BRADFORD SOCIAL INNOVATION LAB - Building an enabling social investment ecosystem to support social enterprise and charities to improve the lives ...
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BRADFORD
SOCIAL INNOVATION LAB
Building an enabling social investment ecosystem
to support social enterprise and charities to
improve the lives of people in Bradford District
Stage 2 Proposal -
Local Access Programme
CONTENTS
“Bradford is a young, diverse and innovative district. It is therefore right that
we are being considered for the local access fund. If successful, we will use 1. EXECUTIVE SUMMARY.......................................... PAGE 4
this fund to support and encourage growth in our local social enterprise
sector. This will include further developing and maturing our infrastructure
support and improve the offer of financial support for this sector. For all these 2. BRADFORD SOCIAL INNOVATION PARTNERSHIP...... PAGE 6
reasons, Bradford Council are fully supportive of this bid”.
Kersten England
Chief Executive, Bradford Council 3. OUR VISION: BRADFORD IN 2030 – ....................... PAGE 10
A LIVING LAB OF SOCIAL INNOVATION
3.1. Bradford – A social and economic marketplace with all the right ingredients
“Local Access Programme is an exciting opportunity for Bradford partners
3.2. Designed Together, an inclusive, democratic and diverse process
to bring in some innovative new support for the social enterprise sector. I
know Bradford is already an energetic and innovative District and as such has
the foundations to bring a strong social enterprise hub for the region and 4. BRADFORD SOCIAL INNOVATION LAB: ................... PAGE 24
beyond. The opportunity that the Local Access Programme could bring to
the District is therefore fantastically timed to build on the pioneering activity OUR PROGRAMME
already taking place across the area and open up new opportunities for what 4.1 Existing Enterprise Provision
is a dynamic and youthful City and District. As a Regional MP and someone 4.2. Enterprise Support Services under BSIL
who worked in a social enterprise sector in Bradford District benefit from this 4.3. Financial Investment Model
opportunity and contribute to a thriving social enterprise sector across the 4.4. Faith Inclusive Investments
region and country”. 4.5. Asset based Investments
4.6. Impact of Financial Investment
Alex Sobel MP 4.7. Investment Partners
Leeds North West 4.8. Keep it Local – Bradford’s way to invest locally
4.9 Knowledge & Learning
4.10. Options for Investment
“Bradford has a strong, diverse and vibrant Voluntary, Community and Social 4.11. Why should LAP invest in Bradford
Enterprise Sector which is increasingly recognised for the invaluable role it 4.12. Bradford as City of Culture
plays in the District. Like all sectors, we face significant challenges, but we are
meeting these head on through strong collective leadership, passion for our
Place, commitment to collaboration, and a real drive to make things better.
If successful, the local access fund would allow us to build on this strong
5. NEXT STEPS ........................................................ PAGE 54
platform to ensure that we have the right infrastructure in place to further
develop, enhance our sustainability and maximise impact for the people of
Bradford District.” 6. APPENDICES ....................................................... PAGE 58
Appendix 1: Partnership table of Activities
Kim Shutler Appendix 2: Bradford Community Anchor Organisations and Networks
Chair, VCS Assembly Appendix 3: Enterprise Support Gaps in Bradford District
Appendix 4: Barriers to Growth
Appendix 5: Local Infrastructure
Appendix 6: GIIN
Appendix 7: Leveraging opportunities
Appendix 8: Social investment providers
Appendix 9: Social Enterprise Providers in Bradford District
Appendix 10: Key Strategies in the Bradford and Leeds City Region
2 BRADFORD SOCIAL INNOVATION BRADFORD SOCIAL INNOVATION 3
1.EXECUTIVE SUMMARY
Bradford Social Innovation Partnership (BSIP) solutions. We will reach out and support talent from
brings together a diverse, committed and expert underserved communities, for example women,
group of social and business leaders to imagine young people, white working class communities
and create a social investment ecosystem and BAME to step up and start up new ideas and
to support social enterprise and charities help anyone who can and wants to scale up proven
and improve the lives of people in Bradford. initiatives to create greater social impact.
Together; and in co-design with the city’s
stakeholders, our ‘Bradford Social Innovation We share Local Access Programme’s belief that social
Lab’ vision for 2030 is to have a dynamic, finance is crucial to resilience and sustainability and
compassionate and inclusive ecosystem our programme will provide social enterprise with
of support for social enterprise, creating a bespoke high-quality support and a menu of social
destination for social innovation. This means investment options for the best chance of success.
connecting the breadth of our economy and In addition, we will test out new social investment
among the wide range of people, communities, approaches, such as faith-inclusive finance as a
businesses and organisations that have a stake model for other areas and support institutions who
in addressing the greatest need in Bradford. We can benefit from this opportunity.
have the backing of our city and the skills and
capabilities needed to succeed. Bradford suffered greatly during the recession and
following this, the impact of austerity has been stark.
Bradford District is ideally placed to partner A strong social economy is fundamental to boost
with Local Access Programme (LAP). We have renewal and opportunities. The need is urgent,
great strengths and assets to draw upon. and our 10-year plan for Local Access Programme
We are a place of ideas and innovation. We is to achieve a step change in how we co-design
are a big economy with globally successful solutions and invest in sustainable ideas. Our Local
businesses, a young diverse and enterprising Access Programme plans seek a balance of focus
population, strong knowledge institutions, a between the significant long-term interventions that
world class cultural offer, attractive urban and will create systemic change, for example creating
rural environments and increasing momentum a more level playing field in commissioning and
provided by the regeneration of our city and procurement for social enterprise and the catalytic
town centres. Importantly we have a broad activities we can put in place to enable major social
based and thriving voluntary, community and impact through supporting social enterprise to start
social enterprise economy. up and grow impact with access to networks, and the
right forms of support and social investment.
Our challenge as a city is to build upon our
revealed strengths to create an inclusive and Finally, we want to generate and share knowledge
forward-looking city that works for all our and learning that will inform our decision making
citizens. Our public sector is already enabling and help the work of others faced by similar
growth and opportunity, but it is our charities, challenges around the UK.
social enterprises and talent in communities that
are the source of energy, ideas and innovation BSIP believe Bradford is an ideal partner for
needed to meet the most pressing social and Local Access Programme investment and would
environmental challenges. provide the catalytic support needed to enable the
development and growth of our ambitious plans to
Our Local Access Programme is for all; however, create a thriving social economy and marketplace for
we know that people closest to the problems social investment and support.
in communities often have the most effective
4 BRADFORD | EXECUTIVE SUMMARY BRADFORD | EXECUTIVE SUMMARY 5
2. BRADFORD SOCIAL
INNOVATION PARTNERSHIP
The BSIP panel consists of eight partners The remit of Bradford Social The people and organisations involved in BSIP
representing social entrepreneurs, public, are listed below. We have purposefully organised
private, community and social economy support
Innovation Partnership is to: around a broad-based, cross sector partnership
organisations with deep expertise in place- with the relevant experience, expertise and reach
• Act on behalf of the Social Enterprise and Charity
based working. Our approach is participatory, needed to deliver a successful LAP. We recognise
Sector and its partners for the preparation and
collaborative, diverse and enabling. We have come and are committed to expanding the diversity
submission of stage 1 and 2 proposals to LAP.
together in a process of learning and coproduction and range of partners and capacity to fill gaps
that will drive social change in Bradford. We are in expertise and delivery capacity as our work
• Develop a theory of change based on the
locally rooted and nationally connected with develops through stages 2 and 3 of the LAP
findings from our consultations
an in-depth understanding of Bradford and its application process.
communities. Many of the organisations within
• Take forward implementation plans developed
BSIP already have a strong track record of working At this stage of development, we have identified
with communities and sector partners.
together to deliver significant change. The process the following gaps:
of developing our LAP proposals have enabled the
• Identify gaps in knowledge, expertise and
partnership to galvanise around a common vision • A locally based expert organisation (Local Lead
delivery capacity; and fill these to ensure success
and strong commitment to delivery. Organisation) with the skills and capacity to
The Bradford Social Innovation manage and deliver blended finance products
Partnership (BSIP) share Local Access Our proposals to LAP have been developed
• Identify and pursue social investment and
funding opportunities to develop a vibrant support
Programme’s (LAP) belief in the power through a series of community consultations
ecosystem.
• Corporate partners with resources and expertise
of local social enterprise to create held between April and August 2019 (Appendix to strengthen the support offer, including facilities,
1). This process has enabled us to bring pro bono support and routes to market for social
thriving places and communities. together experienced social entrepreneurs
• Gain in-depth understanding of the sectors
enterprise and charities
in Bradford that would most benefit from LAP’s
and organisations from across sectors who are
Our work and experience shows that self-reliance investment.
committed to tackling some of Bradford’s key
and sustainability of Bradford’s Social Enterprise
social and economic challenges. An early and
and Charity Sector is crucial for the social and • Explore effective practice and evidence-based
key outcome has been to identify and mobilise
economic benefit of our communities and city; investment and support models that can be
the experience and expertise needed to convene
and that connecting Social Enterprise and Charity beneficial to social enterprise and charities in
BSIP panel as a change agent for Bradford and
Sector to social investment has a vital role to play Bradford District.
approach LAP to partner with the city of Bradford.
if they are to have the best chance to thrive and
create impact. The need is urgent, and we believe • Review the Partnership Panel for skills to enable
Each partner has agreed an initial commitment
investment and support from LAP towards creating successful submission of stage 3 LAP proposals.
until January 2020 (Stage 2 submission). At that
an enabling and sustainable support ecosystem
point, the existing partnership structure will come
for Social Enterprise and Charity Sector will be • Develop model options for programme delivery,
to an end. A review will be undertaken once the
catalytic in creating the step change needed to including the selection of an Investment Partner
outcome of our LAP bid is known, in order to
achieve our aim for Bradford to become the Social and ‘Lead Local Organisation’ for delivery of a
assess individual roles, professional and sector
Innovation Lab. successful partnership with LAP.
expertise requirements, and to manage any
potential conflicts. We envisage that the work of
• Determine the longer-term governance and
BSIP will continue to evolve and explore a range of
ownership model for BSIP.
opportunities to grow a vibrant social investment
support ecosystem for Bradford. LAP support
would provide cornerstone support to leverage
other partnerships and resources for Bradford’s
social enterprises and charities.
6 BRADFORD SOCIAL INNOVATION BRADFORD SOCIAL INNOVATION 7
BRADFORD SOCIAL
INNOVATION PARTNERSHIP
PARTNERSHIP PANEL
PARTNER DELIVERY ROLE ORGANISATIONAL –
DISCIPLINE LEAD AND EXPECTATIONS EXPERIENCE AND TRACK RECORD
30 CHAPEL Kamran Rashid Lead the proposal for stages 1, 2, 3 and 4 30 Chapel Street Ltd are an emerging social enterprise and innovation support organisation in Brad- To ensure our proposals to
STREET LTD Bring together key partners to share vision and manage ford. They led the development of the proposal and co-design process.
expectation and commitments.
LAP directly meet the needs
(Social Innovation)
Share expertise in delivering grants programme and deliver- of our communities, Social
ing social enterprise support to new start-ups. Enterprise and Charity Sector,
we have engaged Bradford’s
KEY FUND Matt Smith Knowledge transfer and blended Key Fund is a social enterprise that provides investment to support the growth and development of
finance management expertise other community/social enterprises. Established 20 years ago, they have invested over £55m in over key community, statutory and
(Finance)
2,000 organisations. private sector organisations
and networks through an
Adrian Woods To be explored Ontrak is an independent garage and charity, specialising in repairing, MOT, tyres and bodywork.
ON TRACK extensive consultation and
SOCIAL (Enterprise) As a frontline Charity, Ontrak works with some of the most underserved young people in Bradford
through a sustainable model. co-design process. We aim
to continue as we have
PARTICIPATE Anthony Enterprise support design and delivery As a frontline Social Enterprise support organisation, Participate Projects support people and organ- started and maintain an
Waddington isations to realise their potential by providing support that helps them to develop and grow their
(Social Enterprise ongoing conversation with
support agency) ideas into sustainable projects and enterprises.
key stakeholders in Bradford.
LOCALITY Hugh Rolo Strategic Guidance of overall programme Veteran community enterprise practitioner with We will do this by sharing our
(Social Enterprise Investment proposition structuring/asset transfer support / Locality / Key Fund plans and seeking feedback
Support organisation) Risk Appraisal Social Investment Business
and design input through
Peer network support Community Shares Unit / The Cellar Trust
focus group meetings with
BRADFORD Kathryn Jones Bradford Council will act as an enabler and connector. We Supported and delivered externally funded programmes – including ERDF targeted at social enter- frontline organisations and
CITY COUNCIL will use our leadership function to support progress on the prises. social enterprise as our
(Public Sector) Local Access programme, influencing partners locally and · Historic experience of establishing and growing social enterprises.
· Facilitated the set up of business incubators.
plans develop. Information
regionally. We will also be mindful of opportunities where
our work can be tailored to better support social enterprises · Accountable body for CLLD (Bradford & Keighley). about these organisations
(social value policy, community asset transfer, local com- · Invest in Bradford team supporting new start ups and bringing new business to Bradford is in Appendix 2. Their work
missioning, VCSE investment). We are also advertising for a · Partner in the Health Enterprise Zone and Digital Capital (supporting SMEs) is profiled throughout this
social enterprise support officer, which will connect directly · Accelerator programme on Digital Technology for SMEs.
· Employ SME growth managers in partnership with the LEP.
proposal to illustrate their
with Local Access.
potential to provide a solid
Note: Much of the support given to SMEs is transferrable and relevant to Social Enterprises/Charities. foundation upon which to build
new investment and growth
INSPIRED Nasim Qureshi Leadership A community business and an Anchor based in Bradford East delivering District wide contracts and
commissions. Established in 2011, employs 58 staff delivering enterprise and employment support,
opportunities.
NEIGHBOURHOODS Represent community Anchor’s in the District.
GROUP Share experience and track record as a community business welfare, debt and housing advice, physical health and mental wellbeing programmes, managing
(Community Business involved in delivering enterprise and employment support. community centres and a community library. This has been an important
and Anchor Share track record of managing blended finance. Recently secured £1.8m Bradford Community Led Local Development programme for three years process for Bradford. It has
Organisation) with outcomes similar to LAP. This will complement our LAP proposal.
already created opportunities
PWC Julia Brannigan To be explored PwC help build trust in society and solve important problems. They recently opened an office in Brad- to share experience, networks
(Corporate) ford and are exploring with local partners how to support them through their social enterprise club. and potential investments/
contract. In a short period
AIREDALE Noreen Tailor To work with locally based social entrepreneurs and small BEIS registered Enterprise agency based in Keighley for over 36 years supporting Business & Enter-
business community, supporting the customer with business prise in the community and the wider district. Supported over 20,000 individuals and businesses with of time, we have mobilised
(Enterprise Services
Enterprise support) advice, business planning, cash flow forecasting. Identifying one to one and one to many Business advice, business planning, cashflow forecasting. Business de- key actors across sectors,
velopment training for both business owners & employees, Strategic planning, business improvement
the right level and the best source of funding for the busi-
and quality management system Implementation. Facilities include incubator units, hot desking, virtual
developed a vision around
ness. Delivering a wide spectrum of training opportunities office, meeting & conference facilities. Airedale Enterprise Services is the Locally Trusted Organisation social investment, forged new
to ensure the business has the best chance of survival & for the Local Trust’s Keighley Valley Big Local programme - £1m fund to engage & support residents
success.
relationships and strengthened
& Business in Keighley East ward. AES was also chosen as the Local Action Group support team for the
Keighley Community Led Local Development programme - £4.8m part funded by ESIF programme. We existing ones.
are also a delivery partner for the Good Things Foundation ensuring that people in our community can
access digital skills training free of charge.
8 BRADFORD SOCIAL INNOVATION BRADFORD SOCIAL INNOVATION 9
3. OUR VISION:
BRADFORD - A LIVING LAB FOR
SOCIAL INNOVATION
Our vision is that by 2030, Bradford Our programme activities will include: • More Inclusive Social Investment Sector: We would produce a detailed analysis on LAPs role
Embed a culture of partnership, mutual support at stage 3.
has a dynamic, compassionate • Advice & Support – advice and support on how and codesign among investors / investees. Share
and inclusive ecosystem of social to improve impact, productivity and sustainability. information, data and intelligence for investments, Our consultation with Social Enterprise
Guidance and help to make decisions about the service design and delivery.
enterprise creation – a destination most appropriate legal form to achieve particular and Charity Sector organisations shows
for social innovation and enterprise, objectives • Sustainability: Enable and support organisation
that ‘impact on the ground’ from LAP
to embed governance and structures that allows
that kick starts social innovation • Coworking and workspaces – spaces to access income generation, full costs recovery models, investment will include:
and proactively enable people, services and work together to tackle social and generating surpluses and profit. Undertake cost • creation of new enterprises
organisations and institutions who can, environmental issues in Bradford. efficiency approaches. For example: sharing back • supporting existing enterprises towards contract
office functions; block buying energy.
and want, to start new and expand • Finance, investment & funding – A range of readiness
options for investment, funding and finance to start • Market Development and creating new • enable organisations to secure contracts/
existing ventures. commissions to deliver services
up, accelerate the development, growth and spread opportunities: Influence statutory organisations
The Social Enterprise and Charity Sector in of successful organisations. procurement policies and commissioning methods • acquire assets through community asset transfer
Bradford are a rich and varied landscape, this can to provide level play field for local organisations. from statutory organisations to generate income
• Market development – Interventions, (e.g. social • help enterprises to becoming sustainable through
mean it’s often hard to know where to look to find Influence community asset transfers to enable Social
procurement and policy) to develop and grow generating earned income
the appropriate support, or even who does what. Enterprise and Charity organisations to generate
the market, creating a more level playing field for • make informed decisions by taking enterprise
At the same time, Bradford needs many more income.
commissioning, contracts and grants, embedding support
people and organisations to step up, start up and evidence based and innovative practices. • Social Impact: Majority of Social Enterprise and • manage risks better by adopting bespoke
grow solutions to meet the needs and aspirations
Charity Sector organisations invest their resources investment models
of our communities. • Networks & Networking – Events, communities
in local neighbourhoods. Bradford is committed • accessing networks, mentoring and knowledge
of practice and online networks to open
to ‘Keep it Local’ approach which creates a level base through cross-sector collaborations
Our mission for Bradford as a living lab for social opportunities, connection among peers, experts,
playing field for Social Enterprise and Charity
innovation is to engage and connect together mentors and partners.
Sector organisations and provides sustainability.
a broad range of individuals, organisations and
This in turn means increased investment by Social
This direct impact will enable Social
institutions, cutting across the boundaries of • Research & Impact Management - Investment
in research, the scale, scope, benchmarking and Enterprise and Charity Sector organisations creating Enterprise and Charity Sector
industries, professions and cultures to convince
those already working together to collaborate impact measurement to enable learning and cohesive neighbourhoods that are mutually organisations ‘at ground level’ to:
sharing of what social enterprise and charities are supportive, safe and, look after environment and
wider and others that otherwise may not work • support local supply chains
having in Bradford, and what works for helping housing, feel safe, crime is low, education, skills and
together, or may not understand, the role they • generate further income from contracts and assets
them to start up, grow and become sustainable. training is encouraged and live longer healthier.
might play in supporting social entrepreneurs in • train to retain skilled staff and volunteers
the city. • Economic Impact: Study carried out by Locality • build capacity with local communities
evidences that for every £1 invested the return on • develop innovative service and investment models
We will proactively encourage a shift in how we BSIP’s combined experience provides us with
investment is £2.75. This means LAP’s investment • be more accountable and transparent to local
work together. As an Innovation lab we will engage confidence that strategic impact of LAP’s financial
of £6 million is anticipated to produce ROI of £16.5 communities through better policies, procedures
a wide range of participants, cutting across the interventions will include:
million, creating more jobs, increasing GDP, taxes to and engagement
boundaries of industries, professions, and cultures; • System Shift: Educate and raise awareness HMRC and rates paid to the Council. This will also • attract lower rate of interest from lenders as a
bringing together “an unusual bunch” of people of social innovation enterprise models. Enable increase disposable income for households which more secure risk
that would otherwise not work together. We will organisations to implement new models of has direct impact on the retail sector. • contribute more to Bradford’s economy
explore a range of design thinking, convening and investment, governance, risk management and • produce even higher return on investment for
co-creation methods and emerging enterprise • Inward Investment: LAP’s investment will unlock
service delivery. funders and lenders
support and social finance methodologies for match funding/investment from other investors.
out toolkit approach; selecting the methods and • Leadership Development: Develop leadership This will enable us to deliver a well-resourced and Given the need for investment in Bradford’s
partners that are the best fit for Bradford. We skills at different stages of businesses. Undertake diverse interventions using a ‘toolbox’ approach Social Enterprise and Charity Sector, our change
anticipate that this diversity will fuel innovation succession planning. where all organisations are offered a bespoke model reflects the impact we envisage from LAP’s
and creativity, bringing about innovations and investment and support. We have agreed to work
• Blended Finance/ Loan Investment: enable investment. This model will evolve overtime through
partnerships to amplify social impact. alongside Bradford Central CLLD and have initiated
and support organisations to consider this form of our experiences and learning:
a dialogue with Power to Change.
investments
10 BRADFORD - OUR VISION BRADFORD - OUR VISION 11
HISTORY OF SOCIAL
INVESTMENT IN BRADFORD
Social investment has been a part of Bradford’s With a population of over half a million people and
culture since the start of the industrial revolution in youngest population, 25% under 25 years of age,
1800 with social entrepreneurs developing wool in Europe Bradford is large enough to demonstrate
mills, dye works, iron works and foundries such as the impact of social investment, yet small enough
Salts, Manningham, Drummond Mills and James to be a living lab of open social innovation and
Wood Iron Works. These early entrepreneurs investment.
created multi-million-pound businesses whilst re-
investing their profits to provide houses, hospitals Right now, products and support available to
and schools for their workers and supported entrepreneurs do not fully harness the potential of
Bradford’s infra-structures. people who live in Bradford (Appendices 3 & 4).
Our research evidences that a system of intelligent
From early settlement of ‘Brade’ ‘Ford’, immigrants linking and triage services, combined with our
have settled here to work and create social energetic networks and suite of enterprise support
enterprises. The two world wars in 1900’s and inclusive investment products, will equip more
continued to bring migrants from Ireland, Poland, women, more ethnic minorities, and more young
Germany and later followed by South Asian people with the skills and knowledge to become
communities. The migrants to Bradford have social innovators and entrepreneurs.
brought with them entrepreneurial skills and
culture of entrepreneurship that continuous to We are not only investing in Bradford’s
influence local communities.
future social pioneers but harnessing
In 2017, Bradford was named as the best city their skills to co-design more
in the UK to start a business by Barclays bank. responsive local services and establish
Bradford was ranked first overall, reflecting Bradford as a model for inclusive
good performances on road infrastructure (the
top ranking), job vacancies (the top ranking),
social and economic growth. The
commercial rent costs (the top ranking), and district will become synonymous with
business rate relief (the top ranking). social innovation and investment.
BRADFORD’S FUTURE SOCIAL PIONEERS
14 BRADFORD - OUR VISION BRADFORD - OUR VISION 15
KEY CHALLENGES
BRADFORD DISTRICT
...BUT WE FACE SERIOUS SOCIAL, ENVIRONMENTAL
AND ECONOMIC CHALLENGES
Deprivation: The District is the second most The job market will look very different in 2030. As
deprived local authority in the Yorkshire and Humber NESTA identifies in The future of skills: employment
region, and nineteenth most deprived in England. in 2030, a number of factors, such as technological
The number of people 65+ will increase by at least changes, globalisation and demographic changes
20% - potentially requiring additional healthcare will affect employment, reducing demand for some
services. In addition, the trend will continue for more occupations and increasing it for others.
people to leave Bradford for other parts of the UK,
than those who come to live here; In detail: by mid- Health and Wellbeing: Life expectancy in
2026 the population of Bradford District is projected Bradford District is 81.5 years for females and 77.5
to grow by 2% to 543,000. By 2026 the 65+ age years for males. Keighley Central ward has the
group is projected to increase by 20% and the 85+ lowest life expectancy for females (76.8 years) and
age group is projected to increase by 17%. By 2041 Wharfdale ward has the highest life expectancy for
the 65+ age group is projected to increase by 51.4% females (85.3 Years). Manningham has the lowest life
and the 85+ age group is projected to increase by expectancy for males (72.3 years) and Wharfedale
92.8%. has the highest life expectancy for males (84.7
years).
Public Sector Spend Cuts: The demand for
public services is increasing despite the Council’s Education and Skills: Bradford is one of the
budget for public services being halved in the last 10 cities with the lowest percentages of residents
ten years. with the highest qualifications. There are around
87,500, individuals with an NVQ Level 4 and above
Unemployment: Bradford’s unemployment rate in Bradford, equating to around 26.8% of the city’s
is the highest the Leeds City Region, and above the population. This is amongst the lowest level in the
national average. The average gap over the period whole country significantly lower than nearby Leeds
equates to 20,000 people with BME women making
up three quarters of our employment gap. We have Pollution: Bradford is one of the most congested
a high proportion of mid-skilled residents. Evidence cities in the UK with Leeds-Bradford placed
suggests that jobs requiring these mid-level skills eighteenth on the list of the 25 most congested
will be most affected by globalisation, technological UK towns and cities. Bradford exceeds the legal
change and automation. standards for levels of nitrogen dioxide (over 40μg/
m3 annual average) in a number of city centre
Black and Minority Ethnic (BME) communities are locations. The local authority has been mandated by
more likely to be receive Jobseeker’s Allowance the government to develop a plan to comply with
across the Yorkshire region. 2.1% of BME the legal limits in the shortest time possible. On an
communities are in claiming Job seeker allowance average weekday nearly 200,000 vehicles enter the
compared with 1.3% for White communities - both of centre over a 24-hour period.
which are above the national average.
Research by the Centre for Cities indicates 1 in 4
jobs in Bradford is in an occupation that is very likely
to shrink. PUBLIC SECTOR CUTS
18 BRADFORD - OUR VISION BRADFORD - OUR VISION 19100,000 ACTIVE VOLUNTEERS
There are significant health, social and economic
inequalities across the District. Life expectancy
depends on which area of the District people were
born in. There are number of areas in Bradford that
are amongst the most deprived in the country. This
is reflected in lower educational attainment, higher
than average demand for health services and
reduced life expectancy.
Bradford’s Social Enterprise and Charitable
organisations are tackling many of the city’s social,
environmental and economic challenges. Some
of the key examples of collaborative work of
the statutory sector and community businesses
include:
• Physical health and mental wellbeing
commissions: Prevention and management of During our consultation period, we undertook an Bradford as a marketplace is substantially large with In 2016/17 Bradford District CCG had a budget
diabetes services are delivered by community extensive mapping exercise. Bradford have over diverse nature of contracts and commissions made of £487.8 million. The top five categories of their
businesses with better access to local communities 1500 community and voluntary organisations and available every year. In the year 2016/17 Bradford spend were:
delivering better health outcomes. This model of 100,000 active volunteers1. There is a growing spent around £424m with third parties. This is mostly
health commissioning managed by Bradford VCS number of social enterprises, however there with commercial companies but also with not-for-profit • Acute Care £237.1 million
Alliance has been hailed as the best practice for is insufficient data to illustrate the scale and companies and other public sector organisations. • Prescribing £56.1 million
co-production, co-delivery and co-creation. scope of their work. As part of this proposal we About £190m of spending is with businesses and other • Primary Care £48.1 million
plan to undertake further research to address organisations operating from a base in the Bradford • Mental Health £41.2 million
• Community Assets: Bradford Council is working this data gap. At least thirty-three organisations District. The top five categories of spending were: • Community Service £32.6 million
collaboratively with community businesses and are providing support to Social Enterprise and
transferring community assets such as community Charity Sector - from seed funding to co-working • Social & Community Services (Adults) £127.9 million With innovative support, financial investment and
centers, village halls and building land. These are spaces (Appendix 5). There are also a number • Children’s Services £50.5 million collaboration Social Enterprise and Charity Sector
being developed and managed by community of organisations providing social investment • Building and Construction £33.2 million organisations supported by our programme
businesses to generate income. These surpluses (Appendix 5). • Public Health and Social £32.8 million would be able to become investment ready and
are re-invested in local communities to deliver • Community Services (Children’s) £21.7 million position themselves to benefit from the future
much needed services. This approach is key to There is an established Social Enterprise and opportunities. For example, Bradford’s 0-19
organizational sustainability and removing grant Charity Sector infrastructure network, with five Bradford Council currently commission Children services contract worth £35 million was
dependency. community anchor organisations supporting local commissioned and secured by Bradford District
charities and enterprises from start-up to trading.
43% of their annual spend with Care Trust in partnership with the consortium
• Service Delivery: Community businesses are Each one is located in key deprived wards and Bradford based organisations and (Young Lives Bradford) of local social enterprise
finding innovative ways to deliver services in local represented on our Partnership Panel. (Appendix they are endeavouring to increase that and charities. A similar approach may be applied
communities and generate income by managing 2). In parallel, there are five Community Network commitment to 60%. to other contracts and commissions.
pubs, post offices, rental offices space, mental organisations supporting the sector and building
health support, event management, community new relationships across the public, private and
led housing and so on. statutory sector (Appendix 2).
1
https://bdp.bradford.gov.uk/media/1363/
stronger-communities-together-strategy.pdf
20 BRADFORD - OUR VISION BRADFORD - OUR VISION 214.2. ENTERPRISE SUPPORT
SERVICES UNDER BSIL ONE: A MORE SUSTAINABLE MARKETPLACE
target audience: grant recipients + capacity build enterprise
support providers + anyone in need of business support
EXPERT POOL
We will adopt a ‘tool box’ approach by encouraging collaboration between providers
in the markets to improve the choice and variety of support available in the social
enterprise support and investment market place.
This will provide a coordinated access to a pool of experts across various fields who
can deliver technical and professional support for example:
• Social Innovation and Social Enterprise Workshops in schools / centres
• Social Investment Advisers, including info on SITR
• Social Impact Advisers
• Community Asset Transfers
• Legal, Accounting, HR Firms
• Pro-Bono Providers such as Ad:Venture
ENTERPRISE & INVESTMENT ADVISORS
We will employ Enterprise Advisors who will support new entrepreneurs and VCSE
organisations with ‘Triage Assessments’ followed by Enterprise Support. This will
encompass mutually agreed objectives and timeline adopting an approach ‘we will if
you will’ thus ensuring entrepreneurs are fully committed.
We will also engage an Investment Partner who will employ an Investment Manager.
Their responsibility will be to (a) build capacity, knowledge and expertise in Bradford
(b) to get VCSE investment ready, secure investment (grant or blended finance) and
provide support throughout transition period.
NETWORK EVENTS 1 per quarter
VCSE networks and service providers often face similar challenges. Our learning and
networking events will provide an opportunity to spend uninterrupted time together
to break through challenges more efficiently and with the added benefit of collective
Our enterprise support is innovation.
for everyone. We adopt
an ‘inclusive by design’ Expert speakers will provide intelligence and in depth knowledge of good practice
approach. Our goal is and opportunities. Inter-trading and supply chain opportunities will be made
to address systemic available. There will be opportunities for mentoring and coaching sessions.
barriers, and actively
ask ourselves who is not SOCIAL INVESTMENT ACCELERATOR
being included, and work To accelerate the scale and rate of change of the social investment marketplace
to do things differently to in Bradford, we will convene private, public and third sector partners to explore
ensure inclusion. and develop ways to mobilise impact investment funds, de-risk investments, and
effectively deploy capital to communities or groups in need.
INCLUSION BY DESIGN DATA & KNOWLEGE GAPS
Building evidence that convinces others about the benefits of social enterprise and
informs its development through blended finance
32 BRADFORD - OUR PROGRAMME BRADFORD - OUR PROGRAMME 334.12. BRADFORD
AS CITY OF CULTURE
BRADFORD FESTIVAL
Our cultural assets are a key part of this proposal.
In July, Bradford announced its exciting plans to
become the UK City of Culture 2025. A catalyst for
culture-led regeneration, if successful the District
will receive millions of pounds in UK investment
and reap significant cultural, social and economic
benefits. A timely investment in our social and
cultural infrastructure and the regeneration of
abandoned buildings and heritage spaces across our
District has the potential to boost the District’s bid.
Bradford has suffered from decades of under-investment in our built
environment and there are too many underused or at-risk buildings
across the district. Community facilities and cultural spaces perform
a wide variety of functions which help underpin and support the
sustainable development of communities.
• Mills: Historic England’s report into the loss of mills in the north-
west and Yorkshire, Engines of Prosperity, found that 90 percent of
the 1500 mills in the West Riding of Yorkshire are either vacant or
underused. Integrating historic buildings with regeneration schemes
can create popular, vibrant urban quarters or coworking spaces which
can act as a catalyst for investment.
• City Centre: The city centre enjoys substantial, high quality,
architectural heritage with over 100 listed buildings. Although, the
most recent Centre for Cities Report lists Bradford as the city with
the third highest level of high street retail vacancies in England and
Wales. The report shows that 24% of Bradford’s retail premises were
vacant in 2017-18 compared to an England and Wales average of
16%. Within the City Village Area, 32% of units are currently vacant
and account for 73% of all vacant units in the city centre as a whole.
The Council has a growth target of 3,500 additional homes in the city
centre, to be met over the next 15 years. Culture is generally understood to include the following areas: art
(including visual arts, literature, music, theatre and dance), architecture,
• Community Spaces: i.e. heritage spaces, libraries, museums, post- crafts, creative industries, design, heritage, historic environment,
offices (places that connect people) museums and galleries, libraries, archives, film, broadcasting and
media. Cultural facilities therefore provide venues for members of the
It is anticipated whether the city secures City of Culture status or not, public and the community to congregate, providing a valuable form of
the journey will bring substantial investment which would provide social infrastructure, ensuring that a location is valued and the wider
Social Enterprise and Charity sector with substantial opportunities. area is seen as a desirable place to live and work. Culture is also a key
driver of tourism.
52 BRADFORD - OUR PROGRAMME BRADFORD - OUR PROGRAMME 535. NEXT STEPS
To ensure we submit a robust Stage 3 application, become At Stage 2 of this process we have considered: a
contract ready, as well as embedding and implement our ten-year plan; the actions we would need to take;
plan within the next fifteen months, we have considered the milestones we will have to achieve; time scales; we
following actions and time scales: would need to take the following actions:
OUR NEXT STEPS FOR THE PROGRAMMES
THE FIRST 15 MONTHS ARE: TEN YEAR PLAN:
Access
Programme
10-‐year
delivery
Plan
Access
Programme
2019
2020
Year
1
2
3
4
5
6
7
8
9
10
Phase
3
and
4
Next
Steps
Oct.
Nov.
Dec.
Jan.
Feb.
Mar.
Apr.
May
Jun.
Jul.
Aug.
Sept.
Oct.
Nov.
Dec.
Implementation
Proposal
Submitted
Enterprise
support
Hosted
Access
and
BSC
Visit
to
Bradford
Investments
Review
current
partnership
panel
Networks
Outcome
of
Proposal
Market
Development
Conclude
discussion
with
investment
partners
Monitoring
and
Reporting
Conclude
discussion
with
Match
funders
Data
Collection
Agree
lease
for
a
Hub
Leveraging
Inward
Investment
Recruit
delivery
team
Programme
review
Co-‐design
investment
models
Evaluation
Co-‐design
Enterprise
support
models
Exit
Strategy
Learning
journeys
to
other
successful
cities
Appoint
Local
lead
body
Establish
Network
Identify,
secure
and
deploy
CRM
system
Governance
(GDPR,
Policies,
Procedures
etc)
54 BRADFORD - NEXT STEPS BRADFORD - NEXT STEPS 55
CONSIDERATIONS
PROVIDER
OF
GUARANTEE
PREFERRED
EQUITY
AND/OR
DEBT
FUND
MANAGER
INVESTEE
INVESTORS
Recipient
of
Investment
IMPACT
OBJECTIVES
What
are
my
impact
expectations,
and
how
will
impact
be
measured
and
managed?
•
(If
applicable)
which
Sustainable
Development
Goals
am
I
seeking
to
address
through
this
investment?
•Is
there
alignment
among
stakeholders
regarding
impact
expectations?
RISK
BEING
MITIGATED,
• What
specific
type(s)
of
risk
needs
to
be
mitigated
(e.g..,
unproven
business
model
or
market,
misperceived
risk,
lack
of
creditworthiness)
in
order
to
attract
capital
required?
AMOUNT
OF
LEVERAGE,
•
How
does
the
provision
of
the
guarantee
mitigate
the
risk(s)?
PRICING
•
What
is
the
minimal
level
of
catalytic
capital
required?
Is
permanent
subsidy
required,
or
is
subsidy
temporarily
being
provided?
If
the
catalytic
Capital
is
temporary,
at
what
point
will
it
be
withdrawn,
and
what
milestones
should
be
achieved
before
decreasing
coverage?
•
Will
the
guarantee
cover
the
fund
or
the
underlying
transactions?
Will
the
guarantee
cover
all
the
investors
or
only
senior
investors?
•
Is
there
precedent
to
justify
calculation
for
the
level
of
catalytic
capital
required?
What
are
the
proof
points
that
would
signal
that
catalytic
capital
is
no
longer
required?
•
How
should
the
catalytic
tool
be
priced?
What
is
the
cost
of
capital
and/or
return
expectations
(e.g.
Capital
maintenance)?
•
What
measures
are
in
place
to
avoid
moral
hazard
or
market
distortion
through
the
provision
of
catalytic
capital?
•
Is
there
a
simpler
way
to
design
this
structure
to
reduce
transaction
costs?
•
What
is
my
expected
leverage
ratio?
What
is
my
absolute
risk
appetite?
What
level
of
risk
will
I
accept
for
the
proposed
rate
What
type
of
risk
do
the
•
How
will
I
price
the
guarantee
and
manage
my
of
return?
investors
see
in
my
business
own
risk
in
the
event
a
guarantee
is
called?
model
and
have
I
taken
steps
to
•
What
internal
policies
and
procedures
must
be
in
mitigate
it
(e.g.,
collateral,
place
to
provide
the
guarantee
(e.g.,
approval
financial
management
process,
legal
documentation)?
processes)?
•
Are
there
additional
restrictions
that
will
be
placed
on
me
as
a
result
of
the
guarantee?
FINANCIAL
RETURN
AND
•
Am
I
willing
to
provide
a
funded
or
unfunded
Is
the
timing
of
my
anticipated
return
•
How
much
am
I
willing
to
pay
for
a
Can
I
meet
the
return
TERMS
OF
COVERAGE
guarantee
(e.g.,
backed
by
cash
reserve
or
simply
a
different
from
other
investors?
guarantee?
expectations
of
each
investor
commitment)?
•
How
creditworthy
is
the
guarantor?
•
How
creditworthy
is
the
guarantor?
group?
If
so,
how
can
I
•
What
fee,
if
any,
will
I
charge
for
the
protection
I
•
What
are
the
implications
of
the
•
Can
I
meet
the
return
expectations
of
each
demonstrate
the
ways
in
which
am
providing?
To
what
degree
will
this
be
guarantee
on
the
risk-‐return
profile
of
investor
group?
If
so,
how
can
I
demonstrate
that
could
be
achieved,
and
the
concessionary?
the
investment?
Does
it
meet
my
the
ways
in
which
that
could
be
achieved,
and
risks
entailed
in
doing
so?
•
When
might
I
have
to
make
payouts,
based
on
the
objectives
(e.g.,
fiduciary
duty)?
the
risks
entailed
in
doing
so?
triggers?
•
What
internal
policies
and
procedures
must
be
in
place
to
administer
this
guarantee
(e.g.,
approval
process,
legal
documentation)?
•
Am
I
Comfortable
with
the
triggers
and
methods
to
access
the
guarantee?
•
(if
applicable)
Will
the
guarantee
be
in
foreign
or
local
currency?
ADDITIONAL
INVESTORS
•
If
additional
public,
private
or
philanthropic
capitals
blended
what
is
the
best
way
to
attract
the
capital?
•
Do
existing
investors
allow
for
new
forms
of
capital
to
be
included
in
the
blend
finance
structure?
If
so,
are
there
terms
and/or
restrictions
that
govern
those
new
investors
and
investments?
Roles
•
what
are
the
core
competencies
that
each
stakeholder
can
contribute
to
the
structuring
and
implementation
of
this
blended
finance
structure
and
during
post-‐investment
activities?
Overall
•
Is
there
mutual
understanding
among
stakeholders
of
each
others
rationale
and
motivations
for
pursuing
this
investment?
•
what
is
the
anticipated
timeline
for
this
blended
finance
structure
to
materialise?
Am
I
comfortable
with
this
timeline?
•
Are
there
any
unresolved
issues?
If
so,
what
are
possible
solutions
to
advance
discussions?
BRADFORD SOCIAL INNOVATION LAB OCTOBER 2019 On behalf of Bradford Social Innovation Lab KAMRAN RASHID DIRECTOR, 30 CHAPEL STREET LTD KAMRAN@30CHAPELSTREET.CO.UK 34 PECKOVER STREET BRADFORD BD1 5BD
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