January 2005 Arthur Jackson talking about the project to Keith Hill MP (the then Minister for Housing and Planning (with responsibility for regeneration)) on his visit to Danesmoor, and one of the consultation meetings in the 'feasibility stage'.

Over several decades Danesmoor has witnessed a decline in its social infra-structure. The need to address the lack of community space in the area was acute. 

The methodology for the project could be described as organic, in that it has naturally evolved from the needs and aspirations of local people, expressed through a number of local organisations and supported by wider concerned stakeholders. 

In recent years various attempts by different organisations have been proposed to address the need for improved social facilities in the village and regenerate its vital services but for different reasons none of these attempts have come to fruition. In the intervening years the needs of Danesmoor have worsened and the community has become increasingly sceptical of any new attempts to help their community. Predominantly because of this ineffectual history a more collaborative approach was proposed amongst local stakeholders. 

July 2002. The management groups responsible for the existing premises in the area came together informally to try and identify a mutually beneficial solution that would not only resolve the impending physical collapse of existing infrastructure but might also respond to the needs within the local community.

March 2003. After another failed ‘top-down’ bid led by Derbyshire County Council, that tried to bring a private childcare centre with some limited community facilities to the area, a pathfinder group of interested local parties was formally established to explore options. The group which involved the District & Parish council’s, the Darby & Joan Club, the Community Resource Centre, the Tennant’s / Resident’s Association, the local church and pre-school began to collate existing research conducted in the area and initiate exploratory conversations at all levels.

October 2003. Representatives from these groups came together with members of the local planning authority to identify potential sites for a new centre to be developed. It was agreed that from a planning and developmental perspective the best site for a new development would be on the existing site of St. Barnabas’ Church and hall on Pilsley Road.

Information held about the community by outside agencies interested in the regeneration of area and the failed attempts to bring about a new facility meant that there already existed copious amounts of community survey data. As the majority of this data was still current the partners felt comfortable in moving forward with a feasibility study that would ‘refresh and focus previously identified needs’ & ‘clarify community needs and aspirations that might be supported by the creation of a multi-purpose community centre’.

November 2003. A small grant was awarded by the Clay Cross Community Grant Scheme that was used to begin the process of feasibility and design based on identified and emerging needs.

March 2004. It was accepted amongst key partners that the project should be collaboratively brought together under the auspices of the North Wingfield Parochial Church Council as they were the beneficial owners of the preferred location of the new centre and they were a long established community focused organisation with a proven track record in delivering local community-based initiatives. A set of constitutional Terms of Reference were drawn up and agreed by all partners as a mechanism to ensure genuine partnership and to act as a governing document for the newly formed St. Barnabas’ Centre Management Committee.  

The management group elected to bring forward the project predominantly ‘in-house’ using the help of local volunteers. This decision was taken for a number of reasons. Namely, whilst small pots of funding had been secured to help with some of the more technical and design aspects of the project the cost of employing a professional agency to conduct research and prepare bids was felt to be prohibitive. The management group felt it important to maintain a high level of local control to ensure the authenticity of the project – a perceived cause of failure in a number of the previous project attempts. As the group already had a great deal of local and technical knowledge assembled, many members of the group having been associated with previous projects, it was felt that outside agencies would have little new to contribute that could not be accessed elsewhere. The disadvantage of this approach has proved to be that the project’s developmental pace has been slower than it might have been. However, this has enabled a measured development that has ensured a high degree of local and community ownership. Project momentum has been built at a realistic pace.

May – July 2004. The bulk of the feasibility work was undertaken by local volunteers making best use of established networks. LINKS (Chesterfield & North East Derbyshire Council for Voluntary Service) were approached to help oversee this process and offer independent advice and support. A project officer was allocated to support the project. The management committee also drew on advice from North-east Derbyshire District Council’s economic development unit and other professional agencies like the Derbyshire Chamber of Commerce Business Links team. A consultant Architect was engaged and the preparation of designs in line with the needs / design brief was undertaken. A revision process followed where needs and aspirations and anticipated financial constraints were reconciled

October 2004. Planning permission was secured to build a new multi-purpose facility on the site of St. Barnabas’ Church, Danesmoor.

November 2004 - February 2005. A Business plan detailing the project was drafted. A process of revision followed before the final document was agreed by the management group.

February – October 2005. Funding bids were submitted to various potential funding partners. Approximately half the necessary funds were secured. Unfortunately no further avenues of funding were identified; the project looked set to fail because of insufficient funds.

January 2006. The Right Honourable Natascha Engel MP (North-east Derbyshire) held a top-level round-table meeting with funders and potential funders in order to try and break the funding deadlock. Some new money was released from this meeting but not enough to meet the shortfall.

May 2006. The management group agreed to try and ‘down size’ the project in order to help make the anticipated capital costs more manageable. A new planning application was submitted (and later granted) for a slightly reduced centre.

June – November 2006. New funders were identified and applications submitted. Applications were successful.

October 2006-onwards. Help from NEDDC (economic development unit) increased as assistance was given to secure major funding contracts.

December 2006. All funding was secured, contracts with funders were signed. The project could move forward to physical development.

January 2007. Baggaley Construction were appointed to develop the site. Demolition work began in January with work expecting to last 9 months to complete the centre.