BMBC 21: Barnsleys Local Area Agreement 2008-2011

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STRATEGIC AND FINANCIAL CONTEXTINTRODUCTIONThis section provides a brief overview of the strategic and financialcontext that has shaped the development of the LAA, and will stronglyinfluence the delivery and implementation over the next 3 years. This isnot an exhaustive list but reflects a number of key areas that willunderpin the delivery of the LAA going forward.FINANCIAL CONTEXTOne Barnsley has identified its key priorities and ambitions through theSustainable Community Strategy and the Local Area Agreement. Inorder to deliver programmes that will support their achievement it isvital that the resources available to One Barnsley are clearly identified.To fully determine the potential resources available to One Barnsley, anexercise has been carried out to identify the public spending budgets ofOne Barnsley partners. Due to existing commitments, this is not anindication of immediate resource availability but it does establish anunderstanding of the overall budgets available to all partners.Furthermore, it sets a financial framework from which One Barnsley, asa partnership, can potentially realign its existing funding towardsdelivering its key priorities and programmes as set out in the LAA andSCS.Table 1 – 2007/08 Budgeted spend of One Barnsley PartnersOne Barnsley partner 2007/8RevenueBud.£MBarnsley Black and Ethnic MinorityInitiative (BBEMI)2007/8Capital£M0.6 -Barnsley College 1.5 9.4Barnsley Council 470.4 105.2Barnsley Primary Care Trust 431.6 11.5Learning and Skills Council 31.8 0.7South Yorkshire Fire 9.4 -South Yorkshire Police 24.5 0.6Voluntary Action – Barnsley (VAB) 0.4 -TOTAL 970.1 127.41. The analysis excludes Job Centre Plus who budget at regional rather than district level.2. Barnsley College’s revenue budget is some £20.5m but the majority of the spend isfunded from LSC funding and excluded to avoid double counting.3. SY Police and Fire also budget on a regional basis and this represents an estimatedshare to Barnsley.The Government have also introduced the Area Based Grant (ABG)from 1 April 2008. ABG pools together a number of existing grantregimes into a single fund but without the usual constraints associatedwith these grant regimes such as strict ring-fencing and fundingconditions. By providing funding in this way, the Government is aimingto ‘free-up’ Councils to work more closely with local partners and fromthat make more effective use of available funding to deliver localpriorities and programmes including the LAA and SCS.27Strategic & Financial Context Barnsley’s Local Area Agreement 2008-11
Barnsley’s ABG funding allocations (future years subject to change) areset out below. The ABG splits out the Working Neighbourhoods Fund(WNF) which is part of the ABG programme but does have set criteriato improve worklessness and boost enterprise and skills. WNFreplaces the Neighbourhood Renewal Fund.Table 2: Barnsley’s ABG Allocation 2007/08 – 2010/11NON WNFALLOCATION£MWNFALLOCATION£M2007/08 11.441 5.444 (*) 16.8852008/09 11.747 6.169 17.9162009/10 17.849 7.485 25.3342010/11 17.693 7.808 25.501(*) – NRF funding in 2007/2008Equality and DiversityOVERALL ABGALLOCATION£MBarnsley’s Local Area Agreement is committed to creating anenvironment whereby no one is discriminated against on the basis oftheir: age; disability; gender; race; religion or sexual orientation. OneBarnsley, with the Council as lead partner, will work collectively todeliver equality of opportunity to all and improve outcomes for thosewho are socially excluded. This will include activity to remove direct andindirect barriers which exclude people from political, economic, socialand cultural experiences and opportunities. By taking such action,Barnsley citizens will be able to both participate and have confidence inthe decision making process around the services that affect their livesand neighbourhoods.One Barnsley, with the Council as lead, has undertaken an initialEquality Impact Assessment of the Sustainable Community Strategy(SCS) and Local Area Agreement (LAA) by utilising sources such asthe results of consultation with community groups and analysis ofresearch and performance data. Undertaking such an approach hashelped One Barnsley to understand the key equality prioritiesassociated with each LAA outcome and will determine whether theimprovements identified in the LAA improve outcomes for all equalitygroups. The impact assessments have been used to inform the ongoingrefinement of the SCS and LAA to ensure equality and diversity areembedded both in strategy setting and implementation.These impact assessments however are not a one-off process. Theywill be reviewed annually as performance monitoring informationimproves, services evolve and the requirements of the local communityare better understood and, as such, translated into improved servicedelivery.Joint Strategic Needs AssessmentThe requirement to produce a Joint Strategic Needs Assessment(JSNA) was introduced in the Local Government and PublicInvolvement in Health Act 2007. It is a key tool for identifying areas forimprovement in respect of the Health and well-being of the people ofBarnsley, with emphasis on ‘the big picture’ issues around health andwell-being.28Strategic & Financial Context Barnsley’s Local Area Agreement 2008-11
Page 1 and 2: BARNSLEY’S LOCAL AREA AGREEMENT2
Page 3 and 4: INDEXFOREWORD......................
Page 5 and 6: OVERVIEW OF THE OUTCOME ...........
Page 7 and 8: OVERVIEW OF THE OUTCOME ...........
Page 9 and 10: CONCLUSION ........................
Page 11 and 12: INTRODUCTIONThis is Barnsley’s fi
Page 13 and 14: These reflect the main Government p
Page 15 and 16: • Museums, Libraries and Archives
Page 17 and 18: the short, medium and long term pri
Page 19 and 20: PARTNER CONTRIBUTIONSUnder the lead
Page 21 and 22: The next section provides a brief o
Page 23 and 24: Building Cohesive and Enterprising
Page 25 and 26: • Making a positive contribution
Page 27: performance has collectively improv
Page 31 and 32: Comprehensive Area AssessmentLocal
Page 33 and 34: • Training and Skills - providing
Page 35 and 36: policies and practices will make a
Page 37 and 38: Major housing led regeneration sche
Page 39 and 40: HOW WILL THIS OUTCOME BE MEASURED?D
Page 41 and 42: CodeRemaining Performance Indicator
Page 43 and 44: Allied to this is the clear need to
Page 45 and 46: ensure a seamless end to end manage
Page 47 and 48: Offender ManagementThe BOMF has str
Page 49 and 50: Harm Reduction Strategy, will infor
Page 51 and 52: Groups, will be able to access the
Page 53 and 54: D = Designated within LAA; N = Non-
Page 55 and 56: CodeRemaining Performance Indicator
Page 57 and 58: IMPROVING THE QUALITY OF LIFE IN OU
Page 59 and 60: Participation in HeritageThe Museum
Page 61 and 62: BUILDING COHESIVE AND ENTERPRISINGC
Page 63 and 64: Social InclusionBarnsley’s integr
Page 65 and 66: common goals without imposing negat
Page 67 and 68: HOW WILL THIS OUTCOME BE MEASURED?D
Page 69 and 70: IMPROVING THE HEALTH OF THE PUBLICA
Page 71 and 72: in 2008. This has been achieved thr
Page 73 and 74: To improve the provision of food in
Page 75 and 76: D = Designated within LAA; N = Non-
Page 77 and 78: is fair, accessible and responsible
Page 79 and 80:
The successful achievement of such
Page 81 and 82:
date. It is also important to note
Page 83 and 84:
CodeRemaining Performance Indicator
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preventing harm and only intervenin
Page 87 and 88:
further distance to travel. The pri
Page 89 and 90:
D = Designated within LAA; N = Non-
Page 91 and 92:
CodeRemaining Performance Indicator
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HIGH PERFORMING EDUCATIONALINSTITUT
Page 95 and 96:
provision for family support and le
Page 97 and 98:
Advanced Learning Centres (ALCs) al
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ECONOMIC GROWTHOVERVIEW OF THE OUTC
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Both are showing signs of improveme
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HOW WILL THIS OUTCOME BE MEASURED?D
Page 105 and 106:
MEETING LOCAL TRANSPORT NEEDSOVERVI
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OUR APPROACH: WHAT ARE WE CURRENTLY
Page 109 and 110:
improving both internal and externa
Page 111 and 112:
Page 113 and 114:
ole in the decisions that affect th
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placed on customer experience, resp
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Page 119 and 120:
progress of the Local Area Agreemen
Page 121 and 122:
arrangements for each Local Authori
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CONCLUSIONBarnsley’s LAA reflects
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REFNO:D/N/SNI 4(D)NI 5(N)NI 6(N)NI
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REFNO:D/N/SNI 12NI 13NI 14INDICATOR
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REFNO:D/N/SNI 73(S)NI 74(S)NI 75(S)
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REFNO:D/N/SNI 81NI 82NI 83(S)NI 84N
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REFNO:D/N/SNI 116(D)INDICATORDESCRI
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REFNO:D/N/SNI 127NI 128(N)NI 129IND
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REFNO:D/N/SNI 138NI 139(N)NI 140NI
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REFNO:D/N/SNI 149NI 150NI 151(N)NI
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REFNO:D/N/SNI 169(N)NI 170NI 171(D)
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REFNO:D/N/SNI 181NI 182NI 183NI 184
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REFNO:D/N/SNI 190INDICATORDESCRIPTI
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GLOSSARYTermDescriptionABGArea Base
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NRFNTAPCTPHSCEPPOPSAsPTERAGRHADSRSS
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BMBC 21: Barnsleys Local Area Agreement 2008-2011

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