative risks, and reported back to the group.
Risk Estimation
After an explanation of the risk-scoring matrix, workshop attendees individually scored the risks for likelihood and impact.
Following the workshops, Risk Assessment Forms were completed for each risk identifi ed.
Middlesbrough Sustainable Community Strategy 2008 - 2023 Page 71
Stronger Communities
CR
EA
TIN
G S
TRO
NG
ER
CO
MM
UN
ITIE
S
Thre
ats
- the
ris
k re
gis
ter
reco
rds
how
we
red
uce
the
likel
iho
od
and
/or
imp
act
of
thes
e ri
sks
curr
ent
resi
dua
l sc
ores
are
in
fl uen
ced
b
y na
tiona
l ec
onom
ic
clim
ate
St00
7G
over
nmen
t p
riorit
ies
/ fu
ndin
g c
hang
es
crea
te u
ncer
tain
ty a
bou
t th
e va
lue
of
com
mun
ity in
volv
emen
t.
45
20*
Goo
d c
omm
unic
atio
ns t
o th
e co
mm
unity
so
that
th
ey h
ave
the
info
rmat
ion
they
nee
d.
* M
onito
ring
of n
atio
nal d
evel
opm
ents
allo
ws
rele
vant
info
rmat
ion
to b
e ci
rcul
ated
.
35
15*
Pur
sue
loca
l, sm
all-s
chem
e fu
ndin
g
pos
sib
ilitie
s to
giv
e a
mor
e co
-ord
inat
ed
app
roac
h.
* S
tren
gth
ened
wor
king
with
the
Thi
rd
Sect
or t
o p
rovi
de
resi
lienc
e to
imp
act
of
chan
ges
and
ass
ured
con
tinui
ty.
Stro
nger
C
omm
uniti
es
St00
8Pe
ople
are
not
inte
rest
ed in
bec
omin
g
invo
lved
, so
thei
r vi
ews
cann
ot in
fl uen
ce
dec
isio
ns.
Youn
g p
eop
le a
re n
ot e
ngag
ed w
ith t
heir
com
mun
ity, t
here
fore
are
unl
ikel
y to
feel
p
art
of a
com
mun
ity a
s ad
ults
, so
will
be
less
invo
lved
.
45
20*
Str
ateg
ic re
pre
sent
atio
n of
the
com
mun
ity v
ia
Com
mun
ity C
lust
ers.
* R
epre
sent
atio
n vi
a C
omm
unity
Cou
ncils
and
You
th
Cou
ncil.
* G
ood
com
mun
icat
ions
to
the
com
mun
ity s
o th
at
they
hav
e th
e in
form
atio
n th
ey n
eed
.*
Cou
ncill
ors,
Pol
ice
and
Erim
us o
ffer
surg
erie
s at
lo
cal l
evel
to
enco
urag
e in
tera
ctio
n.*
A v
arie
ty o
f suc
cess
ful c
omm
unity
eve
nts
org
anis
ed
thro
ugh
the
Cou
ncil
- eg
Mel
a, T
own
Mea
l, 10
K a
nd
fun
run
- p
rom
ote
eng
agem
ent.
(Thi
s w
ill b
e ad
dre
ssed
in li
aiso
n w
ith C
hild
ren
and
Yo
ung
Peo
ple
’s A
ctio
n G
roup
. Fu
rthe
r C
ontr
ol
Mea
sure
s lis
ted
on
that
Ris
k Re
gis
ter.)
45
20*
Dev
elop
an
Eng
agem
ent
Stra
teg
y w
ith a
pp
rop
riate
mon
itorin
g
mec
hani
sms.
* S
upp
ort
dev
elop
men
t of
Com
mun
ity
Cou
ncils
to
stre
ngth
en re
pre
sent
atio
n of
al
l sec
tions
of t
he c
omm
unity
.*
Imp
rove
cha
nnel
s of
com
mun
icat
ion
to C
ounc
illor
s.
Stro
nger
C
omm
uniti
es
St00
9Th
e ca
pac
ity o
f the
Thi
rd S
ecto
r is
not
su
ffi ci
ent
to e
nab
le t
hem
to
take
ad
vant
age
of c
ontr
actu
al o
pp
ortu
nitie
s.
33
9*
Tra
inin
g o
pp
ortu
nitie
s ar
e of
fere
d t
o th
ose
who
wis
h to
be
eng
aged
in p
artn
ersh
ip in
volv
emen
t.*
Fac
ilita
te c
apac
ity b
uild
ing
with
in
Third
Sec
tor.
Stro
nger
C
omm
uniti
es
Op
po
rtun
itie
s - t
he r
isk
reg
iste
r re
cord
s ho
w w
e st
rive
to
rea
lise
the
full
po
tent
ial o
f th
ese
op
po
rtun
itie
s
St01
0A
n in
crea
se in
gra
ss-r
oot
/ ne
ighb
ourh
ood
p
roje
cts
crea
tes
com
mun
ity o
wne
rshi
p.
35
15*
Ava
ilab
ility
of l
ocal
gra
nts.
* S
upp
ort
mec
hani
sms
alre
ady
exis
t fr
om t
he C
ounc
il, T
hird
Sec
tor
and
par
tner
s.
* E
xplo
re h
ow p
artn
ers
wor
k to
get
her
to m
axim
ise
gra
ss ro
ots
sup
por
t to
N
eig
hbou
rhoo
d p
roje
cts.
Stro
nger
C
omm
uniti
es
St01
1M
ore
com
mun
ity u
se o
f new
and
exi
stin
g
bui
ldin
gs
mak
es it
eas
ier
for
loca
l co
mm
uniti
es t
o g
et in
volv
ed.
35
15*
Man
y co
mm
unity
and
vol
unta
ry s
ecto
r or
gan
isat
ions
cur
rent
ly
have
use
of e
xist
ing
bui
ldin
gs.
* D
evel
op a
sta
ndar
dis
ed a
pp
roac
h to
co
mm
unity
leas
ing
of b
uild
ing
s.*
Dev
elop
a s
trat
egy
for
tran
sfer
of
asse
ts t
o th
e co
mm
unity
.
Stro
nger
C
omm
uniti
es
Ris
k R
efR
ISK
DE
SCR
IPTI
ON
Gro
ssC
ON
TRO
L M
EA
SUR
ES
(Cur
rent
ly in
pla
ce)
Furt
her
Act
ion(
s)
Act
ion
Gro
up
Res
po
nsib
le
Probability
Impact
Score
Res
idua
l
Probability
Impact
Score
Middlesbrough Sustainable Community Strategy 2008 - 2023Page 72
Safer Communities
CR
EA
TIN
G S
AFE
R C
OM
MU
NIT
IES
Thre
ats
- the
ris
k re
gis
ter
reco
rds
how
we
red
uce
the
likel
iho
od
and
/or
imp
act
of
thes
e ri
sks
curr
ent
resi
dua
l sc
ores
are
in
fl uen
ced
b
y na
tiona
l ec
onom
ic
clim
ate
Sa01
2G
lob
al t
erro
rism
inci
den
t in
crea
ses
com
mun
ity t
ensi
ons
loca
lly.
35
15*
Goo
d n
etw
orks
est
ablis
hed
with
div
erse
com
mun
ity
gro
ups.
*
Sys
tem
s in
pla
ce t
o m
onito
r ha
te c
rime.
* In
telli
gen
ce N
etw
orks
allo
w e
arly
inte
rven
tion.
* H
ate-
crim
e aw
aren
ess-
rais
ing
with
you
ng p
eop
le a
s p
art
of c
itize
nshi
p p
rog
ram
me
in s
choo
ls.
25
10*
Mai
ntai
n an
d s
tren
gth
en li
nks
with
d
iver
se c
omm
unity
gro
ups.
* C
ontin
ue t
o st
reng
then
inte
llig
ence
sy
stem
s.
Safe
r C
omm
uniti
es
Sa01
3M
edia
cov
erag
e le
ads
peo
ple
’s p
erce
ptio
ns
of c
rime
to b
e w
orse
tha
n it
actu
ally
is.
33
9*
Nei
ghb
ourh
ood
Pol
icin
g, a
nd N
eig
hbou
rhoo
d
Man
agem
ent
pro
vid
es lo
cal r
eass
uran
ce.
* F
ace-
to-f
ace
com
mun
icat
ions
with
vul
nera
ble
g
roup
s (e
g v
ia F
ace
the
Peop
le S
essi
ons)
, tar
get
ed a
t a
div
erse
ran
ge
of c
omm
unity
gro
ups.
* D
irect
com
mun
icat
ion
chan
nels
with
the
pub
lic
such
as
Com
mun
i-K (a
sys
tem
to
pas
s in
form
atio
n to
no
min
ated
ind
ivid
uals
with
in t
he c
omm
unity
).*
Goo
d, f
req
uent
com
mun
icat
ions
to
the
com
mun
ity
via
the
loca
l med
ia.
* Im
ple
men
tatio
n of
Com
mun
ity S
afet
y St
rate
gy.
* T
arg
eted
You
th S
upp
ort
Sche
me
incr
ease
s p
artic
ipat
ion
and
incl
usio
n of
tho
se v
ulne
rab
le a
nd
thos
e at
ris
k of
offe
ndin
g.
32
6*
All
par
tner
s to
pro
activ
ely
pub
licis
e p
ositi
ve s
torie
s in
volv
ing
com
mun
ities
an
d s
ervi
ce p
rovi
sion
.
Safe
r C
omm
uniti
es
Sa01
4Sh
ort-
term
fund
ing
for
Com
mun
ity S
afet
y,
or la
ck o
f mai
nstr
eam
ing
, res
ults
in:
+ v
olun
tary
sec
tor
esse
ntia
l pro
gra
mm
es
are
cons
tant
ly u
nder
thr
eat
+ r
ecru
itmen
t an
d re
tent
ion
of s
taff
is m
ore
diffi
cul
t+
pub
lic s
ecto
r su
pp
ort
mec
hani
sms
are
affe
cted
.
45
20*
Sho
rt-t
erm
initi
ativ
es d
eliv
ered
.*
A r
ang
e of
fund
ing
op
por
tuni
ties
exp
loite
d.
* S
taff
offe
red
sho
rt-t
erm
con
trac
ts.
45
20*
Com
mun
icat
e w
ith fu
ndin
g b
odie
s to
ad
voca
te m
ains
trea
min
g o
f fun
din
g.
Safe
r C
omm
uniti
es
Sa01
5Ec
onom
ic d
ownt
urn
lead
s to
mor
e p
eop
le
bei
ng u
nem
plo
yed
, les
s m
oney
and
mor
e p
eop
le t
urni
ng t
o cr
ime.
33
9*
Allo
catio
n fr
om W
orki
ng N
eig
hbou
rhoo
d F
und
ing
to
wor
k w
ith o
ffend
ers
to re
hab
ilita
te a
nd t
rain
for
emp
loym
ent.
* S
ee a
lso
Con
trol
Mea
sure
s fo
r En
hanc
ing
the
Loc
al
Econ
omy
Act
ion
Gro
up R
isk
LE02
8.*
See
als
o C
ontr
ol M
easu
res
for
Chi
ldre
n an
d Y
oung
Pe
ople
Act
ion
Gro
up R
isk
CYP
021.
33
9*
Dev
elop
and
intr
oduc
e (fr
om 1
.4.0
9)
the
Inte
gra
ted
Offe
nder
Man
agem
ent
Prog
ram
me.
(Th
is w
ill fo
cus
on
hig
h-cr
ime-
caus
ing
offe
nder
s in
M
idd
lesb
roug
h, a
nd is
link
ed t
o Pr
olifi
c an
d P
riorit
y O
ffend
er S
chem
e, D
rug
s In
terv
entio
n Sc
hem
e an
d M
ulti-
agen
cy
Pub
lic P
rote
ctio
n A
rran
gem
ents
.)
Safe
r C
omm
uniti
es
Ris
k R
efR
ISK
DE
SCR
IPTI
ON
Gro
ssC
ON
TRO
L M
EA
SUR
ES
(Cur
rent
ly in
pla
ce)
Furt
her
Act
ion(
s)
Act
ion
Gro
up
Res
po
nsib
le
Probability
Impact
Score
Res
idua
l
Probability
Impact
Score
Middlesbrough Sustainable Community Strategy 2008 - 2023 Page 73
Safer Communities
Sa01
6A
s co
mm
uniti
es b
ecom
e m
ore
emp
ower
ed,
they
are
like
ly t
o b
e m
ore
will
ing
to
rep
ort
crim
e, re
sulti
ng in
hig
her
leve
ls o
f rec
ord
ed
crim
e.
33
9*
Rob
ust
inte
llig
ence
sys
tem
s ar
e in
pla
ce t
o id
entif
y an
y in
crea
se in
crim
e an
d a
lert
the
ap
pro
pria
te m
ulti-
agen
cy re
spon
se.
* E
stab
lishe
d s
yste
ms
are
in p
lace
to
com
mun
icat
e ac
cura
te a
nd m
eani
ngfu
l inf
orm
atio
n to
the
co
mm
unity
.
32
6Sa
fer
Com
mun
ities
Op
po
rtun
itie
s - t
he r
isk
reg
iste
r re
cord
s ho
w w
e st
rive
to
rea
lise
the
full
po
tent
ial o
f th
ese
op
po
rtun
itie
s
Sa01
7C
omm
uniti
es a
re e
mp
ower
ed a
nd s
elf-
suffi
cien
t, t
here
fore
are
mor
e lik
ely
to
eng
age
with
ag
enci
es; v
ulne
rab
ility
w
ill b
e re
duc
ed, a
sen
se o
f rea
ssur
ance
in
crea
sed
, and
the
ris
k of
bec
omin
g a
vic
tim
dec
reas
ed.
35
15*
Nei
ghb
ourh
ood
Pol
icin
g.
* N
eig
hbou
rhoo
d M
anag
emen
t.*
Sho
rt-t
erm
fund
ing
ob
tain
ed t
o re
crui
t a
Nei
ghb
ourh
ood
Crim
e an
d J
ustic
e C
oord
inat
or.
* E
nsur
e al
l sec
tors
of t
he c
omm
unity
ar
e in
volv
ed -
not
just
the
mos
t vu
lner
able
.*
Rec
ruit
a N
eig
hbou
rhoo
d C
rime
and
Ju
stic
e C
o-or
din
ator
.*
Cle
vela
nd P
olic
e to
cre
ate
volu
ntee
r p
olic
e ca
det
sch
eme
in 2
009.
Safe
r C
omm
uniti
es
Sa01
8A
cha
nge
in G
over
nmen
t, o
r le
gis
latio
n,
coul
d c
reat
e op
por
tuni
ties
to im
pro
ve
com
mun
ity s
afet
y se
rvic
es a
nd re
duc
e le
vels
of
ris
k.
43
12*
Com
mun
ity S
afet
y Pa
rtne
rshi
p is
in a
pos
ition
to
resp
ond
to
new
re
qui
rem
ents
. *
Est
ablis
hed
fl ow
of i
nfor
mat
ion
and
inte
llig
ence
allo
ws
fl exi
ble
, ef
fect
ive
sup
por
t.
Safe
r C
omm
uniti
es
Middlesbrough Sustainable Community Strategy 2008 - 2023Page 74
Supporting Children & Young People
SUP
PO
RTI
NG
CH
ILD
RE
N A
ND
YO
UN
G P
EO
PLE
Thre
ats
- the
ris
k re
gis
ter
reco
rds
how
we
red
uce
the
likel
iho
od
and
/or
imp
act
of
thes
e ri
sks
curr
ent
resi
dua
l sc
ores
are
in
fl uen
ced
by
natio
nal e
cono
mic
cl
imat
e
CYP
021
The
econ
omic
dow
ntur
n re
duc
es
the
num
ber
of j
ob o
pp
ortu
nitie
s an
d
app
rent
ices
hip
s av
aila
ble
to
youn
g p
eop
le.
45
20*
Imp
lem
enta
tion
of C
hild
ren
and
You
ng P
eop
le’s
Stra
teg
ic P
lan
for
Mid
dle
sbro
ugh.
* M
idd
lesb
roug
h C
hild
ren
and
You
ng P
eop
le’s
Trus
t op
erat
es.
* N
EET
Red
uctio
n St
rate
gy
imp
lem
enta
tion
* M
idd
lesb
roug
h Le
arni
ng P
artn
ersh
ip o
ffer
14-
to
19-y
ear-
old
s sp
ecia
lised
dip
lom
as t
o en
hanc
e yo
ung
p
eop
le’s
emp
loya
bili
ty.
* Y
oung
peo
ple
offe
red
sup
por
t an
d e
ncou
rag
emen
t to
dev
elop
dig
ital m
edia
ski
lls a
nd e
ntre
pre
neur
ial
fl air.
* R
oute
way
s in
itiat
ives
op
erat
e to
dev
elop
ski
lls in
re
adin
ess
for
futu
re jo
bs.
Cur
rent
ly t
he s
chem
es c
over
co
nstr
uctio
n an
d re
tail
job
sec
tors
.*
Str
ong
link
s w
ith J
ob C
entr
e Pl
us e
nsur
e in
form
atio
n fr
om L
ocal
Em
plo
ymen
t Pa
rtne
rshi
ps
is c
omm
unic
ated
an
d jo
b o
pp
ortu
nitie
s ar
e ad
vert
ised
loca
lly.
* U
se o
f Con
stru
ctio
n Em
plo
ymen
t In
teg
rato
r M
odel
en
sure
s co
ntra
cts
for
new
dev
elop
ers
incl
ude
clau
ses
enco
urag
ing
tar
get
ed re
crui
ting
and
tra
inin
g.
* M
eteo
r Pr
ojec
t lin
ks lo
cal 1
4-ye
ar-o
lds
with
U
nive
rsity
and
pot
entia
l fut
ure
emp
loye
rs.
43
12*
Use
Dip
lom
a C
onso
rtia
(mul
ti-ag
ency
g
roup
s) t
o en
sure
YP
are
chan
nelle
d
tow
ard
s jo
b o
pp
ortu
nitie
s in
the
var
ious
se
ctor
s.
* Re
view
situ
atio
n ev
ery
3 m
onth
s if
econ
omic
situ
atio
n co
ntin
ues
to
det
erio
rate
.
Chi
ldre
n an
d
Youn
g P
eop
le
CYP
022
If ag
enci
es a
nd t
he c
omm
unity
do
not
pos
itive
ly e
ngag
e w
ith y
oung
peo
ple
, as
pira
tions
may
rem
ain
low
, and
few
er
youn
g p
eop
le w
ill b
ecom
e in
volv
ed in
co
mm
unity
/citi
zens
hip
issu
es.
45
20*
Imp
lem
enta
tion
of C
hild
ren
and
You
ng P
eop
le’s
Stra
teg
ic P
lan
for
Mid
dle
sbro
ugh.
* M
idd
lesb
roug
h C
hild
ren
and
You
ng P
eop
le’s
Trus
t op
erat
es.
* Im
ple
men
tatio
n of
Tar
get
ed Y
outh
Sup
por
t.*
PH
SE A
gen
da.
* T
he C
itize
nshi
p a
nd P
SHE
Educ
atio
n p
rog
ram
mes
en
able
you
ng p
eop
le t
o d
evel
op t
heir
life
skill
s,
enab
ling
the
m t
o b
ecom
e m
ore
activ
e ci
tizen
s.
* E
stab
lishm
ent
of Y
outh
Cou
ncil
and
dev
elop
men
t of
Yo
uth
Foru
ms
to e
ncou
rag
e ac
tive
citiz
ensh
ip.
* L
ocal
Dem
ocra
cy W
eek
eng
ages
you
ng p
eop
le in
d
ecis
ion-
mak
ing
.*
Fre
que
nt c
omm
unic
atio
ns t
o th
e co
mm
unity
, via
lo
cal m
edia
.*
You
th S
ervi
ce, S
tree
tsce
ne a
nd S
afer
M
idd
lesb
roug
h Pa
rtne
rshi
p s
taff
invo
lved
in in
itiat
ives
ta
rget
ed t
o in
volv
e yo
ung
peo
ple
.*
Num
erou
s ac
tiviti
es t
ake
pla
ce in
Mid
dle
sbro
ugh
Scho
ols
enco
urag
ing
pup
ils t
o b
e in
volv
ed w
ith
com
mun
ity is
sues
(eg
Eco
Sch
ools
, Hea
lthy
Scho
ols)
.*
Aw
ard
s w
on b
y sc
hool
s fo
r co
mm
unity
initi
ativ
es (e
g
Park
End
Pic
kers
won
‘Gre
en A
pp
le A
war
d 2
007’
).
35
15*
Exp
loit
opp
ortu
nitie
s to
incr
ease
a
pos
itive
imag
e of
you
ng p
eop
le v
ia t
he
med
ia.
* Id
entif
y fu
rthe
r op
por
tuni
ties
for
eng
agin
g y
oung
peo
ple
in c
omm
unity
ac
tiviti
es a
nd d
ecis
ion-
mak
ing
.
Chi
ldre
n an
d
Youn
g P
eop
le
Ris
k R
efR
ISK
DE
SCR
IPTI
ON
Gro
ssC
ON
TRO
L M
EA
SUR
ES
(Cur
rent
ly in
pla
ce)
Furt
her
Act
ion(
s)
Act
ion
Gro
up
Res
po
nsib
le
Probability
Impact
Score
Res
idua
l
Probability
Impact
Score
Middlesbrough Sustainable Community Strategy 2008 - 2023 Page 75
Supporting Children & Young People
Thre
ats
- the
ris
k re
gis
ter
reco
rds
how
we
red
uce
the
likel
iho
od
and
/or
imp
act
of
thes
e ri
sks
curr
ent
resi
dua
l sc
ores
are
in
fl uen
ced
b
y na
tiona
l ec
onom
ic
clim
ate
CYP
023
The
econ
omic
dow
ntur
n w
ill im
pac
t on
w
hole
fam
ilies
and
affe
ct t
he p
oore
st
hard
est,
with
det
rimen
tal a
ffect
on
child
ren
and
you
ng p
eop
le.
55
25*
Imp
lem
enta
tion
of C
hild
ren
and
You
ng P
eop
le’s
Stra
teg
ic P
lan
for
Mid
dle
sbro
ugh
- w
ith a
prio
rity
to
red
uce
child
pov
erty
.*
Mid
dle
sbro
ugh
Chi
ldre
n an
d Y
oung
Peo
ple
’s Tr
ust
oper
ates
.*
Chi
ldre
n’s
Cen
tres
and
Sur
e St
art
sett
ing
s as
sist
in
ensu
ring
fam
ilies
rece
ive
the
ben
efi ts
the
y ar
e en
title
d
to.
* O
ngoi
ng in
itiat
ive
to in
crea
se t
he t
ake-
up o
f fre
e sc
hool
mea
ls.
* S
upp
ort
to fa
mili
es t
hrou
gh
Pare
ntin
g In
itiat
ives
and
im
ple
men
ting
the
Par
entin
g S
trat
egy.
43
12*
Fur
ther
incr
ease
the
tak
e-up
of f
ree
scho
ol m
eals
.*
Wor
k to
war
ds
thre
e-q
uart
ers
of
scho
ols
achi
evin
g H
ealth
y Sc
hool
sta
tus
by
Dec
emb
er 2
009.
Chi
ldre
n an
d
Youn
g P
eop
le
Op
po
rtun
itie
s - t
he r
isk
reg
iste
r re
cord
s ho
w w
e st
rive
to
rea
lise
the
full
po
tent
ial o
f th
ese
op
po
rtun
itie
s
CYP
024
Incr
ease
d fo
cus,
in a
nd o
ut o
f sch
ool,
on h
ealth
y ea
ting
and
exe
rcis
e w
ill h
elp
ad
dre
ss o
bes
ity is
sues
.
45
20*
Imp
lem
enta
tion
of C
hild
ren
and
You
ng P
eop
le’s
Stra
teg
ic P
lan
for
Mid
dle
sbro
ugh.
* M
idd
lesb
roug
h C
hild
ren
and
You
ng P
eop
le’s
Trus
t op
erat
es.
* M
idd
lesb
roug
h Sc
hool
Mea
ls r
anke
d b
est
in t
he c
ount
ry (A
udit
Com
mis
sion
sur
vey)
for
enc
oura
gin
g y
oung
peo
ple
to
eat
heal
thily
.*
Ong
oing
initi
ativ
e to
incr
ease
the
tak
e-up
of f
ree
scho
ol m
eals
.*
Mon
itorin
g p
rog
ram
me
intr
oduc
ed in
all
prim
ary
scho
ols
to t
rack
ob
esity
leve
ls.
* 9
6% o
f Mid
dle
sbro
ugh
scho
ols
are
invo
lved
in t
he n
atio
nal
Hea
lthy
Scho
ol P
rog
ram
me;
66%
hav
e ac
hiev
ed t
he a
war
d.
* I
ncre
ase
the
opp
ortu
nitie
s fo
r ch
ildre
n to
tak
e p
art
in s
por
t.*
Dev
elop
the
Pla
y St
rate
gy
and
le
isur
e an
d y
outh
ser
vice
str
ateg
ies
to
pro
vid
e a
mor
e co
mp
rehe
nsiv
e ra
nge
of
activ
ities
.
Chi
ldre
n an
d
Youn
g P
eop
le
CYP
025
Incr
ease
d p
artn
ersh
ip a
nd m
ulti-
agen
cy
wor
king
on
a lo
calit
y b
asis
will
incr
ease
the
nu
mb
er o
f fam
ilies
acc
essi
ng s
ervi
ces
and
su
pp
ort.
43
12*
Mid
dle
sbro
ugh
Chi
ldre
n an
d Y
oung
Peo
ple
’s Tr
ust
oper
ates
.*
Imp
lem
enta
tion
of C
hild
ren
and
You
ng P
eop
le’s
Stra
teg
ic P
lan
for
Mid
dle
sbro
ugh.
* C
hild
ren’
s C
entr
es a
nd S
ure
Star
t Se
ttin
gs
are
mov
ing
tow
ard
s a
loca
lity-
bas
ed a
gen
da.
* F
amili
es F
irst
and
Fam
ily In
terv
entio
n Pr
ogra
mm
e.*
Par
tner
ship
wor
king
bet
wee
n he
alth
and
soc
ial c
are
pro
vid
es
fam
ily s
upp
ort.
* In
crea
se o
pp
ortu
nitie
s fo
r m
ulti-
agen
cy lo
calit
y w
orki
ng t
hrou
gh
the
Chi
ldre
n’s
Trus
t.
Chi
ldre
n an
d
Youn
g P
eop
le
CYP
026
A fo
cus
on w
hole
-fam
ily s
upp
ort/
inte
rven
tion
is t
he b
est
way
to
imp
rove
wel
l-b
eing
and
pro
spec
ts.
45
20*
Imp
lem
enta
tion
of C
hild
ren
and
You
ng P
eop
le’s
Stra
teg
ic P
lan
for
Mid
dle
sbro
ugh.
*
Mid
dle
sbro
ugh
Chi
ldre
n an
d Y
oung
Peo
ple
’s Tr
ust
oper
ates
.*
Ad
ult
Educ
atio
n of
fers
Fam
ily L
earn
ing
pro
gra
mm
e.*
Sur
e St
art
and
Chi
ldre
n’s
Cen
tre
activ
ities
ava
ilab
le t
o fa
mili
es.
* A
lcoh
ol re
duc
tion
stra
teg
y im
ple
men
ted
.*
Incr
ease
d fo
cus
of s
upp
ort
to t
hose
with
dru
g p
rob
lem
s th
roug
h in
itiat
ives
like
Fam
ilies
Firs
t an
d F
amily
Inte
rven
tion
Prog
ram
me.
* M
ove
tow
ard
s a
mor
e lo
calit
y-b
ased
ag
end
a.*
Par
tner
ship
wor
king
bet
wee
n H
ealth
Ag
enci
es a
nd S
ocia
l Car
e p
rovi
des
fam
ily s
upp
ort.
* S
upp
ort
to fa
mili
es t
hrou
gh
Pare
ntin
g In
itiat
ives
and
im
ple
men
ting
the
Par
entin
g S
trat
egy.
Chi
ldre
n an
d
Youn
g P
eop
le
Ris
k R
efR
ISK
DE
SCR
IPTI
ON
Gro
ssC
ON
TRO
L M
EA
SUR
ES
(Cur
rent
ly in
pla
ce)
Furt
her
Act
ion(
s)
Act
ion
Gro
up
Res
po
nsib
le
Probability
Impact
Score
Res
idua
l
Probability
Impact
Score
Middlesbrough Sustainable Community Strategy 2008 - 2023Page 76
Adult Health & Well-Being
PR
OM
OTI
NG
AD
ULT
HE
ALT
H A
ND
WE
LL B
EIN
G, T
AC
KLI
NG
EX
CLU
SIO
N A
ND
PR
OM
OTI
NG
EQ
UA
LITY
Thre
ats
- the
ris
k re
gis
ter
reco
rds
how
we
red
uce
the
likel
iho
od
and
/or
imp
act
of
thes
e ri
sks
curr
ent
resi
dua
l sc
ores
are
in
fl uen
ced
b
y na
tiona
l ec
onom
ic
clim
ate
H00
1In
vest
men
t in
prio
rity
area
s d
oes
not
lead
to
imp
rove
d h
ealth
out
com
es.
37
21Ro
bus
t m
anag
emen
t of
pro
gra
mm
es.
Focu
s on
val
ue-a
dd
ed h
ealth
out
com
es.
Alig
nmen
t w
ith H
ealth
and
Wel
l Bei
ng /
Pre
vent
ion
Ag
end
a.
27
14H
ealth
and
W
ellb
eing
H00
2C
hang
e in
Gov
ernm
ent
may
mea
n na
tiona
l p
riorit
ies
are
diff
eren
t fr
om lo
cal p
riorit
ies,
le
adin
g t
o co
mp
etin
g d
eman
ds.
33
9M
any
loca
l prio
ritie
s re
fl ect
nat
iona
l prio
ritie
s.En
sure
d p
riorit
y-se
ttin
g p
roce
ss c
onsi
der
s re
leva
nt
natio
nal p
riorit
y ar
eas.
Mon
itorin
g o
f cen
tral
Gov
ernm
ent
pro
pos
als
and
d
evel
opm
ents
.
23
6H
ealth
and
W
ellb
eing
H00
3C
red
it cr
unch
may
resu
lt in
mor
e fa
mily
b
reak
dow
n, le
ss h
ealth
y lif
esty
les,
so
mor
e p
eop
le n
eed
our
ser
vice
s.
33
93
39
Incr
ease
d s
upp
ort
for
all a
spec
ts o
f m
enta
l hea
lth.
Hea
lth a
nd
Wel
lbei
ng
H00
4Pe
ople
livi
ng lo
nger
mea
ns m
ore
dem
and
fo
r se
rvic
es.
45
20Pr
ogra
mm
e b
eing
imp
lem
ente
d t
o en
sure
Dec
ent
Hom
es s
tand
ard
is m
et.
43
12In
teg
rate
sus
tain
abili
ty p
rinci
ple
s in
to
futu
re a
ctiv
ities
.Im
pro
ve e
nerg
y ef
fi cie
ncy
of h
omes
.
Hea
lth a
nd
Wel
lbei
ng
Op
po
rtun
itie
s - t
he r
isk
reg
iste
r re
cord
s ho
w w
e st
rive
to
rea
lise
the
full
po
tent
ial o
f th
ese
op
po
rtun
itie
s
H00
5Pe
ople
cha
nge
life-
styl
e an
d b
ecom
e he
alth
ier,
so a
re le
ss re
liant
on
serv
ices
(sto
p
smok
ing
, sto
p d
rinki
ng, d
o m
ore
exer
cise
).
25
10St
rong
em
pha
sis
on c
omm
unic
atin
g h
ealth
y lif
e-st
yle
mes
sag
e ac
ross
par
tner
s.M
ulti-
agen
cy w
orki
ng w
ith v
ulne
rab
le in
div
idua
ls a
nd fa
mili
es.
A w
ide
rang
e of
exe
rcis
e an
d fi
tnes
s ac
tiviti
es a
re a
vaila
ble
.
Ensu
re a
ctiv
ities
are
eas
ily a
cces
sib
le
and
affo
rdab
le t
o al
l.C
ontin
ue e
duc
atio
n an
d a
war
enes
s-ra
isin
g re
gar
din
g h
ealth
y lif
esty
les.
Hea
lth a
nd
Wel
lbei
ng
H00
6A
dva
nces
in t
echn
olog
y (e
g n
ew d
rug
s/tr
eatm
ents
) mea
n im
pro
ved
pat
ient
ou
tcom
es, a
nd c
hang
es t
o he
alth
ser
vice
s.
25
10In
crea
sed
con
sid
erat
ion
of in
div
idua
lised
car
e p
lans
, esp
ecia
lly fo
r th
e lo
ng-t
erm
ill.
Switc
h of
em
pha
sis
to p
reve
ntat
ive
serv
ices
. Ear
ly-
det
ectio
n in
itiat
ives
to
allo
w p
atie
nts
to t
ake
early
ad
vant
age
of
emer
gin
g t
reat
men
ts.
Hea
lth a
nd
Wel
lbei
ng
Ris
k R
efR
ISK
DE
SCR
IPTI
ON
Gro
ssC
ON
TRO
L M
EA
SUR
ES
(Cur
rent
ly in
pla
ce)
Furt
her
Act
ion(
s)
Act
ion
Gro
up
Res
po
nsib
le
Probability
Impact
Score
Res
idua
l
Probability
Impact
Score
Middlesbrough Sustainable Community Strategy 2008 - 2023 Page 77
Local Economy
EN
HA
NC
ING
TH
E L
OC
AL
EC
ON
OM
Y
Thre
ats
- the
ris
k re
gis
ter
reco
rds
how
we
red
uce
the
likel
iho
od
and
/or
imp
act
of
thes
e ri
sks
curr
ent
resi
dua
l sc
ores
are
in
fl uen
ced
by
natio
nal e
cono
mic
cl
imat
e
LE02
7N
ew jo
b o
pp
ortu
nitie
s ar
ise;
how
ever
, loc
al
resi
den
ts d
o no
t ha
ve t
he s
kills
to
do
the
job
s.
45
20*
Sect
or R
oute
way
s in
itiat
ives
WN
F-fu
nded
in
oper
atio
n to
dev
elop
ski
lls in
read
ines
s fo
r fu
ture
job
s.
Cur
rent
ly t
he s
chem
es c
over
con
stru
ctio
n an
d re
tail
job
sec
tors
.*
Mid
dle
sbro
ugh
Lear
ning
Par
tner
ship
offe
r 14
- to
19
-yea
r-ol
ds
spec
ialis
ed d
iplo
mas
to
enha
nce
youn
g
peo
ple
’s em
plo
yab
ility
. *
You
ng p
eop
le o
ffere
d s
upp
ort
and
enc
oura
gem
ent
to d
evel
op d
igita
l med
ia s
kills
and
ent
rep
rene
uria
l fl a
ir.*
Reg
ular
con
tact
with
bus
ines
ses
thro
ugh
a va
riety
of
cha
nnel
s en
sure
s ra
ised
aw
aren
ess
of e
mer
gin
g
need
s.
* J
SU p
rod
uced
rep
ort
on s
ecto
rs o
f em
plo
ymen
t g
row
th -
to
rais
e aw
aren
ess
of t
rend
s.*
Fed
erat
ion
of S
mal
l Bus
ines
ses
Dire
ctor
cha
irs t
he
Act
ion
Gro
up, r
esul
ting
in g
ood
inte
rlink
ing
.*
Bus
ines
s Li
nk m
onito
rs n
ew b
usin
esse
s VA
T re
gis
trat
ion
and
offe
rs s
upp
ort.
35
15*
Brin
g o
n-st
ream
oth
er o
ccup
atio
ns.
Enha
ncin
g t
he
Loca
l Eco
nom
y
LE02
8Sk
ills
of re
sid
ents
imp
rove
; how
ever
, job
s ar
e no
t av
aila
ble
loca
lly, t
here
fore
peo
ple
m
ove
out
of t
he a
rea
to fi
nd jo
bs
to m
atch
sk
ills.
43
12*
Str
ong
link
s w
ith J
ob C
entr
e Pl
us e
nsur
e in
form
atio
n fr
om L
ocal
Em
plo
ymen
t Pa
rtne
rshi
ps
is c
omm
unic
ated
an
d jo
b o
pp
ortu
nitie
s ar
e ad
vert
ised
loca
lly.
* U
se o
f Con
stru
ctio
n Em
plo
ymen
t In
teg
rato
r m
odel
en
sure
s co
ntra
cts
for
new
dev
elop
ers
incl
ude
clau
ses
enco
urag
ing
tar
get
ed re
crui
ting
and
tra
inin
g.
45
20En
hanc
ing
the
Lo
cal E
cono
my
LE02
9Ec
onom
ic d
ownt
urn
mea
ns la
ck o
f in
vest
men
t /
dev
elop
men
t, t
here
fore
p
lann
ed d
evel
opm
ents
do
not
hap
pen
or
are
del
ayed
.
45
20*
Boh
o Zo
ne a
nd D
igita
l City
initi
ativ
es c
ontin
ue t
o d
evel
op d
esp
ite t
he e
cono
mic
dow
ntur
n.*
Dev
elop
men
t of
the
Mid
dle
have
n si
te c
ontin
ues
to
mov
e ah
ead
.*
Ter
race
Hill
pro
pos
als
for
Gat
eway
Mid
dle
have
n ar
e p
rog
ress
ing
thr
oug
h th
e p
lann
ing
pro
cess
.*
Dev
elop
men
t of
old
Infi r
mar
y si
te is
nea
ring
co
mp
letio
n.*
Tee
s Va
lle R
egen
erat
ion
is a
key
con
trib
utor
to
this
A
ctio
n G
roup
.
45
20En
hanc
ing
the
Lo
cal E
cono
my
LE03
0Ec
onom
ic d
ownt
urn
lead
s to
dec
eler
atio
n in
new
hou
se b
uild
ing
rat
es d
ue t
o in
abili
tiy
of in
div
idua
ls t
o p
urch
ase
hom
es.
This
im
pac
ts o
n ho
usin
g re
gen
erat
ion
asp
iratio
ns
to r
aise
hou
sing
cho
ices
and
sta
ndar
ds
and
at
trac
t p
opul
atio
n.
45
20*
Mon
itorin
g o
f sig
nifi c
ant
econ
omic
cha
nges
. *
Mon
itorin
g o
f im
pac
t on
fi na
nces
and
ind
ivid
ual
serv
ices
thr
oug
h p
erfo
rman
ce m
anag
emen
t re
por
ting
.*
Par
tner
ship
wor
king
with
priv
ate
sect
or d
evel
oper
s an
d R
egis
tere
d S
ocia
l Lan
dlo
rds.
45
20En
hanc
ing
the
Lo
cal E
cono
my
Ris
k R
efR
ISK
DE
SCR
IPTI
ON
Gro
ssC
ON
TRO
L M
EA
SUR
ES
(Cur
rent
ly in
pla
ce)
Furt
her
Act
ion(
s)
Act
ion
Gro
up
Res
po
nsib
le
Probability
Impact
Score
Res
idua
l
Probability
Impact
Score
Middlesbrough Sustainable Community Strategy 2008 - 2023Page 78
Local Economy
LE03
1Po
tent
ial r
isk
of in
crea
sed
con
ges
tion
caus
ed b
y in
crea
sed
use
of m
otor
veh
icle
s d
ue t
o su
cces
sful
reg
ener
atio
n an
d g
row
th
in p
opul
atio
n an
d c
ar o
wne
rshi
p.
45
20*
Loc
al T
rans
por
t Pl
an 2
006-
2011
.*
Tra
ffi c
and
Env
ironm
enta
l Ass
essm
ents
.*
Sch
ool T
rave
l Pla
ns.
* C
urre
ntly
, the
eco
nom
ic re
cess
ion
red
uces
the
lik
elih
ood
of t
his
risk.
33
9En
hanc
ing
the
Lo
cal E
cono
my
Op
po
rtun
itie
s - t
he r
isk
reg
iste
r re
cord
s ho
w w
e st
rive
to
rea
lise
the
full
po
tent
ial o
f th
ese
op
po
rtun
itie
s
LE03
2Pe
rcep
tion
of M
idd
lesb
roug
h im
pro
ves
due
to
reg
ener
atio
n an
d in
vest
men
t in
the
tow
n.4
416
* L
ove
Mid
dle
sbro
ugh
initi
ativ
e la
unch
ed 2
008.
* L
ive,
Lea
rn a
nd W
ork
pro
mot
iona
l DV
D p
rod
uced
, d
istr
ibut
ed w
idel
y an
d p
ublic
ised
, whi
ch e
ncou
rag
es
14–1
9-ye
ar-o
lds
to re
mai
n, le
arn
and
wor
k in
M
idd
lesb
roug
h.*
Key
fl ag
ship
dev
elop
men
ts a
re n
ow v
isib
le a
nd
are
chan
gin
g p
erce
ptio
ns (e
g m
ima,
Mid
dle
sbro
ugh
Col
leg
e).
* P
rog
ress
ion
of d
evel
opm
ents
at
Boh
o Zo
ne a
nd
Mid
dle
have
n ar
e ch
ang
ing
per
cep
tions
in t
hose
are
as
of t
he t
own.
* H
igh-
pro
fi le
dev
elop
men
t sc
hem
e at
Mid
dle
have
n w
ith re
spec
ted
nat
iona
l com
pan
y.*
Fre
que
nt p
ositi
ve c
omm
unic
atio
ns t
o th
e co
mm
unity
via
the
loca
l med
ia.
* S
tree
t W
ard
ens
imp
rove
sta
ndar
ds
in t
he t
own.
* M
idd
lesb
roug
h ha
s g
ood
rep
utat
ion
for
cultu
ral
activ
ities
(eg
mim
a, P
rom
s in
the
Par
k).
* B
usin
ess
Foru
m m
eets
mon
thly
, sha
res
goo
d
pra
ctic
e an
d s
ucce
sses
, and
ens
ures
rai
sed
aw
aren
ess.
* C
ontin
ue t
o p
rog
ress
the
Mid
dle
have
n Pl
an d
esp
ite
econ
omic
dow
ntur
n.
LE03
3M
ajor
com
pan
y lo
cate
s to
Mid
dle
sbro
ugh,
cr
eatin
g m
ore
job
s an
d o
pp
ortu
nitie
s.3
515
* L
ove
Mid
dle
sbro
ugh
initi
ativ
e la
unch
ed 2
008
whi
ch
rais
es t
he t
own’
s p
rofi l
e.*
Par
tner
ship
has
act
ive
links
with
Job
Cen
tre
Plus
, w
ho p
ass
on in
form
atio
n ab
out
new
job
s in
the
tow
n.*
Bus
ines
s Li
nk o
ffers
ass
ista
nce
to h
elp
new
b
usin
esse
s g
et s
tart
ed.
* O
per
atio
n of
Con
stru
ctio
n Em
plo
ymen
t In
teg
rato
r M
odel
rai
ses
early
aw
aren
ess
of p
oten
tial n
ew
emp
loye
rs a
nd p
rovi
des
op
por
tuni
ties
to d
iscu
ss
emer
gin
g jo
bs.
* E
stab
lishe
d c
omm
unic
atio
n ne
twor
ks o
per
ate.
* In
war
d In
vest
men
t Te
am w
ork
in p
artn
ersh
ip w
ith
loca
l bus
ines
ses
in s
upp
ort
of n
ew jo
b o
pp
ortu
nitie
s an
d m
atch
ing
ski
lls.
00
0En
hanc
ing
the
Lo
cal E
cono
my
LE03
4H
OU
SIN
GA
vaila
bili
ty o
f Gov
ernm
ent
fund
ing
to
ensu
re s
ocia
l hou
sing
mee
ts d
ecen
t st
and
ard
s, s
upp
orts
the
Par
tner
ship
’s as
pira
tion
for
hous
ing
cho
ices
and
imp
rove
d
stan
dar
ds.
43
12*
Cou
ncil’
s H
ousi
ng M
arke
t Re
new
al S
trat
egy.
* P
artn
ersh
ip w
orki
ng w
ith p
rivat
e se
ctor
dev
elop
ers
and
Reg
iste
red
Soc
ial L
and
lord
s.*
Ong
oing
con
sid
erat
ion
to e
nsur
e ty
pe,
mix
and
ra
nge
of h
ousi
ng m
eets
resi
den
ts’ a
spira
tions
.
Enha
ncin
g t
he
Loca
l Eco
nom
y
Ris
k R
efR
ISK
DE
SCR
IPTI
ON
Gro
ssC
ON
TRO
L M
EA
SUR
ES
(Cur
rent
ly in
pla
ce)
Furt
her
Act
ion(
s)
Act
ion
Gro
up
Res
po
nsib
le
Probability
Impact
Score
Res
idua
l
Probability
Impact
Score
Middlesbrough Sustainable Community Strategy 2008 - 2023 Page 79
Environmental Sustainability
SEC
UR
ING
EN
VIR
ON
ME
NTA
L SU
STA
INA
BIL
ITY
Thre
ats
- the
ris
k re
gis
ter
reco
rds
how
we
red
uce
the
likel
iho
od
and
/or
imp
act
of
thes
e ri
sks
curr
ent
resi
dua
l sc
ores
are
in
fl uen
ced
by
natio
nal e
cono
mic
cl
imat
e
E035
Unc
erta
inty
in re
spec
t of
Gov
ernm
ent
recy
clin
g a
nd c
omp
ostin
g t
arg
ets.
53
15En
sure
tha
t th
e ne
w k
erb
sid
e re
cycl
ing
con
trac
t d
eliv
ers
bes
t va
lue,
fl ex
ibili
ty a
nd p
erfo
rman
ce fo
r th
e A
utho
rity.
52
10Re
por
t p
oten
tial fi
nan
cial
ris
k of
new
ta
rget
s at
the
ap
pro
pria
te t
ime.
Envi
ronm
enta
l Su
stai
nab
ility
E036
If p
eop
le d
o no
t un
der
stan
d t
he im
por
tanc
e of
env
ironm
enta
l iss
ues,
the
y w
ill n
ot
chan
ge
thei
r b
ehav
iour
.
45
20Pr
ofi le
and
aw
aren
ess
of e
nviro
nmen
tal i
ssue
s ra
ised
by
educ
atio
n, p
ublic
ity, i
mp
rove
men
t w
orks
, ap
plic
atio
ns fo
r aw
ard
s.
25
10O
ngoi
ng p
rog
ram
me
of E
nviro
nmen
tal
Educ
atio
n an
d a
war
enes
s-ra
isin
g t
o ch
ang
e at
titud
es, w
ith s
ubse
que
nt
enfo
rcem
ent
actio
n w
here
non
-co
mp
lianc
e is
iden
tifi e
d.
Envi
ronm
enta
l Su
stai
nab
ility
E037
If a
chan
ge
in n
atio
nal o
r lo
cal p
olic
y le
ads
to re
duc
ed fu
ndin
g, t
hen
curr
ent
stan
dar
ds
mig
ht n
ot b
e m
aint
aine
d.
45
20Fu
ndin
g o
pp
ortu
nitie
s an
d p
artn
ersh
ip o
pp
ortu
nitie
s ar
e m
axim
ised
.Fi
nanc
ial a
nd p
erfo
rman
ce m
onito
ring
and
rep
ortin
g
pro
cess
es a
re in
pla
ce t
o en
sure
sta
ndar
ds
are
mai
ntai
ned
or
imp
rove
d.
25
10Re
gul
ar li
aiso
n w
ith n
atio
nal
gov
ernm
ent
agen
cies
and
str
ateg
ic
par
tner
s to
iden
tify
futu
re d
irect
ion
of
fund
ing
str
eam
s.
Envi
ronm
enta
l Su
stai
nab
ility
E038
Lack
of a
n ef
fect
ive
tran
spor
t ne
twor
k m
eans
car
bon
em
issi
ons
from
veh
icle
s ar
e no
t re
duc
ed.
43
12C
ontin
ued
focu
s on
Cou
ncil
carb
on-r
educ
tion
pla
ns.
Ad
optio
n of
One
Pla
net
Livi
ng S
usta
inab
le P
rinci
ple
s
Imp
rove
men
ts t
o p
ublic
tra
nsp
ort
bei
ng d
evel
oped
, in
clud
ing
:
B
id fo
r Te
es V
alle
y M
etro
sys
tem
Maj
or b
us b
id
C
ycle
-way
Imp
rove
men
ts.
33
9Th
is r
isk
will
be
man
aged
by
wor
king
al
ong
sid
e th
e Tr
ansp
ort
Act
ion
Gro
up.
Envi
ronm
enta
l Su
stai
nab
ility
(s
upp
orte
d
by
all t
hem
e g
roup
s)
E039
Loss
of E
nerg
y Fr
om W
aste
inci
nera
tor:
Ef
fect
on
recy
clin
g t
arg
ets,
ad
diti
onal
cos
ts,
dam
age
to v
ehic
les
acce
ssin
g la
ndfi l
l site
s ta
ken
out
of s
ervi
ce.
33
9En
sure
alte
rnat
ive
arra
ngem
ents
are
in p
lace
for
was
te
dis
pos
al a
rran
gem
ents
in t
he e
vent
of a
failu
re a
t th
e si
te.
Reg
ular
liai
son
with
the
Was
te M
anag
emen
t C
ontr
acto
r.
32
6O
ngoi
ng.
Envi
ronm
enta
l Su
stai
nab
ility
E040
Dec
reas
e in
sta
ndar
ds
on E
rimus
-ow
ned
la
nd fo
llow
ing
loss
of c
ontr
act.
43
12Re
gul
ar li
aiso
n w
ith E
rimus
Hou
sing
/Val
e C
ontr
act
Serv
ices
. In
trod
uctio
n of
NI1
95 in
spec
tions
on
Erim
us
land
.
33
9En
viro
nmen
tal
Sust
aina
bili
ty
E041
Failu
re t
o im
ple
men
t St
ewar
t Pa
rk H
erita
ge
Lott
ery
pro
ject
.3
39
Incr
ease
pro
ject
man
agem
ent
cap
acity
usi
ng b
oth
exte
rnal
and
inte
rnal
exp
ertis
e.2
36
Envi
ronm
enta
l Su
stai
nab
ility
E042
Failu
re t
o ef
fect
ivel
y m
anag
e tr
ee s
tock
: Po
tent
ial c
laim
s fo
r d
eath
/ in
jurie
s re
sulti
ng
from
falle
n tr
ees
/ d
ebris
.
27
14In
trod
uctio
n of
new
tre
e-m
anag
emen
t p
olic
y an
d
asso
ciat
ed t
ree-
insp
ectio
n re
gim
e.1
77
Rep
ort
to C
MT
May
200
9.En
viro
nmen
tal
Sust
aina
bili
ty
Ris
k R
efR
ISK
DE
SCR
IPTI
ON
Gro
ssC
ON
TRO
L M
EA
SUR
ES
(Cur
rent
ly in
pla
ce)
Furt
her
Act
ion(
s)
Act
ion
Gro
up
Res
po
nsib
le
Probability
Impact
Score
Res
idua
l
Probability
Impact
Score
Middlesbrough Sustainable Community Strategy 2008 - 2023Page 80
Environmental Sustainability
Op
po
rtun
itie
s - t
he r
isk
reg
iste
r re
cord
s ho
w w
e st
rive
to
rea
lise
the
full
po
tent
ial o
f th
ese
op
po
rtun
itie
s
E043
Hig
h st
and
ard
s of
saf
e, g
reen
, op
en s
pac
es
will
red
uce
carb
on e
mis
sion
s, im
pro
ve w
ell-
bei
ng a
nd e
ncou
rag
e p
ositi
ve a
ttitu
des
.
45
20*
Gre
en F
lag
aw
ard
s m
aint
aine
d fo
r A
lber
t, S
tew
art
and
Pal
liste
r Pa
rks
and
for
Hem
ling
ton
Lake
.*
Gre
en P
enna
nt a
war
d m
aint
aine
d fo
r St
aint
on
Qua
rry
site
- a
n aw
ard
reco
gni
sing
qua
lity
gre
en
spac
es m
anag
ed b
y vo
lunt
ary
gro
ups.
* H
emlin
gto
n La
ke a
nd C
lean
Bec
ks c
amp
aig
n aw
ard
ed W
ater
way
s Re
nais
sanc
e A
war
ds.
* A
war
d-w
inni
ng in
itiat
ive
to re
duc
e th
e st
ray-
dog
p
opul
atio
n.*
Are
a C
are
Team
s ra
isin
g s
tand
ard
s ac
ross
the
tow
n.*
Hig
h le
vels
of s
atis
fact
ion
with
par
ks a
nd o
pen
sp
aces
.*
Cou
ncil
targ
ets
for
loca
l str
eet
and
env
ironm
enta
l cl
eanl
ines
s ex
ceed
ed fo
r 20
08/0
9.*
Che
win
g g
um li
tter
red
uctio
n ca
mp
aig
ns 2
007
and
20
08.
* H
igh-
prio
rity
24-h
our
resp
onse
giv
en t
o re
que
sts
for
rem
oval
of fl
y t
ips.
* C
entr
e Sq
uare
pro
vid
es a
hig
h-st
and
ard
op
en
spac
e.*
Env
ironm
enta
l iss
ues
are
hig
h-p
rofi l
e in
loca
l sc
hool
s.
Cos
t /
fund
ing
may
hin
der
thi
s.Pr
ovid
e m
ore
bin
s rig
ht a
cros
s th
e B
orou
gh
- no
t ju
st
tow
n ce
ntre
.C
onsi
der
use
of o
ffend
ers
for
envi
ronm
enta
l co
mm
unity
wor
ks.
Envi
ronm
enta
l Su
stai
nab
ility
Ris
k R
efR
ISK
DE
SCR
IPTI
ON
Gro
ssC
ON
TRO
L M
EA
SUR
ES
(Cur
rent
ly in
pla
ce)
Furt
her
Act
ion(
s)
Act
ion
Gro
up
Res
po
nsib
le
Probability
Impact
Score
Res
idua
l
Probability
Impact
Score
Middlesbrough Sustainable Community Strategy 2008 - 2023 Page 81
Middlesbrough Partnership
Audit Commission An independent public body responsible for ensuring that public money is spent economically, effi ciently and effectively in the areas of local government, housing, health, criminal justice and fi re and rescue services.
BME Black and Minority Ethnic (refers to individuals or group).
Building Schools for the Future (BSF)
A Government programme that aims to rebuild or refurbish every secondary school in England, managed by local authorities. Introduced in 2005/2006, it consists of both Capital Grant and Supported Borrowing.
Business Support Simplifi cation Programme (BSSP)
A programme which has streamlined over 3,000 publicly-funded business support schemes - including grants, subsidies and advice - into one national portfolio of up to 100. This will reduce duplication while making it easier for businesses to get the support they need.
Common Assessment Framework (CAF)
A standardised approach to conducting an assessment of a child’s additional needs and deciding how those needs should be met.
Decent Homes Decent Homes are wind- and weather-tight, warm and with modern facilities. The DH standard is intended to be the minimum that no social housing should fall below; it is designed to trigger action rather than defi ne the standard to which work should be undertaken.
Department for Work and Pensions (DWP)
The Government department responsible for benefi ts, pensions, child support and health and safety. It is unlikely that a person will go through their life without ever having contact with the DWP or one of their businesses, which include Jobcentre Plus, the Pension Service, the Child Support Agency and the Health and Safety Executive.
Drug Intervention Programme (DIP)
A crime-reduction initiative that provides a much-needed support structure to encourage offenders out of crime and into treatment.
Government Offi ce One of nine Government Offi ces representing ten central Government Departments in the English regions and which are the primary route for the delivery of a wide range of policies.
Index of Multiple Deprivation (IMD)
The combination of a number of indicators, chosen to cover a range of economic, social and housing issues, into a single deprivation score for each small area in England. This allows each area to be ranked relative to others according to their level of deprivation.
Joint Strategy Unit (JSU) The Tees Valley organisation carrying out strategic planning: in particular, the Tees Valley Structure Plan, sub-regional economic development strategy, strategic transport planning and technical support, information and forecasting service, and the management and administration of European programmes.
APPENDIX 4
GLOSSARY
Middlesbrough Sustainable Community Strategy 2008 - 2023Page 82
Middlesbrough Partnership
Learning and Skills Council A national organisation that aims to make England better skilled and more competitive.
Local Area Agreement (LAA)
An agreement made between central and local government in a local area. Its aim is to achieve local solutions that meet local needs, while also contributing to national priorities and the achievement of standards set by central government. LAAs seek to improve local performance by allowing a more fl exible use of resources to achieve better outcomes and devolve responsibility. They also seek to enhance effi ciency by rationalising non-mainstream funding and reduce bureaucracy to help local partners to join up and enhance community leadership.
Local Development Framework (LDF)
A document that local authorities are required to produce setting out the overall principles for new development in an area. It includes more detailed plans for specifi c places that are set to change, such as regeneration areas.
Local Strategic Partnership (LSP)
Introduced by the Local Government Act 2000 the LSP brings together at a local level parts of the public sectors as well as the private, business, community and voluntary sectors so that different initiatives and schemes support each other and work together. It is responsible for developing and driving the implementation of the Sustainable Community Strategy to improve the quality of life locally.
Local Transport Plan A fi ve-year integrated transport strategy, prepared by local authorities in partnership with the community. The plan sets out the resources predicted for delivery of the targets identifi ed.
Middlesbrough Voluntary Development Agency (MVDA)
A local organisation that supports, promotes and develops local voluntary and community action.
Multi-Area Agreement (MAA)
A cross-boundary local area agreement (LAA). It brings together key players in fl exible ways to tackle issues that are best addressed in partnership at regional and sub-regional levels.
National Indicator (NI) A measure designed to rate progress on national priorities where they are delivered by local councils acting alone or in partnership. Councils have to select up to 35 designated targets from the list of indicators for their Local Area Agreements.
Not in Employment, Education or Training (NEET)
Government terminology referring to young people aged between 16 and 18 who are not currently engaged in employment, education or training.
Primary Care Trust (PCT) A type of trust, part of the National Health Service in England, that provides some primary and community services or commissions them from other providers, and is involved in commissioning secondary care.
Problem Solving Group (PSG)
Groups formed to target specifi c problems in the community.
Prolifi c and Priority Offenders Scheme (PPO)
A scheme that targets the 5,000 most prolifi c offenders, representing 0.5% of the entire active offender population, who are estimated to commit 10% of all crimes.
Sustainable Community Strategy (SCS)
The plans which local authorities are now required to prepare for improving the economic, environmental and social well-being of local areas and by which councils are expected to co-ordinate the actions of the public, private voluntary and community organisations that operate locally.
Middlesbrough Sustainable Community Strategy 2008 - 2023 Page 83
Middlesbrough Partnership
Voluntary and Community Sector (VCS)
Also known as the voluntary sector, the third sector, the social sector or social economy.
Working Neighbourhoods Fund (WNF)
A dedicated fund for local councils and communities to develop more concentrated, concerted, community-led approaches to getting people in the most deprived areas of England back to work.
Youth Offending Service (YOS)
An organisation that supervises young people between the ages of 10 and 17 years who are the subject of Court Orders and Police Final Warnings. The aim of the YOS is to prevent offending and re-offending by young people.
Middlesbrough Sustainable Community Strategy
2008 - 2023
Tel: 01642 729559 or 729286Web: www.middlesbroughpartnership.org.uk