1 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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Falcon Lodge Community Plan - Home - Royal Sutton ......4 PART 1 1. JOINT FOREWORD Councillor Simon Ward, Leader of Royal Sutton Coldfield Town Council Independent Chair1 of the Falcon
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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
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
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.
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
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-
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
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 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.
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
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:
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.
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
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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.
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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.
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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.
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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
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
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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.
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‘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.
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Map 2: ONS Classification—Falcon Lodge and its hinterland