Public Document Pack
Agenda for a meeting of the Bradford East Area Committee to be held on Wednesday, 20 February 2019 at 6.00 pm in Committee Room 4 - City Hall, Bradford
Members of the Committee – Councillors LABOUR LIBERAL DEMOCRAT INDEPENDENT
H Khan R Ahmed Stelling Jamil Humphreys Salam Stubbs Shafiq Ward
Alternates: LABOUR LIBERAL DEMOCRAT
Iqbal Griffiths I Khan N Pollard Mir Reid J Sunderland Notes: This agenda can be made available in Braille, large print or tape format on request by contacting the Agenda contact shown below. The taking of photographs, filming and sound recording of the meeting is allowed except if Councillors vote to exclude the public to discuss confidential matters covered by Schedule 12A of the Local Government Act 1972. Recording activity should be respectful to the conduct of the meeting and behaviour that disrupts the meeting (such as oral commentary) will not be permitted. Anyone attending the meeting who wishes to record or film the meeting's proceedings is advised to liaise with the Agenda Contact who will provide guidance and ensure that any necessary arrangements are in place. Those present who are invited to make spoken contributions to the meeting should be aware that they may be filmed or sound recorded. If any further information is required about any item on this agenda, please contact the officer named at the foot of that agenda item. Decisions on items marked * are not Executive functions and may not be called in under Paragraph 8.7 of Part 3E of the Constitution. From: To: Parveen Akhtar City Solicitor Agenda Contact: Fatima Butt/Tracey Sugden Phone: 01274 432227/434287 E-Mail: [email protected] A. PROCEDURAL ITEMS
1. ALTERNATE MEMBERS (Standing Order 34)
The City Solicitor will report the names of alternate Members who are attending the meeting in place of appointed Members.
2. DISCLOSURES OF INTEREST
(Members Code of Conduct - Part 4A of the Constitution)
To receive disclosures of interests from members and co-opted members on matters to be considered at the meeting. The disclosure must include the nature of the interest.
An interest must also be disclosed in the meeting when it becomes apparent to the member during the meeting.
Notes:
(1) Members may remain in the meeting and take part fully in discussion and voting unless the interest is a disclosable pecuniary interest or an interest which the Member feels would call into question their compliance with the wider principles set out in the Code of Conduct. Disclosable pecuniary interests relate to the Member concerned or their spouse/partner.
(2) Members in arrears of Council Tax by more than two months must not vote in decisions on, or which might affect, budget calculations, and must disclose at the meeting that this restriction applies to them. A failure to comply with these requirements is a criminal offence under section 106 of the Local Government Finance Act 1992.
(3) Members are also welcome to disclose interests which are not disclosable pecuniary interests but which they consider should be made in the interest of clarity.
(4) Officers must disclose interests in accordance with Council Standing Order 44.
3. MINUTES
Recommended –
That the minutes of the meeting held on 10 January 2019 be signed as a correct record (previously circulated).
(Fatima Butt/Tracey Sugden – 01274 432227/434287)
2 4. INSPECTION OF REPORTS AND BACKGROUND PAPERS
(Access to Information Procedure Rules – Part 3B of the Constitution)
Reports and background papers for agenda items may be inspected by contacting the person shown after each agenda item. Certain reports and background papers may be restricted.
Any request to remove the restriction on a report or background paper should be made to the relevant Strategic Director or Assistant Director whose name is shown on the front page of the report.
If that request is refused, there is a right of appeal to this meeting.
Please contact the officer shown below in advance of the meeting if you wish to appeal.
(Fatima Butt/Tracey Sugden - 01274 432227/434287)
5. PUBLIC QUESTION TIME
(Access to Information Procedure Rules – Part 3B of the Constitution)
To hear questions from electors within the District on any matter this is the responsibility of the Committee.
Questions must be received in writing by the City Solicitor in Room 112, City Hall, Bradford, BD1 1HY, by mid-day on Monday 18 February 2019.
(Fatima Butt/Tracey Sugden – 01274 432227/434287)
B. BUSINESS ITEMS
6. BRADFORD EAST AREA WIDE TRAFFIC REGULATION ORDER - OBJECTIONS
Previous Reference: Minute 10 (2018/19)
The Strategic Director, Place will present a report (Document “W”) which considers objections that have been received to the recently advertised Bradford East Area Wide Traffic Regulation Order.
The report explains the objections that have been received in respect of proposals at three sites and outlines the officer comments on each objection.
3 Recommended –
(1) That the original proposals for a Traffic Regulation Order on part lengths of Idle Road and Pollard Lane be abandoned.
(2) That the objections to the Traffic Regulation Order on Town Lane, Thackley and Greaves Street, Little Horton be overruled.
(3) That the Traffic Regulation Order be amended to remove Cutler Heights Lane and be sealed and implemented.
(4) That the objectors be informed accordingly.
(Regeneration and Environment Overview and Scrutiny Committee)
(Andrew Smith – 01274 434674)
7. 446 HAREWOOD STREET, BRADFORD - REQUEST FOR A DISABLED PERSONS PARKING PLACE
The Committee is asked to consider Document “X” which outlines an application that has been made for a disabled persons parking place at 446 Harewood Street, Bradford and where the application has received objections.
Recommended –
(1) That the Committee determines whether or not to allow the installation of a Disabled Persons Parking Place at 446 Harewood Street.
(2) That the applicant and objectors be informed accordingly.
(Regeneration and Environment Overview and Scrutiny Committee)
(Andrew Smith – 01274 434674)
8. STRONGER COMMUNITIES STRATEGY AND DELIVERY PLAN
The Strategic Director, Place will present a document (Document “Y”) which asks the Committee to consider the Stronger Communities Strategy and Delivery Plan, produced by the Bradford Stronger Communities Partnership.
4 Recommended-
That the work carried out in the development of the Bradford Stronger Communities Strategy and Delivery Plan by the Stronger Communities Partnership be noted.
(Corporate Overview and Scrutiny Committee)
(Zahra Niazi – 01274 436082)
9. ALLOCATION OF COMMUNITY BUILDING GRANTS FOR 2019- 2021
Previous Reference: Minute 38 (2018/19)
Members are asked to consider Document “Z” which sets out the recommendations of the Bradford East Area Committee Grants Advisory Group for the allocation of Community Buildings Grants 2019- 2021.
Recommended –
That the Community Buildings Grants outlined in paragraph 3.1 of Document “Z” be approved.
(Corporate Overview and Scrutiny Committee)
(Ishaq Shafiq – 01274 431066)
10. STREET CLEANSING - SERVICE REDESIGN AND DEPLOYMENT OF RESOURCES
Previous Reference: Minute 39 (2018/19)
The Area Co-ordinator will present a report (Document “AA”) which provides information on the service redesign of Street Cleansing and options for operational deployment of resources.
Recommended –
(1) That the service redesign for gateways be adopted.
(2) That the Committee selects its preferred delivery model.
(3) That the Committee reviews any option chosen after a twelve month trial period.
(Corporate and Regeneration and Environment Overview and Scrutiny Committee)
(Ishaq Shafiq – 01274 431066)
5 6 Agenda Item 6/
Report of the Strategic Director Place to the meeting of Bradford East Area Committee to be held on 20 February 2019.
W Subject:
BRADFORD EAST AREA-WIDE TRAFFIC REGULATION ORDER – OBJECTIONS
Summary statement:
This report considers objections received to the recently advertised Bradford East Area- wide Traffic Regulation Order
Wards: 5 Bowling and Barkerend 13 Idle and Thackley 18 Little Horton
Steve Hartley Portfolio: Strategic Director Place Regeneration, Planning and Transport
Report Contact: Andrew Smith Overview & Scrutiny Area: Principal Engineer Regeneration and Environment Phone: (01274) 434674 E-mail: [email protected]
Page 1 Report to the Bradford East Area Committee
1.0 SUMMARY
1.1 This report considers objections received to the recently advertised Bradford East Area-Wide Traffic Regulation Order.
2.0 BACKGROUND
2.1 At its meeting of 5 July 2018 this Area Committee approved as part of its Safer Roads Schemes Programme the advertisement of an area wide Traffic Regulation Order for 24 sites throughout Bradford East.
2.2 The Order has been promoted to address a number of requests for small areas of existing waiting restrictions to be amended or new restrictions to be introduced. The requests have been raised by local residents, schools and businesses to resolve safety and access issues.
2.3 The Traffic Regulation Order (TRO) was advertised between 10 December 2018 and 7 January 2019. At the same time consultation letters and plans were delivered to residents, schools and businesses affected by the proposals. This has resulted in objections to the proposals at 3 sites - Cutler Heights Lane, Greaves Street, Little Horton and Town Lane, Thackley. One letter of objection was received to each. Plans of the proposals that have received objections are attached as Appendix 1, 2 and 3.
2.4 A summary of the valid points of objection and corresponding officer comments is tabulated below:
Objectors concerns Officer comments Cutler Heights Lane (Ward 5) Cutler Heights Lane Dwg No. HS/TRSS/104104/CON-2A The proposals were designed to increase Number of objectors 1 turn over of parking space adjacent to the The objector claims vehicles are constantly businesses at 409/411 Cutler Heights Lane parked outside their property from adjacent as long term parking was adversely businesses and residential property. The affecting business. Parking for these proposed limited waiting on the adjacent businesses will be accommodated in the length of Cutler Heights Lane will make this limited waiting area. The objector’s property situation worse and the objector would like has an off street parking area and therefore a designated residents permit parking area would not meet the criteria in the current outside their property. policy for a permit parking scheme. It is accepted that the limited waiting will displace any long term parking to outside the objectors property. No indication of support for the proposal has been received from the original applicant and therefore this element of the TRO could be abandoned. Town Lane (Ward 13) Town Lane Dwg No. HS/TRSS/104104/CON-14C The yellow lines were proposed because of Number of objectors 1 complaints received from residents of The objector does not think the proposed Blenheim Place about difficulties of access yellow lines will be of benefit to the Pagein 2to and out of the street due to vehicles HS/TRSS/104104/CH 1 08/02/2019 Report to the Bradford East Area Committee residents of Blenheim Place. Parking is parked on Town Lane. The proposed lining already a problem on Blenheim Place and is considered to be the minimum necessary the proposed yellow lines will make matters to maintain safe access into and out of worse. Generally the vehicles parked where Blenheim Place and the access road to the the yellow lines are proposed belong to the rear of properties numbered 67 to 75. All of residents from the end properties. These the residents have been consulted on the vehicles may be displaced into Blenheim proposals – 17 in total. 3 supported the Place potentially blocking the street for yellow lines in the initial consultation other residents, making it impossible to get exercise. in and out. Greaves Street (Ward 18) Greaves Street Dwg No. HS/TRSS/104104/CON-20B The proposal was to discourage parking Number of objectors 1 associated with the school from entering Keep clear markings currently protect Greaves Street primarily for safety reasons. access to residential property on Greaves The school have been consulted and their Street at all times, some of these will be hours have been verified as Mon – Fri, replaced with the proposed school entrance 8.30am to 4pm. The proposed hours of marking which would be in operation Mon to operation of the school entrance markings; Fri 8am to 4.30pm. Obstruction to the Mon - Fri from 8am to 4.30pm are therefore driveway may therefore occur outside of the considered to be appropriate. It is operational times of the entrance markings. considered that the keep clear markings The objector is also concerned that during were only necessary due to activity at the the operational times of the restrictions school and that at other times parking in parents and staff associated with the school Greaves Street would only be the residents, will take up residents parking space. therefore outside of school hours no The mosque (property next door to the restrictions on parking are needed. school) has evening classes, therefore The main access to the mosque is from children and others attending these classes Dorset Street. will not be protected under the current At present there is no lining protecting the proposals. emergency access to Burnett Fields The Burnett Fields Childrens Centre has an Childrens Centre. emergency access from the end of the street which will not be protected under the current proposals. The objector proposes that the hours of operation of the school entrance markings are extended to all days and until 8pm and that residents permit parking is considered if the proposal leads to parents and staff parking in residents parking space. Alternatively double yellow lines in place of the proposed school entrance marking and residents permit parking outside the residential properties would be the ideal situation.
2.5 During the advertising period a number of emails of support were received for the proposals on Trevor Foster Way. There were no objections to the TRO at this site.
Page 3 HS/TRSS/104104/CH 2 08/02/2019 Report to the Bradford East Area Committee
3.0 OTHER CONSIDERATIONS
3.1 Following an internal meeting with the Police, enforcement and diplomacy was considered to be the way forward regarding parking issues on Idle Road, Bolton. A TRO at this site can be reconsidered in the future if necessary but has not been pursued in this Area Order and the initial approval is formally abandoned in this report.
3.2 Prior to advertising an initial consultation exercise was carried out. Some objections were received at that stage to the proposed removal of some double yellow lines on Pollard Lane and following consultation with Ward Members this proposal was not advertised. This report recommends the formal abandonment of this proposal.
3.3 Local ward members and the emergency services have been consulted on the advertised sites. No objections have been received.
4.0 FINANCIAL AND RESOURCE APPRAISAL
4.1 A budget of £16,000 has been allocated as part of the 2018/19 Safer Roads schemes programme. The estimated cost of the proposals is within this budget.
5.0 RISK MANAGEMENT AND GOVERNANCE ISSUES
5.1 There are no significant risks arising out of the implementation of the proposed recommendations.
6.0 LEGAL APPRAISAL
6.1 The options contained in this report are within the Councils powers as Highway Authority and Traffic Regulation Authority under the relevant legislation.
7.0 OTHER IMPLICATIONS
7.1 EQUALITY & DIVERSITY
Due regard has been given to Section 149 of the Equality Act 2010 when determining the proposals in this report.
7.2 SUSTAINABILITY IMPLICATIONS
There are no sustainability implications arising from this report.
7.3 GREENHOUSE GAS EMISSIONS IMPACTS
There is no impact on the Council's own and the wider District's carbon footprint and emissions from other greenhouse gasses arising from this report.
7.4 COMMUNITY SAFETY IMPLICATIONS
The introduction of some of the waiting restrictions in the Order will be beneficial in terms of road safety. Page 4 HS/TRSS/104104/CH 3 08/02/2019 Report to the Bradford East Area Committee
7.5 HUMAN RIGHTS ACT
None
7.6 TRADE UNION
None
7.7 WARD IMPLICATIONS
Ward Members have been consulted on the proposed Traffic Regulation Order.
7.8 AREA COMMITTEE ACTION PLAN IMPLICATIONS
None
7.9 IMPLICATIONS FOR CORPORATE PARENTING
None
7.10 ISSUES ARISING FROM PRIVACY IMPACT ASSESSMENT
None
8.0 NOT FOR PUBLICATION DOCUMENTS
8.1 None
9.0 OPTIONS
9.1 That the objections be overruled and the Traffic Regulation Order be implemented as advertised.
9.2 That the objections be upheld in whole or in part and the proposals be abandoned or amended to address the objectors concerns.
9.3 Members may propose an alternative course of action; in which case they will receive appropriate guidance from officers.
10.0 RECOMMENDATIONS
10.1 That the original proposals for a Traffic Regulation Order on part lengths of Idle Road and Pollard Lane are abandoned.
10.2 That the objections to the Traffic Regulation Order on Town Lane, Thackley and Greaves Street, Little Horton be overruled.
10.3 That the Traffic Regulation Order be amended to remove Cutler Heights Lane and be sealed and implemented.
10.4 That the objectors be informed accordingly.
Page 5 HS/TRSS/104104/CH 4 08/02/2019 Report to the Bradford East Area Committee
11.0 APPENDICES
11.1 Appendix 1 – Drawing No. HS/TRSS/104104/CON-2A.
11.2 Appendix 2 – Drawing No. HS/TRSS/104104/CON-14C.
11.3 Appendix 3 – Drawing No. HS/TRSS/104104/CON-20B.
12.0 BACKGROUND DOCUMENTS
12.1 City of Bradford Metropolitan District Council File Ref: HS/TRSS/104104.
Page 6 HS/TRSS/104104/CH 5 08/02/2019 APPENDIX 1
Page 7 HS/TRSS/104104/CH 6 08/02/2019 APPENDIX 2
Page 8 HS/TRSS/104104/CH 7 08/02/2019 APPENDIX 3
Page 9 HS/TRSS/104104/CH 8 08/02/2019 This page is intentionally left blank Agenda Item 7/
Report of the Strategic Director, Place to the meeting of Bradford East Area Committee to be held on 20 February 2019.
X Subject:
446 HAREWOOD STREET, BRADFORD – REQUEST FOR A DISABLED PERSONS PARKING PLACE FOLLOWING OBJECTIONS
Summary statement:
This report considers an application for a Disabled Persons Parking Place where the application has received objections.
Ward: Bowling & Barkerend
Steve Hartley Portfolio: Strategic Director Regeneration, Planning and Transport Place Report Contact: Andrew Smith Overview & Scrutiny Area: Principal Engineer Regeneration and Environment Phone: (01274) 434674 E-mail: [email protected]
Page 11
1.0 SUMMARY
1.1 This report considers an application for a Disabled Persons Parking Place where the application has received objections.
2.0 BACKGROUND
2.1 The Council has received an application for a Disabled Persons Parking Place from the occupant of 446 Harewood Street. The resident who lives here has met all the criteria required to secure a disabled parking space outside their home. There is no off-street parking at these premises.
2.2 A plan showing the indicative location of a Disabled Persons Parking Place outside 446 Harewood Street is attached as Appendix 1.
3.0 OTHER CONSIDERATIONS
3.1 As part of the Disabled Persons Parking Place application investigation process, officers undertake consultations with adjacent neighbours to determine if there are any objections to the proposal. This consultation has resulted in two objections being received from adjacent neighbours.
4.0 FINANCIAL AND RESOURCE APPRAISAL
4.1 A budget of £9,000 for the provision of Disabled Persons Parking Places across the Bradford East constituency has been approved as part of the 2018/19 Safer Roads schemes programme. If approved, this parking place would be implemented as part of the overall programme of Disabled Persons Parking Places in Bradford East.
5.0 RISK MANAGEMENT AND GOVERNANCE ISSUES
5.1 There are no significant risks arising out of the implementation of the proposed recommendations.
6.0 LEGAL APPRAISAL
6.1 The options contained in this report are within the Councils powers as Highway Authority.
7.0 OTHER IMPLICATIONS
7.1 EQUALITY & DIVERSITY
Due regard has been given to Section 149 of the Equality Act when determining the proposals in this report.
7.2 SUSTAINABILITY IMPLICATIONS
There are no sustainability implications arising from this report.
Page 12
7.3 GREENHOUSE GAS EMISSIONS IMPACTS
There is no impact on the Council's own and the wider District's carbon footprint and emissions from other greenhouse gasses arising from this report.
7.4 COMMUNITY SAFETY IMPLICATIONS
None.
7.5 HUMAN RIGHTS ACT
None
7.6 TRADE UNION
None
7.7 WARD IMPLICATIONS
Ward members have been consulted on the application.
7.8 AREA COMMITTEE WARD PLAN IMPLICATIONS
7.8.1 None
7.9 IMPLICATIONS FOR CORPORATE PARENTING
None
7.10 ISSUES ARISING FROM PRIVACY IMPACT ASSESMENT
None
8.0 NOT FOR PUBLICATION DOCUMENTS
8.1 None
9.0 OPTIONS
9.1 That the Bradford East Area Committee overrules the objections and approves an application for the installation of a Disabled Persons Parking Place at 446 Harewood Street.
9.2 That the Bradford East Area Committee upholds the objections and refuses an application for the installation of a Disabled Persons Parking Place at 446 Harewood Street.
Page 13
10.0 RECOMMENDATIONS
10.1 That the Bradford East Area Committee determines whether or not to allow the installation of a Disabled Persons Parking Place at 446 Harewood Street.
10.2 That the applicant and objectors be informed accordingly.
11.0 APPENDICES
11.1 Appendix A – Location Plan
12.0 BACKGROUND DOCUMENTS
12.1 City of Bradford Metropolitan District Council File Ref:HS/TRSS/104014
Page 14
APPENDIX A
Page 15
This page is intentionally left blank Agenda Item 8/
Report of the Strategic Director of Place to the meeting of Bradford East Area Committee to be held on 20 February 2019
Y Subject:
Stronger Communities Strategy and Delivery Plan
Summary statement:
Bradford East Area Committee is asked to consider the Stronger Communities Strategy and Delivery Plan, produced by the Bradford Stronger Communities Partnership.
Steve Hartley Portfolio: Strategic Director Department of Place Neighbourhoods & Community Safety
Report Contact: Zahra Niazi Overview and Scrutiny Area: Phone: (01274) 436082 Corporate E-mail: [email protected] Page 17 1. SUMMARY
Bradford East Area Committee is asked to consider the ‘Stronger Communities Strategy and Delivery Plan, produced by the Bradford Stronger Communities Partnership.
2. BACKGROUND
2.1 An independent ‘Stronger Communities Partnership’ Chaired by Bishop Toby Howarth, Bishop of Bradford has been formed to develop Bradford’s Stronger Communities strategy and a delivery plan for the district. The Partnership comprised a wide network of individuals and organisations from across Bradford district with a track record of working on cohesion and integration initiatives. This was supported by a smaller ‘Steering Group’ comprised from the wider Partnership to ‘drive’ work on the strategy. The Portfolio Holder for Neighbourhoods & Community Safety and Cllr Sinead Engel were represented on both the Partnership and Steering Group.
2.2 The Stronger Communities Partnership’s strategy and delivery plan also supports delivery of local interventions determined following Bradford’s designation as one of five ‘Integrated Communities Pilot Areas’. Funding will be provided by MHCLG as part of a ‘test and learn’ programme to deliver some of the interventions in the Stronger Communities delivery plan.
2.3 The Government published its Integrated Communities Strategy Green Paper on 14th March 2018 as a response to the Dame Louise Casey Review. Responsibility for the strategy sits with the Minister for Housing, Communities and Local Government (MHCLG). The strategy outlined a series of key challenges across the themes of: Strengthening leadership; Supporting recent migrants and resident communities; education and young people; Boosting English language; Places and communities; Increasing economic opportunity; Rights and freedoms.
2.4 A report on the Stronger Communities Strategy was presented to Overview and Scrutiny on 13 December, where the following resolution was made:
(1) That this Committee requests that progress against the Stronger Communities Strategy Delivery Plan be provided in twelve months time.
(2) That the progress report include focus on the outcomes of projects being delivered as part of this programme.
(3) That the report highlight the positive outcomes from “Test and Learn” so that work which has not been successful is not repeated.
3. OTHER CONSIDERATIONS
3.1 Over the course of the Spring and Summer the Bradford Stronger Communities Partnership developed a local response to the Government’s Green Paper. A Bradford ‘Stronger Communities Strategy and Delivery Plan’ was submitted to th MHCLG on the 29 August 2018Page. A copy 18 of the strategy and delivery plan is attached as appendix A.
3.2 Consultation was carried out with district residents through three ‘whole day’ events that took place at City Park (17th July), Keighley Town Centre (23rd July) and Shipley Town Centre (26th July). Individual meetings with specific interest groups also took place and young people were both consulted and involved in the engagement process through the Youth Service.
3.3 The objectives of the engagement process were:
To understand what good integration looks like for communities
To include a shortlist of those ideas/initiatives which have the most support and could potentially deliver the widest or biggest benefit in the Stronger Communities Strategy for Bradford to submit to MHCLG.
To ensure that despite the short timeframe a cross section of the communities within the district were meaningfully engaged and involved.
3.4 The engagement focussed on seven shortlisted ideas, whilst also providing space for people to make their own recommendations. The seven themes were:-
Employment Opportunities English Language Hope for the Future Building Respect and Friendships Dealing with Hate Crime and Intolerance Sharing Spaces and Places Linking Up Schools
3.5 Over 630 people were engaged in the three events and accompanying workshops, many giving over an hour and a half of their time to share their thoughts. A copy of the Executive Summary of the engagement report is attached as appendix B.
3.6 New governance arrangements are being developed to formalise the ‘Partnership Board’ and the decision making processes. A copy of the draft terms of reference for the planned governance is attached as appendix C.
3.7 The Integrated Communities Green Paper
3.7.1 The Green Paper states that true integration is “communities where people, whatever their background, live, work, learn and socialise together, based on shared rights, responsibilities and opportunities. Communities where many religions, cultures and opinions are celebrated, underpinned by a shared set of British values that champion tolerance, freedom and equality of opportunity. A society in which everyone is a potential friend”.
3.7.2 The Strategy is intended to increase opportunities for people from different backgrounds to: mix together, increase their mutual understanding and respect of each other and reduce misunderstandings and to remove barriers that prevent people from taking full advantage ofPage the opportunities 19 available to all people living in Britain.
3.7.3 The Green Paper and local strategy are intended to amplify the benefits that can be realised from existing programmes that support integration and other programmes that support social mobility such as the Education Opportunity Area Programme and Economic Strategy. The Government intention is that it will set the ground work to ensure that other national strategies such as the Industrial Strategy can be fully realised. Bradford’s approach seeks to build on this at a local as well as a national level.
4. FINANCIAL & RESOURCE APPRAISAL
4.1 Development of the local Stronger Communities strategy and associated consultation has been funded through a combination of mainstream Council funding and through £100,000 of ‘seed funding’ provided by the MHCLG. This funding has been used to employ an ‘Integrated Communities Programme Lead’ to commission reports relating to this area of work and to lead on engagement with people and with district residents on their priorities.
4.2 MHCLG has committed financial support to the five ‘Integrated Communities Pilot Areas’. Bradford Partnership’s submission, through the local ‘delivery Plan’ sought funding of £4.9 million towards delivering a range of projects. MHCLG has allocated £1,187,101 for year one expenditure. A decision on the residual funding for year two will be announced in January 2019. Funding from MHCLG needs to be committed by 31st March 2020.
4.3 In addition to funding from MHCLG separate applications for grants are being made by partners to ‘other’ funding partners to support delivery of the local strategy and delivery plan. At the moment the extent and success of these is not determined, but the type of work is contained in the wider plan.
4.4 A portion of funding from MHCLG will be allocated against project support and evaluation. An internal Council team, supported by specialist support, commissioned by MHCLG will help ensure that local interventions are delivered and monitored so that lessons can be learnt from the work that has taken place.
5. RISK MANAGEMENT AND GOVERNANCE ISSUES
5.1 A formal governance structure is being applied to the development of the Stronger Communities Partnership to support delivery of the strategy. MHCLG has stated an expectation that the local partnership will have an independent Chair.
5.2 A Programme Manager has been appointed and a programme management methodology will be deployed in the management of the programme including conventional approaches to managing risks and issues etc.
6. LEGAL APPRAISAL
6.1 Section 149 of the Equality Act 2010 (the public sector equality duty) provides that:
Page 20 (1) A public authority must, in the exercise of its functions, have due regard to the need to— (a) eliminate discrimination, harassment, victimisation and any other conduct that is prohibited by or under this Act; (b) advance equality of opportunity between persons who share a relevant protected characteristic and persons who do not share it; (c) foster good relations between persons who share a relevant protected characteristic and persons who do not share it. (2) A person who is not a public authority but who exercises public functions must, in the exercise of those functions, have due regard to the matters mentioned in subsection (1). (3) Having due regard to the need to advance equality of opportunity between persons who share a relevant protected characteristic and persons who do not share it involves having due regard, in particular, to the need to— (a) remove or minimise disadvantages suffered by persons who share a relevant protected characteristic that are connected to that characteristic; (b) take steps to meet the needs of persons who share a relevant protected characteristic that are different from the needs of persons who do not share it; (c) encourage persons who share a relevant protected characteristic to participate in public life or in any other activity in which participation by such persons is disproportionately low. (4) The steps involved in meeting the needs of disabled persons that are different from the needs of persons who are not disabled include, in particular, steps to take account of disabled persons' disabilities. (5) Having due regard to the need to foster good relations between persons who share a relevant protected characteristic and persons who do not share it involves having due regard, in particular, to the need to— (a) tackle prejudice, and (b) promote understanding. (6) Compliance with the duties in this section may involve treating some persons more favourably than others; but that is not to be taken as permitting conduct that would otherwise be prohibited by or under this Act. (7) The relevant protected characteristics are— age; disability; gender reassignment; pregnancy and maternity; race; religion or belief; sex; sexual orientation.
6.2 An equality impact assessment has been prepared on the proposals within the Strategy and Delivery Plan to assist elected members in having regard to this duty and is attached at Appendix D.
6.3 There are no additional legal issues arising from the contents of this report.
7. OTHER IMPLICATIONS Page 21 7.1 EQUALITY & DIVERSITY
7.1.1 The Stronger Communities Strategy and Delivery Plan support the following Corporate Equality Objectives.
7.1.2 Community Relations – Ensure that people of the district get on well together.
The Stronger Communities Strategy and delivery plan is a response to the Government’s Integrated Communities Green Paper. This document sets out its vision where people – whatever their background live, work, learn and socialise together, based on shared rights, responsibilities and opportunities. As such the overall ambition of the Stronger Communities Strategy and Delivery Plan underpins this corporate equality objective.
7.1.3 Employment & Skills – Promote inclusive growth through ensuring those most disadvantaged in the labour market are able to get the skills they need and access good jobs.
Both the Government’s Green Paper and the engagement work undertaken locally recognise the importance of work (and people getting on in the workplace) as supporting integration by increasing the size and diversity of social networks and bringing confidence and a sense of belonging. The local delivery plan places significant emphasis on bringing those furthest from the labour market into work. Proposals include indirect measures, such as better coordination and greater opportunity for learning English and more directly by engaging employers in changes to recruitment practice alongside work with the Department of Work and Pensions and Job Centre Plus.
7.1.4 Organisational Equalities Culture – The Council is well run, fit for business and is fair and inclusive in its approach.
As an Integrated Communities Pilot area Bradford, and Bradford Council, will raise the profile of equality issues, amongst many of the protected characteristic groups during the course of the partnership with MHCLG. In particular, opportunity will be taken to review certain policies and procedures to determine whether they support integration and resource will be available to instigate change, where this is believed necessary or helpful. Raising the profile of the district’s work on integration will raise awareness amongst staff and elected members through the events and activities that are contained in the delivery plan.
7.1.5 Equality Data – Our data better provides us with the right insight, evidence and intelligence to make well informed decisions that impact on our communities.
MHCLG is working with five pilot authorities to try out new approaches to integration and wants to use these experiences as a means of determining what works well. Bradford’s approach has been based both on the analysis of data and engagement with partners and citizens. A robust evaluation framework is being developed to measure the impact of interventions. The Council will work alongside the MHCLG to ensure that the initiatives have outputs and outcomes that can be effectively measured. Learning about what works, and equally important what does not work, will help to ensure that the districtPage can take 22 better informed investment decisions and target resources at those interventions that are likely to deliver the greatest benefits.
7.1.6 An equality impact assessment has been carried out that evidences that the proposals within the strategy and delivery plan will make a positive contribution and impact on many protected characteristic groups. There is no perceived detriment from undertaking any of the initiatives within the delivery plan. A copy of the Equality Impact Assessment is attached at appendix D.
7.2 SUSTAINABILITY IMPLICATIONS
There are no sustainability implications apparent.
7.3 GREENHOUSE GAS EMISSIONS IMPACTS
There are no greenhouse gas emission impacts apparent.
7.4 COMMUNITY SAFETY IMPLICATIONS
7.4.1 Feelings of safety can act as a barrier to people’s willingness to engage in those activities that bring people together at a neighbourhood level, which was a factor raised during the consultation work carried out in support of the local Stronger Communities strategy.
7.4.2 The new Stronger Communities Partnership will need to align some of its work with the Community Safety Partnership and vice versa. The Portfolio Holder for Neighbourhoods & Community Safety will be a member of the Stronger Communities Partnership and also chairs the Community Safety Partnership. Officers also attend and support both partnerships and the relationship between these two, and other key district partnerships will be key to the success of the overall strategy.
7.4.2 Many of the initiatives that sit within the Stronger Communities Delivery Plan should also have a positive impact on peoples feeling of safety, particularly where they bring different groups of people together, building tolerance and understanding.
7.5 HUMAN RIGHTS ACT
7.5.1 The Human Rights Act covers various rights including: Freedom from torture and inhumane or degrading treatment; right to liberty and security; respect for your private and family life and correspondence; freedom of thought, belief and religion and protection from discrimination in respect of the rights and freedoms.
7.5.2 Building understanding, tolerance and respect will help people to live their lives within the freedoms to which they are entitled.
7.6 TRADE UNION
Aspects of the strategy may focus on change in policy and approach, for example in relation to selection and recruitmentPage practice. 23 If any proposals have Council workforce implications consultation will take place with trade unions as appropriate.
7.7 WARD IMPLICATIONS
To be successful, work to build stronger and more integrated communities will need to take place in all wards and communities across the district. Whilst the delivery plan will focus on particular areas within the district, the work funded by MHCLG is about learning what works and what does not work and what is ‘scalable’. The ‘Stronger Communities strategy’ identifies work that is planned over the next five years, but needs to be seen within the context of a wider and more long term strategy.
7.8 The Strategy and delivery plan is an evolving document which will be informed by continuous community engagement activities, data, research and emerging need.
7.9 IMPLICATIONS FOR CORPORATE PARENTING
There are no corporate parenting implications apparent.
7.10 ISSUES ARISING FROM PRIVACY IMPACT ASSESMENT
The Council will adopt the role of the Controller. In some aspects of the programme the Council will also be responsible for processing data. The Council including any delivery partners commissioned will receive information management training. Projects will be assessed on the sensitivity of their data and potential data linkage to other services within the programme. This will be supported by appropriate data sharing agreements.
8. NOT FOR PUBLICATION DOCUMENTS
There are no ‘Not for Publication Documents’
9. OPTIONS
9.1 The Stronger Communities Strategy and associated delivery plan is a partnership document that has been put together in response to the Government’s Integrated Communities Green Paper and at the invitation of Government to become of one five Integrated Communities Pilot Areas.
9.2 The Council has agreed to adopt the role of ‘accountable body’ in relation to any funding granted by MHCLG to respond to the initiatives contained in the delivery plan.
9.3 Bradford East Area Committee may choose to support and endorse the plan or make recommendations for any changes to the Bradford Stronger Communities Partnership Board.
9.4 Any proposed changes to aspects of the delivery plan that are the subject of grant allocation from MHCLG would need to be agreed by the Stronger Communities Partnership and with MHCLG. Page 24 9.5 Bradford East Area Committee may determine to seek regular updates on the delivery plan and impact measures applied to certain interventions that are proposed.
10. RECOMMENDATIONS
Bradford East Area Committee is asked to note the work carried out in the development of the Bradford Stronger Communities Strategy and Delivery Plan by the Stronger Communities Partnership.
11. APPENDICES
11.1 Appendix A Bradford Stronger Communities Strategy & Delivery Plan. Copy of the document prepared by the Local Integrated Communities Partnership and submitted to MHCLG on 29th August 2018
11.2 Appendix B Executive Summary, Bradford Integration Engagement Report Findings Report outlines the key findings from three community engagement events that took place in Bradford, Shipley and Keighley.
11.3 Appendix C Stronger Communities Partnership Governance Arrangements Draft terms of reference and structure diagram for the local ‘Stronger Communities Partnership’.
11.4 Appendix D Equality Impact Assessment.
Page 25 12. BACKGROUND DOCUMENTS
12.1 Integrated Communities Strategy Green Paper, published 14 March 2018
12.2 “It’s Your Place – Tell Us What You Think” Report of the Social Kinetic, produced 14th August 2018.
12.3 Report and minutes of Overview and Scrutiny, 13 December 2018
Page 26 STRONGER COMMUNITIES DELIVERY PLAN 2018-2020 v1.1
ACTIVITY TARGET MILESTONES (specific, measurable, EVIDENCE BASE Outcome What will they do? (including system / AREAS inc and link back to how it will inc gaps / Measures
behavioural changes) stakeholder contribute towards achieving the rationale considerations longer term outcomes Why this has been Based on a 2018/19 2019/20 2020/21 identified as a considered Set up Initial output Output priority objective – segmentation measure measures inc measures what’s the strategy (e.g. s / ways early wins hypothesis they’re OBJECTIVES geography, of testing? demographics) working etc Create a System, Perception and Behaviour Change- Annex A and Develop New projects/ New Our community Increased culture of Stronger Communities Innovation Fund Annex B process research is/are projects are engagement exercise involvement test and We will develop an Innovation Fund to research new and proposed evaluated produced a range of from the learn and emerging trends; it will also be used to address criteria ideas that we are community Page 27 Page gaps and pilot new ideas. The Innovation Fund will New projects Learning is keen to explore primarily focus on; are shared further. (Annex B). Increased 1) Interventions and services tested elsewhere both commissioned across the emphasis on nationally and internationally and there is a good District Our landscape is designing evidence base of success. changing i.e. interventions 2) New emerging challenges such as post Brexit, preparation for post based on what international tensions and/or negative focus on a Brexit. we know new area or group i.e. Refugees and Asylums. 3) New ideas that are untested and have not been Test and learn trialled. culture is developed Project Proposals will emerge through our learning and collaborative networks and groups, market place events which will encourage proposals from the VCS and from what is already working and what isn’t, it will then go to our People’s Advisory Group for consultation before going to the Board for decision. To empower System, Perception and Behaviour Change- A number of Deliver Consult with 1,000 Our community More people local people Community Researchers leadership communit communities people sign engagement exercise will lead in ensuring the We will ‘grow our own’ community researchers which programmes run y about the up to the showed how keen their people voice will be trained as part of their involvement in the across the District engagem values values people were to get communities. is at the People’s Advisory Group. The role of the but no further ent Start process Group involved. (Annex B).
1
heart of researchers will be to help influence our campaign routes for board feedback of getting meets More people everything work and support the implementation of the project experience. events communities to quarterly. will be able be we do improvement cycle. This will introduce a new way of sign up the able to working not just for the programme but also could act Our programme Develop values Community influence what as a wider reference group for our partners in the will constantly be communit Readiness is delivered District. Members of the People’s Advisory Group engaging with y values Recruitment informs across the will; communities process current District 1) Consult with local people within their own through Develop begins. projects. communities about project design and delivery consultations and process More 2) Carry out focus groups to build further focus groups. for 32 people are Rapid communities understanding and intelligence for example recruitme recruited for evaluation is will be Community Readiness. This will inform the level of nt the People’s shared. engaged intervention to be delivered and support any re- Advisory because our design of projects. Group. services will be 3) Endorse projects and interventions worked up appropriate. through the Forum to the Board 32 trained as 4) Champion the Community Values and become Community More people ambassadors on integration in their community Researchers. will indirectly Page 28 Page 5) Inform the Board how the campaigns are working benefit from by using a range of qualitative methods such as Community the programme observations and informal conversations Readiness is even if they 6) Be a wider think tank for solving community carried out. haven’t been problems and challenges. involved in an Consultation, activity. focus groups and qualitative research is carried out. To change Perception and Behaviour Change- Interventions do Commissi Consult with 4 Our community More people perceptions Communications and Marketing not work unless on brand communities newsletters engagement exercise will change and Our Programme will have highly visible brand, where communities and on branding. produced showed that people their behaviour we will control the narrative we tell. This brand will themselves design each year wanted positive perceptions using be positive making it clear this programme is for recognise or Branding is (both for stores. (Annex B). and attitudes positive everyone. Integration for us isn’t just about creating understand the agreed. stakeholders of other people marketing opportunities for those who need our support but perceived issue and who are and also how we bring everyone else along with us in the to be an issue. Commission community) different from communicati vision we have about the District. It will celebrate (Community social media. them ons methods positive stories and highlight good practice, Our Readiness). Social communications will include; Newsletter is media More people 1) Strong social media presence We understand produced. campaigns will stand up 2) A separate website that there is are against hate 3) Communications support for our projects so they disparity between Commission monitored crime 2
can talk about the brand and use it appropriately what people say communication 4) A set of Bradford Values which everyone in the and what people support for Shared More people District signs up to. then go on to do. projects. History will indirectly exhibition is benefit from We know communications and marketing can be Commission produced the programme extremely powerful if used well. Part of our website. and shared even if they communications work will be informed by behaviour across the haven’t been change models for example Nudge Theory. We will Website is District i.e. involved in an develop effective ways to measure the impact of our launched. schools, activity. communications. This will help us understand how libraries and best we can create a sense of belonging which looks Commission within to build how we live and work together. This will research on shared target society as a whole and not just those who behaviour spaces. access the programme’s interventions. We will also change in embark on a series of campaigns to dispel and communication debunk myths through a; s and 1) I am Campaign marketing. 2) Anti-Rumour – developed by Intercultural Cities. 3) Its’ not OK Campaigns are Page 29 Page 4) Our Shared History Exhibition developed.
Campaigns are launched
Evaluation on success of campaigns is agreed. To review System, Perception and Behaviour Change- The programme Complete Complete index Share Annex A: Data Pack Strategy is our strategy, Intercultural Cities Programme is being members questionnaire lessons demonstrates we can reviewed and ensuring our The Intercultural Cities (ICC) is a flagship Council of implemented by hip across the do more to bridge the revised work benefits Europe programme that offers support for cities in over 100 cities in process Receive programme gap between from the developing their diversity strategies. The programme Europe, as well for Bradford report and partners communities. Better diversity model considers migrants as a resource for local as in Japan, Intercultur outcomes for advantage economic, social and cultural development. By Korea, Mexico al Cities Agree action Revisions to the District participating Bradford Council will undertake a review and Canada. plan and current of our policies and services to ensure there is method of Stronger adequate representation at different levels, positive Manchester engagement Communitie intercultural mixing and interaction, and capacity to Council and with the s strategy. ensure equal access to rights and opportunities for Wakefield Council programme. all. The benefit of joining the Intercultural Cities are two other 3
includes; cities who have Inform Forums 1. Engaging positively with local residents across recently joined. and Board of Bradford District; potential 2. Build a vision for the diversity future of the city Innovation and translate it into a workable strategy; Fund projects. 3. Benefit from the advice and support of peers from other cities; 4. Call on expertise targeted to the city’s specific focus and needs; 5. Develop collaborative projects on specific themes; 6. Showcase Bradford and the good practice we’ve developed over 30 years.
PRIORITY AREA 1: EMPLOYMENT PILLAR: GETTING ON
Page 30 Page More people will have improved their quality of life, feeling happier about the future, being able to fully participate and better equipped to engage in the economy.
ACTIVITY TARGET MILESTONES (specific, measurable, EVIDENCE BASE Outcome What will they do? (including system / AREAS inc and link back to how it will inc gaps / Measures behavioural changes) stakeholder contribute towards achieving the rationale considerations longer term outcomes Why this has been Based on a 2018/19 2019/20 2020/21 identified as a considered Set up Initial output Output priority objective – segmentation measures measures measures what’s the
OBJECTIVES strategy (e.g. / ways of inc early hypothesis they’re geography, working wins testing? demographics) etc 1. Behaviour/ System Change White working- Co-design Evaluate/revie No of people Bradford University Jobseekers Improve Employment class services w through with have highlighted that have improved opportunities Provide a programme of activities using a person- communities using an rapid cycling increased they have students skills and for those centred approach offering end to end support for living in end to end testing confidence who complete their attitudes for furthest away those furthest away from the labour market. Our Holmewood, approach approach and degrees but fail to employment from the activities will focus on three groups; Tong and central set up for No of people obtain suitable labour 1) Graduates who do not engage in employment. Bradford and Outline second and accessing employment in the Jobseekers market Building on trailed and tested programmes from the Keighley. customer third cohort. intervention city. This includes have improved 4
enabling JCP, the provision will take the form of a 13 week route of BAME Asian female occupation- them to programme of activity; claimants will be required to Women in travel No of people students who attain specific skills engage in attend for up to 4 days each week, to encourage the Manningham, supported their degree but either and work the behaviours expected in a workplace. Optimum Bradford Moor, Interventio end to end do not obtain experience economy. occupancy will be 15-20 claimants per course Little Horton and ns are set employment on although referrals for each course could be up to 25. Barkerend and up and No of people completion or go into Increased The timing of attendance will be determined locally Bowling. ready to be into jobs low skilled jobs. They numbers of but claimants will be expected to attend for up to a promoted have highlighted jobseekers maximum of 16 guided learning hours per week. Young people No of people possible reasons for enter and Additionally, Providers will be expected to provide aged 16-26 living First cohort applying for this; unable or sustain refreshments and travel costs. (Childcare or across the starts work unwilling to travel for (quality) replacement care costs will be met by JCP where District. accessing employment, employment appropriate.) The Programme should offer graduates services/ No of people restrictions on the in the main face to face support with the following; Thornbury Centre interventio with types of workplaces Disadvantaged Careers and transferable skills advice, to be utilised as ns. additional or they would work, lack groups have Information about the availability of jobs one of the new of knowledge or increased (nationally), centres. It is qualification aspiration of the types access to Help with writing CVs and competency- situated on the s of employment that relevant based application forms, Leeds/Bradford they could apply for employment Page 31 Page Advice on how to make speculative corridor and is No of people with their opportunities. approaches to employers, easily accessed being qualifications, Advice about Interview techniques and by public matched expectations of family Increased some interview practice if required, transport, offering with a to stay at home and number of Presentations – content and delivery, free parking in mentor marry and have people who will An overview of the benefits of voluntary their private car children. feel confident work and work experience and evidence park. It has a No of people about speaking about how these opportunities can enhance computer suite, who feel Data illustrates a need English career prospects, and comfortable more to focus on multi- purpose confident to employment Increased Building on sessions through Work rooms of various speak opportunities for number of Experience for those graduates who require sizes, two English women particularly people who go this support, conference halls BAME (18.3%) onto learning Mentoring and Ongoing support and a designed No of people compared to white English in
fully equipped who access females (3.5%); young formal setting They will be required to provide 3 Master Classes. training kitchen conversation people (68%). Claimants attending the Employability Skills for facility. al English Graduates Programme will bring with them varying Economically inactive levels of skills, experience and ability. The provision KAWAC in No of people rate for BAME female must be flexible enough to respond to their individual Keighley. who 16-64 is 56.4%). Of needs. It will provide support which builds on their progress in which knowledge, skills and experience rather than seeking English and Pakistani/Bangladeshi to duplicate them. into formal females are 63.4%. 5
2) Sector based skills such as Catering, Digital Skills learning Indian females, and other skill gaps development for women. The followed by Black catering sector based programme will be run in females 55.5%. Mixed collaboration between the Jobcentre, Thornbury ethnic group females Centre, KAWAC, Colleges, and local employers 48.2%. (Annual could provide opportunities to develop a SBWA, with Population Survey, accredited training in Nutrition, Food Hygiene and Jan - Dec 2017). food safety. Hands on training, in a Catering Kitchen, providing opportunities for routes into employment, More than one quarter through partnerships we could develop further, with (29%) is aged under LA and NHS, who often struggle to fill their catering 20 and nearly seven vacancies. in ten people are aged under 50. Younger 3) Raising aspirations in young people aged 18-26 age groups are more through intergenerational mentoring. Volunteers will ethnically diverse. include those 50 and over who will use their wisdom, Only 10% of the their energy and their life experience to help keep population over 65 young people on track. We will focus our energy on years old are BAME, Page 32 Page those young people who, for whatever reason, may in contrast to 48% of not achieve academic results to continue into higher 0-14 year olds. education, or were lacking interview skills and are unemployed, or maybe they have a skill they haven’t We recognise this been able to develop through training and guidance. data alone doesn't Matching between mentors and mentees will be provide us with a intergenerational as well as between BAME and complete picture. For white, male and female and other combinations example it is unclear based on the diversity of both groups. how many people work and trade in the We are aware that QED are working in Partnership grey economy market. with a consortium of VCS organisations on a 'Befriending Scheme' and there is also Caring for the We know Bowling and Community project. Their project aims to improve Barkerend, Little relationships between young people and the white Horton and Bradford elderly community in Bradford. Caring for the Moor have the highest Community will be extended out to those with population of children disabilities. Both will aim to reduce isolation and in low income families. loneliness and will complement our work in this area. There is potential for sharing data and evaluation. Only the White System Change- Employer Support through B2B Scope model of Co-design Work with the No of population has a Policy and challenge delivery interventio first organisation significant proportion recruitment Work in partnership with organisations to offer depending on n organisation s of older people aged practices will 65+. 6
support to Bradford employers- both businesses and what can be will participated have changed Public Sector. Trial a new approach with three achieved in the Mobilisatio commence The Disparity Audit organisations (of which BDMC will be one) to drive timescale. n plan and early No of people also tells us that whilst Increased change across our District on; written signs of from diverse our population is diversity in the 1) Using Business to Business Support, we will Organisations will Scope changes will background diverse this is not workforce review policies and practices on recruitment to be selected model of be apparent being reflective of those in particularly at reduce exclusion and encourage recruitment of based on size, delivery i.e. change of recruited the highest paid jobs. senior levels. BAME, young people, those with disabilities or FTE, maturity, and policy/practice mental health and poor white class applicants. We diversity of the organisatio , increased No of people Public engagement on Improved intend to explore recruitment on potential. We will workforce (& their ns most diversity in from diverse the local integration culture of the target actively not just low-level entry jobs but also at geography) and receptive employment. background delivery plan has organisation all levels across organisations including senior type. We’ve to s applying 'highlighted' that many management roles. already had engageme Create a bank people are keen to Managers at exploratory nt for of volunteers. No of engage and learn all levels will 2) Informal culture and behaviours to improve social conversations change organisation more about other have raised mixing in and outside of work with businesses No of s interested people in the district, awareness of such as Northern Provider is volunteers in ‘signing but do not believe that themselves 3) Improving social mobility and diversity across the Powerhouse and commissio recruited up’ they 'permission' or and their own workforce to reflect greater the District. BDCFT ned. that their questions attitudes Page 33 Page (Teaching No of Policy and may be construed to 4) Develop a train the trainer approach and a good Hospitals). Volunteer volunteers recruitment be racist, homophobic Increased Employment Practice booklet to share learning and policy ‘loaned’ out. practices or based on prejudice social mixing influence quickly more organisations to adopt a Volunteers written adapted etc. will occur in similar approach reflecting the the work place. diversity of Recruitme 50 We are one of the 5) To offer training to front line supervisors/managers Bradford District. nt initiated volunteers BAME Challenge Attitudinal to reduce barriers in employment which may be recruited Areas and CLLD change takes inadvertently discriminatory and reduce unconscious Organisations areas. place across bias or entrenched working practices increasing engaged 25 groups everyone who awareness and understanding of culture and and engages diversity. organisation s engage Improved 6) Recruit a bank of volunteers who are willing to be someone relationships loaned out to businesses groups and organisations from the within the to debunk myths and raise awareness. Volunteer 'People workplace give their time to speak about themselves as ‘an Library' in open book’ without judgement about the the first person/organisation enquiring. Groups, business and year. organisations wanting to learn more about ‘the other’ will be able to ask for someone from the 'Library' to talk about their life, culture and answer questions that we are sometimes too embarrassed or don’t feel 7
able to ask. Recruits will be 'sourced' through open advertisement and may also come from ‘other’ projects such as the Believing in Bradford/Catalyst project. A Project Support Officer would administer the recruitment and allocation until an 'alternative delivery vehicle' can be determined. Expenses would need to be provided, initially through the project, but may ultimately through a 'cost recovery' model tailored to suit individual groups. VFM- Systems Change- Equalities and Community Some of the The Three 7 There are 8,415 Voice and Relations Strategic Group smaller Equalities thematic 'communitie people on the influence As part of our work to increase engagement by all communities of and meetings each s of interest' electoral register in provided to groups, we know we must address the systems, interest have not communiti year, actively Bradford from Central communities of processes and structures that exist that hinder this. become es discussing engaged in and Eastern European interest, giving Our work in this area is targeted in two areas; established to an strategic priorities discussions (CEE) communities them 1) A series of thematic engagement events will take extent that they group will determined by pertinent to (2% of total confidence to place with smaller communities of interest to look at have 'voice and be the their registrations). 50% of become more what are their key barriers to access and influence' through reinstated 'communities community. CEE registrations are involved in the Page 34 Page engagement with services. This will include conventional of interest'. from the Polish political and presentations from relevant professional bodies e.g. processes e.g. A Single Action Plans community. Other community life Health, Education, Police, Business and work political or Point of A number of produced CEE communities on of the district. shopping barriers, presenting the findings back to the community Contact bi-lateral that reflects the electoral register lead organisations for review and response, including leadership. (SPOC) meetings with the needs of are: Slovakian (1,266, Tailored and developing strategy and action plans. Governance to will be be held 'communitie 15%), Latvian (994, aligned sit within the Stronger Communities Partnership and The pilot will align appointed involving main s of interest' 12%), Romanian (597, support Health and Wellbeing Board. Typical groups to be and identify links from the partners to Project 7%), Lithuanian (505, provided by represented to include: Roma, Refugee, Asylum with existing work Home establish gaps support 6%), Czech (396, agencies to Seekers, African, African Caribbean, LGBT, Gypsy & and governance Office and and practical worker 5%), Hungarian (212, meet the Traveller. structures to Bradford solutions for allocated. 3%), Bulgarian (112, needs of avoid duplication Council will change. This 1%), Estonian (62, communities of Placed based model for Asylum Seekers & make best use of appoint a work could Set priorities 1%), Croatian (20, interest. Refugees officer time and dedicated lead to a for the pilot; 0%) and Slovenian (9, 2) The Home Office has approached Bradford learning from officer to series of discuss the 0%). Improved Council working collaboratively with Leeds City Integration Area act as joint workshops gaps in The wards with the process to Council, Sheffield City Council and Calderdale pilot, Local project with the service highest number of access Council, to consider how central and local Authority Asylum lead expectation provision, people from CEE employment governments, service providers as well as civil Support Liaison working in that the Home areas for communities on the and English society could work more closely together to improve Officer Pilot for collaborati Office, improvemen electoral register are language the management and flow of newcomers into places. move on from the on with the Bradford ts, with a City, Tong, Little opportunities Pilot areas have been selected based on asylum system, SPOC. Council and focus on Horton and Bowling geographical mix and service delivery across a range Controlling partners will improving and Barkerend. The Improved of asylum and resettlement activity. The high level Migration Funded The SPOC jointly agree the wards with the highest housing 8
objectives of the pilot approach are twofold: projects, VPRS will work actions and successful number of people options with a) To enable local authorities to better support the and VCRS intensively next integration from CEE increased UK Government to achieve its existing commitments Refugee with steps/recomm of those communities on the Registered to asylum seekers, refugees and resettlement; Employment Bradford endations being electoral register are Providers, b) To develop a more holistic, people focussed Advisor, Refugee Council from these granted City, Tong, Little adapted approach to ensure that those who have a right to be Social worker and officers workshops. protection in Horton and Bowling properties & here are able to integrate into society and those who psychotherapy and other the UK in a and Barkerend. The Private Sector do not are facilitated and supported to leave. support. The pilot local way that LGBT community is landlords will also take partners as manages another obvious learning others well as key impact on group, but very little Increased data projects Home the local data exists about the sharing undertaken by Office staff community. prevalence of this between voluntary and to draw on community. A organisations community sector knowledge Government such as and Equalities Office LGB Initial Connecting expertise survey carried out in screening and Opportunities and 2016 found that information programme, explore around 2% (just over flow is STEP opportuniti 1 million) of the UK improved Page 35 Page programme, es to work population identified through Working English better themselves as Primary Care project, Refugee together. lesbian, gay or and Secondary Action’s Asylum bisexual. No specific Care services. Guide and OISC Whole- data exists at local registered advice system authority level. Data Education & capacity project, approach on the transgender English RETA’s 28 day to be community is very Language transition project developed sparse. Using a provision is etc across the survey of gender improved range of dysphonia carried out social in Scotland in 1998 as policy a basis, the Gender factors. Identity Research and Education Society estimated that in 2009 there was a prevalence of around 20 per 100,000 people in the UK; i.e. 10,000 people of whom 6,000 have undergone transition. Rates are 9
likely to have increased since this study took place.
Some asylum seekers are housed and supported here through the Home Office dispersal system. Published Home Office figures show that at the start of October 2017, 781 people were being supported in Bradford while awaiting a decision on their claim [known as Section 95 Page 36 Page support]: 751 people were being accommodated, and there were 30 people receiving subsistence- only support i.e. no accommodation. 2. Systems Change- English Language AEB data Develop Launch English There is a need in Increased Provide Improve and reconfigure ESOL infrastructure in the indicates that in mobilisatio Learning in Learning Bradford to reach out confidence to opportunities District which will lead to a change in the way 16/17, 8% of n plan English hub is ‘live’ to groups with the learn English for anyone learner’s access information. The work on English Bradford’s Bradford lowest levels of at times that who wants to Language will largely focus on what information is residents with EL Working Better English language suit them and learn to not known regarding English language needs, and needs (based on group A shared provision skills, particularly in particular speak, read strategies to capture that data. We will do this in the Census) were established assessment provided as women. support and write following way; engaging in AEB tool is agreed access employers and English so provision. This Sign up to across all needs are 23,966 people within routes to they can fully 1) A central unit located within the local authority for figure is for one Migration providers in determined central Bradford and employment. participate in English Language will be sourced through Migration funding stream Yorkshire/ the District through Keighley District education, Yorkshire. This unit would act as a neutral service to only, however, it English evidence. cannot speak English Increased employment assist learners with accessing existing provision (via is the main Language Learners have well or at all. 6% of proficiency of or life in initial assessment of need and eligibility and source of funding Hub a learning No of females compared to the English Bradford partnership work with existing providers). The for ESOL. plan that learners 3.5% males cannot language and District. journey of the English Language learner is crucial. Mapping of meets their who are speak well or at all. are able to The working group with support from the unit to map current needs. able to access 10
out existing provision and progression and referral 23,966 people ESOL access In Manningham ward, services, routes with little or no provision quality and for example, some engage in life English. accessible 15% of the population in the district 2) The unit would also be responsible for collecting Referral provision aged over three did and access the data on unmet need (including levels, crèche needs, pathways not speak English well labour market. previous education, etc.) and engaging 3 groups of and No of people or at all. residents with English Language needs, using varied progressio feel English strategies: n routes confident to Language a) People who want to learn English, but do not know are learn strategy is it is available identified English written b) People who want to learn English but cannot access it (waiting lists/eligibility), and No of people c) People who do not want to learn English. who increase 3) The unit will be appropriately located within the their LA, so as not to be seen as partial to any one proficiency provider (for example, not in the in-house Adult of English Learning Service). This will be crucial, as it will act as the gatekeeper to additional EL funding via the Page 37 Page programme. The work of the English Language working group includes agreeing one assessment method that is transferable to any provider. Who and at what level the assessment can be made at needs to be agreed.
4) The unit could also lead or contribute to partnership meetings with all of the English Language providers and stakeholders such as JCP on strategic issues. The data collected by the unit, if amalgamated with data from providers on engagement, could contribute to a local English Language strategy. A strategy based on actual demand will likely be more effective.
5) Deliver additional provision for English Conversational classes such as English for Work and Steeping Stones. Provision will be delivered by a wide variety of partners particularly as grassroot and will be marketed. It will ensure there is close links to our projects across the programme. VFM- Controlling Migration Fund Although City and No of booklets No of The White population More people This programme of activities has been trialled in our Little Horton in key organisation in the District has feel settled into 11
Controlling Migration Fund and will be scaled up to wards languages, for s been falling steadily the district. benefit more people and partner organisations if we experienced the example participating since the 1970s due are successful in the new round funding. If largest population 10,000 hard to the declining birth- More people successful, we will provide and scale up a range of increases, the copies No of people rate and a greater feel they activities and training to help new communities settle population was attending number of people understand into the district. Sessions involve; dispersed more Web resource the courses moving to other parts how to access 1) Citizenship/rights and responsibilities workshops widely throughout No of videos of the UK than came services and 2) Community workshops on the District than produced to live here. contribute. Parenting previous (including Legislative changes to Law immigrants. translations, enable the free flow of More NINO Education using people within the registrations, Health systems community European Union led to Safeguarding voices, an increase in the Understanding Bradford courses including training) District’s Eastern basic English European population relevant visits from 2,000 in 2001 to 10,100 by 2011. social action projects
Page 38 Page crèche Labour Force Survey room venue hire Data for 2017 shows interpreter/translations that 58% of people We will coordinate this work across the district and came to the UK as a measure the impact. We will be extending this work spouse/partner or to include work with Landlords. We are aware that child of a UK citizen. some possible work may be developed in Bradford 22% came for through Building Stronger Britain Together. We employment. would need to make sure this project works closely with any other funded work. There were 3821 National Insurance No registrations in the year to March 2018. 57% of NINo registrations in Bradford were from the EU compared to 71% for the UK. There have been a total of 31,925 NINo registrations from CEE countries since 2002. Of these, 42% were from Poland, 12
23% from Slovakia, 10% from Latvia and, 9% from Romania and 7% from the Czech Republic. Bradford has more registrations from South Asia compared to the UK as a whole. 3. VFM- System, Behaviour and Perception Change- There are wide Engage A number of No of The levels of child People feel a Create clear Social Coin variations across and recruit organisations organisation poverty in Bradford greater sense pathways Providing a sense of place and 'giving people the district with residents agree to s registered are unacceptably of belonging to and referral permission' to engage with one another has become 27% of the to support promote to promote high, with almost the district, a routes to a key learning point from our engagement activity. District’s design app/and sign to users 40,000 (31.8%) of the better enable This also includes navigation of the district. Those population living up residents district’s children and understand the people to who are new to the city or have lived here for a in areas classed Initiate No of young people living in diversity easily significant amount of time expressed in our in the 10% most design Test app/ downloads relative poverty as (people and navigate engagement work how they lacked confidence to deprived areas in process for paper copy is defined by place) services and venture further than their neighbourhood. This was England and 6% product developed for No of paper Government. People have Page 39 Page the District particularly prevalent among working class. Lack of of the population testing copies an opportunity positive exposure and new experiences can limit the living in areas Set up distributed The value of tourism to mix and capacity of people to accept others and be open to classed in the process Testing beta to the district’s learn more engaging with those who are different from 10% least agreed phase is Over 1,000 economy stands at about different themselves. Reasons included; deprived areas in successful people more than £500 cultures. Poor English England. engage in million a year, with an New to the city Implementatio celebration estimated 8.6 million Perceptions of Not knowing what was available People on low n phase events for day trips within the different Not sure where to start income/ or commences those who district. The impact of communities bordering on complete this is more than are improved We will encourage people to travel and experience poverty are less Live demos 13,500 jobs supported for people life across Bradford district. It will work closely with likely to travel are by the tourism and participating. Bradford's department of Leisure and Tourism. We outside of their showcased in retail sector. will trial the Social Coin. The Social Coin will area, be open to centenary Perceptions rewards user when they ‘complete’ a challenge. The new experiences square and at A report called about the ‘Coin’ is currently in Beta stage and is being trailed in and engage with Yorkshire "Children and Parents: District are Hull. This may include vouchers or to subsidise or people they have Gamers Media Use and improved for fund travel and entry fees into events and spaces. never met before. Attitudes Report" people This app will allow people to; published by Ofcom participating. Explore Bradford- this will have a series of on 29 November 2017 challenges which will encourage users to found that, nationally: People have visit places or try a new experiences * Children aged 3-4: more 1% have their own confidence to 13
People Can- promoting volunteering and smartphone and 21% travel outside active participation. have their own tablet. of their Tell us what you think- we will be able to 40% play games, for neighbourhood push out to users a survey that can nearly 6 hours per and engage frequently gauge users responses to the week, 53% go online with 'others'. app as well as any learning for nearly 8 hours per It will have a number of components; week. 0% have a Attitudinal 1) Our Project Support Officer will coordinate social media profile change and applications and involve partners such as VCS and greater Faith in the initial set up to increase downloads or * Aged 12-15: 83% tolerance of ‘sign up’s. Our communications and marketing will have their own communities provide a robust campaign across the city. smartphone and 55% across have their own tablet. Bradford 2) Engage and interact with users. 77% play games for district. around 12 hours per 3) A celebration event will take place where people week, 99% go online who have completed the activities of their choice are for nearly 21 hours given an acknowledgement of their participation by a per week, 74% have a Page 40 Page civic leader. Entertainment will be provided by social media profile. different community groups from across the district. The project will have good links with Believing in Bradford.
PRIORITY AREA 2: EDUCATION PILLAR: GETTING ALONG More people will have a greater understanding of other people’s views and cultures across Bradford District.
TARGET MILESTONES (specific, measurable, EVIDENCE BASE Outcome
AREAS inc and link back to how it will contribute inc gaps / Measures stakeholder towards achieving the longer term rationale considerations outcomes Why this has been 2018/19 2019/20 2020/21 identified as a Set up Initial output Output priority objective – measures / measures inc measures what’s the OBJECTIVES ways of early wins hypothesis they’re working etc testing? 4. VFM- System change- Sixth Form College The Wards in Launch two Establish No of In ‘Understanding Improved Influence We will use this as opportunity to learn from a new Bradford where new sixth form learning and students School Segregation social mixing 14
schools to sixth form college in the city ward to encourage the proportion of colleges distance aged 16-18 in England 2011- between test new social mixing of young people living in different part BAME pupils is travelled years will 2016 the study set young people approaches of Bradford. With several local school-based sixth over 90% are Baseline data through attend each out to assess to their forms closing or proposed to close, Bradford this generally Bradford on attitudes surveys college. whether schools are Better and School year has a shortage of Post 16 places. New College Moor, segregated by socio- long term Admissions Bradford will be a 16-19 sixth form college in Manningham, City No of economic status and relationships Policy Bradford, delivering a curriculum with over 30 A- and Toller. The students ethnicity. The study are formed Levels, a selection of Level 3 BTECs and a Wards where the baselined found that in 58% of with people Technical Baccalaureate in engineering and proportion of on attitudes primary schools and different to manufacturing technologies. When at its maximum, White British 79% of secondary themselves it is planned that it will contain 500 students. New pupils is over 90% schools in Bradford College Bradford is scheduled to open in September are generally were classed as Better 2019.Our proposed provision will also go some way Wharf dale, Worth ethnically understanding to meeting this need. We will be using this as a new Valley and Ilkley. segregated schools; of other approach to learn from. As the Stronger this was a decrease people Communities Partnership we will be monitoring from 2011 where progress. 63% of primary and Reduced Systems Change- Schools Admissions Policy Utilise existing Agree the new No of 89% of secondary tensions and Following on from this work, we will take learning secondary/pri admissions school’s schools were rivalry against Page 41 Page and evidence to influence schools to work together mary head policy to test test and segregated. The young people to test and trial a new School Admissions Policy. cluster trial new study compares living in meetings to Baseline data admissions schools’ intake in different parts The school admissions system is one of the most agree approach terms of ethnicity of Bradford. contentious areas of education policy, and collection of Baseline again with those of the 10 secondary school admissions in particular have data and in six months No of schools nearest to Changed become a highly controversial political issue. evidence of children the them. policy practice Parents naturally want their children to go to the current affects Baseline at the policy has in one or more best possible school, and the process of choosing of existing end of school impacted 58% of primary school and being allocated a place can be extremely admissions year schools and 79% of stressful. Each year this is reflected in media policy. secondary schools in features about the ‘best’ schools, and in stories Bradford were about over-subscribed schools, disappointments, Identify 1 or 2 classed as ethnically appeals and the various strategies employed by secondary segregated schools; parents to get what they want for their children. The schools willing this was a decrease current system is often described as being based on to trial and from 2011. the principle of parental choice. Yet it is a matter of learn from an fact that not all parental choices can be satisfied adapted when popular schools are over-subscribed. Parents school’s have preferences rather than choices. admissions policy The approach will include exploration of how we can actively monitor the effects of current school’s Monitor 15
admissions policy on pupil segregation which would progress of the provide evidence and data. Using this data and two sixth form learning from the colleges, we will work with a small colleges selection of secondary schools (possibly 1-2) to test and trail different methods, these could include; 1) School catchment areas being redrawn to force a more socially mixed education system
2) a review of league tables, selective and semi- selective admissions criteria to make fairer and better mixing of those of affluence and children from poorer backgrounds
3) Review “random allocation”, method which designates places using a ballot rather than proximity once a school is oversubscribed.
4) To explore possibilities of a fair banding system, Page 42 Page schools admit pupils from across the whole ability range; can be combined with the use of parental preferences within each band to create a new system of fair choice. This would equally apply to schools with a religious character, which means that religious faith would no longer take strict precedence over all other factors in allocating places to these schools. This would be compatible with schools maintaining their own distinct ethos, religious or otherwise.
We will take the evaluation of this work to propose and encourage other schools to adopt a similar model. 5. Behaviour and Perception Change- Schools Primary offer will Create Deliver linking 134 classes In ‘Understanding Schools Increase linking be delivered mobilisation schools to across School Segregation linking are a social We will work all primary schools and a selection of across the District. plan for the primary Year 3, 4 in England 2011- proven way to contact secondary schools in Bradford District. Currently Particularly first year of schools. and 5 2016 the study set help build between this provision is paid by schools but will be offered focussing on the delivery participate out to assess relationships people of for free to all schools. It will; 58% of schools Develop a whether schools are between different which are most Seek to 'parent linking' 10 segregated by socio- children from background 1) Develop a positive, cohesive ethos by helping segregated. engage 50% scheme in 6 secondary economic status and different s including children, young people and adults to explore (134 classes) schools. schools ethnicity. The study backgrounds, school age identity, celebrate diversity Linking schools of year 3, 4 Pupils. participate found that in 58% of developing 16
children offered at and 5 pupils in primary schools and their skills and providing 2) Champion equality and promote British Values secondary a linking To link 4 1 digital 79% of secondary breaking opportunitie and community through an expansion of current schools will be experience in 'Special linking schools in Bradford down barriers s for open training, resources and programmes in schools invited based on the first year of Schools' and platform were classed as from an early dialogue . where the the 'Maintained developed ethnically age. and to learn 3) Offer Leadership and staff training to all schools. proportion of programme. Schools'. segregated schools; from each BAME pupils is 6 schools this was a decrease other. 4) Develop a digital linking platform that will be over 90% in Discuss and Develop a involved on from 2011 where available to all schools. Bradford Moor, agree 10 digital linking a 'parent 63% of primary and Manningham, City secondary platform that linking' 89% of secondary 5) Develop a 'parent linking' scheme in 6 schools. and Toller and schools. will be initiative schools were where the available to all segregated. The 6) Develop a 'home educated' resource pack that proportion of Leadership schools. All home study compares will be available to all 'home educated' pupils. White British and staff educated schools’ intake in pupils is over 90% training will be Develop a pupil terms of ethnicity 7) To link 4 'Special Schools' and 'Maintained in Wharf dale, offered to all 'home parents with those of the 10 Schools'. Worth Valley and schools. educated' have schools nearest to Ilkley. resource pack access to a them. Agree that will be resource Page 43 Page 138 participation of available to all pack. 58% of primary supplementary a No of 'home schools and 79% of schools from a supplementary educated' 4 'special secondary schools in diverse range of schools. school and Bradford were backgrounds offer Maintained classed as ethnically weekend and after Schools segregated schools; school provision. linked. this was a decrease More than 10,000 from 2011. children attend. 20 supplement 138 supplementary ary schools schools from a participate diverse range of backgrounds offer weekend and after school provision but offer no social mixing of groups. More than 10,000 children attend.
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VFM- Systems, Perception and Behaviour Change- 138 Coordinator is No of 20 places 138 Supplementary This aims to Supplementary Schools Supplementary in post supplementary of worship schools in the district strengthen We will take the learning from the pilot scheme that schools in the schools will be representing Polish, good inter- aims to support places of worship in Bradford and district with more Mobilisation access the QF covered in Ukrainian, Chinese, faith relations, district by conducting an organisational ‘health- than 10,000 plan drafted. this pilot Hindu, Sikh, Kurdish, increase the check’ on areas such as: policy, governance, children attending No of phase, Syrian, Sudanese, awareness of finance, safeguarding, access, and equality. Further in the evening and Initial scoping supplementary starting Somalian, Muslim the different support, training and signposting to institutions in at weekends. of interest. schools who with an and Christian faith order to improve effectiveness and long-term develop action emphasis communities In communities sustainability of places of worship to keep them plans on self- Bradford more than in the UK resilient and safe. This will be provided by Bradford assessmen 10,000 children Council. This service is provided for any place of N of t and attend Increase worship that could benefit from a robust health- supplementary working supplementary understanding check with a focus on harder to reach and more schools have with a schools in the between isolated communities who could use further support a change in consultant evening and at people of with community cohesion. Quality Framework for practice to guide weekends. religious and Supplementary Schools Bradford Council is working each non-religious in partnership with National Resource Centre for No of organisatio beliefs. Page 44 Page Supplementary Schools to recognise, celebrate, supplementary n through record and improve the achievements of schools the health- supplementary schools. Supplementary schools awarded the check and can gain a Quality Framework Award at bronze, standard follow-up. silver or gold levels. These levels cover teaching and learning, governance and community Quality engagement. Schools must complete the Bronze Framework level first to demonstrate that they have essential for management and safeguarding procedures in place. Supplemen There is also a Special Distinction Award for tary schools that are disseminating good practice with Schools - other supplementary schools. 20 Schools per year We are aware that Bradford will be receiving some funding for a coordinator to develop further work in 20 schools this area. Part of this work will include will go supplementary schools accessing schools linking through a opportunities. There will be some linkage to the Linking schools linking work. Network
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PRIORITY AREA 3: SOCIAL MIXING PILLAR: GETTING INVOLVED More people from all backgrounds will feel they understand, respect and connect with each other.
ACTIVITY TARGET MILESTONES (specific, measurable, and EVIDENCE BASE Outcome What will they do? (including system / AREAS inc link back to how it will contribute inc gaps / Measures behavioural changes) stakeholder towards achieving the longer term rationale considerations outcomes Why this has been Based on a 2018/19 2019/20 2020/21 identified as a considered Set up Initial output Output priority objective – segmentation measures / measures inc measures what’s the
OBJECTIVES strategy (e.g. ways of early wins hypothesis they’re geography, working etc testing? demographics) 6. System Change- Residential Segregation The most recent Identify RSL to Change Action plan Bradford has the third Increased Work with We know that segregated communities often data available to work with allocation policy created. highest level of understanding
Page 45 Page RSL on breed intolerance and prejudices. We are aware look at residential and process in residential of the impact of how also that school segregation is largely driven by segregation Review one RSL segregation in segregated housing residential segregation across our District. We comes from the existing RSL England with nearly a communities. provision is feel that this is an area that we do not know 2011 Census. community Agree action third of Council wards allocated. enough about. We know residential segregation New arrivals from cohesion plan on how having BAME Increased exists, but we don’t fully understand the effects on abroad tended to practices best to tackle populations of over understanding attitudes and social mixing. Data also suggests settle in segregation, 50%. of ‘white flight’ within our highly segregated areas there are high Bradford’s city Carry out stereotypes and levels of mixed race families, which make up 2% centre where evidence misconceptions There are variations in Possible of the population in Bradford. This would be housing was review of best across estates the patterns of solutions interesting to explore. We know some of the affordable and practice housing tenure identified reasons for choosing to live in a certain area available. This Carry out survey between different come from a number of causes and motives. pattern of Commission ethnic groups with Some of these include; settlement has researcher to Review best BAME communities Affordable housing continued. Most explore ‘white practice and largely buying. Social housing stock allocation across the new arrivals, flight’ agree to district whether from syndrome implement one One in nine Family and social connections South Asia, the or two actions households in Familiarity of an area EU or through with discussion Bradford includes Therefore, we propose the following approach; asylum routes and decision people of more than 1) Identify and work with an existing RSL to have tended to from partners one ethnic group, review their housing allocation process using settle in the city higher than most choice lettings as a basis of good practice. This centre and its other districts in West 19
has been successfully trailed with BHT (Bradford surrounding Yorkshire. Housing Trust), now Incommunities. We will need wards, or in to evaluate the affect of this on families and in Keighley. Wharf Mixed ethnic group particular social mixing and integration. dale, Ilkley, Worth has nearly doubled in Valley, Craven size since 2001, to 2) Review existing community cohesion and Baildon wards 12,799 in 2011, approaches across RSL estates to reduce have the highest representing 2% of tensions, promoting social mixing and integration proportions White the total population. opportunities. British people. Toller, 30,000 properties 3) We do not understand enough about causes Manningham, rented from and motives of ‘white flight’ and why people to Bradford Moor, Registered Providers choose where they live or why they leave an area City and Little (RPs) of social and propose a research project to explore this Horton wards housing, representing further. have the highest just fewer than 15% of proportions of the total housing 4) Baseline attitudes across a highly residential BAME stock. segregated area with an area which is least communities. Page 46 Page segregated to compare attitudes to social mixing, Housing rose from integration and of others to understand the impact Registered social 467,100 in 2000 to of integration based on where you live. housing landlords 531,200 in 2015. The across the District 64,100 rise over 15 5) Explore best practice around the world on years represents a approaches to tackling residential segregation 14% increase. There through our work with Intercultural Cities. is projected to be an additional 51,800 increase by 2019. 7. VFM- Perception Change- Understanding Faith Develop a A programme of Sustained 46% of people in the More people will Increase different faiths organisations programme of faith walks and engagemen 2011 census listed understand social Our pilot projects on faith have had positive already engaged activity for the iconic places of t of people their religion as other faiths mixing feedback from the community. They have been for example, first year of the worship tour through the Christian. 25% listed better across the well-attended. People have said that they have a Church, Mosque, programme, produced and intervention their religion as District, raised awareness and understanding of other Gurdwara, demonstrating delivered Muslim. This does More people in widening people's religion whilst being able to openly ask Temple and scaling up of Every not consider practice. our district will exposure questions they have felt they hadn't been able to Synagogue. Faith Walks Conversation month respect each and before. and Iconic café launched approximat The ‘Your Views’ other opportuniti Voluntary Places of ely a No of survey suggests that es in 1) We will invest in a series of events that will community Worship Tour people will 50% of respondents in More people will building encourage dialogue between those of different organisations attend faith Bradford think that build friendships friendships faith groups such as conversation cafes. The Set a plan of walks, people in their local with people and cafes will be themed allowing conversations to be Informal groups delivery that area get on well from different networks. more focussed on topics that people really want will include Every year together. backgrounds 20
to know more about. In order to increase number of a No of understanding of professional’s knowledge; conversation people will White British form the There will be a specific tours and conversations will take place so cafes based attend the largest ethnic group at reduction of practitioners and professionals can ensure better on various faith walk in 67.4%. The hate crime engagement with people across the district. themes as Manningha proportion of people relating to follow up m, of Pakistani origin is religion such as 2) We will continue to deliver Faith walks on the the highest in the Hate Crime. first Saturday of every month from Leeds Road Every year country. Nearly 5,000 with the Police. An annual faith walk takes place a No of Czech and Slovak in Manningham. These are open to anybody in people will Roma communities the community, whatever their background or attend the identified, suggest we age. Faith Walks are designed to make Places of Iconic are one of the highest Worship accessible and are open to anyone with Places of populations from this an interest in learning more. Places of worship Worship, group in the UK. include Churches, Mosques, Temples, Gudwaras and Synagogues.
3) Bradford Iconic Places of Worship delivered once a year but would be scaled up for this Page 47 Page project is another example of this work where places of worship welcome people into their spaces. We have a diverse range of places for worship with the oldest Synagogue in Bradford described as the Moorish Gem.
4) We will also progress with a Twinning Project between Mosques and Churches, this is a national project run by the Christian & Muslim Forum. This will work closely with work on improving opportunities for those furthest away in the job market. VFM/ MHCLG additional funding to Scale Up- The latest Data compiled Planning teams No of People feel a Perception Change- Festivals and Events population figures on current review festivals people greater sense of We are currently trying to establish Bradford as a produced by the engagement in and events. attend an belonging to the Festival destination. Bradford and District has a Office for National festivals and Activities are event that district, hugely successful programme of activities and Statistics (ONS) events designed with they would events that are organised by a range of on 22 June 2017 support from not typically Better organisations, including the Council, third sector, show that an Engagement local residents. attend and understanding community sector and private organisations. We estimated 534,300 of local that is of the diversity will involve more residents in the organisation of people live in residents to Festivals and outside of (people and these. Typical examples of these include: Bradford District - involve in the events calendar their place) and have Bradford Festival, Bradford (and Ilkley) Literature an increase of design and drafted for the neighbourh an opportunity 21
Festivals, Women of the World Festival (WOW), 3,100 people delivery of year. ood. to mix and learn Bingley Music Live, Airedale Agricultural Festival, (0.6%) since the festivals and more about Keighley Show, Ilkley Gala, theatre etc. This previous year. events. Festivals and No of different gives people a sense of pride of place and a Data capture events volunteers cultures. sense of belonging n the district. The Wards in on attendees promoted. supporting Bradford where agreed those less Perceptions of 1) Using volunteers we will 'buddy' people the proportion of Get Together confident to different together who would not normally attend these BAME pupils is funding is open engage in communities events to provide new opportunities for social over 90% are the life of are improved mixing (The Key to Bradford and Believing in generally Bradford Great Together the District for people Bradford/Catalyst). Moor, applications participating. Manningham, City received No of new 2) Where gaps exist we will invest in events and and Toller. The programmin People have programming to extend the 'offer' that is available, Wards where the Great together g (and more making sure that this is better tailored to suit the proportion of applications are events) take confidence to demographics of the wider district. White British approved place that travel outside of pupils is over 90% allow their 3) Alongside these events we will continue our are generally Great together people to neighbourhood Page 48 Page work for much more scaled up version of our Wharf dale, Worth events take celebrate and engage Great Get Together. The Big Lunch is the UK's Valley and Ilkley. place and share with 'others'. annual get together for neighbours. Every year in their culture June since the idea began in 2009; millions of Faith Festivals and with 'others' The Great Get people stop what they're doing and get together organisations events Together with neighbours in a nationwide act of community already engaged delivered. No of provides an and friendship. This initiative has been supported for example, community opportunity for by the safer and Stronger partnership Board and Church, Mosque, Impact and groups people to learn fits in with the 'People Can' brand. A Big Lunch or Gurdwara, evaluation report supported about cultures Get Together can be anything from a small Temple and provided. each year and foods from gathering in a garden, park or driveway, to a Synagogue. targeting a their neighbours larger party with trestle tables down the middle of No of through the well your street. The official Big Lunch date in June Voluntary people. know medium isn’t practical for every community so you can run community of food bringing one at any time you fancy. People from all over organisations people together. the district are invited to come together with friends, neighbours and others they don’t yet know to get involved and take part in street parties, picnics, barbeques and bake-off competitions. An annual programme with grants of £200 to enable people to get involved and bring their neighbours together over what can be humble lunches to something very grand. Good examples include more than 400 people gathered 22
in Lund Park for Keighley latest Great Get Together on Saturday July 8th 2017. The park hosted people from different backgrounds cultures and ages all enjoying the sunshine and taking part in archery, cycling, running , games whilst listening to the sound of reggae. A host of organisations were involved in the planning and delivery including Lund Park Community Group, Community Action Bradford and District, Bradford Council, Church of the Nazarene, Keighley Children’s Centres, Roshni Ghar, and Bangladeshi Community Association. VFM- Perception and Behaviour Change- People The latest Recruit a Gather intel on 10,000 Over 100,000 people Community of Can population figures People Can volunteering people are volunteer in Bradford people finding “People Can” is an open invitation to our produced by the coordinator data including engaged District on an new ways to communities, neighbourhoods, villages, towns, Office for National which will take demographics. across the individual basis or in work together, individuals and organisations that make up the Statistics (ONS) on a more district. groups. They support district to work together to do things differently, on 22 June 2017 strategic role Produce around 1,500 Shared discover how we can all make a difference to our show that an to widen activities for the 100 VCS community approach to Page 49 Page lives and the places we live in. It is an ambitious estimated 534,300 impact of the year organisation organisations in the solving initiative that is established as a broader district people live in People Can s engage in district and contribute problems and wide approach that succeeds through Bradford District - initiative Capture data People Can to their meeting needs collaborating with the Voluntary and Community an increase of neighbourhoods in Sector (VCS), the business community and 3,100 people Coordinate 1000 diverse ways. In 2017 Increased citizens and not through the Council’s work alone. (0.6%) since the activities for volunteers People Can posts had neighbourliness People Can is recognised with in the Council that previous year. the year participate reached 122,000 - carrying out it cuts across all the Council Plan outcomes, it a across the residents in the district small, informal, district wide approach that is gaining a wider District through Facebook every day acts recognition that the approach and ethos can have of support and great transformational potential in shifting the kindness for public sectors’ relationship with citizens to a one others where communities and others work to support each other. Increased Community 1) A timetable of activities is produced for the year action – with various council depts. and with partner creating or agencies and residents carry out arrange of being part of a themed activities throughout the district. group, activity Examples of groups of volunteers getting together or event with include the following, Street Angels, Friends of others to start the Deceased - litter picks and maintaining tackling local vegetation at Schlemoor cemetery, 'Friends of' issues and 23
groups e.g. Bowling Park and Community Litter needs Picks. Increased 2) Community Stars Awards- Community Stars Volunteering was launched as part of a Year of Active Citizens in 2011 and since then the Council, voluntary Increased use sector and the Telegraph and Argus have worked of existing closely together to have an annual Community resources Stars campaign that celebrates what people do within their communities and the People Can Make a Difference campaign will build on this work. 8. Behaviour and Perception Change- Real People The Wards in Agree Project 40 sets of Small The most recent data Numbers of Provide Honest Talk Bradford where Support group Big available to look at people who safe 1) Small Conversations: We will establish 40 sets the proportion of Officer to conversations conversatio residential have had a spaces of conversations across BMDC area with 15 in BAME pupils is deliver focussed on n gathering segregation comes positive where each group reaching 600 people. 60% of over 90% are addressing local with city from the 2011 experience of difficult participants will be women and we will avoid generally Bradford Identify needs and wide Census. From the dialogue across Page 50 Page conversatio community gatekeepers. Discussion will focus on Moor, organisations raising difficult participation 19th century onwards, difference. ns can be local issues and each group will develop an Manningham, City as hubs issues. including new arrivals from held, and action plan for their neighbourhood. We will work and Toller. The members of abroad tended to Numbers of conflicts within local communities to identify potential Wards where the Recruit 40 sets of action small settle in Bradford’s people who can be participants and encourage them to sign-up, as proportion of conversational plans for local conversatio city centre where have had a resolved. well as organising the events themselves. We will White British leaders mobilisation to n groups, housing was conversation identify local organisations who can act as hubs pupils is over 90% foster integration policy affordable and with a for each conversation. Real People Honest Talk are generally Agree RPHT and community makers, available. This pattern neighbour they experienced community conversation leaders will Wharf dale, Worth continuation capacity representati of settlement has did not know facilitate the conversations using dialogical Valley and Ilkley. support post building. ves from continued. Most new from a different approach, and over the course of the programme this pre- LA, CCG’s, arrivals, whether from faith or ideas will captured and shared. Following on from Focus of the preparation 12 community police etc. South Asia, the EU or ethnicity. the Small Conversations, communities will be programme will be work events aimed at through asylum routes supported in turning their ideas into actions. on Local planning raising the Research have tended to settle Numbers of Following on from the Small Conversations, intergenerational stage drawing profile of the report in the city centre and people having communities will be supported in turning their relationships and together key work and identifying its surrounding wards, had an honest ideas into actions through RPHT Near trust building. stakeholders. ensuring wider key learning or in Keighley. Wharf and open Neighbours grants. coverage. from the dale, Ilkley, Worth conversation. The key attribute Recruitment of programme. Valley, Craven and 2) Big Conversation: We will organise a city-wide of the programme staff and 12 meetings of Monitoring Baildon wards have For participants: celebration event with up to 600 participants. This is that it brings particularly reference group and the highest Attitude change will include representatives from LA, Police, together people local to identify good evaluation proportions White leading to CCG’s and other public bodies as well as local from different animators practice and report. British people. Toller, positive attitude people who have taken part in the small groups. faiths and learning from Manningham, about living in 24
This will provide potential for development of a ethnicities. Recruitment of the process. Bradford Moor, City my longer-term programme of RPHT events aimed at local partner and Little Horton neighbourhood. providing safe spaces through time. Previous Specific targeting organisations Development of wards have the events have provided an opportunity to showcase will take place to about to host a community of highest proportions of Attitude change other local work. ensure that each conversation practice to BAME communities. leading to conversation groups promote the feeling safe in 3) Communications: We will implement a groups is made up programme The ‘Your Views’ my communications strategy to engage local of different voices. Evaluation and more widely survey of the West neighbourhood communities and local decision-makers with the monitoring including Yorkshire Police and Real People, Honest Talk programme. This will process academics, Crime Commissioner Attitude change include developing digital media platforms as well established. practitioners and suggests that 50% of so that I feel I as, press and TV coverage to share ideas, policy makers (3 survey respondents in can influence support ‘myth-busting’, celebrate successes and Establish meetings during Bradford think that decision that publicise project ideas. We will also build links reference the year) people in their local affect my between each of the small conversations so as to group of area get on well neighbourhood. provide for an on-going wider conversation. animators, NN together, compared to staff and key 55% for West Attitude change 4) Research and Evaluation: We will collect data stakeholders Yorkshire (the survey so that I have a about changed attitudes and use the opportunity to learn and has only been running more positive Page 51 Page presented by the conversations to build a picture monitor. since July 2017 and is view of of the key issues of integration as they arise in too early to be broken diversity. the lives of local people. We also want to explore down by the idea of integration guardians (local people demographics or Attitude change who take a special interest in integration) and neighbourhood). so that I can who have a system wide brief across various say I trust my aspects of a neighbourhood. neighbours
Capacity to talk more honestly and openly about difficult issues with my neighbours from different ethnic and religious backgrounds. System, Behaviour and Perception Change- Concentrating on Community Delivery of 1 social Desire to/ or history of Participants feel Street Life Keighley West engageme nt community action an asset-based that their As an exemplar model, we will aim to engage and – (BD22) Bracken carried out in development group per approach to contribution to recruit grassroots organisations, faith groups and Bank which is wards and and resilience area in community their community community activists. We will work across three ranked between people training Keighley, development is valued wards Keighley, Little Horton and Eccleshill to set the lowest 10-20% registered to Little Horton 25
up a social action group in each target area with LSOA across participate in Groups and Anti-social behaviour Participants the specific aim of developing safe shared main domains. the constituted if Eccleshill. identified as issue on state they feel communal spaces (indoors/ outdoors). We will be Ward Profile programme wanted 10-12 (30- ward plans their culture is using a range of action learning and appreciative 2017: 92% white 36 respected and enquiry techniques. We will support communities British, 4.5% Spaces altogether) Higher levels of NEET that difference to set up their group – including constituting the Muslim, 22% of identified community in the target wards – is respected group to enable them to self-sustain population under across the residents to could impact on levels 16/ 61% are District deliver and of crime/ integration People will Through our work we have become aware of the between 16-64/ lead gaining begin to feel lack of shared space where social exchange & 17% over 64. volunteering High levels of more debate can take place; instead shared spaces Little Horton– experience movement of ethnic independent that remain act as mediators of social exclusion. (BD5) West groups leaving and will have Struggles over limited resources can result in Bowling area 30-36 monoethnic created better hostility & further division between indigenous ranked lowest 10- residents communities connections white/ BAME and new communities. Community 30% across all attend (Keighley West/ Little with those who shared spaces are becoming scarcer; many of LSOA domains. training Horton) live in the area. those that remain come from single ethnic groups Ward Profile and tend to be purposed to accommodate very 2017:, 48.5% 30-50 People will be Page 52 Page narrow sections of our communities. We are Pakistani, 28.8% people able to identify seeing less integration, cooperation & shared White British, Mix participating with spaces that leisure time. Further, the attributes of integration, of other ethnicities in the social they feel are membership, influence, fulfilment of needs & 33.2% of the action welcoming and shared emotional connections, necessary to a population is aged project for 'everyone'. sustainable community, are disappearing. under 16 and either Resident feedback supports our findings and 60.2% is aged through heightens our concerns around present state of between 16 and consultation shared communal spaces. Support asset transfer 64/ approx. 7% or to create a safe space (where this was over 64. involvement appropriate/ desired) in delivery. Provide Community Development Training to Eccleshill – help participants understand the dynamics of (BD10) Increase of communities Ravenscliffe area spaces Equip and empower residents to lead social ranked lowest 10- being action 30% across most utilised by We will work with each group to develop LSOA domains. mixture of shared spaces where local people can: Ward Profile 2017 groups. Engage in new debates around integration 87.2% White Develop new understanding of community British, 7% and neighbourliness – including social Muslim, 26% of networks to reduce isolation/ loneliness the population is Build relationship with others of difference aged under 16 and 60.8% is 26
Challenge disruptive community influences aged between 16 Host cross cultural community celebration and 64.13.4% over 64. VFM- Behaviour and Perception Change- Consideration will Application is Recruitment of 32 Raising aspiration and 16-26 year olds Believing in Bradford/ Catalyst be given to areas approved by 120 young residentials building potential learn to trust Using the models of 'Believing in Bradford and such as Reaching people where future leaders and respect and Catalyst we will support 600 young people engagement of Communities people from amongst the districts form friendships (between the age of 16 -26) through a four day South Asian Women are pre- different young people has with people residential to improve their knowledge of the women on Mobilisation engaged background come out of the from different district and ‘the other’, develop confidence and residential through plan is drafted s mix and consultation as a backgrounds to commitment to act as positive role models, to pre-engagement and agreed 6 residential will develop leading priority. themselves commit to engage in a tailored programme of and direct work run in the first leadership 194,200 (36.3%) of activity over the next 12 months. The programme with parents etc. year skills the District's Behaviour will emphasise the importance of religious and and some ‘women population is aged change, attitude ethnic diversity in our city and encourages its only’ sessions. 600 people under 26. and opinion young people to be understanding and supportive (age 16 - 73,900 (13.8%) of the district to people of all backgrounds. 600 Young people 26) from District's population is The programme will run over five years with 32 across Bradford across the aged between 16 and individual’s residential (max 20 people on each). district 26. 51% male and Page 53 Page It will cover; participate 49% female. in Wharfedale ward has 1) Develop the confidence and commitment to act leadership the lowest percentage as agents of positive change developmen of this age group t (8.9%) followed by 2) Develop a positive identity for living in a multi- programme. Ilkley (9.3%) and faith, multi-ethnic Bradford 600 positive Baildon (9.5%). At the role models other end of the scale: 3) Develop creative leaders to act as role models 600 active City has the highest in local communities citizens percentage (30.7%) engaged in followed by 4) Develop the skills and experience to play their a 12- month Manningham (18.2%) part in building a strong civil society and enhance programme and Toller (17.3%). their employability. of social The 2011 Census action that provides data by Consideration will be given to areas such as changes ethnic origin and engagement of South Asian women on residential behaviour, broad age groups. through pre-engagement and direct work with attitude and 57.9% of the 16-29 parents etc. and some ‘women only’ sessions. opinion age group is White, This project will be a ‘Big Lottery’ application and across 26.3% is of Pakistani ‘cost neutral to the ‘Integration Programme’ district. origin, 3.5% is of Project lead would be ‘Well Springs’. Mixed origin and 3% is of Indian origin. 27
Raising aspiration and building potential future leaders amongst the districts young people has come out of the consultation as a leading priority. Behaviour and Perception Change- Young More than one Mobilisation 2 residential will Engaging More than one quarter Breaking down People Building Bridges quarter (29%) is plan is written be delivered with (29%) is aged under barriers Deliver a targeted programme of cultural aged under 20. 1000 young 20 and nearly seven between awareness sessions for young people enabling Recruitment of 50 young people people in ten people are aged communities them to build bridges across boundaries and 48% of 0-14 year young people engaged aged from under 50. Younger areas they wouldn’t normally go or interact with. olds are BAME. 13-16 and age groups are more 1000 active This has been particularly highlighted as an idea Mobilisation Social action 18 - 25 ethnically diverse. volunteers from our community engagement activities, plan agreed. project is Only 10% of the describing this as ‘Welcome to the Hood’. This delivered 2 population over 65 Decreasing would be vehicle to engineer some of those residentials years old are BAME, tension and Page 54 Page community dialogues and address residential Youth per in contrast to 48% of hate crime. segregation. The programme will include; ambassadors constituenc 0-14 year olds. utilised from the y for 50 Building 1) working with specifically with young people Opportunity young Community aged 13-25 living within two awards in Bradford area. people resilience.
2) Residential trips to develop leadership skills, Reflections by 25 Building team building opportunities and to provide safe young people Challenge confidence and space for open dialogue and conflict resolution are written Days - 5 per integration constituenc 3) Young people engage in a social action project y. Social which may range from older people, homeless or Action with those with disabilities Projects in the area 4) The programme will be enhanced with a cultural element, from appreciation and exposure Activity of arts to religious/cultural places of significance Days - and importance. leadership skills and 5) Connection to the Opportunity Area and use of team Youth Ambassadors building.
The young people will write about their Visits to experiences and share them with other people. faith and 28
cultural places across the region with other authorities. 9. System Change- Roma JCP/DWP Establish Clear purpose Three There are 8,415 Voice and Improve We will develop a strategy and delivery plan that Other working group and actions are thematic people on the influence coordinatio crosses the four large public sector institutions programmes i.e. led by the agreed. meetings electoral register in provided to n between (Council, Health, Police, Fire & Rescue CLLD Stronger each year, Bradford from Central communities of partners Service).Bringing in specialist external support to Employability Communities discussing and Eastern interest, giving and work alongside VCS groups that support Roma partners team priorities European (CEE) them services so communities. A strategy will be developed that Partners i.e. determined communities (2% of confidence to people reflects the local priorities and need. Where Health, Police, by the total registrations). become more have a fair necessary VCS workers will have 'back fill' Housing, 'communitie 50% of CEE involved in the chance. provided to enable a thorough and robust Education public s of registrations are from political and engagement process with the Roma community. sector interest'. the Polish community. community life We will invest where needed training and travel to LGBT Other CEE of the district. support the tailoring of services to meet the needs Women 7 communities on the Page 55 Page of Roma community better. We will engage with New migrants 'communitie electoral register are: Tailored and providers such as Bradford College to develop Refugees and s of interest' Slovakian (1,266, aligned support language courses in more European Languages. asylum seekers actively 15%), Latvian (994, provided by Individual delivery plans will be produced for Roma community engaged in 12%), Romanian agencies to Council, Health, Police and Fire & Rescue discussions (597, 7%), Lithuanian meet the needs Service, monitored through the Stronger pertinent to (505, 6%), Czech of communities Communities Partnership and the Health and their (396, 5%), Hungarian of interest. Wellbeing Board. This project will create tailored community. (212, 3%), Bulgarian and more localised projects targeting this (112, 1%), Estonian community. Action (62, 1%), Croatian Plans (20, 0%) and produced Slovenian (9, 0%). that reflects The wards with the the needs highest number of of people from CEE 'communitie communities on the s of interest' electoral register are Project City, Tong, Little support Horton and Bowling worker and Barkerend. allocated.
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PRIORITY AREA 4: PERCEPTIONS OF THE OTHER PILLAR: FEELING SAFE More people will say they feel satisfied with their neighbourhood and feel safer across our District.
ACTIVITY TARGET MILESTONES (specific, measurable, and link EVIDENCE Outcome What will they do? (including system / AREAS inc back to how it will contribute towards achieving BASE inc Measures behavioural changes) stakeholder the longer term outcomes gaps /
considerations 2018/19 2019/20 2020/21 rationale Based on a Set up Initial output Output measures Why this has considered measures / measures inc been segmentation ways of early wins identified as strategy (e.g. working etc a priority geography, objective – OBJECTIVES demographics) what’s the hypothesis
Page 56 Page they’re testing? 10. Perception and Behaviour Change- Nuisance City ward has the Design brief Design potential Deliver project. Whilst the Increase % Reduce and Dangerous Driving highest number written intervention. number of confidence - negative The Integrated Communities Programme of road related Deliver 50 joint nuisance Your Views views and commissioned a District wide consultation to offence incidents Researcher PSPO obtained educational inputs car/van Survey. stereotypes talk to local residents about what mattered to and there are commissioned in primary and incidents has that some of them in relation to the seven key areas the particular Road safety secondary schools. remained Increase the Districts Partnership Board shortlisted for discussion. ‘hotspots’ around Road safety delivered in stable the number of residents We talked to a very large sample of 630 people Great Horton education schools Targeted early number of reported hold about in Bradford, Shipley and Keighley. The issues Road, rolled out to intervention work police incidents of people who that were raised of particular concern were Manchester schools Obtain further with young people recorded road ASB/Nuisance are different nuisance and dangerous driving by young Road, Ingleby funding for the identified at risk. related offence driving. from people and littering. We would like to explore a Road, Nelson Engage with continuation of incidents has themselves. piece of research which may or may not Street and Families First work Deliver 75 school increased by As confidence highlight any integration links between these Thornton Road. parking multi days 23% when increases this two factors. Work in Utilise Youth of action. comparing the will have an Majority of partnership to Ambassadors year to 31 impact on the This adds tensions and stereotyping between nuisance and obtain a from Opportunity Undertake 75 March 2018 number of different communities resulting in people being dangerous District wide area programme Operation Steerside with the incidents divisive. driving have been PSPO for multi days of action. previous year. reported. young people – anti-social use NOT FUNDED THROUGH MHCLG sometimes of motor The ‘Your Increase the 2) We will broaden the scope of Operation resulting in vehicles. Views’ number of 30
Steerside to be a multi-agency response to pursue and perception prosecutions. tackle not only road safety but also concerns death. Promote survey was regarding anti-social driving and the general Operation launched by Obtain a perception of driving in the District. Steerside the Office of District Public a) To work with partners from the Local through media the Police and Space councils, WYFRS and YAS to provide a rolling and social Crime Protection programme of road safety education resources media Commissioner. Order (PSPO) available for all school ages. To work with Respondents for schools and educational establishments to were asked ASB/Nuisance undertake multi agency parking and speeding what key driving initiatives across the District utilising pupils to community promote education, rather than punishment for safety issue Reduce incidents and parking issues. Ensure a problem concerned number of KSI solving approach is taken to repeat offenses. them the most collisions. Demand locations identified as having in their local persistent issues with anti-social driving, area and 18% whether public or private to look to design out of respondents the issues. in Bradford b) We will identify young people involved in said bad Page 57 Page anti-social use of motor vehicles as a full family driving approach utilising Families First scheme to (speeding). ensure behaviours are addressed and effective interventions. Commitment to work with Third Sector Organisations and Youth Services to target and provide positive role models for youths identified as vulnerable for anti-social use of vehicles. c) Work in partnership to obtain a District wide PSPO for anti-social use of motor vehicles. This will show commitment of the District to tackle the issue and provide a combined partnership enforcement power. Identify opportunities to come and talk to the public about the operation to offer advice, raise awareness and provide materials. d) Promote the Operation through regular Media releases providing clear up dates on activity undertaken to raise awareness of partnership commitment to reduce effect. e) Identify resourcing requirements and where required submit funding applications to support our activity. 31
Steerside Strategic Management Group will develop a clear delivery plan with relevant and tangible actions for each partner, which collectively seek to address the issues, priorities and concerns across the District. Members will be in a position of influence and have decision making responsibilities concerning resources and budgets. Together they will look to pool resources, commit finance, and identify opportunities and work together to remove the perceptions of antisocial vehicle use across the District.
11. Perception and Behaviour Change- Hate Crime Following on Produce Deliver training to Work with schools Overall, Raising Equip people We will use this programme to test a number of consultations and promotional staff/organisations and the wider reported Hate awareness of with the interventions outlined in the Hate Crime data -groups material community such as Crimes in hate crime Page 58 Page skills to Strategy. It will kick-start a programme of work, most Disseminate VCS, Faith 2017 stood at and hate resolve providing data and evidence on what works so marginalised and Establish material and Organisations and 1,579 incidents conflict the interventions we trial can be built on later likely to be Evolve as a publicise widely clubs to offer a compared to through other sources of funding. victimised/ way to programme of 1,238 reported We aim to targeted. For monitor Test and learn speakers (People in 2016, this reduce the Whilst developing the Hate Crime Strategy we example workforce from restorative Library) and being an number of carried out a number of consultations with migrants, LGBT training. justice in practice resources to increase of hate crime people from the protected characteristic groups. and Muslims. / evaluate and educate against 28%. incidents on Each group was given the opportunity to Identify share learning hate crime in all its 76% of hate public explore the hate crime strategy and objectives groups and protected crimes in transport, the from previous years and asked to comment on organisations characteristics. Bradford in night-time what they would like to see in the 2017-20 requiring 2018 were economy strategy. Many of the objectives were shared support and Offered to all racially and the between groups with some very clear overlap training. organisations, motivated. internet. and others were specific to that protected groups and clubs 58.7% of characteristic group. The following have been Design across the district. victims of hate Increasing the highlighted as key areas of work; restorative 40 sessions per incidents in reporting of justice system year with groups of 2017 were hate crime 1) Research the extent of Hate Crime in our 15. To include a Male and the District especially those that go unreported. hate crime age group with Reform those conference for the highest who may be 2) Redesigning the equality and diversity teachers, proportion of likely to offend training to include cultural intelligence, further professionals and victims was again. awareness of our own subconscious biases workers. the 30-39 32
and offering specific training on key subject groups with areas such as lslamophobia and transphobia, Promotion of hate 25% of refugees and asylums etc. The training will be crime strategy - victims. offered to the entire workforce including production of Unfortunately employers, businesses, GP’s and so on. videos, vlogs, social ethnicity data media campaigns, was missing 3) Promotion of hate crime strategy - production to include positive for a large of videos, vlogs, social media campaigns, to voices which will proportion of include positive voices which will develop develop volunteers victims (45%), volunteers and organisations to promote good and organisations therefore stories to counter and challenge harmful to promote good analysis by narratives. stories to counter ethnicity isn’t and challenge reliable. 67% 4) Develop initiatives such as restorative justice harmful narratives. of suspects of which allows perpetrators to face victims in a hate incidents safe environment to learn the impact their in 2017 were actions have on others. Male. The age group with the In particular where possible we see highest Page 59 Page opportunities to connect individuals to other proportion of projects within our programme such as Real suspects was People, Honest Talk. the Under 16 age group with 28%. Research has shown that hate crimes cause victims greater distress than similar crimes without the same motivation. 12. Behaviour and Perception Change- Pride in 50% of all streets Design brief Design potential Deliver project. High number Cleaner Facilitate Place failing on litter in written intervention. of streets street. activities Litter came up repeatedly as a major area of Bradford over On site recycling 80% recycling rate failing to More people through the concern across our engagement activities. seven years have Researcher compared to 10% in achieve an take personal Safer People expressed how much litter impacted on come from the commissioned Running of a bulk some acceptable responsibility. Communities their own perceptions of where they live same 6 wards: refuse service neighbourhoods standard in Partnership including what they thought about their Bradford Moor, Identify 3 currently. terms of litter Residents and neighbourhood and the District. Whilst we Manningham, areas and 500 More landlords acc ording to businesses 33
appreciate that the long-term benefits of Little Horton, properties with waste in Reduction in the No NI195 educated to interventions against litter might not be Toller, Bowling gardens are dealt of contaminated assessments. dispose of immediate, we believe it may demonstrate a and Barkerend Training with action bins (would survey their litter and sense of pride in place. We propose to; and City. delivered for at the beginning High incidence waste a) Evaluate and carry out research on council Recruitment of and end of the of fly tipping as properly. perceptions of area pertaining to litter Regular reports wardens on street champions pilot). recorded on fly and people’s sense of personal through various recycling capture. Cleaner responsibility. We will use to compare engagement Civic pride event 50% reduction in streets and against wards or areas which are events and ward Pilot of new delivered service Complaints tidier gardens clean and tidy to see whether there is councillors of systems for requests/complaints about rubbish any correlation between perceptions of complaints and Council about rubbish in in gardens Residents get place to receptiveness to integration. tension in Wardens gardens. reported to the along better Litter came up repeatedly as a major area of neighbourhoods, contact centre. concern across our engagement activities. due to feelings 20% reduction in People expressed how much litter impacted on from some the number of their own perceptions of where they live residents that streets failing to including what they thought about their more recently- reach and neighbourhood and the District. Whilst we arrived residents acceptable level on Page 60 Page appreciate that the long term benefits of are creating litter. interventions against litter might not be issues in the immediate we believe it may demonstrate a neighbourhood 30% reduction in sense of pride in place. We propose to; as they are not reports of fly a) Evaluate and carry out research on taking tipping. perceptions of area pertaining to litter and responsibility for people’s sense of personal responsibility. We their waste. 90% of green and will use to compare against wards or areas grey bins will be which are clean and tidy to see whether there is numbered and at any correlation between perceptions of place to the correct receptiveness to integration. properties . NOT FUNDED THROUGH MHCLG At least 5 street b) Target 6 wards with up to 500 properties in 3 champions will be different constituencies to run a pilot which will in place in each of involve trailing different approaches to improve he 6 wards. the appearance of the area. This will involve the following: 1. Co-ordination of work to improve recycling linked to an on site presence (washing out and reuse of contaminated bins, issuing of new recycling bins, numbering of bins) and regular monitoring and events and other community engagement activities, 34
2. Running a mobile bulk refuse service that collects from the area on the same day every week, or as required, to make it easier for residents to responsibly dispose of waste from their gardens (residents would be charged in the same way as for the current service), 3. Training for Council Wardens on recycling, 4. Work with landlords and letting agents including education and the development of information packs and taking enforcement action against the landlords for waste in gardens and lack of green bins, 5. Council Wardens will pilot the use of software that allows them to issue CPWs on site, making it quicker and easier to take low level enforcement action and show residents that we're serious about dealing with the issues, 6. Engagement of street champions linked to Council Wardens and Page 61 Page 7. Civic pride event with awards in each neighbourhood possibly linked to a garden competition.
INTERNAL USE ONLY FOR MHCLG INVESTMENT SUB COMMITTEE / IMPLEMENTATION MANAGEMENT Cost / VFM analysis Strategic Lead in IA Progress Risks / Mitigation Issues
IA to complete - It should include Who is accountable for Measured regularly by MHCLG As needed- identified by IA As needed- identified by IA low cost / no cost interventions- implementation progress in and IA leads; will also be used we may only be able to provide the IA? to inform updates to the LIP, rough forecasts for now MHCLG IA board / ministers Bradford District Council will Assistant Director Interim chair appointed for the See Risk log See issues log administer any funding allocated by Partnership MHCLG on behalf of the Bradford Programme Lead A number of Partnership and ‘Stronger Communities Partnership’. Steering group meetings have The Council undertakes its taken place to develop guiding procurement and commissioning principles, delivery plan and processes in accordance with strategy established internal financial Assistant Director Programme Manager recruited regulations and standing orders for and now in post 35
contracts and in compliance with of Assistant Director Community Engagement carried OJEU legislation, all of which would out in three areas across Bradford be applied, at appropriate financial District; Bradford, Shipley with thresholds to any funding received. Keighley with over 630 people engaged. We use Social Value within our Programme Lead Draft Delivery Plan submitted procurements to leverage additional Programme Lead Delivery Plan and Strategy value from our suppliers to benefit approved by Steering Group the Bradford District. The Social Programme Lead Delivery plan and Strategy Value requests are aimed at being submitted proportionate to the contract size, deliverable by suppliers and that will provide long term social benefit.
As a ‘test and learn’ process it is not possible to ascertain the value for money that can be derived from the interventions contained in the Page 62 Page delivery plan, including whether they can provide a ‘scalable benefit’ at Bradford or elsewhere. If is envisaged that this would be determined as part of the evaluation plan that will be designed with MHCLG and delivered and monitored by IFF consultants.
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STRONGER COMMUNITIES STRATEGY FOR BRADFORD DISTRICT 2018 - 2023
Page 63 CONTENTS
Foreword by Bishop Toby Howarth, Chair of Bradford Stronger Communities Partnership 3
Foreword by Cllr Abdul Jabar, Portfolio Holder, Neighbourhood & Community Safety 4
Our Ambition 5
Our commitment to building stronger communities 6
The Challenge 9
Our Delivery Plan 13
What we still don’t know 22
How we will know it works? 23
Our Partnership and how you can be involved in our work 23
The wording in this publication can be made available in other formats such as large print or Braille. Please telephone 01274 436082.
FURTHER INFORMATION:
If you’d like to receive information about the data we used (Annex A) or our community consultation report (Annex B) which helped us develop this strategy, please email [email protected] Feedback and general enquires are also welcome.
2 A Stronger Communities Strategy for BradfordPage District 64 2018 – 2023 ForewordS
The Rt Revd Dr Toby Howarth, Bishop of Bradford Chair of Bradford Stronger Communities Partnership
While a great deal of work has as well as a process of community engagement led by gone into producing this Stronger The Social Kinetic, to guide our discussions of complex Communities Strategy, it is neither and challenging issues and to develop this ambitious the first nor the last word on this programme of work. Some of it will be funded from within part of our vision for Bradford the national Integration Strategy framework; other aspects District. will draw on other means of support. This Strategy builds on the four “pillars” developed as part We are aware that creating and maintaining stronger of our Delivery Plan (which we refer to as, “Getting On”, communities is properly the responsibility of all of us, not “Getting Along”, “Getting Involved” and “Feeling Safe”). It least in the District, from individuals and community groups also draws on Bradford’s history of incubating innovative at a neighbourhood level to business, statutory and Third models of social engagement. Sector organisations. We are impacted by national and regional policy as well as by economic and political factors, Responding to the Government’s Integrated Communities including national and international and often beyond our Strategy, launched with a Green Paper in March 2018, control. We are also aware that, while it is important to we have produced here a local strategy as one of five measure the success (or otherwise) of our efforts, this is Integration Areas nationally. But this document makes also not an easy task. clear that the work funded within this particular programme is only part of a wider and longer-term vision for Bradford But we have also been clear from the outset, that this is District. a programme that begins with the considerable strengths and assets within our communities, and particularly the Our five year Strategy has been developed through the desire of so many within our District to work together as late spring and summer of 2018 by a wide group of people part of a vibrant society which enables and encourages who make up the Stronger Communities Partnership. people from all sorts of different backgrounds to flourish This Partnership has, particularly through a smaller and contribute. Steering Group, worked with councillors and officers from Bradford Metropolitan District Council and a range of organisations, as well as a team from the Ministry of Housing, Communities and Local Government. We have used data brought together by British Futures and others,
2 A Stronger Communities Strategy for Bradford District 2018 – 2023 2 A Stronger CommunitiesPage 65 Strategy for Bradford District 2018 – 2023 3 Cllr Abdul Jabar, Portfolio Holder, Neighbourhoods & Community Safety
My parents came to Bradford from We also know that integration’s not just about where people Pakistan in the 1960’s, the latest choose to live or who with. Taking part in the economy, in a long line of people who have having a decent home and avoiding poverty are equally settled in this very special place. powerful factors. Equality of opportunity must be at the A place that for over two hundred heart of the debate. years, has greeted people from across the world. People who have made their homes here, working hard, raising Similarly, issues of race, ethnicity, faith, gender, sexual families, making their mark; weaving their presence into orientation and disability must be addressed together, not the fabric of our cultural and economic life to create a separately, because integration does not mean everyone unique and vibrant fusion of proud Yorkshire heritage and being the same, thinking the same or looking the same international influences. rather, it means everyone a having a fair chance, doing their bit and playing by the rules. It means creating the Our diversity is reflected in strong senses of tradition, space, understanding and opportunities for difference to be culture and community that can encompass multiple celebrated and respected. It means rejecting all forms of identities. Sometimes this leads people to pull in different hate and prejudice. It means people pulling together united directions which in turn can generate misunderstanding by shared values, common goals and collective pride. and result in intolerance. On occasion, events have put Bradford at the centre of national debates around The issues are complex with no quick fixes. We must integration. Yet each time we have weathered the storm guard against complacency, stay close to our communities and come back stronger, more resilient and ready to and keep working to make sure those settled here are learn the lessons. Its not been easy; its taken leadership, integrated and those arriving here get the support they patience and dialogue from all quarters. We’ve had to be need. The themes of this strategy are not new to us and prepared to listen to people, bring them together, change link directly to the priority outcomes expressed in the the way we do things and challenge and overcome the District’s strategic plan and many other investments and voices of the extremists. initiatives.
Experience tells us that the overwhelming majority of Our challenges are not unique but our experience, people, whatever their background, share common values expertise and desire to learn means that we are among and aspirations. Respect for the law and for others; the the cities best placed to meet them. So we welcome the principle of free speech; wanting the best for their families, chance to build a body of knowledge that will help to create good education, homes and jobs. Bradford’s focus then is a better future not just for Bradford District, but also Britain. on common humanity and values not judgements about gender, age, race or faith.
4 A Stronger Communities Strategy for BradfordPage District 66 2018 – 2023 OUR AMBITION Our shared ambition, articulated in our District Plan is to make Bradford District a We know that when we feel a great sense of belonging and great place for everyone – a place where all connection within a place, this makes us stronger, happier, our children have a great start in life, where healthier and more prosperous while leaving space for businesses are supported to create good diversity and difference. The priorities and measures identified jobs and workers have the skills to succeed, in this strategy will promote how everyone has an essential part to play in our District, impact directly on our strategic a place where people live longer, and have priorities and help us to achieve our ambitions for Bradford healthier lives and all our neighbourhoods are District. It is through our shared ambition that we believe we good places to live with decent homes for can realise this vision. everyone.
OUR PRIORITIES Our priorities have been developed with an understanding of our data and evidence and by talking to people about what is important to them. We know that having integrated communities is key to living a fulfilling life and to be able to achieve this we need to be holistic and inclusive as well as brave and bold in our approach. We will do this by prioritising four areas in our work:
GETTING ON: GETTING INVOLVED: Equality of opportunity - addressing Generating and connecting people to factors affecting economic participation opportunities to participate in community and poverty including language skills and and civic life and strengthening educational attainment. leadership.
Employment: We aim to build better Social mixing: We aim to bring people economic outcomes and extend opportunity together in a shared purpose to build pride in their through alignment with other strategies designed to get more communities and local areas and develop a common people into employment. This will be a two-prong approach; it identity that can cut across ethnicity, faith and geography. will target activity at our poorest communities, improve English We will continue to provide safe spaces for difficult language skills and literacy and in particular, work with those conversations to take place and for issues of concern to most distant from the labour market including the long-term be raised. We will encourage and support volunteering unemployed, older South Asian women, refugees and people and aim to increase participation. We will work to with disabilities. It will work with employers to improve recruitment strengthen community leadership resources targeting practices, promote diversity in the workforce and create a step those areas where intelligence suggests that participation change in organisational culture. in community and civic life and satisfaction with the neighbourhood are low. We will develop strategies to ensure that key public sector agencies are better equipped to support groups like Roma and Asylum seekers. We will work to improve perceptions so that people from all GETTING ALONG: backgrounds see Bradford District as a good place to live. Promoting greater interaction, dialogue and understanding between people from different backgrounds given the diversity of the population and the extent of residential FEELING SAFE: and educational segregation; ensuring that Tackling crime and the fear of crime so people understand fully their rights and that everyone feels safe. freedoms and their responsibilities. We will Education: We will help to increase social interaction Perceptions of the other: help to increase understanding of between people from different backgrounds from the earliest acceptable behaviour and of rights and age, through Linking Network and by exploring how the responsibilities. We will work to increase ‘Admissions Policy’ impacts on integration. We will translate understanding and awareness of hate crime in all its forms this into adulthood building tolerance, understanding and whether it’s cross-community, interfaith and intergenerational respect. and equip people to manage those conversations. We will also pursue a robust criminal law response to hate in all its forms.
These form the key and overlapping pillars on which Bradford’s Stronger Communities Partnership will focus its work.
4 A Stronger Communities Strategy for Bradford District 2018 – 2023 2 A Stronger CommunitiesPage 67 Strategy for Bradford District 2018 – 2023 5 Our Commitment to Building Stronger Communities
Bradford District is big, diverse and globally connected with long-standing traditions of welcoming people from across the world, all of whom have played their part in contributing to its history, heritage and cultural and economic life.
Through working over many years to bring communities together, promote shared values and connect people to CASE STUDY opportunities, our services and community organisations have developed a significant body of expertise about what does and doesn’t work. However, we know we haven’t got all the answers and we must be open to new thinking and learning and ready to address on-going and emerging challenges.
Bradford District is home to a significant asset base which supports reciprocity, interculturalism, social mixing and economic opportunity.
OUR STRENGTHS
Experience. We have significant experience of BORN IN BRADFORD promoting cohesion and opportunity over the last three decades including innovations like the nationally renowned Born in Bradford (BiB) is one of the largest research (schools) Linking Network, Bangla Bantams expanding studies in the World, tracking the lives of over 13,500 Bradford City FC’s fan base, Believing in Bradford children to find out what influences the health and bringing people together through a residential to build wellbeing of families. understanding and advocacy. Get Bradford Working, The health of these children is being tracked from our flagship employment and skills programme, has pregnancy through childhood and into adult life. seen 3,000 people from disadvantaged groups’ access Studying children from before birth is a powerful way employment. We have worked successfully together to of understanding the many influences that shape our reject the provocation and politics of far-right extremists like lives. We have been able to include how our parents the EDL and Britain First. and our wider family, our genes, the way we choose to live, the local environment, the services we access Youth. Bradford benefits from the unique energy, come together to affect our health and well-being. ambition and talent associated with being the UK’s The information collected from our BiB families is youngest city, teeming with potential. Our Industrial Centres being used to find the causes of common childhood of Excellence are education-industry partnerships that are illnesses, conditions and to explore the mental and equipping young people with the skills and experiences social development of this new generation. We have necessary for work helping to create a new generation of now started to follow-up all the BiB families to see how skilled and enterprising people. Research has revealed a their lives have changed since pregnancy. We are growing concentration of young urban residents in Bradford doing this through BiB: Growing Up and the Primary – a highly sought-after group who can act as a catalyst for School Years projects. The oldest child from this growth and business creation. cohort is 11 years.
6 A Stronger Communities Strategy for BradfordPage District 68 2018 – 2023 Community. A strong and vibrant civil society sector with an estimated 1,500 voluntary groups and 100,000 CASE STUDY volunteers committed to making Bradford District a better place to live. Our People Can initiative is connecting more BOXING DAY and more people to volunteering opportunities in which FLOODS they can make a difference. Many neighbourhoods are served by community centres that offer a range of health, The Boxing Day Floods social and welfare to work support to users from a range in 2015 left destruction of backgrounds. A growing number of community leaders across Bingley and are able to articulate positive messages around integration across the Airedale corridor and parts of Wharfedale. and the future district that Bradford aspires to be. Bradford Properties, possessions, home and businesses Community Broadcasting (BCB) is playing a key part in were destroyed. The emergency services were fully helping to give our aspiring leaders a voice and to train its stretched and it was apparent that this needed more broadcasters and advocates of the future. resources including volunteers. Under the People Can initiative, Minhaj Welfare Foundation part of Minhaj-ul-Quran International (Bradford), were one of the first to respond to the devastation caused by the floods. It offered manpower as well-made arrangements for hot food meals, water and snacks.
Over 300 hot food packs containing rice, meat and vegetable curry along with fresh fruit and water were prepared and distributed. One resident even over commented that this will be the first time in her life that she will be eating Asian food. In addition to this teams 100,000 of volunteers were sent to Halifax at Mytholmroyd were deployed to help and assist families with clean- estimated VOLUNTEERS up operations. , People Can is a district wide approach that is 1 500 gaining wider recognition, building on the ethos VOLUNTARY that great transformation can take place when GROUPS communities and others work to support each other. People Can is a: l Community of people finding new ways to work together, l Shared approach to solving problems and We have a proud history of welcoming and including meeting needs, newcomers from all corners of the world. City of Sanctuary l Bradford was officially launched on 1st October 2008, Shared set of tools and resources to get things with a vision to see this culture of welcome and hospitality done. extended to include those seeking sanctuary in our city. On The People Can work is currently themed in four 18th November 2010 Bradford became only the third city in areas: the UK to be formally recognized as a ‘City of Sanctuary’. l Be neighbourly – carrying out small, informal, every day acts of support and kindness for others, l Community action – create or be part of a group, activity or event with others to start tackling local issues and needs over l Volunteering – as individuals how can we devote some of our time to helping others REGUGEES & ASYLUM l Finding resources – where we find funds, space SEEKERS HAVE BEEN 800 and skills to get our project or initiative off the SUPPORTED ground.
2 A Stronger CommunitiesPage 69 Strategy for Bradford District 2018 – 2023 7 CASE STUDY Enterprise and productive potential. A culture of enterprise and industry supports the most productive CITY PARK, THE GREAT businesses of any Northern City. Our businesses are working with education providers to open up opportunities MEETING PLACE for young people for example, through our network of Industrial Centres of Excellence and 5,000 of our 17,000 City Park has given Bradford a versatile meeting businesses are supporting the District’s Education place and performance and events space in the city Covenant which promotes a culture of lifelong learning. centre. It is quality place for all ages and nationalities, Working together public services and businesses are cherished and used by the people of Bradford and actively promoting Bradford as a place to live, work, visit attracting new visitors from outside the District. It and invest and campaigning for a city centre high speed is changing perceptions of the city and providing rail stop that would unlock further productive potential and widespread opportunities for people of different add £1.5bn to the economy. backgrounds to meet and mingle and to celebrate and commemorate.
The park welcomes on average 5 million visitors History, Heritage and Culture. The District is per year, almost 27.5 million visits since it opened in home to significant heritage and cultural assets that help March 2012. It is the focal point for Remembrance to tell the story of our place, the pioneering part it has Day, military and scout parades, Bradford City Fire played part in shaping the nation and of our international memorial, Bradford Literature Festival, and whole links and influence across the world. These include the host of events dear to the communities of Bradford. Saltaire World Heritage Site, the Hockney gallery, Bronte Parsonage and the magnificent City Hall, Cartwright Hall Popular with families, teenagers and young adults and Cliffe Castle. and with older people, City Park draws truly diverse crowd and the opportunities it provides for interaction, Bradford was designated the first UNESCO City of Film mixing and sharing of public space promotes positive and is using this to strengthen its global connections and intercultural experiences and a coming together creative industries. Bradford’s cuisine is renowned and which help change perceptions about Bradford and the city has earned the accolade of UK Curry Capital a challenge assumptions, stereotypes and prejudice. record number of times; we are home to Mind the Gap the Public feedback reflects the importance that people country’s largest theatre company for people with learning attach to this space and the collective sense of disabilities, Kala Sangam, a provider of outstanding ownership and pride that it instils. South Asian and intercultural arts and Bradford Literature Festival, a rapidly growing and inclusive annual event with a diversity of offer that reflects our many different communities.
Inclusive Public Realm. Public realm investment is increasing civic pride and shared identity. Award winning City Park is attracting millions of visitors, playing host to world class events and bringing people together in an area of “democratic space”; it shows the best of what we aim to achieve.
Strong Partnerships. We work well together, external assessors such as Ofsted, the Care Quality Commission and Local Government Association Peer Reviewers have repeatedly identified Bradford as having strong, mature and effective partnership working across agencies and organisations that makes a real difference on the ground.
8 A Stronger Communities Strategy for BradfordPage District 70 2018 – 2023 THE CHALLENGE
Diversity is our strength, enabling the District to benefit from different skills, knowledge and experience and from the opportunities offered by extensive international links. However it also presents challenges.
a) SCHOOLS What l Residential patterns have influenced the profile of local schools. people said UK schools classed as not There was no doubt that people being mixed or diverse thought mixing and integration at “school was important. The public liked the Linking Network. They
SCHOOL thought it was essential and a great initiative. What they also said was that it needed to go deeper and build longer and lasting relationships and connections. It needed to extend to parents and teachers who needed
58% the same support too. There was also
PRIMARY a view that in the past integration SCHOOLS in schools was better and there (based on the extent to was more mixing. There was an “ which the proportion of White ask for equal focus on primary and British pupils differed from secondary schools and thinking 71% the local area.) beyond school to every day life. SECONDARY Understanding School (Annex B) SCHOOLS Segregation Report, 2016
l In 2017 Bradford district was the most improved in the country on the progress 8 measure - but needs to go further faster as the District lags behind national averages on key indicators such as KS2 and GCSE attainment. Poverty is a key factor impacting on educational achievement and in Bradford.
l Research shows that the first 1001 days of a child’s life are crucial. The earliest experiences shape a baby’s brain development and have a lifelong impact on that baby’s mental and emotional health. Access to good quality pre- school experiences, enhances all round development in children. Disadvantaged children benefit significantly from good quality pre-school experiences, especially where they are with a mixture of children from different social backgrounds (EPPE report). In Bradford the take up for free early education places for 2’s, 3’s and 4 year olds in disadvantaged areas is low and targeted work is being undertaken to improve take up.
2 A Stronger CommunitiesPage 71 Strategy for Bradford District 2018 – 2023 9 b) Residential What l Bradford has the third highest level of residential segregation in England with nearly a third of Council people said wards having BAME populations of over 50% influenced by historic patterns of settlement and where housing is People had a lot to say about their most affordable. spaces and places. For them it’s not just “what and where they are that is important, l In 2017 16% of Bradford’s population was estimated to but how people behave and make each have been born outside of the UK with Pakistan, India other feel when they are there. Whether and Poland the predominant countries of birth among it’s a physical or online space- people this group of people. Many people born outside of the wanted more safe, cared for and well UK are longstanding residents and British citizens. designed spaces for people to come together. Shared spaces and places give l In March 2018 the District was home to 819 asylum people a chance to see other people as
seekers and between 2014 and March 2018 Bradford people, connect, interact with others in welcomed 282 Syrian refuges through the Vulnerable an authentic and human way, help break “ Persons’ Resettlement Scheme. Population estimates down prejudices, signalling positivity and suggest that 3,000 people born overseas came to the hope, building understanding and giving UK as refugees. people joy and a reason to smile. l In 2017, 3,781 new arrivals to Bradford came from 68 (Annex B) countries. The top three nationalities of new arrivals were Pakistan, Poland and Romania; 57% came from the EU.
c) LABOUR MARKET l Child poverty affects 21.8% of children. While District- may find themselves unable to support themselves, wide, areas with predominantly BAME populations such can be left vulnerable to modern day slavery. Asylum as City, Manningham, Little Horton, Great Horton and seekers are on the whole barred from undertaking Central Keighley display higher levels of deprivation paid employment whilst waiting for their cases to be than mainly white areas, these figures mask issues determined – this in itself excludes them from many of entrenched poverty in predominantly poor, white activities that would help them to adopt British values communities. and integrate within communities. This also denies Asylum seekers the opportunity to mix with others l The two wards with the highest proportions of young through work and the other social benefits that work people not in education, employment or training (NEET) also brings. are Tong and Eccleshill, areas with a predominantly white population. l Economic participation is lower than average and What there are particular challenges relating to women’s participation in the labour market. The proportion people said of working age BAME females across the district in employment is 38% compared with a rate of 67% for Employment opportunities was white females. viewed as a number one priority, particularly
“for young people. “Everything flows from l New migrants from various countries including Pakistan, having properly paid jobs with good and equal
Poland, Slovakia, Romania and the Czech Republic opportunities to progress. Employers say arrive often needing support to learn English Language, they have a lot of jobs available-“ they need access to employment and awareness of their rights and the right people with the right skills and most responsibilities. importantly attitude to fill their vacancies l Application of the Immigration and Asylum Act 1999 and help them prosper. means that some immigrants have no recourse to (Annex B) public funds. These migrants, and especially women,
10 A Stronger Communities Strategy for BradfordPage District 201872 – 2023 LACK OF ENGLISH PROFICIENCY d) What l It is estimated that nearly 24,000 people across the district do not speak English well or at all, some 4.8% people said of the total population. The evidence suggests that this includes some long-settled members of the South Language and local know-how give Asian community, newly arrived migrants, asylum people confidence, hope and the ability to seekers and refugees. Pakistani women aged 45-64 “connect with others and get on with day are the most likely group to speak little or no English. to day life. If you don’t speak English, you won’t go far from home and you are unlikely l Some 38.8% of the District’s school population to go far in life. People need learning to speaks English as an additional language including be easy, affordable and very local- within those who are fluent as well as those beginning to their communities. Being able to speak learn. Among Primary School pupils 41.3% speak English gives people confidence and social English as an additional language. Research shows connections so they can mix, find work,
that children who arrive in the UK at secondary school connect, understand each other and avoid
age suffer an attainment penalty as a result of varied isolation. Practical connections and know how support for English language skills. is equally important- from navigating services, to finding jobs, “ schools, how to travel, shop and do the basics- so people can get on with day to day life and settle in a new life.
(Annex B)
e) PERSONAL, RELIGIOUS AND CULTURAL NORMS, VALUES AND ATTITUDES
l Nearly half (45.9%) of the know that many people feel that Bradford needs to population identified as grow its sense of civic pride and belonging and that Christians in the 2011 participation in community and civic life can be a census and almost one vehicle for achieving this. quarter (24.7%) as Muslim. The Muslim population included the majority those of Pakistani heritage. What Just over one fifth of the district’s population (20.7%) stated that they had no religion. But this does not people said demonstrate whether religion is practiced. Like employment, there was a view that where there is hope, everything l In parts of the District democratic participation is very “else will flow. People want hope, joy, low for example, turnout in the 2018 local elections aspiration and opportunity. The four in Tong ward was only 20%. Of Bradford’s 90 corner stones of hope as identified by Elected Councillors, 31% are of BAME background Bradford District’s residents were; however women are underrepresented at 38.9% of all
1. Employment and a thriving economy Councillors and the average age of Councillors is 54. 2. Education with great schools where
children mix and connect l The district is made up of communities from all over “ 3. A crime free and well-kept the world this means that global conflict and national environment, homes and thriving town and regional incidents can create unease and tension centres and in our local communities. 4. Pride in Bradford.
l The District has a large and vibrant voluntary and (Annex B) community sector and over 100,000 volunteers. We
2 A Stronger CommunitiesPage 73 Strategy for Bradford District 2018 – 2023 11 f) LACK OF MEANINGFUL SOCIAL MIXING What l There were 15,335 recorded reports of anti-social people said behaviour in 2017-18 with hotspots in City, Bowling and Barkerend and Eccleshill wards. Through our conversations people told us that they liked living in a “multi-cultural city, but they wanted more Reported opportunities for mixing. A priority for
1,624 many was to connect more and “build hate crimes incidents understanding across faiths, cultures,
in the 12 months to ages, at work, at school and in the Dec 2017 community. Lack of understanding affects“ 9% inclusivity, opportunity, confidence, related to progress and ability to get things done. sexual orientation (Annex B)
l Almost one quarter of Bradford’s population are 76% Muslims and research carried out by the Bradford’ 7% related to Hate Crime Alliance suggests that there is strong related to race disability evidence that Islamophobia and Anti-Muslim sentiment 7%related to faith exists in Bradford and that local Muslim people believe it to be increasing.
l The West Yorkshire Police and Crime Commissioner’s l In the 12 months to December 2017, there were 1,624 survey indicated that 66% of the District’s residents are incidents of reported hate crimes. The city centre is a satisfied with their area as a place to live. Some 62.6% particular hotspot for incidents of hate crime. agreed that their local area is a place where people live harmoniously however there were wide variations across different places for example, only 38.9% of people shared this view in Keighley West.
12 A Stronger Communities Strategy for BradfordPage District 74 2018 – 2023 DELIVERY PLAN
Our Delivery Plan has been developed by talking to our partners, to those living and working within our District and to our elected representatives. It focuses on the next two years and builds on our existing strategic priorities shared across partners and incorporates a range of ideas that we know work well and will be scaled up to benefit the maximum number of people. Other elements are innovative ideas that we want to test and learn from.
People told us how our interventions should be designed. Where possible these will be included in the design of our interventions informing not just what we do but how we do it. We recognise our interventions are interlinked and interconnected not just across other activities across the District but also how they will work in practice. This Plan outlines how we will work together to achieve our ambition for the District. The interventions that we propose now will reduce pressure on public services and resources.
OUR FOCUS
Our focus on integration is not a ‘one size fits all’. We understand that the challenges facing the District vary from one place to another. What we do in turn needs to vary in a way that is specific to the place poor white British communities with generations of and its communities. We know that our focus cannot unemployment, along with other poor communities be entirely on the few but on society as a whole. and those most vulnerable to discrimination and It should look at addressing the issues of barriers marginalisation, are also included. Our data and to both integration and to all groups of people evidence show that the following communities need having the same life chances. We will ensure that more of our support:
Young People Women Poorer New Communities Attainment, Identity Economic Inactivity, Communities Orientation, and Belonging, English Language, Economic Inactivity, English Language, Schools, Economic Participation/Social Aspiration, Economic Inactivity, Inactivity, Aspiration Mixing, Aspiration and Participation/Social Participation/Social empowerment Mixing Mixing
2 A Stronger CommunitiesPage 75 Strategy for Bradford District 2018 – 2023 13 OUR APPROACH
We know that it is impossible to do this without will encourage and facilitate opportunities for talking to other people, bringing others along reciprocity, interculturalism, social mixing and with us and inspiring commitment to change or economic opportunities as a general ethos across reform in practice. To do this we know we need to our work in the District. To make sustainable complement, inform and create synergies with a difference we need to change the systems in number of interventions supported by Government, which we work and live in, change behaviour and other external bodies and local partnerships, perceptions people may hold of others to create a some of which will have overlapping goals. To be safe city that provides a fair chance for all. able to achieve our ambition for the District we
a Policy Change GETTING ON: EMPLOYMENT We aim to reconfigure services, processes and l Anti-Poverty Strategy – provides a framework within which all services procedures that hinder opportunities to build in the District can work together to meet agreed outcomes associated with stronger communities. To drive this forward we reducing the effects of poverty. will work towards a joint political cross-party l Economic Strategy – sets out our plans to grow our economy by agreement. It is important that the Government increasing the number of productive businesses and supporting young and recognises that what we can achieve locally enterprising people to innovate, invest and build fulfilling lives in the District. l Community Led Local Development – projects in Keighley and may also be impeded by the impact of wider Manningham designed to build community led approaches to economic policy. For example: development. l Controlling Migration Fund – supporting communities impacted by l Austerity migration l Welfare Reform Act l Parental choice in Education l Asylum Policy GETTING ALONG: EDUCATION l Brexit l Education Opportunity Area – aims to improve social mobility through education for the most disadvantaged young people. We think it is critical that the focus should be l Better Start Bradford – a community partnership to help parents give their on all barriers to creating stronger communities children the best start in life. and this is why we are one of the few local l Born in Bradford – helping to unravel the reasons for ill health and bring authorities who consider low income/low wage new scientific discovery to the world. It is also providing a catalyst for as a protected characteristic. communities to work with the NHS and local authority to improve child health and wellbeing l Civic Society Strategy – aims to encourage individuals and organisations b Partnerships to act with creating social value foremost and independent of state control.
There is lots of work already being undertaken across our priority areas across the District. We GETTING INVOLVED: SOCIAL MIXING will continue to have on-going conversations to identify areas of overlap, how we can l Well North Bradford – working to help transform neighborhoods into collectively work together and join up our work. dynamic communities where local people can live, work and thrive. l We will do this by understanding what can be Local Delivery Pilot - a pilot to explore ways to make it easier for people in our poorest communities to access sport and physical activity. achieved by sharing data and learning from the evaluation of local programmes and strategies.
FEELING SAFE: PERCEPTIONS OF THE OTHER
l Safer Communities Plan – outlines the district priorities to build safer communities. l Hate Crime Strategy – aims to highlight and support Bradford’s approach to tackling hate crime.
14 A Stronger Communities Strategy for BradfordPage District 76 2018 – 2023 c Public Sector and Businesses l Challenge attitudes and practices which fosters negativity, stereotypes and hate within themselves, Promoting and supporting diversity in the workplace is their families or others around them an important aspect of making diversity our strength- it’s about valuing everyone in the organisation as an individual. This means we need to challenge practices and offer opportunities at leadership. To reap the benefits of a diverse workforce it’s vital to have an inclusive environment where everyone feels able to participate and achieve their potential. The Public Sector and Businesses should: l Be confident to change policies and practices to promote recruitment, retention and progression of employees which better reflects diversity of the District. l Encourage English language skills of employees whilst in work and encourage a culture of equality and mixing.
d Voluntary Community and Faith Sector As resources have dwindled, we know organisations are working in a pressurised, difficult and competitive environment. This makes working in collaboration increasingly more important. The Voluntary Community and Faith sectors should: l Work together to maximise outcomes especially where funding is being sought or awarded. l Work together in sharing data so we can better demonstrate our shared impact of our work across the District. f Telling our Story well l Share best practice and building on what works. Stories powerfully influence people’s beliefs and actions. l Continue working in partnership with others with They strengthen advocacy campaigns by grounding policy integration as a general ethos proposals in real life examples. l Address tensions, stereotypes and perceptions others may hold which impede on building a stronger We will mobilise a programme of campaigns identified community in the District. through our conversations such as ‘I am’ and ‘Through the Keyhole’, a mobile exhibition which tells the story of our l Build on the Governments Civic Society Strategy shared history and debunk myths. This will align closely and continue community development, supporting with the Anti- Rumour Campaign developed through our communities to become role models in their Intercultural Cities which aims to dispel the widespread neighbourhoods and families. myths around the topic of immigration. The campaign is a preventative measure against racism that also promotes increased and effective integration of migrants. e Community People who live across our District told us how important We will have a Communications and Marketing strategy reciprocity, interculturalism, social mixing and economic that will incorporate these approaches and encourage opportunity are to living a fulfilling life across the District. thought provoking conversations and promote However, many expressed they didn’t know where to start. understanding and tolerance. We will train ambassadors Communities should: involved in the delivery of our plan in social media messaging and encourage people to talk about the l Be courageous in taking personal responsibility positive work that is taking place, providing a balance to l Challenge the normalisation of unacceptable divisive narratives. Our Stories will inspire others and show behaviour how community change is carried out. We will share our learning on what works and what doesn’t and make sure l Be brave and take opportunities to ask questions this is disseminated widely. and forge relationships with people from different backgrounds
14 A Stronger Communities Strategy for Bradford District 2018 – 2023 2 A Stronger CommunitiesPage 77 Strategy for Bradford District 2018 – 2023 15 OUR PiLLARS
Using our guiding principles, we have considered 2. Agree a set of measures that can track our where we can have the most impact and deliver the progress towards becoming a truly integrated greatest change. To do this, we will: community.
1. Continue to have on-going ‘conversations’ to 3. Agree a method of sharing data across gather the views of the Districts’ residents. our stakeholders, the local authority, our Where appropriate, communities will be involved programmes and the District through our in co-designing our programme. We will also Partnership and events to gain a better involve communities to co-produce to deliver understanding of the impact of our work on sustainable change. Where needed we will integration. We will gather feedback on the work feedback so communities know we have listened. we are doing as well share what is and isn’t We will maximise existing resources and skills by working. developing local community researchers to make sure information remains current.
Pillar ONE Getting on
Our objectives are to: l Improve opportunities for those furthest away from the labour market enabling them to engage in the economy. l Provide opportunities for anyone who wants to learn to speak, read and write English so they can fully participate in education, employment or life in Bradford District. l Create clear pathways and referral routes to enable people to easily navigate services and the District
More people will have improved their quality of life, feeling happier about the future, being able to fully participate and better equipped to engage in the economy.
Priority: Employment
Challenge: Labour Market disadvantage District to review the support that is being offered to people who struggle to find work. What we will do: We will use this review to help us to address gaps We want to make sure that everyone in Bradford has in training, employability support and reshape how chances to achieve their potential, regardless of their organisations recruit at all levels. We will invest in a background. programme of activities for those furthest from the labour market. We will use a person centred approach which This means reviewing the services we offer and working will support their journey into work and assist with long collectively to meet and appropriately respond to existing term preparation for employment. This will include raising and emerging needs of different communities. aspirations and attitudes through a mentoring scheme, providing opportunities to build sector based skills such Building on the Economic Strategy, we will work with a as digital and catering and support for finding and getting range of organisations and other programmes across our a job. A particular scheme will be delivered for graduates
16 A Stronger Communities Strategy for BradfordPage District 78 2018 – 2023 who do not go onto employment. We will look to support We will continue our work from the Government’s people in keeping and progressing when they are in Controlling Migration Fund increasing capacity across the employment. Our ambitious programme will also involve district to respond to migrant communities. We know from trailing a change in how public sector and businesses our community engagement activities, how limiting life recruit. Where possible we will take a proactive approach can be when people cannot access services they need or to recruitment practices by making sure they do not act as navigate with confidence in a new place. We will make sure unintentional barriers. We will make sure that employers that people who are new to Bradford and Britain receive have more knowledge about different communities the help that they need to secure their immigration status by recruiting volunteers that are able to speak about and are able to access employment and English language themselves as ‘an open book’. Groups, businesses and opportunities. organisations wanting to learn more about ‘the other’ will be able to ask for someone to talk about their life, culture and We know when we leave ourselves open to opportunities, answer questions that we are sometimes too embarrassed make friends and travel to places we normally wouldn’t, this or don’t feel able to ask. We will equip employers with the can result positively on our views and experiences of the confidence to recruit more diversely. world. It raises our confidence and aspirations to do more. We will use Travel and Tourism, local community centres and faith organisations to promote a new innovative app that challenges us to engage in activities and with others Challenge: Lack of English Proficiency we normally wouldn’t, increasing positive experiences. We will work with communities in the development of this app, People told us that English language should be accessible increasing digital skills and creating gaming environments. and practically available for everyone at all levels, within formal or informal settings. To do this we need to We will pilot a way of working which will concentrate on understand what the current level of need is and how we those seeking asylum and refuge. It will focus on managing can capture this data. We will invest in a central unit that the impact on those arriving into our District offering more will support the way the provision of English language timely and appropriate support that addresses immediate teaching (ESOL) for adults in the District is currently needs. We will use this approach to better understand and being accessed. Through our working group of providers consider how national systems, processes and priorities delivering ESOL, we will make sure that all adults have interact with local services and complement each other. It access to high quality English language provision. This will explore gaps, good practice and opportunities for co- will range from conversational English delivered in local design and co-production. community venues, building confidence for those who have some or little English to more formal learning for those who require it for work or education.
2 A Stronger CommunitiesPage 79 Strategy for Bradford District 2018 – 2023 17 Pillar TWO Getting ALONG
Our objectives are to: l Influence schools to test new approaches to their School Admissions Policy. l Increase social contact between people of different backgrounds including school age children providing opportunities for open dialogue and to learn from each other.
More people will have a greater understanding of other people’s views and cultures across Bradford District.
Priority: Education Challenge: School Segregation
What we will do:
We want the District’s residents to connect with each other, at school, college, work and in the neighbourhoods, they live and across the District. We want to influence where possible process and policy barriers that stop us from doing this. We know that social mixing can reduce anxieties and stereotypes we might hold about people who are different to ourselves.
We will test and learn from the new approach of two new sixth form colleges in the city ward to encourage social mixing of young people living in different parts of Bradford. We will take this learning and look at ways we can encourage other schools to re-evaluate their Admissions Policy and share best practice.
We will continue our support for The Linking Network. We will make sure that all primary schools across our District are offered the opportunity to link with children in a school different from their own. We will expand our reach offering linking experience to a small number of secondary schools and parents of different backgrounds enabling them to extend their existing social and support networks. Our school linking training and toolkit will enable us to work with our 138 supplementary schools across the District. We will also look to share learning from the Strengthening Faith Institutions pilot.
18 A Stronger Communities Strategy for BradfordPage District 80 2018 – 2023 Pillar THREE Getting INVOLVED
Our objectives are to: l Work with registered social housing landlords on how housing provision is allocated. l Increase social mixing across the District, widening exposure and opportunities in building friendships and networks. l Provide safe spaces where difficult conversations can be held, and conflicts can be resolved. l Improve coordination between partners and services so people have a fair chance.
More people from all backgrounds will feel they understand, respect and connect with each other.
our work with Intercultural Cities. We will research on how Priority: Social Mixing best to create mixed neighbourhoods and why people to Challenge: Residential Segregation choose to live or leave a place.
What we will do: Lack of Meaningful Social Mixing Building trust within and between communities is central to building stronger and more resilient communities. This We will build community resilience through development involves people feeling empowered to be active in their training and empower residents to challenge and take communities and contribute to civic life. But where people social action. We will continue our work in the District live can stop those conversations and interactions to take by developing an understanding of our neighbours and place. Volunteering is one of the ways in which people of communities and provide support to expand existing social different backgrounds come together to support causes networks reducing isolation and loneliness. We recognise they are passionate about and it has been demonstrated safe spaces are critical in building relationships especially if to improve mental and physical well-being. It enables all of they are seen as shared and neutral. Where this is desired us to feel we have a stake in the place we live and builds and appropriate we will support transfer of assets. We will shared values and common goals. Our residents have a bridge community divides by offering more opportunities strong tradition of volunteering and we want to build on this. for community dialogue. We will provide an on-going programme of support for groups of people to hold difficult Our approach to residential segregation is two pronged. conversations and space for talking about issues they care We will explore approaches on how we can influence about. Communities will be supported in turning their ideas where people live to encourage more social mixing and into actions. We will run more targeted services for young creating opportunities for more meaningful dialogue over a people enabling them to build bridges across boundaries prolonged length of time through shared spaces. and areas they wouldn’t normally go into. We will work through our existing staff and networks to deliver team We recognise that social housing landlords are an challenges, team building and cultural awareness sessions. important resource in developing a local approach, having well established community links. We will influence well We will use our festivals and events to bring communities thought out housing provision as we know it can facilitate together by involving them in the design and delivery of social interaction, sustainability and a sense of pride in the them. We will also build on our work on understanding community. Where we do not have the answers, we will of different faiths by growing our Faith walks and Iconic look at best practice nationally and internationally through Places of Worship Tours to engage more people. We know
2 A Stronger CommunitiesPage 81 Strategy for Bradford District 2018 – 2023 19 a minority of people hold views of certain areas and places We recognise that there is more to be done for those as ‘no go zones’. This work will aim to dispel these beliefs. whose needs are not being met and need our support. In We will include opportunities for sustained dialogue over a these circumstances, we will work with the Council, Health, length of time for those who are receptive and open through Police, Fire & Rescue Service and alongside Voluntary, conversation cafes. Community organisations to develop a District wide strategy as an organisational response with and for the We will continue our support for People Can, which will Roma community. This will look at how to improve social increase volunteering and neighbourliness. We will continue integration and ensure equal access to opportunities. We to celebrate volunteering and make sure that volunteers will carry out research to understand how better to support feel valued and rewarded. We fully support the extension of Refugees, Asylum Seekers, African, African Caribbean’s, Believing in Bradford/ Catalyst which will include developing LGBT, Gypsy and Travellers who are often marginalised leadership skills for 600, 16-26 year olds and women and discriminated. We will look at what their key barriers are across the District, creating role models who will become in accessing and engaging with services such as Health, Ambassadors for our campaigns and volunteer across our Education, Police and Business. We will develop a strategy Stronger Communities work. and action plans for each service and will monitor their progress through the Partnership.
20 A Stronger Communities Strategy for BradfordPage District 82 2018 – 2023 Pillar FOUR FEELING SAFE
Our objectives are to: l Reduce negative views and stereotypes that some of the Districts residents hold about people who are different from themselves. l Equip people with the skills to resolve conflict l Facilitate activities through the Safer Communities Partnership
More people will say they feel satisfied with their neighbourhood and feel safer across our District.
Priority: Perceptions of the Other Challenge: Personal, religious, cultural norms, values and attitudes
What we will do:
We want to build a society based on shared values and responsibilities. Safety and security underpin the work that we want to do. But too many of our residents feel unsafe, at home, in the streets and across the District. The prejudiced attitudes of a minority can hold us back and stop us There is also work to be done to bring different parts of the becoming an integrated society. community from diverse ethnic and social backgrounds We will kick-start our work on the District’s Hate Crime together to develop mutual understanding and respect. Strategy and use it to test delivery. This work will be We will look at ways to find out more about current views monitored through the Safer Communities Partnership. We and perceptions of local people in a neighbourhood. Its will work more closely with partners to identify key areas purpose is to understand what the most pressing issues for staff development. We will work with partners, residents are and if they could be leading to increased local tensions, and voluntary, community and faith organisations to raise for example if there has been a local incident that may awareness of all hate crime and act on crime against those have fuelled tension. A local issue can also be a source most vulnerable such as LGBT, disabled people, Refugee of community harmony as residents come together to and Asylum seekers and develop learning on how to tackle campaign on a locally important issue. The more we have Islamophobia. We will do this through the production of a developed awareness of local issues and directly talk to resources such as videos, vlogs and positive social media local people, the better we can understand what we can campaigns to counter and challenge harmful narratives. do about it. From our community engagement activity, We will test initiatives such as restorative justice, which will people told us nuisance and dangerous driving was a huge allow perpetrators to face victims in a safe environment to cause of tension between communities. We will research learn the impact their actions have on others. We will work on the causes of this and the affects this has on community together to support the rejection of racist messages. This perceptions of the other. includes listening to the concerns and fears expressed Many of those we spoke to talked about the general in the community, such as misconceptions around perception of the area as a major concern. We will test preferential treatment of some groups. There may also out the best way to involve, include and engage with our be a need to take action to dispel myths and to ensure communities in a sustainable programme of behaviour transparency about decision-making. This can help local change by running a range of interventions in selected people understand and accept how and why priority wards. decisions are made.
20 A Stronger Communities Strategy for Bradford District 2018 – 2023 2 A Stronger CommunitiesPage 83 Strategy for Bradford District 2018 – 2023 21 WHAT WE STILL DON’T KNOW a Test and learn from what we deliver c Behaviour change To drive meaningful transformation at scale, we must be We will inform some of our services with ‘Community open to the adoption of a test and learn culture, which Readiness’. This has been piloted by the Innovation will enable us to optimise opportunities for good social Hub and University of Bradford. This tool makes sure integration, create and enhance first-class interventions our services are designed at an appropriate level which and develop learning across this programme. By doing responds to where communities are. This assessment this we will be able to make good decisions about what we will be carried geographically and for communities invest in based on interventions we know that work. Where of interest groups. We will explore other appropriate results prove to be positive we will either scale up reaching behaviour change methodology and weave this into our more people or test them in other areas with different communications, training and conversations such as communities. Nudge Theory and effective Story Telling. We will develop ways to measure its impact. This will help us understand b Stronger Communities Innovation Fund how best we can create a culture of tolerance that targets society as a whole and not just those who access the Innovation is critical in enabling us to achieve the ambitions programme’s interventions. set out in this strategy, to increase the pace and scale of change, and deliver better outcomes for those living and working across Bradford District. We will develop an d Learn from best practice- local, national Innovation Fund to research new ideas. Our community and international engagement exercise produced a range of ideas that we We recognise that to be foreword thinking we need to are keen to explore further. We are also in a changing harness the talent and energy of our growing diversity. environment where challenges may arise we do not have We will continue to develop, negotiate and implement a interventions for. The Innovation Fund allows flexibility to comprehensive strategy, taking into consideration best respond to these, whilst also exploring interventions tested practice at all levels to realise Bradford District’s diversity elsewhere and have a good evidence of success. advantage. We are joining the Intercultural Cities Network to help us develop and deliver a long-term strategy that takes this into account, enabling us to share our learning with other areas and cities.
22 A Stronger Communities Strategy for BradfordPage District 84 2018 – 2023 HOW WILL WE KNOW IT WORKS?
The programme will build on evidence of best practice as well as developing new and innovative approaches where these are necessary and where they respond to an evidence of need. We will work with Government to develop a series of measurable outputs and outcomes in order that impact of the interventions made can be measured and understood. We will invest in good methods for evaluation and data, so it can be adequately collected, analysed and evaluated quickly.
Our approach will link to and continue to deliver on our District wide work on integration building strength and resilience within our communities. We expect this plan to go through a number of reiterations whilst interventions undergo a design thinking process.
Our Partnership – and how you can be involved in our work
We are committed to being for all communities. It will also be informed by what devolving decision happens locally, nationally and internationally. In this way making to those who the work of the wider Stronger Communities agenda will this programme affects, benefit from members’ ideas and perspectives in respect of which is why we have an their individual areas of expertise and experiences, which independent board. The we might otherwise have missed. Stronger Communities Partnership will keep The Health and Wellbeing Board is the lead partnership oversight of the delivery in the Bradford District Partnership. The Stronger of this work as well as Communities Partnership will report to this board. The the wider priorities of the Stronger Communities Partnership will also report to the programme. Getting our Corporate Overview and Scrutiny Committee to make sure partnership approach right our decisions and services are being made fairly and with is important to us. transparency.
The Partnership will be made up of a wide range of experts and strategic leads. Our Partnership Board will be informed by the Stronger Communities Delivery Forum which will incorporate delivery partners, voluntary and faith organisations, analysts and researchers who can really tell us what the picture looks like on the ground.
The Partnership will develop a channel for community voice that will ensure our Board and community continue to work together. This voice will ensure that the programme gives local people power about what is being delivered and with who. It will be representative of not only different areas, but social class, religion, ethnicity, ability, age, gender and sexuality because we see this programme
2 A Stronger CommunitiesPage 85 Strategy for Bradford District 2018 – 2023 23 To get involved in our work please contact [email protected]
24 A Stronger Communities Strategy for BradfordPage District 86 2018 – 2023 For more detail please see It’s Your Place - Tell Us What the:
You Think! Bradford Integration Engagement Report Findings Bradford Integration Engagement Report – Key Headlines Findings and/or Bradford Integration To inform the Stronger Communities Strategy for Bradford Engagement Report Findings District – Full report Prepared by: The Social Kinetic
Page 87 Page For: Bradford Council and The Partnership 14th August 2018 Mixed methodologies Executive Summary included:
1. Idea boards for facilitated This engagement project used a mix of research methodologies to engage the and non-facilitated public over three ‘Tell Us What You Think’ community research days in three locations feedback/shortlisting (Bradford City, Keighley and Shipley) in July 2018. The approach was designed around tight deadlines and we had 4 weeks to deliver including the design and 2. Focus groups recruitment of participants. We chose a mix of methodologies to give everyone easy 3. Open ended boards to ways to engage that worked for them. explore broader views on integration We were greeted with huge enthusiasm by communities who were keen to share 4. Online surveys (taken out their views and had lots to say. We engaged more than 630 individuals, of which into the community) 400+ spoke with researchers at length, often for an hour or more. The project was 5. Vox Pops delivered in partnership with SK, The Safer Stronger Communities Partnership, The 6. One-to-one recorded Partnership and youth volunteers who contributed significantly to its success. interviews
It’s your place, tell us what you think | Research analysis, August 2018 1 Purpose The purpose of the project was to test a list of seven ideas and initiatives on behalf of The Partnership and identify a shortlist which local ‘communities’ believe will work. In addition to that Analysis SK set to find out what other ideas and recommendations local communities have.
The objectives • To understand what good integration looks like for communities • To include a shortlist of those ideas/initiatives which have the most support and could potentially deliver the widest or biggest benefit as part of a Stronger Communities Strategy for Bradford, to be submitted to MHCLG at the end of August 2018. “ • To ensure that despite the short time frames, a representative cross section of the communities “People were within the district were meaningfully engaged and involved. really keen to share their
Page 88 Page What people asked for: responses and There were clear themes in the things people asked for: feedback: lots of
time, effort and Safe, crime free and clean environments. Connection, relationships and understanding. Hope, love was received aspiration and joy. Status, recognition and belonging for Bradford. No segregation, more mixing by us” and help with where to start in life and to make a difference. Good quality jobs, more for young “ people, help and support (life coaching and mentoring). Diversity in local leadership across all services, better services, empowerment, and for communities and individuals to take ownership of the problems.
The key ingredients In the public’s view there are 5 key ingredients of a happier, stronger Bradford district:
1.Safe 2. Proud to be part of 3. Optimistic 4. Connected and respected .5 Equal
Note: This project was commissioned by Bradford and District Metropolitan Council to support The Partnership. A democratic body made up of community leaders across the district.
It’s your place, tell us what you think | Research analysis, August 2018 2 The overview of what we did. Four stage approach:
The 4 stage approach
1. AGREEING THE PURPOSE 2. SHORTLISTING OF 3. COMMUNITY RESEARCH 4. ANALYSIS AND SHARING AND LONGLIST IDEAS AND ENGAGEMENT THE FINDINGS
3x community research days A) Literature review and A) SK met Council in: Bradford City Centre, 1. Open ended feedback data from a British Future staff/stakeholders- Keighley and Shipley to establish ‘criteria’ Report informed the individually and (what was important to approach and content. collectively to Mixed methodologies included: the public) to measure understand local ideas and wider issues. feedback.
Page 89 Page Purpose and longlist of ideas 1. Idea boards for facilitated and non-facilitated feedback/shortlisting B) SK worked with the B) Developed a set 2. Analyse feedback on Council to agree: project of Guiding Principles ideas, shortlisting and purpose and a longlist of with stakeholders 2. Focus groups new ideas – measured ideas and issues to test with including Bishop against ‘criteria’ the public. Toby Howarth to 3. Open ended boards to explore informed by research. support shortlisting. broader views on integration
C) The research 3. Mapped by idea and C) Shortlisted ideas 4. Online surveys (taken out into audience. methodology and draft the community) narrative was agreed. for research and testing with the 4. Presented the findings. Steering Group. 5. Vox Pops
6. One-to-one recorded 5. Made interviews recommendations.
It’s your place, tell us what you think | Research analysis, August 2018 3 The 7 shortlisted ideas for testing
The 7 ideas for testing with the public. The were shortlisted and agreed by The Partnership.
1. Employment Opportunities: Finding ways around things that might stop people applying for or getting jobs, so everyone has the chance to find work and do well at work
1. English Language and Life: Giving everyone the chance to learn English and adapt to day to day life in the district Page 90 Page 1. Hope for the Future: Helping people feel they have a future in the district so they feel good about living here
1. Building Respect and Friendships: Between people of all ages, ethnicities, genders and faiths
1. Dealing With Hate Crime and Intolerance: and the things that make people afraid of or angry with each other
1. Sharing Spaces and Places: Creating spaces where everyone from the local area can mix- work, play and socialise together
1. Linking Up Schools: Helping young people to mix with other young people who have different backgrounds to them
It’s your place, tell us what you think | Research analysis, August 2018 4 Some of the big things people were asking for unprompted. Safe, crime free and clean Hope, aspiration Good quality jobs environment and joy Opportunities for all • A chance to live without fear and violence Good News More for young people Better media Spaces, places, opportunities and things • Retain green spaces coverage to do Positive stories Connection, relationships
Page 91 Page Help and support and understanding Status, Life coaching and mentoring recognition and • The chance to build deep, human Diversity in local leadership connections genuine, authentic belonging for and in a safe way Bradford Better services • Shared purpose and goals No segregation more mixing Empowerment • Opportunities for people to come To be heard and to influence together “Where do I Responsibility • More cultural awareness start…” For communities and individuals to ‘reflect’ and own problems
It’s your place, tell us what you think | Research analysis, August 2018 5 Ranking It became clear that it was not simply a case of ranking the 7 ideas. Addressing employment and economic regeneration alongside ‘hope for the future’ was the vision for the future. Addressing ‘hate crime/crime and intolerance’ was something the public wanted to address and leave behind. Schools linking, shared spaces and places, respect and friendships and English language were seen as stepping stones to building understanding and connection and a future with Hope.
What I want What are the What would an ideal to avoid? stepping stones? integrated society look like? Page 92 Page
Hate Crime School Shared spaces English Employment Hope for me linking/mixing and respect language and Pride for the at a young and friendships and life regeneration area age of Bradford
Chaos, dirt, violence, fear, Building understanding • Connected insecurity, and connection • Valuable anxiety, • Equal inequality in • Agency society
It’s your place, tell us what you think | Research analysis, August 2018 6 Summary of findings
The following summarises the responses to the ideas. More detail, including the ideas and recommendations are in the the full report. Employment If I’m OK and not This was viewed as the number one priority, particularly for young people. Everything flows from having properly paid jobs with good and equal opportunities to progress. fighting for Employers say they have a lot of jobs available – they need the right people with the “ right skills and most importantly right attitude to fill them and help them prosper. survival. If I have a job and Employment was seen as the route out of poverty and the key to regenerating
Bradford, giving individuals and their loved ones security and a future. The ask is for: a future then I will aspiration, education, help to find, get and keep jobs and to progress/do well at work. be more open to
others… Page 93 Page Hope Like employment, there was a view that where there is hope, everything else will flow. People want hope, joy, aspiration and opportunity. Bradford, feels left behind and “ without hope. With hope comes belief in the potential and momentum for change. Hope will help people feel: inspired to try, optimistic, good about staying and building their future locally.
The 4 corner stones of hope are: 1. Employment and a thriving economy 2. Education with great schools where children mix and connect 3. A crime free and well kept environment, homes and thriving town centres and 4. Pride in Bradford.
7 It’s your place, tell us what you think | Research analysis, August 2018 7 If I feel insecure Dealing with Hate Crime and Intolerance because of crime, Everywhere we went people talked about the need to clean up the streets and address crime in all forms. They saw it as fundamental to building the foundations of “then I focus more on hope and a successful future for the district. They talked about their experience of me, I get isolated general, lawlessness, street crime, drugs, robbery, bullying and shoplifting which went unchecked. Hate crime and racism was experienced by many different people. and become People felt unsafe and insecure and talked about the absence of action and police prejudice… not responding.
It makes them fearful and insecure. The view was that you cannot build a future If we don’t make it where hate and crime exist. Worryingly it was becoming normal to talk about child better, we will never grooming and modern slavery. There was recognition that young people didn’t have a enough to do or a future to aspire to which was leading them into crime. build relationships
Page 94 Page and friendships and The overwhelming majority wanted to help and see it change, to build relationships, understanding and peace. eventually more people will become Schools Linking angry and aggressive There was no doubt that people thought mixing and integration at school was
important. The public liked Schools Linking. They thought it was essential and a great towards each other. initiative. What they also said was that it needed to go deeper and build longer and People will move
lasting relationships and connections. It needed to extend to parents and teachers who needed the same support too. away and we will miss out on There was also a view that in the past integration in schools was better and there was opportunities to work “ more mixing. There was an ask for equal focus on primary and secondary schools and thinking beyond school to every day life. and prosper together.
It’s your place, tell us what you think | Research analysis, August 2018 8 Shared Spaces and Places People had a lot to say about their spaces and places. For them its not just what and where they are that is important, but how people behave and make each other feel when they are there. Whether it’s a physical or online space – people wanted more safe, cared for and well designed places for people to come together.
Any shared space needs to be considered from 3 perspectives: 1. Physical spaces and places; clean and safe, well designed with the right tools and
infrastructure Being positive 2. It’s purpose and what you do within it; the vision, experience and benefit 3. How it makes you feel; welcoming, creates ownership, accessible, for me and brings and hopeful is
joy “infectious and will change the Page 95 Page culture of the “ Building respect and friendships district Everyone wanted to connect and see more respect and friendships blossoming across the district – in the community, in schools and at work. They did not believe this was an issue just across faiths and ethnicities but also across ages, genders, class etc. They believed that a sense of community and belonging comes from good relationships. Having strong relationships and friendships helps people feel safe and confident and breaks down barriers. People can flourish with personal and informal support.
A lot of people said they wanted to connect with others but were not sure how and where to start. Spaces and places played an important role.
It’s your place, tell us what you think | Research analysis, August 2018 9 What feeds integration?
Am I okay? My experience of others? & Meaningful human connection? Am I getting my Empathy for each other? fair share? (resources + effort) Page 96 Page
What I hear about others? What I think I see?
It’s your place, tell us what you think | Research analysis, August 2018 10 Conclusions and recommendations
Understanding, equity and perception are what feed Where could you start? integration. Additional insight There are some areas which would benefit from additional The key asks that appear as clear priorities now are: insight and research which could be done relatively quickly: 1. Cleaning up Bradford - including crime 1. Young men and in particular young people living on estates 2. Building hope and aspiration 3. Addressing segregation 2. Harder to reach groups and individuals who are more closely associated with hate crime and intolerance because 4. Creating better quality/paid jobs and getting Page 97 Page people in to work they have: suffered, are offenders or have stronger views 5. More for young people - skills, jobs, mentoring, safe More detail is in the full report. places and things to do 6. Building shared understanding across ethnicities, The ideas genders, ages and abilities The engagement has given you a longlist of ideas and a And considering how you could leverage community framework of ‘key ingredients’ to inform decision making. ambassadors, life coaching, mentoring and training to help individuals build their lives and flourish. Key next steps would be to: 1. Map community resources, people and talent 2. Join up your services, spaces, groups and communities 3. Communicate and share the learning, feed back to the public what they told you and what will happen next. That will be very important.
Step one would be to develop a communications strategy and go back to the communities with the findings and discuss the next steps
It’s your place, tell us what you think | Research analysis, August 2018 11 How could you do it?
Asset Mapping Prototyping Testing
We would recommend starting with We would then recommend Take these prototypes and an asset mapping exercise, plotting taking each of the shortlisted ideas quickly test them with the right the shortlisted ideas across. to the right stakeholders and audiences. This would convert them into quick determine if these solutions are It would be good to understand prototypes. the right ones, what is missing
which 98 Page partners/stakeholders/spaces and what needs to change in you can use to test, refine and This could be in the form of paper order to make it better, more deliver the best ideas. concepts, storyboards, games, relevant drawings, role plays, models, short pilots
Who and what do you have So you can consider how So you can learn what really to work with? they would work in practice works
Through this process we will be able to:
1. Understand and tap into your existing resources 2. Make your ideas come alive so that we might quickly get feedback, test assumptions and rapidly iterate 3. Harness early learnings and adapt/change course accordingly 4. Understand which are the ideas that have most potential and are most relevant 5. Develop a roadmap and roll out plan
It’s your place, tell us what you think | Research analysis, August 2018 12 The Social Kinetic Design thinking and engagement people
We specialise in social We are the team who have worked with you to deliver this and systemic issues research and insight. We help ambitious clients design solutions to societies most Such as social Integration, wicked problems and the complex challenges faced by crime, health, housing, leaders, teams and organisations in a changing, connected homelessness, education world, with dazzling results. and infrastructure. Often
We 99 Page also help them deliver and lead change through design, multi stakeholder and multi collaboration, experimentation and innovation. Building a issue – these could be culture of innovation and design thinking with coaching, longstanding wicked training and ‘Let’s Crack It’ Design Workshops. challenges. The result are bigger and better: outcomes, services, morale and productivity, bottom lines, access to new markets, We unleash the collective reputations, collaboration and ambition. ideas, knowledge and social energy within communities.
Social Design 2 Week Ambitious Design & engagement Sprint change culture
It’s your place, tell us what you think | Research analysis, August 2018 13 Page 100 Page
If you would like to find out more about the research or the work we do at The Social Kinetic please get in touch.
Email: [email protected] Mobile: +44 (0) 7734 995 807 Email: [email protected] Mobile: +44 (0) 7956 169 662 Email: [email protected] Mobile: +44 (0) 7714 433 253 @socialkinetic1 www.thesocialkinetic.com +44 (0) 20 3397 1141
It’s your place, tell us what you think | Research analysis, August 2018 14 STRONGER COMMUNITES PARTNERSHIP GOVERNANCE STRUCTURES Appendix C 15.11.2018 v1.0
HEALTH AND WELL BEING BOARD
SAFER COMMUNITIES STRONGER COMMUNITIES PARTNERSHIP PARTNERSHIP BOARD BOARD GROUP RELATIONS COMMUNITY & EQUALITIES MHCLG Led by Safer Communities Led by Independent Chair To provide strategic oversight and leadership of the delivery of the Coordinator Stronger Communities Partnership, Integration Strategy Programme This is an existing Partnership. We will
Ensures all programmes under Stronger Communities is being delivered report the delivery of Feeling Safe,
COMMITTEE Perceptions of the Other Priority. A BDMC STRATEGIC ADVISORY strategically and operationally. It manages risks and issues, milestone plans and communications. member of Stronger Communities will GROUP (to be created) sit on this board and vice versa. This group will be made up of leads of 20 Members: 12 Statutory and non-statutory services. 5 residents living District Strategies, programmes and the across the District in Keighley, Shipley, Bradford East, Bradford West and district wider partnership. The function of Bradford South. 3 reserved for specific skills or expertise. Page 101 Page this group will involve horizon scanning, . policy, learning both national and international. The group will be a minimum of 12 members. This group will meet quarterly. IFF EVALUATION TEAM
OVERVIEW SCRUTINY AND STRONGER COMMUNITIES FORUM THE PEOPLE’S ADVISORY GROUP Supported by Project Support Officers Supported by Project Support Officers
This group supports and develops the delivery of all of This group will be drawn from COI (Equalities Forum) our priority areas. The group will share learning, new and 5 residents per area committee across the research and share information. New proposals for District. The group will be limited to 32 members. Innovation Fund will be made through this group as The group will be used for consultation and focus well act as a Market Place for collaboration. Members groups including project design, implementation and
will include delivery partners, researchers and other communications. This group will champion the CORPORATE delivery organisations which support this agenda community values and act as a wider think tank group across the District. This group will meet bi-annually. for the District. The group will meet quarterly.
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STRONGER COMMUNITIES PARTNERSHIP TERMS OF REFERENCE PURPOSE The Stronger Communities Partnership will work together to provide vision, strategic leadership and direction in improving cohesion outcomes for people living and working in Bradford District and in developing Stronger and resilient communities. The board will look to; Keep oversight of all programmes and strategies under the Stronger Communities Partnership and how this will be achieved. Fully embrace a test and learn culture Strengthen existing provision and evidence base ensuring that the priorities of the Stronger Communities are being delivered. Willing to take risks and be open to innovate within our agreed risk tolerance framework.
REMIT The Partnership’s remit would be to; 1. Assist in the development of the Stronger Communities Partnership aims and objectives.
2. To agree and sign off the Stronger Communities Strategy, Communications and Marketing Strategy, Evaluation plans and on-going community engagement activities across the District.
3. Monitor the achievement, performance, financial spend, risks and issues in relation to the Stronger Communities work and ensuring success is recognised and celebrated.
4. Influence ways of working and/or culture within their organisation as well as work in partnership with others ensuring integration is embedded as an ethos across their area of work.
5. Ensure that the Partnership is kept informed of major developments in the public, educational, economic and cultural life of Bradford District, particularly where they might have a significant impact on the districts cohesiveness.
6. Provide advice within their areas of expertise as represented on the Partnership, keeping the Board informed of opportunities for activity within or behalf of Bradford whilst seeking assurance, offering challenge, fresh insights and identifying new opportunities that would achieve the desired outcomes.
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7. Provide access to communities within Bradford for whom the Partnerships work has relevance.
8. Contribute, review and disseminate any learning from the Partnership’s work.
9. Act as an advocate and champion, challenging negative influencers and national narrative, lobbying on behalf of the Partnership and taking remedial actions.
10. To agree the commissioning and decommissioning of services, reviewing the evidence, learning, social return, national context and listening to local people before making decisions.
11. Consider the wider policy development, links to other programmes and their alignment, ensuring coordination, offering scrutiny and challenge and working towards shared outcomes and sustainable solutions. The Board will undertake training to ensure they can fulfil the remit of this role as described. MEMBERSHIP The Partnership will not exceed 20 members. All terms except the Chair of the Partnership will serve for two years. The Chair will serve for three years and will be selected through an application and interview process. The Deputy Chair will be nominated through the membership and from a majority vote. Members should be in a position to support the work of Stronger Communities.
In order to satisfy this role, the Partnership will be comprised of representatives from the following statutory, non-statutory organisations and residents living in Bradford; 1. Independent Chair 2. Economic/ Employment 3. Safer Communities Partnership/Police 4. Voluntary and community sector 5. Health 6. Business 7. Education 8. Housing sector 9. Portfolio Holder of Neighbourhood and Customer Services 10. Young persons 11. Faith 12. Bradford East Residents 13. Bradford West 14. Bradford South 15. Shipley 16. Keighley
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17. Specific skill and expertise as determined by the board x 3
Representatives will also consist of the following but will have no voting rights. 1. Three Legacy members 2. Integration Area lead from Ministry of Housing, Communities and Local Government (MHCLG) 3. Local Authority members; a. Assistant Director of Neighbourhoods and Customer Services b. Programme Lead c. Stronger Communities Lead 4. Data, research and evaluation advisor.
STRUCTURE AND REPORTING The Health and Wellbeing Board is the lead partnership in the Bradford District Partnership. The Stronger Communities Partnership will report to this board. The Stronger Communities Partnership will also report to the Corporate Overview and Scrutiny Committee to make sure our decisions and services are being made fairly and with transparency.
The Stronger Communities Partnership Board will be informed by the Safer Communities Partnership (already established) The Police representative must have some links to the Safer Communities Partnership. A report on progress will be provided to the Board where relevant from the Safer Communities Partnership. The Stronger Communities Partnership will provide a reciprocal arrangement to make sure these two boards are connected. The Equalities and Community Relations Group will report to the board every quarter.
The Board will be regularly informed by the People’s Advisory Group and the Stronger Communities Delivery Group will work closely with them to ensure interventions are designed, delivered and continually improved in line with a ‘test and learn’ approach. This information will be managed through the programme team which will report to the Board every two months.
ATTENDANCE All statutory and non-statutory service members who are appointed will assign an appropriate designated person to be able to make decisions in the event that the representative member cannot attend. For residents this function will be managed through the Stronger Communities recruitment processes.
DECLARATION OF INTEREST Declarations of interest should be made at the point of recruitment. However, these will be updated annually but will remain the responsibility of each member to disclose on matters arising at any time throughout their term or when it becomes apparent.
DECISION MAKING
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The Decisions of the Stronger Communities Partnership Board will be understood to be collective and to be acted on by everyone unless individual members have made a fundamental objection. A quorum of five members of the group will be required to conduct business including at least one local authority representative from the integrated Communities Strategy programme. Decision making by consensus unless there is a failure to agree in which case each partner has one vote. In the event of members failing to agree the Chair will have the casting vote. CONDUCT AND FREQUENCY OF MEETINGS The Board will meet as a minimum every two months. However, more frequent meetings may be agreed. Adherence to the code of conduct will be expected of all members.
SECTERIAT Bradford Council will provide administrative support to the Board.
REVIEW The Stronger Communities Board will annually review terms of reference and working arrangements for sub-groups for particular functions / tasks. Changes to the terms of reference will be subject to discussion and agreement by the Stronger Communities Board and can only be made following consultation.
Board members will undertake an annual appraisal with the Chair, Portfolio Holder and Assistant Director or Director of Neighbourhoods and Customer Services.
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Equality Impact Assessment Form Appendix D
Department Department of Place Version no 1.0 Assessed by Date created 09/10/2018 Approved by Ian Day Date approved 19/10/2018 Updated by Zahra Niazi Date updated Final approval Ian Day Date signed off 19/10/18
The Equality Act 2010 requires the Council to have due regard to the need to eliminate unlawful discrimination, harassment and victimisation; advance equality of opportunity between different groups; and foster good relations between different groups Section 1: What is being assessed?
1.1 Name of proposal to be assessed.
Draft ‘Stronger Communities Strategy’ and Delivery Plan, produced by the Bradford Integrated Communities Partnership in response to Bradford’s designation as one of five Government ‘Integrated Communities Pilot Areas’.
1.2 Describe the proposal under assessment and what change it would result in if implemented.
The Strategy sets out its vision where people – whatever their background live, work, learn and socialise together, based on shared rights, responsibilities and opportunities. As such the overall ambition of the Stronger Communities Strategy and Delivery Plan underpins this corporate equality objective. It is intended to increase opportunities for people from different backgrounds to: mix together, increase their mutual understanding and respect of each other and reduce misunderstandings and to remove barriers that prevent people from taking full advantage of the opportunities available to all people living in Britain. The proposal also includes influencing system change across schools admissions, social housing allocation, Government Policy and embedding the ethos of integration across the District in the design and delivery of services. It will challenge processes and practices which hinder opportunities for integration. Section 2: What the impact of the proposal is likely to be
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2.1 Will this proposal advance equality of opportunity for people who share a protected characteristic and/or foster good relations between people who share a protected characteristic and those that do not? If yes, please explain further.
Yes. The proposals within the strategy and delivery plan will make a positive contribution and impact on many protected characteristic groups. There is no perceived detriment from undertaking any of the initiatives within the delivery plan.
Both the Government Green Paper and the engagement work undertaken locally recognise the importance of getting along in the District by increasing the size and diversity of social networks and bringing confidence and a sense of belonging. The local delivery plan places significant emphasis on bringing those furthest from the labour market into work. Proposals include indirect measures, such as better coordination and greater opportunity for learning English and more directly by engaging employers in changes to recruitment practice alongside work with the Department of Work and Pensions and Job Centre Plus. It is intended to increase opportunities for people from different backgrounds to mix together, increase their mutual understanding and respect of each other by reducing misunderstandings and barriers through sustained interactions.
2.2 Will this proposal have a positive impact and help to eliminate discrimination and harassment against, or the victimisation of people who share a protected characteristic? If yes, please explain further.
Yes. As an Integrated Communities Pilot area Bradford, and Bradford Council, will raise the profile of equality issues, amongst many of the protected characteristic groups during the course of the partnership with MHCLG. In particular, opportunity will be taken to review certain policies and procedures to determine whether they support integration and resource will be available to instigate change, where this is believed necessary or helpful. Raising the profile of the districts work on integration will raise awareness amongst staff and elected members through the events and activities that are contained in the delivery plan. The proposal includes aspects of Feeling Safe as this can act as a barrier to people’s willingness to engage in activities that bring people together. The Delivery Plan intends to support campaigns to dispel and debunk myths as well as activities that encourage difficult conversations between different groups of people, challenging prejudices and stereotypes.
2.3 Will this proposal potentially have a negative or disproportionate impact on people who share a protected characteristic? If yes, please explain further.
The activities within the Stronger Communities Delivery Plan run are aimed at all people across the District and therefore won’t negatively or disproportionately affect one particular protected characteristic group over another.
2.4 Please indicate the level of negative impact on each of the protected characteristics?
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(Please indicate high (H), medium (M), low (L), no effect (N) for each)
Impact Protected Characteristics: (H, M, L, N) Age N Disability N Gender reassignment N Race N Religion/Belief N Pregnancy and maternity N Sexual Orientation N Sex N Marriage and civil partnership N
2.5 How could the disproportionate negative impacts be mitigated or eliminated? (Note: Legislation and best practice require mitigations to be considered, but need only be put in place if it is possible.)
Review of the work being delivered will be effectively measured. Learning about what works, and equally important what doesn’t, will help to ensure that the District can take better informed investment decisions and target resources at those interventions that are likely to deliver the greatest benefits. This will be supported by a thorough communications and marketing plan and an internal Programme Board which will look to tackle any on-going risks and issues or negative impact on certain groups. Section 3: Dependencies from other proposals
3.1 Please consider which other services would need to know about your proposal and the impacts you have identified. Identify below which services you have consulted, and any consequent additional equality impacts that have been identified.
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The Integrated Communities Partnership represents a number of voices across the District and is made up by a range of Voluntary and Community Sector organisations, Faith organisations, private sector and Council Departments across the city. The Partnership has been involved in shaping the Stronger Communities Strategy and Delivery Plan proposal. There are no further additional equality impacts identified from these exercises. Section 4: What evidence you have used?
4.1 What evidence do you hold to back up this assessment?
Our data better provides us with the right insight, evidence and intelligence to make well informed decisions that impact on our communities.
MHCLG is working with five pilot authorities to try out new approaches to integration and wants to use these experiences as a means of determining what works well. Bradford’s approach has been based both on the analysis of data and engagement with partners and citizens. A robust evaluation framework is being developed to measure the impact of interventions. The Council will work alongside the MHCLG to ensure that the initiatives have outputs and outcomes that can be effectively measured. Learning about what works, and equally important what doesn’t, will help to ensure that the district can take better informed investment decisions and target resources at those interventions that are likely to deliver the greatest benefits.
4.2 Do you need further evidence?
No Section 5: Consultation Feedback
5.1 Results from any previous consultations prior to the proposal development. The Social Kinetic was commissioned by the Stronger Communities Interim Board to engage the ‘communities of Bradford District’ to identify ideas from our list of priorities which in their view will get to the heart of some of the most persistent integration challenges and build happier, stronger communities with more opportunity for everyone. We engaged more than 630 people over three events in Bradford, Shipley and Keighley with conversations lasting more than an hour each. Each event had a mix of people from different ages, faith groups, ethnicities and gender.
We noted there were differences in what people said by area, age and gender and as such our Delivery Plan reflects this.
5.2 The departmental feedback you provided on the previous consultation (as at 5.1).
N/A
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5.3 Feedback from current consultation following the proposal development (e.g. following approval by Executive for budget consultation).
N/A
5.4 Your departmental response to the feedback on the current consultation (as at 5.3) – include any changes made to the proposal as a result of the feedback.
N/A
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Report of the Strategic Director of Place to the meeting of Bradford East Area Committee to be held on 20 February 2019
Z Subject:
Allocation of Community Buildings Grants for 2019-2021
Summary statement:
This report outlines the recommendations of the Bradford East Area Committee Grants Advisory Group for the allocation of Community Buildings Grants 2019-2021.
______
Steve Hartley Portfolio: Strategic Director of Place Neighbourhoods and Community Safety
Report Contact: Ishaq Shafiq Overview & Scrutiny Area: Phone: (01274) 431066 E-mail: [email protected] Corporate
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1. SUMMARY
1.1 This report outlines the recommendations of the Bradford East Area Committee Grants Advisory Group for the allocation of Community Buildings Grants 2019- 2021.
2. BACKGROUND
2.1 At the Bradford East Area Committee meeting on 22 November 2018 it was resolved that:
(1) That Bradford East Area Committee notes the proposed allocation process for Community Building Grants but notes also the tight timescales and proposed that this be addressed in future years to give community groups fair chance of funding applications.
(2) That the Bradford East Area Co-ordinator be requested to organise meetings of the Area Committee’s Grant Advisory Group to consider Community Building Grant Applications for funding from groups within the Bradford East Area.
(3) That the Bradford East Area Co-ordinator bring a further report to a meeting within the 2018-19 municipal year, with recommendations for the Grant Advisory Group on how the allocate the Community Building Grants funds available.
(4) That the allocation process be open to any eligible group in the Bradford East Area.
3. OTHER CONSIDERATIONS
3.1 On 17 January 2019 the Grants Advisory Group met to discuss the Community Buildings Grants applications submitted for the constituency. After full consideration of all the bids the recommendations from the Bradford East Area Grants Advisory Group are as follows:
EAST COMMUNITY BUILDINGS GRANT APPLICATIONS Name: 2019-20 Subject to Funding 2020-21 Eccleshill Adventure Playground £4,578 £4,578 Eccleshill Community Association Ltd £7,200 £7,200 Karmand Community Centre £5,000 £5,000
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MAPA Bradford £3,225 £3,225 Ravenscliffe Community Association £2,366 £2,366 St Johns Bowling Hub £2,706 £2,706 The Springfield Centre £8,300 £8,300 The Vine Trust of St Marys Laisterdyke (Known as The £7,125 £7,125 Vine Community Centre) Thorpe Edge Community Project £5,000 £5,000 West Bowling Community Advice & Training Centre £11,500 £11,500 Total £57,000 Total £57,000
4. FINANCIAL & RESOURCE APPRAISAL
4.1 The amount of funding per annum for the Bradford East Area was previously £99,400 for 2017-2018 and also £99,400 for 2018-2019. This has been reduced to £57,000 for 2019-2020 and also £57,000 for 2020-2021 (subject to funding being available).
5. RISK MANAGEMENT AND GOVERNANCE ISSUES
5.1 There are no direct specific risk management and governance issues.
6. LEGAL APPRAISAL
6.1 This work relates directly to the Local Government Act 2000 and to the Duty of Well-being placed upon the Council to promote and improve the well-being of the District.
6.2 Under the Councils Constitution at Article 12, the Executive can delegate/devolve the discharge of functions to Area Committees. In discharging these functions, all decisions made must be in accordance with policies, strategies, plans or criteria agreed by the Council or Executive and within the approved budget.
7. OTHER IMPLICATIONS
7.1 EQUALITY & DIVERSITY
7.1.1 The progressive distribution of grants to Areas with higher level needs will aid the development of initiatives which reduce inequalities.
7.1.2 Priorities supported will promote fairness and inclusion while supporting Bradford East Area Committee’s commitment to equal opportunities for all, including those protected characteristics identified within the Equalities Act 2010.
7.2 SUSTAINABILITY IMPLICATIONS
7.2.1 Resources available to Bradford East Area Committee, described in this report, and used to support the Bradford East Area Ward Plans and will directly support the
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delivery of the District’s Plan and promote and contribute to the People Can Make a difference approach.
7.3 GREENHOUSE GAS EMISSIONS IMPACTS
7.3.1 Actions to assist in identifying the greenhouse gas impacts of potential projects to be funded through this budget will be undertaken. These will include a consideration of, for example, energy efficiency opportunities in purchasing new equipment or refurbishing or modifying buildings.
7.4 COMMUNITY SAFETY IMPLICATIONS
7.4.1 There are no direct community safety implications.
7.5 HUMAN RIGHTS ACT
7.5.1 There are no direct human rights implications.
7.6 TRADE UNION
7.6.1 There are no implications related to Trade Unions arising from this report.
7.7 WARD IMPLICATIONS
7.7.1 The activity outlined in this report affects the whole district and all organisations which currently receive buildings related support in Bradford East. The creation and devolution of the Community Building Fund to Area Committees has established a more tailored provision and more accountability at ward and area levels.
7.8 WARD PLAN IMPLICATIONS
7.8.1 The activities outlined in this report contribute to priorities within the Bradford East Area Ward Plans.
8. NOT FOR PUBLICATION DOCUMENTS
8.1 None.
9. OPTIONS
9.1 Bradford East Area Committee adopts the recommendations outlined in this report.
9.2 Bradford East Area Committee adopts the recommendations outlined in this report, with amendments.
9.3 Bradford East Area Committee decides not to accept the recommendations outlined in this report.
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10. RECOMMENDATIONS
10.1 That Bradford East Area Committee approves the Community Buildings Grants outlined in 3.1.
11. APPENDICES
11.1 None.
12. BACKGROUND DOCUMENTS
12.1 The Allocation of Community Buildings Grants (Extended Community Centre Core Costs), Document N, Bradford East Area Committee, 24 November 2016.
12.2 The Allocation of Community Buildings Grants (Extended Community Centre Core Costs), Document S, Bradford East Area Committee, 22 November 2018.
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Report of the Area Co-ordinator to the meeting of Bradford East Area Committee to be held on 20 February 2019
AA Subject:
Street Cleansing - Service redesign and deployment of resources
Summary statement:
This report provides information on the service redesign of Street Cleansing and options for operational deployment of resources.
Steve Hartley Portfolio: Strategic Director of Place Neighbourhoods and Community Safety/ Environment, Sport and Culture
Report Contact: Ishaq Shafiq Overview & Scrutiny Area: Phone: (01274) 431066 Corporate/Regeneration and Environment E-mail: [email protected] Page 119 1. SUMMARY
1.1 This report provides information on the service redesign of Street Cleansing and options for operational deployment of resources.
2. BACKGROUND
2.1 At the Bradford East Area Committee held on 22 November 2018 a report was presented outlining future changes to Street Cleansing and Warden services, in particular the 25% reduction in the district-wide Street Cleansing budget which will mean the loss of 28 frontline staff and five mechanical sweeper vehicles.
Changes in street cleansing working arrangements and times
2.2 The operational changes to Street Cleansing within the District will see the creation of 23 new gateway routes that will cover busy gateway and arterial routes. Appendix A gives a list of highways in Bradford East that will be on this daily route Monday to Friday and an example map. It is estimated that these prescribed routes will last 2-3 hours and require crews to start earlier at 06:00am. Upon completion of these routes crews will be able to move in to their constituency areas for deployment (see section 9 for options). Prescriptive gateway routes will ensure maximum efficiency with the resources available and making key gateway routes cleaner at the peak commuter time.
2.3 A new dedicated Central Reservations team will also be established at the Bradford depot to tackle declining standards on specific stretches of key gateways in Bradford West, South and East this team and this will sit within the ancillary services team alongside the Litter bin maintenance, graffiti removal/ abandoned vehicles and the dedicated fly tipping team.
2.4 Appendix B shows where the reductions have been made across the district from 2018 to achieve the savings required.
2.5 In terms of clean team staff numbers the total number across the district staff working in clean teams will be 73. Allowing for holidays, sickness and any training it is expected that approximately 60 staff will be working on the ground at any one time covering 30 wards. In Bradford East 17 staff will work in the clean teams representing 23% of the available district resources. There will also be two mechanical pavement sweepers dedicated to the area and also a large mechanical road sweeper will be shared for the areas of Bradford West, South and East.
3. OTHER CONSIDERATIONS
Warden Services
3.1 Neighbourhood Wardens will have a crucial role in tackling litter and waste issues, working with businesses, land owners, schools and residents to achieve sustainable behaviour change in the long term. This will involve using a combination of education and enforcement to make the change.
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Takeaway Littering
3.2 Takeaway packaging has become one of the main causes of litter, affecting not only inner city streets but increasingly rural roads and beauty spots where there is no passing footfall. It is very highly visible, often comprised of larger items e.g. polystyrene / card boxes, drinks containers, serviettes, plastic cutlery, sauce sachets / tubs.
3.3 To tackle this a cross-cutting strategy could be adopted to manage the impact of the problem. This could involve planning conditions enforced by environmental wardens and checked by routine planning inspections. Other ideas include:
• Using environmental legislation to ensure businesses clean up litter generated from their premises and could requires take-aways to use branded packaging
• Ensure take aways do not provide excessive amounts of unrequested extra serviettes, cutlery and sauces, clean up the street around their premises and provide litter bins during opening hours
• Drive-through premises to print car registration plates on the packaging which would identify litterers if found on the highway
Supporting Voluntary Clean-Ups
3.4 The service does participate in all the national events that are publicised for example the British Spring Clean. There is also support provided for localised clean-ups where volunteer groups can tackle land and streets that they feel passionate about. Council support can take many forms for example we provide bags, litter pickers, high-vis tabards and gloves to local volunteer groups as well as remove the waste they have collected. Much of this voluntary work can be seen on social media such as Facebook. Some volunteer groups operate all year round, for example Litter-Free Baildon.
Best Practise and Benchmarking
3.5 The Street Cleansing service is a participating member of Keep Britain Tidy and APSE; two organisations where we can share best practise and data around what works or does not work. Both these groups hold regular sessions across the country and the attendance is high reflecting that Bradford is not alone in having difficulty tackling various environmental issues such as litter.
Environmental Legislation in Relation to Car Litter
3.6 In April 2018 the law was changed which meant that the registered keeper becomes responsible for any littering from the vehicle, removing the need to formally identify the actual offender in the vehicle. Bradford have been keen to adopt these powers and have been one of the pathfinder authorities working on how these powers can be practically implemented e.g. DVLA identification of offender, issuing of tickets and enabling efficient payment by offenders. Environmental enforcement is at an advanced stage and hopes to be utilising these powers fully in 2019/20.
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3.7 In terms of the medium to long term future the government plans to implement a Deposit Return Scheme (DRS) for plastic bottles, glass bottles and cans could make a significant impact by creating a monetary value for these commonly littered items. Whilst the driver for this project is to increase recycling, it could mean that people will be less inclined to litter with these items and where the items are still littered they will be of value to others who will collect them for financial gain. Further information about this can be found at the DRS announcement. Another great example of this kind of initiative was the introduction of charging for plastic bags (5p) and the impact this has made to the environment. The government is considering increasing the charge to 10p.
4. FINANCIAL & RESOURCE APPRAISAL
4.1 The total budget for street cleansing district wide will be £3,538,000. As some services will operate across constituencies (eg fly tipping, central reservations, graffiti and gateway routes) divisions by constituency cannot accurately be provided.
5. RISK MANAGEMENT AND GOVERNANCE ISSUES
5.1 As this is a new delivery model and will be managed by officers who have specialist knowledge in one specific area, managers will need to acquire some knowledge of the other specialist services (either Street Cleansing or Parks) and as such, the approach will need time to ‘settle’ before we reach optimum delivery.
5.2 There is a further risk that some managers may not be placed in areas where they have historically worked. This will mean that it may take some time to familiarise themselves with the new areas.
5.3 Both of these risks will be mitigated by ensuring that there is a good handover period and managers, having been appointed in advance of the ‘Go Live’ date, will have some time to familiarise themselves with both area and service. We will also ensure that support is in place both at a peer and senior level for the managers.
6. LEGAL APPRAISAL
6.1 There are no specific issues.
7.0 OTHER IMPLICATIONS
7.1 EQUALITY AND DIVERSITY
7.1.1 Area Committee decisions will need to be made in line with Equal Rights legislation. This will require Area Committees to assess the potential equality impact of any decisions they make.
7.2 SUSTAINABILITY IMPLICATIONS
7.2.1 Increased local decision-making has the potential to create more sustainable solutions to local issues.
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7.3 GREENHOUSE GAS EMISSIONS IMPACTS
7.3.1 There are no specific issues.
7.4 COMMUNITY SAFETY IMPLICATIONS
7.4.1 There are no specific issues.
7.5 HUMAN RIGHTS ACT
7.5.1 There are no Human Rights Act implications arising from this report.
7.6 TRADE UNION IMPLICATIONS
7.6.1 Trade unions continue to be consulted on all changes to Street Cleansing working arrangements and staffing changes.
7.7 WARD AND WARD PLAN IMPLICATIONS
7.7.1 The information in this report is relevant to all Wards in Bradford East.
8.0 NOT FOR PUBLICATION DOCUMENTS
8.1 There are no not for publication documents.
9. OPTIONS
9.1 As a devolved service the Area Committee has some discretion over the deployment of resources.
9.2 Following completion of the morning gateway routes, there are different options on how to deploy resources for the balance of each day. The options presented are all ones that keep some relationship between the service and either Ward or Area Constituency working.
9.3 By 9.00am most of the main roads, retail areas and busy commuter runs will have been covered by the morning gateway teams so the balance of the work consists of the following land-use types:
High density housing e.g. terraces / back-to-backs Medium density housing e.g. social housing estates Low density housing e.g. suburban estates with majority off-road parking Industrial / warehousing Rural roads
9.4 Currently a clean team manages one or two wards with the Driver Co-ordinators having a lot of autonomy in what they do and area expected to be self organising and dictate their work pattern and having a sense of ‘ownership’ for their area.
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Option 1a: Area Constituency- pooled resources with fixed weekly work pattern
9.5 This option would see staff move into two larger groups or gangs per constituency and then work through the Area Constituency in a prescribed manner. Each Constituency would be broken down in to Zones which would be considered a balanced days’ work for a gang to complete under normal circumstances.
9.6 Appendix C Figure 1 provides an example of how the Zones might look, though the number of zones and what localities are covered each day are a starting point and would be subject to discussion if the option is selected.
9.7 Deploying staff in slightly larger groups working closer together has benefits to morale when working on any of the more littered streets which can be slow tedious work, as well as increasing accountability and enabling service managers the ability to monitor performance due to the fixed working patterns.
9.8 By having fewer but larger groups or gangs the service is able to avoid some of the issues that would be encountered by unplanned leave impacting on staffing numbers that would be experienced if smaller ward based teams were still in use.
9.9 These larger groups can rotate around their constituency on a planned basis with fixed days where the service is due. A roving transit would be deployed in each area to deal with emergencies (e.g. dead animals, oil spills, needles, specific issues that need addressing by management urgently or litter bins that are not on the gateway and priority main road routes).
9.10 Each Area Constituency can be split in to zones based on the estimated servicing time required and the desired frequency. The major disadvantage of this model is that this would not prioritise areas or areas that have more of a litter or detritus issue.
Option 1b: Area Constituency pooled resources
9.11 Within Appendix C Figure 2 assumes all parts of the Area Constituency receive a varying frequencies for different zones could be incorporated in to the model e.g. some zones will be done twice weekly and other zones are attended once every four weeks.
9.12 Zones could be scheduled for a weekly / fortnightly / three-weekly or four weekly visits depending if any prioritisation wants to be set e.g. type of housing, industrial rural roads etc.
9.13 Similar to option 3a a roving transit would be deployed in each to deal with emergencies (e.g. dead animals, oil spills, needles, specific issues that need addressing by management urgently or litter bins that are not on the gateway and priority main road routes).
9.14 A collaborative approach to prioritisation could be adopted where the zones could be initially developed by the service and then reviewed by members each year to allow periodic adjustment based on intelligence available and changes in demand. The service could provide recommendations on changes to zones each year, if any Page 5124
were required, and the rationale could be assessed by members.
9.15 Options 1a and 1b highlighted above are available for member consideration. Officers’ suggested preference is option 1b to target areas of greater need on a more frequent basis.
10. RECOMMENDATIONS
10.1 That the service redesign for gateways is adopted.
10.2 That Bradford East Area Committee selects its preferred delivery model.
10.3 That Bradford East Area Committee will review any option chosen after a 12 month trial period.
11. APPENDICES
11.1 Appendix A – Gateways and Priority Routes
11.2 Appendix B – Staff Numbers and Breakdown by Area for 2018/19
11.3 Appendix C - Option 1a and 1b - Example of Zones for Bradford East
12. BACKGROUND DOCUMENTS
12.1 ‘Council Warden Service devolution to Area Committee’, Report of the Area Coordinator to the meeting of the Bradford East Committee on 26th March 2015.
12.2 ‘People Can Make a Difference’: Campaign to promote and encourage strong and active communities, Report of the Area Co-ordinator to the meeting of the Bradford East Area Committee on 19th November 2015.
12.3 ‘Bradford East Ward Plans’, Report of the Area Co-ordinator to the meeting of the Bradford East Area Committee on 17th March 2016.
12.4 ‘Cleaner and greener streets and neighbourhoods in Bradford East - Devolution to Area Committee, Report of the Bradford East Area Co-ordinator to the meeting of Bradford East Area Committee on Thursday 16th June 2016.
12.5 ‘Cleaner and greener streets and neighbourhoods in Bradford East – Devolution to Area Committee’ – Report of the Bradford East Area Co-ordinator to the meeting of Bradford East Area Committee on 9 October 2017.
12.6 ‘Annual report on Street Cleansing, Environmental Enforcement and Council Wardens and information about the merger of the Parks Service into Neighbourhood and Customer Services’, Report of the Area Co-ordinator to the meeting of Bradford East Area Committee on 22 November 2018.
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APPENDIX A BRADFORD EAST – GATEWAYS AND PRIORITY ROUTES
Bradford Moor Barkerend Road / Leeds Old Road / Leeds Road Leeds Road / Gypsy Street / Dick lane Killinghall Road Gain Lane
Bowling & Barkerend Laistridge Lane / Sticker Lane Bowling Back Lane Harris Street New Otley Road Undercliffe Lane / Pollard Lane Shipley Airedale Road Bolton Road Wakefield Road Hammerton Street Buck Street Hall Lane / Bowling Hall Road Hall Lane Prospect Street / Mill Lane Rooley Lane Broad Lane Dick Lane Bolling Road / Ripley Street Manchester Road Barkerend Road Leeds Road
Little Horton Gaythorne Road / St Stephen's Road Manchester Road Little Horton Lane Ransdale Road Park Lane Horton Park Avenue Canterbury Avenue Thornton Lane Hudson Avenue / Southfield Lane / Southfield Road / Smiddles Lane Mill Lane
Bolton & Undercliffe Bolton Road Cliffe Road Otley Road / Harrogate Road Shipley Airedale Road / Canal Road Queen's Road Bolton Lane King's Road / Swain House Road Lister Lane / Valley View Grove / Northcote Road Page 7126
Wrose Road Idle Road Dudley Hill Road / Killinghall Road Leeds Road
Eccleshill Pullan Avenue / Bolton Road Stone Hall Road / Stony Lane / Victoria Road / Norman Lane Victoria Road Bank Harrogate Road Leeds Road Bradford Road New Line Fagley Road / Pollard Lane Moorside Road
Idle & Thackley Harrogate Road / Apperley Lane Leeds Road Town Lane / Highfield Road High Street Apperley Road / New Street / Idlecroft Road Albion Road / Thorp Garth / Bradford Road
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Example Map of Gateways and Priority Routes
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APPENDIX B Staff Numbers
April 2018 April 2019 Loss/Gain Mechanical sweepers 16 11 -5 Clean teams 95 73 -23 City Centre 13 9 -4 Fly tip team 2 2 0 Graffiti team 2 2 0 Litter bin maintenance 2 2 0 Central reservations 0 3 +3 TOTAL 130 102 -28
Breakdown by Area
Clean Teams Mechanical Sweepers No of Staff Hours Per No of Staff Hours Per Week Week Bradford West 17 664 2.3 105.2 City Centre 9 365 Bradford East 17 705.5 2.3 105.2 Bradford South 13 513.5 2.3 105.2 Keighley 13 475.5 2 91.5 Shipley 13 482 2 91.5 Ancillary Services: Fly tip team 2 70 Litter bin 2 85 maintenance Graffiti removal/ 2 88 abandoned vehicles Central 3 113.5 Reservations TOTAL 91 3,562 11 498.6
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APPENDIX C Option 1a - Example of Zones for Bradford East
Fig 1 assumes all parts of the Area Constituency receive a weekly visit; though at a weekly frequency it would be a light touch level of cleansing.
0600-0900 (Daily 0900-1400 Frequency) Day All staff Gang 1 Gang 2 Frequency Mon All morning routes Zone 1 Zone 2 Weekly Tue All morning routes Zone 3 Zone 4 Weekly Wed All morning routes Zone 5 Zone 6 Weekly Thu All morning routes Zone 7 Zone 8 Weekly Fri All morning routes Zone 9 Zone 10 Weekly
Option 1b - Example of Zones for Bradford East
Fig 2 assumes that the Area Constituency prioritises some parts for a lower frequency e.g. Zones 9 - 16 are attended once every 4 weeks. This model would see smaller zones across the Constituency and allowing a deeper level of cleansing in all zones upon attendance as a result of the reduced frequency.
0600-0900 (Daily 0900-1400 Frequency) Day All staff Gang 1 Gang 2 Frequency Mon All morning routes Zone 1 Zone 2 Twice weekly Tue All morning routes Zone 3 Zone 4 Weekly Wed All morning routes Zone 5 & 7 Zone 6 & 8 Fortnightly Thu All morning routes Zone 1 Zone 2 Twice weekly Zone 9, 11, 13 Zone 10, 12, 14 Fri All morning routes & 15 & 16 4-Weekly
Zones would be formed from localities so in Bradford East if it was decided to have 10 zones then they could potentially look something like this:
Bradford East 1 Bolton / Undercliffe 2 West Bowling 3 Little Horton 4 East Bowling / Broomfields 5 Barkerend Bowling / Laisterdyke / Cutler 6 Heights 7 LaPage / Harewood 8 Fagley / Gain Lane / Rushtons 9 Ravenscliffe / Eccleshill Thorpe / Thackley / Idle / Apperley 10 Bridge
If 16 or more zones were selected then each of the zones would cover a smaller area on that day’s work. Page11 130