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7/28/2019 Bristol Community Cohesion Strategy 2010-2013
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Bristol is a great city and a place where I am proud to live and work. With its history as aninternational port, Bristol has for generations welcomed people from other cultures andcountries. There is a strong tradition of diverse communities working together.
It is fair to say however, that our changing population in recent years brings new challengesand demands on our public services. Therefore our community cohesion strategy will help usbuild on previous experience to develop a coordinated approach, which addresses thechallenges and creates common understanding between all our residents. We aim to have ourcity benefit from the diversity of communities without the dangers of separation.
Led by Bristol City Council and supporting our Bristol 20:20 plan for stronger and safer
communities, our strategy will focus on a number of emerging priorities identified throughrecent research and consultation with stakeholders from local communities, voluntary sectororganisations, statutory partners, schools and council officers. It will build on current goodpractice but more importantly compliment existing work and identify the gaps where servicescan be strengthened and improved.
It will identify the importance of improving attainment in our local schools, developing clearlines of communication around housing policy, addressing community tensions, helping new
communities feel welcomed, ensuring long-standing communities get a fair deal and enablingthe new Neighbourhood Partnership process to bring people from different backgroundstogether around local decision making.
It is clear that issues of community cohesion and integration will continue to shift and change.It will therefore be important to ensure that this strategy is a living document and subject toconstant review to meet the challenges ahead.
The future of our city will be shaped by all of us working together, with a collective vision andambition to make Bristol an even better place to live.
Clr. Barbara J ankeLeader of Bristol City Council
Foreword
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CCoonntteennttssPage
.
1. SECTION 1 - EXECUTIVE SUMMARY
2. SECTION 2 - STRATEGY15. SECTION 3 - ACTION PLAN
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This document sets out the City-wide Community Cohesion Strategy and Action Plan. Itincludes three sections.
Executive Summary City-Wide Community Cohesion Strategy Community Cohesion Action Plan.
Based on what we already know, what we have learned through consultation and detaileddiscussion, and the issues highlighted in recent local and national reports, we are now clearabout the priorities we need to address in Bristol for the next three years.
Promoting a shared vision for Br istol Making community cohesion our day to day business
Promoting democracy and citizenship through local involvement inneighbourhoods, communi ties and through the voluntary sector
Supporting our schools in meeting their responsibi lities for deliveringcommunity cohesion
Reducing tension, addressing grievances and making the city safer
Preventing the problems of tomorrow
The community cohesion action plan, developed by a wide range of stakeholders (set out inSection three), incorporates over twenty broad actions from across the service deliverysectors. These initial actions will be central to delivering the six priorities and will help toembed community cohesion into service areas and build on existing work with partners to
SECTION 1
BUILDING BRISTOL TOGETHERA City-wide Community Cohesion Strategy
EXECUTIVE SUMMARY
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This strategy has been developed after nine months of talking to people across the city.
The strategys aim is to improve the way we work and deliver services to reflect the needs ofour changing communities. To be successful it will need ownership throughout Bristol City
Council (BCC) and its partners and demonstrate clear links to over-arching strategies such asthe Bristol 20:20 plan for the city.
It will require both leadership and vision from senior council officers, elected members(Councillors) and key people from the statutory bodies, voluntary sector and localcommunities.
The strategic approach to community cohesion can only be successful through practicalsupport and joined up working across service delivery areas. It will need to focus on solvingpractical cohesion challenges as they arise and effectively managing and reducing futureproblems.
As new priorities and national policies emerge, the strategy will create an opportunity to take afresh look at the challenges of Bristols changing population and the every-day issues thataffect our communities. Moreover the Councils strong commitment to devolving services
down to local level, coupled with the governments emerging Big Society agenda, may providefurther opportunities to build cohesion through community activism and local participation.
Finally, future development will need to consider how the duty on schools to delivercommunity cohesion can be supported, as well meeting the demands of housing, health,community tension, separation within our communities and the realities of the economicrecession. New approaches are needed to meet the changing needs of all Bristolscommunities, whether they are new and emerging, settled and longstanding, or communities
of interest.
SECTION 2
BUILDING BRISTOL TOGETHER
CITY-WIDE COMMUNITY COHESION STRATEGY 2010/11
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The following community cohesion challenges provide us with a current context. Summarisedas follows:
Promoting a community cohesion vision of Bristol as an international community Managing population change and its impact on services like education and housing
Addressing all forms of hate crime and community tensions Building civic participation and engagement Tackling the potential for separation of our communities Understanding our many different communities and effectively pre-empting and
planning for better services to meet their needs Addressing the impact of recession on identified communities
WHAT DIFFERENCE WILL IT MAKE?
Outcomes
These are aligned to the vision for Bristol s 20:20 plan
Stronger, resilient and more cohesive communities across Bristol Safer communities for all residents of Bristol
Raising the aspiration and achievement of children and young people Reducing inequality narrowing the gap of disadvantage
HOW MUCH WILL IT COST?
Identifying priorities and setting a clear direction for delivery must be seen in the context offuture financial constraint across the Council and within partner agencies.
Embedding community cohesion across service delivery can be cost effective, particularly inearly intervention to reduce crime and anti-social behaviour in local communities. We do nothave new resources to implement this strategy and will use existing responsibilities andpartnerships to implement the action plan. We will also build community cohesion targets intocommissioning and grant investment to meet our commitments.
WHAT IS COMMUNITY COHESION?
There is no single shared definition of community cohesion. The term community is alsoused in different ways. For this strategy community means both residents living alongsideeach other in the local neighbourhood and also those people who may come togetherbecause of discrimination or a shared experience, for example, the lesbian, gay, bisexual andtransgender (LGBT) and disabled communities. Although it is important to remember thatsuch communities do not simply fall into one category and can for example be part of a
WHY DO WE NEED THIS STRATEGY?
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For the purpose of this strategy it is also important to consider six elements of a communitycohesion process:
Interaction: between individual, communities and wider society to promote trustand common understanding
Active ci ti zenship: participation in civil society, in public institutions, the workplace and political life
Equality of access to the labour market, housing, education, healthcare andsocial welfare
A society at ease with i tself , with a real sense of security, welcome andbelonging
Respect for the rule of law and the liberal values that underpin societyThe possession of civil, political and social rights and responsibilities.
(Source: ICoCo website)
Bristol is diverse. The Somali and East European communities are establishingthemselves Weve got strong Afrikan Caribbean Indian Pakistani Bangladeshi and
A SUMMARY OF BRISTOLS CHANGING POPULATION
Communities are 'cohesive' when theyare resilient and educated about oneanother, enriched by each others
cultures. They can have some sharedvalues, but mainly are willing to liveside by side in peace. BristolResident Cohesion implies responsibilities
towards the well-being ofeveryone in the society, in terms
of the values that are passedfrom parents to children and fromteachers to pupils in terms of howto live with others. BristolResident
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Population Shifts
The Office of National Statistics (ONS) estimates that Bristols population grew from390,000 in 2001 to 433,100 in 2009. This rate of increase (11%) is two and a halftimes the percentage change experienced in Great Britain as a whole of 4.5%. TheONS estimates that Bristols population will have risen to 548,100 by 2026.
In Bristol between J anuary 2002 and April 2009, a total of 35,770 National Insurance(NI) numbers were issued to non-UK nationals. By far the largest proportion of these 22% - was issued to Polish nationals (8,020). India was the next with 2,410 (7%) andSomalia with 1,860 (5%). People registering for an NI number came from nearly 100different countries.
The increase in net migration since 2001 represents a key change in population trends
in Bristol with more people moving into Bristol than leaving. The large increase in thepopulation of Bristol between 2001 and 2009 can be mainly attributed to the significantincrease in net international migration, particularly in 2004/05 when the A8 Accessioncountries (new Economic Union (EU) members) joined the EU. The trend has howeverlessened since 2006/7 with fewer international migrants coming into Bristol and moreinternational migrants leaving Bristol.
In Our SchoolsAt school my daughter s best f riends are from the Polish, Afr ikan Caribbean,Pakistani and English communities, she doesnt think anything of it, theyre all
mates together I think the parents could learn a lot from the kids(Bristol Parent)
Schools are becoming increasingly diverse at a much faster rate than the population ofBristol. The 2010 Schools Census showed that 30% of pupils belong to an ethnic
background that is not White British - this compares with 17.5% of the population as awhole. The distribution of children by age points to a contributing rise in overallnumbers of non White British pupils: 42.7% of children in the citys Local Authoritymaintained nursery schools are from non- White British backgrounds.
Black Somali children are the largest non-White group with 2,237 pupils or 4.5% of thetotal population. This is a significant increase since the population counted by the 2001Census. White Eastern European children numbered 825 or 1.7%.
Somali is the most widely spoken first language, other than English, by children in theyears from nursery to Year 11 at 21.4% - with Punjabi, Polish and Urdu all around 6%.
Only 4.4% of teachers were from BME backgrounds in March 2008, up slightly from
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.
me
This map indicates the percentage of White British school pupils in Bristol by ward.
Population Distribution
BME communities are located primarily around the centre of the city. Three centralwards, Ashley, Easton and Lawrence Hill had BME populations of 25.6%, 24.9% and31.7% respectively. In contrast three wards in the south west of Bristol, Bishopsworth,Hartcliffe and Hengrove, all had White populations in excess of 90%.
Recent demographic evidence however, highlights a significant population shift, withBME communities settling in areas beyond the inner city, including Lockleaze, Windmill
Hill, St George, Frome Vale and Hillfields (Source: Bristols Population report 2009,Neighbourhood Partnership Profiles 2010)
Young Population
Since 2000, the number of births to Somalia-born mothers has increased. In 2008, outof a total off 6,318 live births in Bristol, 341 (5.4%) were to a Somlia-born mother. Theincrease in the number of births to Polish mothers is a relatively new phenomenon(since the expansion of the EU in 2004) and accounted for 166 births in Bristol in2008. The next highest numbers of births were to Pakistani-born mothers (134) andIndia-born mothers (99). All other births to mothers from other countries were lessthan 50 in 2008.
Population Census
M h k i b i d t k i B i t l t f th ti f th 2011
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The concept of community cohesion emerged in the UK in 2001 following the disturbances inBradford, Burnley and Oldham. The independent Community Cohesion Review Team, chairedby Ted Cantle, reported at the end of 2001, some six months after the riots. The 'CantleReport' as it became known, provided a national overview of the state of race and community
relations. Cantle drew attention to polarised and segregated communities in which people led'parallel lives' and made 67 recommendations. While still highlighting the need to tackleinequalities the recommendations were much more wide ranging and amounted to a newapproach to race and diversity.
National policy around community cohesion gained momentum. The Commission onIntegration and Cohesion recommended that more needed to be done to build shared values,mutual respect and civic responsibilities. The Governments response to this was the 'OurShared Future' report of J une 2007 which attempted to see the cohesion debate as part ofwider social changes includiing migration patterns and population dynamics.
Other developments included the 'duty to promote community cohesion' in schools. This wasintroduced at the end of 2007 and rolled out in 2008 with new guidance issued, the start of anew inspection regime, a new Community Cohesion and English for Speakers of OtherLanguages (ESOL) policy; and the new Local Area Agreement (LAA) framework for local
authorities and their partners (with nearly one hundred making cohesion their first priority).
New national challenges continue to emerge. With migration from an increasing number ofcountries and the rise ofsuper diversity within our communities, the old assumptions aboutintegration based upon several well defined ethnic minority communities may no longer hold.
The question has also been raised regarding segregation in education leading to widerpatterns of segregation in communities. Citizenship and social capital needs to focus oncreatinggreater levels of civic responsibility. The relationship between economic activity, therecession and community cohesion needs to be further explored, particularly the links with theprivate sector. The rise of religious extremism and organised racist activity, particularly indeprived areas needs to be further addressed. And the need for common language topromote social integration and participation in the labour market should be prioritised.(Source: ICo Co website).
In response to the 2003 summer disturbances in the Barton Hill area of Bristol a partnershipbetween Bristol City Council and Community-@-Heart (the New Deal for CommunitiesProgramme) emerged and was tasked with developing a Race Equality and CommunityCohesion Plan (RECCAP) to tackle neighbourhood tensions partly caused by the rapidpopulation change in the area In a period of two to three years the predominately white
WHAT HAS HAPPENED NATIONALLY IN COMMUNITY COHESION?
WHAT HAS HAPPENED IN BRISTOL?
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HOW DOES THE CC STRATEGY FIT WITH OTHER KEY PLANS?
Local levelBris tol 20:20 Plan The Bristol Partnerships 20 20 plan sets out to tackle the major citywide challenges.
Activities include delivering neighbourhood governance and promoting communitycohesion.
BCC Corporate Plan The Corporate Plan 2008-11 recognises that the diversity of our people andcommunities is a strength but also highlights the challenges of cohesion andintegration. The plan commits to building cohesion within our communities andtackling inequality.
ICoCo Report on Schools This reports highlights pupil population change and community cohesion, with a focuson the policy implications for the education service in Bristol.
BCC BME Attainment Plan This plan sets out key actions to raise attainment and reduce inequalities ineducational achievement of Black & Minority Ethnic (BME) learners.
Bristol Children and YoungPeoples Plan
Identifies key areas for improvement raising standards in early years, attainmentlevels for under-achieving and vulnerable groups, minimising bullying, supportingsocial cohesion and improving the economic well-being of children and young people.
Safer Bristol Partnership Plan2009-12
Sets out its strategy for crime reduction and offending, and increasing communityconfidence. It has a key focus on addressing anti-social behaviour, criminal damageand hate crime.
Safer Bristol Hate Crime Strategy Through the Safer Bristol Partnership this strategy demonstrates its commitment totackling all forms of hate crime and building a safer and stronger city for all residents.
Bristol s Housing Strategy2010-2015
Sustainable and cohesive communities are a key outcome of the new housing strategywith a focus on dealing with problems before they reach a crisis and encouragingresident involvement.
Business TransformationProgramme
The Council is undergoing a transformational change programme. The CommunityCohesion strategy along with the Single Equality Scheme recognises this is anopportunity to promote equal opportunities, eliminate discrimination and improverelations between diverse communities.
BCC Single Equalities Scheme Brings together and updates current Race, Disability and Gender Equality schemes as
well as issues from faith/non faith communities, lesbian, gay, bisexual and transgenderand older and younger communities. It makes the link between the equalitieslegislative framework and wider community cohesion priorities.
Bristol Youth Links Strategy for integrated young peoples provision in Bristol - involving young people inthe development of services, safety of young people in schools and promoting apositive contribution of young people.
BCC Bristols Older PeoplesStrategy 2007-10
Sets out a developing vision of improving the quality of life and well being for peopleover the age of fifty in Bristol. It aligns with the CC strategy on a number of issuesincluding older peoples involvement in decision making, tackling age discrimination,
and encouraging cohesion across the generations.National LevelDuty on schools to delivercommunity cohesion
From 2008 schools have a duty to promote community cohesion, Ofsted currentlyinspects this. There is a focus on understanding school and local community issues,promotion of meaningful interaction between groups, sharing common values andimplementing community cohesion across the curriculum.
C i i I i d
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Based on what we already know, what we have learned through consultation and detaileddiscussion, and the issues highlighted in recent local and national reports, we are now clear
about the priorities we need to address in Bristol.We have identified six priorities.
Promoting a shared vision for Br istol
Making community cohesion our day to day business
Promoting democracy and citizenship through local involvement inneighbourhoods, communi ties and through the voluntary sector
Supporting our schools in meeting their responsibi lities for deliveringcommunity cohesion
Reducing tension, addressing grievances and making the city safer
Preventing the problems of tomorrow
HOW WILL WE DELIVER THE PRIORITIES?
Bristol City Council will act as the lead body and work closely with partners across the publicservices, the voluntary sector and local residents. The Bristol Partnership will support thiswork through its Thriving Neighbourhoods sub-board. There is an expectation that individualpartners will develop and amend their existing resources to deliver both their specific prioritiesand those shared across the partnership. From October 2010 a Task and Finish group hasinformed the development of an initial Community Cohesion Strategy Action Plan (Section3 of this document) based around its own set of identified actions and time lines. It will align
with the priorities, reflect the values set out in this strategy and identify who is responsible forensuring the actions are delivered. A Task Force group will be responsible for future deliveryof the strategy and action plan.
HOW DOES THE CC STRATEGY FIT WITH OTHER KEY PLANS?HOW DOES THE CC STRATEGY FIT WITH OTHER KEY PLANS?WHAT ARE THE COMMUNITY COHESION PRIORITIES?
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There is no single measure of community cohesion. There are also challenges to identifyingindicators that adequately address the range and complexity of community cohesion issues.For this strategy a number of key indicators will be used to monitor and evaluate as broad arange of the work as possible. It will focus on both short term and longer-term impacts.
HOW DO WE KNOW ITS WORKING?
Bristo l Partnership Thriving Neighbourhoods Board
(sub-board of the Bristol Partnership)Will ensure full partner involvement in the delivery of the strategy and action plan.
Community Cohesion Task Force Groupsupported by Equalities and Community Cohesion Team
responsible for the delivery of the community cohesion action plan.
Delivery
Governance and Accountability
Bristo l City Council
Acts as the governing body.
Leader of the City CouncilThe political lead for the strategy.
Community Cohesion and Safety Scrutiny Commission.Will take reports on progress and comment on the development of
the strategy and action plan
Bristol City Council Communities and Neighbourhoods DivisionOversees the progress and impact of the strategy and action plan
Recent changes by the government have resulted in the scrapping of the Local Area
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Recent changes by the government have resulted in the scrapping of the Local AreaAgreement and the statutory measurement of the National Indicators. This means that someperformance data relevant to the measurement of community cohesion will no longer becollected. At present we will focus on the key annual Quality of Life Indicators and otherlocally produced indicators such as the Single Equalities Scheme, The Black & Minority Ethnic(BME) Action Plan and the Hate Crime Strategy. Levels of attainment in schools will continueto be reported and analysed through the Children and Young Peoples (CYPS) Researchteam
Examples of indicators are set out below:
Outcome 1. Stronger, resilient and more cohesive communit ies across Bristol
Respondents who feel that their local area is a place where people from differentbackgrounds can get on well together (Quality of Life Indicator, QOL)
Respondents who feel they belong to their neighbourhood (QOL) Respondents satisfied with their local neighbourhood (QOL)
Attendance at Neighbourhood Forum meetings (local Neighbourhood Partnership (NPindicator)
Respondents who feel they can influence decisions in the locality (QOL)
Respondents who agree they can influence decisions about the public services theyuse (QOL)
Respondents who agree that people treat each other with respect in theirneighbourhood (QOL)
Respondents who agree ethnic differences are respected in their neighbourhood(QOL)
Voting patterns for far-right parties in local election ward-by-ward analysis
Migrant English Language Skills (Single Equalities Scheme)
Respondents who say they are happy (QOL)
Outcome 2. Safer Communities for all residents of Br istol.
Respondents who feel locally that anti-social behavior is a problem (QOL)
Respondents who think the police and the council successfully respond to anti-socialbehavior (QOL)
Respondents who have been discriminated against or harassed because of their age,disability, religion, sexual orientation, ethnicity/race in the last twelve months (QOL)
Levels of hate crime per ward (Hate Crime Strategy HCS)
`Hot Spot information on community tension from the Tension Monitoring Group(TMG)
Respondents who feel safe when outside in their neighbourhood after dark (QOL)
Respondents who have been victims of crime in the last 12 months (QOL)
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Outcome 3. Reducing inequality (narrowing the gap of disadvantage)
To significantly increase the satisfaction of BME tenants and reduce the disparity withnon-BME tenants (Single Equalities Scheme) To reduce school exclusions for BME pupils (Single Equalities Scheme) To improve the councils relative position in the Stonewall Workplace Equality Index
(Single Equalities Scheme) Respondents People with a limiting long-term illness, health problem or disability (QOL) Respondents satisfied with leisure facilities/services for older people over 65 years
(QOL) Respondents satisfied with leisure facilities/services for disabled people (QOL) Respondents satisfied with the cost and availability of housing (QOL) Respondents with easy access to local employment (QOL) Respondents satisfied with jobs in the neighbourhood (QOL) Numbers of people with no educational or technical qualifications (QOL) Overall unemployment rates
Outcome 4. Raising the aspiration and achievement of children and young people (BPChildren and Young Peoples Board)
Effectiveness with which the school promotes equality of opportunity and tackles
discrimination (BME Attainment Action Plan) Reduction in BME school exclusions (BME AAP) Increasing % of BME staff in school workforce (BME AAP) Reduction in the number of racist incidents in schools (BME AAP) Attainment of BME and non BME pupil groups in Key Stage(KS) 2 and KS4 (BME
AAP) Attainment of pupils with English as an Additional Language (EAL) (BME AAP)
Ofsted inspection judgement on quality of teaching, learning and curriculum (BMEAAP)
Ofsted inspection judgements on promotion of community cohesion (BME AAP) Reports on racist, homophobic and disabilist harassment in schools (CYPS report) Increasing the number of BME, disabled, and LGBT school governors (Governor
Team)
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As outlined we are not starting from scratch. There has been a range of high qualitycommunity cohesion activity in recent years from across all sectors. Some recent communitycohesion achievements include:
WHAT ARE WE DOING AT THE MOMENT?
BCC as Lead The development of web-based Somali and Polish Welcome resources to help new and
significant communities settle and integrate into the life of the city
Oldbury Court School bringing parents together from different backgrounds to help
build better cohesion within the school
The development of the Muslim Womens Network to bring more Muslim women into thecivic life of the city
Launch of the Neighbourhood Partnerships to devolve local decision making, andNeighbourhood Forums to strengthen local participation and build safer and morecohesive communities
Building the Bridge Schools Tour working at primary and secondary school level topromote dialogue and discussion about identity and community cohesion
Southmead Graffiti Project Muslim graffiti artist working with local young people todevelop a message of anti-racism using street art and discussion
Delivering the Schools Twinning Programme across Bristol Development of a Myth Busting Fact Sheet on housing allocation in Barton Hill Children & Young Peoples Services (CYPS) Signing up to Stonewall Education
Cham ions Pro ramme
Working in Partnership
Roma Gypsy Community Drop In, set up to support a new and vulnerable communitysettling in Bristol
The development of the Somali Forum set up to build better civic participation for Somalicommunity organisations
Working closely with Avon and Somerset Constabulary and Bristols Muslim communitiesto deliver the Building the Bridge Programme to address potential radicalisation
Gangs Research Project to define, identify and develop policy around young people andgangs in Bristol.
The Building the Bridge Exhibition and Booklet celebrating the lives of ordinary Muslims
in Bristol Building the Bridge - Police Community Engagement team working to bring local
mosques together and linking with the wider community Support and development of the Asylum Seeker and Refugee Welcome Centre
Voluntary Sector
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bbaasseedd oonn sshhaarreedd vvaalluueess,, cciivviicc pprriiddee,, rreessppeecctt ,, eeqquuaall ii ttyy aanndd ccoommppaassssiioonn..
This action plan is based on six key priorities set out in the City Wide Community Cohesion strategy. The lead officer forthe Strategy is the Service Director, Neighbourhoods and Communities. Actions are comprehensive and cross cutting, with responsibility
for delivery sitting across departments and sectors. The initial task will be to embed a community cohesion approach into servicedelivery and identify actions that can make a difference in the first year of operation. Six Key Prior it ies
Promoting a shared vision for Br istol
Making community cohesion our day to day business
Promoting democracy and citizenship through local involvement in neighbourhoods, communit ies and through the voluntarysector
Supporting our schools in meeting their responsibilit ies for delivering communi ty cohesion
Reducing tension, addressing grievances and making the city safer
Preventing the problems of tomorrow
15.
SECTION 3
BUILDING BRISTOL TOGETHER
CITYWIDE COMMUNITY COHESION STRATEGYACTION PLAN
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KEY PRIORITY Actions Lead & Support Timescale Output OutcomePromoting a sharedvision for Bristol
Promote the community cohesion visionfor Bristol. Promote community cohesionsuccess stories
Communication andMarketing Team
March2011
Visionsuccessfullymarketed
Stronger local narrative anda shared vision for Bristol
Conduct a Mainstreaming Review ofcommunity cohesion work across BristolCity Council followed by partner agencies
Equalities andCommunity CohesionTeam
September2011
Mainstream reviewcompleted andcirculated
Up to date analysis of corecommunity cohesion workacross the city to help planbetter services and engagewider involvement,particularly private,educational and healthsectors
Building Cohesion intoour day to daybusiness
Develop and deliver a range of cultural
competence training across the City thatrecognises the Bristol vision and corecommunity cohesion values
Equalities andCommunity CohesionTeam with voluntarysector partners
September2011
Culturalcompetencetrainingprogrammedeveloped androlled out
Increased understanding ofcommunity cohesionapproaches. More effectiveintervention in servicedelivery
Embed cohesion element into EqualitiesImpact Assessments
Equalities andCommunity CohesionTeam
March2011
UpdatedEqualities ImpactAssessmentcompleted
Effective measurement ofcommunity cohesionagainst specific servicedelivery areas
Improve Bristol City Council points andrelative position in the Stonewall (LGBOrganisation) Workplace Equality Index, acompetitive index of private and public sectoremployers, which includes feedback fromLGB staff on local performance
Equalities andCommunity CohesionTeam
J anuary2011
Top 100 rankingand/or increase inpoints scored onprevious year
Improvement in equalitypractice. Embedding LGBequality in the workplace andin service delivery for LGBemployees and customers
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Develop stronger links with faith basedcommunity groups delivering communitycohesion/community work projects.Further focus and delivery to build
stronger links between Bristols faithcommunities and for faith groups tohighlight how their practice crossescultural boundaries
Multi Faith Forum/ InterFaith Group, Building theBridge Board
ongoing Arrange initialdiscussion with MultiFaith forum reps.Arrange further
meeting with J ewishand Muslimcommunities
Improvement and bettercoordination of communitybased service provision.Stronger links between council
and faith based organisations.Stronger relations betweenfaith communities. Awarenessand learning about the otherfaith
Promoting democracyand citizenship throughlocal involvement inneighbourhoods,
communit ies andthrough the voluntarysector
Develop and deliver actions to increasediversity of people in public life (forexample, school governors, councillors,and management committee members)from under represented communitiesacross the city
Equalities andCommunity CohesionTeam, GovernorDevelopment Service,BME GovernorsNetwork, DisabledGovernors Network,Legacy Commission
September2011 Programmesagreed and rolledout.
Increased numbers and qualityof under representedcommunities participating inpublic life (for example BME,LGBT and Disabled schoolgovernors)
Deliver ESOL, citizenship training and
supplementary school provision acrossthe city and increase the number ofmigrants who are accessing training,advice services, employment andvolunteering
Communities and Adult
Learning Team andvoluntary sectorcommissioned partners
December
2011
Commissioned
programmes rolledout and deliveredwithin MigrationImpact Funding.
Increased numbers of
migrants accessing servicesto meet demand.Improved integration andprospects in the jobs market
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Roll out and develop coordinated communityengagement activity across allNeighbourhood Partnerships andNeighbourhood Forums. Ensure a) equalities
representation and links with key forums andrepresentative groups b) involvement ofyounger and older people c) support tolongstanding communities
Neighbourhoods andCommunities, YouthParticipation Team,voluntary sector partners,
Equalities Forums
ongoing Engagement plansrolled out with clearprogramme ofcommunity
development andengagement.Development ofvirtual teams anetwork of officersacross council andpartners. Equalitiesreps elected
Increased numbers fromacross communitiesparticipating in NeighbourhoodForums and Partnerships
Improved local decision-making
Improved local service delivery
Stronger local communitygroups delivering services
Develop and deliver programme of artsheritage, and cultural activity across the cityto build links between different communities
Neighbourhood Artsteam, Bristols Museum,Galleries and Archives/Arts, festivals and Eventsvoluntary sector partners
ongoing Programme ofcohesion activityplanned and agreedand delivered,including somepartnership projects
Stronger links with diversecommunities. Building linksand breaking down barriersbetween people. Increasedcultural competence andpositive attitudes towardsdiversity.
Improved social networks
Development of project work and support tonew and vulnerable communities Somali,Polish, Roma, Refugee and Asylum seekers
Delivery of project work aimed atlongstanding established communities
Neighbourhoods andCommunities -Community DevelopmentTeam, Gypsy andTraveller team / City ofSanctuary/ voluntarysector partners
Ongoing
March 2011
Communitydevelopment andproject workprogramme agreedand rolled out
Programme fundedthrough ConnectingCommunities andEngagement fundingrolled out
Stronger communities able toaccess key support and localservices. New communitiesable to participate moreeffectively in day-to-day life ofthe city
Established communitiesworking to improve localservices
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Tackling the perception that theallocation/letting of Social Housing is unfair.programme of training and briefing for staffand the public
Develop clear local plans to address BMEpopulation shifts into new areas of Bristol.Identify support to new and existing tenants toadjust to change (for example BuddyingSchemes). Promote and market new areasin positive light
Strategic Housing Team,Housing Associationpartners
Ongoing
Sept 2011
Programme ofcommunication andlong term planningagreed and rolled
out
Clear plansdeveloped based onlocal circumstances.
Decrease in levels ofmisunderstanding aroundhousing allocation. Increase insupport to residents settling in
new build. Decrease intensions
Addressing potential problemsof separation in communities
Increase prosecution of non-compliant
landlords (Houses in Multiple Occupation -HMO) with a focus in student areas of the city
Strategic Housing Team ongoing Work programme
delivered.
Increased sign up into
compliant landlords scheme.Increase in prosecution re non-compliant landlords
Address identified localised communitytensions and ASB through the MyNeighbourhoods process and other multi-agency forums
Neighbourhoods andCommunities (AreaCoordinators) SaferBristol, ASBNeighbourhood DeliveryTeam Chairs, Avon and
Somerset Police andvoluntary sector partners
ongoing Local issuesidentified andsuccessfullyaddressed
Reduction in tension withinlocal communities
Reducing tension,addressing grievancesand creating a safer ci ty
Community cohesion to be taken into accountin planning decisions where relevant
Planning & SustainableDevelopment Team
ongoing Agreed thatcommunity cohesioncan be a relevantmaterial planningconsideration
Better understanding ofcommunity tension implicationsof planning decisions andidentification of measures toreduce it
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Strengthen localised tension reportingbetween Tension Monitoring Group andNeighbourhood Delivery Teams / AreaCoordinators
Deliver an effective case work service on allhate crime reporting
Target Anti-social behaviour (ASB) hot spotareas
Safer Bristol Team,Tension MonitoringGroup, StrategicPartnership Against Hate
Crime (SPAHC),specialist voluntary sectoragencies/ASB Team,Area Coordinators
March 2011 Hate crime reportssent to NDT Chairsand ACs. Feedbackfrom ACs to TMG
on current localtensions
Casework servicemeasured againstagreed outcomesthrough Hate Crimestrategy.
Continuation of keyASB actions in hotspot areas
Reductions in hate crime.More effective response tohate crime and ASB inNeighbourhood Partnership
and hot spot areas
Mainstream the learning from the Building theBridge Programme (Preventing ViolentExtremism) beyond March 2011
Prevent Building theBridge Board
December2011
Positiverelationships andgood practicesustained beyondcurrent fundedprogramme
Ensure legacy of successfulprojects beyond the fundedprogramme. Effectiveresponse to vulnerableindividuals and radicalisation
Working with national, regional, sub-regionaland local partners to address worklessness
Building Partnerships to address therecruitment needs of major private and publicsector or employers in the city
Skills and EmploymentTeam, Regeneration
ongoing J oint working withDepartment of Workand Pensions, J obCentre Plus, SkillsFunding Agency,West of EnglandPartnership and, atthe local level, theWays2Work network
Ensuring that localemploymentopportunities aremade available toand accessed bythose communitiesclosest to theworkplace.
Ensuring that the employmentand training needs ofdisadvantaged groups,communities and areas withinthe city are recognised andappropriate resourcesdeveloped to address specificneed
Public sector work force profilereflects the make up of thecommunity it serves
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Income maximisation for vulnerable anddisadvantaged communities
Welfare Rights andMoney Advice ServiceManager, fundedvoluntary sector partners
ongoing Ensuring vulnerableand disadvantagedcommunities claimwhat they are
entitled to
Narrowing the gap ofdisadvantage. Effectivelyaddressing poverty.
Develop a clear plan and protocols to addressany extremist activity across the city
Avon and SomersetPolice, Equalities &Community CohesionTeam , TensionMonitoring Group
March 2011 Plan developed andrisk assessed.Protocols agreed byBristol City council.
Reduction in risk of unrest andcommunity tension. ClearerBCC protocols to address farright activity around localelections
Development of the J oint Intelligence Group(J IG)to bring together expertise, evidence andhorizon scanning for community cohesion in
Bristol
Somali Community Calculator developed andresults rolled out
Consultation, Researchand Intelligence Team
March 2011 Invite communitycohesion officer onto the J IG.
Identify and sharecommunity cohesionintelligence withpartners
Somali CommunityCalculator adoptedas local estimate ofthe Somalipopulation in Bristol
Improved community cohesion
knowledge and analysis forfuture planning of services
More accurate estimate ofBristols Somali population tohelp plan services and meetthe needs of the community
Preventing the problemsof tomorrow
Support Office of National Statistics (ONS) toachieve full participation in the 2011 Censusto fully reflect the citys diversity
Consultation, Researchand Intelligence Team
Sept 2010 Accurate Censusstatistics andpopulation estimates
Increase in participation fromdiverse communities.
Sound evidence base for policyplanning, service delivery andresource allocation over thenext decade
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