A Community Strategy for Barnsley 2011 - 2015 - Barnsley Council ...

A Community
Strategy for
Barnsley
2011 - 2015
progress through partnership

Contents
Contents
Introduction 3
Background 4
The New Community Strategy 5
The principles 5
The vision 5
The priorities and catalysts for change 5
Ensuring the wellbeing of Barnsley 6
A new Strategy for Barnsley 6
The Priorities and Catalysts for Change -
A closer look 7
Growing a 21st Century Economy 7
The context 7
Why this priority is important for Barnsley 7
What we want to achieve 8
What success will look like 8
Growing a 21st century relationship between
citizens, voluntary/community sector and
public sector agencies and organisations 9
The context 9
Why this priority is important for Barnsley 9
What we want to achieve 10
What success will looklike 11
A low carbon future 11
The context 11
Why this is important for Barnsley 12
What we want to achieve 12
What success will look like 12
Digital Barnsley 13
Context 13
Why this is important for Barnsley 13
What we want to achieve 14
What success will look like 14
Equality and Fairness 15
Community Strategy -
Delivery and Performance 16
Summary 18
Front cover photograph: Timm Cleasby
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A Community Strategy for Barnsley 2011 - 2015

Introduction
Introduction
The new Community Strategy for Barnsley 2011-2015 has been
developed by ‘One Barnsley’ (Barnsley's Local Strategic
Partnership) in response to the ever changing financial and policy
context we now find ourselves part of, and in which we will
continue to work in partnership over the next 4 years.
The new strategy builds on a history of strong partnership
working in Barnsley. It also builds on the progress that One
Barnsley has already made over a number of years towards
achieving the long-term vision for the borough as "a successful,
uniquely distinctive 21st century market town at the centre
of a Borough that offers prosperity and a high quality of life
for all."
Photograph:Timm Cleasby
Although there is no longer a statutory requirement to produce a
Sustainable Community Strategy, all One Barnsley board members
(shown below) and other partner organisations, remain committed
to delivering the new Community Strategy for Barnsley over the
next four years. They all agree that, against a backdrop of reduced
resources and changing policy landscape, partnership working is
even more important now than ever before.
One Barnsley Board partners
Barnsley Hospital NHS
Foundation Trust
South Yorkshire
Fire and Rescue
Barnsley
Metropolitan
Borough Council
Barnsley and Rotherham
Chamber
of Commerce
Barnsley Community and
Voluntary Network
Job Centre Plus
Barnsley College
South Yorkshire
Police
barnsley
BOARD
South & West Yorkshire
Partnership
Foundation Trust
NHS Barnsley
Stagecoach
University of Huddersfield
Barnsley Campus
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A Community Strategy for Barnsley 2011 - 2015

Background
Background
The Sustainable Community Strategy (SCS) for Barnsley 2008-
2020 was developed and agreed by One Barnsley in 2008, in
line with the requirements of the Local Government and Public
Involvement in Health Act 2007. The Local Area Agreement
(2008-11) was the statutory 3 year delivery plan for the
strategy, with the priorities, measures and targets agreed with
partners and central government.
Barnsley's SCS 2008-2020 set out the strategic vision for
Barnsley as "A successful, uniquely distinctive 21st century
market town at the centre of a borough that offers
prosperity and a high quality of life for all." This vision was
complemented by a commitment to 11 ambitions for the
borough and set the context for the 11 outcomes within the
Local Area Agreement.
Significant work to achieve these outcomes has been
progressed through One Barnsley over the past 3 years.
Successes have included:
• Barnsley is a safer place to live with a decrease in overall
levels of crime and adult re-offending rates.
• Improvements in education attainment at all key stages
especially foundation and GCSE.
• Above target provision of affordable homes.
• Barnsley is a more sustainable Borough with an increase in
the recycling of household waste.
It is accepted however, that the SCS was developed in a very
different financial and policy context to that in which we find
ourselves in 2011.
To better reflect the new environment we are now working in,
and to take account of emerging policy and the reduction in
capacity, One Barnsley has developed a new community
strategy. This new strategy will focus on a number of reduced
priorities, catalysts for change and streamlined delivery
mechanisms, which will reflect those things that partners need
to work better together on over the next 4 years, 2011-2015.
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A Community Strategy for Barnsley 2011 - 2015

The New Community Strategy
The New
Community
Strategy
The principles
The priorities and catalysts for change
Critical to becoming a 21st century market town will be our
ability to work together to:
• grow a 21st century economy in the borough; and to
• grow a 21st century relationship between citizens,
voluntary/community groups and public sector
agencies and organisations within Barnsley.
One Barnsley has agreed that the Community Strategy for the
borough will reflect the following key principles:
• Partnership working is even more important than before,
with the role of One Barnsley crucial to this.
• One Barnsley will focus on the things it can do better
together.
• The new strategy reflects a smaller number of things that
partners will concentrate and work jointly on, over the next
4 years.
The vision
There remains a firm commitment from partners to achieving
the strategic vision for Barnsley as "A successful, uniquely
distinctive 21st century market town at the centre of a
borough that offers prosperity and a high quality of life for
all."
Achieving this vision will involve taking advantage of Barnsley's
existing assets and capabilities, developing these to make the
borough a thriving and unique place to live, work, visit and
trade; providing an imaginative public realm, arts, culture and
urban living. It will become a hub of creativity and digital
capability with a thriving green economy within the digital
region.
Work to deliver these two key priorities will ensure that in the
future we create the right environment for more private sector
growth to increase the boroughs employment levels, building
the populations skill base whilst encouraging a more
enterprising culture. We will work in partnership with the private
sector to ensure our urban centres are vibrant, pleasant and
attractive to inward investors.
We will also build strong relationships where the emphasis is on
working together and mutual support, rather than dependency
and blame. This approach will be embedded in our work with
children, young people, families and communities which will
result in more resilient communities with strong social networks
and active citizens taking responsibility for their own wellbeing.
These will be communities where people have been inspired to
get out and work together to solve problems with support from
public agencies, rather than being dependant upon them.
Both these key priorities will be delivered within the context of a
rapidly changing digital and low carbon world that offers unique
opportunities for Barnsley. The development and use of low
carbon technologies will provide opportunities to develop a
thriving green economy in Barnsley, whilst progress on the
digital agenda will not only help with the growth of a 21st
century economy, but will also support the changing relationship
between citizens and public sector organisations, through
improved connectivity and communications.
Creating a low carbon future and a 21st century digital
Barnsley will therefore be seen as Barnsley's two key "catalysts
for change" and Barnsley is currently well placed to capitalise
on both these to provide a unique competitive advantage.
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A Community Strategy for Barnsley 2011 - 2015

The New Community Strategy
Ensuring the wellbeing of Barnsley
To enable us to effectively drive forward improvements in
relation to the two key priorities and two catalysts for change
we must ensure that progress on issues such as health,
education, skills, cohesion, community safety, child poverty and
the quality of life and wellbeing of Barnsley's people is
maintained and improved on in the future. Only if this is done
will the full potential of Barnsley's economic growth be realised,
enabling the borough to continue to be “a great place to live”.
One Barnsley's performance management arrangements will
take into account the need to monitor progress on these
wellbeing issues over the next 4 years. This will help mitigate
against the impact of the current financial crisis and drive
forward the changes necessary to achieve Barnsley's vision as a
21st century market town.
A New Strategy for Barnsley
21st Century Market Town
Digital
Future
Growing a 21st
Century Economy
Growing a 21st Century Relationship Between Citizens,
Voluntary/Community Sector and Public Sector Organisations
Low
Carbon
Future
jobs - skills - enterprise
sharing assets - local integrated services - co-production -
volunteering - community resilience
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A Community Strategy for Barnsley 2011 - 2015

The Priorities and Catalysts for Change
The Priorities
and Catalysts
for Change
a closer look
Growing a 21st century economy
The Context
Significant progress has been made over the past few years
with the successful delivery of a number of major regeneration
schemes across the borough. However, despite these
developments a number of crucial challenges remain.
Structural changes that have taken place in the local economy
has resulted in job losses in older traditional industries and
there has been a large increase in the working age population
who are not engaged in formal employment. Many of these
people have limited skills, are dependent on benefits and rely
heavily upon council and other public services. In addition to
this the recent reduction in public sector expenditure is already
having a major impact on economic development and
regeneration work.
There are, however, some important and ambitious opportunities
for Barnsley to exploit. These include its sense of place and
community, its position in two City Regions, and its good
connectivity within the region and beyond. Other opportunities
include the potential of the digital and knowledge based
economy, looking to low carbon futures, the scope to improve
the area’s visitor economy through better operation of its
cultural assets (to attract visitors and spend) and the increasing
diversification of the economy as a whole, via the development
of small and medium enterprises (SME's)
In order to address the challenges and to maximise these and
other opportunities, it will be essential to work in partnership to
deliver a suite of priorities and key interventions, complete
major regeneration projects, target business development and
growth, and link new and existing jobs more effectively to local
people. All of this is needed to grow a 21st Century economy.
Why this priority is important for Barnsley.
Growing a 21st century economy by building on the
opportunities available and addressing the challenges identified,
is not just important, it is critical to Barnsley’s future and that of
its residents. It is critical because:
• We have an undersized economy which is too small for the
size of the working age population.
• We have an over reliance on Sheffield and Leeds for higher
paid “professional” jobs.
• There is an imbalance in the local economy, characterised
by a significant proportion of public sector jobs and an over
reliance on other jobs eg, construction, retail and low value
added manufacturing, all of which are affected by seasonal
variations.
• In some communities there is intergenerational
unemployment, combined with above average youth
unemployment levels.
• Much of the SME private sector economy is uncompetitive
and trades only locally. Unless this is addressed, there will
remain an inability to create the necessary job growth to
sustain Barnsley’s needs.
• We lose a disproportionate amount of disposable income to
other areas.
• There is a lack of serviced employment land available to
inward investors and indigenous company growth.
• Low skill levels result in low paid employment opportunities
for residents and skills shortages for businesses.
• Weaknesses in the current provision of transport by road
and rail.
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The Priorities and Catalysts for Change
What we want to achieve
We will develop a focused set of key interventions which will
include:
• Supporting the transition to a more private sector led
economy.
• A smaller list of priorities that are both place and
programme based. Key priority areas are the development
of Barnsley's Urban Centre, incorporating the delivery of the
Barnsley Markets project and Court House Campus. Also
the regeneration and growth of the Barnsley Dearne, and
the development of employment clusters in strategic
locations across the borough.
• Creating an investment fund: made up of a 1:10
public/private sector ratio.
• Inspiring a more enterprising culture, including working with
communities, schools, Further Education and Higher
Education Institutions to increase self employment and
improve business start-up rates. This needs to include:
- Enhanced incubation provision to support an increase in
business start-ups so as to maximise business growth
potential.
- The continued provision of Account Management and
coaching/mentoring support to maintain and grow new
businesses and markets.
- Increased levels of inward investment.
- Targeted improvement to city region connectivity to
enable access to external employment and learning
opportunities.
What success will look like
• Barnsley will have a diverse retail sector including the
number, range and quality of outlets, with an emphasis on
the independent sector, including market traders. This will
provide an associated boost to the visitor economy.
• A competitive and diverse private sector economy that is
accommodated in fit for purpose and modern buildings will
exist, and will provide the necessary job growth to meet
future job needs.
• A higher number of new businesses will exist, including
increased VAT registered business stock and resulting
employment, which is equivalent to regional levels.
• A higher skilled, competitive and well paid workforce that
meets the needs of businesses and that takes advantage of
new and emerging sectors such as the Digital and Low
Carbon economies.
• An attractive offer will exist for those wanting to start a
business, grow a business or locate their business in
Barnsley.
• Improved connectivity both in terms of physical transport
links and via the implementation of the Digital Region
project.
• Increased levels of disposable income and spend within the
Borough in a range of retail, leisure and cultural facilities.
• A more skilled and more mobile workforce, which is able to
compete both inside Barnsley and throughout the wider City
Region areas for well paid jobs.
• Looking to the future and being more proactive, to harness
the economic opportunities from the creation and
application of new technologies such as Digital and Low
Carbon.
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The Priorities and Catalysts for Change
Growing a 21st century relationship
between citizens, voluntary/community
sector and public sector agencies
The Context
We are in the middle of a defining period for our public services
which will profoundly change how they are provided, to what
level, and by whom. The coalition government has acted quickly
to reduce public expenditure and to promote its ambitions for
decentralisation by devolving powers to local councils and
neighbourhoods. The promotion of the “Big Society” idea is
central to this thinking and will necessitate greater citizen
responsibility alongside citizens' rights. This changing policy
landscape will have a profound effect on citizens and
communities and on public services and public servants alike. If
Barnsley is to respond effectively to these changes and
maximise new opportunities, it will require a different
relationship between citizens, voluntary and community sector
organisations and the public sector to develop.
The situation is compounded in Barnsley by the historical
culture that exists, where people often view issues as the sole
responsibility or "fault" of some public services, and believe it is
their "duty" to resolve or fix them. As part of growing a new
relationship between citizens, the voluntary and community
sector and public service organisations, individuals and local
communities will need to take ownership of these problems and
have the power to change them. Utilising new legislative
opportunities, One Barnsley partners will have the opportunity to
transfer power into the hands of those who understand local
problems and have the biggest stake in overcoming them.
This change agenda does not demean the many challenges
Barnsley continues to face around health inequalities, financial
exclusion and worklessness, but recognises the need for a
different approach in dealing with these issues given the climate
of unprecedented public sector cuts. Tackling these challenges
will involve Barnsley citizens and partners working smarter and
together across the key priorities and catalysts for change. For
example, the Digital Agenda will enable citizens and
communities to exchange views, experiences and ideas and
help grow the 'core economy' through social media and
movements for change. The Low Carbon agenda has already
been a catalyst for change; encouraging mass localism around
green issues and climate change, and unlocking the potential of
communities to take action on these issues together.
Whilst nationally there has been much debate about the "Big
Society", it is clear that it heralds a shift from central to local,
transforming the relationship between the citizen and public
sector organisations. However, what exactly this means for
Barnsley is still not clear. We have an unprecedented
opportunity to create a dialogue between citizens, the
community and voluntary sector and public service
organisations to resolve together what the “Big Society” might
look and feel like in Barnsley. There will no doubt be a
behavioural change process that services and citizens must
work through together, but the benefits of such an approach will
be far reaching and will ensure that Barnsley citizens become
less dependent, more resilient and better prepared for life in the
21st century.
Why this priority is important for Barnsley
• Building a stronger society provides a renewed focus on
giving more power to people locally, encouraging them to
take an active role in their communities. However, we will
need to ensure that people’s wellbeing is at a level that
enables them to get involved in the first place.
• One Barnsley will demonstrate genuine leadership in
facilitating how we can work differently with our
communities and citizens, and together we will co-design a
new relationship that builds on existing strengths and
assets.
• This approach will enable us to move from a culture of
paternalism and dependency to one of personal
responsibility and empowerment. It is about putting the
resources of the borough at the disposal of citizens, so that
they can take control of the services they receive and the
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The Priorities and Catalysts for Change
places where they live. More than just volunteering, it is about
finding new ways in which citizens can participate in the
decisions that affect their lives and take part in the design
and delivery of public services.
• The need for this new relationship is not just about
changing public services, but it is about building more cooperative
communities and realising that, for too long, our
culture of dependency has stood in the way rather than
supported this development. The Partnership will now seek
to do things with its community rather than do things to, or
for, the community.
What we want to achieve
Within the current service-provider model, communities are
primarily thought of as recipients of services. This often seems
to create greater dependency, with increasing amounts of
money being spent on specialist service provision. A way to get
around this is to harness the rich resources and energy that
exist in communities and grow 'Barnsley's core economy' of
family, friends and neighbours to work in partnership with public
services and the Voluntary and Community Sector. Coproduction,
or working in partnership to create something
together, will require changes in behaviour. These changes
should reflect the following four key principles of co-production:
• Recognising people as assets.
• Valuing work differently.
In many ways this type of approach turns the typical way of
allocating 'public' resources on its head. The role of One
Barnsley will increasingly involve providing the support
mechanisms to enable individuals and communities to develop
an environment that promotes their own wellbeing and
participation. To do this effectively the One Barnsley partners
will:
• be more open and outward-looking, to allow people’s
experience of local life to be a key driver of activity.
• be fully committed to engaging with communities, listening
to citizens’ views about local priorities, and harnessing
people’s knowledge, skills and enthusiasm to co-create
solutions that bring benefits to all.
• recognise the value of the core economy – the resources of
individuals, families and social networks that sustain society.
• see their role as less about fixing problems and more about
facilitating solutions.
• think less about the local population as passive recipients of
services and more about them as agents of change.
This reflects the Partnership adopting a future direction which
promotes wellbeing by fostering an approach that recognises
and harnesses the rich resources and energy that exists in the
communities and people of Barnsley: encouraging social
relationships between communities, families and citizens, and
enhancing local action.
• Promoting reciprocity.
• Building social networks.
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The Priorities and Catalysts for Change
What success will look like
Our approach complements current thinking in terms of public
service reform, building Big Society and community
empowerment, and is informed by principles of equality,
diversity and co-production. Success on this change agenda will
see:
• resilient communities with strong social networks and active
citizens taking responsibility for their own wellbeing.
• vibrant democracy.
• better services.
Imagine a Barnsley where shared spaces - parks, community
centres, villages and neighbourhoods - are a reflection of people
having been inspired to get out and work together to solve
problems, regenerating their physical spaces, or bringing young
people together for shared activities that have resulted in strong
civic spirit.
.
We will have moved from a position where 'people are
vulnerable and we can't ask too much of them', to a position
where, ‘everyone is expected to ask for help and to offer help'.
None of us will necessarily know all the answers, but we will
figure it out together.
A low carbon future
The Context
In recent history extreme weather events have become more
frequent. All evidence suggests that the world is warming and
this is attributable to rising greenhouse gas emissions. Without
action to reduce these, most notably carbon dioxide, the
consequences will be severe and costly.
The European Union and UK Government have committed to
stretching targets for reducing carbon emissions, recognising
the need for action on the causes of climate change. In order to
achieve these targets, innovation is required and areas which do
so will see economic benefits through the development of low
carbon industries.
Barnsley's contribution to meeting these targets and the
innovation required to do so will help deliver a ‘Low Carbon
Future’ for Barnsley.
A Low Carbon Barnsley will be a borough with low carbon
emissions, innovative low carbon technology, which will
encourage behaviour change as well as a protected landscape
and natural environment. It will provide the catalyst for a low
carbon or green economy and an environment that is
sustainable.
Why this is important for Barnsley
Action is required by all of us if an impact is going to be made
to lower our carbon emissions, to achieve climate change and
secure a sustainable future both locally and globally. The
transition to a Low Carbon Future represents a huge challenge
which will fundamentally change the way people live, the way
they get around, the homes they live in and their wider
environment, it also offers significant opportunities which need
to be realised, such as:
• The creation and application of new technologies will
establish a region with new skills, namely, a low carbon or
green economy. The creation of a green economy will
therefore present employment opportunities and create jobs.
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The Priorities and Catalysts for Change
• Existing businesses can adopt new technologies, helping to
make them more efficient and competitive.
• Individuals can take action, reducing their energy bills and
increasing their disposable income.
• Communities can come together on projects which help to
tackle climate change. For example, through renewable
energy projects cheap energy for local people can be
produced, income can be generated to invest in other local
priorities as well as helping to build a stronger community
and environments developed to encourage bio diversity in
addition to reducing carbon.
What we want to achieve
In order to capitalise on the advantages of a low carbon future
and maximise economic benefits, Barnsley needs to act fast.
Barnsley already has a competitive advantage in this area. For
example: it is part of the Dearne Valley Ecovision; has a
Sustainable Knowledge Transfer Centre of regional significance
(Think low carbon centre at Barnsley College), and is viewed as
a pioneer in maximising biomass use.
Further action on the transition to a low carbon Barnsley
includes work on:
• Energy Efficiency - ensuring businesses and residents
capitalise on efficiency measures to reduce costs.
• Transport - working to increase public transport use,
increasing the viability of services and reducing congestion,
and working to introduce low carbon transport technology.
• Harnessing new technology - pioneering widespread
adoption of new technologies in homes and business,
working with the private sector to increase skills and
specialism in this area.
• We also wish to see the Dearne Valley as an exemplar
demonstrator area for low carbon initiatives, as part of a
wider eco vision for the Dearne Valley.
What success will look like
Harnessing these new technologies has far wider reaching
impacts. Success will alter homes and communities, the
economy and industry, and transport choices:
• Barnsley will be increasingly known as a low carbon area.
• Public services will be more efficient ensuring maximum
amounts of finance are used for delivery at a grass root
level.
• Against a backdrop of rising energy costs private sector
businesses will create efficiencies, adding to their
competitiveness.
• Housing will be more fuel efficient, helping to alleviate fuel
poverty and providing more disposable income.
• More finance will be available for spend in the local
economy.
• Barnsley will be greener with more bio diversity.
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The Priorities and Catalysts for Change
Digital Barnsley
Context
This is not about technology, but about how things digital affect
our lives. Just as life changed out of all recognition in the 19th
century steam age and again in the 20th century electric age,
so is it changing and will continue to change in the digital age.
In many respects Barnsley, alone or within South Yorkshire, is
already at the forefront of developments. The Digital Region
project is bringing next generation broadband to South
Yorkshire. Totally Online Barnsley is the most ambitious
programme of digital inclusion in the UK, and probably in
Europe. It aims to get everyone 'online', to benefit from digital
technologies.
Why this is important for Barnsley
Entering a new age gives us the chance to be ahead of the
game rather than trying to catch up as we have for so long now,
particularly in economic terms.
The spread of digital technologies and the ability for people and
things to be joined through digital communications, will
transform four aspects of life:
• A vibrant 21st century economy. Having the best largescale
broadband network in Europe – that is to say the best
infrastructure for the digital age – will be a magnet for
inward investment, just as it will be a bonus for local
businesses to set up and grow. Not just the recognised
“digital” businesses like software development, website
design or video games, but all sorts of creative businesses,
like architects, marketing, or business services.
Manufacturing can also take advantage as digitally enabled
smart manufacturing.
• An enhanced quality of life. People can gain financially
from discounted and smarter shopping, and in better job
opportunities. There is access to knowledge, entertainment,
social contact with distant family and friends, and there is
democratic participation. There is also the ability to conduct
routine matters quickly and anywhere convenient.
• Stronger communities. With quick and easy
communications, with online forums, neighbours and people
with common interests can easily come together to
exchange experiences, views, ideas. They can help to
shape where they live. They can reduce crime and antisocial
behaviour. They can become more confident and
cohesive.
• Better and cheaper services. Services can be more
personalised, made-to-measure rather than one size fits all.
Interactive forums can allow residents to help design how
they are delivered. Many can be automated, others can be
made simpler to operate for both the customer and staff.
Digitally-enabled efficiencies can save huge amounts of
money.
Finally, and very importantly, becoming Digital Barnsley is an
essential and integral element of the other 3 strands of this
strategy. Our economy will be a digital one, the relationship
between citizens and agencies will be transformed by digital
technologies and a low carbon future can only be digital.
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The Priorities and Catalysts for Change
What we want to achieve
We want a Barnsley which is fully inter-connected. To achieve
this, we will focus on five areas of work:
• Offering universal access to the connected world:
- advanced connectivity throughout the Borough;
- widespread public access points;
- use of any or all sorts of devices, in particular responding
to the massive upsurge in mobile devices.
• Everyone in Barnsley online, everyone a digital native – that
is, aware of the potential benefits of the digital world,
confident and skilled in navigating there.
• The business community:
- We will continue to try to attract more digital businesses
to Barnsley, and to grow our native businesses;
- We will equip the people of Barnsley with the skills – at
all levels – to work in, and in support of, these
businesses;
What success will look like
• A future mark of success will be the ever growing national
and international reputation enjoyed by Barnsley and South
Yorkshire as a leading digital place.
• There will be advanced fixed and mobile connectivity
throughout the borough with widespread public access
points.
• Everyone in Barnsley will be aware of the benefits of the
digital world and comfortable navigating it.
• Barnsley will have a growing number of digital businesses
trading. Barnsley businesses will use digital technologies to
best effect and Barnsley people will have the skills to work
in them.
• Barnsley communities will be very well networked and
services will be transformed through the use of digital
technologies, making them more efficient and effective.
- We will support Barnsley’s businesses of all sorts to
become more digital in their operation, so as to increase
their competitiveness and profitability.
• We will help Barnsley’s communities to be much better
networked, internally and externally, creating a “virtual”
Barnsley space where any Barnsley community can easily
establish its own presence and identity, independent, but
alongside other Barnsley communities.
• Transformed services:
- We will build on some great early examples of work we
have accomplished in personal care, in telecare, in e-
learning and in mobile working, seeking out ways we can
offer people what they want, how they want it, when and
where they want it, encouraging providers to be imaginative
and innovative in collaboration with their customers;
- We will open ourselves up to the principle and practice of
service co-design and co-delivery. At the same time we
will aim for state of the art back office functioning within
and between our organisations.
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A Community Strategy for Barnsley 2011 - 2015

Equality and Fairness
Equality and
Fairness
The principles of equality and fairness are central to our vision
for Barnsley. They underpin both our understanding of "where
we want to be" as well as "how we get there".
If we are to successfully deliver on our key priorities and
catalysts for change we must recognise that;
• every section of the community needs to benefit from the
growth of a 21st century economy and be involved in the
21st century relationship between the community and the
public sector, and that;
• every section of the community must be empowered and
encouraged to make its full contribution.
This means understanding that some people have particular
needs and face particular barriers which will have to be
addressed if they are to be full partners in Barnsley’s future -
contributing to its development and sharing in its benefits.
As we develop the Action Plan for this Strategy, we will make
sure that we identify the key challenges and opportunities
associated with our priorities and catalysts, to enable this to
happen for all sections of the community.
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A Community Strategy for Barnsley 2011 - 2015

Community Strategy-Delivery and Performance
Community
Strategy
Delivery and
Performance
An Action Plan will sit alongside the Community Strategy 2011-
2015. The Action Plan will outline the key partnership actions,
together with the timescales, targets and resources required to
deliver the two key priorities and two catalysts for change. In
addition, the priorities will be translated into the plans and
strategies of partner organisations to ensure they are properly
aligned. One Barnsley will ensure that streamlined governance
and robust delivery arrangements are in place, to ensure
focused and effective delivery of the strategy and achievement
of the vision.
Implementation of the Performance Management Framework
outlined in the following diagram will further ensure progress on
the delivery of the two key priorities, two catalysts for change,
and the ongoing wellbeing issues.
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A Community Strategy for Barnsley 2011 - 2015

Community Strategy-Delivery and Performance
The Performance Management
Framework to deliver the
Community Strategy
A. Strategy
B. What we want to
achieve - outcomes
C. How we will get there -
Action Plan/Delivery Plan
D. How well are we doing
- Monitoring progress and
identifying areas for
improvement
Community Strategy Priorities
• Economy
• Changing relationship with
Community
1. Where we want to be
• What will success look like
• What are the outcomes
1. Ensuring clear programmes
and activity for HOW we
will get there/how we will
achieve the outcomes
Challenge, Review and
Evaluation
Role of Partnership
Performance Clinic
Catalysts for Change
• Low Carbon
• Digital
Emphasis on the role these
play in contributing to the
delivery of the above priorities
• What are we going to do
• What are we going to do
differently
• How and what will partners
contribute
• How much will it cost
• Identify outputs/output
measures
Ensuring that the quality of life
and wellbeing of Barnsley's
people is maintained and
improved.
High Level Demographics and
Trends
2. How will we know
• Developing SMART outcome
measures
2. Test the plausibility of
proposed programmes
and activity above.
Is the proposed Activity/
Programme likely to achieve
the identified Outcome
3. How will we know
whether the intended impact
is being achieved
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A Community Strategy for Barnsley 2011 - 2015

Summary
Summary
and thanks
The key to success in delivering the Community Strategy over
the next 4 years will be the continuing commitment and
willingness of partner organisations to deliver a number of high
impact partnership actions together: this is at the heart of the
strategy.
In addition, One Barnsley organisations will ensure that the
Community Strategy priorities and catalysts are embedded
within their own individual organisations and ways of working.
This combined approach, together with robust delivery
mechanisms and effective performance management
arrangements, will ensure that significant steps are made over
the next 4 years to achieving the strategic vision for Barnsley, at
a time of significant change and reduced resources.
We would like to thank One Barnsley Board members and all
other partner organisations for their continued support and
commitment to achieving this vision.
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A Community Strategy for Barnsley 2011 - 2015

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A Community Strategy for Barnsley 2011 - 2015

If you need help understanding this document or
would like further information about one barnsley
please contact 01226 773901
or email onebarnsley@barnsley.gov.uk
progress through partnership