Agenda Document for Regeneration and Environment Overview And

Public Document Pack

Agenda for a meeting of the Regeneration and Environment Overview and Scrutiny Committee to be held on Wednesday, 4 March 2020 at 5.30 pm in Committee Room 1 - City Hall, Bradford

Members of the Committee – Councillors CONSERVATIVE LABOUR LIBERAL GREEN DEMOCRAT Herd Berry R Ahmed Love Heseltine Dodds Kamran Hussain Jamil Mohammed Alternates: CONSERVATIVE LABOUR LIBERAL GREEN DEMOCRAT Riaz Johnson Stubbs Warnes Whiteley Choudhry Dunbar Jenkins Lintern

NON VOTING CO-OPTED MEMBERS Nicola Hoggart Environment Agency Julia Pearson Bradford Environmental Forum 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. From: To: Parveen Akhtar City Solicitor Agenda Contact: Asad Shah Phone: 01274 432280 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 19 September 2019 be signed as a correct record (previously circulated).

(Asad Shah – 01274 432280) 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.

(Asad Shah - 01274 432280)

5. REFERRALS TO THE OVERVIEW AND SCRUTINY COMMITTEE

Any referrals that have been made to this Committee up to and including the date of publication of this agenda will be reported at the meeting.

B. OVERVIEW AND SCRUTINY ACTIVITIES

6. BIODIVERSITY SCRUTINY REVIEW: UPDATE ON BIODIVERSITY NET GAIN CONSULTATIONS

The Regeneration and Environment Overview and Scrutiny Committee received a 12 month update report on a review of biodiversity in March 2019. The Committee requested an update in a further 12 months on the Government’s consultation on Biodiversity Net Gain. The report of the Strategic Director, Place (Document “BQ”) provides this update.

Recommended –

That the Committee considers the issues outlined in the report.

(Danny Jackson – 01274 431230)

7. BRADFORD BECK PILOT STUDY 1 - 14

The Bradford Beck Pilot Study was first discussed by members in April 2013 and has been before the Environment & Waste Management Overview and Scrutiny Committee on an annual basis since then. It was resolved on 16th April 2019 that the ongoing collaboration between officers and Friends of Bradford Beck be supported; also that the Friends of Bradford Beck be congratulated for the work they have undertaken throughout the years.

The report of the Strategic Director, Place (Document “BR”) outlines progress made in the financial year 2019- 2020.

Recommended –

(1) That the Friends of Bradford’s Becks and the Strategic Director, Place be requested to work jointly on studies and proposals for the Canal Road Area.

(2) That the Friends of Bradford’s Becks be invited to report back in a year’s time.

(3) That this report be noted and that the ongoing collaboration between officers and the Friends of Bradford’s Becks be supported.

(Edward Norfolk – 01274 433905)

8. AN UPDATE ON THE PROGRESS OF ACTIVE BRADFORD'S 15 - 24 JU:MP PROGRAMME IN 2019

Active Bradford is a partnership of agencies from across the District that are committed to working together to increase the number of people being active and playing sport across the Bradford District.

Last year Active Bradford presented to the scrutiny committee an update on the planning and development phase of JU:MP the Bradford Local Delivery Pilot.

The report of the Strategic Director, Place (Document “BS”) sets out the progress JU:MP has made since June 2019 and the strategic developments that Active Bradford are undertaking.

Recommended –

That Members of the Committee note the current progress of Active Bradford.

(Zuby Hamard – 01274 432671)

9. BRADFORD DISTRICT ECONOMIC STRATEGY DELIVERY PLAN 25 - 44 PROGRESS

The report of the Strategic Director, Place (Document “BT”) will update the Committee on progress of the Delivery Plan for the Bradford District Economic Strategy 2018-2030. The report provides an overview of the delivery plan and highlights the key achievements to date, future priority actions and areas of focus for the Bradford Economic Partnership moving forward.

Recommended –

(1) Members note and comment on the report.

(2) That a further annual report be brought in 12 months’ time.

(Mark Clayton – 01274 434558)

10. REGENERATION AND ENVIRONMENT OVERVIEW AND 45 - 50 SCRUTINY COMMITTEE WORK PROGRAMME 2019-20

The report of the Chair of the Regeneration and Environment Overview and Scrutiny Committee (Document “BU”) presents the Committee’s Work Programme 2019-20.

Recommended –

That the Work programme 2019-20 continues to be regularly reviewed during the year.

(Licia Woodhead – 01274 432119)

THIS AGENDA AND ACCOMPANYING DOCUMENTS HAVE BEEN PRODUCED, WHEREVER POSSIBLE, ON RECYCLED PAPER This page is intentionally left blank Agenda Item 6/

Report of the Strategic Director for Place to the meeting of Regeneration and Environment Overview and Scrutiny Committee to be held on Wednesday 4th March 2020 BQ

Subject:

BIODIVERSITY SCRUTINY REVIEW: UPDATE ON BIODIVERSITY NET GAIN CONSULTATIONS

Summary statement:

Steve Hartley Portfolio: Strategic Director for Place Regeneration, Planning and Transport

Report Contact: Danny Jackson Overview & Scrutiny Area: Countryside and Rights of Way Manager Phone: (01274) 431230 Regeneration and Environment E-mail: [email protected]

Page 1 1. SUMMARY

The Regeneration and Environment Overview and Scrutiny Committee received a 12 month update report on a review of biodiversity in March 2019 (which had been undertaken by the Environment and Waste Management Overview and Scrutiny Committee in 2018). The Committee requested an update in a further 12 months on the Government’s consultation on Biodiversity Net Gain, secured through development. The report provides this update.

2. BACKGROUND

2.1 The Council, in common with other public authorities, has a legal duty with regard to biodiversity which is set out in the Natural Environment and Rural Communities Act (NERC) 2006. This states that:

“ Every public authority must, in exercising its functions, have regard, so far as is consistent with the proper exercise of those functions, to the purpose of conserving biodiversity”.

2.2 A review of biodiversity in the Bradford District undertaken by the Environment and Waste Management Overview and Scrutiny Committee in 2018, recognised that the Council has a key role through its planning function, to influence the conservation of biodiversity. This was further picked up by the Regeneration and Environment Overview and Scrutiny Committee in March last year, when it received a 12 month update report. In this report it was noted that the Government had invited comments on securing biodiversity “net gain” through the planning process, and had launched a national consultation exercise in December 2018. Officers reported that the Council had submitted comments as part of this consultation, and an update report on the outcome of this was consequently requested by the Committee. This report is that update.

2.3 By way of background, the principle of “net gain” is already set out in the National Planning Policy Framework (NPPF) – in paragraph 170:

‘Planning policies and decisions should contribute to and enhance the natural and local environment by:… d) minimising impacts on and providing net gains for biodiversity, including by establishing coherent ecological that are more resilient to current and future pressures;’

At Paragraph 174: ‘To protect and enhance biodiversity and geodiversity, plans should:… b) promote the conservation, restoration and enhancement of priority habitats, ecological networks and the protection and recovery of priority species; and identify and pursue opportunities for securing measurable net gains for biodiversity.’

Page 2 At paragraph 175:

When determining planning applications, local planning authorities should apply the following principles: d) development whose primary objective is to conserve or enhance biodiversity be supported; while opportunities to incorporate biodiversity improvements in and around developments should be encouraged, especially where this can secure measurable net gains for biodiversity

Such references in the NPPF afford the principle of biodiversity net-gain substantial weight and it is firmly established in policy. It is however, not a legal requirement. The consultation on net gain launched in December 2018, asked whether such a principle should become mandatory. This built on a commitment in the Government 25 Year Environment Plan published in 2018.

2.4 The consultation attracted almost 500 responses. Almost half came from planning authorities and conservation bodies but only 8% from developers. Fewer than 5% of developers thought that net gain should become mandatory compared to almost 70% of conservation bodies. The outcome of the consultation was, however, picked up in an Environment Bill, which included a commitment to apply a requirement for biodiversity net gain of 10% for developers through the planning system. This gain, it is proposed, will be measured using a “biodiversity metric” that has been developed by DEFRA. Part 6 of the Bill legislates for the creation of the net gain requirement, expands the duty on relevant authorities from conserving to “conserving and enhancing” biodiversity, and legislates for the creation of Local Nature Recovery Strategies to cover the whole of England.

2.5 The Environment Bill was announced in the Queen’s Speech on 14 October 2019. First Reading was on 15 October and a Second Reading on 28 October 2019. Shortly after the Second Reading the General Election was called, parliament dissolved and so there was no further progress. A commitment to a bill covering environmental matters was included in the post-election Queen’s Speech on 19th December 2019 and the Bill was re-introduced to Parliament on 30th January 2020 – so it appears that the Bill will become law sometime later this year.

2.6 It is useful therefore, to consider the provisions in relation to net gain which were included in the draft version which got through Second Reading – on the assumption that it will eventually proceed into law.

2.7 The main provisions are set out in Schedule 15 of the Bill, key amongst them being the insertion into the Town and Country Planning Act 1990, a “general condition of planning permission” that every planning permission granted for the development of land in England shall be deemed to have been granted subject to the submission by the developer of a biodiversity net gain plan and its approval by the planning authority.

2.8 The quantum of “net gain” is set at 10% as a minimum – so the post-development biodiversity value of a site must exceed its pre-development biodiversity value by at least 10%. This must be made clear in the biodiversity net gain plan and must be calculated using an agreed “biodiversity metric”, produced by DEFRA.

Page 3 3. OTHER CONSIDERATIONS

3.1 The basic principle behind biodiversity net gain is that, once a development has taken place, it should demonstrably provide a higher level of biodiversity than the pre-development situation – by at least 10%.

3.2 The process requires the developer to accurately assess and quantify the pre- development biodiversity value of a site and then demonstrate, through a biodiversity net gain plan, how the increase in biodiversity is to be achieved.

3.3 The well-established “mitigation hierarchy” is expected to be applied, where it would be expected that developers would first seek to avoid impacts, then to minimise them, then take on-site measures to rehabilitate or restore biodiversity, before finally offsetting residual, unavoidable impacts.

3.4 So, as a last resort, If it is not possible for this increase in value to be achieved on- site, developers will be able to provide alternative, compensatory habitat elsewhere in the locality or, if that is not possible, they could enter an offsetting scheme whereby they pay into a fund which is used by third parties to create this “offset” habitat elsewhere. This process is illustrated in Appendix 1.

3.5 Clearly this has significant implications for the Council as planning authority, as there will be a need to ensure that such gain is secured through the development management process. The technical ecological resource (currently one Biodiversity Officer) will need to reflect the increased demand – as these officers will need to ensure, through their planning consultation responses, that the requirement for net gain is highlighted, that it has been correctly assessed by the developer, that the submitted net gain plan is adequate and will achieve the required increase in biodiversity value. In addition, once all of this is in place, the development will have to be monitored so that the Council can be sure that the gains are being achieved, either on-site or through off-setting. The financial and resource implications of this are explored further in Section 4.

3.6 Where net gain cannot be achieved on-site, or on nearby sites owned by the developer, there will need to be a structure in place whereby developers can offset their impacts by improving habitat elsewhere.

3.7 There are a number of models by which this could be achieved – from entirely in- house site acquisition and long-term management by the Council, to recruiting local farmers to manage their land to create the habitat (funded through an offsetting pot), to engaging third parties to provide and manage the offset habitat (possibly on a county-wide basis. A combination of all of these is also possible. These options need careful assessment as to which would be the best model for Bradford.

3.8 The off-setting option, it is proposed, would be funded through “biodiversity units” which would have an agreed tariff per unit, secured through Section 106 agreements (or similar legal undertaking). The tariff can then be used to buy the

Page 4 necessary biodiversity units to ensure the net gain at another location, thus off- setting the biodiversity loss at the development site.

3.9 Finally, it is worth highlighting a further ramification of this proposal, in terms of its impact on the viability of developments. No doubt developers will cite viability as a barrier to achieving net gain and this is something the Council as planning authority will need to be mindful of. The expectation to achieve net gain however is already currently high – included as it is in National Planning Policy – and if it becomes mandatory in an Environment Act, the viability argument will not stand as a reason to avoid the achievement of biodiversity net gain.

4. FINANCIAL & RESOURCE APPRAISAL

4.1 The ongoing costs to local government of biodiversity net gain are estimated at £9.5m per year nationally, including transition costs of £4.8m per year for the first two years. The figures are contained in a DEFRA impact assessment. The Government produced a consultation response in July 2019, which stated: "The cost of new burdens placed on local authorities through biodiversity net gain will be assessed and funded."

4.2 The Royal Town Planning Institute said that biodiversity net gain "must be complemented with proper resourcing for planners, including access to ecological expertise. This will enable the profession to fulfil its leadership function"1

4.3 With the Environment Bill working its way through Parliament, DEFRA published an Impact Assessment in October 2019. This assessment concluded that:

“the main resource that will be needed by LPAs to implement the policy effectively is access to sufficient expert ecological advice. At present this is provided through different models including in-house ecologists, shared services or buying in advice from other authorities, NGOs or consultancies. The level of advice available to planning departments is variable and LPAs report capacity is stretched.”

4.4 It went on to estimate the required additional staff resource as follows:

It was highlighted that the resource required was best arranged by unitary and county authorities (i.e. upper-tier authorities). We estimate that each upper-tier authority would require on average:  0.65 FTE (range between 0.5 and 2 FTE) ecologists for set up, lasting one to three years  0.65 FTE (range between 0.5 and 2 FTE) permanent ecologists, for monitoring after set up.  0.65 FTE (range between 0.5 and 2 FTE) permanent ecologists to advise authorities

Therefore, an upper-tier authority would require on average 1.3 FTE (1-4 FTE) ecologists in any given year. This totals to 197.6 FTE across 152 upper-tier authorities. Of this requirement, 22.8 FTE are needed for spatial planning, with

1 RTPI response to Defra consultation on Biodiversity Net Gain (2019)

Page 5 skills in coordination, engagement and evidence use.

We expect that additional resources would be required for upper-tier authorities with more planning applications and environmental assets. Our analysis scales the representative resource requirement of LPAs according to the amount of development taking place within those areas. We multiplied the FTE estimates by the current salary for a government ecologist (£37,096)2 and then added 30% as an approximation of overhead costs.

For local government, our findings indicate that the initial annual costs total £9.5m throughout the first two years. Thereafter, costs are ongoing equalling £9.5m per year. Of these costs, £1.1m are associated with spatial planning.

No financial burden will be placed on the Council budget.

4.5 In a recent policy statement (dated 30th January 2020), the Government pledged:

Section 8 Delivering environmental ambition at the local level

“Government will fully fund all new burdens on local authorities arising from the Bill in order to make our ambition a reality. We are committed to working in partnership with local government, businesses and wider stakeholders on the implementation of these measures, to identify and secure the capacity and skills to deliver a cleaner, greener and healthier environment.”

4.6 It would appear therefore that the new resource and financial burdens to be placed on the Council as a result of the introduction of mandatory net-gain requirement, will be covered by additional Government funding (possibly through a grant application process – although this has yet to be clarified).

4.7 A full assessment of the financial and resource implications is required, but based on the DEFRA Impact Assessment quoted above, a busy Planning Authority like Bradford could need around an additional 3 or 43 full-time officers to manage the process.

4.8 Viability: a “significant minority” of developers raised concerns in the Government consultation, regarding additional costs and viability on challenging sites. The DEFRA Impact Assessment considered this issue and used Ministry of Housing, Communities and Local Government data on land use values, to estimate the cost of net gain delivery as a percentage proportion (%) of industrial and commercial land values for around 70 towns in 38 different Local Enterprise Partnership (LEPs) areas.

4.9 The analysis shows that the majority of the costs across scenarios are expected to be less than 5% of land value, and that regions with higher costs (i.e. implying a

2 This is DEFRA estimate. Bradford’s Biodiversity Officer is scale PO1 (@£32,500) 3 Based on the range being between 1 and 4 FTE – Bradford could be at the upper end of this range due to the number of planning applications dealt with per annum.

Page 6 potential site specific viability issue) tend to be in the North. A similar conclusion was reached on residential development.

4.10 The Impact Assessment also indicates that it is likely that exemptions or flexibility will be allowed on “some targeted brownfield sites with viability issues”. The Assessment also indicates that a number of other development types will be exempt from the requirement for net-gain; namely permitted development and householder development including extensions.

5. RISK MANAGEMENT AND GOVERNANCE ISSUES

5.1 It would appear that the most significant risks in relation to net gain are not having the adequate staff resource and off-setting opportunities in place to ensure it is implemented successfully.

5.2 A consequence of that failure would be a reduction in ecological interest and biodiversity value within the District and the environmental, climatic, social and economic consequences of that.

5.3 The further consequence arising from that would be the legal and reputational ramifications of failing to achieve a mandatory planning requirement.

5.4 All of the above could be avoided by ensuring that adequate staff resources and procedures and systems are in place to successfully secure the net-gain. It may be the case that consideration needs to be given to operating on a more regional or county-wide basis, particularly in terms of off-setting opportunities and staff are already having discussion with colleagues in neighbouring authorities to scope this out.

5.5 If the off-setting element of net-gain were to be managed on a county-wide basis, there may be instances where the net-gain from a development in one local authority area is actually secured in another local authority area. This is something that would need to be accepted and agreed by all the participating authorities upfront.

6. LEGAL APPRAISAL

6.1 If, as seems likely, the Environment Bill becomes law, net-again will become mandatory and the Council will need to ensure that all developments comply with the legal requirements.

7. OTHER IMPLICATIONS

7.1 EQUALITY & DIVERSITY

None

Page 7 7.2 SUSTAINABILITY IMPLICATIONS

The coming years will see a requirement for the District to accommodate new development – for both housing and employment. In terms of housing alone, a requirement of 28, 951 new homes has been identified in the Bradford Core Strategy Partial Review (2019) over the next 17 years - plus all the necessary infrastructure which goes along with this. There are clear environmental benefits to ensuring that all this development results in a net-gain for biodiversity, thus helping to secure the District’s ecological value, its resilience to climate change, its quality of life and wider social and economic benefits.

As a general principle, based on the fact that net-gain is an expectation in current national planning policy, the Council has been requesting that developments demonstrate a net-gain prior to this becoming law. Some examples of recent successes are included at Appendix 2.

7.3 GREENHOUSE GAS EMISSIONS IMPACTS

As stated above, biodiversity plays a key role in combatting or ameliorating the impacts of greenhouse gases and climate change. It is widely accepted that trees, wetlands and other habitats can absorb and lock-up carbon from the atmosphere. It is clear that any gains in biodiversity across the District will only serve to enhance this positive effect.

7.4 COMMUNITY SAFETY IMPLICATIONS

N/A

7.5 HUMAN RIGHTS ACT

Protection, enhancement and access to biodiversity is a basic human right. This is usefully summed up by United Nations report “Biodiversity and Human Rights” (2017), which states:

“Biodiversity is necessary for ecosystem services that support the full enjoyment of a wide range of human rights, including the rights to life, health, food, water and culture. In order to protect human rights, States have a general obligation to protect ecosystems and biodiversity”

7.6 TRADE UNION

 N/A.

7.7 WARD IMPLICATIONS

N/A

Page 8 7.8 AREA COMMITTEE ACTION PLAN IMPLICATIONS (for reports to Area Committees only)

N/A

7.9 IMPLICATIONS FOR CORPORATE PARENTING

N/A

7.10 ISSUES ARISING FROM PRIVACY IMPACT ASSESMENT

N/A

8. NOT FOR PUBLICATION DOCUMENTS

None

9. OPTIONS

9.1 The Committee considers the report in general

9.2 The Committee request further action and/or updates on specific items

10. RECOMMENDATIONS

That the Committee considers the issues outlined in the report

11. APPENDICES

Appendix 1: Flowchart illustrating the net-gain process

Page 9 Appendix 1: Mandatory biodiversity net-gain process

Developer calculates Net gain of Calculation baseline and Permission biodiversity verified (by post- granted development units Council) biodiversity units

Developer Developer amends design Net loss of creates or Habitat to increase on- biodiversity enhances creation site biodiversity units nearby habitat verified units themselves

Developer Developer pays cannot create third party for or enhance local habitat nearby habitat creation or themselves enhancement

Page 10 Appendix 2: Examples of recent development proposals which have shown a positive outcome for biodiversity:

Derry Hill Menston. The positive outcome here is that the developer has achieved net gain on site by significant habitat creation/management. This includes grasslands where they cannot build due to utility pipes. The net gain uplift was significant.

Moor Lane Menston (next door to the above). Again to achieve net gain the developer has undertaken a large amount of habitat restoration.

Petrol Filling Station, 244 New Line, Bradford: This application initially resulted in a minor net-loss of biodiversity. As the loss was only minor it was agreed that it would be appropriate to include additional features (an otter holt in the nearby beck and woodland management/ species roost boxes instead). So although not quite reaching a net gain, it resulted in more for wildlife on the restricted site than would have been the case without running the proposal through the metric..

Site of Station Sawmill in Denholme: the consultants were encouraged to secure a lot of habitat restoration in the plans to achieve net-gain .

We are also looking for net gain on all of our internal projects eg Shipley / Canal Road transport scheme

Page 11 This page is intentionally left blank Agenda Item 7/

Report of the Strategic Director of Place to the meeting of the Regeneration and Environment Overview and Scrutiny Committee to be held on 4th March 2020 BR

Subject:

BRADFORD BECK PILOT STUDY

Summary statement:

Strategic Director: Portfolio:

Steve Hartley Regeneration, Planning & Transport Strategic Director of Place

Report Contact: Overview & Scrutiny Area:

Edward Norfolk Regeneration and Environment. Principal Drainage Engineer Phone: (01274) 433905 E-mail: [email protected]

Page 13 1. SUMMARY

Since the Committee meeting of April 2019 there has been cooperation on a range of projects between Council officers in various sections and Friends of Bradford’s Becks (FOBB). This report outlines the work carried out over the last year in collaboration to the catchment plan produced by FOBB that was supported by the Environment and Waste O&S Committee in 2013.

2. BACKGROUND

During the course of the year there have been work streams and developments involving FOBB and Council Officers in relation to Bradford Beck. An update on existing and emerging projects and initiatives are discussed below:

Local Levy Funded Projects As discussed in previous reports, following the floods of December 2015 it was recognised that there was a need need for a long term strategic approach to managing flood risk and associated environmental impacts across the Bradford district. In idenitifying this need the Council worked with the Environment Agency to scope and develop a Bradford Flood Programme Board. The Programme Board were able to secure local levy funding from the Yorkshire Regional Flood and Costal Committee to help deliver a range of aspirations. Following the success of the River Stewardship pilot project in 2016/17 and 2017/18, In collabaoration with FOBB and the Aire Rivers Trust, further funding was secured to appoint a Project Officer to work with the Aires Rivers Trust. The post was filled in Febuary 2018 and has worked on a range of projects through 2019/ 20. The Project Officer has assisted with the River Aire Care Project with an aim in creating a sustainable and active network of citizens looking after Bradford’s rivers and supporting flood resilience activities on behalf of the community.

Bradford Beck River Restoration Project CBMDC, The Environment Agency (EA), The Friends of Bradford Beck and the Wild Trout Trust are working in partnership to deliver a £90,000 EA funded scheme to re-naturalise the northern length of Bradford Beck. This includes the removal of Invasive Non- Native Species (INNS), habitat creation works, pedestrian access improvements and works to improve fish passage. Fish passage works will include the installation of baffles on existing barriers to slow the flow of water in key areas. Habitat works will include the planting of wetland species in areas cleared of invasive species, together with the enhancement of woodland ecology on surrounding river banks. Improved footpaths and signage will help walkers access the beck and raise its profile amongst local residents. The main update is that the fish pass works are now on site with some complete and wetland planting and habitat creation works and taking place. The project is also looking at engaging with the market to design and build another larger scale (£25-30k) fish pass on the Environment Agency weir close to Leeds Road in Shipley.

Renaturalisation of Bradford Beck Working with the Highways Majors Team in the Bradford to Shipley Improvement Scheme, a section of Bradford Beck between Poplars Road and Briggate has been identified to be renaturalised by diverting the watercourse around a dilapidated culvert. The Highways Scheme has recently been given West Yorkshire Combined Authority ( WYCA) and

Page 14 Council assurances to progress to a full business case. The culvert is in severely poor condition with life expectancy already passed. Failure of this culvert will result in an unacceptably high risk of flooding to surrounding properties, the highway network and infrastructure. Bradford Beck will be realigned to create additional flood water storage which will reduce the impact of climate change through mitigation and adaptation by managing the risk of flooding along the Corridor. This will also open up opportunities for measures to improve the river health of Bradford Beck that will recover water quality in accordance with the objectives of the Water Framework Directive and in accordance with the aspirations of the management plan ‘Bradfrod Beck- A New Lease of Life’ undertaken by the Aires River Trust in conjunction with the Friends of Bradford’s Becks. The stabilisation of habitats by the naturalisation of the channel will also enhance biodiversity and green infrastructure by strengthening ecological networks particularly within and connecting to Bradford’s Wildlife Habitat Networks. The Project will increase the species and habitat diversity by introducing a variety of grassland, woodland and wetland habitat and thus enable the area to support a wider range of species than at present. In this way, the conservation status of the site will be elevated. In addition, the proposal is a key ecological link in Bradfords Wildlife Habitat Network

A Peer Review Group will be established to evaluate the designs and ideas of the Project to ensure that the Project delivers multiple outcomes whilst achieving its main objective to reduce flood risk in the catchment. The Peer Review Group will monitor the Project during key milestones. It is intended that FOBB will sit on the Peer Review Group to include other stakeholders from the environmental community.

The Council has had an outline European Social Innovation Fund (ESIF) bid accepted and is currently working to submit a full ESIF application that will provide match funding so the project can realise its potential.

European Projects The Council are within their fourth year of the sixth year BEGIN (Blue / Green infrastructure through social innovation) project which was approved in early September 2016 to EU North Sea Region Secretariat; The Lead Partner being the Municipality of Dordrecht in the Netherlands. The project is progressing and will help support the aspirations of the Councils Green Infrastructure Study. The emerging approach in respect of Green Infrastructure and flood risk is based on the creation of a Linear Park along the length of Bradford Beck, restoring the natural character of the beck, retaining areas of natural floodplain, introducing new areas and enhancing existing areas of greenspace whilst incorporating sustainable drainage within new developments. The BEGIN projects also aims to engage with communities to increase awareness of the Beck and its catchment.

Fish on a Bike Land Art The Council’s Drainage and recycling team worked with the Aire Rivers Trust and community volunteers to create “Fish on a Bike” land art alongside the River Aire in Shipley for the UCI World Road Cycling Championships (27/08/19). The 50m x 40m Fish on a Bicycle design was painted out by the artists ‘Sand in Your Eye’ and volunteers laid out recyclable waste on the image. The recycling team provided the waste during National Recycling Week to highlight the kind of items that can be recycled, rather than discarded or dumped, but which are all too often found in our local rivers. Not only do items discarded on or in rivers create a flood risk, but they cause pollution and blight areas. It highlighted the invaluable efforts of the local communities and their river stewardship work and the Developing the Natural Aire (DNAire) project: a project to revitalise one of

Page 15 Yorkshire’s longest rivers by reconnecting the ecology of the river through building fish passes on the last four high weirs below Gargrave, including Saltaire; allowing salmon to return to the river for the first time since the Industrial Revolution and at the same time reconnecting communities to the River Aire. This art project utilised the excitement in the build up to Bradford hosting a worldwide event and enabled us to connect community, sport, culture and the environment whilst raising awareness.

Monitoring and Data The Council are in discussion with Bradford College and FOBB about future Beck monitoring including pollution monitoring. This aligns with Yorkshire Water’s proposals for their Bradford Beck Catchment Investigation in Yorkshire Water’s Price Review 2019 Water Industry National Environment Plan (PR19 WINEP) and the Council alongside FOBB has been consulted by Yorkshire Water in drafting these proposals.

The Council’s SCORE team has released historical rainfall data and the Bradford Beck 2D Infoworks model as open data and this has been published by ICT on the Council’s Datahub. The project is also currently looking at opening up and publishing near real time data from the Council’s 12 rain gauges across the District.

Sediment Control Following a series of sediment pollution incidents involving new developments, the Council met with FOBB to discuss if there were any opportunities through the development control and planning process to help prevent future pollution incidents. Although the policy and responsibility for sediment control is complicated, it was agreed that guidance and warnings could be included in pre planning application advice and as footnotes on planning application decision notices with the intention of raising awareness to developers of these types of pollution incidents.

3. OTHER CONSIDERATIONS

The Friends of Bradford Becks have provided an update to their work streams during 2019/20 and the report is included as appendix 1.

The Environment Agency has been approached on pollution incidents that have been reported on Bradford Beck and its tributaries during 2019/20. This data is included as appendix 2.

4. FINANCIAL & RESOURCE APPRAISAL

None

5. RISK MANAGEMENT AND GOVERNANCE ISSUES

None

6. LEGAL APPRAISAL

None

7. OTHER IMPLICATIONS

7.1 EQUALITY & DIVERSITY

Page 16 None

7.2 SUSTAINABILITY IMPLICATIONS

None

7.3 GREENHOUSE GAS EMISSIONS IMPACTS

None

7.4 COMMUNITY SAFETY IMPLICATIONS

None

7.5 HUMAN RIGHTS ACT

None

7.6 TRADE UNION

None

7.7 WARD IMPLICATIONS

None

7.8 IMPLICATIONS FOR CORPORATE PARENTING

None

7.9 ISSUES ARISING FROM PRIVACY IMPACT ASSESSMENT

None

8. NOT FOR PUBLICATION DOCUMENTS

None

9. OPTIONS

None

10. RECOMMENDATIONS

1. That the Friends of Bradford’s Becks and the Strategic Director, Place be requested to work jointly on studies and proposals for the Canal Road Area.

2. That the Friends of Bradford’s Becks be invited to report back in a year’s time.

3. That this report be noted and that the ongoing collaboration between officers and the Friends of Bradford’s Becks be supported.

Page 17 11. APPENDICES

Appendix 1 - Friends of Bradford Becks summary of activities 2019/ 20

Appendix 2 - Environment Agency Pollution Incidents 2019/ 20

12. BACKGROUND DOCUMENTS

Bradford’s Becks – a New Lease of Life Available online from: http://bradfordbeckdotorg.files.wordpress.com/2013/02/bradfordsbecksfinalweboptimised.pdf

Page 18

Friends of Bradford’s Becks summary of activities 2019-20

Friends of Bradford’s Becks report to Regeneration and Environment O&S Committee, March 2020

Summary

It has been a fairly good year for the Beck. The renaturalisation project has started. Most of our signposts have been installed.

However, the pollution problems remain serious, with various becks polluted almost every day, sometimes seriously. A particular concern is sediment runoff from construction sites which blankets the stream bed and destroys the ecosystem, often for several years.

Our main request this year is for the Council’s support to impose and enforce planning conditions which would prevent sediment runoff from construction sites. This section of the report is highlighted in a box below.

Introduction

The Friends of Bradford’s Becks (FOBB) is a community group of Bradford based residents and ecologists. We are keen to see the eventual restoration of the Bradford Beck river system as a contribution to the quality of the city. FOBB was formed to achieve the six visions in the catchment management plan1 which was written after widespread consultation during 2011. The visions are:

• clean (i.e. free of pollution) • visible • accessible • thriving (i.e. good ecologically) • cared for becks • in a water wise city

The catchment plan was supported by the Environment and Waste O&S Committee in 2013, and officers were requested to give FOBB assistance with the resulting projects. We have reported back to the Committee in each year since, and this is our report for March 2020.

Highs and lows in 2019-20

It has been a good year and we can report some real physical improvements. However stubborn pollution problems persist.

1 Aire Rivers Trust, 2012. Bradford’s Becks: a new lease of life. Available from https://bradfordbeckdotorg.files.wordpress.com/2013/02/bradfordsbecksfinalweboptimised.pdf

Page 19

Renaturalisation: Phase 1

A collaboration between the Environment Agency, Bradford Council (mainly Landscape), ourselves and the Wild Trout Trust has seen work begin to improve the ecology and riverside of the Beck between the River Aire at Shipley and Briggate. Two streams of work will be complete by end of March, with more to follow next year:

1. Modifying a weir and two bridges (Leeds Rd, Dockfield Rd) to make it easier for fish to pass upstream – see photos. This work has been undertaken by the Wild Trout Trust with the help of FOBB volunteers. 2. Improving the morphology (shape), creating footpaths and bankside planting to improve habitats, accessibility and visual amenity – see plan. This work has been contracted out by Landscape Planning.

To Shipley station

Footbridge

Completed Skipton Properties development

Briggate

Left: Fish easement works under Leeds Rd (Shipley station) a nearby weir and Dockfield Rd Right: landscaping and planting plan between Briggate and footbridge. Both activities are part of a collaborative project between Bradford, the Environment Agency and FOBB. 2

Page 20

Renaturalisation: Phase 2

Renaturalisation of the Beck between Briggate and Stanley Rd is included in the Bradford-Shipley Route Improvement Scheme. FOBB does not have a position on the road scheme itself, but we are delighted that funding is included, together with a parallel bid to ESIF (European Structural Infrastructure Fund).

The proposed work includes (all details still to be decided!):

• taking the beck out of the unnecessary culvert and so daylighting it (photos), • sloping some of the banks to make the Beck more visible, • improving the morphology of the bed (photos) and banks to encourage wildlife, • planting, viewing points and footpaths.

We have been consulted about the plans – thank you – and have been invited to join a Peer Review group to keep an eye on detailed design and progress. We will be delighted to help.

Daylighting the Beck. Left: The unnecessary and failing culvert alongside Valley Rd Right: How the Beck might look after daylighting.

Improving the bedform. Left: there is a km of brick lined channel in which nothing lives and which fish can’t swim up. Middle and right: a similar channel in Germany given some bedform to encourage wildlife

Page 21

Signage and information boards

Finally, after our appeal for help at last year’s meeting, we have seen ~20 finger posts and 3 information boards successfully installed by the Signs Dept to our designs. Here is a selection.

Top: Signs in city centre drawing attention to the hidden Beck and plaques trail Bottom: Examples of the finger posts to bring the smaller becks to attention. All signs designed by FOBB and Mick Long, made and installed by Bradford Signs Dept and funded by Co-op customers.

Pollution

Is there any point in making these physical improvements when pollution continues to be such an issue? Downstream of the city centre, the beck is discoloured and smelling most days.

Sewage. We are starting in April on a project with Yorkshire Water to try and identify the sewage problems – mis-connected drains and malfunctioning YW assets. This project has come about by instruction of the Environment Agency as a result of FOBB’s evidence gathering on pollution over the last few years. We will report on progress next year.

Page 22

Sediment. A pollution problem that is proving very difficult to resolve is sediment pollution from housing developments. It is illegal to allow construction sediment to discharge into a watercourse but the major housebuilders seem to be oblivious or uncaring. The Allerton Lane (Keepmoat) site has been a problem for several years; the Environment Agency has finally taken action but only after years of pollution.

We are very concerned about the mess that is being made of Fagley/Carr Beck. Here there are 4 major housing sites and none seem able or willing to control sediment releases with the result that the beck is frequently completely turbid and coated in fine sediment.

Sediment pollution of Fagley Beck. Left: confluence between unpolluted and polluted streams Right: Amateurish and ineffective attempts to control sediment from a major building site in Fagley (Photos: Rob Hellawell, Ann Wallace)

Such pollution can be pursued as an offence after the event, but by then it is too late. To bring a prosecution, the Environment Agency needs high quality evidence but they don’t have the resources to continually monitor all the building sites. Even if there is prosecution, the fines (typically £100,000) are trivial compared to the environmental damage and the value of the houses built. An alternative approach would be to include a planning condition requiring silt trapping works to be constructed before the site is stripped of topsoil. We understand that Kirklees Council include this provision for exactly this purpose:

31. Development shall not commence until a scheme, detailing temporary surface water drainage for the construction phase (after soil and vegetation strip) has been submitted to and approved in writing by the Local Planning Authority. The scheme shall detail phasing of the development and phasing of temporary drainage provision and include methods of preventing silt, debris and contaminants entering existing drainage systems and watercourses and how flooding of adjacent land is prevented. The temporary works shall be implemented in accordance with the approved scheme and phasing. No phase of the development shall be commenced until the temporary works approved for that phase have been completed. The approved temporary drainage scheme shall be retained until the approved permanent surface water drainage system is in place and functioning in accordance with written notification to the Local Planning Authority.

Reason: In the interest of the satisfactory drainage of the site and to accord with the guidance contained in part 10 of the National Planning Policy Framework “Meeting the challenge of climate change, flooding and coastal change".

We have had a preliminary discussion with Drainage (Ed Norfolk) and Planning (Mark Hutchinson) who are looking into the feasibility of doing the same in Bradford. We appeal for your support for this move.

Page 23

Other FOBB activities in 2019-20

Awareness raising

We continue to push the Bradford Beck (good and bad!) in the conventional media and on social media. There have been:

• Two appearances on Look North o August 2019, about pollution o January 2020, about the fish easements • Articles in the T&A o 19th April, about this meeting last year o 19th Dec, about the signage project o 4th Jan, about daylighting rivers o 8th Jan, about the Bradford Beck part of the Canal Rd scheme o 23rd Jan, about the fish easements • An article on Bradford Beck and daylighting rivers in the online magazine The Conversation • A story about Bradford Beck in Yorkshire Post. • An appearance on Start the Week with Andrew Marr, discussing Bradford Beck and daylighting • FOBB has over 500 followers on Facebook (do join them!) and over 400 on Twitter (@BradfordsBecks).

We continue to organise litter picks and give talks to local groups.

And our Pollution Hunting continues, reporting multiple problems to the Environment Agency. Most of these have been sewage misconnections, with others being sediment from construction sites.

The coming year

Our plans for the coming year are to:

• Continue to lobby for sediment control on building sites • Report pollution whenever we find it • Engage with Canal Rd planning • Engage with Transforming Cities Fund planning • Install more information boards • Install ‘Name that stream’ signs • River Corridor plan? • Continue to support the phase 1 renaturalisation • Carry out the joint pollution hunting project with YW • And other good works!

Support in the coming year

We ask for continued support in our campaign to improve Bradford’s Becks for both the city’s and the environment’s benefit. Our key request is for the Committee’s support to impose and enforce planning conditions which would prevent sediment runoff from construction sites.

Barney Lerner Chair, Friends of Bradford’s Becks [email protected] 6

Page 24 Page 25 This page is intentionally left blank Agenda Item 8/

Report of the Strategic Director of Place to the meeting of the Regeneration and Environment Overview and Scrutiny Committee to be held on 4th March 2020 BS

Subject:

AN UPDATE ON THE PROGRESS OF ACTIVE BRADFORD’s JU:MP PROGRAMME IN 2019

Summary statement:

Last year Active Bradford presented to the scrutiny committee an update on the planning and development phase of JU:MP the Bradford Local Delivery Pilot.

This report sets out the progress JU:MP has made since June 2019 and the strategic developments that Active Bradford are undertaking.

Steve Hartley Portfolio: Strategic Director of Place Healthy People & Places

Report Contact: Zuby Hamard Overview & Scrutiny Area: Phone: (01274) 432671 E-mail: [email protected] Regeneration & Environment

Page 27 1. SUMMARY

1.1 Active Bradford is a partnership of agencies from across the District that are committed to working together to its vision of everyone being active and playing sport across the Bradford District. It promotes and influences on behalf of physical activity and sport across the District leading to a wide range of work by its partners and others. The most recent Sport England Active Lives survey has shown a 5.2% reduction in the number of inactive adults (those doing less than 30 minutes a week) over the last three years which is pleasing to note. However, there remain around 160,000 adults in the District whose health would be significantly improved by becoming more active.

1.2 Two years ago Active Bradford was successful in applying to be one of Sport England’s twelve “Local Delivery Pilots” and last year the early planning and development phase was reported to Scrutiny Committee. This report sets out the progress JU:MP (the new branding for the Local Delivery Pilot) has made since June 2019 and the strategic developments that Active Bradford are undertaking.

1.3 JU:MP aims to test and learn more about what helps children aged 5 – 14 years and their families to be active. Sport England are investing up to £8 million of Lottery Investment in the JU:MP programme over the next five years to evaluate the impact of taking a whole systems approach to physical activity in a defined area of North Bradford. Born in Bradford, a research programme hosted at Bradford Teaching Hospitals NHS Foundation Trust, are leading the pilot on behalf of Active Bradford. The Pathfinder Phase is underway with £3 million investment to test taking a whole systems approach to increasing children’s physical activity levels by working with families, communities, schools and organisations, and by making improvements to the environment. JU:MP is testing working at a neighbourhood level in three Pioneer Neighbourhoods; Peel Park area, Scotchman Road/Toller and Allerton/Lower Grange before rolling out across the whole LDP area. Planning for the wider LDP area starts in March 2020.

1.4 If we are to reach a population level change in activity levels then it is vital that physical activity is embedded as far and as wide as possible. To that end, this year Active Bradford brought key strategic leaders from across Bradford together to explore joint working and ensure that physical activity is in all relevant policies. The workshops connected senior stakeholders within Bradford and they reported having increased understanding of the importance of physical activity and the current position in Bradford regarding policy and practice. The workshops identified the need to foster more collaboration and to identify projects that could be undertaken in the JU:MP area as exemplar whole systems working across planning, transport, environment and communities. The next step for Active Bradford is to collate key policies and action plans and working together with Living Well, bring leaders together across the whole system to co-produce plans to strengthen physical activity in policy and its implementation in practice.

Page 28 2. BACKGROUND

2.1 JU:MP, the Bradford Local Delivery Pilot, is one of 12 across the country, funded by Sport England aiming to better understand what helps people to be active in their communities. Sport England are investing up to £8 million of Lottery Investment in the JU:MP programme over the next five years to evaluate the impact of taking a whole systems approach to physical activity. Born in Bradford, a research programme hosted at Bradford Teaching Hospitals NHS Foundation Trust, are leading the pilot on behalf of Active Bradford. JU:MP aims to test and learn more about what helps children aged 5 – 14 years and their families to be active.

2.2 Why it matters Research has shown that low levels of physical activity during childhood and adolescence can have a negative impact on children and young people’s academic achievements, social abilities and life skills, as well as their health. Born in Bradford data has shown that 77% of 5-11 year olds don’t do the recommended 60 minutes of moderate to vigorous activity each day and 38% leave primary school overweight or obese. Being active doesn’t only improve children’s physical health, but also their emotional wellbeing, meaning that active children are more confident and happier. It is now widely recognised that being inactive is the fourth biggest cause of early mortality in the UK and physical activity patterns are established in childhood. The health cost of physical inactivity relating to cancer, diabetes, coronary heart disease and cerebrovascular disease are to the Bradford District is estimated to be £9.94m per year.

2.3 The JU:MP Area Research is at the heart of the programme and defined the decisions around the JU:MP area. A range of factors were taken into account including demographic data, the ability to compare impact on different communities, ability to use Born in Bradford research data and not covering the same area as the Better Start programme. The areas selected on this basis are Allerton, Fairweather Green, Toller, Heaton, Manningham, City, Bolton/Undercliffe, Windhill and Eccleshill. The learning from JU:MP will be shared across the district and nationally, and will inform future policy and practice.

3 JU:MP Implementation Plan and Progress to Date

3.1 The aim during the current Pathfinder Phase is to test the hypothesis that a whole systems approach to increasing children’s physical activity levels is acceptable, feasible and shows potential to increase physical activity levels in children aged 5 – 14 years. The pilot aims to increase children’s physical activity levels by working across four themes; family, community, organisations and environment. A Theory of Change approach was taken to identify all the changes that need to take place in order to reach the programmes outcomes. This informed the development of the implementation plan. Some examples of work being implemented are included in this section.

Page 29 3.2 Families JU:MP is the public-facing name of the Bradford Local Delivery Pilot. Join Us: Move. Play is the campaign behind the programme to inspire, energise and support our children, families and communities to be active. Join Us: Move. Play will be at the heart of the whole system approach; connecting partners and communities and linking the programme, thus strengthening the key messages. JU:MP Fun Days are taking place in schools, parks and community settings to engage less active children and families and encourage sign up to Join Us: Move Play. We aim to recruit thousands of families to the JU:MP movement. We will motivate and support them to be more active through inspiring messages and images, ideas to be active and letting them know about what activities are happening in their local area. From our insight, we know that 97% of families would like to receive this sort of information. https://joinusmoveplay.org/

3.3 Creating Active Schools JU:MP schools have an ethos and a drive to increase movement, play and activity for all of their pupils. Using the Creating Active Schools (CAS) Framework to guide their work, they embed physical activity at the heart of their ethos and strategy, aiming to get the entire school community including teachers, parents and other external stakeholders to consider physical activity in everything they do. All levels and systems have a crucial role to play; from policy, to teacher training, to pupils and their families, the framework aims to improve how physical activity is positioned and valued in schools. https://www.yorkshiresport.org/what-we-do/in- education/creating-active-schools/

3.4 Faith Organisations We will encourage and influence faith settings to increase physical activity opportunities in their programmes. A major area for innovation for the programme is to work with the Mosques to embed physical activity in the Madrassas. In our predominantly South Asian areas, 92% of children who are of Muslim faith attend Mosque/Madrassa most days after school, so these children are particularly at risk of inactivity. For this reason, this is an area of innovation that we are testing and learning from. Extensive work undertaken in the consultation phase has shown a willingness of local Islamic religious leaders to incorporate physical activity in their settings. We are taking a range of approaches including co-designing plans with Madrassas, training staff and volunteers who work in the Madrassas to deliver physical activity, active travel to and from Madrassa, active breaks and active learning.

3.5 Community The JU:MP Awards are open to constituted organisations to apply for to test and learn ideas to get inactive children active in the JU:MP area. Awards of £500 - £5000 are available for community and voluntary organisations to apply for. We have completed two rounds of the JUMP awards. All applications are scored by an assessment panel made up of local representatives. The decisions are then sent to Sport England who make the final decision taking into consideration the recommendations of the assessment panel.15 projects have been successful over the two rounds, £66,266 of awards have been distributed. The range of projects has been wide and diverse, these have varied from football and cricket to roller derby sessions, dance clubs and reintroducing old street games. The awarded projects 3

Page 30 include projects which are specifically working with children with disabilities, those on the autistic spectrum and BME girls providing opportunities for them to partake in sporting activities in madrassah’s. A third round of the JUMP awards will be opening on 9th March 2020 and closing on 20th April 2020.

3.6 Environment - Active Playful Parks For families where green space is not within easy reach, we will be developing green space with active play areas. We will work to improve safety, quality, accessibility, provision and uptake of activities. Outdoor adventurous play will be explored, as there is some evidence that shows it can build children’s resilience and increase physical activity. We aim to test how effective outdoor adventurous play workers are in engaging less active children in parks and green space and establishing a positive culture in a park or green space.

3.7 Born in Bradford evidence and insight Distinctive to Bradford is the Born in Bradford (BiB) Study, a world class birth cohort which provides epidemiological research following the lives of 13,500 children and their parents (30,000 participants in total) as they grow up in the city. Evidence from the BiB cohort, including accelerometer data collected from over 1400 children over the last year, has guided the development of the JU:MP implementation plan alongside international literature and consultation with over 1000 children and families. The cohort study will also be used to evaluate the JU:MP programme and our research team will conduct neighbourhood and project level evaluations to capture more evidence on what works. The JU:MP applied research programme is a world leading study and we will share the results widely and use the findings to help inform future policy and practice at a local, national and global level.

3.8 Progress in 2019 The JU:MP research and implementation teams has been established and the programme mobilised with action now taking place. This included an intensive period of planning and mapping of the area, research design development, partnership building and co-designing local neighbourhood plans with partners. The programme is now in the rapid test and learn phase and the following activity has taken place:

 Overall, 83 organisations, groups and schools have been involved in JU:MP and over 5,000 children and families have taken up the opportunity to be active near to where they live

 £130k has been invested in a new nature play area in Peel Park with work starting on 2nd of March with it planned to be open to the public by June 2020

 JU:MP has commissioned over £400k of programmes with local organisations, successfully awarded tenders to deliver activity in the Pioneer Neighbourhoods including: o Outdoor Adventurous Play - The Big Swing o Three JU:MP Connector programmes – Community Works, Lower Grange Community Association and Manningham Mills Sports Association, 4

Page 31 o Cricket and football - Greater Horton Cricket Club.

 All 13 schools identified in the Pioneer Neighbourhoods have committed to being part of JU:MP and have developed and are implementing individual action plans using the Creating Active Schools Framework with funding provided to cover staff and resources to implement plans

 The research team has collected data from over 1,000 children in our 13 Pioneer Neighbourhood schools including accelerometer and fitness tests. This data is being analysed to provide us with a baseline from which to evaluate the impact of our approach

 The JU:MP Awards Programme has funded 15 projects over two rounds and £66,266 of awards have been distributed to community and VCS organisations

 301 sessions of sports and active recreation were delivered over summer 2019, led by 16 organisations, with 2,880 children and family groups taking part.

 Pioneer Neighbourhood programmes are launching soon with 18 JU:MP Fun days in schools and communities, aiming to engage 3,000 children and families and to sign up over 1,000 families to the Join Us: Move. Play campaign by March 2020

 Plans have been drawn up for developments at Pity Beck and the Scotchman Road disused allotment site following extensive consultation with children, families and local residents. Plans are due to be submitted to Sport England in February 2020 with work estimated to start summer 2020. Consultation is underway from April regarding ideas for green space development in the wider LDP area. Next Steps  February – April 2020: Pioneer Neighbourhood programmes launch with 16 JU:MP Fun days in schools and communities, aiming to engage 3,000 children and families and to sign up over 1,000 families to the Join Us: Move. Play campaign.  Mobilising five recently commissioned ABCD physical activity programmes, four to be delivered by local VCS organisations and the JU:MP Leads young leaders programme to be delivered by BMDC Youth Services (5 x approx £100K investment)  March – June 2020: Planning and development for the wider LDP area engaging partners and local communities, to inform plans for the Accelerator Phase which will start in 2021.  July 2020: Play Symposium Children’s Active Play in a Digital World in City Square to explore innovative approaches to encouraging outdoor play and inform LDP plans.

Page 32 4. FINANCIAL & RESOURCE APPRAISAL

There are no financial implications.

5. RISK MANAGEMENT AND GOVERNANCE ISSUES

There are no significant risks arising out of the framework

6. LEGAL APPRAISAL

There are no legal issues in this report.

7. OTHER IMPLICATIONS

7.1 EQUALITY & DIVERSITY

The actions plans arising from the work of Active Bradford will have a large focus on those who are currently inactive or low participation groups in sport. These tend to be those on low incomes, disabled people, some women and girls and some ethnic minority groups.

7.2 SUSTAINABILITY IMPLICATIONS

N/A

7.3 GREENHOUSE GAS EMISSIONS IMPACTS

Through the strategy implementation Active Bradford will be looking to influence local transport and planning strategic plans to increase the number of people making journeys by walking and cycling across the city. This should contribute to lower emissions’.

7.4 COMMUNITY SAFETY IMPLICATIONS

N/A

7.5 HUMAN RIGHTS ACT

N/A

7.6 TRADE UNION

N/A

7.7 WARD IMPLICATIONS

N/A 6

Page 33 7.8 IMPLICATIONS FOR CORPORATE PARENTING 4th March Officers from S&C work closely with officers from Children’s Services and Health and Wellbeing to consider and develop joint and complementary policies regarding sport, health improvement and physical activity and link with partners to ensure these are considered in the development of services across the district with all partners.

7.9 ISSUES ARISING FROM PRIVACY IMPACT ASSESMENT

Sport and Culture do consider the implications of data protection and information security matters arising from their work and working with partner agencies on annual basis. We will undertake a Privacy Impact Assessment for the new activities that are taking place through the Local Delivery Pilot and request the Active Bradford Partnership to undertake a similar assessment in the coming year with all partner agencies.

8. NOT FOR PUBLICATION DOCUMENTS

None

9. OPTIONS

N/A

10. RECOMMENDATIONS

That Members of the Committee note the current progress of Active Bradford

11. APPENDICES

Appendix 1 - Active Bradford Ltd. Governance

12. BACKGROUND DOCUMENTS

Active Bradford Strategic Framework http://www.yorkshiresport.org/wp-content/uploads/2017/01/Active-Bradford-PA-and-Sport- Strategic-Framework-Jan-2017.pdf

Creating Active Schools Framework https://www.yorkshiresport.org/what-we-do/in-education/creating-active-schools/

Page 34 JU:MP website https://joinusmoveplay.org/

JU:MP the Bradford Local Delivery Pilot defined area www.activebradford.com/ldp/

Page 35 APPENDIX 1 Active Bradford Ltd

Active Bradford is made up of six member organisations from across the district who are committed to working together to increase the number of people being active and playing sport in Bradford.

These six members are the University of Bradford, Bradford Metropolitan District Council, Bradford College, Bradford Teaching Hospitals Foundation Trust (Born in Bradford), Yorkshire Sport Foundation and One In A Million.

Many other partners will be involved in Active Bradford as part of the life course sub-groups that make up the structure of the company. It will be at these life course groups that the strategy comes to life and is delivered. The structure for the company is outlined below:

Active Bradford Members Strategic Leadership – Appointed Senior Executives with decision making powers Meets 3 x per year

Kersten England (CEO of BMDC), Professor John Wright (Born in Bradford), Nigel Harrison (CEO of Yorkshire Sport Foundation), Mark Garratt (University of Bradford, Director of External Affairs), Wayne Jacobs (Founder and CEO of One In A Million)

Active Bradford Board of Directors Accountable for delivery of strategy Meets 6 x per year

Wayne Jacobs (Chair), Nigel Harrison (YSF), Mark Garratt (University of Bradford), Hayley Lomas (Bradford College), Collette Connolly (Bradford CCG), Phil Barker (BMDC), Dr Sally Barber (Born in Bradford), Chris Schofield (Schofield Sweeny Solicitors), Jas Athwal (Deputy Lieutenant)

Active Early Active Children & Active Adults Active Older Adults Years Young People - Education Group - Local Delivery Pilot group Engagement of partners across the district

We believe physical activity and sport has a huge role to play in the Bradford district and are driven by our vision for;

‘A healthy and prosperous Bradford where everyone chooses to make physical activity and sport an everyday part of their lives’ 9

Page 36 Agenda Item 9/

Report of the Strategic Director, Place to the meeting of the Regeneration and Environment Overview & Scrutiny Committee on Wednesday 4 March 2020 BT

Subject: BRADFORD DISTRICT ECONOMIC STRATEGY DELIVERY PLAN PROGRESS

Summary statement:

This report updates Scrutiny Committee on progress of the Delivery Plan for the Bradford District Economic Strategy 2018-2030. The report provides an overview of the delivery plan and highlights the key achievements to date, future priority actions and areas of focus for the Bradford Economic Partnership moving forward.

Steve Hartley Portfolio: Strategic Director - Place Regeneration, Planning and Transport

Report Contact: Mark Clayton Overview & Scrutiny Area: (Policy Officer, Office of the Chief Executive) Regeneration & Environment Phone: 01274 434558 E-mail: [email protected]

Page 37 1. SUMMARY

This report updates Scrutiny Committee on progress of the Delivery Plan for the Bradford District Economic Strategy 2018-2030. The report provides an overview of the delivery plan and highlights the key achievements to date, future priority actions and areas of focus of the Bradford Economic Partnership moving forward. A timeline of key delivery milestones to 2030 is also provided.

2. BACKGROUND

2.1 The Bradford Economic Partnership was formed on 6th March 2018 to oversee the development and delivery of an economic strategy for Bradford District.

2.2 Chaired by noted Bradfordian, Chief Executive of Premier League football team Burnley FC and soon to be Chief Executive of the English Football League, David Baldwin, the Bradford Economic Partnership working alongside Bradford Council, Bradford Chamber of Commerce, the University of Bradford and West Yorkshire Combined Authority, conducted detailed economic analysis and discussions with business and other partners during 2017 to develop and produce the strategy document “Pioneering, Confident & Connected – An Economic Strategy for Bradford District 2018-2030”

2.3 The Strategy was endorsed by Council Executive and launched in March 2018 and sets out an ambition to be the UK’s fastest growing economy over the coming decade, increasing the value of our economy by £4 billion, getting 20,000 more people into work and improving the skills of 48,000 residents.

2.4 The Economic Strategy provides the framework to deliver our economic potential by prioritising actions that will unlock four strategic opportunities. These are:

Our young and enterprising population: ensure all our people are equipped with the skills and confidence to succeed. Our distinctive offer: use our unique architecture, heritage and cultural assets to create compelling investment propositions and an environment for growth. Our growth potential: build on our business and sector strengths to drive innovation, increase productivity and create wealth. Our globally connected district: Improve our transport infrastructure and digital connectivity to strengthen our trading links and access to new markets.

2.5 The delivery plan for the Strategy has been developed under the direction of the Bradford Economic Partnership. Just as the Economic Strategy is owned by all involved in its development, the delivery plan also demonstrates this by showing the full range of public, private and community sector actions that are making the strategy happen. It also provides an effective mechanism for the economic partnership to capture and monitor progress in delivering the long term ambition of the strategy.

Page 38 2.6 The Bradford Economic Partnership produces an Annual Report and held a One Year On event in March 2019 at Keighley College. The link to the 2019 Annual Report is included in the Background Documents section of this Report.

2.7 The 2020 Annual Report is currently being prepared.

2.8 It is the intention that the Economic Strategy and delivery plan will be refreshed in 2021 to take account of the final Brexit withdrawal agreement, the Leeds City Region HS2 Growth Strategy, the publication of the preferred route options for Northern Powerhouse Rail, a potential City Region devolution agreement and an increased focus on environmental sustainability following the climate emergency declaration by the Council and the West Yorkshire Combined Authority.

2.9 Refreshing the Economic Strategy in 2021 will also enable a stronger alignment with Leeds City Region Local Industrial Strategy as it develops and which is designed to boost productivity and transform the City Region, building on our strengths, improving people’s skills and helping businesses grow while tackling the climate emergency, so everyone can benefit from a strong economy.

3. DELIVERY PLAN OVERVIEW

3.1 The delivery plan developed by the Bradford Economic Partnership sets out the key projects, programmes and actions being delivered by the Council, the West Yorkshire Combined Authority (WYCA), the private sector and partners including Bradford Chamber of Commerce, University of Bradford, Further Education colleges and community organisations that are contributing to meeting our growth ambitions by unlocking the four key opportunities set out in the Economic Strategy. The delivery plan is organised in two parts. These are:

1) A High Level Delivery Plan which:  Maps projects, programmes and actions against the four Economic Strategy opportunities.  Sets out details of the projects, programmes and actions, lead organisations and deliver partners.  Identifies values, timescales and key milestones.  Sets out key outputs and outcomes and progress to date.

2) A Delivery Plan Timeline Summary which:  Illustrates the delivery timeframe of key projects / programmes against the four Economic Strategy opportunities to 2030  Provides a visual summary of key milestones and headline outputs and outcomes

3.2 The High Level Delivery Plan is presented as appendix 1 to this report and the Delivery Plan Summary Timeline is presented as appendix 2 to this report.

3.3 The table presented below provide a summary of the Delivery Plan and lists the key projects, programmes and actions across the four strategic opportunities of the Bradford District Economic Strategy.

Page 39 1. Our Young and Enterprising Population Ensuring all our people are equipped with the skills and confidence to succeed.

Our Priorities How Are We Doing It? Workforce Development Plan Ensure our people Industrial Centres of Excellence have the skills to Opportunity Area WYCA Employment Hub succeed West Yorkshire Consortium of Colleges Skills Service Bradford Council Apprenticeships Sixth Form Colleges Community Led Local Development Support enterprising Community Enterprise Support people across the Enterprise Co-ordinator Programme district Ad:venture Business Enterprise Fund Local Access Partnership Bradford Council Social Value Procurement Policy Jobcentre Plus Ensure everyone can Skillshouse contribute to and Bradford District Health and Social Care Economic Partnership benefit from growth Integrated Communities STEP programme Screen Industries Diversity Initiative

2. Our Distinctive Offer Use our unique architecture, heritage and cultural assets to create compelling investment propositions and an environment for growth.

Our Priorities How Are We Doing It? Towns Fund Investment Plans Enterprise zones Create and promote One City Park compelling Shipley Canal Road Corridor investment Southern Gateway propositions Heritage Mills Housing Strategy City Region Housing Vision Keighley, Bradford & Ilkley Business Improvement Districts (BID’s) City Village Provide an City Centre Markets redevelopment environment for Employment Land Review growth Bradford Property Forum Bradford District Local Plan Business Development Zones City of Culture 2025 Sparkling Bradford Utilise our cultural Bradford Live assets to drive growth City of Film and attract visitors, Bradford Literature Festival business and skilled Ilkley Literature Festival workers Saltaire Festival Bradford Science Festival Creative People and Place Programme

Page 40 3. Our Growth Potential Build on our business and sector strengths to drive innovation, increase productivity and create wealth. Our Priorities How Are We Doing It? Bradford Manufacturing Weeks Build on sector Leeds City Region Business Growth Programme strengths to increase Ad:Venture productivity and Northern Max 2 growth Northern Powerhouse Investment Fund NorthInvest District Growth Scheme Encourage business Business Development Zones growth and job Enterprise Zones Southern Gateway creation across the Invest in Bradford District Local Procurement Policy Community Led Local Development Advanced Digital Institute Digital Health Enterprise Zone Build on our Access Innovation innovation assets to University of Bradford Knowledge Transfer Partnerships drive growth Flying High Challenge Bradford School of Management Circular Economy

4. Our Globally Connected District Improve our transport infrastructure and digital connectivity to strengthen our trading links and access to new markets. Our Priorities How Are We Doing It? Next Stop Bradford Northern Connect Rail Station Masterplans Improve transport Calder Valley Rail Line Upgrade Colne-Skipton Rail Link infrastructure Bradford-Shipley Route Improvement Hard Ings Road Scheme Harrogate New Line Junction Transforming Cities Fund Full fibre pilot World class digital Superfast West Yorkshire and York Broadband Programme 5G Rollout connectivity Digital Enterprise

Chamber International Enterprise Europe Network Increase exporting UK Export Finance and grow global trade Exporting for Growth links Export Exchange Department for International Trade Leeds Bradford International Airport

Page 41 4. PROGRESS TO DATE

4.1 Headline Indicators  4,185 new Companies House registrations in 2019, ranking Bradford 13th highest of 339 cities, towns and districts across the whole of the UK.  An additional 5,200 jobs since the 2016 baseline, the majority created in the private sector.  A 4.8 per cent annual increase in average weekly workplace earnings to £522 in 2019 compared to a UK increase of 2.9%.  An increase of 5,200 working age people qualified to NVQ Level 3 since the 2016 baseline.  A reduction in per capita CO2 emissions from 4.2 tonnes in 2015 to 3.9 tonnes in 2017.

4.2 Since the launch of the economic strategy in March 2018, there has been progress in many areas. Headlines include:

 Significant progress on making the case to government for a Northern Powerhouse Rail station in Bradford city centre. Through the Next Stop Bradford campaign we have seen that over 500 senior businesses, community and political leaders, as well as members of the public, have pledged their support to help secure a Northern Powerhouse Rail station in Bradford city centre. Bradford Council released its Northern Powerhouse Rail (NPR) Growth Strategy in March 2019 which sets out the ambitions to transform the economy through a new high- speed rail connection in the city centre.  Leading professional services firm PwC have opened a new office in Bradford taking over 9000 sq ft of office space. PwC has already recruited sixty members of staff from the local area who will be based in Bradford with the potential to increase this number to 340 over the next few years.  Bradford’s diversity and creative skills offer was a crucial factor in the decision of Channel 4 to relocate its head offices to Leeds.  The successful vote for a Business Improvement District in Ilkley following on the Bradford City Centre and Keighley BIDs.  The ‘Sparkling Bradford’ campaign has brought together a range of retailers and attractions to promote the both winter and summer season’s activity across the whole district for the first time. The 2019 Christmas programme has been a noticeable increase in footfall across the district’s streets. Over past months, the Broadway has bucked the national trend as footfall remained consistent over the Christmas period.  Bradford Live (Former Odeon) – NEC have entered into lease agreement with Bradford Live. RIBA stage 3 designs being worked up and planning permission was granted in March 2019. Work is now underway and the venue is due to open summer 2021.  In September 2019, we launched Bradford’s bid to host the UK City of Culture 2025 in 2025 at events held at the Kala Sangam Arts Centre in Bradford and the South Bank Centre in London.

Page 42  The University of Bradford was named by The Sunday Times in October as the UK’s University of the Year for Social Inclusion 2020. The University has been awarded £270,000 through the Office for Students Challenge Fund to address unemployment and underemployment of Black and Minority Ethnic graduates, one of only 15 successful submissions out of 78 submitted.  Bradford Manufacturing Weeks continues to be a great success. Delivered by Bradford Chamber of Commerce, the second year’s initiative in 2019 saw 6,184 student interactions with 37 companies, each of whom offered a factory tour. 142 work experience days were offered and 57 ‘in-school’ activities took place over two weeks.  Hailed as one of the most inspirational festivals in the UK, the 2019 Bradford Literature Festival attracted an audience of over 70,000, and with 51% of visitors coming from BAME backgrounds, BLF maintains the title of ‘Most Diverse Festival in the UK’. New for 2019 was the launch of B-LIT, an extended and re-branded Young Adult programme for teens aged 13 – 18  In November 2019, Bradford was crowned Britain’s Most Improved City in an influential annual report on economic wellbeing following a record reduction in unemployment and significant growth in skills. The nationwide study, Good Growth for Cities 2019 by think tank Demos, measured the performance of 42 of the UK’s largest cities against a range of 10 priorities including jobs, health, income, skills, work-life balance, housing affordability, environment and business start-ups.  In February 2020, Bradford was been named by The Sunday Times as one of the 20 best places for doing business in the UK.  The Bradford School of Management longstanding Knowledge Transfer Network has supported 1000’s of local businesses for over ten years. It has recently developed a new innovation hub as a resource for student entrepreneurs, small businesses and entrepreneurs across the city and the wider city region.  The University of Bradford has supported 15 Access Innovation projects with Leeds City Region SMEs during 2018 and 2019, more than any other participating university.  The council has encouraged business growth and job creation by offering a rate relief scheme to new developments and new businesses locating within the district that will end this year. The council is also providing support to bring vacant listed buildings back into active commercial use.  The Council has conducted a new Employment Land Review to identify sites for business growth as part of the Local Plan process and is a response to a key concern for local business highlighted in the Chamber of Commerce report ‘Creating Space for Future Success’ published in 2018.  People, Skills, Prosperity - Bradford District’s Workforce Development Plan was launched in February 2020. The rolling five year plan is aligned to the Economic Strategy and aims to get 8,000 more local people into employment and 20,000 more people in the workforce qualified to Level 3 by 2023.  Existing partnerships continue to demonstrate success. SkillsHouse has now supported over 1,400 residents into work and Project Search has a 75% success rate supporting young people with special educational needs into work compared to national employment rate of 10% for this group. 7

Page 43  Bradford Council Apprenticeships – the council increased apprenticeships from 190 in 2017/18 to 234 in 2018/19 in line with a target of 500 by 2021. The Council now have over 250 apprenticeships being undertaken in 44 different occupational areas ranging from Levels 2 to 6, including vehicle engineering, business administration, management, web and media, civil engineering, chartered surveyor and 8 new Social Worker degrees.  The Health and Social Care Economic Partnership has been established as a collaboration of anchor organisations including Bradford Council, NHS partners and the University of Bradford that is aiming to secure greater integration in the planning, delivery and management of the health and social care workforce. It’s One Workforce Programme has already engaged with over 400 residents from our most disadvantaged communities to support them in accessing careers in the sector.  One City Park – Bradford Council has announced Muse as its development partner for One City Park, a new state-of-the-art office building alongside the city centre’s award-winning City Park and the next step in the ongoing growth and regeneration of the district.  City Centre Markets –Re-development of the City’s markets, into Darley Street creating the newly named Darley Street Market - new market and public market square, commercial, leisure and community activity. (report to REOS on 12thFeb 2020)  The Business Enterprise Fund has invested £7m creating 175 new companies, creating or safeguarding 820 jobs, whilst adding £31m to our regional economy.  In the last 12 months the Bradford Chamber of Commerce portfolio of serviced offices and industrial units has provided a home for 91 businesses valued at over £57m employing 354 people. 12 new offices brought to the market in Little Germany and 3 new industrial units created at Bradford Chamber Business Park  Progress has been made on Bradford’s three Enterprise Zones. Gain Lane is on site with a £9.3m WYCA grant approved. The Parry Lane site has had approval for the Outline Business Case with the Full Business Case to be submitted in summer 2020. Feasibility studies are ongoing for the Staithgate Lane site.  A new Housing Strategy for Bradford District 2020-2030 was launched in January 2020. The strategy focuses on providing more homes and affordable homes in neighbourhoods which are sensitive to future environmental, demographic and technological changes and emphasises the important contribution housing will make to reducing carbon emissions.  Work is underway on the £10.3 million Hard Ings Road Improvement Scheme in Keighley. The scheme is designed to reduce journey times, cut delays, improve air quality for road users and residents, and allow greater control over the flow of traffic. Work is due to be completed around May this year.  2019 marked the 10th anniversary of Bradford UNESCO City of Film with a year long programme of celebrations, events and activities which included hosting Channel 4’s DIVERSE festival that brought together broadcasters, independents, commissioners and creative industry stakeholders for the first time outside London.

Page 44 5. TARGETS PERFORMANCE OVERVIEW The Economic Strategy identifies five strategic targets against which delivery of the strategy will be measured and which address our ambition to raise productivity, increase employment, improve skills levels, raise earnings and ensure growth is environmentally sustainable. Progress against the five strategic targets is summarised below.

5.1 GVA Up until 2017, the value of Bradford’s economy has increased year on year and has risen in line with regional and National GVA growth. The most recent year’s data for 2018 shows a 1.5% fall compared to continued regional growth of 3.1% and national growth of 3.4%. This was driven by a fall in high value service sectors such as legal and accounting services, retail and health activities which contributed to £315m fall (-4.2%) in overall service sector GVA. This was balanced to some extent by manufacturing GVA growth of £198m (+16%). Bradford’s manufacturing strengths alongside strong growth in retail and the professional, scientific and technical sectors have underpinned our GVA growth over the last ten years.

5.2 Employment The latest Annual Population Survey figures show that the number of work age people (16-64) in employment over the year to September 2019 rose by 10,100 to 220,100 compared to the same period in 2018. From the Economic Strategy baseline there are now 3,300 fewer working age residents in employment in the district, reducing the employment rate to 67.7% from 68.7% in September 2017.

5.3 Skills The long term trend remains for improvements in qualification levels. Since 2010, the proportion of the work age population qualified to NVQ Level 3 and above has increased by 20% equating to around 23,000 people. This increase was on a par with a UK increase of 21% and was higher than a regional increase of 19%. From the Economic Strategy September 2016 baseline there are now 5,200 more working age residents qualified to Level 3 and above, an increase of 3.8% compared to a UK increase of 2.2%.

5.4 Earnings Median gross weekly earning for Bradford residents stood at £500 per week in 2019, an increase of £11.30 or 2.3%. Full time average earnings have been rising above inflation but are still low in comparison to regional and national averages. Between 2017 and 2019 resident earnings increased by 5.1% compared to a regional increase of 7.5% and UK increase of 6.3%. In Bradford lower income workers and higher income workers saw higher rates of increase (above the regional and national rates) than middle (median) income workers.

5.5 CO2 Emissions CO2 emissions at 2017 were 3.9 tonnes per capita per year. These was a reduction compared to the 2015 Economic Strategy Baseline of 4.2 tonnes per year and significantly lower than the regional figure of 6.6 tonnes and a UK figure of 5.3 tonnes. The adoption of the Leeds City Region 2038 zero emissions target following the Council’s climate emergency declaration means that the target has been revised to meet a zero emissions trajectory by 2038.

Page 45 6. MOVING FORWARD Building on the progress made to date the delivery plan identifies a number of projects and programmes that will drive economic growth across the district. Key delivery actions include:

6.1 Northern Powerhouse Rail Improved rail connections are central to our economic ambition and remain a key priority for the Bradford Economic Partnership. A city centre station would be transformational, acting as catalyst for regeneration and economic development connecting businesses across the north with Bradford’s young, diverse and entrepreneurial workforce and linking the District’s highly productive firms and its university with markets, talent and ideas. A NPR growth strategy board has been formed bringing together Bradford Council, West Yorkshire Combined Authority, Transport for the North, Department of Transport and other key partners. Key next steps will focus on producing a compelling City Centre Vision to provide the framework for economic growth, spatial development and transport improvements and making a strong strategic case for a NPR City Centre station.

6.2 Southern Gateway A crucial part of Bradford’s Northern Powerhouse Rail Growth Strategy focuses on the potential for area stretching southwards from a proposed NPR station to build on its existing business base and education assets to develop and intensify this 100 hectare site as a modern business district. The area could provide high quality business premises for innovative manufacturers, clean-tech and research intensive firms, new homes close to the NPR station and an opportunity to attract knowledge-producing institutions in higher education and healthcare. Linking future developments to the proposed NPR hub is a means by which a world class gateway for the city could be provided.

6.3 City of Culture 2025 Bid – Following the launch events in September 2019, Bradford mounting a bid to host the UK City of Culture in 2025. Winning this status would accelerate the regeneration of our district and bring major social and economic benefits to our people. The process of putting together the bid over the next two years will help bring the city together as part of a longer-term cultural strategy and local leaders have welcomed the appointment of Richard Shaw, a highly experienced arts and media professional as full-time director to lead the campaign.

6.4 Keighley and Shipley Towns Fund - The Towns Fund is a £3.6 billion Government initiative launched in September 2019 to drive economic development in selected towns across the UK. Keighley and Shipley are two of 101 places invited to develop a Town Investment Plan to access up to £25 million of Towns Fund monies for each town. A Town Deal Board for each place will be established to bring public, private and community groups together to develop distinctive plans based on their unique assets with input from local people on what they value about their community and place. The inaugural meetings for each town were held on 24th February for Keighley and 26th February for Shipley. It is expected that the Town Investment Plans will be produced by summer 2020 and agreed with the Government late 2020 or early 2021.

Page 46 6.5 Clean Growth/Circular Economy – Responding to the global climate emergency and promoting clean growth will be a key economic driver going forward and will be a key focus for the Bradford Economic Partnership moving forward. Bradford’s manufacturing expertise in key sectors such as engineering, chemicals, textile and water treatment provides the district with a strong base on which to develop new businesses, technologies and jobs to address global environmental and social challenges.

The University of Bradford is home to substantial, internationally-connected expertise in Circular Economy, International and Sustainable Development. With current and long-standing links to the Ellen McArthur Foundation (EMF), the university continues to work with leading global organisations in this space including with Arup, Orange / France Telecom and Google to name a few. The University is active in cross-cutting thematic research including the university’s Polymer IRC research group and faculties of engineering and health sciences. . A number of cross-disciplinary doctoral research projects are also underway at the university at the interfaces of management, social sciences, health sciences and engineering as well such as: food safety and food waste, city-based food sharing initiatives, sustainable and circular water systems, circularity in neo-natal health care, and smart / circular construction.

6.6 Brexit – The UK formally left the European Union (EU) on 31 January this year on the terms of the amended withdrawal agreement. There is a transition period lasting until 31 December 2020 during which the Government will seek to negotiate a new trade deal with the EU. Should the Government fail to agree a trade deal with the EU by then, the UK would revert to trading on World Trade Organisation (WTO) terms from 1 January 2021. Brexit creates both risks and opportunities to the District economy. We are working to understand the impact of Brexit on the district economy and on specific business sectors. This work includes reviewing and updating our economic impact assessment of Brexit based on local intelligence gathered from partners together with a review of national reports and data. This will go toward compiling a list of around 150 Bradford key companies most at risk from Brexit as the likely shape of the EU trade deal emerges. We are working closely with our businesses, partners such as the Chamber of Commerce, WYCA and the LEP to: o Develop our understanding of the potential economic impact of Brexit on the District and the opportunities Brexit might present; o Review how best to support businesses in their preparations for Brexit; o Ensure there is a co-ordinated response, at District and regional level, to supporting business through appropriate signposting, guidance and advice; o Ensure Bradford knows about and can access any additional business support funds or schemes that government and/or regional bodies such as WYCA may set up to support businesses in the post Brexit economic environment. Bradford Council is partnering with our Leeds Council colleagues who have commissioned and procured “discovery work about how to provide better information closer to real time on economic impact”. A first workshop was held in February and a framework for developing an economic impact monitoring tool has been drawn up.

Page 47 6.7 Transforming Cities Fund - The West Yorkshire Combined Authority has submitted an ambitious £500 million bid to the Government’s Transforming Cities Fund. The Bid focuses on measures that benefit as many communities across the region as possible, removing the barrier of accessing an affordable and sustainable transport network for our most disadvantaged communities. Improving access to jobs by sustainable modes within the District and the City Region is key to tackling the Climate Emergency and boosting quality of life, access to opportunity and improved productivity for all our communities. Projects supported by the funding in Bradford District plans for four major transport schemes in Bradford city centre. The four plans include improvements to Bradford Interchange, a park and ride at south Bradford, an extension to the City Connect cycle route to the west of the city and a package of measures in the city centre. They are all designed to improve public transport and provision for walking and cycling, while a better overall environment through creating new enhanced public spaces and addressing issues with air quality. 6.8 Forster Square Station - Plans to redevelop Forster Square Railway Station have taken another step forward with the recent announcement by Bradford Council that Morgan Sindall Construction has been appointed to take the redevelopment forward and is expected to make a start on the welcoming new gateway to the city centre in early 2021. The £17.3m redevelopment of Forster Square Station is set to include a new station building, lift and staircase tower to Cheapside and Manor Row. The new, larger building would incorporate the arches behind the station and provide a new cafe, information centre, new toilets and seating, parking for 75 cars and a community garden and meadow area. Funded through the Combined Authority’s West Yorkshire-plus Transport Fund, the scheme will also create better access to the city centre and the nearby Broadway shopping centre. 6.9 Business Development Zones - Bradford Council is looking at new ways to “unlock the district’s economic potential” by creating four new business development zones in Shipley, Keighley and Bradford. The zones will help boost jobs and investment by helping local businesses to invest in their productivity, upgrade their premises and unlock potential capacity in the surrounding areas. The four sites are Bowling Back Lane, a road flanked with industrial units, Royd Ings in Keighley, Dalton Lane, which includes Dalton Mills in Keighley and Salts Mill Road and Dockfield Road in Shipley. The Shipley zone includes the HM Revenue and Custom office, one of the town’s biggest employers, who will be leaving its base when the Shipley office closes as part of a national shake-up in the autumn of 2020 that will see jobs from Shipley and Bradford relocated to a regional hub in Leeds city centre. The Council is conducting work to investigate how commercial land in these four areas can be increased by mapping current use and suggesting infrastructure improvements, including transport links. It is hoped the new zones will encourage landowners and developers to form partnerships to redevelop these industrial sites. The Council will work with Bradford Chamber of Commerce to explore collaborative initiatives to boost productivity and growth within the business development zones and the wider district. Three of the zones are located in the Keighley and Shipley Towns Fund bid areas, which if successful will be a key mechanism for progressing development of the zones. 12

Page 48 6.10 City Village – Bradford Council has appointed commercial real estate specialist, Cushman & Wakefield, to assist with the ambition to create a sustainable new community neighbourhood in Bradford city centre. The vision is the construction of a vibrant ‘City Village’ of around 1,000 new homes and space for business to trade, invest and grow. The site of the new community includes the current Oastler indoor market and shopping centre, which is being relocated to Darley Street. The City Village will also incorporate the ‘Top of Town’ area, which has recently received £2m in Heritage Lottery Funding for its redevelopment.

6.11 Inclusive Growth – ensuring that everyone can contribute to and benefit from economic growth is at the heart of the Economic Strategy. Bradford is working with WYCA and Leeds City Region partners to develop an Inclusive Growth Framework that to enable this ambition and promote collaboration which builds on our existing activity and ensure that inclusive growth is at the forefront of local and regional growth ambitions and policy making. Our delivery plan has a number of projects that are delivering on the inclusion agenda through initiatives such as the Community Led Local Development activity in Manningham and Keighley, the Integrated Community Strategy programme, the Bradford Opportunity Area and the Screen Industries Diversity Fund. A key local project going forward is the Local Access initiative, one of six across the UK to benefit from a £33 million investment programme aimed at promoting the social economy and tackling inequality. Bradford’s successful bid was led by nine district-wide organisations representing public, private, community and social economy support organisations.

7. OTHER CONSIDERATIONS

7.1 Following on from the successful one year on event in Keighley and the production of the first Annual Report in 2019, a second annual report will be produced this year.

8. FINANCIAL & RESOURCE APPRAISAL Budget support for updating the delivery plan has come from internal Economy and Development resources with staffing support from the Office of the Chief Executive and Economy and Development.

9. RISK MANAGEMENT AND GOVERNANCE ISSUES

10. LEGAL APPRAISAL The Bradford District Economic Strategy has been prepared under the Local Authority’s General Power of Competence as provided in the Localism Act 2011, Section 1.

While there is no statutory duty on Local Authorities to produce an economic strategy they are free to determine the breadth and depth of assessments of the economic condition of their area, ensuring a reflection of local priorities...

Page 49 11. OTHER IMPLICATIONS

11.1 EQUALITY & DIVERSITY Inclusive growth is one of the major principles of the Economic Strategy. If required, equality impact assessments will be considered as part of the delivery framework. The strategy will drive actions that specifically target under-represented groups (e.g. BME women) and specific areas of deprivation. Delivery of this nature will be underpinned by the principles of inclusive growth, ensuring greater economic participation and opportunity.

11.2 SUSTAINABILITY IMPLICATIONS The main driver of the Economic Strategy is to achieve sustainable and long term economic growth through relevant interventions and investment. This includes consideration of sustainable use of resources, innovation approaches to best use of assets and resources and a commitment to inclusive growth, ensuring an economy that everyone can contribute to and benefit from.

11.3 GREENHOUSE GAS EMISSIONS IMPACTS The goal of the strategy is to create inclusive economic growth that has a positive impact on the environment. Reducing CO2 emissions is one of five key targets alongside GVA growth, jobs, earnings and skills improvement measures. Actions and implications to support energy infrastructure and emissions are being reviewed in light of the Council’s climate emergency declaration and adoption of the city 2038 zero emissions target. Actions and implications to support energy infrastructure and emissions are being reviewed in light of the Council’s climate emergency declaration and adoption of the city 2038 zero emissions target.

11.4 COMMUNITY SAFETY IMPLICATIONS Creasing a more inclusive economy will create stronger and more inclusive communities. Town and City centre regeneration schemes actively consider and promote community safety.

11.5 HUMAN RIGHTS ACT There are no human rights issues arising from this report.

11.6 TRADE UNION There are no trade union issues arising from this report.

11.7 WARD IMPLICATIONS This is a district wide economic strategy which focuses on understanding and supporting the economic role of all communities and wards across Bradford. .

11.8 IMPLICATIONS FOR CORPORATE PARENTING None

11.9 ISSUES ARISING FROM PRIVACY IMPACT ASSESMENT Does not apply

12. NOT FOR PUBLICATION DOCUMENTS None.

Page 50 13. OPTIONS None.

14. RECOMMENDATIONS

14.1 Members note and comment on the report.

14.2 That a further annual report be brought in 12 months’ time.

15. APPENDICES

Appendix 1 – Bradford District Economic Strategy Delivery Plan 2018-2030

Appendix 2 - Bradford District Economic Strategy Delivery Plan Timeline Summary

16. BACKGROUND DOCUMENTS

Pioneering, Confident & Connected – An Economic Strategy for Bradford District 2018-2030 – web-link http://madeinbradford.co.uk/projects/economic-growth- strategy/

Bradford District Economic Strategy Annual Report 2019 – weblink http://madeinbradford.co.uk/projects/economic-growth-strategy/

Page 51 This page is intentionally left blank An Economic Strategy for Bradford District 2018-2030 - Delivery Plan Our young and enterprising population - ensure all our people are equipped with the skills and confidence to succeed What we are doing / Description / What this will achieve Lead Partners Value Timescale & Key Delivery Key Outputs / Outcomes Progress to date Contribution to strategy programmes and Organisation Dates targets Priorities projects Bradford District's Launch of People, Skills, Prosperity - Bradford District's Workforce Development Plan in Bradford Council Bradford District Skills Roling five year plan that will8,000 be refreshed more local in 2023people into Employment. Skills. Workforce Development February 2020. Strategy aims for a skills system that works for everyone with actions Partnership employment, 20,000 more Plan across threekey themes - Building the skills employers seek, improving job quality and people in the workforce connecting communities to good jobs and careers. qualified to Level 3 by 2023

Opportunity Area Programme will improve education standards and promote social mobility for young Bradford Council DfE £11m 2021 Improved schools Ofsted Skills people in Bradford. Government funding will be used to support strengthen school grades. Narrow the gaps in leadership, improve literacy in primary schools, broaden career aspirations and remove reading and writing attainment. barriers to learning. Ensure every child has meaningful encounters with employers. Improved educational research in Industrial Centres of Education-industry partnerships which equip young people with the competencies, Bradford Council CBMDC, University of annual Business planing for the DevelopmentBradford Schools. of business plan Excellence credentials and experiences necessary for work Bradford, Bradford investment, next five years currently being undertaken with steering College, Keighley College, currently being undertaken with group comprised of key ICE Shipley College (plus £210k metrics being determined stakeholders. inustry partners and as part of that process. schools on Ice Boards) Main headline is the planned expansion from 5 to 9 ICEs. Agreed approach to be implemented from October 2018 with full roll out of new programme from September 2019. Bradford Council Ambitious goal of employing 500 apprentices per year – above the 200-plus Bradford Council ongoing Increased levels of The council increased Skills. Employment Apprenticeships apprenticeship levy target. Bradford Council will work with district partners to allow apprenticeship recruitment and apprenticeships from 190 in apprentices to rotate around big employers, provide apprentice placements to SMEs improved routes into 2017/18 to 234 in 2018/19 in and support the long-term unemployed back into work. employment. line with a target of 500 by 2021. The Council now have over 250 apprenticeships being Page 53 Page undertaken in 44 different occupational areas ranging from Levels 2 to 6, including vehicle engineering, business administration, management, web and media, civil engineering, chartered surveyor and 8 new Social Worker degree. Employment Hub Matching young people with apprenticeship and employment opportunities, enabling WYCA Bradford Council, West 2018-2021 employers to meet their recruitment needs and getting 2,700 jobless young people into Yorks LAs work. - City Region wide Enterprise Coordinator connecting senior leaders in business to senior leaders in schools, to influence the WYCA to 2020 Programme schools’ career and enterprise strategy and curriculum and give students regular and Ensuring our people have relevant access to employers. An enhanced offer will be delivered to 12,000 the skills to succeed disadvantaged students across the City Region in 2018/19. Apprenticeship Grant for offering financial incentive of up to £2,000 to SMEs to encourage them to offer high WYCA 2018/19 Employers quality apprenticeships in City Region priority skill areas and at advanced and higher levels, with young apprentices receiving the full National Living Wage. We aim to support 1,000 businesses to offer apprenticeships for the first time in 2018/19. offering a top up grant of £500 to smaller companies who take on a Higher or Degree apprentice (on top of basic grant of £1,500 for intermediate, advanced apprentices) BradfordScience Festival An annual, themed science festival which provides interactive and inclusive learning National Science University of Bradford, Annual weekend fesitval annual growth in attendance opportunities to inspire families and young people to engage with science in the city. and Media Bradford College, Delivered with a variety of local partners, the Festival gives children, young people and Museum Bradford Council, other families, inspiring encounters with STEM, with further and higher education, and with STEM organisations employers and workplaces. One of the aims of the Festival is to address the STEM across the District skills gap by helping people in the Bradford district realise they too can pursue STEM Bradford Pathways Employer-led model designed on sector pathways to enable young people to meet Bradford Council CMBC, WYCA, CEC, 6.4 FTE increase in percentage of employers’ skills needs Beanstalk, Bradford maintained business activity Community Yorkshire Games Festival An annual celebration of video games, it provides unique opportunities to hear and National Science University of Bradford, Annual 5 day festival growth in attendance, engage with major national and international industry guests, helping to inspire the next and Media Bradford College, development of programme generation of games creators, showing how delegates can pursue a successful career Museum Bradford Council, other in the games industry and helping them to explore the skills and tools needed. It also STEM organisations provides a platform to celebrate and encourage the games industry within Yorkshire by across the District including a ‘Yorkshire Games Showcase’ where Yorkshire developers can exhibit and beta-test new work. New for 2019 is a partnership with BAFTA Young Games Designers delivering a programme of free activity for 11-18-year olds Reach Higher this project will enable 4,000 disadvantaged people to access high level education and West Yorkshire WYCA £3.5m ESIF training through graduate placements, mentor support and subsidies for employers. Consortium of Colleges Degree Apprenticeship Work to broaden the degree apprenticeship offer to include 12 occupational areas Go Higher West [insert], increasing choice and addressing employer skills needs. Yorkshire [re]boot project to support 2,000 people to upskills, gain new skills/qualifications and enter WYCA 2019-2022 emplyment within key regional sectors such as Construction/Engineerins and Digital Futuregoals careers Inspiring young people about the career opportunities available in the City Region with WYCA Aim to reach 10,000 people campaign engaging content based on robust labour market evidence. across the City Region in 2018/19 Discover Digital Discover Digital works with businesses across Leeds City Region to help and support WYCA Campaign people into roles with digital skills. Aim to inspire individuals to start or change their career, to progress into a digitally skilled job so that we can reduce the digital skills gap and get more people into highly skilled roles. Dedicated website to achieve this Skills Service The Skills Service offers a unique package of training and support for SMEs in the West Yorkshire £7m ESIF 13,000 injdividuals across the Leeds City Region. WYCC Skills Service Advisors will explore opportunities with Consortium of City Region businesses to offer the right skills solutions that can be part funded by the European Colleges Skills Capital Investing [£x] in new facilities in Bradford College to enable delivery of high quality WYCA provision linked to the priority skills needs of employers Bradford Covenant Encourage connections between schools, teachers and businesses and give young Bradford Council Local Businesses, schools people in every school access to positive business role models. and voluntary and community sector

Community Enterprise Support for people considering starting a new business, providing access to coaching, Bradford Council Community Delivery Support finance, office space and business services and training. Support will be targeted on Partners specific gaps and priority areas to help remove barriers to employment

Community Led Local Programmes will respond to locally identified challenges and opportunities in Keighley Delivery Leads - Delivery Leads - Airedale £4.8m ESIF Delivery - late 2018 to Business start ups, potential Development - Keighley and Manningham, Great Horton and City wards, supporting local businesses to grow, Airedale Enterprise Services and June 2022 (contract runs entrepreneurs assisted to be and Bradford and helping unemployed people find jobs and develop new skills. Enterprise Action for Business Ltd until December 2022) enterprise ready, Job creation, Services and skills development, business Action for growth Business Ltd Ad:venture Ad:Venture programme for start-ups & SMEs. EU-funded programme of specialist Leeds City Bradford Council plus £ESIF July 2016 to June 2022 Supoort for pre-starts and advisers. Programme works with univesities across the region. Council other LCR Councils and businesses under 3 years old Universities, Bradford with high growth potential. Supporting enterprising Chamber, Princes Trust Access to business support, people across the district grants, workshops Supporting through Property portfolio offering easy-in, easy-out terms. Properties include City Hub, grade A Bradford property services office proposition in Little Germany; Bradford Chamber Business Park Chambers (offices/workshops); Commerce Court (offices) and City Exchange - meeting space in Little Germany. Plans to bring two floors of Dever House at Chamber HQ to the market, providing 4,000 square foot of grade A services office space, also on easy-in, easy-out terms.

Page 54 Page Plans to deliver managed workspace comprising three new build units with mezzanines located off New Laine, Laisterdyke, Bradford, adjacent to Bradford Chamber Business Park. Site will be BREEAM Excellent, so solar PV, part green roof, EV charging points, permeable block paving, flood attenuation. Business Enterprise Fund Business Enterprise Fund is a not for profit social enterprise, set up to provide loans to Bradford (BEF) SME businesses that will help them thrive and grow when other lenders can’t fully Chambers assist. Giving people access to finance. Running the BEF for 12 years; £8.8m lent in

STEP 3 strands of activity to support unemployed residents with differeing degrees of barriers Bradford Council CMBDC, JCP, Aspire- £9.6m ends March 2020 into work. igen, Incommunities, (includes 30% QED, Bridge, Reed contract value to be delivered in Skillshouse Supports unemployed people with skills and opportunities with local employers. Bradford Council CBMDC, Bradford £230k per College, Shipley College, annum JCP, Aspire-igen, West Yorkshire Consortium of Ensure everyone can Colleges. Horton Housing, contribute and benefit Refugee Education from growth Training Advice Service Textile Academy The Textile Academy provides sewing machine training to help meet the skills Keighley College Employers, DWP, £250,000 shortages in textile firms in Keighley and the Aire Valley. Community Groups, Skillshouse Integrated Communities As part of MHCLG Integrated Communities Strategy Pilot DWP will lead on trailing new Bradford Council MHCLG, DWP Pilot approaches to getting more people from disadvantaged communities into employment with a focus on segregated groups that are furthest from the labour market.. More Skills Better jobs to provide 6,000 individuals across the City Region in low-paid employment with access West Yorkshire strategy developed [x] to training and improved technical skill levels in order to support career progression Consortium of Colleges

Key City of Bradford Metropolitan District Council Lead - West Yorkshire Combined Authority Lead - Bradford / Yorkshire Chambers Lead - Other Organisation Lead - An Economic Strategy for Bradford District 2018-2030 - Delivery Plan - Summary 2018 2020 2022 2024 2026 2028 2030 Workforce Development Plan Plan launched in February 2020 By 2023 aims for 8,000 more people into employment and 20,000 more qualified to Level 3

Opportunity Area Essential Life Skills Funding of £5.5m will increase participation in extra-curricular activities for over 85,000 pupils across Bradford

Bradford Council Apprenticeships Goal of employing 500 apprentices per year by 2020 – 2018/19 figure is 234 and on track to achieve 500 by Young and Industrial Centres of Excellence Enterprising Planned expansion from 5 to 9 ICEs to be implemented with full roll out from September 2019 Community Led Local Development £4.8m enterprise and employment programme in Keighley, Manningham, Great Horton and City

Integrated Communities Strategy Pilot Bid for MHCLG funding of £4.9 million to deliver projects to improve access to employment for disadvantaged communities Health and Social Care Economic Collaboration including Bradford Council, NHS partners and Bradford University in planning, delivering & management of health and social care Partnership

One City Park Bradford Council has announced Muse as its development partner for One City Park

Towns Fund - Keighley & Shipley Town Fund Boards established in March 2020. Investment Plans developed and submitted late 2020

Canal Road Urban Village Phase 2 will deliver 145 new homes by March 2021 alongside planned retail. leisure and community facilities

Bradford Live FormerOdeon redevelopment NEC have entered into lease agreement with Bradford Live. Due to open summer 2020 Distinctive Offer City Markets Development Detailed designs submitted for planning approval in April 2019. Expected to open in 2021

City Village Bradford Council appointed Cushman & Wakefield in 2019 to assist with ambition to create a sustainable new city centre community neighbourhood Page 55 Page

Business Improvement Districts Bradford BID established Jan 2019. Ilkley BID established June 2019

Bradford City of Culture 2025 Bid launch in September 2019 with final summission in

Manufacturer's Week 2019 - 6,184 young people engaged with 37 businesses. 142 work experience days offered and 57 'in-school activities over two weeks

Local Procurement Bradford Council target of 60 per cent local spend will add £66m into the district’s economy

Enterprise Zones Gain Lane is on site with £9.3m WYCA grant approved. Parry Lane Full Business Case to be submitted in summer 2020. Feasibility studies ongoing for Staithgate Lane

Growth Potential Southern Gateway Key element of Bradford Northern Powerhouse Rail Growth Strategy published March 2019. Potential to develop 100 hectare site as a modern business district

Business Development Zones Creation of four new business development zones in Keighley, Shipley and Bradford. Ongoing work to identify scope for increasing commercial development in the

InvestinBradford Bradford Council's business investment and enterprise team supporting business growth - have supported over 400 businesses in

Circular Economy Developing programme involving Yorkshire Water, Bradford University and Bradford Council to drive a more productive and sustainable local economy

Northern Powerhouse Rail Bradford NPR Growth Strategy produced Nov 2019 to supprt ongoing lobbying and advocacy

Forster Square Station Gateway Major improvements to be delivered by Long-term plan for Northern Powerhouse Rail through

Bradford Interchange Station Gateway Public consultation on Forster Square has revealed strong support for the £15 million redevelopment to be delivered by 2021 Globally Connected Hard Ings Road Improvement Scheme Work is underway on the £10.3 million road improvement scheme in Keighley. Expected to be completed May 2020

Transforming Cities Fund Plans for four major transport schemes as part of WYCA £500m bid including improvements to Bradford Interchange, cycle routes extensions and a south Bradford Park and

Superfast Broadband Programme £16.4m investment to deliver reliable superfast broadband to homes and SMEs in rura/hard to reach locations Chamber International Supporting businesses to develop overseas presence and begin/increas international trading This page is intentionally left blank Agenda Item 10/

Report of the Chair of the Regeneration and Environment Overview and Scrutiny Committee to the meeting to be held on Wednesday 4 March 2020 BU

Subject:

REGENERATION AND ENVIRONMENT OVERVIEW AND SCRUTINY COMMITTEE WORK PROGRAMME 2019-20

Summary statement:

This report presents the Committee’s Work Programme 2019-20

Cllr Rizwana Jamil Portfolio: Chair – Regeneration and Regeneration, Planning & Transport Environment O&S Committee Education, Employment and Skills Healthy People and Places Report Contact: Licia Woodhead Overview and Scrutiny Lead Phone: (01274) 432119 E-mail: [email protected]

Page 57 1. SUMMARY

1.1 This report presents the Committee’s Work Programme 2019-20.

2. BACKGROUND

2.1 Each Overview and Scrutiny Committee is required by the Constitution of the Council to prepare a work programme (Part 3E – Overview and Scrutiny Procedure Rules, Para 1.1).

2.2 Appendix 1 of this report presents the Work Programme for 2019-20.

3. OTHER CONSIDERATIONS

3.1 The Regeneration and Environment Overview and Scrutiny Committee has the responsibility for “the strategies, plans, policies, functions and services directly relevant to the corporate priorities about creating a more prosperous district and about improving waste management, neighbourhood services and the environment” (Council Constitution, Part 2, 6.5.1 and 6.6.1).

3.2 Best practice published by the Centre for Public Scrutiny suggests that ‘work programming should be a continuous process’. It is important to regularly review work programmes so that important or urgent issues that come up during the year are able to be scrutinised. In addition, at a time of limited resources, it should also be possible to remove projects which have become less relevant or timely. For this reason, it is proposed that the Committee’s work programme be regularly reviewed by Members throughout the municipal year.

3.3 The remit of this Committee also includes the strategies, plans, functions and services directly relevant to the corporate priorities about reducing carbon emissions, transport and highways, creating a greener and more sustainable environment and positively affecting climate change.

3.4 The work programme as agreed by the Committee will form the basis for the Committee’s work during the year, but will be amended as issues arise during the year.

4. FINANCIAL AND RESOURCE APPRAISAL

None

5. RISK MANAGEMENT AND GOVERNANCE ISSUES

None

6. LEGAL APPRAISAL

None

Page 58 7. OTHER IMPLICATIONS

7.1 EQUALITY & DIVERSITY

None

7.2 SUSTAINABILITY IMPLICATIONS

None

7.3 GREENHOUSE GAS EMISSIONS IMPACTS

None

7.4 COMMUNITY SAFETY IMPLICATIONS

None

7.5 HUMAN RIGHTS ACT

None

7.6 TRADE UNION

None

7.7 IMPLICATIONS FOR CORPORATE PARENTING

None

7.8 ISSUES ARISING FROM PRIVACY ASSESSMENT

None

8. NOT FOR PUBLICATION DOCUMENTS

None

9. RECOMMENDATIONS

9.1 That the Work programme 2019-20 continues to be regularly reviewed during the year.

10. APPENDICES

10.1 Appendix 1 – Regeneration & Environment Overview and Scrutiny Committee Work Programme 2019-20

11. BACKGROUND DOCUMENTS

Bradford Council Constitution.

Page 59 This page is intentionally left blank Democratic Services - Overview and Scrutiny Regeneration and Environment O&S Committee Scrutiny Lead: Licia Woodhead tel - 42 2119 Work Programme 2019/20 Agenda Description Report Tuesday, 10th March 2020 at City Hall, Bradford. Chair's briefing 25/02/2020. Report deadline 27/02/2020. 1) Libraries Service The Committee will consider a report containing options for the future Phil Barker of the Libraries Service. 2) Single Use Plastics Scrutiny Review - Progress against The Committee will receive a report monitoring progress against the Joanne Hyde / David Scrutiny Review recommendations recommendations in the review. Walmsley 3) Update on the work of the Housing Standards team The Committee will receive a report providing an update on the Julie Rhodes proactive work being undertaken by the Housing Standards Team, and also the impact of legislative changes that have been implemented over the past 12 months. 4) Empty Homes Update The Committee will receive an Empty Homes update with a focus on Julie Rhodes/Dave North work being undertaken in areas where there is a high number of

Page 61 Page empty properties. That representatives from the Incommunities Group attend to provide information on the work being undertaken 5) Energy efficiency in the Private rented sector in the The Committee will receive a report regarding energy efficiency in the Ben Middleton/Neill Morrison Bradford District. private rented sector.

Wednesday, 8th April 2020 at City Hall, Bradford. Chair's briefing 23/03/2020. Report deadline 26/03/2020. 1) Contract over £2m (1) District Heat Network Neill Morrison 2) Contract over £2m (2) District Heat Network Neil Morrison 3) School Streets Council resolved "to ask officers to develop an action plan under the Sarah Possingham / authority of the portfolio holder and submit the action plan to the Andrew Smith / Simon relevant overview and scrutiny committee before the end of 2019". D'Vali 4) Crematoria Update The Committee will receive an update report on the Council's Phil Barker / John crematoria. Scholefield 5) Cultural Strategy 2020-2030 The Committee will receive an update report on the Cultural Strategy Steve Hartley / Phil Barker including details of the City of Culture bid.

19th February 2020 Page 1 of 1 This page is intentionally left blank