NEW DEAL FOR COMMUNITIES 2000-2010

 

 

BRADFORD TRIDENT

 

DELIVERY PLAN 2006/2007

 

Year 7

 

 

 

 

Prepared by Bradford Trident ≠ March 2006 Final

 

 

 

 

 

 

 

 

 

Bradford Trident

 

New Deal for Communities

 

Delivery Plan 2006/2007 ≠ Year 7

 

 

Contents

 

1.             Introduction

 

2.             The Vision

 

3.             The Outcomes

 

4.             The People

 

5.             The Neighbourhood

 

6.             The Partnership

 

7.             Ten Year Plan

 

8.             Year Seven Plan

 

9.             Forward Strategy

 

 

                        Appendices

           

1.             Outcomes and Milestones

1A.      Neighbourhood Renewal Floor Targets

2.             Map

3.             Bradford Trident Structures

4.             Bradford Trident Board

5.             Ten Year plan

6.             Year Seven Plan

7.             Risk Register

 

                                               

For more information contact:

                                                                        Steve Hartley

                                                                        Bradford Trident

                                                                        Mercury House

                                                                        4 Manchester Rd

                                                                        Bradford BD5 0QL

                                                                        01274 437781

                                                                        steve.hartley@bradford.gov.uk

 

 

 

1.         Introduction

 

The Year 1 Delivery Plan set out the Partnershipπs baselines, vision, milestones and outcomes not just for Year 1 but for the lifetime of the programme and remains the guiding document for the scheme. The Delivery Plans for Years 2 to 6 provided updates and detailed plans for the last five years. This document repeats some of the background information for clarity and includes some minor additions and amendments. The main purpose of the document is to provide a detailed 12 month plan for Year 7 (2006/2007) of the programme and a new overview for the full ten years.

 

The Bradford Trident Board has been closely involved in setting priorities for Year 7 of the programme and has approved the changes to the ten year plan. Its Working Groups have approved and are committed to the detailed Year 7 plans.

 

 

2.         The Vision

 

The development of the New Deal for Communities bid provided the opportunity for local people to take responsibility for the regeneration of the area and develop a vision for its future. That vision was reviewed and wholeheartedly endorsed by the Bradford Trident Board in November 2000 and continues to embody the guiding principles to which we work.

 

Our vision of the future for ourselves and our area is that by the year 2010, the New Deal for Communities area will be:

 

A desirable place for people to live, learn, work and play, within a safe, attractive and sustainable environment, created through new models of neighbourhood management.

 

A place where high quality, varied and affordable housing exists alongside a strong, dynamic and successful business community.

 

A confident, healthy and culturally diverse community where all are able to fulfil their needs, aspirations and ambitions.

 

 

3.         The Outcomes

 

Key to realisation of the vision laid out above is the achievement of the outcomes for the programme. These are detailed in Appendix 1 and a fourth column has been added for comments and an update on progress as at October 2005. Outcomes are provided for each area of the programme and progress against them and the milestones leading to them are monitored on at least an annual basis. Tridentπs NDC outcomes contribute to the Governmentπs Neighbourhood Renewal Floor Targets (a sub group of departmental PSA targets) and the linkages have been made clear in Appendix 1 by referring to the Floor Targets in Appendix 1A. All Floor Targets except for FT9 (regional economic growth) and FT14 (productivity in rural areas) find expression in the NDC outcome targets.

 

It is clear that measurable outcomes are being achieved across all areas of the programme and the of the gap between the Trident area and the District average is closing. This positive åtrajectoryπ is in contrast to a history of increasing deprivation over the last twenty years.

 

Year 6 saw a continuation of the significant work on the evaluation of the programme. In October 2005 the National Evaluation provided its fourth major report on the Bradford Trident Partnership, summarising the first three reports. This document was extremely positive about the progress made to date and clear on the challenges we face as we move forward. A large majority of the challenges outlined in the February 2005 National Evaluation report have been addressed as part of the Improvement Plan agreed with GOYH following completion of the Performance Management assessment for the Year 6 Mid Year Review which saw Bradford Trident receive the top åBand 1π rating for its progress to date. Year 6 saw the start of the second phase of implementation of the Local Evaluation framework for Trident. Under the leadership of Professor Janie Percy Smith good progress has been made on both programme and project level evaluations.

 

 

4.         The People

 

The resident population of the area is culturally diverse. Based on 2001 Census estimates, the population is around 11,500. The MORI Household Survey conducted in summer 2002 indicates a white population of around 40% and a majority of ånon whiteπ residents over 80% of whom are of Asian origin, mainly Pakistani. This was confirmed through analysis of the 2001 Census. The white population includes small numbers of Italians, Polish people and others of Eastern European origin who migrated here immediately after the last war. Those of Asian heritage also include groups from India, Bangladesh. The African/Caribbean community, whilst small, is probably the largest concentration in the District and as such forms a focal point for social activity in the City. The area is also home to families from throughout the world, often associated with St Lukeπs Hospital or the University. The last few years has seen an influx of refugees and economic migrants largely from east European countries.

 

Comments at public meetings, in the 1999 Meridien household survey (73% of those interviewed saying they wanted to stay in the area), in the 2002 MORI survey (47% positively feel a part of the community compared with 36% in other NDC areas) and the level of activity among, for example, sports and faith groups, show a strong level of community spirit and, despite the problems of the area, optimism for the future. However, there are many individuals and groups who for a variety of reasons, such as cultural issues in the case of Asian women, fear of crime and disability, are excluded and suffer disadvantage as a result.

 

The working population should not be forgotten. In 1999, the 375 companies operating within the New Deal Area employed approximately 5100 people. Many of these people come into the area daily and spend a significant amount of time here. They are a market for businesses within the community and make a significant contribution to the local economy. As well as working, they have many needs, ranging from childcare to personal services.

 

The strength of our Delivery Plan lies with the people. We have a young, culturally diverse population, with aspirations for themselves and the area. The Plan aims to ensure a well educated, well trained and healthy population with opportunities for everyone to be involved in, first, the regeneration and then the future planning and running of the area. The Plan includes programmes which encourage cultural diversity at the same time as bringing people together to take the area forward.

 

 

5.         The Neighbourhood

 

The area covers about 195 hectares, roughly 1 square mile, on the south western side of the City. It extends from the city centre out towards the ring road, which sets the boundary of the inner city, and is bisected by a major road, the A641, Manchester Road, running north to south (see map, appendix 2). The area is largely based on the Little Horton ward of the City, identified in the DETR Index of Deprivation 2000 as the most deprived ward in Bradford and the 42nd most deprived in England.

 

As well as providing excellent transport links, the main road divides the area, and creates access problems for local business. However, the area is well placed for access to the city centre with its many facilities and also the M62 corridor, a major belt of economic activity within the region and source of potential employment for the residents.

 

Within the area there are several distinct residential communities and a substantial area of commercial activity. On the west side of the main road are the residential communities of Marshfield and Little Horton, whilst on the east side are West Bowling and the commercial area. The residential areas are densely populated with few open spaces or recreational facilities. About 60% of the 4,200 or so (after recent demolition) homes are privately owned or rented with the remaining 1,600 homes split 40/60 between Housing Association and former Council, now Bradford Community Housing Trust ownership. Housing conditions vary, with high quality new homes, obsolete Local Authority flats, through to Victorian and Edwardian terraces and back-to-backs. Many of the properties showed a lack of investment over many years, with the inevitable deterioration contributing to the social exclusion evident in the area. Comprehensive private and public sector housing renewal programme since the start of NDC have made a significant impact on improving standards of decency.

 

The commercial sector, Broomfields, however, has benefited from significant investment over recent years, with a number of the older mills being replaced by modern units.

 

 

6.         The Partnership

 

Appendix 3 shows in outline the current structures for the New Deal for Communities Programme.

 

The Board

The New Deal for Communities Partnership has constituted itself as Bradford Trident Ltd, a company limited by guarantee. The company has became a Registered Charity in January 2005 and a wholly owned subsidiary, Bradford Trident Trading Ltd was established at the same time to deal with non charitable regeneration work. The company is committed to the delivery of the Vision and Outcomes detailed in this Delivery Plan. The majority interest in Bradford Trident lies in the hands of local residents who fill fourteen of the twenty-five seats. The remaining eleven positions are taken by representatives of our partners, including three nominations from the local Business Forum. A major strength of the existing Board is the success of the relationships established between the resident and business representatives and those from the Voluntary Sector and statutory providers. The full composition of the Board is detailed in Appendix 4.

 

Working Groups

Much of the decision making concerning the development and implementation of the programme is conducted through sub-groups of Directors called Working Groups:

Crime Reduction and Economic Programme (combined in year 6)

Housing and Development (separated from Health and Environment in Year 3)

Health and Environment

Youth, Education and Community

The Working Groups have delegated responsibility for developing the programme in their respective areas and approving all projects. Projects above a lifetime NDC funding of £250,000 must also be approved by the Board and those needing over £1,000,000 NDC funding also submitted to Government Office. All the Working Groups have co-opted advisors from relevant local voluntary and statutory organisations.

 

Forums

The success of New Deal for Communities is dependent on the involvement of a wide range of individuals and organisations in the development and delivery of the programme. A significant proportion of projects are delivered by local organisations who involve many local residents on both a paid and voluntary basis. To enable the involvement and contribution of all stakeholders, seven Trident - wide Forums have been established: Business, Voluntary Sector, Faith, Youth, African Caribbean and Womenπs Forums. Each meets on a regular basis and is open to all relevant local organisations and individuals.

 

Trident also convenes regular åtheme basedπ Service Providers meetings for each of the programme areas. Staff from partner and project manager organisations come together in these meetings to share approaches and develop joint solutions to the problems of the area. In addition regular networking meetings are arranged for front-line staff from Trident projects and mainstream services to encourage joined-up working at a local level.

 

Other Community Involvement

As well as the Board, Forums and projects, Bradford Trident encourages and welcomes the input of local people in many ways.

 

åIssue basedπ meetings for local residents are also organised or attended. These may be project based (eg the Park Lane masterplanning exercise), about a current åhot issueπ (eg Woodroyd School site) or with a particular interest group (eg Asian Women). The åissue basedπ approach has proved very successful in attracting and engaging local residents.

 

The Community Communications project lays out a multi-faceted approach to two way dialogue with the local community which builds on the experience and success of the initial NDC consultation process. The strategy involves meetings, media/PR, information technology, newsletters/magazines, events/open days, area surveys, focus groups, leaflets/direct mail, our website and word of mouth. An Annual Summer Celebration for the whole community ties in with the publication of the Annual Report and has attracted well over 1,000 people each year. Trident funds the well received BD5 Community Magazine which is distributed to all households on a quarterly basis.

To enshrine community involvement in the fabric of delivery of services in the area we have developed our own approach to Neighbourhood Management. The Board and staff have had several detailed discussions on succession strategies, and have agreed that as an organisation Trident should shift its emphasis from managing a programme funded with regeneration monies to managing the neighbourhood and influencing and improving the mainstream services delivered to our residents. This approach fits well with the wider strategies of both Bradford Vision and Bradford Council, who are working together on a district-wide approach to neighbourhood work through the Community Strategy and Local Area Agreement. Trident continues to work with the local authority on the delivery of the councilπs Neighbourhood Forums, and on the consultation process for the proposed Parish Council. The four Neighbourhood Action Groups in the Trident area are part of a district-wide approach to neighbourhood action planning by Bradford Vision, which also involves other regeneration areas, urban villages and parish and town councils.

Accountable Body

Bradford Metropolitan District Council has acted as the Accountable Body for the New Deal for Communities programme since its inception. The Council provides financial services and ensures probity whilst giving Trident a large degree of autonomy with regard to strategy and programme delivery. The relationship with the Accountable Body is very positive and current working practices were enshrined in a Memorandum of Agreement in 2004.

 

Wider linkages

The work of Bradford Trident, as a New Deal for Communities Partnership, sits within the context of the national Neighbourhood Renewal Action Plan and, importantly, Bradfordπs own Local Neighbourhood Renewal Strategy produced by the Local Strategic Partnership, Bradford Vision. Recent development of Local Area Agreements has involved Trident staff in several ways. Trident his strong links with the LSP at Board, Executive and Partnership level. Three Trident Agency Directors are members of the LSP Board through nominations from their own agencies. The Trident Chief Executive is also a member of the LSP Board through nomination from the Neighbourhood Improvement Strategic Partnership in which Trident play an active role. In addition, the Trident CE Chairs the LSPπs Intelligence and Performance Steering Group and is a member of the LSPπs Strategic Chairs Group.

 

Trident staff link in many ways to Bradfordπs åthematicπ partnerships (eg Housing Partnership Board, Children and Young Peopleπs Partnership) either through direct representation on the partnerships or their sub groups or through close working links with officers serving the partnerships. Trident team members have worked closely with Vision Neighbourhood Renewal staff to ensure we learn from each other and that our strategies are aligned. Tridentπs Neighbourhood Manager is a member the Vision Neighbourhood Partnership Managers team.

How we work

Bradford Trident works in an inclusive way, constantly striving to involve local residents (especially local resident Board members), local organisations and service providers in the design, development and implementation of the programme. Truly involving people can make the processes åmessyπ and can extend the time taken in developing projects but we believe that the ultimate results which come from local ownership are substantially improved.

 

7.         Ten Year Plan

 

Based on progress made in year six, 2005/2006, a revised ten year plan has been produced. Appendix 5 details this plan and the notes the changes made.

 

Re-profiling of expenditure in future years has changed slightly with spending in Year 6 being reduced and Years 7 increased. Years 3 to 7 continue to be the years of highest expenditure. Major project funding has effectively finished by the end of year eight as the focus of delivery turns to Neighbourhood Management. This is shown graphically below.

 

It is recognised by the Board that the Plan must be flexible to accommodate the continued involvement and input of local people and to respond to changes in the context and environment within the area over the future years. As such, the detail provided in Appendix 5 is subject to revision in future Delivery Plans.

 

It is our intention to produce a new ten year plan for the area by early 2008 based on åthe new needπ for the area and laying out priorities, plans and resources for the period 2008 to 2018.

 

 

 

8.         Year Seven Plan

 

The plan for Year Seven, 2006/2007, envisages an expenditure of £6,075,000. A detailed plan with prioritised milestones and leverage is given in Appendix 6 (NB ≠ TO FOLLOW). In the life cycle of the NDC programme, year one was a planning and research year, year two progressed to major project development and year three was the first of five major years of implementation during which around £39.2m, 78% of all NDC funding, will be invested. Much of the solid groundwork undertaken in year one came to fruition as over 75 projects got under way in year two. Year 3 saw extensive clearance and demolition, the continuation and expansion of revenue projects and the addition of several major new initiatives with around 100 live projects during the year. Major visible physical schemes began in Year 4 with the start on site of two Neighbourhood Centres, completion of the first phase of the phase of Facelift {Plus} and major park renewals whilst the well established revenue schemes started to make a real impact. Year 5 saw a major expansion of the Facelift {Plus} scheme and the completion of some major community facilities including the opening of the Mayfield Centre. Revenue schemes delivered significant service improvements evidenced by major improvements across all outcome areas. In Year 6 much of the hard work on the community safety and education agendas began to show results as recorded crime figures fell below the District average and GCSE results for Trident pupils improved to better than the District average. In addition, major physical improvements gathered pace: The Woodroyd Centre began on site adjacent to the recently refurbished Parkside Park; the Facelift scheme completed its 500^th property; new build housing started on Elizabeth Street and partners invested around £20m in the Court Blocks, Park Rd Extra Care Housing and Douglas Mill.

 

The focus next year will be on ensuring continued delivery of the capital physical improvement schemes and on transition of both structures (governance and staffing) and services as NDC funding declines. The continuation of the award winning Facelift scheme and completion of the major Woodroyd Centre development will be complemented by delivery of new open space, connecting routes, housing and retail facilities as part of the Park Lane redevelopment and development of plans for the £120m Reyner House site complex. Issues identified in the Improvement Plan will be addressed and monitoring, evaluation and review of the programme will continue.

 

The following are the major strands of each programme area:

 

Jobs and Business

 

In year 7 the Jobs and Business programme will continue to deliver on its four main strategic strands: Support to Business; Support to Residents; Skills Development and Intermediate Labour Markets. The Jobs and Business programme has flourished in the last 6 years and has established successful partnerships with a variety of outside agencies in order to bring forward the agenda for mainstreaming.

 

The business forum will strengthen and expand. LEGI and LAA bids will be pursued alongside levering in Fair Cities activities and funding in order to bring extra resources to the area.

 

The funding streams for capital and revenue support for business will be set on a sustainable footing and Business Link will be engaged to ensure sustainability and the local intelligence of their Advisors has some bearing on the ground.

 

Year 7 will see the support to residents and skills development aspects of the programme responding to a process of consolidation, analysis and rationalization. Effectively this aspect of the programme will move towards a åone-stop shopπ complementary services mode of delivery offering a range of interventions to bring people into employment. An outreach focused model of support will engage the targeted disaffected groups who are more entrenched in their worklessness. Relevant management information will identify those groups targeted for a bespoke intervention.

 

The programme does however continue to raise the economic activity in the area, with more people gaining employment than in previous years and accessing the right training to enable them to be a marketable force when competing for jobs

 

 

 

Support to Business

Even though supply side initiatives are becoming more prominent within the programme we understand the importance of ensuring businesses in the area are stable and competitive. The Support to Business strand, delivered in partnership with Business Link and the Bradford Chamber of Commerce, is considered a great success however a restructure of the Business Link service is leading to negotiations to ensure local decision making bodies recognise Tridentπs additional and distinctive support needs and embed this in their forward strategy.

The emphasis on support and mentoring will continue and further funding will be made available for new business starts, additional security and environmental improvements. The success of networking activities such as the Breakfast Clubs and the Business Forums will be built upon. The Business Forums will continue to expand. Themed presentations defining issues relevant to business will be paramount and the forum will increase inclusivity and reach out to businesses that operate outside the Trident boundary thereby increasing the level of business and economic activity to the area.

 

We have also moved away from Business Grants and now have moved into providing Business Development Loans to help develop Business in the Trident area. The money has been moved across to Bradford Enterprise Fund but ring fenced for Trident Businesses. The fund is fast reaching a critical point where it will become self-sustaining allowing Trident residents to have a call on the fund of last resorts in perpetuity.

 

Support for Community Enterprise will continue with the same intensity as previously but will now be funded entirely through Yorkshire Forwardπs WYSE Link initiative.

 

 

Support to Residents

Year 7 will see the support to residents and skills development aspects of the programme responding to a process of consolidation, analysis and rationalization. Effectively, this strand of the programme will move towards a åone-stop shopπ complementary services mode of delivery offering a range of interventions such as job preparation courses to bring people into employment. An outreach focused model of support will engage the targeted disaffected groups who are more entrenched in their worklessness. Relevant management information will identify those groups targeted for a bespoke intervention. Drivers for the change are the reducing funds available, to meet the new need such as the hard to reach and those on Incapacity Benefit, eliminate duplication, increase and intensify activity, and to create a programme that offers a greater opportunity to sustain and mainstream.

 

The main priority for this theme last year was the establishment and delivery of the Information, Advice and Guidance project. The project is now delivering a service to residents from new shop front premises in the heart of the Trident area and in year 7 the project will intensify outreach and peripatetic activity to ensure that the service is accessible to the entire community. A further one year contract has been negotiated and further funding is being looked at to mainstream the project through LSC.

 

The Job Brokerage project, delivered by At Work Recruitment, has completed its third year of operation and has been successful in exceeding its output targets. It is considered a model of good practice in terms of intermediary work. A further one year contract has been negotiated and match funding has been secured from Jobcentre Plus and Objective 2 in order to reduce Tridentπs financial commitment. Further funding is also been sought from Yorkshire Forward to mainstream the project beyond 2006 under the Access to Employment Skills Strategy.

 

Skills Development

After a steady start the Customised and Vocational Training project has now met its output targets. The priority this year is to ensure that the project continues to seek out forthcoming developments in the City Centre ensuring Trident Residents have the appropriate skills to enable them to compete effectively in the labour market. Negotiations have already begun with large employers on the Euroway Estate in order to ensure that Trident residents have the right skills and attitudes to access these jobs.

 

The contract for Youthbuild (construction) has been renegotiated and will now be delivered until Jan 2007. It has overexceeded on all its targets and external evaluation rated the project as very successful. A determined approach to lever in additional funds to the area will be a main activity for the coming year.

 

A new project which we are taking forward for 2006/07 is to work with the Council developing construction training programmes for residents to access the anticipated upsurge in construction jobs in the City. We are currently involved in needs assessment research in partnership with the Council and other regeneration partnerships in Bradford. Construction is now at the forefront of employment in Bradford and we are currently delivering a project in partnership with Accent Community to deliver Construction Training to adults (25+).

 

The Training Awards project will continue in year 7. This project offers training grants for residents who wish to increase their employability where no other funding is available. It complements both one-stop-shop model of service delivery and the Customised and Vocational Training project in that the latter addresses the needs of employers whereas the Award allows individuals to choose their own training provided it is career related.

 

Intermediate Labour Market (ILM) projects

This is a particularly exciting and fast developing strand which fulfils a number of functions in the local labour market depending on the structure. ILMs are traditionally aligned with social enterprise activity and one Trident project which commenced in year 4 fits this category. Community Build is a social enterprise that supports ILM places for Trident residents who are at most disadvantage in the labour market. Community Build refurbishes derelict houses for rental thereby equipping its paid trainees with construction skills and valuable work experience. It had a successful year and will continue to develop in Year 7.

 

 

The Sports Employment project places unemployed residents into temporary jobs in community sports settings. They each receive a salary, training and help to find permanent work. It is delivered by the Bradford Sports Action Zone and is partly funded by Objective 2 ESF.

 

 

Crime and Community Safety

 

In year 7 the Crime and Community Safety programme will continue to deliver on its three main strategic strands: Policing and Deterrence; Support to victims and perpetrators; and Education and Diversion. Overall the maintenance of the current suite of interventions within the crime themed programme will be the prevalent activity alongside the mainstreaming and sustainability of the programme and its outcomes.

 

Externally the focus of the programme will move from enforcement towards building the resilience and capacity of the Trident public to adequately respond to crime and criminal activity. The established mechanisms and structures that ensure community engagement and citizen involvement in the crime programme, for example, the Community Watches, Neighbourhood wardens and re-convened Anti-Crime Partnership, under the stewardship of the Neighbourhood Policing Team; will be embedded as the formal mechanisms for communication. The addition of new åhate crime reporting centresπ established at community centres will add to the growing community confidence in the criminal justice system and act as an early warning to community tensions . It is intended that the above activities will ensure sustained relationships between criminal justice agencies and the Trident residents.

Internally to the programme a method to consolidate, analyse and rationaIise the various projects will be systematically employed. This will have the outcome of reducing any duplication, ensuring cross-learning and speedier referrals between agencies. It will intentionally strengthen the relationships between projects and ensure that resources are mobilised in a coherent manner.

 

The programme has recently achieved the 10 year outcome to reduce the level of reported crime to the district average reported crime rate and consequently a new crime outcome to reduce the level of reported crime to the national average reported crime rate will be set as a new stretching target.

 

An evaluation to further explore sustainable solutions for the programme is work in progress. The findings of that evaluation will inform the future direction of the programme and progress it towards a lasting legacy.

 

Policing and Deterrence

The police continue to make a significant beneficial impact on the community. Increasingly the focus of general policing activity will be the gathering of intelligence and hearsay information to support Court action for the making of Anti-Social Behaviour Orders åASBOπ. This ASBO action is employed as a last resort following early intervention and other tactical interventions and is largely centred on drug related activity.

 

The re-commencement of the Trident Anti-Crime Partnership has been a success. The Anti-Crime Partnership has become an essential forum for agencies to meet to resolve crime and criminal activity problems on the ground by employing a åPOPπ problem oriented policing approach. It remains central to the new Neighbourhood Policing Team operating in the area.

 

Negotiations to mainstream early the Community Beat Officer project on the basis of the success of that project and national policy support for Community/Neighbourhood Policing have been a success with the police picking up the bill for two of the Officers from April this year.

 

Negotiations concerning the arrangements for revenue funding for the CCTV were also successful and since October 2005 the local authority have picked up the whole of the revenue bill.

 

Support to victims and perpetrators.

The Arrest Referral project continues to work with voluntary referrals from drug misusers. Indeed, sound community development work is being delivered within the terms of the project. Furthermore, the åDrug Interactorsπ capacity building project is recruiting for a second cohort of volunteers whom will eventually engage their own communities in drug education/awareness work. It is providing a more holistic area specific response to identified needs in relation to the problems of drug misuse.

 

The domestic violence project has stimulated positive activity in the area in anticipation of the full roll out of the project.

 

Education and diversion.

Support for the existing projects will continue. A priority will be to lever in funds beyond the present commitment from the Connexions Service and the Youth offending Team.

 

The TISSP, YIP and the Princes Trust Volunteers operate at varying levels with those youths simply åat riskπ of crime through to the åprolific and seriousπ offenders. The TISSP has been re-appraised on the basis of a year on tear reducing budget yet maintaining a commitment to continue the present level of service. The TISSP has recently been awarded a substantial lottery grant that will ensure a comprehensive service delivery for the next 3 years.

 

 

Housing and Development

 

Public Sector Housing

The demolition of obsolete Council flats in the Park Lane and Marshfields area started in August 2001 and will continue throughout Year 7. It is anticipated that by the end of Year 7, the majority of former Council tenants will have been relocated to new homes and 36 of the 39 obsolete blocks of flats will have been demolished, releasing land for redevelopment.

 

A Community Support Worker based at the Hutson Street Community Project, will continue to be employed to provide valuable support, information and advice to affected residents, through what can be an anxious time. The Bridging the Gap project will also provide additional support to local people to build upon the existing work of the local community and tenants organisations and provide access to mainstream services using surgeries, drop-in sessions and activity sessions.

 

Year 4, brought about a massive change in the way public housing was delivered in the District with the Councilπs Housing Department discharging itπs management function, by setting up 6 new RSLπs, the largest covering the Trident area. On-going dialogue continues with the Council and the Housing Trust, to ensure investment is maximised to complement the proposed redevelopment of the area. Phase 1 of the 5 year programme of environmental and property improvements commenced in May 2004 and overall completion of the refurbishment is anticipated in March 2008 at a cost of approximately £21m.

 

Private Sector Housing

Year 7 will see the continued implementation of the Private Sector Housing Programme within existing financial constraints while seeking to obtain additional funding in order to meet the identified short fall for this purpose.

 

The implementation of the Private Sector Housing Programme will build upon the Housing Surveys undertaken during Years 1 & 2 and the pilot Private Sector Housing Project implemented during Year 2. The Year 7 Programme includes a variety of key objectives, these include

• a property based approach to the repair and improvement of private homes ie Facelift {plus} and Universal Matched Incentive.
• support and assistance for homeowners through the advice centre.
• the clearance of obsolete properties using the Empty Property Strategy and Regeneration Study as tools for decision making
• continued research into property markets.

 

Innovative approaches to improving the private sector housing stock, include a Home Loan scheme and relocation assistance via Homebuy/Homeswap for owners affected by the proposed clearance areas.

 

In addition, the Private Sector Housing Enforcement team has been set up to proactively target and inspect private rented properties. This proactive approach seeks to raise standards in the sector by a combination of support/assistance and enforcement.

 

Agencies offering housing advice and assistance within the New Deal area have become more accessible with the opening in April 2003 of a one-stop-shop on Manchester Road {@home in BD5}. This facility provides advice and assistance on a range of services including benefits, pensions and energy efficiency. In addition, the shop administers a community paint project, a tool library and a handypersons service. The handypersons service undertakes remedial repairs on behalf of private residents and RSL tenants for a minimal fee.

 

Year 4, saw the introduction of the Facelift {plus} scheme. The scheme seeks to improve the physical appearance of the properties, by carrying out stone cleaning, external improvements and Health & Safety works to private sector properties. By the 31 March 2006 approximately 500 properties will have been improved via the scheme. Year 7 will see the continuation of the 3 year programme which will seek to build upon the existing partnering arrangements to achieve cost/time savings and improve quality.

 

One of the aims of the Housing programme is to attempt to assist private sector residents to improve their properties by offering them some form of assistance. Building on the assistance previously offered, the NDC has introduced a Universal Matched Incentive scheme. This scheme assists owners to improve their properties by giving them an opportunity to choose from a menu of improvement packages. Bradford Trident will match the owners contribution pound for pound, by funding half the total works cost and sharing the cost of VAT on a 50/50 basis. To assist the resident further and make the scheme more attractive, Trident will also pay all the professional fees at 10% of the total works cost.

 

Redevelopment

On completion of the demolition exercise 17 acres of land will be transferred from Bradford Council to Trident.

 

Bradford Tridentπs strategic partners continue to discuss development opportunities in the area. As a result a number of Delivery Groups have been meeting on a regular basis to discuss issues and finalise detail.

 

Partial transfer of some of the land has occurred and the following development activity is currently taking place;

 

 

• Elizabeth Street ≠ Manningham HA on site building 28 units for rent/sale. Anticipated completion May 2006.
• Park Lane - revised planning application for 96 houses for rent/sale submitted redevelopment to commence Autumn 2006.
• Park Road ≠ Housing 21 on site building 55 units of elderly housing. Ph1 to be completed May 2006, Ph2 to commence June 2006.
• Manchester Road {retail site} ≠ Planning application submitted. Start on site summer 2006.
• Reyner House ≠ Development competition completed. Start on site 2008.

 

 

Environment

 

In Year 7, the main strategic strands of sustainable improvements, routes & movement and open space will continue. These key objectives build upon the analysis, planning and early wins that formed key elements of the Environment Programme in previous years. Year 7 will maintain the emphasis previously given to the Routes and Movement Strategy. The success of the Environment Programme is, in part, due to the strong partnerships that have been established during the previous years. These partnerships are particularly important now, as it is becoming increasingly necessary to seek additional funding sources and for the mainstreaming and maintenance of projects.

 

Sustainable Improvements

The key objective of the sustainable improvements theme is to ensure that the impact of the Environment Programme continues beyond the New Deal for Communities programme. This is being achieved by firstly; ensuring that the foundations for the Environment Programme are robust planning and analysis strategies; this occurred in the early years through the masterplanning exercise and community consultations.

 

Secondly, work is continuing to ensure that the capital investment in the Environment Programme is properly maintained. This is being achieved through a variety of methods; in some instances for example New Cross Street Civic area and Springmill Street Play area, design specifications are within existing maintenance budgets. In other instances, additional maintenance agreements have been secured with no financial implications for Bradford Trident, for example, the Living Street, negotiations with Bradford Council have secured an agreement to adopt the route and maintain the works, for the Architectural Lighting Project, maintenance has been secured from the building owners. Finally, additional maintenance implications do have financial implications for Bradford Trident and user groups; a variety of mechanisms are being utilised including the provision of a commuted sum, a deed of gift and earned income, for example, the maintenance of the polymetric surfacing at Parkside Park will by funded through the provision of a sinking fund based upon earned income from the hire of the facilities.

 

Year 7 will see the continuation of the Green Team until March 2007. The Green Team strategy supports the sustainability issue of the Environment Programme and provides a cleaner and more cared for environment. The Green Team will continue to provide an enhanced street cleaning service for the NDC area and is an important partner in the delivery of Neighbourhood Management.

 

Routes and Movement

Routes and Movement will be an important strategy of the Environment Programme for Year 7. A programme of traffic management and pedestrian safety measures, throughout the NDC area, which commenced in January 2004, will continue. This will include enhancements to the urban environment, cycle routes, traffic calming. Consideration will be given to the creation of homezones where possible.

 

Priority will be given to the continued development and implementation of the Living Street. Year 5 saw the actual route of the Living Street being defined. The route comprises a number of different zones; these zones are of individual character and reflect the local, ambient surroundings and local, community aspirations. The design characteristics of these zones have been developed through public consultations and a palette of materials has been produced. Zone 3 is a wide pedestrian avenue and passes through land characterised by high-rise blocks of flats and tower blocks. Implementation of this zone is almost completed, final landscaping and planting will be finalised during the planting season of autumn 2007.

 

Year 7 will see the continuation of the detailed design and implementation of subsequent zones, namely an extension to the Avenue to the south, Marshfields Community Park, The Little Horton Homezone. Work will continue to ensure that the Living Street links to the city centre developments.

 

Consideration will continue to be given to the development and implementation of the Manchester Road Community Footbridge, this is a key element of the Living Street and can be seen as a Bradford landmark. Bradford Trident will continue to work in partnership with Bradford Council to implement the Manchester Road Gateways Strategy. This includes landscaping and artwork to key sites, removal of illegal hoardings and advertising, enhanced cleansing and the lighting of key buildings.

 

Year 7 will also see a continuation of the Casualty Reduction and Pedestrian Safety Strategy through a programme of highway improvements to residential areas, the creation of 20mph zones and a rationalisation of existing traffic calming measures.

 

Open Space

In Year 7, the continued delivery of the Open Space Strategy will see the development of Marshfields Park. The need for additional public open space in Marshfields was identified in the masterplanning exercise; Year 7 will see the development of this new park as an integral part of the Park Lane housing development and the continuation of the Living Street.

 

The continued delivery of the Open Space Strategy will also see the completion of improvements to the largest open space in West Bowling - Parkside Park. The development of proposals has been ongoing for some time, the scheme design arising from the community consultation process, has necessitated bringing together a comprehensive funding package.

 

Health and Social Care

 

The Health and Social Care Strategy provides the foundations for continuing project delivery and the mainstreaming of the projects, activities and good practice within the Health and Social Care Programme. The Strategy comprises two key themes; these are firstly, baseline information, outcomes, sources of information and evaluation. The second theme concentrates on the provision of existing services and identifying gaps in service delivery.

 

The continuing strong partnerships established with West Bowling Sure Start, the NHS Primary Care Trusts and Bradford Council are essential to the ongoing mainstreaming of projects, activities and good practice. Year 7 will see a review of the partnership arrangements to ensure these links best reflect the Health Strategy second theme of mainstream service provision and identifying gaps in service delivery.

 

The Health and Social Care Programme will continue to deliver on its four main strategic strands of Improved Health of Babies and Young Children, Improved Diet and Lifestyle, Improved Mental and Emotional Well-being and Supporting Older People. Year 7 will see a continuation of the consolidation of projects, where appropriate; mainstreaming of the Health and Social Care Projects will continue to be a high priority.

 

Improved Health of Babies and Young Children

The Children and Families Strategy will continue the themes of helping parents and preventing ill-health. During the previous year, the Family Support Project activities have included support and educational services such as parenting skills, pre-natal and ante-natal sessions, breast-feeding advice; home visiting of families and drop-in sessions such as exercise classes, art/craft, sport and after school clubs. The Family Support Project has expanded to include the activities of the Home Safety Project and the provision activities to detect early speech and language problems. Year 7 is the beginning of phase II for the Family Support Project where the majority of funding is now provided by the PCT and the Project location will move, in September, to new PCT premises at the Little Horton Lane Health Centre. Work will continue to ensure that the Family Support Project supports the developing Childrenπs Centres, work will also continue to ensure that the Project is mainstreamed, by the PCT, before 2008.

 

At the end of Year 6, NDC funding for the Dental Health Project ceases; Year 7 will see a continuation of the project activities including the implementation of a range of oral health promotion initiatives in schools and community centres.

 

Year 7 will see further work towards the provision of Childrenπs Centres within the NDC area and the mainstreaming of the Childcare Development projects. Year 7 will see childcare provisions at Bradford Foyer and Parkside Community Centre move to the new Woodroyd Childrenπs Centre, providing a comprehensive range of childcare including full day care and crËche facilities. Year 7 will also see further links between the developing Burnett Fields Childrenπs Centre and childcare provisions at Mayfield House.

 

Improved Diet and Lifestyle

Year 7 is the beginning of phase II for the Healthy Living Project. The Project will continue to be hosted by Bradford College, however, the day to day project activities will be provided through Bradford PCT. The Healthy Living Project will continue of a range of activities to encourage healthy lifestyles, these include diet, exercise and smoking cessation. However, there will be a gradual evolution in the nature of activities to include the development of community organisations, local delivery of services by statutory service providers and community involvement in decision making. These closer links with Bradford PCT will ensure that the Healthy Living Project is intimately involved with the national ≥Choosing Health≤ strategy.

 

Improved Mental and Emotional Well-being.

Year 7 will see improved mental health and emotional well-being being delivered through project activities, including the Childcare Development Project, the Family Support Project and the Healthy Living Project. The review of the partnership arrangements will include the need to ensure that the mental health needs of residents are identified and addressed.

 

Supporting Older People

Year 7 will see the continued development and implementation of the Older Peopleπs Support Project, this project provides a range of additional health and social care activities that complement existing services, enables older people to access mainstream services and reduces social isolation. The Project also supports partner agencies in their work to reduce social isolation and will provide for workforce development in the form of the provision of alternative therapy services

 

Youth, Education and Community

 

The Youth, Education and Community Working Group continues to be a well attended group with a strong mix of resident and agency directors and advisers from the LEA, Community Development Service, Youth Service and a Headteacher representing local schools. The group has settled into pattern of bi-monthly meetings and an increasing amount of its work is aimed at ensuring the sustainability of its activities.

 

School Support

The package of school-based projects will continue. The primary school community rooms are now the base for a wide range of activities across the area. A successful bid was submitted to the LEA to include the cluster of Bradford Trident schools within the Authorityπs Extended Schools network. This has allowed the appointment of a Cluster Manager to develop the range of activities throughout the area and attempt to secure long term funding. The Aim Higher Primary project has a further year to run and it is hoped that the bank of contacts and relationships which have been built up between schools, local universities and employers will help to ensure the sustainability of the activities. The Bradford Trident Learning Mentors project continues, with reporting procedures jointly developed with the LEA. The Pupil Tracking evaluation will continue, with the group of young people now in Year 9 and making their GCSE option choices.

 

Individual Support

The Bursary Extension project has now taken its last group of new students, who will be supported through to graduation. EASA has been asked to produce a guide to the new bursaries and grants available since the introduction of University top-up fees. Existing students will continue to be offered careers guidance and advice as they graduate.

 

Homework Clubs, with the wide range of groups, including faith groups, community groups and schools will continue, with monitoring and support provided by the Library Service. They will be encouraged to build on last yearπs successful summer schools. The ICT project will cease to be supported and arrangements will be made with the Minerva Centre to continue the range of activities and maintain and refresh the equipment through external grants where possible.

 

Youth Support

The Youth Forum project is progressing well with one of the Youth Ambassadors (Samara Lee) being commended for her outstanding work with local young people. This was acknowledged during the Annual NDC/NM Awards.

 

A high profile and successful Youth gathering was designed, developed and delivered by the Youth Ambassadors in December 2005. The event was well attended by local service providers, projects working with young people and young people themselves. The Forum are planning similar events for the future and hope to share their experiences with other similar projects both on a district and national level.

 

The Youth Ambassadors continue to attend Working Groups and Board meeting, with the biggest achievement being the decision by the Trident Board to grant Youth Ambassadors full voting rights at Working Groups. This has been a landmark decision which the Ambassadors have been lobbying for.

 

Linked to the Youth Forum, the Youth Support Fund is continuing to assist local young people in developing and implementing small-scale projects in the area.

 

The Youth Incentives project is engaging with local young people and local elderly residents to break down barriers and contribute towards creating community cohesion. A short 6 week programme has recently been completed involving the 2 groups in åGo-kartingπ and åGolfπ sessions. Discussions and workshops were also built into the programme. The project received excellent feedback from Directors and local agencies and further projects will be developed.

 

The Trident Youth Action Team are progressing well with their studies at Bradford University and also engaging and working closely with local young people. The team ran school holiday programmes across the area in partnership with local voluntary groups.

 

Research into the needs and gaps in provision for Asylum Seekers and Refugees living in the area has been completed and an action plan under the heading of diversity and equality is being developed. This will include provision for young people.

 

Community Facilities

Work on implementing the community facilities strategy will continue over the next year.

 

The Mayfield Centre and the Dorset Street Complex are now fully in use and the Childrenπs Place Nursery has received an excellent Ofsted report. Work on the West Bowling Medical and Neighbourhood Centre is now well advanced, with opening anticipated for Autumn 2006. Consultation is continuing with the local residents and steering groups have been developed to oversee the projects.

 

The Community Facilities Fund will end in March 2006, having provided valuable help to many community groups in the area. Development of the åspokeπ Community Centres has progressed again in Year 6 with the completion of the West End Centre and St Stephenπs Church Hall and new projects at Bowling Old Lane Cricket Club and Ryan Street Day Centre. There will be a major push to support groups with projects still to start in Year 7.

 

Community Capacity

The YEC is currently considering the future of the Community Initiatives Fund and may decide that, after 5 successful years, supporting groups and individuals, the åneedπ that existed has now been met. Trident will continue to support the development of the emerging African and Caribbean Forum which held its first successful consultation event in November 2005.

 

The Faith Forum will continue with its activities and build on a successful year in which it was awarded the national NDC Cohesion and Diversity Award.

 

 

Programme Wide

 

Community Communications

A review of all communications activities undertaken in Year 5 recommended continuation of the successful programme of activities, including the major Summer Celebration, websites, newsletters, Annual Report and BD5 magazine. These progressed successfully in Year 6 and, in addition, a major partners conference was held and website redesign started. In future years cost savings will be sought through such as income generation from advertising for the magazine.

 

Neighbourhood Management

As well as contributing to broader links between the Bradford Trident programme and the local community, the Neighbourhood Management project aims to get more local people involved in community activity, taking greater responsibility for their own neighbourhoods and engaging with mainstream service providers to improve the delivery of services.

 

The four Neighbourhood Wardens, whose project was reappraised and extended to 2008 during year 5, will continue to observe, report and follow through issues relating to crime, community safety and the environment ranging from fly-tipping and litter to crime prevention and reassurance of burglary victims to reduce fear of crime and improve satisfaction with the area. This work will include the ≥Looking Good≤ gardens competition during the spring, and other campaigns such as the ≥No Cold Calling Zone≤

 

The Neighbourhood Action Team successfully completed the first stage of four Neighbourhood Action Plans during 2005/6, bringing in over £100,000 of NRF funding to Neighbourhood Action Groups involving local residents and frontline workers. The Team will continue to support these groups and several Trident forums including Faith, Womenπs and Voluntary Sector. The teamπs workload and structure will be reviewed before September, in the light of Bradford Vision decisions on further funding for neighbourhood action planning.

 

The Neighbourhood Manager will be crucial to the ongoing work on succession structures and priorities for the area as part of the shift from programme management to neighbourhood management as NDC funding begins to taper. This will include work on the proposed Parish Council that, subject to the conclusion of consultations and approval from ODPM, will come into existence from April 2007. Trident is Regional Partner in the national Neighbourhood Management Network, and will continue to contribute to and learn from the ongoing debate on devolution of powers to neighbourhoods.

Local Evaluation

The first phase of this project, which complements the National Evaluation, ended in March 2005. A second and final three year phase was approved at the Board in March 2005 and is now being implemented.

 

 

 

 

 

9.        Forward Strategy

 

The original Delivery Plan was designed with a forward strategy based on community and financial continuity through new models of neighbourhood management. The transition of the organisation from a focus on managing programmes to managing the neighbourhoods is well under way.

 

Much work has been done in the last year to develop the forward strategy through the åmainstreamingπ of governance, structures and services. Key elements of the forward strategy are:

 

Governance

The Bradford Trident Board has promoted the development of an Urban Parish Council for an extended Trident area. Trident has supported Bradford Councilπs Parish Review of the area which has been well received in the community and could lead to the establishment of a Parish Council as early as May 2007. Should this come about Bradford Trident would want to work closely with the Parish Council to produce a new åten year planπ to secure and develop the improvements made during NDC funding. Trident aims to continue its focus on community engagement through its well established forums and neighbourhood groups.

 

Structures

Bradford Trident Limited has gained charitable status and is an active development trust. It has established a wholly owned trading subsidiary, Bradford Trident Trading Limited, to undertake non charitable development activities that benefit the same area. Tridentπs assets are held by these two companies and our management of these provides the basis for an ongoing income stream to support neighbourhood management. It is envisaged that a formal link between Bradford Trident Limited and the potential Parish Council would be created by taking nominations of elected parish councillors on to the BTL Board.

 

Services

Good progress has been made with the mainstreaming of key projects. For example, the Council have taken on responsibility for monitoring and maintaining the CCTV system and the Police have taken on funding of two of the Neighbourhood Officers. Trident will look to deliver some key elements of service itself, such as neighbourhood wardens, and will continue to broker the relationship between residents and service providers to continuously improve mainstream provision.

 

 

 

 

Approval

 

This Delivery Plan was approved by the Bradford Trident Board at itπs meeting on 7 February 2006 and is signed below by the Chair of the Board on their behalf:

 

 

 

 

 

Cllr Ian Greenwood

Chair, Bradford Trident

 

 

 

 

 

Appendix 4

 

Bradford Trident Board

The Board is made up as follows:

 

12        Community Directors: four Trident residents for each of the three areas, elected for a four year term, half retiring every two years. Postal ballots, based on the Electoral Roll are conducted by the Electoral Reform Society.

            Name                          Area               Serve Until

            Zahera Hanif               Marshfield       July 2006

            Isa Khan                      Marshfield       July 2006

Joe Holloway              Marshfield       July 2008

            Khalid Mahmood          Marshfield       July 2008

Jamshed Khan Park Lane        July 2006

Nawaz Khan               Park Lane        July 2006

Akhtar Khan                Park Lane        July 2008

            Munawar Khan           Park Lane        July 2008

            Jahnzaib Sarwar        West Bowling July 2006

            Greg Lucas                 West Bowling  July 2006

            Zamurrad Khan           West Bowling  July 2008

            Vacant                        West Bowling 

 

3          Business Directors: elected for a two year term by the Bradford Trident Business Forum. All businesses in the area or employing residents from the area are entitled to join the Business Forum.

            Nick Baggio July 2006

            Vipin Joshi       July 2006

            Omar Khan July 2006

 

3         Council Directors: serving a one year term. Nominated by the Local Authority.

            Ian Greenwood Labour

            Simon Cooke Conservative

            Sher Khan       Labour

 

2         Faith Group Directors: serving two year terms: one representing the Christian and one the non-Christian faiths. Elected by the faith groups.