Description

Briefing note for CAN do Leeds Partnership

Subject: Development of pilot project for Leeds Date: 15th June

Prepared by: Paul Burr – Founder Can do Project
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Background (Based on work in the Kirklees area)

The Project has been developed to help address key issues in local areas. Namely – sustainable regeneration of local areas, promoting local community projects and raising awareness of campaigns and help for local issues. We achieve this by developing relatively small double sided hoardings (3mx2m) on roadside locations. These are connected with an on line presence in the local area which has further links to current organised activity (for the schematic Diagram of the project. See app1).
Support for smaller local business is in the form of reduced rates of advertising in exchange for social activity. This can be in the form of mentee, creation of training placement or apprenticeship. There will be partnership working developed with third sector groups so this social activity of the business can have benefit for these groups.
The CAN do Logo will be promoted extensively so that community can recognise business activity which is supporting local community. This ‘brand’ development aids in a more socially inclusive approach to a sustainable local economy.
Key considerations
• Governance of the project in an individual area is developed through a local ‘CAN do’ partnership with community at the core, but with the inclusion of public, private and third sector.
• Governance is key for the ‘safe’ use of public land for this type of activity. Private business wishing to erect their own signs on public land can be directed to the board of the project so that sites can be evaluated for use. (Safety and amenity of sites). There has to be a control of the number of sites and their positioning and thus, although access can be granted, the benefits remain for the local community.
• The Localism Act sees planning applications for regeneration as a positive.
Next steps
• Identify local contacts in public, third and private sectors.
• Identify local community ‘champions’ for the board.
• Work with public sector contact when identifying sites and identify the promotion used for initial development.
• Work with partners to identify the small amount of funding required in starting the project (this can be grant funding or loan). Sustainability long term means the project is a ‘neutral platform’ that is not hampered by future policy changes.
Further information
An example of this supported activity by business is the support of local enterprise clubs (app. 2). The club in the Dewsbury area is supported by local business, attached (app. 3,) are examples of outcomes for some of the clients attending. Long term unemployed people have been supported back into work by support for their new business start ups , however, the club is not exclusive to enterprise alone, work with Chris Chinnock - Community Engagement & Social Enterprise Development Officer within Kirklees council, shows the club can have benefit for local more socially based enterprise.
The project has demonstrated raising awareness for campaigns on local issues, (app. 4,5), Pennine Domestic Violence Group helpline number has been used to show the impact of this type of media in generating awareness an outcome for the benefit of these vulnerable people.
These are our suggestions – there are many more examples of similar work/projects out there, the most important factor is that whatever we develop is fit for purpose for those local people taking part and the groups involved. The local board has control of the project, working with its existing partners; there is no reason that local authority advertising budgets can’t be used to start the project with the same budgets being directed back into local activity in the future.
Can do Project is a Social Enterprise Mark holder, each separate CAN do area board will benefit from the mark.
An example of how other organisations can benefit is explained in App. 6, a response from Kirkwood Hospice.