COASTAL COMMUNITY TEAMS ECONOMIC PLAN. No. Heading Detail Information

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1 COASTAL COMMUNITY TEAMS ECONOMIC PLAN No. Heading Detail Information Key Information 1 Name of CCT N/A Whitby Eastside Action 2 Single Point of Contact Name Address Liz Dowson Town Hall, Scarborough. YO11 2HG (SPOC) Tel nos (a) 3 (b) CCT Membership CCT Membership 4 Accountable Body Names and position, e.g. resident, Local Councillor Other partners and/or stakeholders to be involved. Local Authority Contact name & details Liz.dowson@scarborough.gov.uk Ian Peck CaVCA (CVS) Tom Mutton Groundwork NY Kelly Brown Yorkshire Coast Homes Cllr Rebecca Pearson Whitby Town Council Sandra Smith Gateway Group Lisa O Brien Eastside Community centre Liz Dowson Scarborough Borough Council Business Rep Currently Vacant Cllr Sandra Turner - Scarborough Borough Council Cllr Rob Barnett- Scarborough Borough Council Cllr Joe Plant North Yorkshire County Council Scarborough Borough Council Jo Ireland Jo.ireland@scarborough.gov.uk Does the Accountable Body have a representative on the CCT membership? Yes 1

2 5 Local Area Provide brief geographical description of the locality and a brief history if relevant. The primary focus for the team is the east side of the river Esk in Whitby with the boundary extending from Church street to the outer limit of the town at Whitby Business park. Whilst the focus will be the east side of the river the Eastside Action Coastal Communities Team will provide support for projects elsewhere in the town which have an impact across a wider area. 6 Context community (suggested maximum 300 words) Description of local community with demographics. Part of the area lies within the Heritage Coast, there are a number of important historic buildings, quaint streets and alleyway. In contrast to this there are two comparatively large social housing estates, built in the 1950s-60s, where multiple deprivation is ever present. The main approach to the town from the east side is in stark contrast to the picturesque approaches from the west. The east side approach to the town is relatively industrial and comes in through one of the main social housing areas.. A large part of the area is within the Streonshalh ward which rates within the worst 20% IMD. The area suffers complex deprivation problems which are masked by the façade of Whitby as a picturesque tourist town. Problems include poor quality environments, poor access to services, low aspirations, high numbers of unemployed single parents, high numbers of families on benefits. A low education/skills base is exacerbated by a lack of local training provision, consequently many people are unable to access employment opportunities offered by the Business Park In contrast to the deprivation the area has a good level of community spirit, almost entirely focussed around Eastside 2

3 7 Context economy (suggested maximum 400 words) 8 Related initiatives Local economy, e.g. business, tourism, manufacture, etc, Starting point What else is going on in the community of economic importance, e.g. BID, LEP, CIC, CCF, CRF Community Centre. The centre provides the hub for community activity encouraging and facilitating local people to work together to help each other to create a kind of extended.family support network. The local economy is heavily dependent on tourism and retail consequently the majority of jobs are seasonal, part time and minimum wage. The business park does provide a small number of permanent jobs however the majority of local people employed there are in unskilled manual work. The area also has a number of micro businesses, there is potential for some of these to grow provided they can recruit suitably skilled employees Whitby abuts the North York Moors Coast and Hills LEADER area, led by the North York Moors National Park. It is included in an application, led by East Riding Council for CLLD funding for Scarborough, Bridlington and Whitby. It is covered by the York and North Yorkshire LEP and has also benefited from a small amount of CRF funding CCT Plan 9 Ambition A positive statement of the aims and objectives of the plan and a description of what it will achieve. Description of what success will look like. The Coastal Communities Team Economic plan has developed out of the original Eastside Action plan which aimed to provide a holistic approach to improve the quality of life for people living and working in Whitby. Key Priorities in the Plan include:: Working alongside the community to improve the local environment, in particular public spaces and pedestrian infrastructure.. Encouraging and facilitating increased community activity Facilitating the improvement of community spaces and pedestrian infrastructure Increasing/improving the skills, 3

4 base in conjunction with the successful Jobmatch service delivered from the local community centre. Inspiring and facilitating local businesses to work together to improve their offer thereby increasing the supply of better quality jobs 10 Needs of the community and intentions of the team to meet them. Identify the socioeconomic needs of the community and the opportunities to meet them. Each element should be Specific, Measureable, Achievable, Realistic and Timed. The priority will be to address the low skills base by working with employers and training providers to increase the opportunities to improve skills locally. This initiative will focus on the provision of a Job Match service which will arrange training, match prospective employees to employers, arrange work placements/work trials and apprenticeships.. Linking closely to this we aim to Increase usable community space and the numbers of local community members engaging in volunteering activities. The volunteer work will in many cases provide a stepping stone into training or employment. The increased community space will enable more activities to be delivered locally. Also linking through will be the creation of a new Business Development organisation/network in Whitby which will provide networking opportunities alongside information and guidance to local businesses. The CCT aim to have all of these initiatives up and running within 12 months and all will be ongoing 11 Analysis Describe the strengths, opportunities, weaknesses and threats in meeting the needs at 10 (a). Strengths well researched community plans, good community involvement, strong agency and local authority partnerships, can do attitude, varied skills and expertise, some funding already secured. Weaknesses lack of input from business community, Uncertain funding streams. 4

5 12 Data while an essential element of the plan, it could be included in a daughter document. Delivering the Plan 13 Key projects and/or bodies of work. Provide evidence to support the intentions of the plan. This will include statistical data but broader data should also be included. Data used should be specific, relevant and transparent. It is sufficient to reference evidence held elsewhere. High level description of discrete pieces of work showing CCT role, indicative partners and timescales. Opportunities creation of new business development group, some funding available locally, Communities willing to undertake local fundraising. Threats lack of accessible community venues, difficulties in finding affordable training providers Evidence for the activities proposed is detailed within the Eastside Action Plan which was the driver for the creation of a Coastal Communities Team in Whitby. The Eastside Action Plan is a community plan developed through extensive community consultation and liaison with stakeholder organisations. More recently consultation has been carried out in conjunction with CLLD work through which additional needs were identified. Other statistical information has been obtained from the IMD The CCT will take a lead role in the implementation of the initiatives however we would expect other organisations to provide much of the project delivery. 1. Creation of a new children s play area at Green Lane Green Lane Community Group. Completion by end Job Match service Scarborough Borough Council possibly in conjunction with Groundwork NY..June 2016 ongoing subject to funding. 3. Improvements to Abbey footpath Whitby Town Council Completion by summer 2016 subject to funding 4. Creation of a Business Development group/network - CCT in partnership with Scarborough Borough Council. Summer 2016 ongoing. 5. Extension to Eastside Community Centre to enable provision of better community facilities Eastside Community Centre Ltd 5

6 start January 2017 completion summer 2017.dependent on attracting match funding 14 Short term goals/actions What will the team achieve in the next 6 months? Should demonstrate quick wins. Initiate activity to create a new play area at Green lane- CCT funding has provided the funding needed for planning work to be undertaken for a new play area and the CCT is working with the group to attract other funding. Around 36,000 has already been secured. Refurbishment work for West Pier Lighthouse CCT supported the successful CFR application which has enabled other funds to be drawn down to undertake the work. The CCT is supporting Whitby Town Council to secure funding to improve the Abbey footpath following an unsuccessful bid for CRF funding. The CCT is supporting Eastside Community Centre with its plans to build and an extension the building to accommodate additional activities.. The CCT is providing support to local businesses who wish to create a new Business development group in Whitby. 15 Performance measures 16 Medium term goals/actions For first 6 months to be SMART For 6mths to 5 years. 1. Funding secured for West Pier refurbishment and initial works completed 2. New Green Lane play area completed 3. Interim funding secured for Job Match service 4. Funding secured for Improvements on Abbey Footpath and improvements completed. 5. New Business Development Group created. 6. Plans commissioned for extension to Eastside Community Centre 1. Funding secured for Job Match service and service operational 2. Improved skills and employment opportunities for local people. 3. Match funding secured for 6

7 17 Performance measures For 6mths to 5 years to be SMART extension to Eastside Community centre and building work completed 4. Thriving Business Group developed Sep 2016 Increase in volunteers numbers Sep Increase in people moving off benefits into work Dec Match funding secured for Eastside CC extension Sep Minimum 3 yrs funding secured for Job Match Sep Job Match delivery starts Nov New Business Development group 1 st networking event Sep Eastside CC extension completed. Nov 2017 Business Group 2 nd networking event Nov Business Group 3 rd networking event 18 Long term goals and actions Optional Strategic plans beyond 5 years include performance measures where appropriate. 19 Barriers Identify any barriers to delivering the plan and if you have contingencies to manage them. We would envisage that the activities would continue to develop, many of which will be delivered by up-skilled volunteers in order to achieve sustainability. We will focus on trying to attract external funding for both capital and revenue projects to enable facilities to be upgraded and skills improved, leaving a long term legacy Extensive planning work prior to the submission of this plan has identified the following potential barriers: Barrier Mitigation Lack of funding - Increase Fundraising activities. Scale down Projects. Short term funding - Upskill volunteers to enable delivery of some activities. Work with relevant organisations to ensure outputs for pilot projects are 7

8 Lack of Capacity for project delivery - met Upskill volunteers Ongoing recruitment of volunteers 20 Resources Who and what will be required to deliver each element of the plan. Include in kind services, volunteers, etc. demonstrate how local expertise will be utilise and/or grown. 21 Costs Detail of costs of each element of plan. In the main our contingency plan is to stage the delivery of various aspects of all projects. This will enable the main elements of the projects to go ahead with the funding already secured. Currently unfunded parts of projects will come on line as soon as funding for that element is secured. Local people will play a major part in the delivery of the plan ensuring that all aspects of the plan are embedded in the local community and it is they who own the plan. We will use a good deal of volunteer time and experience in the delivery of the plan. We will ensure there is ongoing consultation with local people and stakeholders to encourage buy in and facilitate information sharing. We will recruit new members to the CCT who have the appropriate skills and experience to inform and guide. Local community groups will be heavily involved in the delivery of several of the projects and the local authority will play a supportive role through administration of the team 1. Green Lane Play area total project cost Up to 50,000. Funds already secured SBC - 22,500 NYCC- 2,000 WTC - 2,000 Fundraising CCT- 2,500 pre planning (we have requested a revision to allocate a total of 4,000 from CCT budget to enable this work to begin) 2. Abbey Footpath- total project cost up to 30,000 WTC 3,000 to be confirmed S106 27,000 to be confirmed 3. Eastside CC extension total 8

9 22 Value What is the value of the plan to the local economy? 23 Funding Identification of funding streams and how costs of project(s) will or could be met. project cost circa 100,000 ECC own funds 2,000 S106 50,000 Fundraising activities are ongoing 4. Jobmatch 25,000 per year Various funding streams being investigated but funding yet to be confirmed 5. Business Development Group/Network start up costs. 2,500. Some funding may come from CCT allocation, CCT has not yet agreed. Other funding from businesses. 6. West Pier refurbishment stage 1 costs 80,000 CRF 50,000 secured SBC 30,000 secured The plan will bring around 300,000 directly into the area however the true value of the CCT economic plan is not necessarily monetary. The main legacy of this plan will be the improvements to the quality of life.of local people, improved employment and skills, increased opportunity and reduction in disadvantage. We will look to the following funding streams to meet project costs CLLD/LEP Job Match, skills and Training CRF - West Pier Lighthouse SBC (via S106 & Capital receipt), All Public open space improvements WTC - ESH - Eastside Way footpath Skills & training Reaching Communities- Eastside Community Centre extension & workers Yorventure.- Green Lane play area NYCC ( locality budget) Green Lane Play Area and Eastside 9

10 Community Centre YCH Eastside Communty Centre,Green Lane play area & Job Match 24 Maximising resources and costs Describe how this will be minimised, e.g. shared services, use of technology, avoidance of bureaucracy, etc. CCT - Green Lane play area & Development of Business group/network In kind funding has already been identified for Green Lane play area and Eastside Community Centre extension. We will also make applications to draw down small amounts of match funding from local charitable local trusts. Working up from a ground level ensures bureaucracy is minimised and duplication is avoided. All correspondence is transmitted via to reduce costs and facilitate speedy responses. We already have tried and trusted partnerships which utilise, local skills and expertise to minimise costs and encourage joint working, these will be built on to ensure the necessary skills are readily available. Volunteer time is acknowledged and encouraged and community capacity is continually being improved to enable better understanding and the ability to fully engage in project delivery. Public, statutory and voluntary sector involvement is already integrated within our working practices with some staff members being co-located. We will continue to build our team and draw in the expertise and skills available to ensure we fully achieve our outcomes.. Communications 25 Consultation Describe existing results of consultations and planned consultation exercises. Existing consultation through the Eastside Action plan and CLLD consultation, identifies a lack of permanent high quality jobs in Whitby. There are opportunities on the horizon from the soon to be developed York potash site and off shore work servicing the Dogger bank wind farm however the consultations also identify the low skills 10

11 26 Describe plans to involve and inform partners and other bodies, including accountable body, CCA and DCLG. 27 Communication with community How will the community and stakeholders be involved and informed of progress and outcomes base and lack of aspirations amongst local people, These issue need to be addressed to enable local people to benefit from the new jobs. Consultations also identified the need for Improvements to the local environment, including better pedestrian access and improved streetscape. Access to a range of services was also highlighted in the consultations. We have recently conducted specific consultation into play areas and we will undertake ongoing consultations to assess changing situations. The CLLD consultation flagged up the need to establish a new Business development group/network and we are in the process of establishing a business group which will lead on further consultation in this area. We are confident in the flexibility of our consultation strategy, which uses a range of different consultation methods including paper based research (questionnaires etc), planning for real type exercises, survey monkey and peer to peer interviews. Results are discussed at open meetings with local people being strongly encouraged to have their input into identifying solutions to issues raised. Scarborough Borough Council as the accountable body, will be represented at all meetings and consultations and will take part in discussions at all levels i.e. officers and elected members. Our main partner Yorkshire Coast Homes, will also be represented at all events, meetings and feedback sessions. Minutes of meetings and consultation results will be distributed via to all CCT members, who will be encouraged to distribute across their own networks. Minutes of the CCT meetings will be made available via to all stakeholders and other interested parties and paper copies will be displayed on public noticeboards. Updates on specific projects will be circulated via to all interested parties, people can register with the lead 11

12 officer to be included on the circulation list., Social media will be utilised to enable more people to access information, and press releases will be provided to the local media. The lead officer is also available to be contacted by members of the public. CCT Logistics 28 Management of team 29 Support structure How the team will operate, frequency of meetings, centrality of team to projects, etc. How the team is representative of the community. Network of support built to enable CCT to deliver the economic plan 30 Costs Running costs of CCT itself 31 Sustainability Long term plan for team and how this will be managed. 32 Areas of Specific Interest Provide areas of on which you would wish to join a working group or network (virtual or otherwise), e.g. arts, tourism, housing, piers, sport, transport, heritage, marketing, etc. The team will meet at the Eastside Community centre which is a hub for local community activity. Representatives of local community groups are included within the CCT and other members of the public are welcome to attend meetings and get involved with activities. The team is committed to meeting a minimum of 4 times a year but meetings may be more frequent. The CCT will work closely with the Action Eastside Steering group, which developed the original Action plan. It will also work with Whitby Town Council and Groundwork NY both of which have representation on the CCT. Running costs for the CCT will be minimal as most agency/stakeholder support for the team will be provided in kind. The main costs will be venue hire for meetings and consultation events The team will be managed administratively by Scarborough Borough Council and be supported by Groundwork NY and Yorkshire Coast Homes as the main partners The team would welcome involvement in relevant National networks that may improve understanding of specific issues.. 12