Nottingham New Deal for Communities - Home - Castle

NDC Programme Review June 2010

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Nottingham

New Deal for Communities

Radford & Hyson Green

Programme Review

2000 - 2010


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CONTENTS

1. FOREWARD

2. INTRODUCTION & CONTEXT

3. PROGRESS & IMPACT

“Creating a Safer Community”

“Creating a Community of Work and Enterprise”

“Creating a Quality Living Environment”

“Creating a Skilled and Educated Community”

“Creating a Healthy Community”

“Investing in Communities through the Arts, Sports, Leisure & Culture”

“Community Participation”

4. PROGRAMME MANAGEMENT

5. KEY LESSONS LEARNED

6. FORWARD PLAN

7. CONCLUSIONS


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1. FOREWARD

1.1 Talking to residents just a few weeks ago at the opening of a new park funded by the NDC Programme, I was amazed at the strength

of feeling that was being expressed by local people. They really felt that the Radford & Hyson Green area had changed for the better.

This Report will provide a large body of evidence to say that the New Deal for Communities (NDC) Programme has improved people‟s

quality of life from a statistical point of view, however, what came

across to me on that warm spring night was a real feeling that they had been touched by something special, that their neighbourhood

had improved for the better, and that their community was far safer, more confident and more cohesive that ever before.

1.2 The NDC Programme has certainly been an “experience”. Local

commentators will tell you how there has been so many problems, so many difficulties, so may raised expectations, so many false-

dawns and so many different people that have been involved for better or for worse. However, what this Report tries to do is to

review the NDC Programme in an impartial way looking at outcomes and the impact that the Programme, rather than concentrating on

the “why‟s and how‟s”. Although it is impossible to demonstrate that the NDC funded activities and interventions have directly caused

these improvements, it would equally be hard to deny that the NDC

Programme has not significantly contributed to them.

1.3 As a once local resident, I can also say that the physical transformation over the last 10 years has been immense. Some of

this can be put down to the NDC Programme, and some of it through other investment. But it all fits under the umbrella of a

“New Deal” for the area and its residents. Just walking down Gregory Boulevard and Alfreton Road and you can see the change,

with great new impressive buildings being created from old derelict sites, and most shops rented out doing business. This has been

complemented by improvements to streets and houses, and the small pocket parks nearby – Waterloo Promenade is an excellent

example of this. Yes, there is more to do, such as redeveloping Forest Mill, and this will be our focus.

1.4 There are three things I would like the reader to take away from this Report. Firstly, that given the circumstances and given the

problems, the NDC Programme has actually been good for the area. Yes, it may have been able to have done more, but the bottom line

is that it the area is actually far better than it was in 1999. Secondly, please take on-board the lessons learned. The NDC

Programme was actually described as a “pathfinder”, and in this context, it is also important to learn from mistakes, not just what

you get right. Lastly, that whatever policies, procedures, approaches


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and working protocols you develop for a programme such as this, it

is important to note that the most critical ingredient is the people involved. Get the right people in the right positions, with the right

level of expertise and skills, and the right dedication and commitment, and you‟ve cracked it. Unfortunately, if one or two

aspects of this pattern are not quite correct, then you may have problems.

1.5 I would like to finally conclude by thanking my fellow Board

Trustees that have worked on the NDC Programme, and the successor body - Castle Cavendish Foundation. They have played a

tremendous role in ensuring that the NDC Programme was completed on time and on budget. May I also thank Government

Office for the East Midlands for their work over the last 10 years, through the “highs and lows”, without their continued support then

things may have been very different. Lastly, I would like to thank

the work of all the staff and volunteers that have contributed to the NDC Programme. In particular, to Joan Toovey and Dave Brennan

who have steered the NDC Programme through its final phase.

Sheila Hyde

Chair of the Board


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2. INTRODUCTION & CONTEXT

2.1 Ten years ago, the Government announced a major grant funded

programme designed to transform the most disadvantaged neighbourhoods in England, reducing deprivation levels, improving

the quality of life conditions and developing decent neighbourhoods to

live and work.

2.2 Set within the policy framework incorporated within the National

Strategy for Neighbourhood Renewal (1998), the New Deal for Communities (NDC) Programme was set up as one of the most

ambitious and comprehensive urban regeneration initiatives ever created. Almost £2 billion of grant was made available to 39 areas of

the country over a planned 10 year period, with a clear mandate to get to the very heart of the neighbourhood problems, and be

“resident-led”.

2.3 As one of the 39 schemes across the country, the Nottingham New

Deal for Communities (NDC) Programme was awarded to Radford & Hyson Green with a £55 million grant allocation made available. The

main objective was to make a difference to the lives of the 9,000 people who live in the Radford & Hyson Green area, ensuring lasting

benefits for the neighbourhood. The vision was to create a strong

community which actively participates in shaping and delivering services ~ a community in which people wish to stay and bring up

their children.

2.4 The Map attached show the NDC area, and its relationship with the

western edge of the City:

2.5 The original NDC Delivery Plan was structured around seven key

themes:

Creating a Safer Community

Creating a Community of Work and Enterprise

Creating a Quality Living Environment

Creating a Healthy Community

Creating a Skilled and Educated Community

Investing in Communities through the Arts, Sports, Leisure & Culture

Community Participation

2.6 Within each programme area, the NDC Programme had a number of

ambitious targets to achieve. Ten years on, it is difficult in some

cases to assess the performance against these as the way in which data is compiled has been changed over the period, for example

crime statistics. It is also not always clear how achievable some of the targets really were in relation to what was, and remains, an area

with very high levels of population change which are double the national average (40% per annum 2008 EDAW).


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2.7 What is set out below, however is the best comparison we can make using the latest data sets against some of these original targets.

Key Outcomes:

Outcome area Original Delivery Plan target

Progress To Date

Creating a safer community

Reduce rate of notifiable

incidents to city average

by 2010

NDC rate for All Crimes is 19.4

per 1,000 of the population.

This is 15 points below rate

for the City.

Reduce residents fear of

crime by 30%

Resident fear of crime has

been reduced by 30%

Creating a community of work

and enterprise

Reduce unemployment rate

to within 30% of city average

NDC area at 7% is 3% above

City average of 4%.

Below target.

Creating a quality living environment

Reduce proportion of

residents dissatisfied with

the area as a place to live

from 18% to 11%

The MORI Household Survey

asks if people are satisfied with

the area. This has increased

from 45% (2002) to 63% (2008).

Below original target by 26%.

Creating a healthy community

Reduce standardised death

rate for heart disease and

stroke to average for

Nottingham Health

Authority area

Reduce % of residents who

say health is not good from 17.5% to 10%

Mortality rates from heart

disease reduced from 5.4 (per

1,000) to 3.5. However this

remains 0.8 above the rate

for the City.

Residents who say their health

is good has increased by 9%

from 56% in 2002 to 2008 and now stands at 65%.

25% below target.

Creating a skilled and educated community

Improve educational

achievement of pupils to

City average

Increase numbers of school

leavers progressing into FE to national average

Key stage 4 and Key stage 2

results for NDC area are still

12% below City average.

1% above national average

Community Participation

Increase % of residents

who feel they can influence

decisions in the area from 19% to over 50%

This rose to a high of 27% in

2006. But marginally declined

over the lifetime of the

programme with 18% of

people now stating they feel

they can influence decisions in

the area.


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3. PROGRESS & IMPACT

“Creating a Safer Community”

3.1 NDC has invested just over £4.5 million on this theme, and as a result there have been significant improvements in reducing crime.


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The Safer Neighbourhoods project was established in the area and the „mainstream‟ service providers (Police and Nottingham City

Council) now have their full complement of Police Officers, Police Community Support Officers and Community Protection Officers from

Nottingham City Council. A new tasking system has also been set up to enable these officers to work together better. It is hoped that the

Safer Neighbourhoods Project will in the future consolidate and build on the success of the NDC-funded projects and the reduction in crime

that this brought to the area.

3.2 The Safer Neighbourhoods framework is founded on the premise that

local people will become more involved in the policing of their community and will provide intelligence to the authorities and work

with them to prioritise issues. It is hoped that residents will play a

continuing role in supporting this aspect of the Safer Neighbourhoods approach beyond 2010.

3.3 There has also been major improvement to the street lighting in the area, along with strategically positioned CCTV cameras. Furthermore,

significant investment has been made available to ensuring that most homes are safe and secure.

3.4 Supplementing these projects has been a range of youth inclusion initiatives, both detached and outreach provision. This has been part

of the prevention strategy to create positive futures for our young people, and reduce the risk of them being drawn into anti-social

behaviour, drugs and crime.

3.5 Projects receiving NDC has invested in to support safer and stronger

communities include:

Project NDC Grant

Improved Street Lighting £1,257,378

NDC Police Beat Team £816,701

Improved Home Security £739,576

Neighbourhood Wardens £976,000

CCTV Cameras £97,649

Youth Inclusion Initiatives £630,224

Pub Watch £28,121

TOTAL £4,545,649


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3.6 This investment has reduced crime by 25% over the lifetime of the programme with a corresponding reduction in the fear of crime as

indicated in the most recent MORI Household Survey, see below:

Key Indicators 2002 %

2004 %

2006 %

2008 %

Feel very unsafe outside alone after dark 56 43 36 26

Very/fairly worried about burglary 70 68 64 48

Very/fairly worried about being robbed or

mugged 70 64 63 49

Experienced burglary/attempted burglary

in last 12 months 14 12 9 6

Experienced assault in last 12 months 14 8 5 3

(Source: MORI Household Survey)

3.7 Figures for all crimes in the two wards covering most of the NDC area

are shown below:

Ward 2006 2007 2008

Arboretum 3977 3332 2864

Radford and Park 3514 3240 2427

(Source: Office for National Statistics, November 2008)

3.8 Moreover, the recent crime statistics as published by Nottinghamshire

Police confirm that the crime rates for burglary, robbery, violent crime and anti-social behaviour are all declining and are „average‟

compared with the rest of Nottinghamshire. However, anecdotal feedback from local area command shows concern remains over

burglary.

3.9 The Chart below shows what the trend has been over the last 10 years:

Crime Rate 2000 to 2009

0

100

200

300

400

500

600

2000-2001 2001-2002 2002-2003 2003-2004 2004-2005 2005-2006 2006-2007 2007-2008 2008-2009crim

es p

er 1

000 p

op

ula

tio

n p

er

an

nu

m

NDC

LA

National


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3.10 More recent data, seen below, provides a review of the crime rates over the last few years.

Summary:

3.11 Overall, crime has reduced considerably over the last decade. Importantly, this has been translated into the community’s

perception of crime, which has seen a dramatic reduction of around 40-50%. The end result is that community safety has

significantly improved, and residents feel more satisfied with their area as a place to live.

Crime Data

Rate per 1,000 of population

All Crimes 2007 2008

NDC 22.7 19.4

City (central) 39.6 34

Burglary 2007 2008

NDC 5.9 2.8

City (central) 4.1 2.8

Robbery 2007 2008

NDC 1.2 1.1

City (central) 1 1.2

Violent Crime 2007 2008

NDC 3.2 3.4


Anti - Social Behaviour 2007 2008

NDC 12.3 10.6


(Source: Nottinghamshire Police)


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“Creating a Community of Work and Enterprise”

3.12 It was recognised early on that tackling worklessness and

stimulating a vibrant economy is a vital ingredient in the fulfilment

of its regeneration objectives. The NDC Programme has invested £9.4 million into economic and employability type projects that

provide support to individuals looking for work and to local businesses in the area.


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3.13 Some of the key projects supported include:

Project NDC Grant

Hartley Court Industrial Units £336,227

Business Grants £709,699

Business Team £845,096

Business Renaissance £1,294,961

Castle Cavendish Works £3,100,334

CISCO Networking Training £235,289

Framework Housing Association Training £135,754

Regeneration Apprentices £517,831

Social Economy Development £284,331

Employability Support £208,018

Construction Training £231,751

Retail Renaissance £84,336

Business & Employability Team £458,460

Property Strategy £72,204

FEBA - Micro Business Support £27,930

Fair Goose Credit Union Development. £264,988

African Caribbean Enterprise (ACE) £121,538

USE [Creative Solutions] £133,352

Carrington Sport Training Initiative £98,852

Framework Enterprise Zone £218,744

Small Projects (less than £20k) 26,038

TOTAL £9,405,733

3.14 As part of this programme, two major refurbishment schemes have taken place to create:

Castle Cavendish Business Centre - providing managed office space and incubation facility, for start up businesses; and

Hartley Court – developing 4 new industrial units on a brownfield site adjacent to 11 similar units


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3.15 Both schemes secured significant European and regional funds to support this development through the local strategic partnership.

3.16 As a result of the NDC investment there has been an increase in business start-ups over the last 10 years. The Table below indicates

the VAT registration and de-registration figures, which is a fairly good indicator of business formation and failure rates.

VAT registration:

Vat Registration Year End

2007

Registrations

2006

De-Registration

2006

NDC 109.1 10.6 8.3

Greater Nottingham 113.9 10.4 7.8

East Midlands 117.7 9.8 7.0

England 116.8 10.7 7.6

(Source: Nottingham City Council: Nomad Plus )

3.17 In regards economic activity by household, the MORI Household Survey provides an indication of relative improvement with

significant increase in residents in paid work, and a reduction in households with less than £100 per week, see below:

Employment and Worklessness:

Key Indicators 2002 2004 2006 2008

% % % %

In paid work 29 32 37 41

Self-employed 2 2 4 3

Registered unemployed/not registered but seeking work 11 11 9 10

Long-term sick/disabled 9 10 7 9

No-one working in household 62 56 55 53

Income below £100 per week (households) 25 22 25 21

Respondent receives income support, JSA or incapacity benefit 29 28 21 22



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Employment Rate 2002-2008 (Household Survey)

0

10

20

30

40

50

60

70

80

2002 2004 2006 2008

Perc

en

tag

e

NDC

All NDC

England

Rate of Worklessness (admin data)

0

5

10

15

20

25

2002 2004 2006 2008

Perc

en

tag

e

NDC

LA

England


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Proportion of residents living in households receiving means

tested benefits

0

5

10

15

20

25

30

35

2002 2004 2006 2008

Perc

en

tag

e

NDC

LA

England

Unemployment Rate (nomad +)

0

2

4

6

8

10

12

14

1999 2004 2006 2009

Perc

en

tag

e

NDC

LA

England


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3.18 The latest unemployment figures for the NDC area (encompassing parts of Radford & Park Ward and Arboretum Ward) show:

577 people claiming Job Seekers Allowance which is 7% of the working age population compared to 4.1% in the City figure.

Unemployment is almost exactly the same as in the same period last year whereas in the City it rose by 11%

1,890 working age people were claiming one or more benefits which equates to 22.9% in the NDC area compared to 18.6% in

the City. The number of claimants fell by 8.5% over the year whereas in the City as a whole, there was a small increase

955 people were claiming Incapacity Benefit (11.6%) which is higher than the City figure but again the number of claimants fell

in the NDC area while the City figure did not change

Finally, the number of Lone Parents claiming income support fell by 3.5% to 275 while the City figure fell by 2%

3.19 Current statistics for the Radford Super Output Area (SOA), which is the Radford flats and the surrounding area, show:

200 people unemployed (17.2%)

510 people were claiming one or more benefits representing

44.0% of the working age population

250 were claiming Incapacity Benefit (IB) (21.6%) (IB is now

known as Employment Support Allowance - ESA)

60 people claiming Income Support for Lone Parents

Summary:

3.20 The above figures show that employment interventions to date have been effective in the NDC area although there is

still work to be done, particularly in the Radford Flats Super

Output Area which is a pocket of high deprivation. There is also continuing need for support for business and

development of NVQ training at Level 2 and above.


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“Creating a Quality Living Environment”

3.21 In conjunction with its capital investment into health initiatives and

creation of business and industrial premises, over £9 million of NDC grant has funded a range of works to improve the physical


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appearance of the Radford & Hyson Green area. Recycling & Energy Efficiency projects have contributed to this and most of the work

towards this has been done on the „front line‟ by the Eco Team. This has included supporting the City Council‟s roll out of doorstep

recycling in the area and the identification of new sites for recycling „bring‟ sites.

3.22 Some of the key projects include:

Project NDC Grant

Housing Strategy £103,243

Home Smart Programme £4,964,530

Alfreton Road Re-development £2,938,648

Doghouse Project / Park House £59,201

Street Cleansing £34,800

Radford Community Development Centre £36,933

Litter busters £75,840

Parks Refurbishment £290,248

Radford Neighbourhood Plan £100,000

Western Gateway £500,000

Bridlington Street Play Area £115,732

Raleigh Street Open Space £75,600

Small Projects (less than £20k) £1,988

TOTAL £9,196,763

3.23 In collaboration with our partners and local residents, the NDC Programme has also undertaken refurbishment of the parks and

play areas. These are:

Wallan Street

Bridlington Street

Maples Street Skate Park

Bentinck Road/School

Independent Street Park

Raleigh Street

3.24 The Independent Street Park incorporates outdoor gym equipment

for adults to encourage increased physical activity.

3.25 These parks have enhanced the physical environment of the

immediate area within which they are sited and provided up-to-date


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and expanded facilities for children and young people to get involved physical activity, thus addressing some of the causes of anti-social

behaviour and contributing go the health agenda. The Forest Multi Activity Pitch also continues to be well used.

3.26 Together this investments into physical regeneration has improved the physical condition of the NDC area which is reflected in the

findings from the recent Household Survey

Key Indicators

2002 2004 2006 2008

% % % %

Very/fairly satisfied with accommodation 72 76 73 86

Resident at address less than 3 years 64 59 62 62

Very/fairly satisfied with area 45 47 57 63

Area much/slightly worse than 2 yrs ago

30 30 23 17

Base: All lived at address 2+ years

Litter and rubbish in the streets a serious problem

46 43 43 32

Quality of life in area very/fairly good 75 77 79 82


3.27 Concerns over housing stock within the area and in many cases the

absence of decent homes standards led to the implementation of the Home Smart scheme, designed to improve not only individual homes

but also the environmental appearance of the area. Spread over 3 phases the following work has improved over 300 residential

properties in 14 streets, along with the redevelopment of 25

alleyways. In particular, the Home Smart programme has supported the improvements to Waterloo Promenade, which has made dramatic

improvements to the “functionability” of that area, as well as the general appearance.

3.28 More recently, the Home Smart programme has moved into developing more family accommodation in the area, by converting

previous derelict or abandoned Houses of Multiple Occupation (HMOs). This has started to remove local eyesores, as well as

improving the local housing stock. In particular, there has been a pilot scheme at Burns Street, converting 4 four bedroom, Victorian

properties. These are now generating a lot of interest on the open market. The intention is to develop this scheme into a large “rolling

programme” of conversions with a partnership with the City Council and other HMO landlords, such as Local Housing Associations. An

initial desk-top exercise has indicated that approx. 25 to 30


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properties could be brought into this programme and refurbished over a period of time. This would continue the work associated with

creating more family accommodation, developing a more stable population, attracting a more diverse tenure mix, and generating a

sustainable community.

Development of Alfreton Road:

3.29 NDC investment has also contributed to the improvement to one of

the most dilapidated blocks of retail properties along the middle section of Alfreton Road. Much of capital expenditure has been

released in the final 2 years of the programme, and has fully refurbished the internal and external aspects of 147 to 175 Alfreton

Road, along with 57-63 Boden Street. In addition, work has taken

place on the improvement to the rear of these retail units to provide significant environmental improvements to the car park and the

access road. This has transformed this section of Alfreton Road from a visual point of view. More importantly, after a slow start in 2009,

all the retail units are now let to local businesses.

Shop Frontage Improvements:

3.30 The final year of the NDC Programme has also seen investment in

the businesses on Alfreton Road by way of further shop front improvements and provision of unified signage. Over 30 shops have

benefited from this support, and it has complemented the work associated with the Alfreton Road Block.

Western Gateway:

3.31 Alfreton Road, through the Western Gateway Scheme, has also

received a major programme of environmental works, road safety improvements and pedestrian and cyclist enhancements. NDC

investment has been “matched-up” with City Council funds to enable additional works to be carried out to that already planned work

between Canning Circus and Newdigate Street. NDC funds enabled the scheme to be extended to the Bentinck/Hartley Road junction.

This has been long overdue, but will certainly add to the regeneration of the area encouraging additional inward investment

and enhancing the area as a whole with associated social and economic benefits.

Radford Neighbourhood Plan:

3.32 NDC grant has also funded the City Council to produce a Neighbourhood Plan for the Radford area, which will underpin the

Strategic Regeneration Framework for the East/Central Area of the

City. The City Council commissioned Urban Initiatives to develop the


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Neighbourhood Plan, and they have, amongst other things, developed a “spatial development strategy” for the area, and

identified a number of potential development sites, along with priorities for action. These include eyesores such as Forest Mills and

Radford Mills. The Radford Neighbourhood Plan sets out a shared vision for the area for the next 15-20 years, and puts in place a

strong case for additional funding intervention to continue the physical regeneration programme in the area, for the benefit of local

people, local businesses and local service providers.

Summary:

3.33 There has been a significant increase in resident satisfaction

with the area as a place to live, and this has to be down to the

massive improvements in the physical appearance of Gregory Boulevard and Alfreton Road, the improvements to houses in

the area, and to the transformation of the small parks and opens spaces.


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“Creating a Skilled and Educated Community”

3.34 NDC has invested just under £5m into projects designed to support

children and young people, providing them with opportunities to raise their educational attainment levels and develop their potential.


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3.35 Projects supported include:

Project NDC Grant

Fair Goose Schools Development Worker £160,992

Learning Links £515,863

Learning Theme Group £40,000

ICT Strategy £668,539

BUILD - Primetime £285,949

Amber - Breaking Barriers £163,424

Think Children £82,463

Enhancing ICT Provision in Schools £33,010

Khalsatech - Youth Support £127,943

BPIA - Youth and Afterschool £383,247

Anytime Anywhere Learning £92,530

ERONDU After School Study Support £206,820

Nottingham Ishango Maths & Science Club £176,109

Opportunities to Achieve £141,708

LEARN - Small Grants Fund £171,141

NDC Education Action Zone £1,079,270

Connexions Personal Advisors £229,684

Sure Start Extension £292,654

ICT Strategy Resident Training £123,767


TOTAL £4,992,064

Primary (Key Stages 1 and 2):

3.36 Having not instigated a longitudinal study of the effects of the Ten

Schools United Education Action Zone project (TSU EAZ), it will be difficult to map the specific benefits of this initiative against

improved attainment for individual pupils benefiting from it at primary school level.

3.37 Some of the features of the TSU EAZ have been carried over into the Central Education Improvement Partnership but some of those

considered to be most crucial (e.g. Family Learning Mentors) have not been continued due to lack of funding.


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3.38 Recent statistics for Nottingham NDC and comparator areas show the following:

Key Stage 2; pupils reaching level 4:

Detail 2002 2004 2006 2007

Proportion of pupils achieving grade

4 at Key Stage 2 ~ ENGLISH

NDC 53.9 57.6 58.7 53.8

Comparator Area 64.4 73.3 61.4 73.7

City 62.4 70 69.7 72.1

England 74.2 77.0 79.1 80.1

Proportion of pupils achieving grade

4 at Key Stage 2 ~ MATHS

NDC 46.1 59.5 58.7 65.4

Comparator

Area 55.4 69.8 66.3 75.8

City 63.0 66.4 71 72.4

England 72.9 73.6 75.6 76.9

(Source: NDC National Evaluation Administrative Data)

3.39 The data show a slight rise in NDC pupils‟ achievement of KS2 English over past 5 years (0.1%) but a fall of nearly 5% from 2006

to 2007. The actual gap between Nottingham City for 2007 and NDC was 18.3% in English (in the city‟s favour). For KS2 Maths the

results for the NDC area have risen by 19%, the City proportion rose by almost 10% from 2002 to 2007 but only 2.4% from 2006 to

2007. National rise was almost 6% in last five years.

Secondary (Key Stages 3 and 4):

3.40 In regards Key Stage 3 & 4, once again, the chart overleaf shows

that from a statistical point of view, the NDC and comparator areas show an upward trend but a slowing or falling back recently.

Detail 2002 2004 2006 2007

Proportion

achieving 5 A*-C grade GCSE's

NDC 26.7 28.7 44 36.8

Comparator Area 20.4 23.3 33 30.2

City 31.9 36.3 42.4 49.7

England 49.4 51.5 57.1 59.7

3.41 The data shows a rise of just over 10% in achievement of NDC pupils

over last five years but a fall of just over 7% from 2006 to 2007 (this was due to the changes which now make English and Maths


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compulsory subjects in calculating the five GCSE performance criteria).

3.42 Nottingham City attainment rose by 17.8% from 2002 to 2007 but only went up by 7.3% from 2006 to 2007. Nationally the rise was

10.3% over five years but only 2.6% from 2006 to 2007.

Pupils (%) Achieving Key Stage 4 2000 to 2008

0

10

20

30

40

50

60

70

2002 2003 2004 2005 2006 2007 2008

Pe

rce

nta

ge NDC

Comparator area

Nottingham City

Region

National

Further Education:

3.43 The NDC area has been successful in raising the numbers of young people going on to further or higher education although, again, this

has slowed recently.

Detail 2002 2004 2006

Rate of entry into

higher education

NDC 25.0 26.6 35.9

Comparator Area 20.4 13.6 16.5

City 23.7 21.2 22.7

England 34.9 33.1 34.2


3.44 NDC rate went up by 10.9% from 2002 to 2006 but only rose by

1.5% from 2006 to 2007. Nottingham City rate over five years fell by 1% and by 0.4% from 2006 to 2007. Nationally, the rate fell by

0.7% over the long term and by 1.6% from 2006 to 2007.


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3.45 The gap between Nottingham City figures and NDC for 2007 was 1.7% (in NDC‟s favour).

3.46 The NDC-funded Connexions Personal Advisors project will undoubtedly have played a part in this rise but obviously the

secondary schools have also been working hard to encourage their students to go on to further education.

3.48 In terms of qualifications for working age population, the % of residents who have no qualification actually increased from 22% in

2002 to 24% in 2008. This situation is reflected in the % of people currently taking part in some form of education or training, which

reduced from 30% in 2002 to 28%. All the anecdotal evidence suggests that this is directly related to the relatively high population

churn that exists in the NDC area.

Summary:

3.49 Educational achievements at all key stages and staying on rates have improved over the lifetime of the NDC but have

now reached a plateau, probably as a result of the changes in criteria which make English in particular a focus for further

improvement.


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“Creating a Healthy Community”

3.50 The NDC has invested just under £7.1m in a wide-range of initiatives

designed to improve the health of local residents.


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3.51 These projects include:

Project NDC Grant

Waverley Health Centre £1,326,983

All Saints Well-Being Centre £1,037,102

Capacity Building & Mental Health Work £198,061

The Bridge Centre £37,500

IPARO - In-School Counselling & Mental

Health support £225,212

Prostitute Outreach Workers Service £414,795

All Saints Community Care

Mental Health Support £221,558

Impact Integrated Medicine £518,235

Sure Start Advisor £163,197

Art in Mind ~ Mental Health Support £265,332

Reach Out for Health ~ Healthy Eating £63,590

Avoidable Injury £119,257

Exercise Referral Scheme £124,234

Djanolgy Community Leisure Centre £2,200,000

Healthy Housing £67,232

Holistic Health Projects £31,597

Small Projects (less than £20k) 37,435

TOTAL £7,051,320

3.52 NDC has funded and/or commissioned a number of projects designed

to address health inequalities in the area including some major capital improvements.

Waverley Health Centre:

3.53 A former hotel was purchased and converted to provide a traditional

GP service at the now renamed Waverley Health Centre. This has also provided the opportunity for partner organisations, such as the

Primary Care Trust and the Crime and Drugs Partnership to have

accommodation on the upper floors to deliver specialist health programmes.

All Saints Wellbeing Centre:

3.54 At All Saints, a listed former school house has been converted to

provide a “Well Being” Centre for the YMCA from where a number of health outputs are delivered including exercise on prescription.


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Djanolgly Community Leisure Centre:

3.55 The new Noel Street replacement pool facility, now called Djanogly

Community Leisure Centre, has recently been completed at the rear of Djanogly Academy. The “state-of-the-art” facility should lead to

increased local resident engagement in physical activity, following the agreement with the City Council to provide a „legacy package‟ of

a 50% subsidy for NDC residents over the next 15 years.

3.56 Even without taking into account the impact of the new Community

Leisure Centre, there has been increasing numbers of residents reporting that their own health is good, as shown in the table below:

Key Indicator 2002 2004 2006 2008

NDC residents who feel their own health is good

56% 53% 57% 65%


3.57 Improvements in health are also reflected in reduced mortality rates

as shown in the table below although heart disease is still more of a problem than in the City as a whole:

Mortality Rates:

Mortality Rates 1999-01 2001-03 2003-05 2004-06

All Causes

NDC 40.1 34.1 27.4 21.07

Nottingham 23.6 22.9 21.2 21.03

Heart Disease

NDC 5.4 7.2 5.3 3.59

Nottingham 4.4 4.2 3.9 2.67


Summary:

3.58 There have been major improvements in overall mortality rates in the NDC area and the challenge remains to sustain

this and reduce heart disease down to City levels.


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“Investing in Communities

Through the Arts, Sports, Leisure & Culture”

3.59 NDC has provided over £2.3m of funds to support Arts, Sports, Leisure and Cultural Activities.


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3.60 Key Projects include:

Project NDC Grant

Sports Officers £52,428

Arboretum Refurbishment £104,407

Cavaliers Cricket Club £143,419

Nottingham Carnival Trust £21,040

Nottingham Carnival £35,853

Hoop Dreams Basketball Club £154,017

New Art Exchange £1,220,000

Radford Sports & Social Club £70,000

Forest Multi-Activity Pitch £75,000

Maple Street Skate Board Park £100,267

Building for the Future £100,000

Boulevard URC £96,600

Forest Recreation Site – Family Fun £120,000


TOTAL 2,321,437

New Art Exchange:

3.61 In December 2005, NDC grant contributed £1.2M to support the

£5.6M construction of the New Art Exchange. This “state-of-the-art” community building on Gregory Boulevard is designed to showcase

arts and culture from African and Asian communities. The New Art Exchange was officially opened in September 2008.

3.62 Previous NDC funding to organisations such as City Arts (to deliver the Art in Mind health project and develop their studio project) and

the joint NDC/City Arts Engagement through Art Project for the Mary

Potter Centre, have resulted in benefits which use art as a medium for engagement and economic development rather than in the

promotion of art for its own sake.


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3.63 The recent setting up of the Shared Voice group to revisit local potential for the development of creative industries in the area as a

genuine economic driver also offers the opportunity to build on some of our previous work and to take advantage of the rich cultural

diversity of the area and the existing artistic base.

Summary:

3.64 This theme has mainly offered an opportunity to use art,

culture and leisure activities to support targets in other key areas and has contributed to achieving many of the

achievements in other sections particularly in relation to health and activities for children, young people and adults.


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“Community Participation”

3.65 To promote community participation, the NDC Programme has

invested over £12m into supporting a range of events activities and small-scale initiatives.


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3.66 Projects supported include:

Project NDC Grant

Community Support Fund £984,139

Partnership Support & Capacity Building including Race Equality Access £4,185,561

Communications & Events Team £775,084

NDC Commissioned Services Team £973,830

Project Initiation Fund £94,202

Neighbourhood Investment Fund £1,957,469

Publicity Plus £348,069

Partnership Council - Key Fund £499,836

The Tom Peters Leadership Challenge £40,385

IBA - Co-ordinating Action £230,000

Youth and Play Scheme £90,020

Voluntary Sector Capacity Building Fund £65,723

The Vine Community Centre £83,689

Tennyson Hall Redevelopment £1,114,196

Notts Deaf Survey - Workforce Development £149,115

BPIA - Business Development £138,094

HGYC Staffing Development £183,222

Force 7 Training Researchers £55,750

Citizen 2010 - Children‟s Forum £61,118

Kiran Community Media £118,933


TOTAL £12,189,850

3.67 The focus of this theme is on participation, empowerment and

involvement to increase feelings of influence over decision making which affects resident‟s lives. Community cohesion is also an

important element and in the NDC area 43% of residents now report that “Neighbours look out for each other” - this is an increase of 8%

since 2002. (Source: Mori Household Survey 2008).


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3.68 With regard to community participation however despite some fluctuations there has been no change with the most recent data

showing:

Key Indicator

2002

2004

2006

2008

Number of residents who feel they can influence decisions in area

19% 22% 27% 18%


3.69 At a national level 31% of residents feel they can influence decisions in their area and the NDC results are surprising given the level of

investment in this area of work over the past 9 years. Saying that, a

similar down-turn between 2006 and 2008 was registered in the Leicester NDCs and in other NDCs across the country.

Neighbourhood Support Team:

3.70 The Neighbourhood Support Team had the lead responsibility for engaging with local residents and encouraging people to participate

in both NDC activities and community-led projects. The team worked in conjunction with local partners and community groups to support

residents - building their skills, knowledge and confidence to address matters of concern in their neighbourhood.

3.71 Some of the key initiatives developed by the Neighbourhood Support Team were:

Establishing Residents Voice - a forum for local people to engage with each other

The Eco Team whose remit is to work with mainstream bodies to

tackle low-level environment issues

Open University Access course to facilitate access to learning for

local people

Support for local residents groups

Running events to promote cross cultural working

Developing initiatives to attract funds into the NDC area

Neighbourhood Investment Fund (NIF):

3.72 This was a key project in relation to building the capacity of and supporting of small community and voluntary groups. The project

comprised both capital and revenue funding. To encourage sustainability in the local voluntary and community sector, NDC

introduced a capital investment programme that tied in with the national asset development policy. The NDC Asset Development

Fund led to investment in 6 local community buildings to a total of

£279,933. This funding helped and assisted groups improve the fabric of their buildings in a manner that aids long term sustainability


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through reducing running costs and improving income generation options. In addition to this NDC has supported a number of small

building improvements and security projects through its small grants.

3.73 NDC‟s small grants fund enables the organisation to target funds at „street level‟ because it worked through the thriving existing

community and voluntary groups in the area. To date the NDC small grants have delivered:

No. of Projects

Delivered

No. of Groups

Supported

NDC Grant

340 184 £1,102,976

3.74 Evidence from evaluation shows that the small grants programme has successfully reached a diverse range of groups, reaching all

sections of the community and providing support across all of NDC‟s strategic priorities.

3.75 Small grants have therefore enabled NDC to ensure that everyone in

the area has had the opportunity to benefit from the NDC programme. It has both stimulated new activities and supported

existing groups, making the NDC area an extremely vibrant area for grassroots activities. Projects supported have enabled individuals to

participate in local activities, leading to greater interaction within the community, reducing feelings of isolation, and increasing

volunteering levels.

3.76 Most of the groups supported through this programme rely heavily

on volunteers, and evidence from NIF monitoring shows small grants have supported and increased levels of volunteering in local people

and in some cases enabled greater interaction between traditionally separate sections of the community such as the young and the old

and different ethnic groups.

3.77 In addition, small grants have aided sustainability in the grassroots

sector. Many groups have been able to start up thanks to NDC

funding. In addition a large number of NIF supported groups have gone on to successfully secure funding from other sources to

continue their work, including some groups which have secured major grants and are looking at moving into contracts in the long

term.

3.78 In addition to supporting local people and providing increased

opportunities for them to participate in community life and activities, the NIF has also enabled people to become directly involved in local

decision-making through its panel. This has enabled local people to have the opportunity to directly take part in making decisions on

how local funding should be spent. The panel has not only led to a huge wealth of local knowledge being brought together to ensure

money is allocated appropriately and groups are given good advice, but has also led to an increased sense of community cohesion. The


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majority of panel members are involved in community activity and their involvement in the panel has led to a number of cross-working

initiatives and groups working together to support each other across cultural and thematic boundaries.

Participatory Budgeting:

3.79 In 2008, NDC piloted its participatory budget scheme called „People‟s Choice‟. This utilised the skills, knowledge and experience of local

people to identify key priorities that would benefit from low-level funding support.

3.80 NDC invited all community & voluntary groups in the area to submit proposals to address the priorities and over 100 local residents voted

for their choice on „decision day‟ held on 6 December 2008. Residents voted to allocate a total £75,000 of grant to the following

activities:

Organisation Activity

YMCA Virtual Gym

Radford Care Group Cross Cultural Network for Elders

Hyson Green Youth Club Area 4 Heritage Project

The Vine Community Centre Parent Power

Pakistan Forum Healthy Blessing

NG7 United Summer League 2009

3.81 Support for more Tenants and Residents Groups was also an area of work which built on previous empowerment activity. Both Birkin

Patch Improvement Association and Waterloo Area Residents Group were set up in this way.

3.82 Activities to continue to promote community cohesion and empowerment will in particular be a key priority in future years. The

intention is for the NDC Successor Body – Castle Cavendish

Foundation – to continue to financially support the Neighbourhood Investment Fund (NIF), and continue the community renewal

process.

Tennyson Hall:

3.83 Following years of decay and dereliction, Tennyson Hall has finally been refurbished. Costing around £1 million, the redevelopment has

completely transformed the old Victorian Hall into a fully

modernised, office and training suite complex, and is now the home to 3 voluntary sector agencies and a local community group. The

facility will now be a comprehensive focal point for community information, advice and volunteering.


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Summary:

3.84 Although an important activity in its own right, supporting

community participation in its widest sense has also benefitted the other key themes, In effect, it has been the

“mortar between the building blocks” in developing a better quality of life for residents. Indeed, there has been a

significant rise in residents who say there quality of life is very/fairly good, increasing from 75% in 2002 to 82% in

2008.


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4. PROGRAMME MANAGEMENT

Programme Delivery:

4.1 The Programme has been successfully managed through a well-

developed application, appraisal and approval process. The process was designed to comply with the requirements of a range of funding

organisations and provides accountability for the allocation of funding.

4.2 It also complemented this with a robust monitoring and review process that ensured that NDC Projects completed a monitoring

return that was signed by a Chief Officer from their respective organisations. This process was supplemented by a schedule of site

visits throughout the life of the project and programme period.

Performance Management Framework (PMF) & Data Analysis:

4.3 PMF is the mechanism the NDC employed to measure the impact of its activities upon the local area. It complemented the NDC‟s

principle of conducting on-going evaluation of activity. The PMF process enabled the NDC to use a range of data to measure changes

in key indicators (Indices of Deprivation) over a number of years.

4.4 The data was gathered from a number of sources. Quantitative data

such as Local Area Data is gathered from partner bodies both directly and indirectly from NCC‟s Nomad Plus GIS system. This was

complemented by user surveys conducted by local groups to determine initiatives local people wish to see supported.

4.5 Qualitative data was gathered using the IPSOS Mori Household Survey that was organised by the Governments Department of

Communities & Local Government (CLG) and conducted every two years. This data was supplemented by individual project evaluations

that are conducted by delivery agents on an on-going basis during

the delivery of the project.

4.6 The qualitative and quantitative data were brought together each

year and presented to local residents (Focus group panels used in recent years) who provide the first step in the moderation process.

The information was then used to report NDC achievements to the Board, strategic partners and stakeholders.

4.7 The use of the PMF framework enabled the NDC:

To measure its success

Target its resources effectively

Adjust to changing priorities over time

4.8 The last PMF completed for the NDC was undertaken in 2007, and following a moderation process it was graded “Excellent”.


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Audit & Accountability:

4.9 The NDC Programme was overseen by Nottingham City Council as

the Accountable Body of the NDC Grant.

4.10 Programme management was governed by an “annual cycle” of

actions that provides for:

Quarterly monitoring and reporting to the NDC Board, AB and

GOEM

Annual internal and external audit of income and expenditure

Future financial action planning based upon prior performance and future needs

4.11 The monitoring and review process was managed through an authorised database called “System K”, which amongst other things

collected output information, as set out by Government (CLG). A

copy of the final output information is attached.

4.12 Below is a chart providing information on the level of NDC grant

spend per year throughout the NDC Programme:

0 2,000,000 4,000,000 6,000,000 8,000,000

Level of Spend

1

2

3

4

5

6

7

8

9

10

Years

NDC Spend

2000 to 2010


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4.13 In addition, the chart below provides information on the level of NDC grant spend on the Programmes priority themes:

NDC Grant

Per Theme

Art

, S

po

rt &

Leis

ure

Co

mm

un

ity S

afe

ty

M &

A

Ed

ucati

on

Healt

h

Ho

usin

g &

En

vir

on

men

t

Wo

rk &

En

terp

rise

Co

mm

un

ity P

art

icip

ati

on

0

2,000,000

4,000,000

6,000,000

8,000,000

10,000,000

12,000,000

NDC Priority Themes

Leve

l o

f G

ran

t Sp

en

din

g (

£)

Summary:

4.14 Subject to the final NDC Statement of Grant Usage, it is accepted that all the NDC grant has been used in a manner

that meets up to the requirement of Government and the Accountable Body


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5. KEY LESSONS LEARNED

Lesson 1: There was a real need to build-up the “capacity and capability” levels in the first 2 years, both in terms of

community and public service providers.

5.1 This has been a criticism of many other NDC‟s across the Country, as

well as with other Area Based Initiatives (ABIs).

5.2 With the award of £55 million, came the requirement from

Government to get the NDC Programme “up and running” straight away. NDC grant needed to be spent and tangible outputs needed to

be delivered. This had to be combined with the process of establishing a new “resident-led” body tasked with managing the

NDC Programme – a major task in itself. In effect, the pressure was on from day one.

5.3 Although, this was all very important, it was equally important to

start to build-up the capacity and capability of the community and voluntary sector: firstly, to be properly involved in the strategic

decision-making process; and secondly, to be participating fully in the project planning, design and delivery process. Moreover, it could

be argued that an even more fundamental process was the work that needed to take place with the range public service providers (Local

Authority, Police, PCT, RSLs etc…), ensuring that they had the local capacity, and were armed with a new set of skills and tools to

engage with the local communities and develop new service interventions.

5.4 Unfortunately, there was not enough emphasis placed on the importance of building capacity and capability levels, locally. The

NDC had too many other issues to deal with, and with the weight of expectation, from both Government and local residents,

concentrated on delivery rather than releasing sufficient time and

resources into this important area of work.

Lesson 2: It is important to get the balance right between

placed-based improvements and people-centred projects,

both in terms of timing and the level of investment.

5.5 The impact of new buildings, new parks and new facilities and new

roads etc… should not be underestimated. As well as the fact that these physical improvements provide tangible environment benefits -

removing dereliction and decay and improving the functioning of an area – they, more importantly, create better place for people to do

business, to shop, to access services, to play sport, to become healthier, to enjoy leisure time and to socialise. Moreover, physical

improvements have a significant psychological and emotional effect on local residents, and on people who work in the area or frequently

pass through. It makes a statement that the area is changing for the better, that the area is valued, and that the local community can be

given the trust and responsibility to look after these improvements.


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This breeds a genuine respect, increased responsibility, improved confidence and a sense of pride in an area, and changes the wider

perception held by general public. In a sense, it provides a striking statement that this was really about giving local residents a “New

Deal”.

5.6 It is therefore of paramount importance to develop a range of

physical improvements that are in place at the front-end of the Programme. Not only to signify that the areas is being transformed

for the better, but to complement the other priority themes, so as to create the right setting for improved interventions, activities and

events, especially around work, enterprise, health, community safety and education, as well as the arts and sports.

5.7 Unfortunately, due to a variety of reasons, some related to strategic

choices and some related to local restrictions, many of the major physical improvements only came forward after 2006 – the midway

point. Indeed, many of the major physical improvements that would have assisted the NDC Programme achieve its people-related outputs

and outcomes have actually only been completed in the last 3 years. Indeed the Djanogly Community Leisure Centre – a new £6.5 million

swimming pool, health and fitness facility – was actually only officially opened in April this year. As a result, many of the NDC

projects, where not able to benefit from better surroundings, better facilities and better infrastructure.

Lesson 3: It could have been more “strategy-led”, rather than

being “project-focused”.

5.8 Although it seems like there was a genuine attempt to develop a

regeneration strategy that was based on local statistical evidence and robust qualitative analysis, from the early days the NDC

Programme became focused on delivering projects. May be this was as a result of the pressure to spend; may be it was a way of

demonstrating action on the ground; may be it was even a tactical approach to deliver the “pet-projects” of Board Members. Whatever

the reasons, it was only in the final years of the Programme that real

efforts were made to allocate NDC grant based on a strategic assessment of need (i.e. NDC Action Plan 2009/10), along with the

commissioning of a spatial development strategy and neighbourhood plan for the area.

5.9 From 2004 to 2007, the Governments Performance Management Framework (PMF) and the review cycles, tried to re-focus the NDC

Programme back on to being a regeneration programme that was evidence-based, and had “smart” objectives which were linked to

tangible outcomes. To some extent this worked, however, from 2006 onwards, it could be argued that the actual “Strategy” which was

leading the direction of the NDC Programme was based on the assumption that the sustainability of the NDC body itself, was a

primary motive. This premise had a significant influence on the NDC Programme from 2006 to 2008, as seen in the next section.


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Lesson 4: The primary objective of the regeneration

programme should have been focused on improving the locality, rather than developing the role of the NDC body.

5.10 As discussed in section 5.9, as the NDC Programme moved into 2006 the strategic approach behind the NDC grant investment became

heavily influenced – implicitly and explicitly – on supporting the NDC body itself and its plans for succession, post-NDC.

5.11 Although many experts would subscribe to the view that it is important to have a vehicle to drive forward regeneration activity a

locality. Indeed, it would be also argued that it was important to develop a robust succession plan for the NDC body, and for that to

advocate for further improvements, and in some instance continue to deliver services etc… However, many of them would not

necessarily support the concept that this should be an end in itself.

5.12 Yet it seems that the strategy that was formulating from 2006 was

dominated by the mission to develop the NDC into a charitable trust which would have a sizeable asset-base (up to £20 million), would

generate a reasonable rental return (5-10%) that would therefore

continue to support the NDC body, and its regeneration activity for years to come.

5.13 This should not be seen as a “bad” objective in its own right. Yes, it was rather too simplistic, was too dependent on market forces, was

highly risky and was probably, on the whole, completely unattainable given the local circumstances. But it was also ambitious, bold and

had a clear rationale around long-term regeneration through a local delivery vehicle.

5.14 However, it should not have been the underlying driver encapsulated and embedded within the “strategy”, that was seen as the basis for

the use of NDC grant in the final phase of the NDC Programme. Even if the succession plan for the NDC body was “scaled-back”, it should

not have been the primary focus of the last 3-4 years of the NDC Programme, but should have been seen as one factor within a robust

strategy of investment into the locality, in line with the needs and

requirements of regeneration activity, community development and service provision, as a whole. As it was, the succession plan for the

NDC body became the driving force behind investment decision and the use of NDC grant. This deflected away valuable time and energy

from a range of activities with other key partners on issues around “mainstreaming” service improvements, and on working jointly on

partnership schemes. As stated in section 5.8, only in the last 18 months did the NDC Programme turn its attention on this type of

investment.


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Lesson 5: The “pathfinder” approach behind the New Deal for Communities may have been too demanding

5.15 The New Deal for Communities initiative was not just about a grant fund of £55 million, but was also about using new ways of releasing

the investment into a targeted manner within a locality. It was about putting residents at the very heart of the approach, both in terms of

the NDC body itself, especially the Board, and in regards the way projects were designed and delivered. It was also about being

innovative and experimental, and about stretching the horizons. In a sense, it was “exactly what it said on the tin” - creating a new deal

for our communities. However, on reflection the question that needs to be asked is “Was this just too demanding?”

5.16 Set within this context, and as demonstrated in other NDCs across

the country, it does not take too much disruption to steer the NDC Programme “off-track”. Between 2007 and 2008, the NDC body

became embroiled in “governance” issues which nearly brought to an end the organisation, and placed in jeopardy the NDC Programme.

5.17 This is not the time to pronounce criticism, but the lessons that must be taken on board is that the work associated with servicing and

supporting a NDC body such as this, especially at Board level, should not be underestimated. Although, Board Members provided a wide

range of skills and expertise, they also came from a wide range of differing backgrounds, attitudes and perceptions, and may not have

had the “capability” mix that was required to strategically steer and direct an organisation such as this. Indeed, the Board was actually

fairly fragile, and it did not take too much to create a major disruption. On reflection, more strategic support was needed.

5.18 At the same time, there also was a major requirement to develop

and manage the NDC Programme, with genuine community engagement. As demonstrated elsewhere, the NDC Programme was

very intense from 2004 to 2007, with over 100 projects being funded and co-ordinated. In addition, as a result of a variety of factors,

quite a number of these NDC funded projects were actually delivered directly by the NDC body itself.

5.19 On reflection, the NDC body did quite well in gearing itself up to take forward these tasks. But there was a whole range of strategic

choices and tactical decisions that were made through balancing differing priorities and objectives, which took up so much time,

energy and resources. There was also the tension and strain of leading innovative approaches, set within a growing “risk-averse”

environment.

5.20 Indeed, it seems that the NDC was as much about the “process”

than about the “impact” to the area and the communities. Although

many experts would support this view, there must be some question marks on whether the right balance was achieved in this context.


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6. FORWARD PLAN

6.1 It has been noted by residents and experts alike, that to really transform Radford & Hyson Green and remove its fundamental

problems will take much more than 10 years. Although longer than most “Area Based Initiatives”, it still seems unreasonable to suggest

that, following a downward cycle of decline that has lasted 30 years, involving 2 to 3 generations, this area‟s problems can be solved in

the NDC timeframe.

6.2 Unlike previous initiatives, however, the NDC Programme must be seen as laying the foundations to a much more sustained

neighbourhood renewal and community development process. To match up to this agenda, it is important that we develop a long-term

vision and a set of strategic goals for what we, and our stakeholders,

want for Radford & Hyson Green area in the future.

6.3 As part of this, it is proposed that a 2020 Vision is created and agreed by the NDC and its partners. This will be made up of a

number of key strategic goals that will present a future baseline of quality of life indicators for residents of Radford & Hyson Green. The

intention will be for these strategic goals to be informed and guided by the City‟s Sustainable Community Strategy and LAA targets,

which will develop a long-term journey towards Nottingham becoming a truly, great City. In a sense, a 2020 Vision will explain

what the Nottingham‟s Sustainable Community Strategy will mean to Radford & Hyson Green, in terms of:

Choosing Nottingham

Respecting Nottingham

Transforming Neighbourhoods Young Nottingham

Active & Healthy Nottingham

6.4 The intention will be to work with our key stakeholders in developing these strategic goals, achieving a high level of “buy-in”, and

resulting in a “Statement of Commitment” signed-off by all key partners to a Neighbourhood Action Plan.

The Neighbourhood Plan:

6.5 To complement a new 2020 Vision, it is anticipated that fundamental changes need to take place regarding the functionality of the area,

its layout, configuration, the effective use of land, and its connectivity to adjacent neighbourhoods. Lessons learned from the

Governments initiative on “Mixed Communities” reveal that developing truly sustainable mixed communities is much more than

creating the right mix of housing choice tenure and accommodation. Good schools, leisure and community facilities, local transport links,

local employment centres, green open space and a functioning public


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realm, all play key roles. In many respects, the NDC Programme has addressed some of these requirements, but the area still functions

poorly and has had an exceptionally high “population churn” that rather than decreasing has increased from 30% to 40% over the

lifetime of the programme. In effect, the last 10 years has seen changes in the provision of high value, high quality services and

facilities, but apart from the redevelopment of a selection of streets and a number of buildings, the physical layout and housing choice

remains very much the same.

6.6 It is anticipated that the Neighbourhood Plan, referred to previously, will provide a spatial development strategy, along with a more

informed assessment of the socio-economic dynamics and

requirements to drive forward transformational change. Urban Initiatives have completed this work and the Plan is about to be

published by the City Council. The Neighbourhood Plan links closely to the Strategic Regeneration Framework (SRF) for this part of the

City, which has also been commissioned recently by the City Council and will be carried out by EDAW.

6.7 The main aim of the Neighbourhood Plan is to deliver a more

attractive neighbourhood within which to live and it must provide opportunities for residents to benefit from the improvements through

better housing, a more attractive and safe environment and improved access to employment. The purpose must be to look well

beyond the study area to understand how the neighbourhood connects to and integrates with the wider area and to understand

the current facilities, services and employments sites that its

residents will wish to access. Equally, the Neighbourhood Plan must build on the areas key strengths:

Its good access to the City Centre

Its proximity to Nottingham Trent University Its fine built heritage

Its variety of building types and the opportunity that this presents for a variety of different uses to flourish

Its mix of independent retailers Its public transport accessibility

Its opportunity to capture passing trade, and Its fine green spaces, including the nearby Forest Recreation

Ground and the Arboretum

6.8 These will help to shape the future of the area, progressing towards

the 2020 Vision, and ensuring that Radford & Hyson Green will be transformed into a highly desirable, more stable neighbourhood for

family living on the edge of the City Centre.

6.9 One of the key aspects of the Neighbourhood Plan will be to identify appropriate and realistic options for the future sustainability of the

overall neighbourhood, and in addition include detailed analysis and


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proposals for a number of key “Priority Sites”, providing an opportunity to make better use of land, re-shape the urban layout

and provide a better housing choice. For each “Priority Site”, a development brief will be generated with realistic approaches, which

fully considers the risks, affordability, adaptability, timescales, suitability and acceptability to stakeholders and the community.

6.10 The new 2020 Vision, along with the Neighbourhood Plan, will lay the

platform for a new future for Radford & Hyson Green. To support this process, and to continue the philosophy and work of the NDC

initiative, it is critical that the current neighbourhood management approach continues in order to set an enduring structural service

development change within the neighbourhood. With the City

Council‟s support, the local Area Committee in Nottingham has provided a very good way of developing neighbourhood working that

brings together Ward Councillors, key service providers, voluntary groups and residents to understand and practically address

neighbourhood issues through enhanced, responsive and joined-up service delivery.

6.11 Over the next year, it is anticipated that Nottingham‟s refreshed

Local Area Agreement (LAA), its priorities and target outcomes, will start to significantly influence more and more service delivery across

the City. Radford & Hyson Green is in a strong position to offer itself as a model area for the locality based planning and co-ordination of

services – in effect, providing an innovative test bed for a Neighbourhood-based LAA. The proposal is to work through the Area

Committee to develop a “Neighbourhood Action Plan” that will set

down target outcomes for the next 3 years, married up to the national indicators and their target outcomes agreed within the City‟s

LAA. Our local infrastructure is strong and credible and we are already ahead of the game in terms of joint planning and evaluation

of services. More importantly, the Area Committee places a very strong emphasis on joint planning and has the key service providers

involved in specific group planning work from Housing, Police, Health and the Third sector.

Castle Cavendish Foundation:

6.12 In 2009 the NDC Board agreed to refresh itself with a new name and constitution. Castle Cavendish Foundation was created, and will take

forward the NDC succession. The name Castle Cavendish came from a local historic building, acquired as a key NDC asset that is

synonymous with industry and enterprise.

6.13 The Foundation will focus on taking forward a more “strategic role” and will work with partners to ensure that the 2020 Vision is

delivered. From 2010 onwards, the Foundation will oversee a property portfolio of approx. £3 million, along with retained NDC

income. The Foundation will support a very small executive team,


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and most of the surplus income generated from its assets will provide funds for a programme of grants – through a Neighbourhood

Investment Fund – based on an annual update of community needs and priorities. It has been agreed by the Foundation‟s Board that this

surplus will be distributed through to support the local voluntary and community sector through an externally managed grant distribution

arrangement.

6.14 As part of the new governance process, there has been the recruitment of new Trustees from the community and voluntary

sector (Residents Voice and the Partnership Council, respectively). There is also the intention to set up an Advisory Group to the new

Foundation to be utilised as a “sounding board” or “reference group”

and ensuring that future priorities are relevant to the prevailing issues in the wider community.

6.15 Looking to the future, a further proposal is that the Foundation could

be positioned to act as a “Local Asset-Backed Vehicle” (LABV) that could take forward and facilitate long-term, physical renewal in

Radford & Hyson Green, especially in regards the HMO Conversion Programme that was started in 2009.

6.16 The succession approach, agreed in March 2009, also identified that

over the next 12 to 24 months there could be a significant change to the regeneration landscape in the greater Nottingham area, with the

possible amalgamation of existing agencies to form a more co-ordinated and functioning “community regeneration offer” for the

City. The Foundation‟s Board has recommended that there should be

serious consideration to the benefits of being part of a merger with other like-minded groups and organisations, to form a new body for

locality to drive forward community regeneration.


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7. CONCLUSIONS

7.1 Overall, the NDC Programme in Radford & Hyson Green has delivered a positive effect on levels of deprivation, and has

significantly changed for the better the overall quality of life indicators. Before the global economic crisis and the ensuing

recession, many of the target outcomes had been achieved:

Crime had been reduced Employment had increased

Housing satisfaction levels had improved Business Start-ups were on the up

Educational attainment was generally improving People‟s health was getting better

7.2 Complementing these positive improvements has been a range of physical developments that have changed the area beyond belief.

Both Gregory Boulevard and Alfreton Road have had major investment. The former, through the creation of new facilities and

buildings, some of them NDC grant funded (New Art Exchange, Djanogly Community Leisure Centre) and some of them not

(Djanogly Academy; Mary Potter Centre and the Tram). The latter, through major investment in the public realm and the improvement

in shopping parades and the retail environment. Although more could have been done, and there are one or two sites that still

require attention (i.e. Forest Mill), both roads are now thriving and bustling corridors of enterprise and community life.

7.3 In addition, right in the very heart of the neighbourhoods are

refurbished buildings, such as Castle Cavendish Works, Tennyson

Hall, All Saints Wellbeing Centre and Waverley Health Centre. All of them providing local services to local people. Combined with this,

has been investment in the refurbishment and improvement of homes and of small open spaces, creating a much improved living

environment, with a greater sense of community safety.

7.4 Furthermore, through the Castle Cavendish Foundation, the NDC Programme now as a charitable body that as a good track record to

take forward the approved Succession Strategy for the area.

7.5 However, the NDC Programme has suffered from a number of difficulties over its 10 year period. Through 3 defined phases of its

life, the NDC Programme has had to cope with various changes in leadership; policies, procedures and working practices; staffing; and

grant administration arrangements. It has had to adjust to the ever-

changing organisational and policy landscape that always seemed to be shifting, and it has had to manage an arrangement with Central

Government that became increasing bureaucratic and highly risk averse.


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7.6 Given these difficulties – the lack of stability and continuity – along with the inevitable constraints on land and buildings, and a very

diverse and transient population (40% population churn), it is actually surprising that the NDC Programme was able to do so much.

7.7 One of the main reasons for this was the passion, commitment and

dedication of staff and volunteers throughout this process, not just those associated with the NDC body, but those involved in the area

as part of the public, private and community sector, including local residents. Many of them, both at senior level and those working on

the ground, contributed in various ways to continually support the initiative and keep the momentum going forward, refreshing it and,

in some cases, reviving it. Without these people, and without the

support of Government Office through the darkest times, this Review may have looked rather different.

Report Author

Dave Brennan

Nottingham New Deal for Communities - Home - Castle

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