POLICY CONTEXT

Introduction

This section provides the policy context for the Masterplan. In preparing a Masterplan it is important that it is developed, as far as possible, in accordance with the strategic priorities of Bradford Trident, the City of Bradford Metropolitan District Council, National Government Guidance and best practice on the regeneration of urban neighbourhoods. This will ensure that the Masterplan gains wider support, not least from the agencies that will be involved in its implementation.

Bradford Trident

Bradford Trident New Deal for Communities Delivery Plan

The Delivery Plan sets out the aims, context, projects and programmes formulating the strategy for the New Deal scheme. It aims to create a desirable and sustainable place to live, work, learn and play, populated with a thriving community who have access to both high quality and affordable housing. This is to be achieved against the background of severe socio-economic problems, including poor health levels, widespread unemployment, low educational achievement and business activity and poor quality in the housing stock and wider urban environment. The projects and programmes identified in the Delivery Plan are all aimed at addressing these specific issues and to create a better environment for communities and business enterprise by 2010.

First Annual Report 2000 - 2001

The first Annual Report of Bradford Trident summarises what has been achieved in its first year, states the goals for the second year and describes a vision for the future.

The report sets out the actions and achievements in six key themed subject areas, namely Jobs and Business, Housing and the Environment, Crime and Community Safety, Youth and Education, Health and Social Care and Community Involvement. The key projects carried out last year include the funding of ten new study centres, a social and a housing condition survey, as well as a package of financial support and advice for businesses.

Faithful & Gould - Private Sector Stock Condition Survey

Bradford Trident commissioned Faithful & Gould to undertake a housing stock survey of all private housing within the New Deal area. The total private tenured stock is 2,492 properties and it was decided that a survey of 850 properties was necessary to achieve a satisfactory sample. The properties can be divided into different categories which are Back-to-backs, small-to-medium terraced housing, large terraced housing, semi-detached housing and other types of housing including flats and detached houses.

The total cost of the complete 15-year liability over the private sector housing stock is £ 46,561,942. This figure has been adjusted to allow for inflation at 2.5% per annum. The average estimated repair liability per house in Marshfields and Park Lane over the next 15 years is £17,709. Over the next 5 years, for 'catch-up' repairs, the price per house has been calculated at £8,816. The figures for West Bowling are only slightly different. £18,257 is the estimated repair liability per house over the next 15 years, and £8,907 is the figure over the next 5 years for 'catch up' repairs.

The findings of the Private Sector Stock Condition Survey are being taken forward in a Pilot Private Sector Housing Strategy.

City of Bradford Metropolitan District Council

Replacement Unitary Development Plan - First Deposit June 2001

The Unitary Development Plan is the document against which the local authority will consider the planning applications that will be needed as part of regeneration projects.

The draft Replacement Unitary Development Plan published June 2001 takes account of the findings of the Phase 1 Masterplan study. It contains a number of policies which apply to the Trident area:

• Manchester Road as a ëGatewayí to the City;

• The safeguarding of public car parks to the north of the area

• Parts of Little Horton are designated as a Conservation Area where new development would have to respect the historic context in terms of scale, form and quality of design.

• The West Bowling Area contains a number of sites which are protected for recreational purposes

• The development of a local centre in Marshfields along Manchester Rd.

• The allocation of the land to the rear of Hields Mill as well as the Former Woodroyd Middle School for housing development;

Economic Development Strategy 2000

Bradford Congress, an organisation of local government, businesses and representatives of the community and agencies has prepared the Economic Strategy for Bradford Council. The strategy aims to achieve sustainable economic growth through creativity and innovation in business, supported by strong communities. This is to be enabled through business support, attracting finance to the area and limited infrastructure projects with the aim of improving the economy of the City.

Bradford - Vision 2020

This document sponsored by Bradford City Council establishes a Vision for the City in the 21st Century. The City Centre is likely to experience significant change in the years to come through a number of developments. It will be important for the Bradford Trident area to ëlink inë to those developments to ensure that the benefits of a rejuvenated City are felt along the Manchester Road corridor.

'Bradford Race Review' Report

This report investigates the views of people across Bradford identifying peoples' main concerns and offering recommendations how problems of race relations could be overcome. It echoes a wide range of opinions from people of different cultural backgrounds and of different age.

Many highlighted a number of strengths and positive features of the city. It was felt that these were often undersold and overwhelmed by the negative aspects of Bradford. Peoples' concerns were numerous and varied and touched all areas. Regeneration projects were criticised as different deprived areas had to bid against another creating division and that many were not included in the decision making process.

After investigating the local economy it was concluded that investment was discouraged because of the lack of civic pride and leadership, the unfashionable City Centre with insufficient attractions, the inner city transport problem and the perceived bureaucracy.

The report identified four main initiatives that being to address the problems:

• Citizenship Education in Schools

• Centre for Diversity, Learning and Living

• A Behavioural Competency Framework for the Workplace

• Equality and Diversity Contract Conditions

Best Practice Guidance

Urban White Paper: Our Towns and Cities: The Future (November 2000)

The Urban White Paper is aimed at improving the quality of life in urban areas, with measures to tackle the interrelated problems of urban neglect, inadequate public services and lack of investment.

The White Paper builds on the work of the Urban Taskforce Report (ëTowards an Urban Renaissanceí - published in June 1999) and the Urban Design Compendium (English Partnerships and the Housing Corporation, August 2000). Both of these documents are of relevance to this Masterplan, in relation to the design and management of the urban environment

Social Exclusion Unit ñ A National Strategy for Neighbourhood Renewal (1998)

The initial report published in 1998 highlighted the characteristics and causes of the concentrations of deprivation, which affect up to 4,000 neighbourhoods in England. An initial action plan was drawn up for identifying joined up solutions to ëget the place to work and the people to workí. Importantly, emphasis was placed on the need for comprehensive and integrated action on the inter-linked environmental, economic, social and community aspects of deprivation.

More recent and specific research has been carried out to inform the production of a National Strategy for Neighbourhood Renewal, which prioritises:

• Reviving local economies by ensuring links between neighbourhoods and surrounding areas and helping people compete for nearby jobs;

• Reviving communities by ensuring the involvement of local residents and building local confidence;

• Providing decent services in line with other areas

• Ensuring that there is a joined up response to the issues.

Conclusion

From the policy review the following strategic direction was helpful to prepare the Masterplan for the Bradford Trident Area:

• The vision for the area is set out in the Bradford Delivery Plan and the First Annual Report;

• The Annual report describes goals and achievements of the six different subject areas, indicating how the vision will be realised;

• The commitment of the City Council in improving the local economy and enhancing the City Centre;

• The house condition survey identifies repair costs for the private stock within the area and serves as a base for a housing regeneration scheme;

• The Bradford Race Report considers the main problems within the district and underlines the importance of tackling race conflicts;

• The best practice guidance set out in the Urban White Paper and associated design guidance focuses on the creation of sustainable inner urban neighbourhoods;

• The need for comprehensive and integrated action to tackle the environmental, economic, social and community aspects of deprivation as set out by the Social Exclusion report.

DEVELOPMENT CONTEXT

Introduction

The physical regeneration of the Trident area will not take place in isolation. The redevelopment of former public housing in the Park Lane and Marshfields area, addressed in the Phase 1 Masterplan, will in itself be a major project which will influence the regeneration of other surrounding areas.

This Masterplan report concentrates on those areas of Bradford Trident outside of the Phase 1 masterplan area. It does however reflect and develop on that plan. In addition to the Phase 1 Masterplan there are a number of initiatives in and around the Trident area which will influence the physical regeneration of the area.

It is therefore useful to briefly review those here, and these include:

• The Quality Bus Corridor;

• The City Centre Strategy;

• St Lukeís Hospital Redevelopment;

• Proposed Food Superstore, Nelson Street

The Quality Bus Corridor

The Quality Bus Corridor promoted by Metro Passenger Transport Executive and the City of Bradford MDC is a significant initiative to improve the bus services in and out of the City from the south. Changes to Manchester Road in the Trident area are a key element of the development.

Construction work on the Quality Bus Corridor has been on-going for sometime but is due to be largely completed by the end of 2001. The proposals have involved the removal of a number of bridges across Manchester Road although the bridge at the end of St Stephens Road is to be retained. New crossings, related to Bus Stops (some of which will be located in the central reservation of Manchester Road) are being introduced.

City Centre Vision

The City of Bradford MDC is due to commission a Masterplanning study for the City Centre in the near future to be completed by Spring 2002.

The Masterplan is intended to bring together a wide range of emerging development projects across the City Centre. The future of the City Centre is important for Trident area for a whole range of reasons including:

• A revitalised City Centre will create new economic opportunities for the local community;

• The profile of Manchester Road as a Gateway to the City Centre will increase;

• There will be a large number of jobs created in the construction industry which could, with training and support, be accessible to the local community;

• The City Centre Masterplan is due to consider improving the linkages to the communities surrounding the City Centre ñ including Bradford Trident.

The Masterplan study will explore the potential role of an Urban Regeneration Company to take forward the regeneration of the City Centre. The gateway role of Manchester Road and the importance of the Museum of Photography, Film and Television (which is in the Trident area) to the City suggests that the City Council, a potential Urban Regeneration Company and Bradford Trident should seek to work together on ëgateway projectsí.

St Lukeís Hospital

St Lukeís is a major employer located in the Trident area. However links to it, both physical and economic, are currently poor. Bradford Hospitals NHS Trust is currently planning a 10 year programme of redevelopment of the St Lukeís site to develop its future role as an outpatients and non-acute hospital. The project is to be implemented through a Public Private Partnership. The private sector partner is to be chosen during 2001/02.

Proposed Food Superstore

The City of Bradford MDC has recently resolved to approve a planning application for a food superstore on land at Nelson Street in the Broomfields area close to the City Centre.

The superstore, if it is developed, will create a significant number of jobs. The developer and Bradford Trident have held discussions regarding approaches to maximising the accessibility of those jobs to residents in the Trident area through training and other initiatives.

Conclusion

This brief review of development issues in and around the Masterplan area highlights some of the key influences to be reflected in the Masterplan. Importantly other initiatives underline:

• The Gateway role of Manchester Road;

• The opportunities created by the proximity of the City Centre.

  ---

   

  PUBLIC CONSULTATION

Introduction

As well as discussions with agencies such as the City of Bradford MDC and other organisations, consultations has been undertaken with members of the local community during the course of this project. This section of the report highlights the key comments received by the project team during the course of this consultation.

Community Consultation has been undertaken primarily via a public exhibition that was displayed over three days at a variety of locations throughout the Trident area. The exhibition considered issues and opportunities in the Masterplan area. This gave residents the chance to discuss their views and aspirations with members of the BDP Planning team and others who attended during the course of the displays. The diary of events during July and August was as follows:

• 15th July 2001 - exhibition display as part of the Bradford Trident AGM

• 15th August 2001- mobile exhibition display situated at two locations in West Bowling

• 24th August 2001 - further mobile exhibition display situated at two locations within Marshfields (including the proposed Mayfield community/local centre) and one location in Little Horton.

Questionnaire Survey and Discussion Feedback

The exhibitions that were held enabled questionnaires to be distributed and approximately 250 responses have been received. A full analysis of the comments received are included in Appendix 2.

Key themes were:-

• Concern over traffic management in the area;

• The need for widespread housing improvement;

• A desire to be able to have more pride in the environment and image of the area;

• Crime and a feeling of insecurity;

• The lack of community, sports and play facilities

• The poor quality lighting in some areas;

In addition to gathering general comments about the priorities for change in the area the exhibitions provided the opportunity to test some of the emerging masterplan ideas. Key responses where:

• 60% of respondents agreed that St Stephens Road / Gaythorne Road in West Bowling was the village neighbourhood centre in that area;

• 58% agreed that the area around Manchester Road / Gaythorne Road and the Mayfield building was a good place to develop community facilities;

• 67% agreed that the creation of some new open space in Marshfields was a priority;

• 83% agreed that the priority in West Bowling was to improve existing spaces.

• 79% agreed with the proposals to create good links between Little Horton and the proposed open spaces in the Phase 1 Masterplan area.

• Respondents generally agreed that improvements to key routes would encourage them to walk between different areas.

We are grateful for the comments made by the community on the Masterplan strategy. Those comments have been used in drawing up this report.

CHALLENGES AND OPPORTUNITIES

Introduction

Before going on in the remainder of the report to describe the masterplan it is useful to sum up many of the points that have been noted so far in this report. We can usefully consider some of the strengths and weaknesses of the area, the opportunities that there are and the challenges we face in delivering on those opportunities.

Strengths

Weaknesses

Opportunities

Challenges

Masterplan Themes

These challenges and opportunities point to a number of key themes which can be reflected in the Masterplan.

1. An area in which to live, work and play

To make Bradford Trident area a vibrant mix of housing, community, employment and other uses

2. A safe and secure environment

To help foster community safety by creating safe public places, more secure housing and other properties and to encourage the community to reclaim the street and spaces in the area as places to walk through and be in safely, throughout the day

3. A place for the young and old

To create places and spaces for the young and old to spend time, learn and play

4. To create and interesting, attractive, confident place

To use design to create a strong identity to the area, to create interesting, out of the ordinary places and buildings

5. To provide access to resources and community support

To provide opportunities for a range of community and other resources within easy access of peoples homes

6. A sustainable community

To create the economic, community, housing and other opportunities that will allow the community to grow and develop in the years to come to become a self-sustaining, vibrant, ever changing community

Back to top