Bedford Borough’s Sustainable Community Strategy 2009-2021 BBP006_09 Sustainable Community Strategy / designed by DSD Design, Borough Hall, Cauldwell Street, MK42 9AP - 01234 267433 / Printed on 80% recycled paper Photography: Bob Johns - www.expresspictures.co.uk / Hedj Dollman - www.inrogue.co.uk / David Maxwell LRPS / BRCC Services Ltd / Jordi Lafon - BCA Gallery / PR Photo Library / Copyright © 2009 Our Vision

We are pleased to present our Sustainable Community Strategy for the new unitary . We believe that Bedford Borough should be a place of opportunity where everybody can fully realise their potential and influence the decisions that affect their daily lives. People should feel connected with the Borough and proud to celebrate its rich natural and built environment, diversity and history. We want to improve the quality of life of present and future generations and ensure that those who live and work in the Borough are supported to lead healthy and fulfilled lives. To do this, we need to tackle the real and pressing issues facing the Borough – around jobs; employment; housing; crime; skills and education – and adapt to the pressures and demands of a growing and ageing population. We are aware of the burden our way of life places on the planet on which we depend. We know the consequences of already unavoidable climate change are increasing stress on resources and environmental systems. Therefore, we believe that the future of Bedford Borough must be founded on sustainable principles. We will ensure that our actions and delivery follow these key principles: t sustainable consumption and production t reducing carbon emissions and promoting energy efficiency t natural resource protection and environmental enhancement t sustainable communities (see http://www.inspire-east.org.uk/sustainablecommunitiessessions.aspx) We are committed to delivering this vision and will lead by example, but we cannot make this happen on our own. We hope that all partners, stakeholders, citizens and communities will take responsibility, demonstrate commitment and make practical contributions to help realise our vision for Bedford Borough.

Dave Hodgson John Cross Borough Chief Executive of bpha Co-Chair Co-Chair Bedford Borough Partnership Board Bedford Borough Partnership Board

3 Bedford Borough Sustainable Community Strategy 2009-2021

Introduction 5

AThrivingTh i i BBorough h 9 Economic Development, Regeneration and Enterprise AGreenerBorough 13 Environment and Climate Change AnAspiringBorough 17 Children and Young People AHealthyBorough 21 Adult Health and Well Being ASaferBorough 25 Safer Communities AnInclusiveBorough 29 Social Inclusion, Community Cohesion and Culture AGrowingBorough 33 Housing and Transport Annex A 37 The Bedford Borough Partnership Board Annex B 38 How the Bedford Borough Partnership is Organised Introduction

Northamptonshire Bedford Borough covers an area of 476 square kilometres. Almost 155,000 people live in the Borough and many more work here, or use the Borough for shopping, recreation or key services. Over the next fifteen years the Borough’s population is planned to grow by 20,000.

Cambridgeshire The Borough is home to a large number of distinctive communities, each with its own unique identity. At its heart is the county town of Bedford.

Bedford Borough The quality of life for those who live, work or visit the Borough depends on many organisations – the Council, Police, Fire & Rescue and healthcare organisations, as well as Parish and Town Councils, Urban Community Councils, businesses, voluntary organisations, tenants and residents associations, community, race and faith groups, individual residents, workers and visitors. Tens of thousands of people have an impact on what it feels like to live and work in the Borough.

Milton Keynes

Central Bedfordshire

Hertfordshire

Luton Buckinghamshire

5 What is the Bedford Borough Armed with thisth knowledge, the Partnership Board has developed a series of goals for the future of the Borough. Partnership and what is a These reflectreflect our analysis of what needs to be done to tackle the pressing problems that have been identified. Sustainable Community Strategy? The goals haveha been organised around seven themes, which together reflect our vision – a Borough which is: Local quality of life is more likely to improve if we can all agree what needs Thriving...Thriving...Thriving... to be achieved and how we will work with a strongerstronger local economyeconomy deliveringdelivering hihighergher levels ooff ggrowthrow and employment for the benefit of together to make the changes that are necessary to maintain and improve life thethe Borough’sBoro existing and future residents; for the Borough’s residents, workers and visitors. Greener...Greener... The Bedford Borough Partnership is an supportingsupporrting a high quality natural and built environment which is valued and enjoyed by all; inclusive confederation of all the organisations and bodies who, in some whichwhich encourages biodiversity and supports the development of a low carbon community, way, are working to improve the quality off includinginclud local businesses, capable of adapting to the impacts of climate change; life of people in the Borough. The Partnership Board brings together representatives from the Borough Council,l, Aspiring...AspiringAspiring the Police, NHS Bedfordshire, Parish andd wherewhere all the Borough’sBorough’s children and yyoungoung ppeopleeople are able tto lead safe, healthy and happy Town Councils, schools, voluntary liveslive and are provided with opportunities to develop their self-esteem, maximise their life organisations, business and community chancescha and realise their full potential; groups. A list of Board members can be found at Annex A. The Board is responsible for pulling togetherther Healthy...Healthy...Healthy... the Sustainable Community Strategy for wherew everybody everybody has access to high-quality high-quality health and sociasocial care services when they the Borough and securing the buy-in fromm needn them and the help they need to lead healthy and independent lives; partners that is necessary to make the goalsoals and aims of the Strategy a reality. The Strategy sets out the Partnership’s Safer...Safer...Safer... vision for the future of Bedford Borough aandnd where people live safer lives; the goals that the Partnership is seeking ttoo achieve. The Strategy explains what the Partnership is planning to do (our aims) too meet those goals. The Partnership will keepeep Inclusive...Inclusive...Inclusive... local residents and stakeholders in the where all people feel part of the wider community and are proud pro to celebrate its rich Borough involved and informed of progress.ss. diversity; where inequalities are reduced and all people are able to participate in the The starting point for the development of this sporting, artistic and civic life of the Borough; Sustainable Community Strategy has beenen an understanding of what things are like inn the Growing...Growing... Borough and how they are set to change,, fforor Growing... example, because our population is growingwing anandd wherewhere the supplysupply and qualityquality ofof housinghousing and transporttransport is capablecapa of supporting the we are living longer; because of the changingging needs and aspirations of the Borough’s population now and in the future. demands of the labour market; or becausese ooff the impact of climate change.

6 To realise these goals this Sustainable Community Strategy sets out a series of aims which, through their actions, the partners will be seek to deliver. We will tackle cross-cutting issues, such as sustainability, equality and diversity in a consistent way for all goals and aims. Of course, having a clear and shared idea of what you want to achieve is one thing. Acting consistently in a way which delivers the Strategy’s goals and aims and which makes a real difference to people’s lives, is another. The Partnership is committed to making such a difference and, to this end, has established seven thematic partnerships whose job will be to design and take the actions which will ensure that the goals and aims set out in the Strategy are actually delivered. The Partnership Board will monitor delivery and will regularly involve and inform Bedford Borough residents and stakeholders of progress. Further information about the structure of the Partnership and how it will report its progress can be found at Annex B.

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1 AThrivingBorough Economic Development, Regeneration and Enterprise Our Goal: A stronger local economy, delivering higher levels of sustainable growth and employment for the benefit of the Borough’s existing and future residents.

infrastructure, to support the local housing market. Why this matters: Growing the economy also matters if Being located at the centre of the Oxford – we are to tackle the increasing levels of Cambridge Arc and within the Milton Keynes worklessness that currently exist – 4.2% & South Midlands growth area, the Borough is of Bedford’s working age population were potentially well-placed to benefit from the rapid claiming Job Seekers Allowance in June growth of this knowledge-based economy. To 2009. The out-of-work benefits claimant do so it needs clearly to define its role and rate is currently between 15% and 20% make itself the location of choice for in Kingsbrook, Cauldwell, Castle, businesses re-locating to the area. Goldington, Harpur and Queens Park Given today’s uncertain economic climate, wards. we need to focus our immediate efforts on If new businesses are to be attracted to minimising the impacts of the recession Bedford, there must be a skilled workforce whilst setting firm foundations for recovery ready to help grow those businesses. and growth. In the medium and longer Currently 27% of working age people term, an expanding local economy will have few or no qualifications and it is be important to securing the numbers important therefore that we improve our and level of jobs that Bedford’ s growing skills base, thereby helping both business population will need – a population which and Bedford’s citizens. is forecast to increase from 155,700 in 2008 to 172,500 in 2021. Retaining existing businesses and attracting new employers also means The extensive housing growth proposed creating a thriving and vibrant public for Bedford Borough (see chapter 7 – A realm, in which people will want to live, Growing Borough) will not be achieved work and socialise. It means improving without a strong local economy and Bedford town centre and access between the creation of key economic drivers, it and the surrounding areas; and including the provision of enhancing people’s leisure opportunities

9 by providing a wide range of activities and series of high profile events to attract facilities. visitors to the Bedford area, including the River Festival with its 350,000 attendees. We believe that economic development must be We have established the Bedford sustainable if we are to achieve a thriving, low Business Improvement District (BID) and carbon economy. the Blue Caps and worked to enhance our markets to help improve the Borough’s What we are already doing: vibrancy. We are driving forward Town Centre We are supporting business start up, renaissance through physical redevelopment growth and survival as part of the East of of the Town Centre and have completed England Development Agency’s Solutions various improvement works, including for Business programme, through Castle Quay. Business Link East localised delivery, We are delivering a multi-million pound provision of incubator and business programme of infrastructure improvements growth space at Bedford i-Lab, Bedford to bring forward the Growth agenda, i-Kan and the new Bedford i-Pad for attract private sector investment and help creative industries and have improved ensure that the employment opportunities business to business networks and events available match new housing growth. under the Bedford Development Agency, We have identified the need for one or a network of over 500 local businesses. maybe two strategic employment sites We are working to raise the skills of our to be provided within the Growth Area local community, investing in Further and (Bedford, Kempston and the Northern Higher education provision and promoting Marston Vale). fuller economic participation for our We are working to raise the profile of disadvantaged communities. We are the Borough as a business location helping people improve their access to to attract better quality business local jobs and removing the barriers to investment. We are delivering a work and enterprise.

10 What the Partnership will do To deliver our goal of a Thriving Borough, we will:

EncourageEnc high value added inward investment, the rretentionete and development of local companies and the aim1 estestablishmenta of new start-up enterprises.

CreCreate a highly attractive, safe and successful town centree providingpro a distinctive and excellent range of activities and aim2 facilitiesfac which can be used and enjoyed by all.

MarketMa the Borough as a prime investment location, aim3 raisingra its profile and image and promoting investment opportunities.op

SupportS and work in partnership with the local tourism aim4 industryin to expand what it has to offer and market the BoroughB as a tourist destination.

Encourage economic participation and support people intonto jobsj within urban and rural communities, by maximising aim5 employment opportunities for local people and promotingng skills development.

Improve the general business environment (the supply and quality of infrastructure, premises and services), in orderer to aim6 foster enterprise, encourage investment and sustain economicconomic growth.

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2 AGreenerBorough Environment and Climate Change Our Goal: A high quality natural and built environment which is valued and enjoyed by all; which encourages biodiversity and supports the development of a low carbon community, including local businesses, capable of adapting to the impacts of climate change.

The projected increase in population for Bedford Borough between 2008 and Why this matters: 2021 (16,800) will lead to a growth in the Climate change is an issue that affects us all. number of houses and jobs and Within their lifetime, our children and associated infrastructure that will be grandchildren can expect to see average needed. This growth will inevitably put temperatures rise between 2o and 3.5o C, and pressure on our natural and built experience hotter, drier summers, water environment, increasing demand for shortages and more intense heat waves (with energy, waste, transport and green space their attendant impact on health). Winters will for leisure and recreation. If this is not be milder and wetter with a greater risk managed sensitively, the emissions of of flooding. carbon dioxide and other pollutants will significantly increase and continue to It is important that we all work individually adversely impact on climate change. and together to minimise the impact of climate change by reducing our emissions Over 89% of the Borough is agricultural of those greenhouse gases, which land or green space. The extent and contribute to global warming; and by quality of our green infrastructure conserving our natural assets – land, air contributes greatly to our quality of life, and water. We also need to adapt to the providing people with opportunities for challenges – and the opportunities – that sport, recreation or just quiet climate change will present, whether contemplation. It is also important for through changes to building design and local food production, managing flood risk, building materials; the conservation biodiversity and maintaining an attractive of water; and the use of renewable local landscape. The quality of our natural energy; or through the exploitation of and built environment – both rural and new opportunities in agriculture and urban – affects the way we feel about our horticulture. surroundings and our general sense of well-being.

13 Biodiversity is fundamental to sustaining human We are improving the recycling and life. It is the basis of our economic success and composting of domestic waste for the wellbeing and provides us with many essential Borough. We have increased recycling products including fresh food and water, timber, from 8% in 2002 to 32% in 2009. fuel, textiles and medicines. The Borough We have committed to ensure that supports a rich biodiversity which faces a housing development is based on number of threats, including climate change, sustainable principles. We are working pollution and inappropriate land management. with developers to achieve high quality design that takes account of character, What we are already doing: local distinctiveness and sustainable We are working to reduce our own design principles, enabling access and emissions of carbon dioxide and promoting community safety. We are also undertaking promotions to encourage working with developers to protect and householders and businesses to increase enhance the countryside, biodiversity and environmental awareness and reduce geodiversity, and the quality and energy consumption as well as adapt to connectivity of green infrastructure in the climate change. Through the LAA we Borough with particular emphasis on have set a target to achieve a 10.8% enhancing the Marston Vale and river reduction of tonnes per capita carbon Great Ouse valley. emissions from 2005 by 2011. We maintain much of the existing green We are supporting community led infrastructure, including six major parks, action to improve and care for the two country parks, a network of heritage local environment including community sites, large areas of the Marston Vale woodland, allotment, orchard and Community Forest, a network of wildlife heritage projects. For example, the reserves, play areas and public rights of Zero Carbon Castle project is a local way including footpaths, cycleways and Bedford community action group bridleways. tackling climate change through We are working to protect habitats changing lifestyles and the running and species in wildlife priority areas of local businesses, focussing on including the ancient semi-natural energy, food, schools, transport woodlands of north Bedfordshire and and waste. the river Great Ouse valley.

14 What the Partnership will do To deliver our goal of a Greener Borough, we will:

MinimiseMin carbon emissions and adapt to the impacts of cliclimatem change focussing on transport, business and aim1 hohomes.m

MinMinimise domestic and commercial waste production and aim2 mmaximisea reuse and recycling.

DeDevelop a strong green infrastructure network through prprotecting, extending and linking landscapes, biodiversity aim3 sisites,t heritage sites, green spaces and paths.

ImImprove the understanding, enjoyment and care for the aim4 nnaturala and built environment.

pprotect and enhance our natural resources including air, soilsoil aim5 aand water to minimise the impacts of flooding, climate changehange aand pollution.

aim6 Reduce our dependence on fossil fuels. aim7 Protect and enhance the rich biodiversity of the Borough.h.

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3 AnAspiringBorough Children and Young People Our Goal: A Borough where all the Borough’s children and young people are able to lead safe, healthy and happy lives, and are provided with opportunities to develop their self-esteem, maximise their life chances and realise their full potential.

performance within schools is always a focus for school improvement activity. We Why this matters: also know that between 5% and 6% of The care provided to parents and child during 16-18 year olds are not in education, the antenatal and postnatal period can impact employment or training. greatly on the health outcomes for the child. The life chances of too many young Good quality care during this critical period people are blighted by low educational helps provide newborn babies with the attainment, by lack of jobs and by the healthiest possible start in life. absence of opportunities for improvement. There are 39,000 young people in the There is a pressing need, therefore, to Borough under the age of 20. 1 in 5 of improve the educational attainment of young people aged 0-15 live in families that all our young people; to tackle poverty, are officially classified as living in poverty. improve training and skills and create jobs In some local areas this rises to 2 out of (see chapter 1 – A Thriving Borough). every 3 young people. The quality of life of some of our young In 2008, just over 46% of 16 year olds people is also affected by mental health attending Bedford Borough maintained problems, alcohol and substance misuse, schools achieved 5 or more GCSEs at teenage pregnancy and obesity – over A*-C grade (including English and 11% of 4-5 year olds and over 16% of our Mathematics). Whilst levels of 10-11 year olds are obese. educational attainment have risen in But it is not just through school, or work, each of the last five years, there are that we define ourselves, develop significant inequalities across the self-esteem and realise our potential. Borough. Individual school Access to, and participation in, the arts, performance varied from 72% to 20% culture and sport give young people a of pupils achieving 5 A*-C grade sense of purpose, allow them to develop GCSEs (including English and their potential and enrich their lives. Mathematics) in 2008. Variation in There is evidence, moreover, that

17 providing sports and arts activities specifically 11 operating across the Borough. They to young people, promotes physical and mental have provided the focal point for early health and wellbeing, reduces the complaint identification and targeted intervention of “nowhere to go, nothing to do” and reduces programmes for children, young people youth crime. and their families. We are planning the development of four more Chldren’s What we are already doing: Centres in 2010. We are ensuring a healthy start in life for all Our Healthy Schools Programme is our children by promoting early access to promoting exercise, healthy eating and antenatal care, improving smoking cessation tackling obesity, By March 2009, 63 services for pregnant women and promoting schools in Bedford Borough (83%) had the uptake of the Smokefree Homes achieved National Healthy School Status. Programme, and improving support for We run summer play-schemes for 5-13 women to breastfeed. year olds, with over 8,000 attendances in We recognise the contribution of early 2008. years settings and the statutory sector Child and Adolescent Mental Health to the achievement and attainment of all (CAMH) services are much improved with children and young people. These better access to assessment, treatment contributions have a direct impact on at- and age appropriate facilities. There have tainment at an important national bench- been no admissions to adult wards of mark namely Key Stage 4 GCSE or under-16 year olds in 2008. equivalent. We are supporting efforts in early years settings and schools to Work to tackle teenage pregnancy has target resources to those in most need been focussed on those communities of support and in doing so raise the with highest need. A contract has bar for all and at the same time nar- been awarded to provide a community row the gap in levels of attainment integrated sexual health service, between those more vulnerable improving access to sexual health groups of children and their peers. services for the whole population. It is anticipated the service will be up and Children’s Centres have been rolled running by March 2010. out very successfully with

18 What the Partnership will do To deliver our goal of an Aspiring Borough, we will:

Help all children and young people to achieve their full potpotentiale through high quality teaching and learning in aim1 scschoolsh that have accessible community activities and facfacilities.

PPrioritiseri preventative services for children in their early aim2 yyearsea to help families stay together and thrive.

EnEnsure vulnerable children and young people at risk of ababuse and neglect are safeguarded and supported to a aim3 bbettere life.

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4 AHealthyBorough Adult Health and Well-Being Our Goal: A Borough where everybody has access to high-quality health and social care services when they need them and the help they need to lead healthy and independent lives.

increase as a result of the growth in housing (see chapter 7 – A Growing Why this matters: Borough), with older age groups predicted Generally, people in Bedford Borough enjoy to grow much faster than the average, as good health. However, life expectancy in the people live longer. It will be important to Borough is lower than the east of England ensure that the opportunities presented average. There are significant health by growth are used to create healthy inequalities across the Borough, depending on communities. gender, income and ethnicity – life expectancy Pressures on social care and health in Harpur ward is eight years lower than in services are likely to be particularly Bromham ward. significant in rural areas, where the Over the last ten years, rates of death from average age is roughly three years higher all causes have decreased in both men and than in urban areas of the Borough, and women. However, the death rates from where there are more barriers to cancer, stroke and heart disease in the accessing services. Borough have not shown the same Achieving our goal and helping individuals reduction as across England generally. to lead healthy and active independent Two of the biggest risk factors for poor lives means, of course, tackling a very health are smoking and obesity caused much wider range of socio-economic by poor diet and lack of exercise. One in issues. Tackling poverty and creating four adults in the Borough smokes and jobs, the availability and quality of around 200 local people die from housing, the accessibility of local services smoking related illness every year. and the ability of people to participate in Only a third of adults eat healthily and educational, leisure and cultural activities fewer still are physically active. More will all contribute to the health and than one in four adults in the Borough well-being of people in the Borough, is clinically obese. including older people. What the Bedford’s population is set to partnership is doing to tackle some of these wider issues is set out in other 21 chapters of this Strategy. The rest of this chapter exercise, screening and wider health and looks at how we aim directly to improve health social care services. outcomes and help the most vulnerable in our We are improving information and support communities. for older people on healthy eating, keeping active and general wellbeing. What we are already doing: We support a network of Good Neighbour We are already promoting and integrating a schemes, staffed by volunteers, which range of activities to promote lifestyles, support vulnerable people in continuing to focussing on the most deprived wards across live independently in their own homes. the Borough. The Putnoe Surgery and new Walk In Through NHS Health Checks we are Centre are open 8:00am to 8:00pm every helping to reduce and prevent prevalence of day seven days a week, as part of the new cases of heart disease, stroke Government’s programme to increase diabetes and kidney disease. access to primary care services. The Health Trainers will work with deprived Centre will provide all patients with greater and vulnerable communities in Bedford access and choice to receive advice to provide “next door” advice on priority and treatment for a wide range of minor health issues, which will bring people injuries and illnesses, and so is helping to into more effective contact with services reduce health inequalities, particularly for such as smoking cessation, weight hard-to-reach groups. management, opportunities for

22 What the Partnership will do To deliver our goal of a Healthy Borough, we will:

IncreaseIncr healthy life expectancy for all across the aim1 BBorough.or

RedReduce health inequalities by focussing effort on deprived aim2 ararease and increasing opportunities for healthier lifestyles.

ImImprove help and advice to vulnerable adults and older ppeoplee to enable them to continue living in their own homeses aim3 anand so maintain their independence for as long as possible.le.

TrTransform adult social care services by improving access,s, cchoice,h control and advocacy for users and carers throughh aim4 theth provision of self directed care.

ImproveIm dementia services by raising awareness and under-der- standing,s and providing earlier diagnosis, intervention andnd aim5 higherh quality of care.

Improve the safeguarding and well-being of vulnerable adultsadults aim6 and older people.

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5 ASaferBorough Creating Safer Communities Our Goal: A Borough where people live safer lives.

this will be achieved, and the extent to which people are able to Why this matters: maintain a healthy and active Crime levels in the Borough have been falling independence (see chapter 4 – A Healthy over the last five years. Total crime in the Borough) will depend, in part, on their Borough was just under 12,000 in 2008/9 – sense of personal safety. down from just over 16,000 in 2003/4. Drug dependency and, in particular, Serious acquisitive crime fell by 18% in alcohol abuse are factors which contribute 2008/9. However, we know that domestic to crime and anti-social behaviour. Nearly burglary has increased by 29% across the three-quarters of those convicted of Borough from April to June in 2008 to April disorder offences were identified as to June 2009. hazardous drinkers and over half We know that the level of crime is a big identified alcohol as a factor in their arrest. issue for the Borough’s residents – crime There is a perception that many incidents levels ranked as their most important of anti-social behaviour are committed quality of life factor in surveys in 2006 and by young people and as we identify in again in 2008. chapter 3 – An Aspiring Borough – the provision of sports and arts activities can We know that anti-social behaviour, in help reduce youth crime and reduce the particular, can have a significant impact likelihood that young people will get drawn on people’s fear of crime and their into such activity. perception of their personal safety. Elsewhere in the Strategy we set out We know that domestic violence accounts the importance of creating a Borough for 25% of all violent crime. Domestic where people feel part of a wider com- violence will affect one in four women munity and in which they are fully able and one in six men in their lifetime. On to participate in civic, cultural and average, a person will be assaulted 35 sporting life (see chapter 6 – An Inclu- times before reporting it to the police. sive Borough). The extent to which

25 FindingFinding ways to tackletack crime and anti-social We now use a multi-agency risk behaviourbehaviour therefore,therefore goes to the heart of our assessment approach to dealing with Strategy. Ensuring that people are able to live incidents of domestic violence which is theirtheir livliveses freefree of crimecr and the fear of crime already leading to reductions of the will helphelp createcreate thethe conditions where we can numbers of repeat incidents. achieveachieve thethe widerwider goals set out in this Strategy Our neighbourhood improvement – particularlyparticularly thosethos for a healthy, aspiring and approach to community safety inclusive Borough.Borough encourages communities to identify and help tackle local problems. What we are alreadyalr doing: Our Bobby Van and Neighbourhood BedfordBedford TownTown CentreC continues to have Watch schemes provide advice, a vibrant nightnight ttime economy with information and guidance on security approximatelyapproximately 40 premises with a measures for households whilst CCTV combined capacitycap to entertain over 11,000 in public areas both deters and identifies ppeople.eople. Our BBed:Safe and Pub:Safe offenders. proprojectsjects aimsaims to ensure that people use andand enjoyenjoy towntow centre facilities safely and We have adopted a Community Safety so reducereduce alcoholal related violent crime. Design Guide to assist in planning out crime within existing and new WeWe are providingprov intensive supervision development. aandnd supportsuppor to a relatively small number of priority anda prolific offenders who we We provide a range of diversionary know commitcom a relatively high number activities for young people, including ooff crimes. We know this intensive street schemes, the NACRO SCORE ssupportupport hhelps break dependency on Project and initiatives aimed at ddrdrugsugs anandd alcohol for many offenders. rehabilitating young offenders.

26 What the Partnership will do To deliver our goal of a Safer Borough, we will:

ReduceRed burglary, robbery and other serious acquisitive aim1 crcrimeim and criminal damage.

TacTackle the issues which increase the likelihood of aim2 re-re-offending and target prolific offenders. aim3 TaTackle anti-social behaviour. aim4 ReReduce incidents of domestic violence. TaTTacklea crime and disorder by reducing drug dependency and aim5 aalcohol misuse. aim6 TTackle the fear of crime. IIncrease public confidence in the Partnership’s delivery of aim7 ccommunity safety.

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6 AnInclusiveBorough Social Inclusion, Community Cohesion and Culture Our Goal: A Borough where all people feel part of the wider community and are proud to celebrate its rich cultural diversity; where inequalities are reduced and all people are able to participate in the sporting, artistic and civic life of the Borough.

improving life opportunities in the future. 20% of children in the Borough live in Why this matters: workless families. Many people find it We want everyone to be included in the life of difficult to access employment, key the Borough, to feel that they can influence services and cultural opportunities due what happens around them, and join in with to living in rural areas, or not having their community-based activities such as own transport. These issues are likely volunteering, sport and the arts. to loom larger in a period of rising unemployment and may lead to people Bedford can proudly claim to be one of the feeling excluded from, or marginalised by, most culturally diverse boroughs in the East society. of England, with over 60 different ethnic groups living within its boundaries. Many It is estimated that by 2020, one in three immigrant communities are of long people will be living with physical, sensory standing. Others are more recent, such or learning impairment. People with such as immigrants from the new EU accession impairments can often find themselves states, and those who came here originally socially excluded by society’s attitude to as refugees and asylum seekers. The their disability. relations between these groups appear to Being inclusive is also about enabling be remarkably good – in a recent survey, people to influence the decisions that around 80% of those who were asked affect their lives.We are encouraged that thought that people from different a significantly greater proportion of people backgrounds get on well together. in Bedford Borough (31.7%) currently feel There are other barriers to inclusion, they can influence local decisions, however. Bedford has some of the compared to the national average of highest concentrations of poverty in 28.9% for all local authority areas. There the country directly alongside areas is evidence that empowering local people of affluence. Tackling child poverty increases well-being and social cohesion, is particularly important in terms of builds people’s trust in civic institutions, and increases the quality of decisions. 29 Bodies such as local councils also need to be sense of place and provide free access to as representative as possible of the communi- learning, cultural activities and ties they serve, so we need a greater number information. and diversity of people serving as councillors, However, participation and engagement magistrates, school governors, and on other in the arts, at around 42%, is below both decision-making groups. regional and national averages. There is We know 28% of Bedford’s citizens regularly a relative shortage of high-quality arts give up their time to get involved as facilities in the Borough – furthermore, volunteers in their community: serving as Bedford’s arts scene does not fully reflect trustees, running community activities, the diversity of cultures within the area. helping to improve their environment, or When it comes to sport, whilst regular supporting those facing disadvantage. adult participation, at just over 22%, is Communities depend on these volunteers, higher than the average, women’s who, in turn, can gain personal satisfaction, participation in sporting activity is make friends and acquire skills for significantly lower. employability. A thriving voluntary scene contributes considerably to community What we are already doing: life and the ability of local communities to We support Bedford’s parishes to put take action for themselves. together their own Parish Action Plans Another way in which people feel part of based on identified community priorities. a community is by participating in We have delivered training to increase sport and culture. As well as being people’s confidence and ability to take on fulfilling activities in their own right, civic roles. sport and culture make up a major part of Bedford’s identity. Bedford We have raised awareness of people’s boasts two rowing clubs with national entitlement to benefits by means of a reputations, an international “Benefit Take-Up” campaign, and athletics stadium and a strong actively encourage benefit take-up, network of local rugby, football, through monthly outreach sessions, basketball and sailing clubs, helping to remove barriers to people competing at various levels. The returning to work. recently refurbished Cecil Higgins We have run a number of successful local Art Gallery and Museum houses a campaigns and initiatives to encourage nationally important collection of adults’ participation in physical activities, 19th and 20th Century prints and including people with disabilities, and watercolours; Bedford Creative organised fitness and sports activities for Arts has a critically acclaimed young people, such as a newly contemporary art gallery, and established amateur basketball league. the Corn Exchange hosts a residency by the internationally We run a range of visual and performing renowned Philharmonic arts venues offering high-quality cultural Orchestra. Libraries across opportunities. the Borough also help to foster community and a 30 What the Partnership will do To deliver our goal of an Inclusive Borough, we will:

ReduceRed the proportion of people living in poverty and so aim1 mamakek a positive difference to communities.

ProPromote activities that bring people and communities aim2 clocloser together.

EEncouragen and support more people, particularly from aim3 ununder-represented groups, to take on civic roles and vovolunteer within their communities.

CCreate more opportunities, and provide support and advice,ce, aim4 to enable people to influence local decisions.

EEncourage and enable more people to participate in localal aim5 aarts, culture and sporting activities.

EEnsure that marginalised and vulnerable people receive aim6 eeffective support, advice and advocacy, and can accesss keykey services.

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7 AGrowingBorough Housing and Transport Our Goal: A Borough where the supply and quality of housing and transport is capable of supporting the needs and aspirations of the Borough’s population now and in the future.

supply of affordable housing is vital if we are to meet people’s housing needs and Why this matters: tackle poverty and reduce inequality. For example, we know we need to increase Bedford Borough is at the heart of the Milton gypsy and traveller site provision to meet Keynes and South Midlands growth area and identified needs. has been identified for significant housing growth. This will impact on the economic, It is also important to ensure that environmental and social wellbeing of the vulnerable households in the private Borough. As a result of the housing growth, sector are living in homes of a decent the population of the Borough is forecast to standard and condition; and that, in the increase to 172,500 by 2021. The growing light of the economic downturn, that we population will increase the demand for both support families and individuals who are jobs (see chapter 1 – A Thriving Borough) at risk of homelessness. and housing. Over 16,000 new homes are planned to be built in Bedford, Kempston Economic and housing growth need to and the northern Marston Vale over the 20 be matched by timely and co-ordinated year period to 2021. improvements in the fabric and infrastructure of the Borough. Growth in But as well as tackling the supply of Bedford and the northern Marston Vale housing, we need also to ensure that requires improvements to existing there is enough affordable housing to transport networks. The historic pattern meet people’s needs in both urban and of roads and bridges means that the rural areas. Despite the recent town centre experiences significant downturn in the housing market, congestion. Local traffic movement – average house prices are still nearly particularly between the growth areas 60% higher than they were in 2001. of northern Marston Vale and Bedford – With the average price of a house could also be compromised by the heavy more than seven times the average traffic volumes around Bedford caused salary, buying a home is – and will by the main north-south and east-west remain – beyond the means of many regional transport routes. people. Ensuring a sufficient

33 As well as focussing on major new infrastructure downturn, we are putting in place a such as the Bedford western bypass and the short-term intervention strategy to improved railway station for the town, meeting stimulate new housing developments. the transport needs of the Borough will require We are working on an Infrastructure improvements to public transport and increased Delivery Plan that will ensure we properly opportunities for walking and cycling. support the growth of new and existing In addition to transport, we also need to communities – this will include education, ensure that the impact of housing and health, transport, water and energy and economic growth is matched by other key elements of infrastructure. improvements to the water, sewerage and We have started the first phase of the green infrastructure of the Borough; and that Bedford western bypass and are schools and health services are equipped improving the A421 by providing dual to deal with the growing numbers of people carriageway between Bedford and who will live and work in the Borough. junction 13 of the M1. What we are already doing: We support people with disabilities by providing Disabled Facilities Grants and Since 2001, over 4,000 new homes have invest more than £1.2M each year helping been built and planning permissions are disabled people live independently in in place to deliver a further 8,000. A high their own homes. priority will be given to the sustainability of all planned housing growth. We have supported 252 households through the Rent Deposit Scheme and we In 2008/09 302 affordable homes were are piloting a Mortgage rescue scheme to delivered and we aim to provide an prevent people from becoming homeless. additional 200 affordable homes each year. In response to the economic

34 What the Partnership will do To deliver our goal of an Growing Borough, we will:

PromotePro the construction of sufficient energy efficient new aim1 homes,hom transport and infrastructure to support the growing economyeco and population and which can adapt to climate change.cha

ImproveImp the transport, community and public infrastructuree aim2 of the whole Borough to support the economy, population andan housing.

ImproveIm housing and transport for vulnerable people to aim3 promotepr their independence.

MaintainM and improve the condition of all existing housingg aim4 anda transport, including it’s energy efficiency and adaptabilitybility to climate change. aim5 TackleT the problems of air quality in the Borough.

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Annex A

The Bedford Borough Partnership Board Dave Hodgson - The Mayor of Bedford Borough (Co-Chair) Bedford Pilgrim’s Housing Association Chief Executive - John Cross (Co-Chair) Bedford Borough Council Chief Executive - Philip Simpkins NHS Bedfordshire Chief Executive - Andrew Morgan NHS Bedfordshire Director of Public Health - Muriel Scott Bedford Hospital NHS Trust Chief Executive - Jean O’Callaghan Bedfordshire Police Divisional Commander - Andy Street Beds and Luton Fire and Rescue Service Area Commander - Tony Rogers Bedfordshire Police Authority Vice-Chair - Penny Fletcher Bedford College Chief Executive - Ian Pryce Business Sector representative (Bedford Development Agency Chairman) - Peter Hughes Job Centre Plus Senior External Relations Manager - Alison Hunt

Wootton School Head Teacher - Tony Withell Bedfordshire Rural Communities Charity Chief Executive - Janet Ridge Mid and North Beds Council for Voluntary Services Chief Officer - Martin Trinder Town and Parish Council representative - Ann Lovesey

37 Annex B

How is the Partnership Organised? The Bedford Borough Partnership is an inclusive confederation of all the organisations and bodies who, in some way, are working to improve the quality of life of people in the Borough. At its centre, is the Partnership Board, which is responsible for pulling together the Sustainable Community Strategy and securing the buy-in from partners and from the community that is necessary to realise the goals and aims set out in the strategy. Around the Board are grouped seven Thematic Partnerships – mirroring the seven themes of the Sustainable Community Strategy. Each of the Thematic Partnerships is responsible for securing the actions that are needed to deliver the Strategy’s goals and aims. The Partnership aims to publish its Strategy for 2009-2021 towards the end of 2009, following a thorough consultation exercise. Shortly afterwards, we will publish the delivery plans for each of the seven Thematic Partnerships, setting out the steps which together and individually, the partners will be taking to help make the Strategy a reality. Alongside the delivery plans, we will publish a “reporting framework” setting out the measures we will use to judge how well we are doing. This will be the basis for monitoring and reporting progress to the local people through an annual “State of the Borough” report.

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Borough Hall, Cauldwell Street Bedford MK42 9AP Town Hall, St. Paul’s Square Bedford MK40 1SJ Phone: 01234 267422 Fax: 01234 221606 Web: www.bedford.gov.uk