Agenda item

-        Chief Executive to report.

The Leader introduced a report by the Chief Executive, which referred to the Corporate Plan priority ‘making sure no community is left behind’, which was key to the work in tackling deprivation. In recent months there had been much discussion on how the Council and partners were addressing the challenges of Rotherham’s most deprived areas. This had been highlighted following the recent publication of the Indices of Deprivation results which revealed that deprivation had deteriorated in many parts of Rotherham.

The report, therefore, set out a range of options to consider in helping target deprivation and highlighted the need to do things differently, whilst also building upon previous approaches, both locally and further afield, to ensure lessons were learnt.

Further information was provided on the Indices of Multiple Deprivation report, learning from local and national strategies, recommended approach for each targeted area and proposed corporate governance arrangements.

In excess of a billion pounds was spent by the public sector in Rotherham each year. The challenge was to assess how effective the Council and partners were able to redirect their resources into some of the most deprived communities. This was not about additional resources, but about exploring more cost effective solutions and challenging and changing the way things were done in Rotherham.

It would be important to identify total spending resources committed to dealing with issues in an area to see how they could be used to better effect. This was about looking at what each partner could directly resource and contribute to an area, but also where additional resources may need to be provided to deliver longer term outcomes.

The role of the third sector may also be able to provide a pivotal role in delivery. It was not clear what the sector currently offered in each area, but there was already a wealth of organisations, formal and informal organised, which could provide much needed early interventions and activities for some of the most vulnerable individuals and families.

Other revenue sources such as Lottery, European funding and voluntary sector infrastructure and advice services could also be explored and re-commissioned where needed.

One aspect to consider for each area was the creation of a small pot of money which could be accessed by community groups to help support specific initiatives. A few hundred pounds given to a community group could make a real difference and lasting impact on an area.

There was no single solution to these areas. Each one was unique, the issues were long term, deep rooted and complex. However, there were many case studies where real progress had been made. Similarly, there were a number of barriers which regularly surfaced which impeded partnership activity.

Cabinet Members welcomed this report and the opportunity to become more focused on the targeted neighbourhood approach to ensure ownership, accountability and outcome centred.

There was a clear need to explore further how Area Assemblies could support the role of the neighbourhood action groups and other associated community groups in order to build up on the success of the Local Ambition Programme with the support of a political and Strategic Leadership Team lead to ensure ownership, leadership and to assist with making things happen at a local level.

It was also noted that the Localism Bill would be central to the work by providing greater powers to local authorities and communities to focus attention at more local issues and to challenge service delivery at a local level.

Resolved:-  (1)  That the approach to targeting and co-ordinating resources into the most deprived areas be approved.

(2)  That an assessment be made of the number of targeted areas which required a sustained, long term partnership approach.

(3)  That a Cabinet Member and a Strategic Leadership Team lead officer be assigned to each targeted area to ensure ownership, leadership and to make things happen at a local level.

(4)  That the potential future implications on area assembly and partnership working be noted and consideration be given as to whether it was timely to move away from a standard borough wide approach to a more targeted approach for allocating resources to areas of greatest need.

(5)  That finance be commissioned to identify a baseline position of total spend and resources in each of the areas, including partner contributions.

(6)  That a further report be presented to the Local Strategic Partnership Chief Executive Group setting out areas where partners were able to influence services in the targeted areas.