single integrated plan annual report 2013-14-the development of an alternative provision handbook,...

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Single Integrated Plan

Annual Report 2013-14

10 Jun-14 FINAL

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Introduction ..........................................................................................................................................................3

One Newport Partnership Structure ................................................................................................................3

The One Newport Local Service Board .............................................................................................................3

Local Service Board Executive Group ...............................................................................................................4

Single Integrated Plan Board ............................................................................................................................4

What is a Single Integrated Plan? .....................................................................................................................4

Theme Progress ....................................................................................................................................................6

Skills & Work .....................................................................................................................................................6

Economic Opportunity .................................................................................................................................. 17

Health & Wellbeing ....................................................................................................................................... 28

Safe & Cohesive Communities ....................................................................................................................... 37

City Centre ..................................................................................................................................................... 43

Alcohol & Substance Misuse ......................................................................................................................... 48

Information Strategy & Engagement................................................................................................................. 54

Unified Needs Assessment (UNA) ................................................................................................................. 54

Community Insight ........................................................................................................................................ 54

Involve Newport ............................................................................................................................................ 56

Governance & Performance Management ....................................................................................................... 58

Scrutiny .............................................................................................................................................................. 59

SIP Amendments for 2014-15............................................................................................................................ 60

Skills and Work .............................................................................................................................................. 60

Economic Opportunity .................................................................................................................................. 62

Health and Wellbeing .................................................................................................................................... 64

Safe and Cohesive Communities ................................................................................................................... 66

City Centre ..................................................................................................................................................... 68

Alcohol and Substance Misuse ...................................................................................................................... 70

References ......................................................................................................................................................... 71

Contents

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The Welsh Government challenged all local authority areas in Wales to develop a Single Integrated Plan (SIP)

and rationalise partnerships by 1 April 2013. The statutory guidance ‘Shared Purpose – Shared Delivery’ set

out the role of local government and their partners, through Local Service Boards (LSBs), in helping to

improve service delivery by working together to plan, work, deliver and improve outcomes.

New partnership arrangements were implemented in June 2012 and are based on six themes within the

Single Integrated Plan (SIP).

One Newport Partnership Structure

The One Newport Local Service Board

One Newport is the city’s Local Service Board (LSB) where the leaders of local public, private and third sector

organisations work together to ensure services are effective, focused on local people and improve the

quality of life in the city. One Newport includes senior members from Newport City Council (NCC), Aneurin

Bevan University Health Board (ABHB), Gwent Police, University of Wales Newport, Newport City Homes,

Communities First, Job Centre Plus, Newport Unlimited, key private and voluntary sector bodies and Welsh

Government.

Introduction

http://wales.gov.uk/docs/dpsp/publications/120619sharepurpdeliveryen.pdf

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Photo to be added

Local Service Board Executive Group

Photo to be added

Single Integrated Plan Board

Photo to be added

The SIP Board includes Dr Sarah Aitken, Public Health Consultant (Newport) – Public Health Wales; Sheila

Davies, Strategic Director (Place), Newport City Council; Bronwen John, Head of Partnership & Networks

(Newport & Monmouthshire), Aneurin Bevan University Health Board; Mike Nicholson, Strategic Director

(People), Newport City Council; Superintendent Mark Warrender, Local Policing Commander (Newport),

Gwent Police;

What is a Single Integrated Plan? A SIP is the defining statement of strategic planning intent for the local authority area. It contains the LSB’s

vision for improving the city. No single organisation can meet the total needs of a community, so there is a

requirement to plan and deliver services in collaboration with other public and private sector organisations.

The SIP replaces the following plans and strategies:

Community Strategy

Health, Social Care and Wellbeing Strategy

Children and Young People’s Plan

Community Safety Plan

Prosperous Newport Plan

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As mentioned previously the SIP identifies key themes that the One Newport partnership is working towards

over the next few years. These themes were determined by a robust evidence base in the form of a Unified

Needs Assessment (UNA). The six priority themes are:

1. Skills and Work

2. Economic Opportunity

3. Health and Wellbeing

4. Safe and Cohesive Communities

5. City Centre

6. Alcohol and Substance Misuse

Key Programmes have remained in place and work towards achieving the key priorities. These include:

Communities First

Supporting People

Domestic Abuse

Health Challenge Newport

Integrated Family Support (including Families First, Flying Start)

http://onenewportlsb.newport.gov.uk/oneNewport/index.cfm/una

http://onenewportlsb.newport.gov.uk/oneNewport/index.cfm/una

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Theme Skills & Work

Outcome People in Newport achieve their full potential

Description Ensuring people of all ages have access and opportunity to gain the appropriate skills, knowledge, and qualities to secure lifelong employment by: - Developing life-long work focused skills - Ensuring that progression pathways exist - Ensuring that support is in place

Priorities Youth Opportunity Basic Skills Learning Pathways (whole life) Access to Employment High Level Skills

The following population indicators captures annual trends relating to skills and work and have been chosen to give a comprehensive understanding of the issues that affect people in Newport.

Youth Opportunity

% of Year 11 and 13 school leavers not in education, employment or training1

Newport has made a significant impact on the numbers of young people not in education, employment and training (NEET) over the past five years. In 2008 the number of young people leaving year 11 and becoming NEET in Newport was 10.4%. By 2012 we had reduced this figure to 4.9% – a 53% improvement and 0.7% above the Wales average and this figure improved again by a small degree in 2013 (2013 Wales average figures are not yet available).

A noteworthy reduction in year 13 NEET levels was recorded for 2013, with a drop of almost 2 percentage points over the previous year which should close the performance gap against the Wales average (2013 Wales average figures are not yet available).

Over this period Newport City Council has worked with other Local Authorities and partners to identify and implement best practice. The following actions taken to date are believed to account for the improved performance:

- Resource for the Young People’s Entitlement Officer position to specifically focus on reducing the numbers of young people not in education, employment or training.

- The development and support of a Pre 16 NEET Partnership to focus on prevention. This has undertaken pupil analysis to support early identification beginning at year 7. This has led to the production of the Good Practice Guide to support Senior Managers in school and has fostered significantly better working

Theme Progress

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Theme Skills & Work


relationships between educational institutions and other agencies.

- The training of Learning Coaches by the Young People’s Entitlement Officer to support early identification and put in place support packages at the earliest opportunity.

- The Post 16 NEET Partnership which has a focus on Information Sharing, provision and developing specific employment/learning opportunities and events. This facilitates the engagement of Careers Wales with the Youth Service and other Youth Support provision within Newport.

- Funding through 14-19 for an Engagement Worker to support the engagement of young people ‘unknown’ within the system.

- The development of a Learning Provider Network which ensures that the supply of learning opportunities meets needs and that placements are available at the correct times.

- The development of an Alternative Provision Handbook, additional support around safeguarding issues and a Service Level Agreement between schools and providers.

- The development of the Work Based Learning Academy to act as a portal for young people seeking work experience, training and employment. This was launched in January 2013.

Key Stage 4 Results1

Historically, performance at key stage 4 in Newport has been lower than the Wales average. A targeted strategy has been implemented across Newport in recent years to improve attainment at key stage 4. This has included a range of strategies, targeted interventions and support by schools, the Local Education Authority and more recently the Education Achievement Service (EAS). This approach has resulted in performance improving at a faster rate than for Wales as a whole with Newport now above the Wales average for the KS4 Level 2 threshold and a narrowing of the performance gap for the KS4 Level 2 inclusive of English/Welsh and maths.

In order to ensure all pupils attain qualifications at every key stage they need to attend school regularly, barriers to learning need to be mitigated especially poverty and extra support given to literacy and numeracy. Newport City Council has provided strategic leadership through the development of the EAS and through partnership working with schools, including delegating resources to schools (85% achieved in 2012-2013). All schools are categorised according to pupil outcomes and this is effectively monitored through a professional dialogue to ensure that all partners are working together to maximise pupil potential and ensure pupils are achieving expected outcomes. A review of behaviour provision across the city is underway including staff and pupils to reduce permanent and fixed term exclusions. The Council is working across the consortia region to improve processes around attendance and will continue to strive to meet targets to improve school attendance.

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Theme Skills & Work


Basic Skills

% of working age adults with literacy/numeracy needs2 The Wales Basic Skills Study found that a considerable percentage of the population in Wales have low literacy and numeracy skills. In 2010, there was an improvement in recorded literacy levels in Wales with 12% of adults assessed to have entry level literacy or below, a decrease from 25% in 2004. However, there has been little change in numeracy levels with over half the population (51%) of adults assessed to have entry level numeracy or below. Literacy and numeracy levels were higher amongst the

employed, those with higher levels of household income, those with higher qualifications, and amongst the older age groups.

Official figures for Newport are only available for 2004 and are similar to the Wales levels for literacy and slightly higher for numeracy skills; however a key skills review undertaken in May 2011 supports the findings of the Wales Basic Skills study. The scale of need estimated for basic skills needs by ward in Newport show that Bettws (44%) and Ringland (34%) have the highest literacy needs levels while Tredegar Park (85%) and Bettws (78%) have the highest numeracy needs.

Learning Pathways (Whole Life)

% qualifications NQF level 2 & above / NQF level 3 & above / NQF level 4 & above3

Since 2008 the percentage of adults in Newport with a higher level qualification (NQF level 4 or above) has shown a sustained increase and since 2009 has been above the Wales Average. There was a small decrease from 2011 to 2014 of 0.5% points which might be explained by population dynamics for instance the outward migration of individuals with higher level qualifications, or possibly by the inward migration of people with lower skills.

The trend towards improved qualifications can be seen across all the qualification levels. This can be

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Theme Skills & Work


attributed to the increased range of learning opportunities to suit all levels of ability. The rise is also influenced by successive UK Government’s promoting degree level qualifications, but also concerns about unemployment, the need to up-skill and retrain and the diminishing number of unskilled jobs. A more recent concern expressed by young people and learners is the increasing cost and growing unaffordability of degree level education and as a result the need for education providers to offer alternative, skilled vocational and work based learning pathways.

The University of South Wales Centre for Community Learning has a programme in place to increase access to higher education from people in disadvantaged communities. This includes summer school provision in community settings with up to eight modules which contribute to the equivalent of the first year of a degree. Short ‘taster’ courses are also provided to build the confidence of learners looking to progress their studies or re-enter formal education.

The percentage of adults with no qualifications in Newport has been decreasing over the medium term with a sustained fall since 2008 of 5.2 percentage points. In 2011 the figure for Newport dropped below the Wales average for the first time but in 2012 despite decreasing to 10.6% the figure now stands just above the Wales figure of 10.4%.

Access to Employment

Economic Inactivity Rate3 Following a six year low in 2012 for Newport of 23.4% (3.2% points lower than the national average) there has been an increase in economic inactivity in 2013 at 24.8%. This rate is still below the Welsh average but is higher than the UK average.

Across Newport there are large variances in economic inactivity between neighbourhoods which generally reflect relative levels of deprivation. This strengthens the case for a strong area based approach as is underway through the tackling poverty programmes of Communities First and Families First.

More detailed analysis shows that the proportion of economically inactive people who ‘want a job’ is higher for Newport than for Wales at 27.8% and 24.4% respectively.

Economic inactivity is however a volatile indicator and is shown to be affected by factors including higher proportions of students and minority ethnic communities and both of these groups are relatively highly represented in Newport when compared to the rest of Wales.

Furthermore economic inactivity data needs to be considered alongside other key employment related indicators. It is noted that the ‘key out of work benefits’ recipients figure at 15.5% is higher than both Wales at 13.7% and Great Britain at 10.9% (as at August 2013).

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Theme Skills & Work


Employment rate3 The employment rate for Newport has clearly been influenced by the local economy’s reaction to the wider recession; however in 2012 there was a significant upturn in the rate to the highest level since pre-2008. The rate decreased again in 2013 and now sits below the Welsh average. This trend corresponds with the contraction of the traditional manufacturing sector in Newport including the loss of major local employers e.g. the 430 job losses at Rowecord, along with pressure on retailers and the curtailment of key

regeneration projects. More recently there are promising signs of economic recovery and employment growth including the start of construction work at Friars Walk, the Admiral Offices and reinvestment at the former Rowecord plant, however Newport remains vulnerable to job losses in major established employers like Orb Electrical Steel, Uskmouth B power station and Avana Bakeries as economic conditions remain challenging.

Children Living in Workless Households1 The proportion of children living in workless households is used by the Welsh Government as a key poverty indicator. This indicator shows that Newport has a higher proportion than for Wales as a whole, which is in turn higher than the UK. Having peaked in Newport in 2011 the figure dropped to the lowest level since before the recession took effect in 2008. Some caution must be exercised when looking at this indicator in isolation as rather than a growth in employment the reduction could reflect the pressure on families to find low pay/low hours work as a result of the central government welfare reform agenda.

% of adults in receipt of out of work benefits3 In line A similar reduction is evident in 2013 for the percentage of adults in receipt of out of work benefits, with a figure of 15.5% which is the lowest figure since 2008. Similar factors including the welfare reform agenda are thought to explain this trend.

Initiatives under way to support adults with children to find employment are led by Community Development in partnership with Job Centre Plus, Communities First, the Families First Family Skills Project and projects by social

landlords for instance Newport City Homes Academy. Whilst the DWP’s Work Programme is mandatory, other programmes like Family Skills are voluntary and aim to build confidence, tackle basic skills needs and improve employability so participants can find work or move from lower to higher paid work.

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Theme Skills & Work


High Level Skills

Review of science, technology, engineering and maths (STEM) provision for further and higher education Despite Newport’s workforce having a higher proportion of people with qualifications at level 4 and above (degree level and above) than Wales as a whole, local employers report difficulties in recruiting suitably skilled and qualified people. This is particularly true for employers in the high growth science, technology and engineering sector (STEM), of which Newport and the surrounding area is home to Wales’ largest cluster of companies. Representatives of the sector highlight the recruitment pressures employers face as a large number of experienced, scientific and technical employees approach retirement, for example, with a need for over 18,000 additional engineers in Wales between 2010-2016. Employers have highlighted concerns that this skills shortage could present a risk to the future sustainability and growth of their businesses.

With this is mind Newport City Council commissioned a ‘STEM in Development’ project to align education and training provision with local employer needs in the STEM sector. The main focus is on further education (FE) and higher education (HE) STEM provision through Coleg Gwent and the University of South Wales. The project involves a critical evaluation of FE/HE provision in STEM subjects which is facilitated by the NEF organisation (educational innovation specialists). The evaluation will look at staff capability, resources, curriculum and programmes. This runs alongside labour market research by NEF on the local STEM business sector and direct engagement with local employers to identify their current and future skills demands.

The evidence gathered will then inform the education providers in terms of future strategy development, which will take the form of a STEM Manifesto. This STEM Manifesto aims to give employers the assurance that their skills requirements are understood and will be met by education providers and that a suitably skilled labour force will be available locally. Ultimately this will help to ensure the continued growth of the STEM sector. Whilst schools were not directly involved in the project at this intial stage the findings and recommendations will be used to inform schools in terms of curriculum development and careers advice and funding will be sought to extend the project to schools as a second phase.

Following the STEM review a report was completed by NEF in March 2014 and the recommendations are currently being considered by the Council, Coleg Gwent and the University of South Wales. Amongst the recommendations are proposals for joint projects between the three partners to link regeneration, business support, education and skills and the provision of start-up premises as a way of stimulating business growth. Other recommendations identify ways in which the University and College can take advantage of future opportunities such as the Pinewood Studios development and to focus on providing business and technical foreign language courses to help businesses to better exploit export opportunities in overseas markets.

What have we done?

Included below are a examples of initiatives that have contributed to the Skills & Work Theme and the outcome for “People in Newport achieve their full potential”

Basic Skills The terms basic skills relates to people’s functional abilities in literacy, numeracy and communication including ICT. These skills are increasingly recognised as a vital foundation for employment and career development as the availability of low skilled work continues to decrease and we move towards a ‘knowledge economy’. Increased demands by employers for higher level skills means that more adults find that their low skill levels and qualifications mean that they become marginalised in the job market, are prone to job losses in unskilled occupations, and are more likely to become long-term unemployed as they struggle to compete for available work. This may then result in people losing confidence, having longer gaps in employment and failing to maintain their key employability skills in areas like ICT and moving further from the job market. From a business perspective, skills shortages in the workforce are commonly cited by

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Theme Skills & Work


employers as a risk to their growth.

Providing adult learners with opportunities to improve their basic skills in a way that is accessible, suits their level of need and promotes progression within a learning pathway is key to ensuring skills remain relevant so that people can better compete in the jobs market. Basic skills provision is often one of the first steps for adult learners to acquire formal qualifications, to develop their CV and in many cases to develop the confidence to progress onto further and higher education.

It is recognised that there are a number of factors that can influence numeracy and literacy needs these include:

- Poor school attendance

- Varying learning needs that may not have been met early on in education

- Differences between socio-economic groups and the impact the environment can have on people’s development

- English not as a first language can impact on literacy/numeracy levels (approximately 16.9% people in Newport don’t have English as their first language)

- Past prevalence of industry in Newport (where there was less of a focus on literacy/numeracy needs)

- Cultural factors

- Generational acceptance, peer pressure and low aspirations

- Age of school leaver

- Low self-esteem

- Technology impacting on literacy levels

In 2010, a Newport Learning Providers Partnership group was formed between the City Council, Workers Educational Association (WEA), Coleg Gwent, Gwent Association of Voluntary Organisations (GAVO), Job Centre Plus and the University of Wales Newport amongst others. The aim of the partnership is to strategically plan provision across the city in order to avoid duplication, ensure progression routes, identify shortcomings, ensure a consistency of quality, and to obtain a clear view of just what learning opportunities are available throughout the city.

The Newport Basic Skills Programme offers opportunities to the adult population to address literacy, numeracy and functional ICT needs through both formal and informal learning. Basic Skills provision is delivered through the main community learning centres at Charles Street, Rivermead and St Julian’s with courses also delivered in community venues such as libraries and community centres. In addition to pure literacy and numeracy classes, community learning has made a great deal of effort to engage new learners through contextualised learning.

Newport Adult Community Learning works with Coleg Gwent and four local authorities through the Greater Gwent ACL Partnership collaboratively planning provision and sharing resources and knowledge on:

- Learner Involvement Strategy;

- Involvement of 50+ age group in learning;

- Basic Skills Quality Standard;

Actions planned include a joint self-assessment between colleges and local authorities and adopting a shared approach to teaching literacy across all curriculum areas.

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Theme Skills & Work


In 2013 the One Newport Local Service Board commissioned the Families First Family Skills programme which supports family members to engage in learning at a level which suits their needs and encourages them to identify learning progression routes that improve their employability, access work and increase their earnings. Basic skills provision is a vital part of the personal development opportunities available through this programme.

How much / How Well?

Adult community Learning

488 enrolments on Basic Skills courses during the 2012/13 academic year

80% Retention rate for 2012/13 academic year

242 enrolments for term one of the 2013/14 academic year

Retention rate for term one 2013/14 academic year 95.8%

Is anyone better off?

72% course achievement rate for the 2012/13 academic year

Families First – Family Skills

Families First- Family Skills Programme

49 Referrals for basic skills provision

Since programme commenced:

Adults reporting increased confidence 80% - 216 clients

Adults with improved skills 80% - 216 clients

Adults with recognised qualifications or credits 65% - 88 clients

Learning Pathways (whole life) Clear learning pathways for adults are vital for securing better outcomes for learners, families, employers, localities and wider society. Accessible, high quality adult learning provision allows people with the greatest needs to contribute and participate in society, allows families with children to learn together, tackles skills shortages and contributes to economic growth and addresses the on-going learning needs of adults created by longer working lives, changing job roles and new technologies.

Through its Community Learning Programme, Newport City Council provides a range of courses for adults over the age of 16 including basic skills, languages, business skills and general education. Many of the courses are designed to support people into work or give individuals the new skills and qualifications they need to progress in the workplace.

The Newport Learning Providers forum has developed a single Community Learning course brochure which provides a holistic offer of post 16 learning across the City. The new brochure now includes courses offered by the Council, Coleg Gwent, the Workers Educational Association and the Youth Service. The document is structured into themes which support employment pathways and vital workplace skills including food hygiene, first aid and health and safety.

Newport City Council’s Community Learning section have formed linkages with Communities First, Job centre Plus, The Families First Family skills project and Careers Wales to develop and provide a range of support options and guidance interventions to ensure people get the right help at the right time in accessing learning.

An analysis was undertaken of Community Learning students to improve opportunities to identify and encourage more potential learners to access courses. This will inform marketing, further development of

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Theme Skills & Work


the courses on offer and the accessibility of provision.

A post of Community Learning Officer for Health and Wellbeing was created to develop and deliver a programme of courses to meet the needs of the sport, health and wellbeing employment opportunities.


1298 enrolments in core Community Learning courses (excluding Basic skills) during 2012/13 academic year.

92% Retention rate for learners on core Community Learning courses in 2012/13 academic year

1372 enrolments in core Community Learning courses (excluding Basic skills) during term1 academic year 2013/14

97.5% Retention rate for learners on core Community Learning courses in first term of 2013/14 academic year


76.4% Achievement rate for learners on core Community Learning courses in 2012/13 academic year.

Access to Employment Newport City Council’s Community Development team are working with long term unemployed residents, people claiming DWP benefits, young people who are NEET or in danger of becoming NEET and people with disabilities.

The following schemes are underway to tackle unemployment, skills development and engagement with hard to reach groups.

Communities First – Prosperity Programme Funded by Welsh Government, providing projects that specifically target employment related activities such as Work Clubs. Prosperity Coordinators and Economic Inactivity Workers are funded in each cluster to target local residents and engage them into meaningful prosperous activity.

Work Programme Contractual agreement to deliver DWP flag ship back to work programme. Working with all Newport residents who are long term unemployed over a 2 year period to find employment. Providing advice, guidance, training, work placements through the Work Based Learning Academy and financial support for equipment.

Young People not in Education, Employment and Training (NEET) Programme for 16 – 24 year olds Contractual agreement with a Traineeship provider based in Newport to deliver bespoke 13 week training programmes to NEET young people. Providing behavioural sessions, the aim is to reengage young people back into mainstream education and mainstream activities.

Aspire – 14-16 year olds Funded by Community Development and local high schools this project works with the most disengaged pupils in year 10, providing an alternative learning environment the young people work towards qualifications such as GCSE and BTec . This project is in the 2nd year of its delivery.

Work Choice Contractual agreement with a prime provider delivering DWP flagship employment programmes for those with disabilities. Providing supported employment places for people through the WBLA to improve

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Theme Skills & Work


confidence, providing adaptations and equipment and helping people in to independent employment.

Life Skills – Carers Funded by Big Lottery and ESF this project identifies those residents with caring responsibilities. Working to reengage them with mainstream education and employment again and improving confidence and skills.

NOVUS Funded by ESF this project replaced the previous Genesis programme and works with lone parents to improve skills, qualifications and to find suitable employment.

Pillgwenlly Vocational Learning Academy Funded by EDRF this project has created a purpose build training centre for the community to access. This is a unique partnership as it has selected a private sector training provider to manage the building and deliver its services from, however incorporating community usage within its working week.

Monwel Funded by Newport City Council this project makes product such as signs and home appliances to sell to the open market. This project employs disabled people from the community to deliver its service and provides supported employment places locally. Working with the WBLA it provides people with independent working skills and confidence.

Access to Supported Employment Funded by Newport City Council this team specifically supports those with disabilities. Working across all the projects to provide job coaching support and linking organisations with disabled customers. Especially those in supported employment places.

Each programme engages customers via formal inductions and then supports them for up to 2 years.

Support takes the form of;

CV writing

Application Forms

job searching

basic skills

employment skills incl. behaviour/presentation/language

Qualifications

Licensing

Equipment costs

Travel costs

Once a customer has been successful in finding employment or educational placements we will then continue to support them for a further 12 months whilst in employment with advice and guidance.


2012/13 Worked with 2100 customers - Supported 539 people to find employment

2013/14


2012/13 All customers who engage in the programme are supported to develop many new skills as detailed above.

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Theme Skills & Work


Worked with 1200 customers - Supported 612 customers to find employment

All customers who find work are no longer benefit dependant.

Access to Employment Creating employment and work experience opportunities through our Work Based Learning Academy (WBLA) Launched in January 2014 and funded by Newport City Council and Newport Unlimited this project is an LSB supported project that is working with the Police, the Council, registered social landlords, the voluntary sector and Aneurin Bevan Health Board creating work placement and employment opportunities for unemployed residents, identifying 1 week, 2 week 4 week and 6 month placements to support long term unemployed people, students, pupils in education those in care and with disabilities. The WBLA works as the vehicle that brings together organisations offering work experience and customers who wish to access opportunities. Providing recruitment solutions and support to organisations to meet their business needs and corporate social responsibility obligation.. The WBLA also works to support private sector employers.

The WBLA also works with anti-poverty, and welfare to work projects such as Communities First, Families First and accessing employment projects. The academy acts as a hub that links customers from projects to vacancies and opportunities.

The WBLA provides projects with advice about employers requirements to ensure customers are suitably prepared.

Currently we are supporting recruitment for;

- Newport City Council

- Aneurin Bevan Health Board

- BT

- Kelly Services

- Lloyds TSB


Since the launch in January: WBLA has created 160 job opportunities 76 have already been recruited. 84 jobs are currently being recruited before the end of May 2014. In addition WBLA has created: 32 one month placements 11 six month placements for young people


160 people will gain employment and have improved their skills. A further 43 people will gain work experience and

improve skills.

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Theme Economic Opportunity

Outcome Newport has a prosperous and thriving economy

Description Ensuring future sustainable economic prosperity for the city through: - Status as a smart and connected city - Providing a regenerated, diversified and resilient economy - Raising the profile of the city

Priorities Connections Marketing & Image Enterprise Culture & Inward Investment Emerging Economies Climate Change & Energy

The following population indicators capture annual trends relating to economic opportunity and have been chosen to give a comprehensive understanding of the issues that affect people in Newport.

Connections

Number commuting into Newport1 Commuting patterns for Newport show a net daily inward flow into the city for employment. The number of people making this trip has increased year on year since 2009 and is close to pre-recession levels, whilst the number of people commuting out of Newport has remained more constant.

This indicator shows the continued importance Newport plays as an economic hub for the South East Wales region and particularly the neighbouring former Gwent areas. This also

corresponds with other economic indicators including data on ‘employment density’ and for gross value added.

Whilst Newport’s relative economic strength is clearly an asset both for the city itself and the region it should be noted that this comes at a cost with congestion on all of the main routes, particularly during rush hour periods. Congestion also clearly affects the motorway passing through Newport and businesses have become increasingly concerned at the resulting impact on the South Wales economy. The lack of a direct rail link to Newport on the Ebbw Vale link also limits potential public transport options for commuters. Potential plans for a strategic park and ride rail station at Llanwern could potentially play a major part in reducing congestion if funding were made available through the South Wales Metro programme.

Marketing & Image

UK Competitiveness Index4 The index measure represents a benchmarking of the competitiveness of the UK’s regions and localities. It is calculated using a variety of sources, such as business demographics, skills availability, gross value added (GVA), and economic activity.

The most recent data available is for 2013 with data showing that Newport remains well above the Wales average in terms of economic competitiveness. However we can also see that whilst Newport’s competitiveness had weathered the economic downturn more favourably than Wales as a whole between 2008 and 2009, from 2010 to 2013 Newport recorded a drop in competitiveness ranking by 5 places from rank 30 to 35 with a competitiveness score of 90.8% of the UK average (92.6% in 2010). This downward

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trend mirrors the effects noted for the ‘employment rate’ and ‘active enterprises’ which clearly indicate that the local economy has been affected by the recession and macro-economic conditions. Despite this an analysis of the wider index also reveals that a number of prominent UK cities are seen to be less competitive than Newport for instance Plymouth, Liverpool, Swansea and Bradford.

Newport’s competitiveness score is lifted by the high number of knowledge-based companies active in the Newport and Monmouthshire region, which in turn contributes to a top quartile status amongst UK local authorities in terms of Gross Value Added (GVA), the economic measure of the value of goods and services produced in the area. Newport’s GVA is second in Wales only to Cardiff.

A number of England’s largest cities – including Bristol, Leeds, Nottingham, Newcastle and Birmingham – have seen their position improve since the 2010 index, suggesting a continued urban renaissance in these core cities. It is hoped that the growing momentum in the regeneration of the city centre, innovative approaches like the business improvement district and the continued development of the local science, technology and engineering sector (STEM) will result in an improved ranking when the next index is released.

Estimated value of tourism5 The estimated ‘value’ of tourism is the direct revenue and spend from visitors but includes the indirect spend associated with that (a multiplier affect). Spend by tourists and visitors is an important economic indicator as it not only supports those directly employed in the sector, but also other service sectors in the local economy.

After a moderate decline

between 2006 and 2008, the number of tourists to Newport increased significantly during 2010 as a result of the Ryder Cup with spend rising accordingly to £222 million. The visitor figures for 2012 of 2.3 million were less than in 2010 but were 2% higher than 2011 and spend rose by £5 million. This is an upward trend at a time of general consumer spending restraint and a decline in the Welsh visitor figures.

The first half year figures for 2013 indicate a further increase in tourism numbers and spend. This is attributed to the growing profile of Newport as a business venue and centre for conventions and sports events. The capacity to host such events will be further boosted following the NATO Summit in September 2014 and the development of the International Convention Centre at Celtic Manor, which will be the largest facility of its kind in Wales and the South West.

Development of Newport’s ‘offer’ as a tourist destination is set out in the destination management plan

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which focusses on exploiting assets including industrial heritage, world-class historical attractions, sporting events, protected habitats the Wales coastal path and a well-established events calendar. The local tourism sector is now responding to this growth in potential trade with an increase in serviced bed-stock, including hotels and bed and breakfast accommodation.

Enterprise Culture & Inward Investment

Job Density3 Job density represents the ratio of jobs available to the city’s working age population. Job density in Newport is significantly higher than elsewhere in Wales and has remained at a consistent level in recent years. This has reflected the traditional role of Newport as the economic hub of the former Gwent region, and the considerable regeneration investment and new employment opportunities Newport has attracted. Newport grew out of the steel trade, with strong links to towns in its hinterland across Gwent, and its relatively small size means that maintaining a high density of employment opportunities will help to ensure Newport remains a resilient economic entity.

However, data shows a decrease since 2005 in the number of jobs available per person of working age, but since 2009 the level of job density has remained fairly static. The density of jobs available in Newport remains significantly higher than elsewhere in Wales (second only to Cardiff), and in 2012 remained above the UK average. Newport is reliant on the public sector to provide many of its jobs, and austerity measures aimed at decreasing the size of the UK public sector as a whole have impacted heavily on Newport as a result. A further reliance on a relatively small number of larger employers leaves Newport vulnerable to closures and job losses as the recession continues to present challenging economic conditions.

Total employee jobs3 This indicator relates to the count of available jobs in the local labour market. It does not include self-employed people, armed forces personnel and home workers. The most recent figure for 2012 shows a concerning drop of 4,100 jobs in the labour market. Furthermore this is the lowest figure for over five years, following three years of growth in employment. Whilst this is clearly of concern and would appear to reflect a ‘double dip’ recession in the local economy these figures are volatile and need to be considered in

the longer term.

The employment rate mirrors the trend for private sector employment figures which between 2011 and 2012 recorded a loss of -6.5% or 3,400 jobs. However this followed two years of private sector employment growth levels ranking amongst the UK’s top ten cities. There is no doubt that Newport has been badly affected by job losses and closures of key local employers however this is to be considered against investment and employment growth amongst the emerging sectors. Research released by the National Institute for Economic and Social Research showed that Newport has Wales’ strongest cluster of digital

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businesses and that these business grow 25% faster than non-digital counterparts and on average employ three more people. Further research by Experian ranked Newport behind only Aberdeen as having the largest proportion of high growth businesses.

Number of active enterprises1 The number of active enterprises in Newport remained steady until 2011 when the effects of the recession took hold resulting in a marked decrease which has continued albeit at a slower rate in 2012. Newport’s economy, based largely on public sector investment and specialised manufacturing, has left the city vulnerable to the effects of the recession and its impacts on global markets. The decrease in the number of active enterprises in Newport is representative of a range of economic effects relating to the impact of the financial downturn on companies.

Business Start ups1 The most recent developments reflect a mixed picture with closures at established employers but also signs of recovery with significant investment in local companies including EADS /Airbus, Eastman chemicals, Testia and Kennametal.

Interestingly the ‘number of business start-ups’ shows a converse trend to the ‘active enterprises’ indicator, with the number of start-ups at a low in 2010 followed by a growth in start-ups in 2011 and 2012, however it should be noted that the

absolute numbers remain relatively small. This growth in business start-ups may reflect a growing entrepreneurial spirit, which may have been brought about by necessity as the employment rate has decreased over the same period resulting in job losses in the ‘employee’ labour market.

Emerging Economies

Employment by sector6 An analysis of employment by industrial sector shows that Newport has a broadly similar structure to the wider Welsh economy. This is characterised by a relatively high reliance on public services employment and a higher proportion of manufacturing employment than the UK as a whole.

Newport does however demonstrate a higher level of employment in:

- Production

- Finance and insurance

- Wholesale, retail, transport, hotels and food

- Information and communication

- Professional scientific and technical activities

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A further analysis of the local labour market by the UK Commission for Employment and Skills indicates the future projected growth by sector for Newport and the Gwent region. The need to replace existing jobs following natural wastage in the manufacturing sector is evident, in addition to an overall contraction in the total size of the manufacturing labour force.

Significant employment growth is predicted in construction, wholesale and retail and professional services,

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with smaller growth expected in accommodation and food, information technology and business services. Contraction in the public sector and education is noted along with transport and storage. Whilst there is an expected contraction in manufacturing this is more than offset by the requirement to replace employees leaving the workforce. The analysis also stressed that much of the projected employment growth will be concentrated in higher skilled occupations (Level 4 and above) and there will be significant expected job losses amongst low skilled/elementary occupations. This clearly represents a challenge to local partners to address employers’ skills demands through providing relevant education, training and reskilling so that the local population can compete in the changing labour market.

% of adults 18+ who are digitally included7 Many aspects of the society and economy are now digital - job adverts and applications, goods and services, and increasingly public services, including benefits and health checks. Being digitally excluded reinforces social exclusion and poverty.

Experian data used as part of the evidence package to the Welsh Government mapping digital inclusion is useful in detailing the engagement of Newport residents with the internet. With over 68% of adults aged 18+

accessing the internet, Newport is measured as having the seventh highest rate of digital inclusion in Wales.

However a 2012 analysis of UK City Competitiveness by Santander ranked Newport 55 out of 74 (rank 1 is best) in terms of digital connectivity (broadband speed and uptake), placing Newport in the bottom third of the ranking table. This was based on the existence of ‘not-spots’ in which high speed internet is not available, and the proportion of households who do not have internet access.

In recognition of the increasing importance of access and use of high speed internet Newport City Council made a successful bid to the UK Government’s Super Connected Cities program. Under Super Connected Cities £4 million of funding is available in Newport to support small businesses, social enterprises and charities to connect to the next generation of broadband services, with up to £3,000 available for every small business in Newport.

Funding has recently been secured from the Welsh Government’s Communities 2.0 programme for Newport City Council to employ a coordinator to develop projects to improve digital inclusion, for instance through, up-skilling frontline public services workers to assist people in home and community settings and in key premises e.g. libraries, housing offices, voluntary organisations.

Climate Change & Energy

Co2 emissions per capita8 The data trend shows that Newport has seen a reduction in carbon emissions over the five year period, despite a spike in 2010 that was largely linked to an increase in emissions from large industrial installations. Wales’ national per capita carbon footprint has shown a slight reduction in this time, and Newport’s emissions are now very close to the Wales average. Our main source of emissions continues to be from the industrial and commercial sector, and the slow emergence of the UK from recession will inevitably be accompanied by an increase in industrial and commercial activity. This activity accounts for 55% of the City’s carbon footprint. Domestic and road transport emissions have declined as a percentage of the total emissions, accounting 18% and 26% respectively. However, the total volume of CO2 produced by these

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sectors has also increased.

Newport’s successful affordable warmth project, one of the leading projects funded under the Welsh Government’s Arbed programme and delivered in partnership with the South East Wales Energy Agency has seen an impressive package of home insulation treatments targeted at the least efficient and fuel-poor properties in the city, and includes an option for solar installation providing renewable electricity for private home owners. Likewise, the expansion of the cycle network in Newport, including the new Caerleon Link and safe routes to schools, will support low-carbon, sustainable transport. In the industrial sector, public sector bodies are required to improve the efficiency of their estate, and the private sector has driven many new green energy projects, including the use of biomass at Uskmouth Power Station, the Wind Turbines at the Eastman Chemicals plant, and new Solar PV arrays on the outskirts of the city. The intention of Next Generation Data, a particularly energy-intensive operation based at the former LG site, to operate 100% on renewable energy is an industry-leading initiative that demonstrates how economic renaissance and environmental sustainability can go hand in hand.

The development of a city-region approach and the associated Metro concept in South East Wales may hold the key to a significant reduction in emissions across the whole of the ten authorities involved.

Waste to landfill 9 The trend for municipal waste recycling shows a consistent improvement in recycling performance with stepped change through the introduction of new schemes but also incremental growth through behavioural change and mainstreaming of recycling.

The amount of waste to landfill has decreased again this year although the overall tonnage of waste increased. The increase in housing stock, rising population, and the effects of coming out of the recession have all added to an increase in

overall waste. There has been a significant increase in tonnage through the household waste recycling centre due to restrictions and permit schemes being introduced in neighbouring authorities.

The main strategies in place to continue the reduce the amount of waste sent to landfill include the introduction of a separate card collection, continued enforcement and education programmes to target low participation, further roll out of smaller 180L bins across Newport, increase trade waste recycling and development of the Waste Infrastructure Procurement Programme. These steps are intended to contribute to meeting the challenging Landfill Allowance Scheme and Statutory Recycling Targets.

What have we done?

Included below are a examples of initiatives that have contributed to the Economic Opportunity Theme and the outcome of “Newport has a prosperous and thriving community”

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Connections New City Centre Bus Terminus The new bus terminus in Upper Dock Street was opened in December 2013 and is expected to cater for between two and three million passengers a year. This new facility and other regeneration work in this area should help to give the Market Quarter a further positive boost following the completion of the revamped market entrance and public realm improvements. A second bus station will also be completed in Friars Walk which will link to the terminus in Upper Dock Street greatly improving public transport connectivity in the city centre.

Pye Corner Rail Station Planning approval was granted by Newport City Council in February 2014 for a new station at Pye Corner, which will serve the Ebbw Vale line in the Rogerstone area. The station will feature a single platform, CCTV, ticket purchasing facilities, a car park for 70 cars and customer information screens. The construction work will be completed before the end of 2014. The new station will be accompanied by an additional hourly service on the line and further strengthens the case for the much needed Ebbw Vale to Newport direct rail link. The

Council worked with the South East Wales Transport Alliance (no longer in operation) to ensure the current line is future proofed to allow for the connection to be made when funding is secured. Furthermore the Council in association with Newport Unlimited have commissioned a study to take the required line enhancement to Network Rail Grip 3 Stage (development/option selection) and to update the business case for the direct Newport connection. The start of construction on this project coincides with work to improve signaling across South Wales and the Valleys’ lines ahead of electrification of the network by 2019.

Llanwern Station – Strategic Park and Ride

A land allocation from the developers St Modwen at Llanwern has been made to accommodate a park and ride

rail station for up to 6,000 cars linking to the M4 and serving the east of Newport and South East Wales more widely. This scheme would form part of South Wales Metro Phase 2 and is dependent on Welsh Government funding.

Improving Newport’s Walking and Cycling Network

The sustainable transport charity Sustrans were commissioned to undertake a mapping exercise of the walking and cycling network to identify the missing links. This will allow for a prioritised plan to join up links in the capital investment programme from 2014/15 onwards. Welsh Government Local Transport Grant funding has now been obtained to construct the missing Lliswerry link (East bank of the River Usk at Corporation Road) and the Newport to Cardiff cycle link is under consideration for Metro funding this year. Newport is increasingly tying in the expanding walking and cycling network with promotion of active tourism through the Destination Management Plan. This plan seeks to draw on the heritage attractions, sports facilities, rare wetland habitats and Wales Coastal path.

Enterprise Culture and Inward Investment Newport Business Improvement District Work is progressing on a potential, innovative business led approach to support and promote the city centre.

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A steering group representing city centre business interests has been established and is now meeting regularly. Newport City Council and Newport Unlimited have provided funding to develop a business case and hold a ballot of businesses in November 2014. If the ballot is successful a Business Improvement District (BID) would be created with a management board made up of business and council representatives. Contributions from the businesses involved would generate additional funding to be spent on the city centre improvements which BID members believe will be most beneficial to attract more visitors and boost trade. This might include better security, transport and parking schemes, promotional activities and events, use of innovative technology and environmental enhancements.

Tourism and Newport’s Destination Management Plan Tourism is now vital to Newport’s economy, which has undergone a shift in jobs from heavy industry and manufacturing to service industries, of which tourism is a crucial sector now representing about 5% of the total workforce of Newport.

In recent years the value of tourism to Newport has increased from £176 million in 2005 to a high of £232 million in 2010, the year of the Ryder cup. The Ryder Cup raised the profile of Newport internationally and has left a positive legacy with visitor levels to the city 11% higher in 2011 than 2009.

Business tourism which includes meetings, conferences and events - is the most important tourist sector for Newport, with past research

indicating a 60/40 business/leisure tourism split. With flagship venues such as the Celtic Manor Resort, business tourism has the biggest impact in terms of visitor numbers and contributes the highest yield. In recent years Newport has been bucking the national trend with an average room occupancy rate of 62% in 2012, compared to a Wales average of 53% (Source: Visit Wales Occupancy Survey). The current bed stock level in Newport is 4,694 bed spaces. The accommodation offer is varied but includes award winning products from bed and breakfasts to five star resorts.

The development of flagship new attractions such as the RSPB National Wetlands Centre, and the National Trust adding Tredegar House to its portfolio, has strengthened the attractions base for the city, creating opportunities to develop the day visitor market. This is growing as more of the city’s heritage assets are brought to the market place. Newport also has a good range of attractions on which to base its day visitor offer. Caerleon has attractions of international importance managed by Amgueddfa Cymru ( formerly National Museums and Galleries Wales) and Cadw, where there is on-going investment to develop and improve the product.

With the additional draw of the Newport International Sports Village and National Velodrome, improved Rodney Parade facilities, the Welsh FA headquarters and the Ryder Cup venue the importance of sports tourism and events to Newport continues to increase. Major events are also an expanding market for Newport, which now has the tried and tested infrastructure and support mechanisms in place to host events on the scale of the Ryder Cup. This was reflected in the selection of Celtic Manor to host the 2014 NATO Conference. Newport also plays a role as a provider of accommodation for major events held in neighbouring Cardiff. The Newport Centre hosts a significant number of major events whilst the Riverfront Theatre provides an important evening entertainment offer in the city centre.

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The Destination Management Plan was agreed by the Cabinet Member for Regeneration and Development in March and the document is now being discussed with ReNewport the City Centre Task Force with the intention of it forming an agreed plan which sets out Newport’s unique visitor offer, and how this can be strengthened particularly in terms of improving the image of Newport and the experience of visitors. The document is vital to refer to when seeking to access external funding e.g. for Vibrant and Viable Places.

How much / How Well? 2012/13 – 2.37 million visitors Estimated value of tourism £207.11 million 2013/14 (first six months only) - £106.47 million A year on year increase of 15% although this is likely to level off for the second half year. (Data from STEAM Report)

Is anyone better off? Total supported employment supported by tourism (Year 2012): direct employment - 1,880 jobs Indirect employment - 905 jobs

Climate Change and Energy Domestic energy efficiency Improvements NCC has focussed on delivering community energy efficiency grants using Welsh Government Arbed and Energy Company Obligation (ECO) funding. Schemes are underway in Bettws, Ringland and Malpas Communities First areas, covering over 340 ‘hard to heat’ households whose occupants are considered to be in fuel poverty. The scheme will deliver heating and insulation improvements which are sufficient to move the households out of fuel poverty.

This investment has enabled homes to receive multiple energy efficiency measures including:

- boiler upgrades and replacements

- window glazing upgrades

- External and cavity wall insulation

- Loft insulation

- energy saving advice

How much / How Well? Under Arbed/ECO funding schemes - Two successful funding bids were made in 2013/14 one in Bettws and one in Ringland. - Bettws - 167 hard to treat properties, value

£1.1m - Ringland - 97 hard to treat homes, value £671k Additional funding bid made under Arbed scheme (yet to be decided) - Victoria Ward - 221 hard to treat properties,

value £1.8m

Is anyone better off? In 2013/14 340 homes were moved out of fuel poverty as a result of energy efficiency improvements undertaken by Newport City Council. Energy and benefits advice was given to residents as part of the energy schemes and at local community events.

Super Connected Cities As online trade continues to grow, it is predicted that the average UK business will need 10 times the current internet bandwidth within the next 5 years. With bandwidth usage increasing each year this means that high speed broadband is now a necessity for businesses. There are more devices accessing the internet than ever before in every business, and users often use those devices for activities such as online video calls to

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colleagues and business associates anywhere in the world to sending large files by email. These activities can only be done successfully with fast broadband and a high bandwidth connection.

Through the Super Connected Cities project Newport City Council is utilising UK Government funding to improve the availability and use of superfast and ultrafast broadband in Newport. £4 million is available to support small businesses, social enterprises and charities to connect to next generation broadband services, with up to £3,000 available for all small and medium businesses, charities, and social enterprises or residential communities in Newport to contribute to the cost of connection.

The first phase of the Super Connected Cities project has focused on raising awareness across the business community, and in particular SME’s, on the advantages of high speed internet usage from a commercial perspective. As such a ‘demand stimulation' project was launched to promote the benefits and also the financial support available, through the scheme. A three strand approach has been used to promote the message to businesses: targeting business networking channels, direct media engagement and supplier engagement. A launch event was held at the University of South Wales in January 2014 and was well attended by 67 local business representatives. Promotion of the scheme is continuing in conjunction with South Wales Chamber of Commerce and other business support networks with the intended target of 1,700 local businesses taking up high speed internet connections by the end of March 2015.

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Theme Health & Wellbeing

Outcome People in Newport are healthy and thriving

Description Improving health, wellbeing, and independence by: - Promoting and supporting health living throughout life - Prevention, early intervention, and self-management of illness - Reducing inequities in health - Enabling people to take a personal and shared responsibility for their own health and

that of their families

Priorities Food and Physical Activity Smoking Mental Wellbeing Our Environment

The following population indicators capture annual trends relating to health and wellbeing and have been chosen to give a comprehensive understanding of the issues that affect people in Newport.

Food & Physical Activity

% of adults who report eating fruit & veg consumption guidelines10 The consumption of fruit and vegetables as part of a balanced diet has the potential to have a significant positive impact on health. There are numerous protective factors attributed to eating 5 portions of fruit and vegetables a day, including a reduced risk of developing certain cancers and a reduced risk of developing heart disease (dependent on other factors).

A healthy, balanced diet and regular physical activity are the best ways to maintain a healthy weight, and are key lifestyle choices to make in

order to avoid becoming overweight or obese. With the increasing amount of people being diagnosed as obese or overweight in what has been described as an obesity epidemic, fruit and vegetables are a vital healthy food group to include as a daily staple of one’s diet, as opposed to sugary and fatty foods which are known to lead to weight gain, and have the potential to cause further health problems.

People who develop healthy eating habits early in life are more likely to maintain them in adulthood and have reduced risk of cardiovascular disease, cancer, Type 2 Diabetes and osteoporosis.11 This is why fruit and vegetable consumption from an early age is vital for the future health and wellbeing of the population.

In Wales the percentage of adults who meet the fruit and vegetable consumption guidelines has reduced from 36% to 33% since 2007/8. In Newport this has reduced from 33% to 30%.

% of adults who report meeting the physical activity guidelines10 Regular physical activity can make an important contribution to improving quality of life for adults i.e. both physical and psychological. Physical activity is a vital component in maintaining a healthy body weight and along with eating a healthy balanced diet is the most effective way of avoiding becoming overweight or obese.

Physical inactivity also known as sedentary behaviour is in itself a risk factor for numerous conditions such as high blood pressure and can contribute significantly to illnesses such as, heart disease, stroke, diabetes and some cancers12. Physical activity is also a very important factor in maintaining muscle and bone strength during adulthood; this is an important element of ageing healthily and reducing the risk of falls in old age.

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In Wales the percentage of adults that meet the physical activity guidelines has varied but decreased slightly overall since 2007/8 from 30% to 29%. This has remained at a lower level in Newport, decreasing from 28% to 27%.

% of children in reception class (age 4/5) who are overweight or obese13 Research shows that children who achieve a healthy weight tend to be fitter, healthier, better able to learn, and more self-confident. They’re also less likely to have low self-esteem and be bullied. And they're much less likely to have health problems in later life.14

On 4 July 2013 the Child Measurement Programme for Wales published its first annual report. The report provides high level findings from the measurements of children in reception year (age four to five) during the academic year

2011/12.

The report showed that 16.3% of boys were overweight and 13.0% were obese in Wales, a total of 29.3%. This compared with 15.0% being overweight and 14.0% being obese in Newport, a total of 29.0%. Therefore, the percentage of boys that are overweight is lower in Newport than in Wales. However the percentage of boys that are obese is higher in Newport than in Wales.

For girls the report showed that 15.0% were overweight and 12.1% were obese in Wales, a total of 27.1%. This compared with 15.6% being overweight and 10.8% being obese in Newport, a total of 26.4%. The percentage of girls that are overweight is higher in Newport than in Wales. However the percentage of girls that are obese is lower in Newport than in Wales.

% of adults reported a BMI classified as overweight or obese10 Being overweight or obese increases the risk of a wide range of chronic diseases, principally type-2-diabetes, hypertension, cardiovascular disease including stroke, as well as cancer. It can also impair a person’s well-being, quality of life and ability to earn. The rapid increase in the number of obese people in the UK is a major challenge. It is estimated that over half of the UK adult population could be obese by 205015.

In Wales the percentage of adults reporting as being overweight or obese has increased from 57% to 58%. In Newport the percentage has fluctuated between 58% and 60% but has remained above the

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Wales average.

% of adults who reported a BMI classified as obese10

In Wales the percentage of adults reporting as being obese has increased from 21 to 23% since 2007/8. In Newport the percentage has fluctuated between 23% and 22% in the last 5 years.

Smoking

% of adult smokers10 Smoking is known as the single biggest avoidable cause of disease and early death in the UK. Smoking causes many serious and fatal diseases including lung cancer, heart disease, bronchitis and emphysema. It also causes many other cancers, respiratory diseases, strokes and can affect fertility.

The percentage of smokers in Wales has reduced from 25% to 23% since 2007/8. In Newport the reduction has not been as much and has reduced from 25% to 24%.

% of passive smokers exposed to smoking indoors10 The percentage of passive smokers in Wales has reduced from 22% to 20% since 2008/9. In Newport the percentage has varied but reduced overall from 23% to 20%.

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Number of live births with a birth weight under 2500 grams per 1000 live birth16 The evidence of the link between low birth weight and poor lifestyle during pregnancy is strong. Specifically, low birth weight is associated with poor maternal general health, a low level of education, poor nutrition, alcohol consumption and smoking both pre-conceptually and during pregnancy17.

There is evidence that poor maternal nutritional status at conception and inadequate maternal nutrition during pregnancy can result in low birth weight18. However, smoking is the major modifiable risk factor contributing to low birth weight. Babies born to women who smoke weigh on average 200g less than babies born to non-smokers. The incidence of low birth weight is twice as high among smokers as non-smokers19.

Smoking cessation in pregnancy is strongly affected by socio-economic status, with women of lower education, income and employment status far more likely to continue smoking than women from higher socio economic status groups20. Other lifestyle choices of the mother linked to low birth weight also include their choice of diet, substance misuse including alcohol consumption during pregnancy.

Low birth weight babies are at greater risk of problems occurring during and after birth, as well as at greater risk of chronic disease in adulthood17. Low birth weight varies widely according to socio-economic status and can be linked to areas of deprivation.

In Wales the number of live low birth weight births reduced from 70 in 2008 to 67.5 in 2011, however there was an increase in 2012 to 71.2. In Newport, a greater reduction has been seen from 80.6 in 2008 to 65.1 in 2011. An increase was then seen in 2012 to 78.2.

Mental Wellbeing

% of adults currently being treated for a mental illness10 The health and wellbeing of individuals and communities is influenced by a wide range of social, environmental and economic factors as well as individual genetics, behaviours and experiences. It has been widely established that some health determinants can protect mental health, while some can increase the risk of poor mental health.21 For example, protective factors for mental health may include supportive friends and family, good quality housing, feeling safe and part of a community, accessible leisure

opportunities and availability of support for major life transitions. Risk factors for poor mental health may include social isolation, unemployment, social or cultural discrimination, lack of accessible services or leisure opportunities and low self-esteem.22

In Wales since 2007/8 the percentage of adults being treated for a mental illness (including depression, anxiety or any other mental illness) has increased from 9% to 11%. In Newport the increase has been more marked from 9% to 12%.

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SF36 Mental Health Component Summary Score10 The SF36 score is derived from the short from 36 (SF36) questionnaire which is a widely used standard set of questions designed to capture data about functional health. This is represented in two summary scores for physical and mental health. The mental health summary score is represented by the mean SF36 mental component summary score of adults. A higher score indicates better health and scores above or below 50 can be interpreted as being above or below the norm.

The overall score for Wales has remained fairly constant over the period however a slight reduction of 0.2 from 49.9 in 2007/8 to 49.7 in 2011/12 has been recorded. For Newport, the score has fluctuated but has recorded an overall reduction of 0.6 from 49.8 to 49.2.

Our Environment

% of footpaths and other rights of way which are easy to access1 The percentage of footpaths and other rights of way that are easy to access in Wales has increased from 50.6% in 2006/7 to 55% in 2010/11. However a much larger increase has been reported from 67% to 89%.

Accessible green space per 1000 population (ha)1 Growing evidence shows that access to the natural environment improves health and wellbeing, prevents disease and helps people recover from illness. Experiencing nature in the outdoors can help tackle obesity, coronary heart disease and mental health problems.

The amount of accessible green space oer 1000 population in Newport is 67 hectares above the Wales average of 50.6 hectares.

What have we done?

Included below are examples of initiatives that have contributed to the Health and Wellbeing Theme and the outcome of “People in Newport are healthy and thriving”.

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Smoke Free Play Areas In May 2013, the Minister for Health and Social Services urged Local Authorities to introduce smoke free playgrounds in parks. In response to this and as part of the Smoke Free Environments initiative the One Newport LSB in Year 1 of the SIP (2013/14)prioritised the implementation of smoke free play areas in parks, with funding sourced from the Public Health Wales Wellbeing Activity Grant.

Most adults agree that children also have the right to a clean and healthy environment to play in. 77% of adults in Wales now want a ban on smoking in playgrounds.23 Young people consistently over-estimate the prevalence of smoking and 60% think it is the norm24 because they see it around them every day. (23% of adults in Wales smoke). Smoking in family-friendly places such as playgrounds creates the impression that it is a harmless activity but the reality is that tobacco kills more than 5,000 people a year in Wales.

Playgrounds where smoking is banned are associated with lower levels of adolescent smoking.25 Signs can help people to challenge someone who lights up in a play area and point those who want to quit to services that can help them. This is especially important for parents, as their children are more likely to start smoking than those of non-smoking parents26. (Note that this would not be legally enforceable and therefore would be by way of self-regulation and not through fixed penalty notices). Self-enforcement is seen as the most effective way of policing a ban especially when the community is involved.

To ensure the involvement and engagement of children and young people a consultation exercise took place in November 2013. We asked children and young people across the city what they thought of play areas, parks and outside schools and leisure centres becoming smoke free. We received 272 responses, with 211 (77.5%) saying that they did want areas those made smoke free.

Once agreement had been sort from the cabinet member a competition was launched for children and young people to design the signs that would inform people about smoke free areas. The winning entry would be used on those signs displayed in these areas.

243 entries were received in total and they were judged by a panel consisting of 8 people that included Councillor Wilcox and 6 young people. After some deliberation a winner was chosen alongside 4 runners up.

Following this decision the winner and all runners up were invited along to a prize giving event at the winner’s school, where they were congratulated by the Mayor of Newport and awarded their prizes.

How much / How Well? Over the next few months signs displaying the winning design will begin to be installed to the 60 council owned play areas in Newport.

Is anyone better off? Children and Young people will be able to play in a smoke free environment.

Plans for the Future Finally, plans to roll out to other smoke free environments such as outside schools and leisure centres will be investigated and considered in the future. Any decision on this would require further Cabinet Member agreement.

Shakedown In January 2014, Shakedown was piloted in Lliswerry High School and Llanwern High School in Newport.

Competition Winner and Runners Up with the Right Worshipful the Mayor and Mayoress of

Newport

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Shakedown was developed as an exciting and accessible smoking prevention intervention and resource pack which explores the Tobacco Industry and the influences on young people smoking. It is aimed at year 8 pupils and the resource pack provides teachers and other professionals who work with young people with support to implement a whole-school approach to smoking prevention.

The Shakedown workshop is fully interactive, using drama-based methods to explore issues surrounding the tobacco industry and other influences on young people smoking. This approach was designed as part of the Hearty Lives Blaenau Gwent project. One of the aims of the project was to develop a quality school-based intervention that closely followed recommendations in the NICE (2010) guidance for school-based smoking prevention.

How Much / How Well? 231 year 8 pupils completed the workshop, 120 at Llanwern High School and 111 at Lliswerry High School.

Is anyone better off? Pupils that attended the workshop gave the following feedback:

- “I thought the workshop was a fun way to learn about the dangers of smoking. I learnt a lot of facts but still had fun at the same time”

- “The workshop was awesome. I had a lot of fun. I know a lot more about smoking. I will be sure to tell my family and friends. The experience was awesome”

- “It made me think even more about how dangerous it is. It showed me that is will change your life”

Attendees were also asked the following questions:

Nicotine in cigarettes is one of the most addictive drugs you can use

Tobacco Companies sell dangerous products

Plans for the Future Programme to be rolled out to four more schools in 2014/15.

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“Foodwise for Life” as part of the Exercise Referral Programme Foodwise for life has been designed by Welsh NHS dieticians following consultation and advice from the UK government’s “Change for Life” campaign.

Referrals who met the criteria were given the option to participate in an education programme for 8 weeks, focusing on healthy weight management / targeting weight loss through sensible behaviour changes. Referral clients had the additional option to attend an exercise intervention following the educational programme which consisted of cardiovascular

exercise and functional fitness training. The combined educational and exercise was completed within a two hour period.

Topics covered over the 8 weeks are:

Week 1: Preparing to Change for Life - expectations, realistic weight loss, past experience, importance of self-monitoring Week 2: The Eatwell Plate - Balancing your diet Week 3: The Eatwell Plate - Balancing your diet Week 4: Up & About - Benefits of exercise with weight management and overcoming activity barriers Week 5: Labels - How to read food labels Week 6: Focus on Your Food - Importance of regular meals, planning Week 7: Food & Drink Swaps – Ideas for alternative drinks, snacks & takeaways meals, hunger or craving Week 8: Changing for Life - how to manage lapses, how to maintain

How much / How Well? On the pilot, 10 clients attended the initial session and 8 (80%) completed the programme.

Is anyone better off? The following feedback was received from clients that attended the programme:

- “I attended Foodwise for life and I am currently half way through the exercise referral scheme. I must say I feel much better in myself and have gained important knowledge in making food choice decisions for health benefits. The whole programme was good, with the most beneficial being the teaching methods, activities and group discussions.”

- “I attended 2-3 exercise sessions a week plus the Foodwise session. Since starting Foodwise I have lost 8kg, my confidence has improved 1000%. I have benefited from the health tips Anna and Jarrad has given me. They are fabulous. Also it was lovely to meet people in a similar situation as me”

- “I have learnt so much from Anna and Jarrad, I am checking the contents in food labels prior to buying and am aware of the traffic light system. I have made a number of changes since starting the Foodwise programme, both myself and my family’s diet has improved. I am also eating regular meals.”

- “I was referred to the Exercise Referral Scheme by my doctor after I started having health problems. I attend between 2-4 classes per week, which also includes the educational Foodwise for life programme. Not only have I made changes to my diet since starting Foodwise, I have also met some really nice people. Everyone is so welcoming which made me feel at ease to talk about my food issues. I have lost a little weight, which has improved my knee pain. The trainers are very helpful and encouraging.”

Comparison of averages between initial weight and BMI and post 8 week programme

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Plans for the Future • Due to the success of the pilot “Foodwise for Life” programme a second cohort of participants have

enrolled. The second cohort commenced on 1st April 2014, 8 participants are in attendance. • The aim to complete four programmes per year with aspirations to develop further programmes in the

future. • Due to the developed friendships and camaraderie the first cohort of participants wished to continue

meeting up. This provides scope for creating a weekly post Foodwise session which incorporates discussions followed by exercise.

• Future association with (Dietetic lead) Slim for Life could be possible for community education and exercise combined for participant with more complex diet issues.

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Theme Safe & Cohesive Communities

Outcome People in Newport live in a safe and cohesive community

Description Ensuring that residents, visitors and businesses feel safe in their local area and feel confident that any safety concerns are addressed. Promoting an inclusive community that focuses on matters relating to housing, learning, communication, equality and social inclusion, preventing violent extremism and crime and disorder.

Priorities Cohesive Communities Anti-Social Behaviour (ASB) Youth Justice Property Crime (Acquisitive)

The following population indicators captures annual trends relating to safe and cohesive communities and have been chosen to give a comprehensive understanding of the issues that affect people in Newport.

Cohesive Communities

Public Confidence27 Data from the Annual Crime Survey of England and Wales indicate that public confidence in Gwent Police and the five local authorities in the year ending September 2013 stands at 67.9%. This shows a gradual and sustained improvement, although this is still below the National average. Information received from the Involve Newport Citizens Panel has provided a good indicator of public confidence and the latest data for October 2013 indicates a confidence level of 57% which

has increased compared to previous surveys and indicates a sustained rise in confidence.

Around 62% of all crime is unreported to the police, but this varies depending on the type of crime. The main reason for not reporting crime is because the matter is trivial or it has been dealt with privately. Residents taking the lead on dealing with trivial matters locally or at a community level is a model that is well recognised and encouraged, and where this occurs there will always be a gap between reported crime and BCS crime. This should not be a cause for concern and often little action is required other than to encourage local communities and neighbourhoods to take the lead on local issues that can be resolved between individuals. The main concern is where individuals have developed a high level of tolerance towards behaviour that really should not be tolerated.

Percentage of people who feel safe in their local area27 Feedback from the Involve Newport Citizen’s Panel suggests that the percentage trend of people feeling safe within their local community during the day has remained relatively static over the past two and half years (with a spike in January 2012 the only significant variance). However, the trend for perceptions during the night has shown an upward trend in confidence in safety, rising from 63.8% in May 2011 to 70.1% in October 2013 (again, with a significant variance of 72.6% in January 2012).

May

2011Aug 2011 Jan 2012 Nov 2012 Oct 2013

Day 88.4% 88.7% 95.2% 91.9% 89.5%

Night 63.8% 63.8% 72.6% 61.1% 70.1%

0%

20%

40%

60%

80%

100%

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Annual police reported hate crime per 1000 population28 The rate of hate crime in Newport has been, and continues to remain above the Wales average. The most recent data appears to show that Newport is moving closer to the national average, but due to the highlighted consistency, it is not possible to interpret this with any degree of certainty.

Most of the hate crime in Newport over the last 12 months has been reported in the Stow Hill ward. This is predominantly linked to the city centre, and may not therefore reflect any

residential hate crime. The two wards with the highest volume of hate crime outside the city centre are Pillgwenlly and Victoria. These two wards have the highest levels of ethnic diversity in Newport and therefore the hate crime is likely to reflect some underlying community tensions in these areas.

Hate Crime has been analysed by the type of hate that is being exhibited. The most recent data for 2011/12 shows that racial hate crime has decreased year on year from 90 down to 85. The two types of hate crime that have increased are Disability Hate Crime (up from zero to 3) and Homophobic Hate Crime (up from 9 to 12).

Anti-Social Behaviour

Number of people who agree that the police and other local public services are successfully dealing with crime and anti-social behaviour in your area27 This data is taken from the Involve Newport Citizen’s Panel survey. This survey asks a representative sample of the city population a series of set questions over a period of time in order for trends in perceptions to be monitored. Whilst there have been variances in the responses between May 2011 and October 2013 the overall trend has been upwards, rising from 48.3% of respondents believing that the police and other public services successfully deal with crime and anti-social behaviour, to 57% in October 2013.

ASB rate per 1000 residents28 Seasonal factors such as off road bike related ASB and fireworks in the run up to 5th November have an impact on these figures. Past experience shows that to a greater extent these drivers can be planned for and minimized through a proactive partnership approach.

“Signal Crime” factors - Signal Crime is a concept that links the look and feel of a neighbourhood to the levels of minor crime and ASB in a neighbourhood; shabby

2009/10

2010/11

2011/12

2012/13

2013/14

Newport 1.14 0.7 0.74 1.23 0.91

Wales Average 0.6 0.6 0.6

00.20.40.60.8

11.21.4

pe

r 1

00

0 r

esi

de

nts

2007/

08

2008/

09

2009/

10

2010/

11

2011/

12

2012/

13

2013/

14

Newport 130.3 122.5 123.4 108.8 72.6 53.5 54.4

Wales 90.2 83.4 80.4 71.1 54.6

0

50

100

150

pe

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00

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looking, run-down neighbourhoods are a trigger for low level crime such as vandalism, graffiti, criminal damage and ASB.

Street drinking (some of this is related to youths and some of it is related to adults substance misusers). This is a widespread driver in towns and cities across the whole country and there is no single solution. A joined up partnership problem solving approach is absolutely essential. In Newport the number of ASB incidents that were related to alcohol YTD (April to October 2012) was 493 (10.2% of all ASB). This compares to 11.1% of all ASB for the same period a year earlier. It is quite likely that these figures are an underestimate of the role of alcohol in ASB, but without good quality data it is not possible to say by how much.

Socio-economic factors such as employment, education, housing can be a widespread driver in towns and cities across the whole country and there is no single solution. This needs to be addressed in partnership with all agencies.

Youth Justice

Number of first time entrants to the youth justice system29 In Newport, prevention is situated within the Team Around the Family (TAF) Service, which is a key component of the Families First Programme. The TAF Service receives funding aimed at preventing offending and anti-social behaviour from the Police and Crime Commissioner, in relation to the provision of parenting programmes, as well as from the Welsh Government, Youth Crime Prevention Fund, in relation to the reduction of anti-social behaviour.

It is interesting that following up those who received a preventative intervention between April and December 2012 has shown that only 2 out of 60 became First Time Entrants (FTE). This highlights the need for further investigation of those who became FTE in an attempt to assess why they had not previously come to the attention of the prevention service.

Youth Crime Prevention Funding has also been targeted at preventing offending and anti-social behaviour by funding the Youth Service I-zone provision; detached youth workers and Positive Futures to respond to identified problem areas by engaging young people and providing diversionary activities. Very positive feedback has been received in relation to the deployment of this provision in Newport City Centre, resulting in a reduction of anti-social behaviour of 90%.

2007/08 2008/09 2009/10 2010/11 2011/12 2012/13

Newport 435 421 309 171 154 99

Gwent 1409 1302 991 685 572 292

0

400

800

1200

1600

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Rates of young people re-offending29 The most recent information, detailed above, relates to April 2011 – March 2012 and indicates total re-offending rates including those who received Reprimands and Final warnings with no YOS intervention. The numbers indicate that the number in the cohort has reduced. However, more offences are being committed by a smaller cohort.

In order to tackle the issue of high re-offending rates it is important to have more specific and up-to-date information in relation to re-offending of those open to the

YOS. Detailed analysis of the data associated with each offender is supporting a pro-active approach to reduction of re-offending.

Property Crime (Acquisitive)

Annual serious acquisitive crime rate per 1000 population28 Acquisitive crime is generally being reduced across the country with new initiatives and legislation being enacted around metal thefts and its disposal. Serious and prolific offenders are being monitored closely by the Newport Integrated Offender Management team and work with the probation service is continuing to make further improvements to this scheme. Although regular shoplifting offenders have been targeted in the city centre the work undertaken has raised the profile of offences and increased recording, city centre targeting has also caused displacement to other areas of the city. Socio economic factors relating to the economy are also thought to have a bearing on this increase.

Regular meetings of City Centre Tactical Group discuss retail /business crime matters with information and intelligence passed to security staff and traders. Projects raising awareness about prevention tactics prior to offences being committed amongst traders continue. Increased cohesion between CCTV, Police and Traders.

2008 2009 2010 2011 2012

Newport 2.14 0.91 0.91 1.13 1.22

SW GroupAverage

1.44 1.08 0.87 0.92 0.98

Wales 1.37 1.01 0.91 1.01 1.09

0

0.5

1

1.5

2

2.5

Nu

mb

er

pe

r co

ho

rt

2007/08

2008/09

2009/10

2010/11

2011/12

2012/13

2013/14

Newport 27 24 26 22 16 19 9.34

Wales 15 14 12 10 9

0

5

10

15

20

25

30

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Annual domestic burglary rate per 1000 population28 The Annual Domestic Burglary Crime Rate per 1000 population is reducing following a high in 2009/10. This is due to a number of factors including targeting prolific offenders through the Integrated Offender Management (IOM) Programme. Despite a slight rise in 2012/13 the trends continues to be downwards.

What have we done?

Included below are a examples of initiatives that have contributed to the Safe and Cohesive Theme and the outcome of “People in Newport live in a safe and cohesive community”

Multi Agency Crime Reduction Plan The Multi Agency Crime Reduction Plan has been significantly advanced with all key partners playing a role in driving this initiative forward. The production and implementation of bespoke plans within the city of Newport in respect of acquisitive crimes such as shoplifting, vehicle crime, metal theft and drug crime have all been well received and produced significant reductions in these offences.

Close working with partner agencies in the management of IOM’s within the city of Newport has taken a significant step forward this year with a more focused and imaginative approach given to the problem. Whilst the monthly meetings continue with partner agencies to consider the issues raised, the Steering Group Meetings have given this issue more focus.

Offenders are visited in their homes far more often and the triggers for offending more closely scrutinised by the partner agencies involved. Significant reductions in acquisitive crime have been seen this year as a consequence of bespoke crime reduction plans and this will continue.

How much / How Well? Numbers of Prolific and Priority Offenders being

serviced – 58 Numbers of Integrated Offender Management

Offenders being serviced – 8

Is anyone better off? 6.2% Reduction in serious acquisitive crime 17.8% Reduction in reported domestic burglary

offences

Diversionary Activities In partnership with local communities and agencies, a wide range of successful diversionary activities have been delivered. These activities have included an element of inter-generational work and were designed specifically to reduce incidences of anti-social behaviour and deliberate fire setting across Newport. We focused on the following key aspects

a) Reducing ASB around Halloween, Bonfire Night and other school holiday periods

b) Reducing ASB in wards identified as hot spot areas.

How much / How Well? I-Zone Mobile Youth provision recorded 7188

Is anyone better off? 21.3% reduction in the setting of deliberate fires

2007/08

2008/09

2009/10

2010/11

2011/12

2012/13

2013/14

Newport 8 8 10 8 5 6.82 3.7

Wales 4 4 3 3 3

02468

1012

pe

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00

0 p

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tio

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Annual Domestic Burglary Crime Rate

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contacts with young people in identified hotspot areas

Delivery of 15 multi-agency issue based courses for years 7,8 and 9 at Secondary Schools, including ‘Crimes and Consequences’ with South Wales Fire and Rescue Services

11 Late Night Projects at various hot spot locations

39 Sports Sessions through Friday Night Projects and Late Night Projects

in 2013/14 compared with 211/12.

Development of a Bureau for out of Court Disposals

All young people who admit an office with a gravity score of 1,2 or 3 are bailed for 28 days for consideration of Bureau. Information is sent to the YOS police officers who forward those who have no previous convictions or cautions to Preventions to receive a Community Resolution (previously known as Restorative Justice Disposal). This is undertaken by the Prevention (TAF) team and the Officer in the case is notified once completed in order that bail can be cancelled.

Those who have previous cautions/convictions are listed for Bureau unless there are prolific or unlikely to co-operate, in which case we are likely to return the case for a full file to be presented to court. For this accepted for Bureau, a full assessment is completed and a report written to suggest an outcome, however, the final decision re disposal rests with the Inspector who chairs the Bureau.

Outcomes from Bureau can be:

• No further Action

• Caution

• Caution with voluntary intervention

• Caution with Compulsory intervention

• Return to Officer in the Case for prosecution


Number of offenders referred through Community Resolution – 54

Number of offenders referred through Bureau - 84

Number of first time entrants to the Youth Justice System (October 2012 – September 2013) - 99


Re-offending rate from Community Resolution – 21.2%

Re-offending rate from Bureau – 33.3%

Average hours of education, training or employment received by young people at the end of YOS intervention – 22.5 hours per week

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Theme City Centre

Outcome Newport is an attractive and vibrant city

Description Ensuring that people have access to an attractive, safe, and diverse city centre that they can have a sense of pride in by: Improving the image and function of city centre Offering a distinctive and vibrant city centre Becoming an attractive place to live, work, and visit

Priorities Marketing and Communication City Centre at Night Business Investment Built Environment

The following population indicators capture annual trends relating to city centre and have been chosen to give a comprehensive understanding of the issues that affect people in Newport.

Marketing & Communication

City Centre Competitiveness and Local UK Competitiveness Index Score4

The most recent data available is for 2013. The data in the second graph shows that Newport remains well above the Wales average in terms of economic competitiveness. We can also see that Newport’s competitiveness has weathered the economic downturn more favourably than is the norm in Wales, with a marked decrease in the national average index score between 2008 and 2009. Analysis of the wider Index also reveals that many comparable English authorities are seen to be less competitive than Newport. Newport’s competitiveness score is boosted due to the high number of knowledge-based companies active in the Newport and Monmouthshire region, which in turn contributes to a top quartile status amongst UK local authorities in terms of GVA, the economic measure of the value of goods and services produced in the area.

Despite the relatively competitive status of Newport amongst other Welsh authority areas, Wales remains the least competitive region by far in comparison to the rest of the UK. Four Welsh local authorities appear in the bottom five most competitive localities and six in the top twenty-five. Three of these are in the former Gwent region, illustrating Newport’s importance to the south east region and to Wales as a whole. Whilst Newport measures poorly in terms of the whole UK, it remains a key locality in terms of boosting the relatively low competitiveness of Wales.

1997 2008 2010 2013

Newport 36 27 30 35

0

10

20

30

40 2006 2007 2008 2009 2010 2013

Newport 92.3 92.3 91.9 92 92.6 90.8

Wales 86.7 86.7 86.8 83.5 87.4 86.4

75

80

85

90

95

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Theme City Centre


City Centre Footfall30 The level of footfall dropped dramatically between 2007 and 2010 and this can be attributed to a number of factors including the impact of the wider economic downturn, the lack of quality and variety of shopping opportunities, the closure of shops, restricted opening times and the general appearance of the city centre.

However, since August 2011 the level of footfall has decreased at a slower rate than previous years and remains relatively static. This can be attributed to a number of new initiatives aimed at attracting more

people into the city centre including city centre events, the opening of the University city centre campus and an improved transport infrastructure. In addition, the opening of the Information Station has increased the number of people working in the city centre, and the improved Rodney Parade stadium has attracted more sports visitors.

In future, the new mixed use shopping and leisure developments and the relocation of businesses based in the city centre should increase the level of footfall. However, the on-going decline is symptomatic of the general economic situation and relatively low confidence amongst consumers, plus changes to the way people shop, with further sways towards on-line purchasing.

City Centre at Night

Quarterly crime and anti-social behaviour rate in the city centre28 The levels of crime and anti-social behaviour within the city centre contribute to the general perceptions of the area of both members of the public and businesses. A sustained reduction in both is not only good for individuals wishing to avail themselves of the facilities available but also for the on-going and continuous development of the city centre as a commercial and recreational hub. If Newport it to reap the benefits of the multi-million pound investment currently underway those issues currently evident within the city centre must be resolved.

2008/09

2009/10

2010/11

2011/12

2012/13

2013/14

Newport 11,546,9 9,930,30 8,746,83 8,939,47 8,812,34 8,283,320

-

2,000,000

4,000,000

6,000,000

8,000,000

10,000,000

12,000,000

14,000,000

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Theme City Centre


A range of initiatives such as Street Pastors, combined licensing operations between Gwent Police and Newport City Council Licensing Tem, intelligent and joint use of CCTV facilities to facilitate a safe environment and pilot operations where increased numbers of police have been seen at key times have all contributed to a downward trend in both crime and anti-social behaviour. However, both remain an issue that impact upon the perception of Newport and more work is planned for the coming year that will not only contribute to the continued reduction but increase the pace of change.

% of people who feel safe in the city centre at night27 The number of people who feel safe in the city centre during the night time is low. The latest information available indicates that in October 2013 only 29.1% of respondents felt safe in the city centre during the night time. Comparative data is now available through regular Involve Newport Citizens Panel surveys so that we are able to plot any changes.

In the most recent survey, respondents were asked how often they visited the city centre. The majority of responses show that most people visit the city centre at

least once a week during the day time. However, visits to the city centre at night are much less frequent.

Both sets of data show that people feel less safe in the city centre at night time. This may be based on people’s actual experience or the negative perceptions of the night time economy.

Business Investment

Number of active businesses As per Economic Opportunity Theme.

May 2011 Aug 2011 Jan 2012 Nov 2012 Oct 2013

Newport 22.1% 21.0% 25.8% 29.2% 29.1%

0%

5%

10%

15%

20%

25%

30%

35%

Q12010

/11

Q22010

/11

Q32010

/11

Q42010

/11

Q12011

/12

Q22011

/12

Q32011

/12

Q42011

/12

Q12012

/13

Q22012

/13

Q32012

/13

Q42012

/13

Q12013

/14

Q22013

/14

Q32013

/14

Q42013

/14

Crime 660 620 650 580 625 660 580 530 492 612 589 554 581 620 614 555

ASB 440 450 440 390 330 320 300 250 274 326 307 338 342 425 355 338

0100200300400500600700

Vo

lum

e

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Theme City Centre


Number of business start ups1 The graph shows a clear impact of the financial crisis in 2008 on the number of new businesses starting within Newport. There has been a general recovery since the low point in 2010 and according to the latest figures annual rates currently stand at the pre-collapse peak.

The data above shows very clearly that whilst local issues and initiatives can affect the number of new business start-ups within any given area, it is the wider economic factors that have the most significant impact. Given this data it is reasonable to assume that with the current improvement within the economic situation the number of business star-ups should continue to increase.

Built Environment

Number of properties refurbished30 This is a new measure for 2013/14 and therefore only one set of data is available. This represents additional regeneration undertaken within the city through a variety of internal and external funding. The properties refurbished were:

- Former King William Public House - 10 High Street - 55 Bridge Street - 71-72 Bridge Street - 57a Lower Dock Street - 69 Lower Dock Street - 88 Lower Dock Street

Street cleanliness31 The trend data for Newport demonstrates that whilst Newport generally exhibits a poorer standard of cleanliness than the Wales average, street cleanliness is improving, and at a sharper rate than is the norm across Wales. The data is not intended for use in comparing local authority performance as it is based on a random sample of streets in each area. However, having been in the bottom three scoring local authority areas between 2007 and 2009, Newport has climbed to 16th in 2010, and based on the sample achieved

2008 2009 2010 2011 2012

Newport 405 415 385 395 415

370

380

390

400

410

420

nu

mb

er

0

1

2

3

4

5

6

7

8

2013/14

Newport

2007/08 2008/09 2009/10 2010/11

Newport 60.5% 65.0% 68.8% 69.4%

Wales 66.1% 70.1% 70.7% 71.6%

50.0%

55.0%

60.0%

65.0%

70.0%

75.0%

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Theme City Centre


the highest score of the five former Gwent authorities. It is important to note that starting from a lower standard of cleanliness gives more room for improvement; yet despite the limitations of the data the encouraging rate of improvement is to be commended. This data has not been available since 2010/11. However, Keep Wales Tidy undertook two surveys (one in April 2011 and one in March 2012) based on a random selection of 8% of streets in a Local Authority area. This found that 91.9% of streets in Newport were clean to a high standard – this was the lowest rate in Wales.

What have we done?

Included below are a examples of initiatives that have contributed to the City Centre Theme and the outcome of “Newport is an attractive and vibrant city”

City Centre Development Newport City Council and partners have focused efforts around the development of the Admiral Building, securing the mixture of public and private investment to proceed with the Friars Walk development and securing the Vibrant and Viable Places Bid to redevelop key buildings within the city. The City Centre Summit brought business leaders together with key partners interested in the development of Newport and the city centre.


Number of business start-ups in the city centre – 197

£150million committed through private investment and public funding

£14.9million in application for Vibrant and Viable Places bid, which has been successful


Admiral building ‘topped out’ in October 2013 and due for occupancy May 2014

Alcohol Treatment Centre

Gwent Police, Newport City Council, Aneurin Bevan Health Board, traders and other partners are developing a co-ordinated approach to reducing the impact of alcohol aggravated harm and negative perceptions of the city centre. Gwent Police and Aneurin Bevan Health Board have developed an Alcohol Treatment Centre within the city centre during the busiest periods. This is dealing with people who have consumed too much alcohol and relieves the burden on Hospital Emergency Services.

Public protection, working with Gwent Police have persuaded a number of traders to voluntarily reduce their opening hours.

How much / How Well? Number of Night Time Operations undertaken –

17 Number of premises inspected – 136 Number of taxis inspected - 383

Is anyone better off? 6% reduction in city centre crime compared to

previous year 7.7% reduction in Anti-Social Behaviour within

the city centre compared to the previous year

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Theme Alcohol & Substance Misuse

Outcome People in Newport live in a safe and inclusive community

Description Working together to tackle and reduce the harms associated with substance misuse by: Reducing the harm to individuals, their families and wider communities Improving the availability and quality of education, prevention and treatment services

and related support Making better use of resources

Priorities Harm Prevention Recovery (treatment & support services) Supporting Families Tackling Availability of Alcohol

The following population indicators captures annual trends relating to alcohol and substance misuse and have been chosen to give a comprehensive understanding of the issues that affect people in Newport.

Harm Prevention

% of adults who drink above the recommended guidelines10 Alcohol consumption above recommended limits can lead to a range of conditions such as liver disease, reduced fertility, high blood pressure, increased risk of various cancers and cardiovascular diseases.14 Too much alcohol can also cause chronic inflammation of the pancreas which can impair its ability to secrete insulin and ultimately lead to diabetes.32

The percentage of adults who report drinking above the recommended guidelines has decreased in both Wales and Newport. In

2007/8, 45% of adults in Wales reported drinking above the guidelines, this decreased to 43% in 2011/12. In Newport in 2007/8, 45% reported drinking above the alcohol guidelines the same as Wales. The percentage then increased above the Wales average to 47% in 2008/9. However, since then a reduction has been seen and in 2010/11 dropped below the Wales average to 42% and has remained at this level in 2011/12.

% of adults who binge drink10 The percentage of adults who reported binge drinking in Wales in 2007/8 was 28% and remained at that level in 2008/9. This decreased to 27% in 2009/10 and has remained at that level until 2011/12. In Newport in 2007/8 the percentage was 29% and remained at that level in 2008/9. The next two surveys showed a decrease dropping to 25% in 2010/11. In 2011/12 an increase to 27% was reported, level with the Wales average.

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Alcohol Specific – Hospital Admission Rates16 Alcohol specific conditions are those that are wholly related to alcohol (e.g. alcoholic liver disease or alcohol overdose). This rate is European age-standardised rate (per 100 000), directly age standardised using the European standard population.16

In 2007/8 the number of alcohol specific hospital admissions per 100 000 population in Wales was 482.5. This increased slightly to 501.14 by 2011/12. In Newport the rate is much higher at 611.13 in 2007/8 and increasing to 681.32 in 2010/11. A slight decrease was seen in 2011/12

but this is still well above the Wales average.

Alcohol Attributable – Hospital Admission Rates16 Alcohol attributable conditions are those where there was sufficient evidence in recent epidemiological literature of a causal relationship between alcohol consumption and the disease or injury. This rate is European age-standardised rate (per 100 000), directly age standardised using the European standard population.16

In 2007/8 the number of alcohol attributable hospital admissions in Wales was 1524.0 compared with 1591.75 in Newport. By 2011/12 an increase to 1643.47 was seen in Wales but a much larger increase of 1942.40 was seen in Newport.

Alcohol Related Mortality16 Alcohol related deaths follow the Office for National Statistics (ONS) definition of alcohol-related deaths (which includes causes regarded as most directly due to alcohol consumption). This rate is European age-standardised rate (per 100 000), directly age standardised using the European standard population.16

In 2007 alcohol related mortality was 14.41 deaths per 100 000 population. This increased to 16.05 in 2008 then has reduced to 13.34 in 2011. In Newport the rate has fluctuated starting at 15.38 in 2007 but increasing overall to 16.48 by

2011.

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Recovery

Estimated incidence rate - Alcohol misuse presenting for treatment services1 The data only relates to people presenting to treatment services for substance misuse and these may constitute only a proportion of all alcohol misusers.

The rate of alcohol misusers presenting for treatment per 100 000 population in Wales was 369 in 2008/9. This has reduced almost every year and in 2012/13 the rate was 290. A reduction has also been seen in Newport from 460 to 271.

Estimated incidence rate – Substance misuse presenting for treatment services1 The data only relates to people presenting to treatment services for substance misuse and these may constitute only a proportion of all substance misusers.

The rate of substance misuse presenting for treatment per 100 000 population in Wales was 252 in 2008/9. This rate has reduced year on year and in 2012/13 was 228. In Newport, the rate has fluctuated, starting at 352 in 2008/9 and reducing slightly to 320 in 2012/13 well above the Wales average.

Supporting Families

% of children in need where parental substance or alcohol misuse is a factor33 The percentage of children in need where parental substance misuse is a factor In Wales has decreased slightly from 26% in 2011 to 25% in 2013. In Newport the percentages have been similar but a fluctuation has been seen, 24% in 2011 increasing to 26% in 2012 the decreasing to 24% in 2013.

What have we done?

Included below are examples of initiatives that have contributed to the Alcohol and Substance Misuse Theme.

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Primary Prevention Education and Awareness The Children and Young People Service, B@1 has provided significant support to a range of education establishments, further education and workplaces in response to issues with New Psychoactive Substances (NPS) use amongst young people. The service has delivered training to the whole staff groups and staff have arranged to attend further follow up training with the service to maintain their knowledge on how best to support their young people. The service has received referrals to provide 1-1 support for a number of the young people and has arranged to deliver small targeted group work. The service will continue to support staff and young people on an on-going basis.

The service has established targeted drop-in’s in a variety of youth settings including the info-shop and Greenfields School. The service will continue to pilot these drop-in’s and look to establish drop-in’s within further educational establishments to encourage further self-referrals.

The service continues to identify joint-working opportunities with other young people’s services across Gwent. They, in partnership with Choices and DAYS, attended the ‘Teachers Training Conference for South East Wales’ co-ordinated by Police School Liaison. The services manned a Gwent young people’s service stand and this event provided the opportunity for each of the services to meet teachers from their area and discuss the support the individual services could provide.

How much / How Well? The following sessions have been delivered during the year: • Delivery of substance misuse and NPS awareness training to St John Ambulance volunteers at St John

Ambulance annual conference. • Consultation with young people around the development of a NPS leaflet/app. • Established a targeted drop-in at the Info shop and Greenfields School due to an identified need. • Consultation sessions with young people around the development of an NPS leaflet. • Delivery of NPS Awareness sessions to year 9 year group at Lliswerry high School in partnership with

Families First Wellbeing strand. • Delivery of NPS training to PCSO’s across Newport. • Delivery of targeted group work across 3 not in education or employment (NEET) groups across

Newport. • Delivery of NPS training to all Children’s residential home staff. • Service presentation and NPS training to newly qualified social workers. • Attendance at the Caerleon Community alcohol awareness event in partnership with Newport Youth

Service and Caerleon Comprehensive. • Meeting with Newport Mind’s new young people’s project ‘changing minds’ and identified future joint-

working opportunities. • Attendance and delivery of a taster workshop at the Community champions Gwent-wide event.

The following are forthcoming events: • Delivery of a girls group in partnership with the YPSSMS/CAMHS worker. • Delivery of workshops to secondary pupils as part of drug and alcohol days in partnership with the police

and other local services. • Delivery of first community champions substance awareness session to community members within

Bettws. • Delivery of substance awareness training to social workers across Newport in partnership with adult

substance misuse services.

Harm Reduction Services Naloxone

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611 Naloxone kits have been issued to clients by Kaleidoscope since this initiative has begun and out of these there have been 91 replacements and 35 confirmed usages. The nurse team and project workers deliver Naloxone training to outside agencies.

Hepatitis B Vaccination Project

Since the Hepatitis B Vaccination programme was launched in April 2010, the nurses at Kaleidoscope in Newport have delivered 244 Hepatitis B Vaccinations, out of these 105 were first vaccinations and the remainder were second and third vaccinations. Boosters have also been offered. To date there have been no positive results for Hepatitis B.

Dried Blood Spot Testing

Since the launch of the Dried Blood Spot Testing Programme in November 2010, 232 Dried Blood Spot Tests have been carried out for HIV, Hepatitis B and Hepatitis C. The nurse team carry out dried blood spot tests for any client who wishes to be tested. There have been 28 confirmed positive results for Hepatitis C. There is a referral pathway in place for these clients with the Hepatitis Specialist Nurse at The Royal Gwent Hospital, where they receive counselling and any necessary treatment.

There has been only one confirmed positive test result for HIV and the client has been referred to the Cordell Clinic. There have not been any confirmed positive results for Hepatitis B.

Depo Provera Contraception Injection

From April 2011 the Depo Provera Injection became available to all Kaleidoscope clients. All the doctors at Kaleidoscope are involved with this new initiative. To date 50 Depo Provera injections have been administered.

C-Card Scheme (Condoms)

This scheme is run by a member of the Dispensary Team and a volunteer and it enables service users to obtain free condoms once they have signed up to the scheme. The Scheme is also taken to Opal House student accommodation for the Health Promotion Event which is held every month for six months of the year. Since October 2011, 192 Service Users have signed up and 1,500 Packets containing 8 condoms per packet have been given out.

Chlamydia/Gonorrhoea Testing

The nurse team started Chlamydia/Gonorrhoea testing in October 2013 and anticipate testing 5 clients a week; this is a pilot study so will be closely monitored with a view to seeking further funding if successful. There have been a two positive test results as a result of this testing, these clients have been given antibiotic medication on prescription from the doctor on site.

Harm Reduction Training & information The courses available via the rolling training programme continue to be fully booked with a greater variation in the organisations attending. Recently delivered two new courses notably ‘cocaine nation’ and ‘understanding addiction’. Both of these courses received highly positive feedback and additional courses have now been added to the programme due to demand. Due to the on-going local trend of the use of NPS further NPS courses have been arranged.

There have been on-going issues in the delivery of substance misuse training in partnership with Kaleidoscope adult services to social workers across the locality due to the busy schedules of the social workers. The need to attend substance misuse training has now been included in the CPAL pathway regulated by the care council for Wales which includes the need for social workers to demonstrate consolidation of their learning/practice post qualification and this has already had a positive impact upon the

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number of social workers accessing training from the service however further training delivery dates have been arranged for specifically for social workers.

During this quarter workers from the following organisations have attended training:

Kaleidoscope

Newport Youth Service

Health visitors

Smoking cessation workers

Llamau

Gwalia

T.A.S.A

Barnardo’s

Social Services

The service continues to deliver substance misuse awareness training with a focus upon NPS to a variety of organisations, including but not limited to Newport PCSO’s, foster carers, St Julian’s High school staff group, newly qualified social workers and residential home staff.

The delivery of thematic half-day training including ‘cannabis’ and NPS to social workers across Newport is being arranged.

The feedback from all of the courses being provided continues to be highly positive and continues to be a catalyst to the identification and delivery of joint working opportunities.

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Information management plays a vital part in the One Newport LSBs ability to deliver services against its

priorities in the SIP. The Information Strategy highlights how the use of readily available information can

provide benefits for understanding local needs, setting priorities, and improving services, quality of life and

wellbeing of the people in Newport.

To enable One Newport to successfully develop their Single Integrated Plan based on the needs of the

population it requires data and intelligence from a number of different sources. This information can also be

used to measure what actions have been put in place, how successful this has been, and whether anyone is

better off.

Unified Needs Assessment (UNA) In June 2010, One Newport LSB agreed a new approach of developing a Unified Needs Assessment (UNA)

with the first one published in November 2010. This was used to inform the development of the previous

core plans. A revised version was published in May 2012 which included more detail and analysis in order to

meet the statutory requirements of Community Safety planning.

The latest version of the UNA was published in May 2013 and details the key indicators across Newport,

along with an analysis of need. This allows partners to assess the impact of initiatives over time by

continuously monitoring the changing needs of the local population. It has also enabled partners to

establish a clear set of priorities and help inform the commissioning of services.

This approach supports the work of the SIP and includes a robust evidence base from which to determine

the greatest priorities for action at a local level. This provides an improved methodology to analysing the

available evidence in order to support an outcomes based approach and identifying priorities for shared

action and improvement.

The UNA is revised on an on-going basis to review existing data, update information and analysis and

monitor progress. A report is published on an annual basis, and sets out a summary of the issues facing the

local population of Newport and presents public opinion, background information and baseline data which

can be used to determine the priorities for the LSB and the SIP.

Work also continues to take place on making the UNA more accessible to partners (e.g. online), and on ways

to allow the most up-to-date information to be available once it has been published.

Community Insight Community Insight can be defined as a deep understanding of the needs, behaviours and motivations of

customers. Using data and information to develop this understanding will allow us to design services around

their needs and be more targeted in their delivery.

To understand the needs of local people most effectively, One Newport has supported the development of

ward profiles for each of the 20 wards in Newport. The profiles are made up of data and intelligence from a

number of different sources and will be available in due course.

Information Strategy & Engagement

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A local online information system (I-Share) has been developed to give easy access to a range of data

including people, economy, education, health, housing and crime for different areas in Newport.

The data is taken from various sources including the Office for National Census, NOMIS and the Welsh

Government and helps to identify issues like deprivation, health inequalities and economic inactivity, so that

public services can be better planned and targeted.

It acts as an integrated geographical information system holding neighbourhood profiling and needs

assessment data.

Participation and Engagement- Children and Young People

Local authorities have a statutory duty under Annex B of Shared purpose, shared delivery to involve children

and young people in decisions that have a direct impact on their lives. To meet the statutory requirements

local authorities must:

Promote and facilitate participation.

Embed children and young people’s participation into all aspects of planning, delivering and

reviewing of services.

Publish information about arrangements.

Ensure that a range of opportunities and the appropriate required support are provided for effective

participation.

Establish a County Youth Forum.

Consider how best to support training.

What have we achieved?

As a local authority we have worked towards meeting the requirements by:

Mapping existing practice and training needs.

Ensuring children and young people’s participation is at the forefront of strategic planning through

the Community Insight mechanism.

Publishing arrangements through One Newport, NCC website, through Education networks and

across the One Newport Partnership.

Provided a wide range of opportunities including forums, special interest groups, online surveys,

paper based surveys and interactive workshops.

Provided on-going support to Newport Youth Council (County Youth Forum).

Provided tailor made training to both service providers and young people accessing services.

Developed a mechanism with in the internal reporting system to ensure that children and young

people’s views are gathered and taken into account when decisions are being made that directly

impact upon them.

What have children and young people been involved in as a result?

942 young people have contributed to the Unified Needs Assessment Surveys.

Newport Junior Safeguarding Children’s Board has produced a film to contribute to child protection

training.

http://my.newport.gov.uk/iShare/myNewport.aspx

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277 young people took part in the smoke free play area survey with 243 submitting an entry to the

design a sign competition. The winning design will now be displayed in parks across the city.

8 secondary schools presented their ideas to decision makers on how to improve life in the city.

6 primary schools are involved in the Children as Researchers Project and the children’s research

contributes to School Improvement Plans.

Newport youth council is represented nationally on Funky Dragon the Children and Young People’s

Assembly for Wales.

Children and young people in the looked after system can have a voice through the Children in Care

Council.

How can we improve how we involve children and young people?

Further developments to involve children and young people in decision making include:

Development and provision of a pack alongside training for staff with report writing responsibilities, explaining the process and the importance of the National Participation Standards, the engagement strategy and the One Newport Participation Promise.

Explore opportunities to strengthen links between the Newport Junior Safeguarding Board, the Children in care council, Voluntary Organisations, School Councils and Newport Youth Council, including an adequate support mechanism.

Community Insight group action plan to ensure that a more joined up approach to engagement and participation.

Broadening the age range of the citizen’s panel to include children and young people. Quarterly events to consult on the progress of the single integrated plan and to evaluate partnership

arrangements with in the One Newport partnership structure Evaluate the effectiveness of the quality of information provided throughout the One Newport

Partnership both when initiating and during the consultation process including the provision of

feedback.

Involve Newport Involve Newport is a representative panel of Newport residents who have agreed to take part in One

Newport consultations and represent the views and opinions of the people in the city. The panel was

originally established by Newport City Council in 2002 and is now used jointly with the council's partners

through the One Newport Local Service Board (LSB) managed by the Partnership Support Team.

The Involve Newport panel is made up of around 1000 members who are statistically representative of the

population of Newport in terms of gender, ethnicity, language, age and ward residency. The panel is

occasionally refreshed in order to give new people the opportunity to join.

Involve Newport is one of the best ways that the local community can be consulted on local issues and

services across the One Newport Partnership.

Why have a panel?

Many local authorities and Local Service Boards have a citizen’s panel to encourage better communication

between citizens and the local authority and help participation in the democratic process.

The aim of Involve Newport is to provide a platform through which residents' views on local services can be

accurately gauged with the benefit of:

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Regular and easy access to a representative group of residents

Opportunity to understand why people’s views are changing

Opportunities for more focussed research about specific services

How does it work?

Panel members are sent around four questionnaires each year and asked for opinions and suggestions about

current issues affecting Newport. Surveys in the last year have included:

April 2013

Fairness in Newport

Newport Museum and Heritage Service

Perception in Newport

Safety in Newport

Proposal for Public Conveniences

July 2013

Childcare Sufficiency Assessment 2013/14

Housing

Adult Education

Safety in Newport

The Vision for Adult Services in Newport

October 2013

Perception in Newport

Safety in Newport

What happens to the results?

The information collected from survey responses is sent on to relevant public services to help policy

development and improve services. Results are sometimes reported in the local media, council and partner

organisation publications and press releases, although all responses are treated anonymously.

Consultation results are reported back to panel members in feedback letters:

Involve Newport Newsletter April 2013

Involve Newport Newsletter July 2013

Involve Newport Newsletter October 2013

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Within the One Newport LSB Partnership structure, each of the groups has agreed their terms of reference,

allowing the members to fully understand their roles and responsibilities and the groups governance

arrangements. The agreed Terms of Reference are:

• One Newport LSB Terms of Reference • One Newport LSB Executive Group Terms of Reference • One Newport LSB Single Integrated Plan Board Terms of Reference • One Newport LSB Performance & Commissioning Group Terms of Reference • One Newport LSB Theme Board Terms of Reference • One Newport LSB Working Group Terms of Reference

The One Newport Performance Management Framework (PMF) sets out the vision of how the LSB manages

the performance of the SIP in 2013/14. The PMF has supported the delivery of the SIP and was designed to

ensure that the appropriate checks and balances were in place to promote continuous improvement and

accountability across all key partners.

In addition, a peer review process has been set up which runs alongside the performance reporting process.

This process ensures that each of the Theme Leads are held to account by the LSB for the work undertaken

within the theme structure.

At the end of 2013/14 the One Newport PMF was reviewed and revised version has now been developed for

2014/15. The revised PMF aims to

Set out clear roles and responsibilities for partners / stakeholders;

Define reporting mechanisms in place to monitor performance;

Set out a clear timescales throughout the year for activities to be completed by partners /

stakeholders;

Integrate the performance management and peer review process into one seamless method;

Governance & Performance Management

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The One Newport partnership is currently working on developing and establishing a sustainable approach to

scrutinising the LSB and its members. An initial scrutiny meeting will take place in June 2014 to review and

scrutinise this annual report 2013-14. It is proposed that future meetings will follow a thematic approach in

line with the performance management framework and peer review process.

In May 2013 Newport City Council became the first Authority in Wales to undergo the new Corporate

Assessment through Wales Audit Office. The key findings in relation to the Local Service Board were as

follows:

1) Recent structural changes to the Local Service Board have improved the engagement of key partners

but had a mixed impact on other partners;

2) The Local Service Board has a stronger evidence base and has used this to develop a clearer vision

and set of priorities for the city, but awareness of these is low and not yet integrated into

organisational planning;

3) An improved performance management framework has been developed for the Local Service Board

but it is not yet being used effectively to inform planning or decision making;

4) The Neighbourhood Working project has been reinvigorated and progress has been made on

developing area partnerships, but the project has still not had an impact on communities in

Newport.

These led to the following proposals for improvement:

P4 - Evaluate the new structures of the LSB to ensure that terms of reference are clear, that the groups are

inclusive (particularly of third sector and private sector partners), and that roles are not duplicated.

P5 - Clarify timescales for updating and reviewing the Unified Needs Assessment and Single Integrated Plan

and develop a communication strategy to ensure wider awareness of these key documents. Ensure that the

process for selecting priorities is agreed, clear, transparent and widely communicated.

P6 - Strengthen the LSB’s performance management framework to set out:

• Clearer and more detailed roles and responsibilities on what will be delivered by which

organisations;

• What performance information will be collected, where and when it will be monitored, and how

progress and performance will be monitored;

• Mechanisms for dealing with underperformance; and

• A stronger focus on performance and resource management across the LSB.

P7 - Maintain the increased momentum of the Neighbourhood Working project and ensure that its planned

impact on communities and citizens is achieved.

These proposals for improvement have resulted in an evaluation of the restructure of the Local Service

Board, an alignment of the Unified Needs Assessment with the Neighbourhood Profile development and a

review and re-design of the Performance Management Framework for the Partnership.

Scrutiny

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Outcome People in Newport Achieve their full potential

Theme Skills and Work Ensuring people of all ages have access and opportunity to gain the appropriate skills, knowledge and qualities to secure lifelong employment by:

Developing lifelong work focused skills

Ensuring that progression pathways exist

Ensuring that support is in place

Our priorities

Youth Opportunity Basic Skills Learning Pathways (whole life)

Access to Employment High Level Skills

To achieve this we will

Implement the Youth Engagement and Progression Framework to reduce the numbers of young people who are not in education, employment or training

Deliver the Narrowing the Gap – Children and Young People’s Skills Project through Families First

Embed the Work Based Learning Academy as a portal for young people to access work experience, training and employment with public sector organisations

Ensure people have the basic skills necessary to access opportunities and contribute to society and the economy by:

- Increasing accredited learning in literacy, numeracy and digital skills

- Mapping basic skills learning opportunities

- Creating effective referral mechanisms

- Introducing basic skills assessments for Work Based Learning Academy clients

Learning Providers Forum to oversee the development of programmes of learning, progression routes and reducing gaps in provision by:

- Creating clear learning pathways

- Creating effective referral mechanisms

- Ensuring clear entry and exit routes between each level of learning

- Further development of the joined-up post-

Deliver the Narrowing the Gap – Family Skills Project through Family Skills to provide parents who are economically inactive or on low incomes with the personalised support they need to access employment.

Supporting people to access employment opportunities, matching people’s skills to vacancies created by the Work Based Learning Academy.

Develop a Construction Cooperative. Working with the CITB to bring together

Work with Coleg Gwent, USW and local employers to develop and implement a Science, Technology, Engineering and Maths (STEM) strategy to improve the local skills base.

Improve the engagement of local employers within education and learning

SIP Amendments for 2014-15

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Our priorities

Youth Opportunity Basic Skills Learning Pathways (whole life)

Access to Employment High Level Skills

Develop a programme to tackle digital inclusion in disadvantaged groups Deliver the Families First - Family Skills Project

16 course brochure

a group of SME Newport based construction companies who will then be large enough collectively to tender for large pieces of construction work.

Social Clauses – Working with the local authority and other partners such as RSL to influence the contractors in their supply chains to utilise local labour where and when they can.

Deliver the Work Based Learning Academy to create work experience opportunities for local unemployed people.

Deliver employability sessions to support local people with CV, Job Search, benefit, and money management advice.

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Theme Economic Opportunity Ensuring future sustainable economic prosperity for the city through:

Providing a regenerated, diversified and resilient economy

Raising the profile of the city

Our priorities

Connections Marketing and Image Enterprise Culture and Inward Investment

Emerging Economies Climate Change and Energy


Develop local transport schemes which support regeneration, economic growth, access to employment, and encourage healthier and sustainable transport.

Improve the quality of life for people living in disadvantaged areas by strengthening transport to key facilities and services.

Continue to support and strengthen the case for a direct rail link to central Newport on the Ebbw Vale line. This will include the completion of the new rail station in Pye Corner before the end of 2014.

Develop the case for a regional park and ride

Undertake marketing and publicity campaigns to raise awareness and promote engagement in positive work programmes focussing on:

a) The Vibrant and Viable Places regeneration programme

b) The Super Connected Cities programme to promote the uptake of high-speed internet

c) Implementation of the Destination Management Action Plan

Establishment of the City Centre Business Improvement District (dependent on results of ballot)

Promote business loans, grants and support for start-ups and expansions

Provide high-quality sites and premises to support business growth

Provide flexible business premises specifically for start-ups, SMEs and growth companies

Develop the business tourism sector, particularly in connection with the planned Newport Convention Centre.

Maximising the benefits of Newport’s Super-Connected City status

Promote and support business investment focussing on the identified regional growth sectors:

Advanced manufacturing and materials

Finance and professional services

Life sciences

Energy and the environment

ICT – hardware and software

Promotion of green tourism initiatives

Energy saving investment in the public and private sector housing

Improving waste management and reducing the amount of waste sent to landfill

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Our priorities

Connections Marketing and Image Enterprise Culture and Inward Investment

Emerging Economies Climate Change and Energy

facility at Llanwern station.

Complete a study to identify missing links in the active travel network, to inform future network improvements.

Seek to ensure that Newport benefits from the South Wales Metro programme.

Take forward opportunities for funding to support the development of the rural economy in Newport with a future focus on business development, digital technology and renewable energy.

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Theme Health and Wellbeing Improving health, wellbeing, and independence by:

Promoting and supporting healthy living throughout life

Prevention, early intervention and self-management of illness

Reducing inequities in health

Enabling people to take a personal and shared responsibility for their own health and that of their families

Our priorities

Food Smoking Mental Wellbeing

Physical Activity in the Environment

Integration of Health & Social Care


Promote the “Breast Feeding Welcome Scheme”

Develop and implement healthy eating approaches for: early years;

schools;

universities and colleges;

workplaces;

older people.

Roll out “Change for Life” programme locally

Promotion of healthy eating programmes including “Foodwise for Life”

Sustain and support the implementation of smoking interventions to prevent the uptake of smoking amongst children and young people, through schools and youth support services

Promote brief intervention for smoking cessation training to: professionals working

with children and young people, including youth workers and schools;

wider organisations, including healthcare workers, community workers, midwives and health visitors.

Review and update the early years and schools “City of Newport Mental Health Toolkit”

Promote mental wellbeing and building resilience for everyone through: SEAL; Five Ways to Wellbeing; Time to Change; Mental Health First Aid.

Scope out the feasibility of implementing dementia friendly environments

Plan effective physical activity opportunities in the new developments through integrating open space assessments in planning, transport, leisure and regeneration policy

Review existing policies and environmental infrastructure to identify and incorporate appropriate physical environmental changes to improve population physical activity

Develop and embed initiatives that increase activities in the outside environment

Develop a structure to enable partners to engage in the development of integrated services.

Develop and agree co-terminus boundaries of neighbourhood areas across organisations.

Develop a “Vision” for integration for Newport focusing on prevention and supported self-management

Carry out an assessment of information sharing and disseminate learning

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Our priorities

Food Smoking Mental Wellbeing

Physical Activity in the Environment

Integration of Health & Social Care

Sustain and support the introduction of smoke free environments (“Smoke Free Newport”) including: Smoke free playgrounds; Smoke free homes; Smoke free cars; Smoke free hospitals; Smoke free colleges.

Scope out the feasibility of delivering “Cash In” (Community Approach to Smoking and Health in Newport)

Develop active travel plans which encourage people to walk, cycle and use other modes of transport involving physical activity

Commencement and Implementation of the Play Sufficiency Action Plan, securing sufficient play opportunities for children.

Scope out the feasibility of Newport becoming a member of the UK Healthy City Network

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Theme Safe and Cohesive Communities Ensuring that residents, visitors and businesses feel safe in their local area and feel confident that any safety concerns are addressed. Promoting cohesive community is where a person has a strong sense of belonging and is safe, vibrant and is able to be resilient and strong when tensions occur.

Our priorities Cohesive Communities Anti-Social Behaviour (ASB) Youth Justice Property Crime (Acquisitive)


Deliver the National Community Cohesion Delivery Plan through training programmes, multi-agency partnership work and policy development to enable:

• A better understanding of Hate Crime, improved reporting and better support for victims;

• Develop a better understanding of modern slavery, improved reporting and better support for victims;

• Increased awareness and engagement across Gypsy and Traveller communities;

• Increased awareness and data established on immigration;

• Communities First staff are knowledgeable about

Ensure that there are a wide range of diversionary activities and inter-generational work in place, delivered in partnership with communities, to reduce the likelihood of anti-social behaviour.

To develop and maintain a Newport ASB shared intranet to be used by agencies to exchange information, news, events and to minimise the impact of priority offenders.

Continue to reduce incidents of ASB across the city by:

• reducing ASB around key seasonal dates such as Halloween and school holiday periods

• reducing incidents of deliberate fire setting and ASB

Ensure wider partnership work across the LSB support the delivery of the Youth Justice Plan 2014-15.

Implement Restorative Justice Practices training programme within the Youth Offending Service and its partner agencies that will see Newport become a fully restorative Youth Offending Service.

Promote positive images of young people and their involvement in their communities and the wider economy through the commissioning and deployment of youth support services.

Deliver preventative, multi-agency services through Team Around the Family panels to reduce risk in vulnerable families.

Develop and implement a multi-agency crime reduction plan.

Include and empower communities to reduce crime and disorder through the development of neighbourhood and community watch schemes.

Prevent adult and youth reoffending through the provision of early intervention and reduction of re-offending through the integrated management of priority and prolific offenders.

Provide support to witnesses, victims and potential victims of acquisitive crime.

Provide support to offenders and their families to reduce re-offending.

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Our priorities Cohesive Communities Anti-Social Behaviour (ASB) Youth Justice Property Crime (Acquisitive)

community cohesion issues and communities

• Policies and services are responsive to changes in communities.

• Continue with the PREVENT programme delivery with a focus on Individuals, Institutions and Ideology

at identified hot spot wards

• reducing incidents of off- road biking in identified areas.

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Outcome Newport is a distinctive and vibrant city

Theme City Centre Ensuring that people have access to an attractive, safe, and diverse city centre that they can have a sense of pride in by: Improving the image and function of city centre Offering a distinctive and vibrant city centre Becoming an attractive place to live, work, and visit

Our priorities Marketing and Communication City Centre at Night Business Investment Built Environment


Develop a vision for the city centre’s early evening and night-time economy

Undertake marketing and publicity campaigns to raise awareness and promote engagement in positive work programmes focussing on:

a) The Vibrant and Viable Places regeneration programme

b) The Super Connected Cities programme to promote the uptake of high-speed internet

c) Implementation of the Destination Management Action Plan

Carry out an assessment of the city centre at night against best practice standards and from that assessment; draw up an action plan for improvements. Prioritise those improvements to further some “quick wins”

Develop a strategic approach to co-ordination of the city centre through detailed analysis of data and service provision to create a joint management plan

Identify reasons for current perceptions of the city centre from the day to night transition and engage stakeholders in helping to identify the solutions (year 1). This will include a survey of residents and businesses;

Offer a range of incentives to encourage more retailers and shoppers to the city centre

Support the proposed establishment of the City Centre Business Improvement District and their agreement of key priorities to improve business conditions and trade.

Create new residential units in the city centre as part of the Vibrant and Viable Places regeneration programme. This should bring additional trade for extended hours whilst improving the physical environment and creating a sense of safety.

Take advantage of the potential trade created by the presence of

Deliver the city centre retail scheme, including the redevelopment of Cambrian Centre

Deliver new homes and employment in the city centre in line with the agreed plan approved by Welsh Government through Vibrant and Viable Places

Completion of Pill Framework for physical improvements to the public realm

Encourage good business occupiers by ensuring a range of accommodation is available

Continue to develop and promote the ‘Cultural Quarter’ of the city centre

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Our priorities Marketing and Communication City Centre at Night Business Investment Built Environment

Use planning policies to enable the residential conversion of vacant

upper floors above shops and to free-up restrictions on vacant shops

Develop an Alcohol Treatment Centre for the City Centre to reduce the impact of alcohol aggravated harm on people and services

the new city centre Admiral offices which will accommodate up to 1,200 workers.

To continue to secure external funding for Regeneration

programmes such as the continued redevelopment of the Fourteen Locks system and identification of a project to work with the Heritage Lottery Fund.

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Theme Alcohol and Substance Misuse Working together to tackle and reduce the harms associated with substance misuse by:

Reducing the harm to individuals, their families and wider communities

Improving the availability and quality of education, prevention and treatment services and related support

Making better use of resources

Our priorities Preventing Harm Recovery and Support for Users Supporting and Protecting Families

To achieve

this we will

To ensure the delivery primary prevention education and awareness raising in a range of settings including schools, further education, workplaces, etc.

To develop early identification and screening of drug and alcohol use amongst both young people and adults at risk of substance misuse by generic professionals.

To ensure the delivery of harm reduction services including needle exchange services, health screening and Blood Bourne Virus (BBV) vaccination and testing to meet clinical standards.

To ensure the delivery of a range of harm reduction training, information and resources to individuals, families and professionals.

To continue commissioning needs and evidence led services based upon service review.

To provide high quality supported housing for people with enduring alcohol problems in a suitable location in the City.

To develop a late night alcohol triage and treatment centre for Newport City Centre.

To ensure the delivery of training to generic staff to identify and refer families and concerned others who need support.

To support and develop services for concerned and significant others.

To support and develop suitable family support and family intervention services.

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1 StatsWales

2 Wales Basic Skills Study

3 NOMIS

4 UK Competitiveness Index 2013

5 STEAM Model

6 NOMIS / UK Commission for Employment and Skills

7 National Survey for Wales

8 Department of Energy and Climate Change

9 Waste Data Flow

10 Welsh Health Survey 11

Mendelson & White, 1982: WHO, 2004 12 Department of Health, 1993 13

Child Measurement Programme for Wales 2011/12 14 NHS Choices 15

UK Government report - Foresight Tackling Obesities: Future Choices Project 16

Health Map Wales 17 National Public Health Service (NPHS), 2006 18 Kramer, 2007 19 Messecar, 2001 20 Graham and Der, 2009 21

Kazdin and Kagan, 1994 22

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Children in Need Census

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