Parson Cross Development Forum

History

Parson Cross Community Development Forum first started in 1999 as a forum for debate and mutual support amongst the Tenants and Residents Associations in the Parson Cross Estate in North Sheffield.

It was formed at a time of great upheaval on the estate. A major consultation exercise had been carried out by the City Council over the future investment needs of the area, with an emphasis on housing. This process had identified a significant fall in demand for social housing which prompted a massive stock reduction programme, which was to see over 1100 houses demolished in three years. Local people were to be re-housed which, in this community, that meant the dispersal of close family and friends, many of whom had been living together in the same block for over forty years.

The tenants and residents associations were besieged with anxious members, but had little experience of dealing with such upheaval. The Forum brought together all those involved, and  worked to ensure that nobody was isolated and that the right support was available at the right time.

It was clearly not just a TARA problem, many community groups and associations were troubled by the impending demolition, as too were some of the mainstream agencies; Doctors were inundated with anxious patients, shops were worried about trade, school rolls were falling.

The Forum's work became more and more involved so it was agreed to formalise the organisation, and to seek funding to support the growing workload. We looked long and hard at what was needed, what gaps there were in the community infrastructure, who should we involve, what our boundaries should be. By the middle of 2001 the Forum had set out its constitution and framework documents.

The Forum invited all community organisations and voluntary groups in the neighbourhood to a conference, this first "community assembly" adopted a constitution that enabled the Forum to move forward and elect members of the first management committee.  The year that followed saw an increase in membership, a broadening of involvement in community affairs and a desire to become more effective and influential in the regeneration of the estates.  The Forum was selected to deliver an Objective 1 (Priority 4) regeneration project to produce the neighbourhood strategy for Parson Cross, securing enough money to employ workers for the first time.  The Forums ability to influence change and improvements on the estate has now grown from strength to strength.

At the annual general meeting on 29^th September 2002 it was unanimously agreed to seek a more robust legal status and set the scene for registering the forum as a charity. The Forum incorporated as a company limited by guarantee on 31^st December 2002.  It was agreed to produce a more formal plan of action to deal with widespread disadvantage and under investment. The neighbourhood strategy identified what people wanted and what would need to be done to ensure a step change in the social and economic fortunes of this community The Forum has now set out an ambitious agenda; "The Parson Cross Community Action Plan" which will focus the work of the forum and all its member organisations over the next few years, to ensure the delivery of the Neighbourhood Strategy.

MISSION STATEMENT

Over-arching Purpose

To empower all local people to improve their own and their communities' circumstances.

Our Values

• Equality in our dealings with people
• Quality in our services and products
• Independence in our decision-making
• 'Not-for-profit' in our direction
• Community-based in our perspective
• Professional in our management
• Investing in our future

Our Methods

1. Finding solutions to the needs of our community by
   • Consulting them during planning
   • Working with them in delivery
2. Operating across the conventional boundaries of:
   • Jobs
   • Good health
   • Environment
   • Community Participation
   • Community Safety
   • Lifelong Learning
   • Leisure and Culture
   • Housing
3. Recognising that all these themes contribute to social well-being.
4. Targeting of resources at sections of the community disadvantaged by:
   • Poverty;
   • Unemployment;
   • Prejudice in the labour market;
   • Educational under-achievement;
   • Poor Health
   • Poor Housing
5. Providing services, free to those unable to pay for them, that offer a pathway of opportunity and support relevant to the perceptions of the users, the community and the local economy.
6. Working in partnership with other agencies with similar objectives
7. Investment to build the base of work-skills and capabilities of our staff and volunteers

Strategic Aims

1. To promote investment in: Housing, Health and Social Welfare, Environment, Education, Transport and Infrastructure, Business, Commerce, Leisure and Recreation.
2. To provide appropriate, well managed voluntary placements for unemployed people with voluntary, public and private sector employers, to enhance their work skills and work-based learning achievements to improve their position in the employment market.
3. To promote accessible education and training opportunities that equip participants with the skills and confidence needed to improve their position in the modern, flexible employment market.
4. To provide the individual support, guidance and resources needed by people, unemployed or on low incomes, to maximise their vocational and educational achievements.
5. To create local jobs and secure sustainable workplaces, utilising the skills and talents of our local people
6. Provide opportunities for people to improve their health and physical fitness
7. Provide opportunities for people to come together to share ideas, thoughts and history, to develop common purpose and ways to achieve their aspirations.
8. To develop a culture of respect for each other, for the environment and the social and physical infrastructure of our community
9. To engage the young in preparing for the future, to encourage and support them in participation in community life
10. To support the development of a local identity owned by the people that live here reflecting their culture, their history and their diversity.
11. To develop and implement the internal management, personnel and business structures and systems needed to strengthen The Forum's services and its financial security.
12. To increase support for The Forum, its aims and activities, in the local community, voluntary sector, educational establishments, statutory agencies, private sector and government - both locally & regionally.
13. To secure the support of our delivery partners in achieving this common purpose.