Salford Neighbourhoods Summit Resource Pack: Contents

1. Salford Neighbourhoods Summit Resource Pack: Contents 6. Putting it all together IN Salford * 9. 5. Young Foundation Neighbourhood Analysis 5 8 7. Seven Key Ingredients for Successful Neighbourhood Management 8. What is Salford’s approach to neighbourhood working? Key neighbourhoods data – ‘Narrowing the Gap’* (Items marked * are key reading) 1. Introduction 3 2. Map of Salford’s Neighbourhoods 4 3. Salford Neighbourhoods’ Population 4. How neighbourhood working operates in Salford * 6 7 9 10 11

2. Salford Neighbourhoods Summit Resource Pack: Contents (cont) (Items marked * are key reading) 10. Whole Systems Working – How does it fit with Salford’s neighbourhood agenda? 15 11. Whole Systems working in Salford - 16 19 12. Whole Systems working in Salford – Future Search 13. Young Foundation Research 21 14. Summary of Focus Group Sessions: Findings and Key Strategic issues * 25 15. New Deal for Communities: Response to the Neighbourhoods Summit 31

3. 1. Introduction • This resource pack collates some key materials which will help Summit delegates contextualise their discussions about neighbourhood working in Salford in a broader arena. It is suggested that delegates pay particular attention to items which are asterisked on the contents page. • The pack contains information about: • Salford • and • National Research and Good Practice • The pack picks out materials that it was felt would provide useful background for Salford’s Neighbourhoods Summit – it is not intended to be the definitive guide to neighbourhood working.

4. 2. Map of Salford’s Neighbourhoods There is one Community Committee for each neighbourhood within the city of Salford. Each neighbourhood contains between two and three wards. The boundaries for each neighbourhood are indicated on the map.

5. 3. Salford Neighbourhoods’ Population

6. 4. How Neighbourhood Working operates in Salford

7. 5. Young Foundation Neighbourhood Analysis The Young Foundation suggests there are 3 reasons why local authorities (and other public service providers) work in neighbourhoods. • Engagement - Use community • engagement to improve • Citizen influence over local decisions • Belonging • Community cohesion • Governance - Improve and devolve • decision making to improve • Trust in and sense of influence • Responsiveness in decision making • Turnout • Delivery - Ensure more • responsive services to improve: • service coordination • Value for money • Citizen satisfaction with services For Residents – Better Neighbourhoods

8. 6. Putting it all together IN Salford Examples of the types of activity which fulfil each approach to Neighbourhood working Communityengagement Children'slocality teams Neighbourhoodpolicing Communitydevelopment Neighbourhood charter & performance management Community commissioning Communities of identity Participatory action plans and visioning Youth forums Local forums Community committees Participatorybudgeting Health ActionPartnerships NeighbourhoodPartnership Boards Localscrutiny Joint tasking One-stop access points Support for community& voluntary sector e.g. SALT/Broughton Trust Co-located Neighbourhood teams Frontline councillors Devolved servicedecisions Joined-up services Decentralised service management Budget subgroups Housing Governance e.g. Salix/City West Devolved community committee budgets Volunteering Local partnership delivery groups Community-baseddelivery Delivery Governance

10. 8. What is Salford’s approach to neighbourhood working? What is the focus of Salford’s neighbourhood delivery? Where is Salford on this chart now? Where do you think Salford should be aiming to be? ENGAGEMENT FOCUS Participatory Governance Community Empowerment Neighbourhood Delivery Mixed Models Devolved Governance Localised Delivery DELIVERY FOCUS GOVERNANCE FOCUS Thanks to the Young Foundation for allowing reproduction of this diagram

11. 9. Key Neighbourhood Data – ‘Narrowing the Gap’ Index of Multiple Deprivation 2007

12. 9. Key Neighbourhood Data – ‘Narrowing the Gap’ The following graphs give some indication of the ‘gap’ which exists between Salford’s neighbourhoods and between the city and the rest of the country. Neighbourhood working is often thought to be the best place to understand these challenges and to garner services and resources locally. This graph shows huge differences (between 49% and 2%) of the number of residents who are on out of work benefits across Salford’s Super Output Areas (SOAs). SOAs are small geographical units used by the office of National Statistics to capture data. They contain an average 1500 residents.

13. 9. Key Neighbourhood Data – ‘Narrowing the Gap’ Violent crime Serious acquisitive crime

14. 9. Key Neighbourhood Data – ‘Narrowing the Gap’ Life Expectancy % of Students achieving 5 or more GCSEs graded A-C

15. Principles of ‘Whole Systems’ thinking Whole Systems thinking requires you to understand how systems operate and interlink: at both a micro level (such as families, neighbourhood and village communities, and work teams) and macro level (such as large organisations, politics and the economy). For example in the case of worklessness how does Job Centre Plus, local community and voluntary sector provision, and the decisions of those who are seeking employment fit together? use tools and approaches which foster ’whole systems’ working, where planning, research and evaluation seek to engage the full range of stakeholders including services users, communities, front-line staff, councillors, middle and senior managers. People with authority, resources, expertise, information and need should be engaged to get a rounded understanding of the issue being addressed. 10. Whole Systems Working – How does it fit with Salford’s neighbourhood agenda? The challenges faced by Salford’s neighbourhood are complex and multi-dimensional, such challenges demand solutions that utilise the skills, expertise and resources of all partners. From April 2009 Comprehensive Area Assessment (CAA) will hold local public services ‘collectively to account for their impact on better outcomes. This means that CAA will look across councils, health bodies, police forces, fire and rescue services and others responsible for local public services, which are increasingly expected to work in partnership to tackle the challenges facing their communities (Audit Commission). ‘‘Whole systems’ thinking and working will enhance Salford’s ability to address the CAA’s demands. ‘Whole systems’ thinking has been embraced by Salford at both a city and a neighbourhood level. During 2006/07, Salford’s Strategic Partnership was supported by a team of Neighbourhood Renewal Advisors (NRAs) in developing delivery plans for the Partnership’s first LAA. This team concluded that only a different response to the City’s challenges would achieve transformational (rather than incremental) change. They suggested that a ‘Whole Systems’ approach would help the Partnership to address the city’s most deep-seated challenges. Salford’s Connecting People to Opportunities paper (2007) clearly articulated the strategic need for transformational change for the city to seize the wealth of forthcoming opportunities (eg. mediacity:uk). (see http://www.partnersinsalford.org/connectingpeople.doc). The paper summarised the scale of challenges faced by Salford. At the heart of this challenge is the aim to ‘narrow the gap’ between the most and least deprived areas within Salford, and between Salford and the rest of the country. This demands that the seemingly intractable issues of child poverty, the poverty of aspiration, low skills and worklessness have to be tackled in a different way. The challenge for local services is that these issues are both complex and interdependent. Effectively tackling them lies beyond the scope of any one individual partner. They do not lend themselves to easy solutions. Whole system approaches can be seen as a set of principles for effective partnership working and improving service delivery. It moves beyond thinking about issues in professional silos. The key principles are outlined here. The Partnership has embraced the challenge set by the NRAs. Spotlighting, a way of using ‘whole systems’ approaches to public service reform at a neighbourhood level has been used in the City from 2007 to date. It also approved the use of Future Search, a three day, whole city, whole system dialogue to address the key issues faced by Salford. The Partnership are currently updating our community plan to be come a sustainable community strategy; it will be a plan for the ‘whole system’.

16. Week (up to) 1 2 - 3 3 - 4 6 onwards Bi Monthly 5 - 6 Stage Planning The issue The response Delivery Agreements Delivery Stock takes Products & Tasks Business case. Team. Methods Mapping Stakeholders Cause and effect analysis: Families, individuals, places. Delivery Chain analysis: Systems, structures, incentives Commitment to change – made to high level panel. Quick wins. medium and long term reform. Regular high level checks on delivery ‘Quick wins’ – supporting local ideas 11. Whole Systems working in Salford – Spotlightis a ‘whole systems’ process inspired by the Priority Review Model developed by the Prime Minister’s Delivery Unit. It injects pace, urgency and analytical rigour and accountability to the job of dealing with key issues – things like worklessness, young people who aren’t in education employment and education, and making sure that Salford is a clean, green and safe place to live. It’s a rapid (six to eight week) analysis designed to understand the issue in a local context, understand how services link together and their strengths and weaknesses (and in some cases fatal flaws!). Spotlight seeks to understand an issue in detail at neighbourhood level and to assess how public services might join up to deliver more effective outcomes at for citizens and service users. It engages the ‘whole system’ in a structured six week process which is outlined below.

17. 10. Whole Systems working in Salford – Spotlight is designed to make sure that the right stakeholders (communities, service providers, and politicians) are brought together with a real sense of urgency to develop innovative solutions to address some of the city’s most difficult issues. Finding these solutions involves agencies working in partnership to understand the cause and effects of a critical issue in a local context – and its impact on places, families and individuals. From this Spotlight develops a clear picture of the reforms that need to be made and, most critically, to get the key people in organisations to agree that these changes need to be made. Spotlight supports the delivery of Salford’s Local Area Agreement (LAA). What has Spotlight achieved? • has developed clear, evidence-based examples of how large public sector agencies are not always encouraged to deliver on things that matter to local people. • For example: • In Ordsall and Langworthy the police’s objectives are dominated by edge of city centre theft from motor vehicles when local people care most about anti social behaviour. • On worklessness, Jobcentre plus do not have strong incentives to deliver in at a small area level, much less in the toughest areas. • The learning from Spotlight has led to the police, Jobcentre Plus and other partners being committed to addressing this at a local level. This understanding and commitment will enable us to have ‘real’ conversations about flexibilities and central/local priorities with agencies and Government Office/Government about the delivery of Salford’s Local Area Agreement. • has generated real energy and ‘broken the stride’ of local partnerships; • has developed an integrated approach to analysing issues, and highlighting critical gaps in our knowledge and understanding – particularly a lack of performance measures at local level, which in some cases has led to service providers not being sure that they are delivering the services that local residents want. • has brought new providers into the delivery of services which weren’t previously part of their role, for example, we have changed GP contracts to encourage the referral of people on incapacity benefit to employability advisers, and hope to give registered social landlords an important role in supporting workless tenants. • has identified barriers to community and voluntary (third sector) organisations being commissioned to provide local services and developed a commitment to remove these. On worklessness we have commissioned third sector organisations into the system for the first time.

18. Key messages from Spotlight for neighbourhood working: There have been common themes which have emerged during the Spotlights. By understanding in detail the way in which services do or don’t join up from a customer perspective the process has identified some common issues to be addressed. These are summarised on the chart below. Understanding need Planning & deciding Quantitative Data Perception Data Community Engagement THE CUSTOMER JOURNEY Reviewing Delivering 10. Whole Systems working in Salford – Possible Issues: Weak local data Weak analytical capacity Engagement not influencing delivery enough Possible Issues Plans not locally specific Local governance not connected to LSP Barriers to entry Strategy Operational Planning Procurement Possible Issues Fragmentation Weak cross referral Lack of incentives to meet local standards Weak collective action Instability Performance Monitoring Evaluation Learning Changing Delivery Possible Issues: Patchy evaluation Weak mainstreaming practice Operational Delivery See www.partnersinsalford.org/salfordagreement/spotlight.htm for more details.

19. Were there any themes around neighbourhoods which emerged from the Future Search? Neighbourhoods were viewed as an important and appropriate scale on which to engage people and deliver services. 28 out of 80 Future Search actions fall under the ‘Think Neighbourhood’ banner. Participants identified common ground statements which stressed the value of neighbourhood. These are listed here. 12. Whole Systems working in Salford – Future Search In July 2008 Partners IN Salford held a Future Search conference called ‘Seizing Salford's Moment: Connecting People with Opportunities’. mediacity:uk and other developments will bring massive opportunities and new prosperity to the city. We need to make the most of these chances, and ensure that everyone in the city feels that they benefit and their lives improve. The conference, which was attended by over 50 people from all walks of life. They were chosen for their experience and knowledge, to think creatively about the answers together. Future Search Common Ground Statements Two of the eight Future Search theme groups included neighbourhoods as a headline in their statements about the Vision for Salford in 2024. Neighbourhoods Group: We ensure that neighbourhood delivery is needs based, inclusive of all minority groups and accountable to local communities. We commit to deliver cleaner, safer, well connected and well maintained areas by full partnership working. Families Group: Our city is full of happy well supported families, living in energy efficient houses in clean, safe, active neighbourhoods.

20. 12. Whole Systems working in Salford – Future Search A further two Future Search groups felt that working at a neighbourhood level was the key to ensuring that their actions were effectively delivered. • Health Group: • Enhanced Neighbourhood Working • (Multi-agency working, outreach to services) • No wrong door ( any agency can signpost people to the right service). • Account manager (linked to above – named worker to guide users through the right services • 1 stop shop, co-location of services • Gateway Centres (co-located council and health services) • Idea of Citizen’s pathway of care (how citizens experience the journey of accessing services) • Better engagement & use the 3rd sector – gives local legitimacy What learning can we take from Future Search that might inform partnership working at neighbourhood level? • The value of whole systems working – get the whole system in the room • Working towards a collective understanding of issues and challenges – encourage diverse perspectives through listening and constructive dialogue with other stakeholders. Organise meetings that will encourage this kind of dialogue. • The principle of finding common ground – focusing on what partners can agree on and using this as a basis to forge partnership working. This avoids getting ‘stuck’ in complex and/or intractable disputes that can get in the way of making progress. We can and have to help and contribute to each others’ agendas. • Low Carbon Economy Group: • Stressed the importance and potential challenges of delivering the low carbon agenda at neighbourhood level. In particular focusing upon: • The additional infra-structure cost of low carbon actions when regenerating neighbourhoods. Low carbon needs to be the ‘normal’ way of designing. • Communities’ behaviour needs to change to accommodate low carbon lifestyles. How can we encourage this change? Neighbourhood or sub-neighbourhood level is the most appropriate scale to do this.

21. 13. Young Foundation Neighbourhood Research Improvements to crime, street scene & public real through crime prevention & youth provision The Young Foundation’s empirical research in 15 local authorities found that these areas faced many similar issues. Are these issues for Salford? Seeing tangible results Priorities shared by Communities: Are these found in Salford? Evidence of being listened to even when their wishes cannot be taken on board Streamlined consultation process Respectful attitudes from agencies and their representatives How LAs structure their overall approach to neighbourhoods within corporate plans, LAAs & LSP Embedding community engagement throughout activities Priorities for local authorities: Are these found in Salford? Youth engagement member roles at the local level Reference: Transforming Neighbourhoods: Lessons from 15 Local Authorities Developing and evolving neighbourhood working

22. How to tackle service involvement: in particular, how to involve services that do not traditionally have a locality focus, including Children’s Services in many areas. Mainstreaming neighbourhood working: making neighbourhood activities part of core business and stopping over-reliance on short-term external funding Tools and tactics to bring together services at the very local level: in particular, a question emerged about how neighbourhood charters or mini LAAs can work most effectively? The fit between neighbourhood bodies and LSPs: how to align strategic-level partnership with very local partnerships and initiatives? 13. Young Foundation Neighbourhood Research Several themes and related questions emerged during the Young Foundation’s research: • Transition to new models of governance: how to evolve existing area structures to accommodate a greater interest in the very local? • Risk management: balancing the desire to give greater responsibility to residents or the third sector and the need to safeguard the equitable spending of public money. This issue becomes more acute as residents are given more influence over services. • Exploiting new technologies: for example, the joint My Society and the Young Foundation website, ‘Fix My Street’ • Unblocking sticking points: services and neighbourhood groups often face legacies of difficult history and become stuck in conflicts

23. The Young Foundation suggest that it is the way that the changes around the current legislative drivers around empowerment (in particular Sustainable Communities Act 2007, Local Government and Public Involvement in Health Act 2007 and Empowerment White Paper) are managed a locally will have the greatest impact on empowerment. ‘[W]here local government manages these demands well and empowers all the key players - residents, councillors and community representatives - it benefits hugely from their enthusiasm and dedication, and together they can improve local services and create better neighbourhoods.’ (From Transforming Neighbourhoods: lessons from working in fifteen areas - Young Foundation and IDea 2007) 13. Young Foundation Neighbourhood Research Four dimensions emerged as critical for effective neighbourhood working Structures - closer you get to the ground the less structures matter and the more your approach to work matters - the converse is true. For Neighbourhood working to be effective it needs to be driven from the centre and embedded in department business plans People - nurturing people with different roles is important. Community activists may feel exhausted and disillusioned, councillors feel that the renewed interest in local leadership is what they have been doing anyway. Officers have to negotiate the competing demands of all groups and often carry high levels of risk. Need to develop 'skills, experience and trust to enter into the sort of mature dialogues needed to resolve complex local issues' Process - most areas embarked on reviews of neighbourhood working/structures governance. Different processes were taken. What was key was not the nature of the structure but the processes that were put in place to shape, design, and implement the structures. Organisational culture - need to be able to overcome silo mentalities, embed neighbourhood working into core service planning and into LSP LAAs. Need to develop a culture which enables officers and members to take risks and innovate to meet community demands.

24. 13. Young Foundation Neighbourhood Research How does Salford deliver services at neighbourhood level? Some food for thought. Skills & work Thanks to the Young Foundation for allowing reproduction of this diagram