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Falcon Lodge Community Plan 2018 – 2022
This Community Plan has been produced following extensive consultation and listening to both the local communities of Falcon
Lodge and the agencies that provide services to those communities.
RSCTC Logo Compass Logo
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CONTENTS
PART ONE – SHAPING THE COMMUNITY PLAN
1. Foreword by Councillor Simon Ward, Leader of Sutton Coldfield Town Council (To add pre-print)
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2. The Plan on a Page
3. A Profile of Falcon Lodge
4. How we have written the Community Plan
a. Policy, Future Delivery Arrangements and Accountability of the Plan
b. Agency Appointed to Develop the Plan
c. Approach and Method for Developing the Plan
5. Informing the Community Plan
a. Community Research
b. Community Conference
c. Theme Working Groups
d. Desktop Research – demographics, health, education, employment and housing data
e. Mapping
PART TWO – THE COMMUNITY PLAN
6. The Community Plan – Vision, Approach & Timetable
7. Action Plan
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8. Partnership Arrangements
9. A Community Enabler
10. Accountability Arrangements
PART 3
11. Background Papers and Information Appendix
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PART 1
1. JOINT FOREWORD
Councillor Simon Ward, Leader of Royal Sutton Coldfield Town Council
Independent Chair1
of the Falcon Lodge Community Forum
To add at design stage post approval
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1 The Independent Chair will work with the community enabler and new board to identify a community chair in readiness for January 2019.
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2. THE PLAN ON A PAGE
What’s our Vision?
We aim to deliver a happy, healthy and connected community, a vibrant local economy and an appealing neighbourhood to live, work, learn
and prosper.
How we have developed the plan?
Our plan has been shaped with and by the community in Falcon Lodge. By that we mean the people who live, visit, work and represent
Falcon Lodge. We have engaged extensively to establish how the community feels about local issues, what their concerns are and what they
would like to see change now and in the future. We have undertaken in depth community research, held a community conference and
explored how we take matters forward through the plan in action groups. Four immediate key needs emerge from this consultation:
1. A better and joined up “offer” for young people
2. Targeted support to vulnerable households through family support and for older residents
3. Continued investment in community assets and community organisations
4. Improved communication with communities of Falcon Lodge
Through the consultation three delivery themes have been identified to organise our immediate and longer term actions:
1. A Safer and Stronger Falcon Lodge
2. A Prosperous Falcon Lodge
3. A Greener and Healthier Falcon Lodge
Who leads the plan?
Our plan will be genuinely community led plan with on-going review and development organised through a new community partnership
supported by a new dedicated post working exclusively in Falcon Lodge and with the engagement of the ward and town for the Reddicap
Ward, support from the Town Council and from key partners and community stakeholders working in Falcon Lodge.
What’s the timeframe for delivering the plan?
The plan will deliver for a period of four years from 2018-22, which fits with the Town Council’s electoral cycle. It will include short-term
actions for 2018 starting from June, with some actions cutting across future years in the plan and even beyond. We recognise that there are
some vital early wins to deliver on to address immediate concerns, to build confidence and momentum and other areas such as long-term
investment and regeneration, which will take longer. We will update our Plan annually.
What are our immediate priorities for 2018?
To approve the Community Plan through the Town Council, appoint the community enabler, set up the community board, develop a better
youth offer, tackle immediate concerns around Anti Social Behaviour, complete the refurbishment of the Youth and Community Centre,
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bring about a joined up and comprehensive youth offer and improve communications with the community.
What are our long-term priorities?
To tackle deep-rooted problems around isolation and family poverty, creating inclusion and prosperity, bring about housing regeneration
and improved housing management, improve educational attainment and local skills, opportunities for developing enterprise through local
start ups and identify long term improvements in community and environmental facilities.
3. PROFILE OF FALCON LODGE
Falcon Lodge is situated in the Sutton Reddicap ward2
, one of eight new wards3
in Sutton Coldfield. It occupies about two thirds of
the footprint of this ward. As well as Falcon Lodge the ward includes Langley Pool, Old Langley Hall and Langley Park House. Since
May 2016 Sutton Coldfield has had its own Town Council – the Royal Sutton Coldfield Town Council. In May 2018 two town
councillors have been elected from the Sutton Reddicap ward to represent Falcon Lodge on the town council from May 2018 for a
period of four years.
Sutton Reddicap Town Councillors:
Councillor Samuel Simper (Conservative), who sits on Planning and Highways Committee of the Town Council
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Councillor Julie Ashley-Higgins (Labour), who sits on the Amenities, Leisure and Community Services Committee of the Town
Council.
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Alongside its two Town Councillors, the ward is represented on Birmingham City Council by a Councillor, Charlotte Hodivala
(Conservative).
2 Previously Sutton Trinity up to 3 May 2018. 3 These are Sutton Four Oaks, Sutton Mere Green, Sutton Reddicap, Sutton Trinity Ward, Sutton Vesey, Sutton Walmley & Minworth, Sutton Wylde Green and Sutton Roughley replacing Sutton Trinity, Sutton Four Oaks, Sutton New Hall, Sutton Vesey from 3 May 2018.
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Details of all Councillor Surgeries, both Town and City, are included in the information appendix at the end of the plan.
Overview of Falcon Lodge
The bulk of the residential footprint Falcon Lodge is made up by a post-war council estate. This was built between 1948 and 1956
on what was originally an orchard, comprising some 1,450 dwellings, of which less than 800 are still council properties. There
are two secondary schools, one of which falls just outside the boundary; two primary schools and a children’s centre situated just
within the boundary. A number of places of worship serve the community with two of these within the boundary and three just
outside. Two faith groups provide services and activity within the Falcon Lodge Youth and Community Centre.
The estate is demarked by Rectory Road on the north side, with Lindridge Road and Springfield Road forming the eastern
boundary, Reddicap Heath Road in the south, and Hollyfield Road (B4148) to the west. The map below, with its distinct horizontal
arrow shape, illustrates its boundaries and includes some of its key community amenities. A pen portrait of the services provided
by each of these amenities is set out below.
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MAP 1 – Falcon Lodge Community Plan Boundaries and Community Amenities
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Source: Contains public sector information licensed under the Open Government Licence v3.0. © Crown copyright and database rights 2018 Ordnance Survey 100019153.
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The main parade of shops is on Churchill Road, which includes the Second Thoughts charity shop and just further on the Falcon
Lodge Community Centre. Another smaller row of shops and The Anvil public house can be found on the corners of Springfield
and Reddicap Heath Roads together with a cluster of shops and the Pesto Restaurant, on the corners of Reddicap Heath and
Hollyfield Roads. There is a private nursery and a doctors’ surgery on Carhampton Road. St Giles Cancer Support Centre is
situated on the Lindridge Road.
Sutton Reddicap Ward (including Falcon Lodge) is situated in the Sutton Coldfield Parliamentary Constituency, a generally
prosperous district in the city (of Birmingham). It has higher levels of household income and low levels of unemployment and
worklessness together with an older population base more economically active residents and owner-occupiers compared to city
and national averages. However, Falcon Lodge, unlike the constituency as a whole has higher levels of unemployment and
worklessness, lower income levels and a younger population – this is detailed below.
The Member of Parliament representing the Royal Borough (since 2001) is the Rt.Hon. Andrew Mitchell. His surgery details are
included in the information appendix at the end of the plan.
Picture.
4. KEY SERVICES
This section provides a pen portrait of some of the key services provided to the community in Falcon LODGE. A range of
commercial and retail services complement this.
Second Thoughts.
23 Churchill Road, Sutton Coldfield, B75 7 LD. [email protected], 0121 3555088.
The Second Thoughts Project aims to promote community and provide support to the residents of Falcon Lodge and any others who wish to make use of its
extensive range of resources and services. The Second Thoughts Shop (ST), been active on the estate for 23 years and is located in the center of Churchill
Parade at the heart of Falcon Lodge. It is both the best-known organisation and the most widely recognised location for help and advice of any kind. Although
the shop has been set up and is still run by the members of Sutton Coldfield Baptist Church, the only evidence of its Christian ethos is through its active
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exercise of Charity; very few people on the estate are aware of the Second Thought‘s religious affiliation. From its tiny premises, the shop runs the only café on
the estate, which, despite being small, is nonetheless popular with elderly, disabled, and isolated community members who come there for hot beverages and
a friendly chat. The community shop on the estate is a base for all the project’s services selling low cost second hand goods, serving free tea and coffee,
providing information, providing aassisted internet access, ssignposting local events and activities, Community Directory, monthly drop in surgery with police,
monthly drop in surgery with Citysave Credit Union, baby bags for new mums, Food Parcel scheme (by referral only), Money Advice and working with New Hall
Children’s Centre and Sutton East Extended Services.
Falcon Lodge Chapel
265 Reddicap Heath road, B75 7ES, 0121 311 1681
Falcon Lodge Chapel (known locally as ‘The Chapel’) is an independent free evangelical Christian Fellowship located one mile north east of Sutton Coldfield
town centre on the edge of Falcon Lodge housing estate. The Chapel has been in its present site since 1954. The Chapel has been actively involved with the
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East Sutton Coldfield Churches Together group for over 50 years and they meet with the other churches on a number of occasions each year. The
Chapel’s Services includes Coffee Morning, Lunch Club, 'Side by Siders' Ukulele Band, ‘Live in the Lodge’ Community Choir, Falcon Lodge Allotments &
Gardeners Club, Ladies Hour (devotional) and Lodge Ladies Club
Falcon Lodge Allotments
Rear of 1 Falcon Lodge Cres, Sutton Coldfield, B75 7RD
Falcon Allotment has been in existence since the Falcon Lodge estate was established. Originally there were five sites however Birmingham City Council took
three and now two exists and will do in perpetuity. Falcon Lodge Allotments is based on two sites: at Falcon Lodge Crescent (Allotment Association Shop) and
Horsfall Road, Sutton Coldfield. The allotment is run solely by volunteers, there are no paid staff. The Allotment Association Shop stocks compost, fertiliser,
seasonal plants and vegetables, any little profit that is made is reinvested into the allotment. In total there are 30 plots; all are occupied by diverse groups of
people. The allotment attracts all ages; it is used by young families and by the elderly. The allotment has two annual open days in June and September.
4 In the summer of 1960 the Falcon Lodge churches of St Chads, Methodist and Chapel arranged a 2-week outreach mission with guest evangelist Rev Dick Rees.
Following the Mission, ‘United Churches’ as it then became known, continued to meet together on specific occasions every year. More recently, the group adopted the name ‘East Sutton Coldfield Churches
Together’ and has increased from the original three to eight participating churches. ESCCT church congregations meet together at least six times a year for shared worship and Community events.
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Falcon Lodge Youth and Community Centre
Church Hill Road, Sutton Coldfield, B757LB, 0121 675 8144
Falcon Lodge Youth and Community Centre provides a community hub at the heart of Falcon Lodge delivering a range of services and providing a community
space for the local community to interact, participate in recreational, community, cultural and faith activities. It also hosts an integrated youth hub with
provision on different nights of the week from Compass Support, YMCA and Birmingham City Council Youth Teams. The Centre is owned by the City Council
and in 2018 issued a five-year lease to Compass Support, a charity o based in Castle Vale delivering youth, employment and wellbeing services to manage the
building, deliver a range of community and youth services, facilitate other agencies use of the building and enable residents and the wider community to
interact and enjoy a whole range of activities. To date Compass have leveraged in funding of around £230,000 on top of the resources they have invested over
a three year period to 2020 including:
❖ Reaching Communities - a funding application had been submitted to Reaching Communities to deliver a family coach model in Falcon Lodge over 2 years.
❖ Schools offer - provide local links to build upon existing provision delivering services at John Willmott School
❖ Youth Initiative Fund to deliver universal youth services.
❖ Community development worker supported by the Royal Town Council
A makeover and decorations to the centre was carried out in the summer of 2017 and improvement works to the youth wing, front entrance and of the youth
shelter is underway.
Twiglets Private Nursery School
Carhampton Rd, B75 7PG, 0121 378 0514, [email protected]
Twiglets Private Nursery is one of the few successful and visible local enterprises on Churchill Parade. However, accommodating 30-40 children from local
families, who are financially disadvantaged. It has good relations with the Methodist Church, regularly taking the children to the activities organised there; with
Second Thoughts, to which they refer the parents who find themselves in challenging situations; and with the New Hall Children Centre, with which they co-
operate on child-related issues and activities.
New Hall Primary and Children’s Centre
22, Langley Hall Drive, 0121 464 5170, [email protected] (School) and [email protected] (Children’s Centre)
New Hall Children Centre, despite accommodating far larger numbers of children and their parents, is experiencing similar challenges. The Centre runs a
successful antenatal course for parents-to -be as well as childcare courses in conjunction with Birmingham Metropolitan College. Secondary schools: John
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Willmott and Fairfax are the two secondary schools in the area, with the latter reportedly attracting mostly the local students, whilst for the former, around
seventy percent of its students come from Erdington and surrounding areas.
John Willmott Secondary School
Reddicap Heath Rd, B75 7DY, 0121 378 1946, [email protected]
John Willmott School is a popular comprehensive school, serving pupils between the age of 11 and 18 on the outskirts of Sutton Coldfield. Founded in the
name of Alderman John Willmott of Sutton Coldfield, John Willmott Grammar School (JWGS) was opened under the headship of Mr. Bill Roberts in 1958 as a co-
educational Grammar School for 700 pupils. At the time of opening in 1959 the school building was award winning. In 1974 it became a Comprehensive
School, determined to maintain its excellent record of achievement. As the school continued to grow a new Music block was built in 1980, followed shortly
after by the art block in 1981, a new Sixth Form Centre was built in 1992 / 1993, Languages and Humanities block was opened in 1994, in 1996 the English
block was extended. More recently, in 2003 the new Maths block was opened and in 2008 a£750,000 Dance Studio was opened and a 2013 a newly
refurbished music department was opened. Today, John Willmott School has approximately 1,100 pupils, including 150 sixth formers and over 140 staff.
Fairfax Academy
Fairfax Road, B75 7JT, 0121 378 1288, [email protected]
All students are offered the opportunity to take part in many different sporting and extra-curricular activities, which also helps to promote House spirit
amongst the Fairfax community. Facilities Fairfax is steeped in over 50 years of history and when funds allow, the buildings are developed to provide up to the
minute facilities for the students and staff. These developments over the years include purpose built technology suites, specialist teaching rooms, performing
arts suite. The Schools most recent developments include a canopy area, learning resource centre, outdoor multi-sporting centre, dining facilities, and a brand
new sixth form centre in 2013. Fairfax Academy has approximately 1,300 students.
Cancer Support Centre
Lindridge Rd, B75 6JB, 0300 012 0245
The Centre is open to clients five days a week, Monday to Friday 9.30am until 4.30pm with a late night on Tuesday until 7.45pm. We offer support to anyone
affected by cancer. That could mean you have a diagnosis or you are supporting someone with a diagnosis. That support could be a chat over a cup of tea in
the bistro with one of our experienced volunteers, joining one of the many groups they run, accessing a unique programme of supporting complementary
therapies tailored to clients’ needs, attending some of their workshops.
Sutton Coldfield Royal Town Council
Suite 6 Afe Business Centre, B74 2 PG, suttoncoldfieldtowncouncil.gov.uk
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Instituted as a new and largest town council in the country in May 2016, the Sutton Coldfield Royal Town Council is now in its third municipal cycle. The new
Mayor of the Royal Town of Sutton Coldfield is Derrick Griffin and the Leader is Simon Ward. The Town Council published a strategic plan during 2017 setting
out its corporate priorities, one of which was to introduce community planning across Sutton Coldfield starting with Falcon Lodge. The Town Council’s current
priorities include town centre revitalisation, creating and supporting community plans, work in support of the Town Centre library, free public wifi in key
centres, improving play areas, improving parks, eco grants for schools, planting schemes, participating in Britain Bloom, investing in Christmas lights,
disability advice, placement of defibrillators, autism support and community group funding. Falcon Lodge will access these befits either directly or indirectly.
Birmingham City Council, birmingham.gov.uk
A range of services are provided by the City Council affecting Falcon Lodge including housing, Anti Social Behaviour, resident engagement, planning, refuse
and recycling, street cleaning, car parks, regulatory services, youth service, libraries, careers advice, school crossing patrols, adult and children’s social
services.
YMCA Youth Outreach & Sutton Christian Centre
Both make up the team of four agencies delivering an all week youth service offer at the Falcon Lodge Youth and Community Centre
Health Services – to add
Nearest Leisure – to add
5. DEVELOPING THE COMMUNITY PLAN
A. Royal Sutton Coldfield Town Community Planning Policy Falcon Lodge Pilot
In July 2017 the Royal Sutton Coldfield Town Council agreed an approach to developing community plans in its Strategic Plan for
2017-19:
“Determine an approach to neighbourhood/community planning throughout the town as a basis for identifying local ward
priorities for action”
The Town Council considered its approach to neighbourhood/community planning and agreed that the approach would be piloted
in Falcon Lodge within the Sutton Trinity Ward (now Sutton Reddicap) and that at this stage the focus should on community
planning. The report highlights that community plans are less prescribed by regulations than formal statutory Neighbourhood
Plans and are “…more flexible, quicker and easier to prepare. Additionally, they are not reliant on a local Planning Authority
approval of the designated area … (and) they are able to develop priorities for action beyond land use and development issues
looking at a broader range of social, economic and environmental issues and focussed on improving the quality of life in the local
area. In summary they would seek to “... identify actions that can be taken by the community in partnership with the Town
Council…to influence other service providers and provide evidence of need in support of funding bids. Depending upon the
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nature of the issues and priorities emerging through a community plan, this could still form the basis for a future of a future
Neighbourhood Plan if deemed appropriate”.
The Royal Town Council identifies clear criteria for developing the pilot and future community plans including:
1. Conform with the principles and priorities of the Council’s Strategic Plan;
2. Based on coherent community boundaries e.g. catchment area for walking to local services / where informal networks of
community groups operate / where physical features such as a major road or railway define a natural boundary;
3. Demonstrate an appropriate level of wider community engagement and public consultation;
4. Prepared by a project team representing a cross section of local interests set up with support of relevant resident / community
groups and including town councillor representatives from that area;
5. Projects / initiatives involving the powers or responsibilities of another agency should have the support or consent of the
relevant body;
6. Be completed within 12 months;
7. Not make prior financial commitments on behalf of the Town Council;
8. On completion and agreement by the Town Council that the community plan conforms with its criteria for community planning
be eligible for projects of up to £20,000 per annum over three years;
9. Town Council will remain as the accountable body for any expenditure incurred and comply with its Financial Regulations.
Our Community Plan has taken stock of the Town Council’s policies:
No Policy Approach taken
1 Conform with the principles and priorities
of the Council’s Strategic Plan
• The Falcon Lodge Community Plan has been designed to deliver priorities for action over a four year
period:
A. June 2018 – March 2019
B. April 2019 – March 2020
C. April 2020 – March 2021
D. April 2021 – March 2022
• It is based on addressing evidenced needs, emerging opportunities, improving the quality of life for the
local community5
5 Local community includes those who live, work and visit in Falcon Lodge
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2 Based on coherent community boundaries
e.g. catchment area for walking to local
services / where informal networks of
community groups operate / where
physical features such as a major road or
railway define a natural boundary
• The community boundaries are those associated with the historic Falcon Lodge neighbourhood within
the new Sutton Reddicap Ward (formerly Sutton Trinity), Sutton Coldfield. The neighbourhood is made
up by the post war council estate supported by a number of local shops, with two secondary schools,
two primary schools and a children’s centre situated a community centre, places of worship and
voluntary sector/community organisations. These boundaries are set out in the map on page 6.
3 Demonstrate an appropriate level of wider
community engagement and public
consultation
The Community Plan has been developed with the local community through:
• Community Research – autumn 2017
• Engagement With Town Councillors – autumn 2017
• Community Conference – January 2018
• Four Working Groups – January – March 2018
• A final Community Workshop – following agreement in September 2018 to present the final plan and
mobilise the action plan in year 1.
3. Prepared by a project team representing a
cross section of local interests set up with
support of relevant resident / community
groups and including town councillor
representatives from that area
The Falcon Lodge Community Plan project team has included:
1. Compass Support designated managers and officers
2. Town Councillors and Compass Support staff
3. Four Working Groups comprising local stakeholders including Town Councillors
4. Projects / initiatives involving the powers
or responsibilities of another agency
should have the support or consent of the
relevant body
Projects identified in the action plan including those to be identified in the future will be underpinned by
appropriate commitments from agencies with relevant governing approvals (depending on the nature of the
institution).
5. Be completed within 12 months
The Falcon Lodge Community Plan will have been developed within a 12 month period with work
commencing in September 2017 and submission for approval to the Town Council in June 2018 with the
year 1 action plan live from July 2018.
6. Not make prior financial commitments on
behalf of the Town Council
The Community Plan accords with this principle.
7. On completion and agreement by the
Town Council that the community plan
conforms with its criteria for community
planning be eligible for projects of up to
£20,000 per annum over four years
A programme of funding proposals to deliver year 1, 2, 3 and 4 will be developed as an appendix to the
Community Plan and updated annually.
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8. Town Council will remain as the
accountable body for any expenditure
incurred and comply with its Financial
Regulations
This will be complied with.
B. Agency Appointed to Develop the Community Plan
Compass Support, part of the Pioneer Group based on Castle Vale, were commissioned to undertake the consultation and
engagement, research and drafting of the Community Plan. Compass Support is a charity specialising in community
development/planning, provision of youth, employment and health and wellbeing services and hold a five-year lease to manage
the Falcon Lodge Youth and Community Centre.
C. Approach and Method for Developing the Plan
Our approach to developing the Community Plan has been to build this bottom up by exploring through community conversations
how the community feels about their neighbourhood, the good and the bad, what their hopes and fears are for the future,
followed by more structured engagement through the Community Conference and four theme action groups backed up by robust
research on the demographics and needs within the neighbourhood. We have also tried to take an asset based approach looking
at the opportunities for future success, wellbeing, prosperity and quality of life, not just the challenges and the problems which
many community plans use as the starting approach.
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Our Three Building Blocks for Developing the Plan
3. Assessment of Needs – Challenges
and Weaknesses
2. Asset Based
Approach – Strengths &
Opportunities
1. Community Led Research
& Engagement
Falcon Lodge
Community Plan
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6. INFORMING THE COMMUNITY PLAN
A. Consultation Methodology
The Community Plan has been drafted after extensive community consultation. The principle methodology for the consultation
includes:
1. Confirming the brief – discussions with Town Councillor’s & the Town Clerk
Detailed community research undertaken by ‘community researchers’. To this effect, two Community Engagement Officers went
out into the field and engaged the community in face-to-face conversations, formal interviews, and by means of questionnaires.
2. Community Workshop December 2017 – ‘Falcon Lodge Community Conference.
Attended by Simon Ward (Leader of Royal Sutton Coldfield Town Council) and Rt Hon Andrew Mitchell MP. A number of interactive
workshops took place, which explored the key issues/concerns within the Falcon Lodge Community.
3. The following four Steering Groups were formed to specifically look at Employment and Economy, Education, Wellbeing and
Community and Safety:
Community and Safety Steering Committee:
Jo Cook: Co-ordinator of Made in Sutton, Sutton Art Forum and Live at the Lodge (Chair)
Pam Powis: Birmingham Community Safety Partnership Manager
Henry Wattis: Pastor of Sutton Christian Centre and Youth Worker
Councillor Derrick Griffin
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Councillor Leeford Allen
Economy and Employment Steering Committee:
Patrick Masih: Jericho
Bryn Lewis: Big Birmingham Bikes
Deborah Hennessy: Compass Support (Chair)
Education Steering Committee:
Councillor Clare Horrocks
Councillor Maria Hewitt
Bonnie Janiak (BCC Youth Team)
Lauren Lander (YMCA Youth Team)
Deborah Hennessy (Compass)
Wellbeing Steering Committee:
Councilor Derrick Griffin
Phil Harris: Compass Support (Chair)
Warrick Stevens: Resident
Deborah Hennessy: Compass Support
Kyle Stott: Service Manager – Council Collaboration, Birmingham Public Health
The output from each of the meetings is included in the background documents section of the Community Plan.
4. Consultations so far involved over 200 community members and included majority of the stakeholders, among them:
Five of the local churches: Roman Catholic, Anglican, Methodist, Pentecostal, and Evangelical
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• Second Thoughts Charity
• The Youth Group and the YMCA
• St Giles Hospice and Cancer Support Centre
• Allotments and Gardeners Group
• Majority of the local businesses, as well as wellbeing and activities’ groups
Further consultations were done with local primary and secondary schools, the Falcon Medical Centre, Police and Fire Service, and
with representatives of the local Keralan community.
5. Desk based research – analysis of statistics and background data. Below are some of the sources we have used:
https://www.birmingham.gov.uk/download/downloads/id/4351/sutton_coldfield_town_council_ballot_faq_booklet.pdf
https://www.birmingham.gov.uk/info/50120/public_health/1332/local_area_health_profiles/10
https://www.suttoncoldfieldtowncouncil.gov.uk/the-council/find-my-ward/
https://public.tableau.com/profile/bcc.ck#!/vizhome/2018BirminghamWardProfiles/2018BirminghamWardProfiles
https://public.tableau.com/profile/bcc.ck#!/vizhome/BirminghamEqualitiesDashboard/BirminghamEqualities
6. Community Mapping – applying datasets on to maps to illustrate assets and deficits within the neighbourhood boundaries.
B. Summary of consultation and engagement
Community Research
Church and Faith
The Churches Together Group have a remit to “advertise” each other’s activity timetables, though to date, this does not appear to happen very effectively. It is
apparent there are great deal and a great variety, of activities available in the Falcon Lodge area.
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Those who attend activities in the churches and the community centre were given short questionnaires to fill in. Similar questions were also put to people
attending the launch event on July 1st
of this year. Though it could not be claimed this sample is representative, it does throw up some interesting patterns
and findings. Firstly, many appear to be unaware of what goes on in other churches, apart from their own, or in the community centre. For example, seven
people said they would like to see line-dancing classes available; there are line-dancing classes at St Chads every Monday. However, it is also possible some
are put off attending an activity, which takes place in a place of worship. Secondly, there are a considerable number of activities each week for the older
population, yet there are 23 requests for more and this does not include things like dancing, yoga, Pilates. This again could be due to unawareness. However,
it may demonstrate a maxim of one participant that, “I try to do something every day”. Thirdly, 29 adults said there should be more activities for young people.
Again, this seems to suggest that what is available is not enough. The responses to what people could offer and what they would like to see on the estate were
far fewer than their suggestions for activities they would like to do. However, there were some common themes such as more community policing to deal with
such things as quad bikers, a tidier environment and hanging baskets. Interestingly, some young people also disliked a dirty environment and offered to help
clear up the litter.
To summarise; looking at the opportunities for Compass Support, there is undoubtedly more potential for providing activities for young people of all ages and
for older residents too such as lunch clubs and coffee mornings. “Second Thoughts” felt there was a need for a grandparents’ group for those who are the
legal guardians of their grandchildren. Bearing in mind the community centre’s location, it may attract people from the Falcon Lodge Crescent area, because it
is nearer than any of the churches and it is secular. There is an opportunity to offer such activities as Pilates and dance, to work with St Giles for example, and
to offer complementary therapies.
The issues raised by the four churches are:
1) Not enough youth work. The churches expressed concern over the local youth being very much left to their own devices, resulting in an increased level of
anti-social behavior.
2) Lack of facilities for the youth. All churches admit that there is virtually nothing for the youth to do on the estate, leading them to invent their own
entertainment, such as using Churchill Road for a cycle track and vandalising the roof and pavement near the Community Hub and the Methodist Church.
3) Not enough family support. Many families on the estate, particularly single families, struggle financially and psychologically. Churches recognise the need
for an extensive support network, and express hope that more resources will become available at the Lodge Hub, to augment the work already being done
by the Second Thoughts and the New Hall Centre.
On their part, Churches Together are happy to provide their facilities for play groups, such as Wiggly Worms at the Methodist Church and Teddy Bears at St
Chad’s. Discussions with parents, who bring their children to such groups, revealed that they benefit from it immensely by being able to meet up on a
regular basis and discuss informally their issues and concerns.
4) “Invisibility” of the disabled community members. Churches Together were the first among the groups interviewed to highlight the fact that disabled
members of the community, of whom there are quite a few, are seldom seen on the streets.
Disabled church-goers themselves identified the old and crumbling infrastructure on the estate and the lack of facilities for them outside of Second
Thoughts / Churches / Lodge Hub to go to as the main reasons behind their unwillingness to venture outside their houses more than is necessary. Some
have also safety concerns, particularly in the evening and along the Churchill Rd.
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Summary on Community & Safety
What services are in place and are they accessible?
The centre is the key, but many are unaware of what is on offer in the centre, which hampers the Compass Support Project within Falcon Lodge. We need to
promote the groups and services, which take place in the community centre and develop inter-generational work. A question of trust; new organisations take
time to build relationships with residents and the community, especially after so many short-term projects in the past, which have since left.
• Many residents between 20 and 40 years of age felt they had been left on their own as a community, ever since the Birmingham City Council pulled out of
the Community Centre. Some still thought the centre was closed. There was a suggestion that the entrance to the centre should be well lit and welcoming.
• In relation to who the local Councilors are and how can be contacted; the suggestion of having a Community Engagement Officer based at the Centre to
coordinate local activities, mediate between the local groups, and help prevent overlapping events, was positively evaluated by the stakeholders.
Communication
How do we reach a community of 2500 people? If we had a community radio, we need to think about how this will be maintained. Social media would disbar
those without access to computers or android phones and would affect many of the elderly and the vulnerable. We need all types of networking, from notices
and leaflets to social media. The Sutton Observer is not delivered locally; it should include Lodge coverage, or we could consider our own newsletter. It is very
apparent that there is a need for housing refurbishment around the area. Although most of the residents are happy to walk these areas in the evening and
haven’t experienced any issues with youths or adults engaging in substance abuse, there is a very strong belief among them that these areas need to be CCTV-
covered for the safety of children and the elderly who will suffer most from the ASB in the area if it gets worse.
Almost all of the shop owners expressed a desire to see better lighting and working CCTV installed along the Parade. All have reported witnessing ASB
happening in front of their shops, with only a few proceeding to report the most serious cases to the police. The four local churches work with the young and
old and the disabled. Disabled church-goers themselves identified the old and crumbling infrastructure on the estate and the lack of facilities for them outside
of Second Thoughts / Churches / Lodge Hub to go to as the main reasons behind their unwillingness to venture outside their houses more than is necessary.
Some have also safety concerns, particularly in the evening and along the Churchill Rd.
The Safety of residents as a whole: bad lighting, youths on bikes.
Wellbeing
There is a strong desire to have a centralised venue where the community can go and access services, information and meet others. There was a suggestion to
establish a ‘Community Health Café’. Looking at things to engage younger people, e.g. a Junior Rotary Club for Year 6; a Younger Residents’ Group; Sutton
Boys Football Club in Lindridge Road. Look at the possibility of Community Service People setting up a sports club; establishing a FAST programme with us as
the mediators between schools and parents.
Economy and Employment
24
Careers advice in schools is a mixed picture with no consistence across the schools. There needs to be joint work with secondary schools to deliver education
in the community. Life coaching sessions provided by YMCA to young people, Andy Street runs the mentoring programme; Virtually Minded is the mental
health provision. There needs to be more training to provide more of these services. Businesses could provide mentoring for young people who lack support
or direction. What about ‘intelligent misfits’; young people who are smart but don’t quite fit into the system.
Education
Recent Ofsted Reports show that both John Willmott and Fairfax schools have made significant improvements in terms of educational standards and service
provisions for students from challenged backgrounds. However, the same reports stress specifically that both schools fall short in their assessment of the
range and depth of deprivation in Falcon Lodge, and are consequently not doing enough to address the needs of disabled and economically and socially
disadvantaged students from the area. Some of the key needs highlighted through the consultation were some of the following things:
• Local homework clubs
• Lack of sufficient mental health support in schools?
• Work experience appears to be lacking.
• How do young people secure employment if they have little education and no experience?
• Their needs to be provision for functional skills support and opportunities for people with low skills.
Are young people being taught life skills about such things as:
• Mortgages
• Saving/banking
• Taxes
• Politics/government
• Healthy lifestyles
To what extent are we closing the skills gap? There needs to be an educational system that is responsive to need and presented in an accessible and exciting
way; not necessarily academic skills, but life skills such as:
• Driving theory
• Cooking
• CSCS cards
• Vocational
There should be a gateway to opportunities; something or someone central. At the moment there is no current prospectus or single place to find out about
opportunities on and off the estate.
25
Falcon Lodge needs access to citywide initiatives; the estate is often missed because of the overall prosperity and low needs in Sutton Coldfield.
Environment and Health
Litter, rubbish and fly tipping are a problem, especially the build-up of rubbish behind the shops on Churchill Road and around the flats. There needs to be an
awareness raising initiative for local people to understand the impact of dumping - educate people about litter etc.
Summary
The data collected highlights several issues that the community on the estate feels strongly about, as well as potential solutions to them:
“Crumbling infrastructure, security and safety, and unattended youths were the first things usually to come up in the interviews” Community
Researcher
Neglected Youth
Apart from the young people involved with the Youth Team at the Community Centre, local youth to a large degree is left to its own devices. With nothing for
them to be involved in on the estate, they resort to creating their own means of entertainment, which typically leads to vandalism and other forms of anti-
social behavior.
Potential Solution: young people on the estate show interest in music and sport related activities. Facilitation of better engagement with them by the MUBU
Music Project, as well as with the two football clubs present in the area, the Sutton United and the Romulus Academy, may provide the necessary space and
means to explore their interests.
There is also a potential for a cycling project. Many young people on the estate cycle regularly and can be seen doing stunts on the Churchill Rd, leading to
several elderly residents suggesting building a cycling track for them. A consultation with Big Birmingham Bikes and the Second Thoughts revealed that they
are willing to help with organization and running of a cycling project.
Feeling of Abandonment by the Local Authority
Many younger residents, 20 to 40 years old, share the feeling of being left on their own as a community, ever since the Birmingham City Council pulled out of
the Community Centre. The narrative focuses on the lack of provisions for skills development and job search for the young adults, the still-perceived closure of
the Community Centre, and general confusion in relation to whom the local Councilors are and how can they be contacted.
26
Solution: Starting regular job centre and computer sessions at the Centre, as well as making the Centre itself better accessible with installation of new door,
will help reduce the tension in the community. Stakeholders have also suggested more regular visits from the Councilors to the estate.
Little coordination of activities on the estate
There is a general recognition among the stakeholders and the residents that more could be done on the estate if there was somebody to coordinate the
collective effort. The widely recognized success of Christmas Parties demonstrates that it has a huge potential. An effort by the local Churches Together group
to coordinate activities was not successful due to the vicars being too busy with their own schedules.
Solution: the suggestion of having a Community Engagement Officer based at the Centre to coordinate local activities, mediate between the local groups, and
help prevent overlapping events, was positively evaluated by the stakeholders.
C. Community Conference
To add
D. Theme Working Groups
To add
E. Desk Top Research – Evidencing Need
We have drawn upon available statistics for our analysis of Falcon Lodge’s needs. However, there are limitations in this process as
some statistics are only available at larger geographical areas and encompasses the entire Town of Sutton Coldfield or
Birmingham as a whole. It has been difficult for us to get statistics solely for Falcon Lodge estate; we have had to look at the
entire Sutton Reddicap ward. In addition, some data are from some years ago such as the 2011 Population Census. This is one of
the reasons that the work of the community researchers has been so important. The qualitative information they have picked up
from local residents fills in many of the gaps as well as giving life to the raw numbers.
27
A summary of the needs information, drawing on numerical statistics, qualitative findings of the community researchers and
views of attendees at the Community Conference and interactive workshop, has enabled us to get an in depth picture of the ‘on
the ground’ intelligence.
Some of the key headline socio-economic statistics in the four areas we are analysing are as follows:
Falcon Lodge General Health Statistics
The respondents of the 2011 Census were asked to rate their health. These are the results for Falcon Lodge. The percentage of
residents in Falcon Lodge rating their health as 'very good' is less than the national average. Also the percentage of residents in
Falcon Lodge rating their health as 'very bad' is more than the national average, suggesting that the health of the residents of
Falcon Lodge is generally worse than in the average person in England.
HEALTH BIRMINGHAM ENGLAND
Very Good 45.53% 47.17%
Good 33.91% 34.22%
Fair 13.87% 13.12%
Bad 5.04% 4.25%
Very Bad 1.65% 1.25%
Falcon Lodge Age Distribution Statistics
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The population of Falcon Lodge as a whole, is younger than the national average. The population of Falcon Lodge is also older
than the average, making Falcon Lodge an older persons location.
AGE BIRMINGHAM ENGLAND
Age 0 to 4 7.6% 6.3%
Age 5 to 9 6.9% 5.6%
Age 10 to14 6.9% 5.8%
Age 15 to 17 4.1% 3.7%
Age 18 to 24 12.2% 9.4%
Age 25 to 29 8% 6.9%
Age 30 to 44 20.8% 20.6%
Age 45 to 59 16.4% 19.4%
Age 60 to 64 4.3% 6%
Age 65 to 74 6.5% 8.6%
Age 75 to 84 4.6% 5.5%
Age 85 and over 1.8% 2.3%
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Mean Age 35.3 39.3
Median Age 32 39
Falcon Lodge Education Statistics
These statistics are for the highest-level education obtained by the residents of Falcon Lodge and are from the UK Census of
2011.
QUALIFICATION BIRMINGHAM ENGLAND
No Qualifications 28.2% 22.5%
Level 1 13.3% 13.3%
Level 2 13.8% 15.2%
Apprenticeship 2.1% 3.6%
Level 3 13% 12.4%
Level 4 23% 27.4%
Other 6.6% 5.7%
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Falcon Lodge Property Ownership & Rental Statistics
Falcon Lodge has a lower rate of home ownership (via a mortgage or owned outright) than the national average, which suggests
that Falcon Lodge is an economically deprived area. Since all home ownership is lower than the national average and all rented
accommodation levels are higher than the national average, this also suggests an area of economic deprivation
TENURE BIRMINGHAM ENGLAND
Owned 25.9% 30.6%
Mortgage 29.3% 32.8%
Shared 1% 0.8%
Social Rented (Council) 15.4% 9.4%
Social Rented (Housing Assoc) 8.8% 8.3%
Private Rented 16.7% 15.4%
Other 1.2% 1.4%
Rent Free 1.7% 1.3%
Falcon Lodge Benefits & Unemployment Statistics
31
These figures on the claiming of benefits in Falcon Lodge come from the Department for Work & Pensions and are dated. They
can often be a good indicator of the prosperity of the town and possible indicator of how hard it would be to get employment in
the area. The rate of unemployment in Falcon Lodge is both higher than the average for and higher than the national average,
suggesting that finding a job in this area maybe hard. The rate of claiming any benefit (which includes in work benefits) is more
than 25% higher in Falcon Lodge than the national average, suggesting that many people maybe under employed or on a low
salary.
BENEFIT BIRMINGHAM ENGLAND
Jobseekers Allowance (only) 6.5% 3.3%
Incapacity Benefits (IB or ESA) 3.1% 2.4%
Any Benefit (includes in work benefits) 20.2% 13.5%
Sources: Office for National Statistics & Department for Work & Pensions.
F. Mapping
In 2015, the ONS published a hierarchical classification (2011 OAC) consisting of three tiers of supergroups (8), groups (26) and
subgroups (76) for output areas nationally.6
This is mapped at group level for Falcon Lodge and its wider area as Map 2. The
labels used for each category and the descriptions of them are intended to be illustrative of the characteristics of areas in terms
of their demographic structure, household composition, housing, socio-economic characteristics and employment patterns. Within
each output area there will be a degree of variability with these characteristics. The centre of Falcon Lodge is found to be
‘challenged diversity’. A ‘migration and churn’ population flanks this to the east and west. The edges of Falcon Lodge include
6 Office for National Statistics, '2011 Area Classifications', [statistical report], <http://webarchive.nationalarchives.gov.uk/20160110080540/http://www.ons.gov.uk/ons/guide-method/geography/products/area-classifications/ns-area-classifications/ns-2011-area-classifications/index.html>, [contains public sector information licensed by ONS under the Open Government Licence v3.0 via The National Archives], accessed 28 February 2016.
32
‘industrious communities’ and the onset of wider areas of ‘urban professionals and families’ to the north and ‘ageing urban
living’ to the south. More broadly, this underlines that Falcon Lodge itself falls within the 10 per cent deprived areas in England.7
Map 3 shows it has places where most households had no working adults in 2011. Equally, Map 4 illustrates the pattern of
elementary occupations, accounting for more than 20% of employed residents in the centre of Falcon Lodge.
7 Department for Communities and Local Government, 'The English Indices of Deprivation 2015', [statistical report], London: CLG, 2015.
33
Map 2: ONS Classification—Falcon Lodge and its hinterland
Source: CDRC 2011 OAC Geodata Pack by the ESRC Consumer Data Research Centre. Adapted map data from the Office for National Statistics under the Open Government Licence v.3.0. © Crown copyright and database rights 2018 Ordnance Survey 100019153.
34
Map 3: No adults employed 2011—Falcon Lodge and its hinterland
35
Source: Contains public sector information licensed under the Open Government Licence v3.0. © Crown copyright and database rights 2018 Ordnance Survey 100019153.
36
Map 4: Proportion employed in elementary occupations 2011—Falcon Lodge and its hinterland
Source: Contains public sector information licensed under the Open Government Licence v3.0. © Crown copyright and database rights 2018 Ordnance Survey 100019153.
37
G. Strengths, Weaknesses, Opportunities and Challenges Assessment
Based on the consultation, research and conversations held an analysis of the strengths, opportunities (SWOT) has been pulled
together which provides a succinct guide for partners and how they can over the lifetime of the community plan draw on the
assets of the neighbourhood (strengths and opportunities) and nullify the deficits (weaknesses and challenges).
Strengths
General
• Part of Sutton Coldfield a distinctive and historic borough with a wide
range of environmental, social and economic strengths
• Compact geography
• Good overall layout for residential, public space and shops
• Range of community facilities
• A neighbourhood hub offering a range of services and opportunity for
community life to flourish
• Young population with a chance to access local and wider
opportunities
• Good educational provision from early years, primary, secondary and
further education
• Local churches and faith
• Strong voluntary sector groups
Improved communication
• Community newsletter
Neighbourhood Coordinator
• ‘Community Enabler’ oversee the Falcon Lodge Community Plan
• Build partnership
• Access external funding
• On-going community engagement
Falcon Lodge Learning Partnership
• Birmingham Met
• Children’s centre, primary and secondary schools
• Adult Education
• Pupils & parents
Localised management of housing services
• - Housing presence
Opportunities
General
• New ward with a clear focus on Falcon Lodge
• Two town councillors and city councillor
• First community plan for Sutton Coldfield with commitment from the
Town Council and range of partners to make improvements
• Future economic and housing development that can meet local needs
Opportunities to bring about housing improvements
- More responsive local housing management
- Future housing investment and development
Youth and Community Centre
- Possible transfer to Town Council under statutory undertakings
- Possible extend lease with Pioneer Group or other agency e.g. from five
years to 25 years lease enabling a greater investment and development as
a true community development hub.
Better future facilities
- Leisure – a local wellbeing hub e.g. community gym
- Environment –a local eco hub
38
Weaknesses
Poor quality housing:
- Remote housing management
- Need for investment
- Some poor design – shops/flats mitigated by underpinning good street
layout, which could be ‘built upon’.
Safety
- Higher level of crime than other parts of Sutton Coldfield
- Anti Social Behaviour
- Feeling unsafe – residents, visitors, employees
Limited services for young people
Poor communications relative to other parts of Sutton Coldfield e.g. with the
inability to deliver Sutton Coldfield News.
Challenges
High level of need:
- Lower education attainment
- Lower aspirations
- Low skills
- NEET
- Health inequality compared to rest of Sutton Coldfield
- Isolation and disconnection
- Residents less inclined to travel to shop, learn, work and access leisure
Diversity
- Less open
- Less tolerant
- Less welcoming
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PART 2
5. THE COMMUNITY PLAN
a. Vision
Our vision has been generated through our community consultation and represents the hopes and aspirations of those living,
working and active in Falcon Lodge. It is a vision that extends up to the spring of 2021 over the next three years. We see this four
- year period as a springboard for longer-term improvements in Falcon Lodge recognising that some of the challenges are deep
rooted and will take some time to address and that some of the opportunities for development and growth in adjoin areas will run
through the 2020s.
We aim to deliver a happy, healthy and connected community, a vibrant local
economy and an appealing neighbourhood to live, work, learn and prosper.
In particular we want to create better opportunities for younger people living in Falcon Lodge to enjoy their lives as they grow up
and fulfil their potential in the future. This will be our cross cutting theme underpinning all our activities in this plan.
As partners we are all committed to this vision for Falcon Lodge. It is our aim to deliver this through partnership working
recognising that our three year plan represents the first step on our journey to bring sustainable improvements and to enable
Falcon Lodge to play its fully realise its potential in the wider network of vibrant places that makes up the Royal Town of Sutton
Coldfield.
Our Community Plan is designed to be a living action document that does not sit on a shelf but is used by partners as a guide for
action and continuous improvement of Falcon Lodge.
40
b. Timeframe for delivering against the Community Plan
The vision sets out a broad long-term aspirational commitment to improving Falcon Lodge. Our starting point for realising this is
an intense three plan delivering tangible priorities for action, which will provide a platform for future work and for lasting change.
The delivery period for the three years is:
Year one – September 2018 to 31 March 2019
Year two – April 2019 to 31 March 2020
Year three – April 2020 to 31 March 2022
c. Delivery themes
We have captured the ideas generated from the working groups that were set up on a task and finish basis to develop the
community plan into three delivery themes for use in the Action Plan. These are:
• A Safe and Strong Falcon Lodge
• A Prosperous and Aspirational Falcon Lodge
• A Greener and Healthier Falcon Lodge
Under each of these delivery themes we identify:
• Policy objectives – which summarise what we want to achieve over the lifetime of the community plan
• Outcomes – to deliver over the three year plan
• Actions and activity – designed to deliver outcomes
• Responsible agencies – who will take responsibility for delivering policy objectives, outcomes and actions
41
• Indicators – for measuring, evaluating and accounting for delivery
Plan Theme Policy Objective Plan Outcomes
A Safe and Strong Falcon Lodge
Policy 1
To improve the quality and standard of community
amenities and services serving the local community
particularly the key hub amenities provided by
Falcon Lodge Community Centre and Falcon Lodge
Allotments, Second Thoughts and Chapel. To
consider long-term provision and development of
community amenities and services.
Outcome 1
People are able to access a range of community spaces and
activities within Falcon Lodge promoting better quality of life
and meeting particular needs and interests. To ensure that the
future needs of the community are served with fit for purpose
community amenities.
Policy 2
Improving communications and engagement with
residents and the wider community.
Outcome 2
There are more opportunities for people to come together
through meaningful activities, engagement and interaction.
Through the community enabler the local community are able
to participate in the development, production and voluntary
distribution of community information.
Policy 3
To maximise investment by charitable trusts,
corporate social responsibility and other funders to
support community projects and activities.
Outcome 3
To leverage in additional resources to invest in Falcon Lodge
contributing to the priorities set out in our community plan.
This will be taken forward through the community enabler who
will have a fundraising responsibility.
Policy 4
To create inter-generational and socially cohesive
cultures and behaviours – one Falcon Lodge.
Outcome 4
Everyone has opportunities to engage in community life and
shape decisions, have a strong sense of community belonging
and take pride in our area and to be able to do this as a whole
community.
Policy 5
To develop a community partnership to co-ordinate
and further develop the community plan and work
closely with local town and city councillors.
Outcome 5
To ensure that the community plan is community owned and
led and relevant to Falcon lodge and the people who live, work
and engage in the neighbourhood.
42
A Prosperous and Aspirational
Falcon Lodge
Policy 6
To shape a Falcon Lodge “Young Persons Offer”
bringing a range of existing services together with a
common purpose of improving the quality of life,
engagement and aspiration of young people.
Outcome 6
To have a fantastic offer for young people in Falcon Lodge that
alongside learning and wider recreational opportunities
provides a strong foundation for future success and wellbeing.
To shape an offer that explores both reward and
responsibilities.
Policy 7
Working with schools, further education providers
including adult education to raise educational
attainment, skills development and employment
prospects.
Outcome 7
Increasing the knowledge and skills base of young people as
they enter the labour market enabling future success and
wellbeing and contributing to the demand for local skills from
employers.
Policy 8A
To promote an enterprising culture with starts ups
in micro Small Medium Enterprises and Social
Enterprises.
Outcome 8
Over the lifetime of the plan to stimulate and motivate young
people and the wider community to consider entrepreneurial
start ups
Policy 8B
To capitalise on opportunities for apprenticeships,
internships and career development for those in
work in the future nearby developments in
Peddimore and Langley.
Outcome 8b
Secure opportunities for young people and those already in
employment from Falcon lodge in emergent employment
centres.
Policy 9
To inform and advise the Sutton Coldfield Town
Council to develop their model of community
planning.
Outcome 9
To provide a clear methodology and template that can be
transferred to other communities on developing, managing and
delivering community plans. In doing this recognising that
each community will have its own dynamics and priorities and
ultimately their own bespoke community plan.
A Greener and Healthier Falcon Policy 10 Outcome 10
43
Lodge
Developing a greener and more sustainable
neighbourhood with good quality open spaces,
allotments, floral enhancements in keeping with
wider Town Council approach, well maintained
housing communal spaces and improved
environmental standards (fly tipping, litter graffiti
etc).
An enhanced and sustainable environmental offer across Falcon
Lodge. A clean and well-maintained neighbourhood with clear
responsibilities for service providers and the community and
enforcement undertaken in relation to unacceptable practices
such as fly tipping and graffiti.
Policy 11
Developing healthier lifestyles across the
community promoting physical and mental
wellbeing, independence and resilience. To
stimulate multi agency work focussed on early
intervention.
Outcome 11
A healthier community, that is more resilient and motivated –
improving in the long-term existing underperformance
compared to the rest of Sutton Coldfield in relation to life
expectancy and addressing issues around mental health.
Policy 12
To improve the quality and investment in the
housing offer in Falcon Lodge together with a
stronger retail offer.
Outcome 12
To improve the responsiveness of housing services to meet
local needs and to consider how future housing regeneration
and development can better contribute to future housing and
community needs.
d. Community Action Plan 2018 – 2022
THEME 1: Safer and Stronger Falcon Lodge
Action & Timeframe Policy and
Outcomes
Indicators Lead (s)
1. To complete the refurbishment of Falcon Lodge Community Centre:
Outcome 1
Policy 1
Works completed – September 2018
Compass Support
44
• New Front Entrance Door
• Refurbished Youth Room
• Structural Roof Works
• Relocate the current Youth Pod in consultation with young people
To deliver within 2018.
Positive user satisfaction on quality
of the works.
2. To set up three urgent task and finish groups with the remit of:
a) Reviewing the current situation in relation to anti social behaviour particularly
with dangerous use of motor bikes in Falcon Lodge including setting up longer
term community safety tasking
b) Reviewing the current and future potential youth offer
c) Establishing the community board and recruitment of the community enabler
All outcomes
and objectives
Establish way forward on three
immediate priorities.
Representatives from
relevant agencies, the
community
3. To develop Falcon Lodge Community Centre, over the period of the Community
Plan, as a centre of community service excellence for:
• Wellbeing through the Family Coaching service
• Integrated and Holistic Youth Services
• Employability services
• Community Library
• Community Events
To deliver over the lifetime of the community plan.
Outcome 1, 7
& 11
Policy 1, 7 &
11
Positive user satisfaction with
individual services provided. To
establish a baseline over the first 12
months and deliver continuous
improvement over the two
subsequent years.
Compass Support
Centre User Groups
4. To consider the long term future of Falcon Lodge Youth and Community Centre
conducting a future proofing exercise and options appraisal to ensure long
term viability and sustainability of this key community asset.
To deliver over the lifetime of the community plan to include discussion on future
management and lease arrangements – Compass Support hold the lease for the
four-year period of the plan but currently not beyond that.
A viable and sustainable future
operating model for the Youth and
Community Centre from 2022
onwards.
Compass Support,
Birmingham City
Council, Sutton
Coldfield Royal Town
Council, Falcon
Lodge Community
Forum.
5. To seek funding and develop new complementary additional service offers
including:
• Parenting workshops targeted at young parents
• Peer to peer support programme e.g. young people supporting each other
Outcome 7
Policy 7
Successful funding applications
leading to additional services being
delivered in Falcon Lodge. To be led
by the community enabler.
Compass Support /
Community Enabler
45
• Intergenerational activities and workshops
To deliver over the lifetime of the community plan.
6. To explore with Falcon Lodge Allotments how the services and offer can be
further developed and what future investment and support needs they have.
To deliver over the lifetime of the community plan.
Outcome 7
Policy 7
Sustainable anchor community
organisation and offer to the
community.
Falcon Lodge
Allotments,
Community Enabler
7. To explore with Falcon Lodge Chapel how the services and offer can be further
developed and what future investment and support needs they have.
To deliver over the lifetime of the community plan.
Outcome 7
Policy 7
Sustainable anchor community
organisation and offer to the
community.
Falcon Lodge Chapel
/ Community Enabler
8. Develop a quarterly Falcon Lodge Community News bulletin for distributing in
key outlets across Falcon Lodge and available on line platforms building on the
‘Gatepost’ Model. To develop this as a learning and community development
programme and seek external funding to deliver the project over the lifetime of
the Community Plan. To seek funding to support this as a community
development project.
To pilot a first autumn edition in October 2018 and deliver through the lifetime of
the community plan.
Outcome 2
Policy 2
Develop community expertise in
community journalism via the
community enabler.
Residents more informed about
what’s going on in their
neighbourhood.
Community Enabler /
Community Editorial
Group / Community
Board.
9. To develop a Falcon Lodge Youth Strategy to maximise the offer to young
people and their future prospects as well as current leisure requirements. To
include a funding prospectus to maximise investment and create a funding pot
with opportunities for young people to make decisions around its use.
To develop within 2018 for delivery within the lifetime of the community plan.
Outcome 4,6
Policy 4, 6
Develop a working plan that can
make a difference for young people,
maximising the quality of youth
provision and connection to relevant
educational and wellbeing service
offers.
Compass Support, all
Youth Agencies
delivering services
including YMCA,
Birmingham City
Council. Schools and
educational providers
and wellbeing
services targeted at
young people.
46
10. To secure immediate funding for a summer activities programme for 2018 via
Awards for All and / or other funding pots. This to be an annual programme
over the lifetime of the Community Plan.
To develop within 2018 for delivery each summer over the lifetime community
plan.
Outcome 4,6
Policy 4, 6
Community enabler builds in annual
funded programme in their work
plan generating resource for four
summer programmes.
Compass Support,
Community Enabler,
Youth Providers.
11. To secure funding for either a two (minimum) or three year post (aspiration) –
Community Enabler bringing funding, resources, coordination, partnership
working and delivery against the community plan.
To appoint and have in place by September 2018 in readiness for the first shadow
community partnership meeting.
All outcomes
and policies
Key enabler in place to support the
community board in further
development of the community plan,
delivery of its action plan and
generating the resource and capacity
to make a difference in Falcon
Lodge.
Royal Sutton
Coldfield Town
Council.
Compass Support.
Community Board.
12. To develop and support a Falcon Lodge Community Partnership with a
Community Chair supported by relevant stakeholders including ward
councillor, town councillors and local agencies.
To develop the shadow board for September 2018 with an independent chair and
have a permanent board in palace for January 2019 with a community chair.
All outcomes
and policies
Shadow Board set up by September
2018 and Full Board by January
2019.
Royal Sutton
Coldfield Town
Council.
Compass Support
THEME 2: Greener and Healthier Falcon Lodge
Action Policy Priority Indicators Lead
13. To develop long term aspirational plans for an Eco Hub in partnership with
Falcon Lodge Allotments and look at the potential for funding.
Over the lifetime of the plan.
Outcome 10
Policy 10
Explore feasibility of the proposal as
first stage including funding
potential.
Community Enabler,
Falcon Lodge
Allotments.
14. To explore how a Forest Schools programme can be introduced within the two
primary schools to promote understanding and appreciation of sustainability
and environmental management. To consider through the Community Enabler
a funding package to support over the lifetime of the Community Plan.
Over the lifetime of the plan from 2019.
Outcome 10
Policy 10
Explore feasibility of the proposal as
first stage including funding
potential.
Community enabler /
Community
Environmental Trust
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15. To raise the profile of the Sutton Coldfield in Bloom programme within Falcon
Lodge and to build up over the lifetime of the community plan a range of
horticultural and environmental gems to contribute to the efforts across the
board within Sutton Coldfield.
Over the lifetime of the plan from 2019.
Outcome 10
Policy 10
Review current programme run by
the RTC and how this can develop.
Community Enabler /
Falcon Lodge
Allotments / RTC
16. To pilot an approach around combatting ACES (adverse childhood experiences)
in Falcon Lodge and seek funding for a fixed term preventative worker working
alongside the Family Coaches.
Over the lifetime of the plan from 2019.
Outcome 11
Policy 11
To explore with BCC Public Health a
pilot approach to tackling ACES.
Compass /
Community Enabler
17. To look at the introduction of a Mental Health First Aid approach led from
Falcon Lodge Youth and Community Centre.
Over the lifetime of the plan from 2019.
Outcome 11
Policy 11
To explore feasibility and potential
funding to roll this out.
Compass /
Community Enabler
THEME 3: Prosperous and Aspirational Falcon Lodge
Action Policy Priority Indicators Lead
18. To connect Falcon Lodge to the opportunities within the Peddimore (economic)
and Langley (housing) developments as they are rolled out subject to planning
consent. To secure apprenticeship, internships and employment opportunities
Over the lifetime of the plan
Outcome 8B
Policy 8B
Number of Falcon Lodge Residents
accessing opportunities.
Compass Support /
Community enabler /
RTC
19. To launch a Falcon Lodge housing improvements review looking how housing
service responsiveness and housing led neighbourhood regeneration can
transform Falcon Lodge.
Commence review in 2018 and develop over the lifetime of the plan.
Outcome 12
Policy 12
Initiated review with clear
recommendations produced.
RTC/BCC/Community
Board
20. To investigate how community learning / family provision could extend to
Falcon Lodge located in the Community Centre.
Commence review in 2018 and develop over the lifetime of the plan.
Outcome 7
Policy 7
Initiated review with clear
recommendations produced.
RTC/BCC/Community
Board
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21. To seek to eliminate over the lifetime of the Plan NEETS (Young People Not in
Employment, Education or Training).
Over the lifetime of the plan.
Outcome 7
Policy 7
Zero NEET in Falcon Lodge Compass Support,
BCC, Schools, FE,
Employers
22. To promote local business and social enterprise start ups within Falcon Lodge.
To review in year 2 – 2019 onwards
Outcome 8
Policy 8
More locally sourced start-ups
whether social or private.
Compass Support,
BCC, Schools, FE,
Employers, ISE,
Chamber of
Commerce
23. To promote opportunities for businesses to conduct Corporate Social
Responsibility / Social Value interventions across Falcon Lodge.
To review in year 2 – 2019 onwards
All outcomes
and policies
Business contribution to generating
social value.
Local businesses and
agencies
6. DELIVERING THE PLAN
A. Partnership Arrangements and Neighbourhood Agreement
Over the next three years the successful delivery of better outcomes for Falcon Lodge will require strong and sustained
partnership working and collaboration between partner agencies. Our partnership approach thus far in developing the Community
Plan has given a rich understanding of the dynamics and issues in Falcon Lodge and it is vital that we build on this over the next
three years in the delivery phase of the Community Plan.
It is therefore proposed that a Falcon Lodge Community Partnership / Forum is put in place to bring to coordinate aspects and
opportunities for service delivery, share opportunities and best practice such as external funding and to monitor progress. The
Community Partnership would report periodically to the Town Council and produce an annual report of activity and progress
against the Community Plan. It is suggested that the Community Partnership is made up of three elements drawn from the Town
Council/City Councillors, Partner Agencies and Community Groups and Residents. A quarterly meeting cycle is proposed. The
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Community Enabler would facilitate the Partnership with the Chair sourced from the community. Given it may take some time it is
proposed that an Independent Chair be appointed for the first six months with the role of leading a shadow board until January
2019 with a community chair and permanent board in place from that point onwards.
Falcon Lodge Community Partnership / Forum
Remit
❖ To develop and oversee delivery of the Falcon Lodge
Community Plan. To report on progress annually to the
Town Council with relevant updates also provided on
key issues as they arise.
❖ Initially to meet from September 2018 as a shadow board
with independent chair and to meet permanently with
community chairs from January 2018
❖ Facilitated by the community enabler
Constitution and Development
❖ Compass Support to develop a model constitution for an
area forum based on best practice and develop the
shadow board and oversee three urgent task and finish
inquiries
Membership
❖ Initially independent chair followed by permanent
community chair elected for an annual term x1
❖ Ward and Town Cllrs x 3
❖ Key anchor community organisations x 4
❖ Public service agencies x 4
❖ Community board members x 6
All residents and community stakeholders able to attend.
Meeting Frequency
❖ Four meetings annually
❖ Task and Finish Groups to be set up and report back on key
issues where work required between meetings
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Community Groups /
Residents (Vice
Chairman)
Partner Agencies
Town Councillors
and City Councillors (Chairman)
Falcon Lodge
Community Partnership
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B. A Community Enabler
A key recommendation within the Community Plans is to appoint a Community enabler who would have the role of:
• Secretariat for the proposed Community Partnership
• Co-ordinate theme groups and delivery
• Develop the proposed Community News Bulletin
• Report to the Town council on performance and draft the annual report
• Enable community groups
• Raise external funding
C. Accountability arrangements
The overall accountability for reporting on progress in delivering the Community Plan will be with the Town Council through the
Community Partnership.
D. Monitoring and evaluation
The Community Partnership will submit a quarterly update to the Town Council and issue an annual report of activity. In the third
year an evaluation on the effectiveness of the Community Plan will be undertaken. A lesson learnt report would be produced in
the autumn of 2018 to submit to the Town Council for the potential future application of community planning best practice for
their wider programme across the Royal Town.
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PART 3 – WORKING PAPERS
1. Community Research Report
2. Community Conference Report
3. 4 x Working Group Notes
4. Research and analysis
