Bedford Borough's Sustainable Community Strategy 2009-2021
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Bedford Borough’s Sustainable Community Strategy 2009-2021
BBP006_09 Sustainable Community Strategy / designed by DSD Design, Borough Hall, Cauldwell Street, Bedford 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 / Bedford Borough Council PR Photo Library / Copyright © 2009
Our Vision
We are pleased to present our Sustainable Community Strategy for the new unitary Borough
of Bedford.
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
Mayor of Bedford 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 AThrivingBorough ATh A ii B 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 th
this knowledge, the Partnership Board has developed a series of goals for the future of the Borough.
Partnership and what is a These reflect our analysis of what needs to be done to tackle the pressing problems that have been identified.
Sustainable Community Strategy? The goals ha
have 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...
to be achieved and how we will work with a str
stronger
ronger local economy delivering higher levels of grow
growth and employment for the benefit of
together to make the changes that are
necessary to maintain and improve life
the Boro
Borough’s existing and future residents;
for the Borough’s residents, workers and
visitors.
Greener...
Greener...
Greener...
The Bedford Borough Partnership is an
supporting
supporrting 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 which encourages biodiversity and supports the development of a low carbon community,
way, are working to improve the quality off including local businesses, capable of adapting to the impacts of climate change;
includ
life of people in the Borough.
The Partnership Board brings together
representatives from the Borough Council,
l,
Aspiring...
Aspiring
Aspiring
the Police, NHS Bedfordshire, Parish and
d whe
where
ere all the Borough’s children and young people are able tto lead safe, healthy and happy
Town Councils, schools, voluntary live
lives and are provided with opportunities to develop their self-esteem, maximise their life
organisations, business and community chances and realise their full potential;
cha
groups. A list of Board members can be
found at Annex A.
The Board is responsible for pulling together
ther Healthy...
Healthy...
Healthy...
the Sustainable Community Strategy for w
where everybody has access to high-quality health and social
socia care services when they
the Borough and securing the buy-in fromm
need them and the help they need to lead healthy and independent lives;
n
partners that is necessary to make the goals
oals
and aims of the Strategy a reality.
The Strategy sets out the Partnership’s Safer...
Safer...
vision for the future of Bedford Borough and
where people live safer lives;
the goals that the Partnership is seeking to
achieve. The Strategy explains what the
Partnership is planning to do (our aims) to
o
meet those goals. The Partnership will keep
eepp
Inclusive...
IInclusive...
nclusive...
local residents and stakeholders in the where all people feel part of the wider community and are pro
proud 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 been en
an understanding of what things are like in
n the Growing...
Growing...
Borough and how they are set to change,, for Growing...
example, because our population is growing
wing and where the supply and quality of housing and transport is capable
capa of supporting the
we are living longer; because of the changing
ging
needs and aspirations of the Borough’s population now and in the future.
demands of the labour market; or becausese of 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.
7
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.
10What the Partnership will do
To deliver our goal of a Thriving Borough, we will:
Enc
Encourage high value added inward investment, the
aim1 rete
retention and development of local companies and the
esta
establishment of new start-up enterprises.
Cre
Create a highly attractive, safe and successful town centre e
aim2 pro
providing a distinctive and excellent range of activities and
fac
facilities which can be used and enjoyed by all.
Ma
Market the Borough as a prime investment location,
aim3 ra
raising its profile and image and promoting investment
op
opportunities.
S
Support and work in partnership with the local tourism
aim4 in
industry to expand what it has to offer and market the
B
Borough as a tourist destination.
nto
Encourage economic participation and support people into
jjobs within urban and rural communities, by maximising
aim5 ng
employment opportunities for local people and promoting
skills development.
Improve the general business environment (the supply and
quality of infrastructure, premises and services), in order
er to
aim6 foster enterprise, encourage investment and sustain economic
conomic
growth.
112 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.
13Biodiversity 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.
14What the Partnership will do
To deliver our goal of a Greener Borough, we will:
Min
Minimise carbon emissions and adapt to the impacts of
aim1 climate change focussing on transport, business and
clim
homes.
hom
Minimise domestic and commercial waste production and
Min
aim2 maximise reuse and recycling.
ma
Develop a strong green infrastructure network through
De
aim3 protecting, extending and linking landscapes, biodiversity
pr
sites, heritage sites, green spaces and paths.
sit
Improve the understanding, enjoyment and care for the
Im
aim4 natural and built environment.
na
protect and enhance our natural resources including air, soil
p
aim5 and water to minimise the impacts of flooding, climate change
a hange
and pollution.
a
aim6 Reduce our dependence on fossil fuels.
aim7 Protect and enhance the rich biodiversity of the Borough.
h.
153 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
17providing 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
18What the Partnership will do
To deliver our goal of an Aspiring Borough, we will:
Help all children and young people to achieve their full
potential through high quality teaching and learning in
pote
aim1 schools that have accessible community activities and
sch
facilities.
fac
Prioritise preventative services for children in their early
Pri
aim2 years to help families stay together and thrive.
yea
Ensure vulnerable children and young people at risk of
En
aim3 abuse and neglect are safeguarded and supported to a
ab
better life.
be
194 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
21chapters 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
22What the Partnership will do
To deliver our goal of a Healthy Borough, we will:
Incr
Increase healthy life expectancy for all across the
aim1 Bor
Borough.
Red
Reduce health inequalities by focussing effort on deprived
aim2 are
areas and increasing opportunities for healthier lifestyles.
Im
Improve help and advice to vulnerable adults and older
aim3 pe
people to enable them to continue living in their own homes
an
es
le.
and so maintain their independence for as long as possible.
Tr s,
Transform adult social care services by improving access,
aim4 ch
choice, control and advocacy for users and carers through
th
the provision of self directed care.
h
Im
Improve dementia services by raising awareness and under- der-
aim5 sstanding, and providing earlier diagnosis, intervention and
h
higher quality of care.
nd
Improve the safeguarding and well-being of vulnerable adults
aim6 and older people.
235 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
25Finding ways to tack
tackle crime and anti-social We now use a multi-agency risk
behaviour 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
their lives free of crime
cr and the fear of crime already leading to reductions of the
will help create the conditions where we can numbers of repeat incidents.
achieve the wider goals set out in this Strategy
Our neighbourhood improvement
those for a healthy, aspiring and
– particularly thos
approach to community safety
Borough.
inclusive Borough
encourages communities to identify
and help tackle local problems.
What we are already
alr doing:
Our Bobby Van and Neighbourhood
Bedford Town CentreC continues to have
Watch schemes provide advice,
a vibrant night time
t economy with
information and guidance on security
approximately
appr
ap prox
oxim
imat elyy 40 premises with a
atel
measures for households whilst CCTV
combined capacity
cap to entertain over 11,000
in public areas both deters and identifies
people. Our Bed:Safe
B and Pub:Safe
offenders.
projects aims to ensure that people use
and
an d enjoy
enjo
en town
joyy to
toww centre facilities safely and We have adopted a Community Safety
so reduce alcohol
al related violent crime. Design Guide to assist in planning out
crime within existing and new
We are providing
prov intensive supervision
development.
and support
suppor to a relatively small number
of priority and
a prolific offenders who we We provide a range of diversionary
commit a relatively high number
know com activities for young people, including
of crimes. We know this intensive street schemes, the NACRO SCORE
support hhelps break dependency on Project and initiatives aimed at
drugs
d rugs andd alcohol for many offenders. rehabilitating young offenders.
26What the Partnership will do
To deliver our goal of a Safer Borough, we will:
Red
Reduce burglary, robbery and other serious acquisitive
aim1 crim
crime and criminal damage.
Tac
Tackle the issues which increase the likelihood of
aim2 re-
re-offending and target prolific offenders.
aim3 Ta
Tackle anti-social behaviour.
aim4 Re
Reduce incidents of domestic violence.
Ta
Tackle crime and disorder by reducing drug dependency and
aim5 a
alcohol misuse.
aim6 T
Tackle the fear of crime.
IIncrease public confidence in the Partnership’s delivery of
aim7 ccommunity safety.
276 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.
29Bodies 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
30What the Partnership will do
To deliver our goal of an Inclusive Borough, we will:
Red
Reduce the proportion of people living in poverty and so
aim1 mak
make a positive difference to communities.
Pro
Promote activities that bring people and communities
aim2 clo
closer together.
aim3 En
Encourage and support more people, particularly from
un
under-represented groups, to take on civic roles and
vo
volunteer within their communities.
C ce,
Create more opportunities, and provide support and advice,
aim4 to enable people to influence local decisions.
E al
Encourage and enable more people to participate in local
aim5 a
arts, culture and sporting activities.
E
Ensure that marginalised and vulnerable people receive
aim6 e
effective support, advice and advocacy, and can accesss key
services.
317 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
33As 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
34What the Partnership will do
To deliver our goal of an Growing Borough, we will:
Pro
Promote the construction of sufficient energy efficient new
aim1 hom
homes, transport and infrastructure to support the growing
eco
economy and population and which can adapt to climate
cha
change.
Imp e
Improve the transport, community and public infrastructure
aim2 of the whole Borough to support the economy, population
an
and housing.
Im
Improve housing and transport for vulnerable people to
aim3 pr
promote their independence.
M g
Maintain and improve the condition of all existing housing
aim4 a bility
and transport, including it’s energy efficiency and adaptability
to climate change.
aim5 T
Tackle the problems of air quality in the Borough.
35Annex 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
37Annex 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.
38Borough 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.ukYou can also read
