It was explained that the BDP’s main purpose was to harness the collective resources of the district to drive delivery of the outcomes outlined within the District Plan 2016-20 which included:

Better skills, more good jobs and a growing economy;

A great start and good schools for all our children;

Better health, better lives;

Safe, clean and active communities; and

Decent homes that people can afford to live in.

Performance was monitored on a regular basis through the District Plan performance management framework.  Details of the progress made was set out in the report.

During the discussion a Member ascertained how the work of the BDP was supported by Council officers and what budget was set aside for this.   In response it was explained that support for the Strategic Partnership came from within the Council, and that officers undertook this work as part of their overall duties, however no dedicated budget was set aside to assist with the work of the BDP.

In relation to a question on how the 29.5% increase in recorded crimes could be explained; the Assistant Director Neighbourhoods explained that the increase maybe in part down to the way reported crime was now recorded.

A Member ascertained what the value of the BDP was in real terms.  In response it was stated that the outcomes were outcomes that the Council shared with it partners, and there was therefore intrinsic value in the work of the partnership.

In relation to a question regarding the progress made in developing a rail link between Bradford City Centre and the airport,  the Strategic Director Regeneration explained that this was still an aspiration that would bring huge benefits, and that the Council was committed to realising this link.

In response to a question regarding duplication of work, it was pointed out that work with partners was about achieving common objectives.

In relation to a question regarding empty homes and bringing them back to use, it was stressed that empty homes were assessed it terms of the risk they posed to neighbours and the wider community, and appropriate action taken in the worst cases.  In addition there was no evidence of large scale abandonment and in some cases there was a genuine reason why a home may be empty.  In any case the Empty Homes Team would encourage owners to bring homes back into use and offer appropriate  advice and support to achieve this.

In response to a question on how poor housing in the private rented sector was being addressed, it was explained that the Housing Standards Team were proactive in dealing with complaints from tenants and offering redress.

A Member ascertained what effort was being made to move from Producer City to a digital based economy.  In response the Strategic Director acknowledge the potential and the need to harness developments in digital technology, however Bradford also had an engineering niche which was growing over time, and that a new industrial strategy will help the Council define its priorities.

Resolved –

That the report be noted and that a further annual report be submitted to this Committee in 12 months time, which gives a breakdown of the costs associated with the work of the Partnership.

ACTION:       Chief Executive