Winner – Partnership and Strategic Working category

Summary

The North Allerdale Partnership (NAP) was not prepared to end exciting developments started through the Market Towns Initiative (MTi); effective partnership working secured funding to deliver key projects, implement innovative strategies and create a Development Trust creating a sustainable legacy through partnership with the Local Authority to achieve a trailblazing community project through Asset Transfer.

Overview

NAP worked with partners to secure a sustainable future for regeneration in North Allerdale, building on the successful final year of MTi and creating a model of best practice, through:

• Establishment and registration of North Allerdale Development Trust Limited (NADT), appointment of Board and Chief Executive; application for Charitable Status;
• Completion of Market Hall Annexe in February 2009 for use as Local Links Centre providing accommodation for NADT, Local Authorities and other organisations. Fully occupied by March 09 with core tenants providing regular income;
• £735k BIG lottery (Community Asset Fund) secured to refurbish Wigton Market Hall culminating with Asset Transfer of both Market Hall and Annexe to NADT on completion, providing further community facilities;
• Partnership with Local Authority in Advancing Assets programme (Pathfinder status awarded) for transfer of local community centre to Trust; developing a toolkit for others wanting to take the asset transfer route;
• Implemented innovative assessment into the impact of proposed supermarket development, looking at the threats and opportunities to the area and the establishment of a development partnership for Wigton;
• Established a new Business Forum for Wigton;
• Significant community and stakeholder consultation facilitated a 5 year Strategic Action Plan that will support sustainability of NADT from income for management and delivery of projects;
• Provided initial development funding and ongoing support as project board member of £2.5m Parks for People scheme at Silloth.

Working with Communities, Stakeholders and Partners, NADT seeks to support and enhance the social/economic vitality and environmental quality of North Allerdale.

Need, purpose and community involvement

Community

All 3 towns benefited from NAP’s exciting legacy through their involvement in delivering a number of key projects in their area, drafting the Impact Assessment and contributing widely to the 5 year Action Plan.  The new Local Links office, housed in the market hall annexe, provides a range of services to local communities of the area.  Once refurbishment of Market Hall is complete the management of building transfers to NADT on behalf of the local community.

Need

The MTi programme ended in March 2008, having achieved, with a wide range of partners, success in delivering key regeneration projects across the area.  It was clear that this was only the starting point and that there was a continuing need for community led regeneration and investment into the area. This requirement was reinforced by the findings of the Impact Assessment and the 5 year Action Plan.

Community involvement

Consultation through one-to-one and group meetings and open days were held with the local community, local groups, the business sector and other key stakeholders to seek their views on future need.  It was unanimously agreed that NAP should leave a legacy for the area in the form of a new Development Trust – NADT.

Likewise, the establishment of the Business Forum in Wigton, the Impact Assessment, and the 5 year Action Plan all involved extensive community input.

The Silloth Green project involved the Town Council and local Regeneration Group in the appointment of consultants, followed by extensive local consultation and participation in all aspects of the successful Parks for People submission to HLF.

Innovation, learning points & transferability

Quality

NAP secured interim management funding which allowed the initiative to be worked up to a position of sustainability.  Volunteers from across the North Allerdale area formed a Shadow Board and worked with an Interim Team to develop a 5 year business plan and ensure Board effectiveness.  In October 2008 the Trust took over from NAP, became a registered Company, appointed a Board and subsequently a Chief Executive.

Following wide consultation, the design for the Annexe and Market Hall reflected the future requirements of community and key stakeholders, resulting in the Annexe being let to capacity on opening and commitments to utilise Market Hall following completion.  Regular Market Hall project meetings with professionals, contractor and community representatives are held to ensure qualitative and financial criteria are met.

Innovation

NAP’s legacy of creating a Development Trust linked to Asset Transfer and community regeneration is a first.  In a recent press statement, Hazel Blears commended the Wigton initiative as a trailblazing community project and a Case Study for best practice in the North West, the only case study in Cumbria, a view also promoted by the DTA at regional/national level.

The Market Hall project does not stand alone; it is aligned to an Advancing Assets Pathfinder initiative for the transfer of the local community centre to the Trust to be completed by May 2009.

Impact Assessment and Development Partnership were an innovative response to the challenges presented by the supermarket and auction mart developments; working with partners an Infrastructure Deficit Plan has been developed.

Funding, future financial viability & outcomes

NAP programmes deliver £1.5m of expenditure across North Allerdale of which elements were carried forward into 2008-09.  This included the completion of the new build annexe to the Market Hall, the establishment of NADT and the submission of the Stage 1 proposals for Silloth Green to Parks for People Programme

New build of Annexe to Market Hall

NWDA                                       £275,000

Allerdale BC                               £250,000

Cumbria County Council              £33,000

Innovia Films (private sector)      £11,000 fit out NADT office & conference facility

NADT development and Interim Management (incl BIG Lottery submission, development of Impact Assessment and 5 year Action Plan)

Cumbria County Council              £28,769 April-June 2008

Allerdale BC                               £33,500 April 2008 – March 2009

West Lakes Renaissance              £61,000 April 2008 – December 2008

Town Councils                            £2,750 April 2008 – March 2009

Regeneration Group                    £250

Hopes of Wigton (private)           £1,500 Contribution to consultations

DTA (delivery of training)            £2,000 Board training April 08 – March 09

Local Area Committee                 £3,000

NADT Core costs

Allerdale BC                               £16,450 April 2008 – December 2009

Allerdale BC                               £5,000 – legal/professional fees linked to transfer

NWDA                                       £83,359 October 2008 – March 2011

Future Costs

A business plan has been developed for NADT which includes a budget summary showing expenditure of £200,000 and an income of £251,000 to March 2011.  This includes projections of income from letting of space in the Market Hall and Community Centre following transfer.  Discussions are currently advanced with Allerdale BC to allow early retention of facilities income by NADT prior to the transfer of the asset.

The Trust anticipates achieving income to support core costs from facilitating the delivery of a number of projects within the Action Plan.  During the period May 2009-March 2010 it has been agreed that NADT’s CEO will act as project manager overseeing the refurbishment works on the Market Hall, securing an income of £16k from Allerdale BC.

A further £6,300 has been secured for supporting Silloth Town Council in managing the Stage 1 grant funding for the Silloth Green project.  The Trust is planning to deliver an outreach project working with young people from 2009-2012 at a cost of £30,000 (£8,000 secured to date), providing the Trust with management and administration income at 10% and employing a part-time worker and other sessional workers.

An application to Cumbria County Council’s Regeneration Fund has been submitted for support towards employment of a part-time Development Officer/Programme Administrator.  It is anticipated that once the Trust can create an income stream through its Assets this post will become self-sustaining.

Further applications are being submitted to a wide range of funders to support both core costs and specific programmes.  The opportunities will be far wider once the Trust is registered as a Charity (application with Charities Commission currently).

The concept behind the establishment of the Trust is to ensure that it will not be grant dependant after the initial development period.  The Board have agreed that once sustainable any surplus would be reinvested in the local community through support for projects and activities.

Key partners

• Community groups across the area
• Silloth Regeneration
• Wigton Business Forum
• Solway Coast AONB
• Town Councils of Wigton, Silloth & Aspatria
• Allerdale Borough Council
• Cumbria County Council
• Northwest Development Agency & West Lakes Renaissance (URC)

Contact: Mr Andy Bush

The market town of Newport Pagnell is located 5 miles from the centre of the new city of Milton Keynes with a population of 18,000. Traditionally a rural setting the town was well known for coach making and the lace industry. For a large part of the twentieth century the famous Aston Martin cars were also produced in the town. Due to its locality a large proportion of the working population travel to work in Milton Keynes, London, Luton and Northampton.

Form-Context of Partnership

The partnership is volunteer driven with no paid staff and the board is made up of 17 people representing the public and private sector.

The constitution states that the partnership should be chaired by a volunteer and not by the local authority. This caveat was implemented as it was felt that the partnership may otherwise be perceived as an extension of Milton Keynes Council.

Down from the Board, the partnership is divided into working groups; Parks and Amenities, Transport and Parking, Town Centre, Heritage and Funding. The Chair sits on all of these working groups providing monthly progress. In total there are around 30-35 volunteers working for the Newport Pagnell Partnership.

Aims and Objectives of Partnership

Due to the closeness of the new city of Milton Keynes with its vast shopping malls and surrounding ‘out of town’ shopping areas, Newport Pagnell had been a town on the decline, without a tourist or leisure industry, with shops closing, the town centre looking drab and community life suffering as a result. In 1997 a group of interested local people held a meeting chaired by the local MP to discuss how to regenerate and reinvigorate the town, and from this the Newport Pagnell partnership was formed.

Folk

The partnership consists of representatives from; all voluntary groups operating in the town, major employers, local schools, Newport Pagnell Business Association, Newport Pagnell Revitalisation Group, Chamber of Commerce, Training and Enterprise, Newport Pagnell Town Council and Milton Keynes Council.

Finances

Function
The Town Centre Group attracted £450,000 worth of funding from the National Lottery and Milton Keynes Council to deliver a project overseen by English Heritage to regenerate the town centre. Schemes included improving street furniture, bringing the upper floors of shops into use, widening pavements and introducing more litter bins. Impressively as part of the for phase project, 34 new apartments have been made available and a small supermarket has been built on the site of a derelict Co-op.

The partnership also run an awards scheme to celebrate those people who have contributed to the town, a recent winner of which was the roadsweeper.
Specific examples of Good Practice
The Newport Pagnell Partnership are always planning their next project, be it the development of an Aston Martin Heritage Centre or relocating the Town Museum. The quality and frequency of the schemes has raised the profile of the group. These projects have been a success due to the hard work of the Chair of the Partnership, the Chairs of the working groups and the volunteers. In order to create these working groups an open meeting was held to discuss the future of the group and assign partnership members roles and responsibilities. The meeting allowed for lists of interested people and their skill sets to be generated, hence the chair of the local Historical Society is in the same role for the Heritage working group.

The local community is kept in constant contact with the partnerships work, including leaflets outlining the role of the organisation, what it does, what it has achieved and why they should join.

The Partnership ensures that all members are active and enthusiastic about their work, as it is felt the more work the organisation does, the more support it receives from the local authorities, as evidenced in the Finance section

There is a strong sense of pride and enjoyment from those volunteers in the partnership, and some of the working groups offer a social dimension to those involved.

The partnership is an excellent example of what can be achieved by a group of dedicated local volunteers working with local businesses and local councils. Strong links have been forged with the Town Council and Milton Keynes Council, adopting a direct and friendly approach. For example, on fortnightly basis a meeting is held between the Parks and Amenities group and the Environmental Services Landscape Division. Whilst the Town Council provide use of their chambers for meetings and a secretary to record minutes. It is felt that without the help and support of the Councils the aims and objectives would be hard to achieve.

The Chair has engrained a hard working friendly culture into the partnership adopting a face to face approach, listening to feedback and working alongside volunteers as part of task groups. The partnership is highly organised and run along the lines of a business, with clear and definite outcomes for each meeting

Contacts for further information
Brian Hunt
Chair of Newport Pagnell Partnership
01908 612875

Finances

All the money the Newport Pagnell has received is through funding from organisations such as the Countryside Agency, the National Lottery, English Heritage and Milton Keynes Council.

In 2000 the Partnership was awarded a Townscape Heritage Initiative which was match funded by Milton Keynes Council and Newport Pagnell Town Council. Several local businesses sponsored street benches at £500 each. In 2006 a footbridge was installed over the River Ouzel due to money provided by Grantscape, Milton Keynes Council and Newport Pagnell Town Council.

Keywords: regeneration, partnerships, relationships

Form-Context of Partnership
The Glendale Gateway Trust (GGT) was formed in 1996, following a town appraisal which identified particular needs for the locality, a Youth Drop in Centre and an all purpose Community Hall. GGT, which is now a local Development Trust, was created to act as the vehicle to drive these challenges forward.

GGT were fortunate to be in the ‘right place at the right time’, as during the mid 1990’s a number of private sector companies had large pots of money to access.

Aims and Objectives of Partnership
GGT, as a community lead body aims to promote, improve, maintain, encourage and advance the benefit of the inhabitants of Glendale.

GGT was part of the Countryside Agency’s Market Towns Initiative programme from 2001 to 2004 allowing it to employ a programme manager to develop new projects.

The overall aim of GGT is to make Wooler a better place to live and work. The work of GGT is governed by a shared vision in how this can be achieved.

Folk
GGT consists of 18 trustees. 10 of the trustees are nominated by essential partners, and include representatives from three tiers of local government. 5 trustees are elected, and include local businessmen and volunteers and 3 trustees are nominated by the Board.

GGT also employs 4 paid staff to manage its assets and develop new projects. The success of the GGT has been the fact that the trustees have always supported the 4 paid staff who act as the project and programme managers.

A Chair is elected every 3 years, and three of the 4 Chairs have been elected trustees. The current chair is an ex airline pilot who is a volunteer.

The 18 trustees act as volunteers to support the work and this has been the key in making the GGT a success. The volunteers are active with a varied skill base which provides added value. One of the volunteers for example runs a weekly IT club, another trustee is an accountant who assists with the financial aspects of the GGT and the company secretary is a retired solicitor.

The fact that all the Trustees are driven by the aim to regenerate Glendale provides a shared vision.

Function
From being formed to deliver two specific projects, GGT’s success has resulted in other agencies using the Trust to deliver their projects. Northumberland County Council have contracted GGT to run the Removing Barriers to Work- Rural Worklessness programme.

The following list highlights the vast number of projects delivered by GGT;

• A disused former outdoor centre has been renovated to create the Cheviot Centre. The Cheviot Centre is a community resource centre with offices, ICT suite, meeting rooms and tourist information centre.
• Renovation of a disused building to create a Youth Drop In Centre.
• Purchase and refurbishment of two retail units let to local businesses with affordable flats for young people above.
• Purchase and refurbishment of a house to create an affordable family home.
• Development of 15 affordable homes in partnership with a Housing Association on previously derelict land.
• Purchase and refurbishment of the town’s youth hostel and operating it through the Youth Hostels’ Association Enterprise Scheme.
• In March 2008, with funding from One NorthEast via NSP, the Trust acquired the disused Co-op supermarket and plans to refurbish it with its own funds to test out different retailing opportunities such as the provision of an indoor market hall and small retail units.

Specific examples of Good Practice
Strategically, Northumberland Strategic Partnership (NSP) commissioned the production of retail distinctiveness studies for four towns in the county in 2007. In Glendale, retail units which had previously been in commercial use, were owned by a few individuals and not used for trading. Thus, GGT worked alongside partners on the production of the Wooler study, resulting in a portfolio of projects to enhance the town’s retail environment for the benefit of local residents and visitors. GGT is taking the lead on implementing these, working with local authorities, Northumberland Tourism and other partners.

Over the last few years GGT’s activities have transformed the High Street in Wooler High Street. Three new businesses have set up in the last year and planning permission for a new restaurant in a redundant, high profile building on the High Street has been submitted.

As a result of the GGT’s success, they have been strategically led by the delivery of other agencies projects, but in the future they would like to once again concentrate on their own. GGT are interested in the further development of affordable housing, especially shared equity ownership.

Finances
The paid staff provide the Trustees with a monthly accounts report.

In the formative years the GGT received revenue funding from the likes of Northern Rock and Lloyds, but as the Trust has become successful, 70-75% of Total Costs are covered by their community assets programme.

Since inception GGT has brought in over £4.2 million of investment into Wooler and Glendale through successful bids to public and private sector funding sources.

GGT has acquired derelict and underused sites and properties and used them for the social and economic benefit of local residents, a strategy which has created a healthy income stream, reducing reliance on grant funding to employ staff.

Through successful delivery, GGT are now actively sought by external agencies to deliver projects.

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The community is well serviced by a railway station which sits on the line running from the coast to the capital. On the road, the ancient Roman Road, Stane Street, which is now part of the A29 North to South, is the closest main road. Due to the transport links a large number of residents commute to Sussex, Gatwick and Horsham.

The Pulborough website quotes; ‘Whilst the rural nature of Pulborough attracts many to retire here, others choose to live here and commute to other areas to work. The modern village is a good community, with shops, a post office, a doctors surgery, library, leisure facilities and of course a pub; all within walking distance of the village centre.’

Form-Context of Partnership
The partnership is an association, and is run for interested local residents to get involved and work on behalf of their town and surrounding area.

Aims and Objectives of Partnership
The partnership was formed 4 years ago during the Healthcheck process. Following participation from the Parish and District Councils, a number of project areas and specific activities were identified as being key to ensure the vitality of Pulborough.

Folk
A management team consisting of the Chair, Treasurer, Secretary and Representatives of the Subject Groups (Social and Community, Commercial, Environment and Transport) meet on a 6 weekly basis. Projects are delivered through the subject groups, who are populated by local resident volunteers.

The Subject Groups are successful due to the calibre of the leaders and volunteers. The Social and Community Group for example includes an ex policeman, a school teacher, a social worker and an employee from the West Sussex County Council.

All those interested local residents involved with the partnership have a strong sense of community.

Function
Projects that the partnership have delivered include producing a local website, developing tourism information and marketing for the town and hinterland and working with young people to get them involved in community activities. One all encompassing project has been the Harvest Fair, which was started in 2007, with the aim of increasing trade in the town and harness community spirit. The first fair was a success, with over 2,000 people attending.

Specific examples of Good Practice
The partnership has worked very closely and in a productive manner with the local parish council. Due to this relationship, the Parish Council are now represented on the Steering Group/ Management Team.

A representative from Action in Rural Sussex has been key in the development of the group. Although not officially part of the partnership, his help, guidance and facilitation in terms of running a partnership, managing projects and sourcing funding has been vital.

The partnership is driven forward by the commitment of a relatively small band of volunteers.

Finances
The partnership receives some support from SEEDA, but the majority of the finances are generated through obtaining funds for project work.

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Form-Context of Partnership
On the 30th of March 2004, The Storrington & Sullington Community Partnership (SSCP) formally came into being, and in its first year of existence has operated under the guidance of a Management Committee. Since 2007 SSCP has been a Company Limited by Guarantee and a Registered Charity.
SSCP is managed by a Chair, a Treasurer, a Company Secretary and a Board of 4 Trustees. Supporting the management team is a core of 25 or more registered members.

Aims and Objectives of Partnership
In 2002 the Storrington Parish Council, along with a few village volunteers, started a Healthcheck process examining the issues affecting the viability and quality of life in the village. The purpose of the Healthcheck was to produce a Plan of Action of projects to renew and regenerate Storrington.

Folk
SSCP does not actively recruit members from local stakeholders or statutory authorities; interested people simply join the group for a membership fee of £1. The fee allows all registered members the opportunity to vote on any SSCP decisions.

None of the Management Group or Volunteers are paid.

SSCP maintains a very strong link to the Parish Council, and the Chairs of both organisations enjoy an excellent relationship, working together to engage other agencies and partners. Similarly, SSCP work closely with the County Council, District Council and Action in Rural Sussex.

Function

Strategically SSCP is one of the towns, alongside Steyning, Billinghurst, Pulborough and Henfield which form the 5 Towns Forum. The Forum provides an opportunity to discuss issues and share best practice. The Forum has a strong relationship with the Horsham District Community Partnership.

SSCP have set up a Community Hub in Forge House in the heart of the village. The Citizens Advice Bureau, a Baby Clinic, Parenting Courses and Youth Sessions are all run from Forge House that is managed by 3 of the Trustees, Members and the Company Secretary, who is also the Centre Manager.

SSCP introduced the Storrington Befrienders System, where volunteers are trained to visit the elderly, lonely and fragile. The project actively engages SSCP with the medical centre, local nursing staff, housing associations and sheltered housing wardens.

SSCP and the Parish Council have overseen a £0.5 million revamp of the pavements and roads, alongside pushing for the redesign of the village centre to attract new traders

Specific examples of Good Practice
SSCP has a committed core of good quality volunteers, all of whom are encouraged to be active members of the organisation.

The group is strongly led by the Chairman, who has both vast experience in senior management in industry, and spare time to devote to the SSCP due to retirement.

Communication of news and activities has been dramatically improved as in 2004 SSCP began publishing a newsletter and subsequently a Strorrington website has been developed, managed by the Partnership Chair.

Finances
During the first years of SSCP, the organisation was solely reliant on funding and grants.

A Community Hub is funded by Sure Start via the W.S.C.C’s Children’s and Young Persons Services, and is operated and managed by a group from the Partnership.

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In terms of transport, there is an out of town train station in Dursley, and the M5 is the nearest main road link.

Form- Context of Partnership
Vale Vision was formed in 2002, completed a Community Strategic Plan in May 2005 and is now a company limited by guarantee.

Vale Vision is structured around a board of eight Directors, a Programme Manager and a pool of volunteers who work on various projects. The roles of the Directors and the Programme Manager are clearly defined, but there is no formal structure in place for the 40 or so volunteers who work on Vale Vision projects.

Aims and Objectives of Partnership
Vale Vision was formed in 2002 as a result of the Market and Coastal Town Initiative and the losses in the manufacturing and engineering sectors necessitating the need for community orientated projects which was highlighted via the Community Strategic Plan in 2005.

Vale Visions website states that the partnership aims; ‘to improve and enhance the quality of life of the inhabitants of Cam, Dursley and the surrounding region.’

Folk
The Directors of Vale Vision are all volunteers, and are a mixture of Town/ Parish Council representatives, Chamber of Trade representatives and interested local people. The Programme Manager is paid directly from Vale Vision Funds.

One of the main strengths of the partnership is that there is a high level of continuity in the members of the Board of Directors. Continuity has developed a compact management unit providing guidance on a large volume of projects.

Regular contact between the Chair, Board and Programme Manager has also been vital. Monthly meetings are conducted with the Board, providing a firm grasp of projects being delivered and the Chair has almost daily contact with the Programme Manager, fostering an excellent working relationship.

The previous experience of the Programme Manager are also a key factor in the success of Vale Vision. Previously the Programme Manager had worked extensively with small towns through the Chamber of Trade, thus has been able to transfer these skills.

Function
Strategically the Programme Manager has influence by sitting on both the LSP and the Rural Economic Advisory Panel.

Vale Vision has a shop in Dursley which provides both an office, a meeting venue and enables the partnership to communicate and receive feedback from the local populace in regards to the various projects being delivered.

An example of a successful project is Vale Vision's involvement with local sports groups resulting in the Sports Partnership, which is now independent of Vale Vision and well established. Sports Partnership aims to improve sports and active leisure facilities and make them available to a wider range of people.

Specific examples of Good Practice
The Community Strategy Plan highlighted that a large number of jobs had been lost due to the downsizing of local industry. Vale Vision pulled in a £0.5 million in European and Regional funding to coordinate and deliver the development of a Construction Skills Centre, offering training in trades such as bricklaying and plastering. As a result of the partnership project managing the scheme effectively, Stroud College have now taken over the running of the Skills Centre.

Vale Vision ensures that the community are both well consulted with via their shop front and project consultations. For example in March 2008 a consultation was organised for the public to comment on a proposed cycle/ walking route finishing and starting at the Cam Railway Station. The consultation was followed up with questionnaires, and draft plans are being reviewed based on the communities comments.

Finances
Vale Vision was initially funded by the Regional Development Agency and now has two key finance streams, central core funding and project funding. In 2007-2008 the partnership had a turnover of £60k.

Due to the success in project delivery Vale Vision now has a financial agreement with the District Council to conduct public consultations and deliver projects.

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