Summary
This is the
development of Salford’s New Deal for Communities (NDC) area in Charleson and Lower Kersal; it was one of number of Government funded, community led regeneration initiatives which operated across England in the 2000’s where selected urban neighbourhoods were
identified for a 10 year multi-themed improvement programme tackling both physical, economic and social issues. The Government funding (circa £50
million) was to pump-prime investment and bring other resources into the area. A video showing the NDC in the Salford University context is shown bottom left
Major Learning point for Citizen Enablement
Citizens were empowered to develop schemes of real value to themselves, and their communities, largely through their own self efforts, backed up by supportive local politicians and an Enabler that not only understood their needs and wants, but also someone willing to work with them to satisfy their aspirations. This is yet another powerful, users friendly and focused, development which again satisfies the best principles of ‘positive deviance’. This time it is for a large part of a local city where the need was the greatest.
The Case
Salford is a city where innovation, leadership and partnership are beginning to contribute significantly to the increased economic vitality, growth and competitiveness of Greater Manchester, and, indeed the region as a whole. Part of the Northern Powerhouse, it is an integral player in Greater Manchester’s ambitious growth and devolution agenda. At the time of designation as a New Deal for Communities area, Charlestown and Lower Kersal (CLK) suffered from significant levels of deprivation and urban decay, but was not the most deprived area in the city. It was selected as an NDC area as it was at most risk of deteriorating and also had potential to stabilise and eventually contribute to Salford’s forward movement as a city. So anything that could be done by way of New Deal would be a real bonus to this part of the city by bringing it back to good working order. What would be interesting to explore now is whether Salford is continuing to move forward as a city and to assess the relative status of various areas within the city, including CLK; that would be for a later exploration.
Salford’s own growth strategy is transforming its city by investing in iconic buildings, new infrastructure and public realm, houses, education, health facilities, businesses and shops, with the BBC’s base in the North being in it’s Media City. From major developments to city parks, revitalised waterways and green spaces, Salford is being rebuilt and now more people than ever people are choosing it as a place to live, work, invest in and visit. It is also investing itself in its own transport infrastructure, both to improve connectivity and to support the sustainable growth of the city. Salford is connecting the city and its residents to the growing opportunities in and around the area and helping to secure jobs; with an investment and regeneration focus towards those areas in greatest need. It is growing, by capitalising on its unique identity, assets and entrepreneurial skills, to provide real benefits for its [now] growing population. To increase the prospects for all parts of Salford to benefit from this strategy, the city was awarded New Deal for Communities status by the Government, providing £53 million in grant over the period 2000 – 2001. An area was selected on the basis of both its need and vulnerability to decline. As a result, the Charlestown and Lower Kersal’s New Deal for Communities (NDC) partnership was set up to work alongside the City Council, other partner agencies and the local community, to bring about the comprehensive regeneration of the area.
In particular, in part of the city, between 2001 and 2011, the Charlestown and Lower Kersal New Deal for Communities (NDC) partnership was developed to work alongside the City Council, other partner agencies and the local community, to bring about the comprehensive regeneration of the area. It was led, and therefore controlled by, resident citizens in the area, supported by officers taken on by the City Council to deliver a number of landmark projects which would be of huge benefit to the local community, if successfully delivered. James Powell became a member of the NDC organising committee – an early attempt by him at Citizen Enablement – and convinced the committee to engage a higher level and more professional senior officer than they already had; one who would work more closely with the them to seek a better understanding of their real needs and wants, thus enabling government to deliver a New Deal in the North which would actually work for their community. The community was at first reluctant to spend more of its scarce development funding to take on a person who would actually be a real enabler for them. However, it agreed to do so, and Tim Field was engaged as a result. He was just the person they needed – one who wanted, and could, help the community deliver the high quality outputs and on projects of real value to themselves.
During Tim’s period, he developed, and led, a team to work with local people and the Council to deliver real and lasting changes many in the community were looking for. Field’s leadership in New Deal, with its central organising committee was paramount, because he firstly recognised the competing influences on all developments of politicians, the community and the original offices enlisted to undertake key developments for the City. He then became more of facilitator of a controversial process, providing an understanding, and a channel of dialogue, between three key elements. Key persons involved were: senior politicians, including the leader of Salford City Council (John Merry), with other local counsellors, who normally got their way as elected representative of the people (or so they kept saying); members of the community itself (especially Anne Marie-Pickup acting as Chair) and the officers charged with delivering NDC outputs; who between them had very different views about what should be done and what should take priority, with a powerful community leader who acted as Chair of the organising committee and fairly junior officers neither of whom had the deep skills or leadership to try the innovative new.
There were various views: of the local community, many of whom thought they had previously been ignored; those in power from the local authority, many of whom thought they had been listening; and a team of officers who had failed to deliver on the ground up until Tim came along; but how to reconcile these views. Tim listened carefully to all their ideas and was able to steer a balanced path between them, which ensured new developments worked for the local citizens, were undertaken to workable solutions and had the backing of key individuals in the City. Lay members of the Committee were able to support Tim in achieving cooperation and balance to the benefit of all. Tim’s role was to both develop this approach and culture with the team as well as working with willing members of the Board (James Eagle, a local business man and James Powell, representing the University) in order to broker the process politically. Tim was working as a bridge in this context building; when the going got really tough, the role was to engage the real leaders, John Merry and Ann-Marie Pickup in joint action.
Tim actually led the New Deal committee towards a number of landmark projects from which the area has hugely benefited. These include the building of Salford Sports Village, the Beacon Centre, the Salford Innovation Forum (mentioned earlier) and two Healthy Living Centres (Willow Tree and Energise). In addition to these important facilities, , improvements were carried out on two community centres – St Sebastian’s and Lower Kersal centres and around 2,200 terraced and council owned homes. Miller Homes and ID4Living also commenced the development of more than 200 new homes on the Unity Quarter site. Since 2011, the council has continued to work with partners such as Inspiring Communities Together (ICT) and Salix Homes to transform Charlestown and Lower Kersal. In 2014, the council completed substantial environmental improvements to more than 100 homes on the Whit Lane estate. This complemented the Decent Homes work carried out by Salix Homes the previous year. It is also important to recognised that Inspiring Communities Together (ICT) is a legacy organisation of the NDC resulting from the rollover of money and investment from the 10 year regeneration programme and is still in operation 10 years after the programme’s conclusion.
Shown above is an extra-care dementia friendly development of 70 apartments on Arrow Street Salix Homes
In January 2015, the Council went on to select Keepmoat as its preferred developer partner for the Charlestown Riverside development site. Following a series of in depth community consultation events in May 2015. Keepmoat submitted a planning application for up to 450 new homes (20% of which will be affordable homes), a brand new park and an improved riverside walkway along the Irwell. This development not only created new 2-4 bedroom homes, it also provides local people with opportunities to access apprenticeship and employment opportunities in construction. Local businesses also benefited as Keepmoat sourced a significant amount of its supplies locally. Subject to planning approval, Keepmoat commenced work on site in spring 2016. The Charlestown Riverside being developed by Keepmoat is complete and will become a beacon of success in its own right and stands testimony to the success of New Deal in the Community.
Going even further with their ambitions, and right next to their Charlestown Riverside site, the community worked with Low Wood hydro developers to develop a new hydro-electric scheme and fish pass at Charlestown Weir. At the centre of this hydro system are two Archimedes Screws that will generate enough electricity to power 200 homes. It will also save more than 600 tonnes of carbon annually.
Charlestown and Lower Kersal New Deal for Communities partnership has become and outstanding success ensuring many improvements for the area of real value to the local community.
Major Learning point for Citizen Enablement
A final, and another powerful, users friendly, development which again satisfies the best principles of ‘positive deviance’. This time it is for a large part of a local city where the need was the greatest. Citizens were empowered to develop schemes of real value to themselves, and their communities, largely through their own self efforts, backed up by supportive local politicians and an Enabler that not only understood their needs and wants, but also someone willing to work with them to satisfy their aspirations.
The Citizen Enabler
Tim Field was the Citizen Enabler who worked closely with New Deal for Community locals to deliver major changes of huge value to many residents in Salford and has become its own beacon of national NDC success.
