Local democracy

Agenda item

BREXIT PREPAREDNESS

The Strategic Director will submit a report (Document “AZ”) which advises members on progress to date in preparing for the impact of Brexit, including a no deal Brexit, and the actions proposed to deal with identified issues. It also includes an outline of how we propose to spend the Government’s recent (28th January) announcement of additional Brexit funding for local government.  

It must be stressed that the current situation is highly uncertain and liable to change.  At the time of writing, a range of options remain open, including a no deal Brexit. The Prime Minister is negotiating with EU partners in an attempt to secure “alternative arrangements” to the backstop. A statement to the Commons will be made on the 26th February, if a deal has not been secured by that date. 

Recommended –

(1)       That the engagement with regional and national partners emphasises the specific support needs of our citizens, given our socio demographic profile

 

(2)       That the Committee approve the proposed allocation of the additional £210, 000, as outlined in Table 2, below.

 

Table 2: Proposed Allocation of MHCLG Brexit funding

Area

Suggested Amount

Purpose of money and rationale

OCX

£30,000

Supporting on-going corporate work co-ordinating, organising and implementing  Brexit preparations across the District.

Contact Centre

£50,000

Development of capacity to provide support, guidance and reassurance to our residents, particularly by developing foreign language support services. This will include funding for the contact centre to roll out support for those who have IT or English literacy issues which might limit their ability to complete the settlement scheme application process. 

Community and Voluntary

Sector Fund

£130,000

Supporting the development and delivery of front line services of advice, guidance, advocacy and signposting, both in community hubs and through outreach services.

 

(3)       That a clear message that Bradford is a place of welcome, proud of its diversity and that this will not change, whatever happens to our relations with other countries, is consistently reinforced and promoted by the Council.

 

(4)       That further community engagement events are held to monitor the impact of Brexit, identify emerging issues and plan and implement actions.

 

(5)       That the Council continue to support its staff through settled status.

 

(6)       That the Council continues to ensure that Looked After Children,          and EU foster carers, are supported through settled status.  

 

Overview and Scrutiny Committee: All

 

(Kevin Brain – 01274 432982)

Minutes:

The Strategic Director submitted a report (Document “AZ”) which advised members on progress to date in preparing for the impact of Brexit, including a no deal Brexit, and the actions proposed to deal with identified issues. It also included an outline of how the Council proposed to spend the Government’s recent (28th January) announcement of additional Brexit funding for local government.  

It was stressed that the current situation was highly uncertain and liable to change.  At the time of writing, a range of options remained open, including a no deal Brexit. The Prime Minister was negotiating with EU partners in an attempt to secure “alternative arrangements” to the backstop.

The Head of Policy and Performance explained that this report emanated from the Motion presented to Council on Brexit and that the Corporate Overview and Scrutiny Committee had also considered the matter at its meeting in mid February.

He stressed that given the fluidity of the situation, the Council was planning as best it could, however on going announcements and the final impact of Brexit would be dependent on whether we leave with a deal or no deal.  In the midst of the uncertainty nationally, the Council was moving at a pace in addressing and preparing for Brexit in the following ways:

Communication: That given the uncertainties there was a need to work with groups to smooth out the impact of Brexit, and to this end we were working with the DCLG, other Government departments as well as our partner organisations and local groups on a whole host of issues.  In addition there was now a dedicated Council Web Page on Brexit, which signposted individuals as well organisations on help and advice they could access pertaining to Brexit.

Information on Brexit had also been circulated with this years business rates bills, which contained relevant information on how businesses could navigate the Brexit process and they can better support staff that may be affected.

A recent community engagement event was attended by over 50 community representatives and had raised some key areas of concerns around community cohesion, and the potential for an increase in hate crimes; to this end it was important to celebrate the strengths of Bradford as a diverse and welcoming place.

That we were working with our health partners, Police and Incommunities to ensure that relevant messages pertinent to their area were being communicated, together with ensuring front line staff were directing people accordingly.

As a Corporate Parent, the Council was responsible for securing the settled status of any eligible Looked After Children and the process for identifying eligibility had begun, and we were liaising with Sheffield City Council to identify best practice from their pilot scheme.

A Settlement Scheme Working Group had also been established and colleagues from across the Council were working through our commissioned services, to identify those communities directly affected by the Settlement Scheme who may need support.

In terms of the support that EU citizens would require in our district, these broadly fell into four categories: EU citizens in legitimate employment who were fluent in English and had all the right documentation; EU citizens who were service users and who might need additional help; EU citizens who had came to the UK after the war and might not have the correct documentation and EU citizens who have no documentation; this group required the most help and signposting.

During the discussion the Leader stated that it was important to reiterate that Bradford is a place where everyone is welcome and we acknowledge that Brexit negotiations were on going, however people wanted to be treated fairly through the process.

The Neighbourhoods and Community Safety Portfolio Holder ascertained how the Council was supporting organisations who had applied to the Home Office for settlement funding. In response it was stated that the deadline for applications for funding had now closed and we were aware that only two organisations had made small scale bids, which were unlikely to make a huge difference, given the size and complexity of Bradford.

The Leader suggested that it may be possible to press on the Home Office to undertake a further round of funding.  In response it was acknowledged that representations had already made on this issue, given the huge task ahead of us.

In response to a question on further community engagement events, it was stated that a further event could be held in Keighley and also a youth event was a possibility, but this would be organised once we had more clarity around Brexit.

The Children and Families Portfolio Holder ascertained if any guidance had been issued on settlement status in the context of our Looked After Children. In response it was stated that although no specific guidance had been issued, we will be speaking to Sheffield City Council as well as trying to get some further clarity from Government on the issue.  In addition the Leader stressed that it was also important to support Foster Carers and ensure that appropriate guidance was provided.

In relation to the business community the Regeneration, Planning and Transport Portfolio Holder ascertained what support was available to business in the event of a no deal Brexit.  In response it was explained that although the Chamber of Commerce was providing guidance and support, it was fair to say that small businesses were probably not best prepared, where as the larger businesses had done some significant planning around Brexit.  To this end the Leader suggested that the business community should be signposted to areas of help on Brexit from our own website.

The Deputy Leader stressed that in terms of private sector tenants, liaison with landlords was crucial in order that they pass on essential information to tenants and how they can be supported through the settlement process, as well as ensuring that landlords did not exploit tenants by charging additional fees for documentation.  In response it was acknowledged that work with Incommunities was on going and some discussions had already been had with private sector landlords.

The Chief Executive reiterated that the Council was confident it had the right resilience measures in place to cover for all eventualities.

The Leader also stressed that despite all the uncertainties surrounding Brexit , it was important to exploit our trade links internationally and promote the message that Bradford was open for business.

Resolved –

(1)       That the engagement with regional and national partners emphasises the specific support needs of our citizens, given our socio demographic profile

 

(2)       That the proposed allocation of the additional  MHCLG Brexit funding of £210, 000, as outlined in Table 2, below be approved:

 

Table 2: Proposed Allocation of MHCLG Brexit funding

 

Area

Suggested Amount

Purpose of money and rationale

OCX

£30,000

Supporting on-going corporate work co-ordinating, organising and implementing  Brexit preparations across the District.

Contact Centre

£50,000

Development of capacity to provide support, guidance and reassurance to our residents, particularly by developing foreign language support services. This will include funding for the contact centre to roll out support for those who have IT or English literacy issues which might limit their ability to complete the settlement scheme application process. 

Community

and Voluntary

Sector Fund

£130,000

Supporting the development and delivery of front line services of advice, guidance, advocacy and signposting, both in community hubs and through outreach services.

 

(3)       That a clear message that Bradford is a place of welcome, proud of its diversity and that this will not change, whatever happens to our relations with other countries, is consistently reinforced and promoted by the Council.

 

(4)       That further community engagement events are held to monitor the impact of Brexit, identify emerging issues and plan and implement actions.

 

(5)       That the Council continues to support its staff through settled status.

 

(6)       That the Council continues to ensure that Looked After Children,          and EU foster carers, are supported through settled status. 

 

(7)       That the Council continues to strengthen and deepen our           international trade links.

 

ACTION:       Strategic Director Corporate Resources

 

Overview and Scrutiny Committee: All

 

Supporting documents: