A PLACE TO CALL HOME,
A PLACE TO THRIVE
Housing Strategy for Bradford District
2020 - 2030
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CONTENTS
Foreword 2
A Place in which to thrive 3
The District Setting 6
Maximising Outcomes 9
Key Objective 1- More Homes 11
Key Objective 2 - Quality Homes & Neighbourhoods 19
Key Objective 3 - Homes for All 23
Delivering the Strategy 27
Links to other strategies 28
V_ )
FOREWORD
I am pleased to introduce “A Place to Call
Home, A Place to Thrive; Housing Strategy
for Bradford District 2020-2030”.
The strategy focuses on the role housing
can play in creating healthy, well connected
sustainable and thriving communities as part
of a collaborative drive to improve quality of life
for all.
The strategy sets out the actions the Council
and partners can take to deliver housing
priorities in a way which secures greater health
and well being and economic prosperity. This
is why it is important to acknowledge that
housing interventions alone cannot lead to
fulfilling lives, but housing must be delivered as
part of an overall effort to achieve happy and
successful lives.
Councillor
Alex Ross-Shaw
Portfolio Holder
Regeneration, Planning
and Transport
I am highly encouraged that the commitment
from partners is there to deliver our priorities
and this is evident in all that we do, whether it
is housing delivery, economic, stronger and
cohesive communities, health or social care.
The willingness of our partners to participate
is strong and the future for our District and its
residents is one of optimism and excitement.
I look forward to this housing strategy playing
its part in delivering the best outcomes for our
residents.
2
HOUSING STRATEGY FOR BRADFORD DISTRICT 2020-2030
A PLACE IN WHICH TO THRIVE
Bradford District is a place in which
to live and thrive. The District offers
attractively priced terraced housing
within close knit city neighbourhoods,
quality social housing in well kept
estates across the District, unique
Victorian Squares with spacious family
accommodation, luxury city centre
apartments in modern premises or in
listed buildings, located in architecturally
renowned Little Germany, executive
family homes near stunning countryside,
and homes of character in villages and
towns which are amongst the most
prosperous in the country.
This strategy sets out the vision, priorities
and approach for meeting the housing needs
of the residents of Bradford District in ways
which can contribute to a more productive and
inclusive economy, address health and social
inequalities, tackle the challenge of climate
change and help build stronger communities.
Above all we want to deliver housing
objectives in a way which is inclusive and the
benefits reach everyone.
Everyone in Bradford District should have a
place to call home which meets their needs and
in which they can thrive. Housing has a pivotal
role in making the District a great place to live
and work for everyone - a place where all our
children have a great start in life, where people
are supported to prosper in good jobs, where
people live long and healthy lives and all our
neighbourhoods are great places to live.
The Council and the Housing
Partnership makes this
commitment to ensure that our
housing interventions reach
everyone. We are determined to
ensure that the benefits of this
strategy support people who may
feel excluded by the housing
market, including the most
vulnerable people within our most
deprived neighbourhoods. This
approach will guide us when we
plan, develop, deliver and monitor
our housing objectives. 1
The strategy is a jointly owned strategy by
the Council and the multi-agency Bradford
Housing Partnership. It will be monitored and
reviewed on a regular basis by the Council and
the Bradford Housing Partnership and delivery
will be carried out by a range of housing
and housing related agencies recognising
the reality that housing objectives cannot be
delivered by the Council alone.
HOUSING STRATEGY FOR BRADFORD DISTRICT 2020-2030
3
OUR VISION
Everyone in Bradford District should
have a place to call home which meets their
needs and in which they can thrive
OUR OBJECTIVES
More Homes: We want to increase the supply of homes of the right
type and quality and in the right locations to meet the needs and
aspirations of our diverse and growing population.
We will:
• Increase the rate of house building and provide a range of accommodation, from affordable
homes to the higher-value housing that can attract and retain skilled workers
• Deliver more family housing and increase the supply of larger homes in areas with high levels
of overcrowding
• Focus on meeting the need for affordable homes which meet the needs of people on lower
incomes and first time buyers
• Improve access to more homes by reducing empty homes.
Quality Homes and Neighbourhoods: Our homes and neighbourhoods should be
sensitive to future environmental, demographic and technological change. We want high-quality
homes in neighbourhoods where people want to live and thrive. We want new developments of the
highest quality standards and existing homes retrofitted to create homes that are energy efficient
and adaptable.
We will:
• Deal with the issue of poor quality stock by working together with owners and landlords
encouraging and supporting them to bring properties into good repair, including empty homes
which are causing blight in our neighbourhoods
• Look for opportunities to work with the health sector to deal with health impacts from poor
quality housing and unhealthy neighbourhood environments
• Encourage and support new developments to achieve high levels of sustainable design and
construction standards
• Ensure all new homes meet the Nationally Described Space Standard (NDSS) for internal
space in new dwellings.
Homes for All: We want to ensure that everyone has a place to call home and that vulnerable
residents in our communities are supported to live independently.
We will:
• Offer help to residents with a range of needs to improve their access to suitable housing
• Increase the supply of accessible housing which is able to meet people’s need throughout
their lives
• Support the provision of specialist accommodation
• Help vulnerable people maintain their tenancies and enable a decent quality of life.
HOUSING STRATEGY FOR BRADFORD DISTRICT 2020-2030
MEASURING SUCCESS
We will monitor and report on the
following key targets:
More Homes:
• New Housing
Completions (net), 1,703
per annum minimum
• New Affordable Housing
Delivered, 411 per annum
minimum
Quality Homes and
Neighbourhoods:
• Close the gap between
the number of long term
empty homes in Bradford
District and the West
Yorkshire Average
• An increase in the
number of private sector
homes where housing
conditions have been
improved through
intervention measures
Homes for All:
• An increase in the rates of
successful homelessness
preventions
• Reduce length of stay
in Bed & Breakfast to
no more than 7 nights
(average)
HOUSING STRATEGY FOR BRADFORD DISTRICT 2020-2030
5
THE DISTRICT SETTING
OUR OPPORTUNITIES
Bradford is a district of scale, complexity and
diversity. We are home to 537,000 people
making us the sixth largest city authority in
the UK and by 2037 this will have increased to
around 550,000 people. Bradford is a youthful
district with 142,600 people under the age of 18,
which is 26.4% of the total population making us
the youngest city in the UK.
We have a rich ethnic diversity - Black and
minority ethnic communities make up 36% of
the total population and 153 languages are
spoken in the district. Current and historic
trends in migration have made Bradford a truly
international district that is globally connected,
both in terms of our cultural richness and trading
links. We celebrate diversity and proud to be a
City of Sanctuary welcoming people fleeing war
and persecution.
The district covers some 143 square miles,
and has a mix of urban and rural areas with
distinctive character. Bradford has a wide
range of physical and environmental assets
which makes it an attractive place to live and
invest in. Most of the industrial and residential
development is in the south of the district and
along the valley bottoms, with the city centre of
Bradford forming the heart of the district.
A majority of people live in the urban centres
of Bradford and the freestanding towns of
Keighley, Bingley, Shipley and llkley. Two-
thirds of the district is rural with moorland and
breath-taking countryside landscapes. The
district is also home to the major international
tourist destinations of Haworth and Saltaire (a
UNESCO World Heritage Site).
Bradford is an economy of significant scale that
is worth £10.1 billion and is the ninth largest city
economy in England. We are home to 15,785
businesses employing 206,000 people in the
District and over 250,000 people across the
UK as a whole; with a combined turnover of
more than £30 billion. Bradford District attracts
over ten million visitors a year with more than
784,000 visitors staying overnight. Visitor spend
is estimated to be over £430million per year.
Above all, the District is confident and has
strong partnership and stakeholder involvement
working to secure successful outcomes for the
Districts residents - not just housing outcomes
but economic, health and care, education,
community and tackling poverty.
OUR CHALLENGES
The District faces a number of housing
challenges. Our population is growing and
changing, increasing the need for new and
suitable homes to be delivered, but the supply of
new homes has not been growing fast enough.
The District need is not just for more homes but
homes for a diverse population with differing
need including homes for larger families and
those which meet cultural needs, homes
adapted for people with disabilities and homes
which are inclusive and accessible for a range of
needs and changing circumstances.
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HOUSING STRATEGY FOR BRADFORD DISTRICT 2020-2030
The District has a growing population of older
people aged 65 and over that is expected to
increase by 39.5% to around 113,000 by 2037
adding pressure to provide housing which is
suitable for our ageing population.
Our housing legacies are directly linked to
the District’s industrial past with 5,800 listed
buildings and about a third of all houses built
before 1919. Older stock is disproportionately
represented in the private rented sector.
There has been a reduction in the number
of long term empty homes in the district,
which has had a positive impact on improving
neighbourhoods and meeting housing needs.
However, there are still a number of long term
empty homes which are causing serious blight
in their neighbourhoods, which need concerted
action and intervention.
In order to both retain and attract residents
and investment into the district, we need to
provide a range of housing including affordable
housing and higher value housing. Symptoms
of insufficient housing supply are evident across
the district: overcrowding has increased to nearly
10% of households, and homelessness has
increased significantly during the last decade.
Access to affordable housing is a major issue
in the District. The proposed Core Strategy
has identified the need for around 1,700 new
homes a year of which over 400 will need to be
affordable homes. Inaccessible home ownership
and housing benefit reform is making housing
less affordable for many households.
The District is polarized in terms of high and
low income households, which has an effect
on how the housing market operates. The
areas with the highest concentrations of low
income households are also associated with
the poorest quality housing stock, overcrowding
and empty properties, and the resultant effects
of poor health and poor quality of life in general.
These households despite living in areas with
the most affordable homes often face the worst
affordability constraints.
Key health indicators including life expectancy
and infant mortality show that Bradford still
lags behind regional and national averages
in terms of the health and wellbeing of our
residents. Housing has a big part to play not only
in improving health and wellbeing, but also in
improving financial stability for households.
Unemployment and worklessness are high in
Bradford. Youth and long term unemployment
are significant challenges for the district,
particularly for the inner urban areas of Bradford
and Keighley and some outlying housing
estates.
HOUSING STRATEGY FOR BRADFORD DISTRICT 2020-2030
The economic dynamics of the sub-region are
key to the District’s future trajectory. How the
economy grows will determine how the housing
market is shaped.
OUR APPROACH
Housing will play a pivotal role in helping the
District and its people realize its ambitions and
the Council and partners will work towards
addressing the issues identified in this strategy.
We will focus on meeting the need for more
homes, homes which are affordable, of good
quality and sustainable.
We will deal with poor quality stock by working
together with owners and landlords encouraging
them to bring properties into good repair.
We will look for opportunities to work with the
health sector to deal with health impacts from
poor quality housing.
We will focus efforts on effective place-making
and to turn round neighbourhoods in decline.
We will ensure that sections of the population
that find it difficult to maintain their independence
are supported such as the homeless, those with
complex need, older people, those with physical
disability and Learning Difficulties, Care Leavers
and many others requiring support.
This strategy recognizes that we cannot
achieve our housing objectives without
working with others so we will strengthen
partnership working and deliver outcomes for
all to the best of our ability.
8
HOUSING STRATEGY FOR BRADFORD DISTRICT 2020-2030
MAXIMISING OUTCOMES
In delivering the vision and objectives we
will ensure, alongside our commitment to be
inclusive, that we deliver in such a way that
there is maximum benefit realized for our
communities.
This means that the new homes we build
are green, safe, and in inclusive and distinct
neighbourhoods that create healthy communities
for all; maximizing outcomes by adopting a
successful place making approach.
We will place quality at the heart of our
intervention, not just in terms of building quality
housing but turning round neighbourhoods
in decline and ensure that the impact of
poor quality is addressed and healthy living
supported.
In our quest to provide the homes we need
we must ensure that those sections of the
population that need assistance to secure a
better quality of life are supported and that the
benefits from good quality housing and thriving
neighbourhoods reach all sections of the
population.
In delivering our 3 key objectives of More Homes, Quality Homes & Neighbourhoods, and
Homes for All, we will aim to:
IMPROVE AFFORDABILITY
Supporting residents struggling to afford access to
housing or meet their housing costs
PROVIDE EFFECTIVE PLACE MAKING
Exploring ways to regenerate our communities
and secure well designed neighbourhoods that
people want to live in
SUPPORT HEALTHY LIVING
Ensuring housing actions take into account health
impacts and help to improve people’s wellbeing
4
PROVIDE SUSTAINABLE HOUSING IN
SUSTAINABLE NEIGHBOURHOODS
Delivering housing that enhances environmental
wellbeing and address our net zero carbon
commitment
HOUSING STRATEGY FOR BRADFORD DISTRICT 2020-2030
9
r
IMPROVE AFFORDABILITY
Many people in the District struggle to access housing
either to buy or to rent primarily due to low incomes.
We will support residents struggling to afford access
to housing or meet their housing costs.
This can be done by increasing the supply of affordable
housing by working with our social partners, developers
and Homes England. Another way of addressing
affordability is by improving incomes and we will work
with the Economic Partnership and City Region partners
to bring better paid jobs into the District and increase
skills levels. We will support advice agencies to help
people maximize benefits take up and manage budgets
and debt.
Those who own their own homes are sometimes unable
to afford to keep up with mortgage payments and to
afford the costs of keeping their properties in good repair.
Both renters and owners struggle to pay for utility costs
and can end up in fuel poverty. We will help people
reduce their housing costs by tackling fuel poverty
through measures such as making homes more energy
efficient, promoting energy efficiency schemes and
encouraging owners and landlords to improve properties.
" *
SUSTAINABLE HOUSING
IN SUSTAINABLE
NEIGHBOURHOODS
A poor quality environment affects everyone’s health
and wellbeing and not reducing our carbon footprint
will make matters worse. We will ensure that we deliver
housing objectives in a way which meets the needs of
the current generation without compromising those of
future generations.
Bradford District declared a climate emergency in
January 2019 and will work with the West Yorkshire
Combined Authority to deliver on our regional ambitions.
We aim to be a zero carbon District by 2038.
The Council has produced, ‘Homes and
Neighbourhoods: A guide to designing in Bradford’
which sets out how we will create ‘green, safe, inclusive
and distinct neighbourhoods that create healthy and
sustainable communities for all’. Our Design Guide
sets out 8 priorities which address local needs and
issues, reflecting what is important to our residents and
stakeholders. It is not just about visually attractive homes
and neighbourhoods, which appeal to the senses, but
it is critically about creating healthy, safe, inclusive,
accessible, sustainable, prosperous, affordable homes
and neighbourhoods connected to good transport
networks, with easy access to employment and well
served by public services. The guide will act as a
supplementary planning document to support the Local
Plan Core Strategy and to provide detail on how to
interpret and deliver it.
' *
SUPPORT HEALTHY LIVING
Having a good quality, warm and safe home is an
essential prerequisite of wellbeing and good health.
We will ensure housing actions take into account
health impacts and help to improve people’s wellbeing.
This strategy recognises that housing is a key
determinant of health and it commits the council and its
partners to support the Guiding Principles contained
within: “Connecting people and place for better health
and wellbeing, Joint Health and Wellbeing Strategy
for Bradford and Airedale, 2018 - 2023”. The Housing
Partnership will work closely with the Health & Wellbeing
Board to deliver shared outcomes and the close working
relationships developed over many years between the
Care and Health sectors will continue to be delivered in
line with the “Happy, Healthy & At Home” plan.
Not being able to find suitable accommodation or living
in poor quality or hazardous accommodation is bad for
health and wellbeing often leading to stress and anxiety
which can lead to more serious mental health issues.
Bradford District with its ‘Homes & Neighbourhoods,
a guide to designing in Bradford’, is going a lot further
by requiring developers to place healthy homes and
neighbourhoods at the forefront of their development
proposals, ensuring residents have access to green
spaces and healthy environments which result in good
health and wellbeing.
* *
EFFECTIVE PLACE MAKING
Our neighbourhoods are our first and foremost focus.
Our Place Making approach is to place the community
at the heart of our efforts to make great places for all.
We will explore ways to regenerate our communities
and secure well designed neighbourhoods that people
want to live in.
The main focus of place making and place shaping
is to make neighbourhoods, areas, villages, towns
and cities well connected and sustainable places that
everyone can enjoy. A strong strategic housing role will
be developed by the multi-agency Housing Partnership
by working with a wide array of planners, economic
strategists and transport planners to ensure new housing
developments contribute to creating great places and
a place to call home, and help develop stronger, more
cohesive communities which foster community spirit.
The housing partnership will play a lead role in
neighbourhood management strategies and encourage
greater collaboration with economic development and
regeneration initiatives in order to realise the benefits
of economic growth and inward investment. Providing
quality housing developments will help to create places
where people can thrive and where residents will be
proud to live.
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HOUSING STRATEGY FOR BRADFORD DISTRICT 2020-2030
KEY OBJECTIVE 1: MORE HOMES
We want to increase the supply of homes of the right type and quality and in the right
locations to meet the needs and aspirations of our diverse and growing population
THE EVIDENCE
• The number of dwellings in the District
total about 218,000. 65% of this is owner
occupied, 15.4% social housing, and 19.6% is
private rented or living rent free. About 9,600
are not occupied.
• Bradford District has a population of
537,000 representing 10% of the Yorkshire
& Humber population (ONS mid year 2018).
The population is predicted to grow by 2.4%
over 2019-2037 reaching to 549,540. This
growth rate represents a slowdown after a
significantly larger growth rate of 14% since
2001 .
• Over a quarter of the population is between
the ages of 0-17 years, making the city the
youngest in the country. The District has a
median age of 36.2 compared to the England
average of 39.9 and Yorkshire & Humber of
40.
• The District also has an increasing number of
older people aged 65 and over representing
15% of the population. This group is expected
to grow by 39.5% by 2037 to about 113,000
adding pressure for housing which is suitable
for an ageing population.
MODERN METHODS OF
CONSTRUCTION (MMC)
MMC have been around since World War
2 but have become popular in recent years
with climate change and sustainability rising
up the national and international agenda.
MMC is a definition framework created by
government which has seven categories
of modern construction services. It seeks
to aid collaboration and adoption of pre¬
manufacturing, site based materials and
process innovations. These include factory
produced, pre-engineered, building units which
can result in quicker methods of as much as
30% than traditional construction. There is
less waste both during construction and when
occupied and reduced carbon emissions
and improved health and safety. With quicker
delivery, revenue streams are accelerated
when properties are rented out. To add to
this method of construction some Housing
Associations are going further such as Accord
in the Midlands that are building plastic free
homes not only minimising its use during
construction but using alternative materials for
kitchens, bathrooms and windows.
HOUSING STRATEGY FOR BRADFORD DISTRICT 2020-2030
11
NUMBER OF HOMES IN 2018
PRIVATE
RENTED OR
RENT FREE
AVERAGE HOUSE PRICES
IN THE DISTRICT
12
HOUSING STRATEGY FOR BRADFORD DISTRICT 2020-2030
• There has been a noticeable fall in net
migration and more people are leaving
the District than coming in. Young adults
and family groups are moving out mainly
to neighbouring Districts. However more
people have moved to Bradford District from
our largest neighbour, Leeds.
• Bradford District became more ethnically
diverse between 2001 and 2011. The
largest proportion of the population
identified themselves as White British
(63.9%) in the 2011 census which is a large
reduction from 76% in 2001.
• The Pakistani population is the largest
section of the Black & Minority Ethnic
population in the District and also the
largest grouping in any local authority area
in England. It stands at 20.4% which is an
increase of 6% since 2001.
• The majority of Pakistani and South
Asian households reside in inner urban
wards which exhibit high levels of multiple
deprivation.
• The two key indicators of insufficient
supply of housing are homelessness and
overcrowding. The Council public survey,
carried out by arc4 in 2019, identifies that
2,552 households are either homeless or in
Temporary Accommodation and a total of
15,410 are living in overcrowded conditions.
CHALLENGES
• The District need is not just for more homes
but homes for a diverse population with
differing need including homes for larger
families and those which meet cultural
needs, homes adapted for people with
disabilities and homes which are inclusive
and accessible for a range of needs and
changing circumstances.
• Building housing which is suitable for
people with specific needs such as older
people and those with disabilities especially
requiring level access accommodation can
prove to be financially unviable.
• Care must be taken however as the
expectations of older people are changing
NEW HOMES WITH ELECTRICAL
CHARGING POINTS
Like many other busy places, Bradford District
has areas of poor air quality which is having
an effect on the health of residents. Bradford
Council began to require electrical vehicle
charging points on every new property via
development control policy in 2013 and this
has led to an increase in the uptake of electric
vehicles and improvements in air quality.
The government is currently consulting on
introducing national policy to follow Bradford’s
lead nationwide. The policy was acknowledged
as good practice in 2015 with a national
planning award.
and traditional forms of housing for older
people may not be meeting needs as older
people are saying they want to stay in their
own homes.
• Developer feedback shows that Bradford
District is disadvantaged in the competition
for new investment as a result of a lack of
supply of suitable allocated sites. Delays in
the plan preparation process were found to
be causing frustration amongst those keen
to invest in the District.
• There are 9,792 extant planning
permissions accounting for 23% of the
Core Strategy target (Housing Land Supply
HOUSING STRATEGY FOR BRADFORD DISTRICT 2020-2030
13
Update March 2018). 60% of these are on
Previous Developed Land (PDL) which
can prove more challenging to deliver
as a result of the physical constraints.
As a consequence some of these extant
permissions may not be delivered.
• Delivering housing in areas where standard
volume house builders have not been
active, primarily brownfield urban areas,
often requiring more regeneration related
interventions.
• Limited capacity in Council teams to
promote and drive forward housing delivery
on stalled sites.
• Barriers to development identified in a study
by Cushman and Wakefield are: weak
purchaser demand; land supply/release;
local resistance; and high development
costs due to topography constraints.
Whilst developer confidence has improved
recently the underlying market weakness
remains due to low values and high costs.
• Our Industrial legacy has left behind many
former mills and premises, many listed,
which are costly to convert.
NEW BOLTON WOODS
"URBAN VILLAGE”
The New Bolton Woods Urban Village is a
new £150m development between Shipley
and Bradford City, with good transport links
and adjacent to Frizinghall railway station.
It will provide over 1,000 homes and will be
complemented by shops, schools, medical
centre and sports facilities. The project has
been in the planning stages since 2012 and is
led by Canal Road Urban Village Ltd (CRUVL),
a partnership between URBO and Bradford
Council. The first phase, to provide 50 new
homes, 20 of which are social housing, was
completed in 2014. The next 145 homes
are currently under construction and due to
be completed in 2021. After that will be the
development of a further 250 homes along with
an access road to allow the development of
up to 700 homes on the Bolton Woods Quarry
site. The entire development may take up to
15 years and will form a new village rather
than another suburb of Bradford, creating a
new community which will stimulate business
growth and investment in this part of the
District.
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HOUSING STRATEGY FOR BRADFORD DISTRICT 2020-2030
OUR APPROACH TO DELIVERY
r\ * Our Partial Review of the Core Strategy aims to maximise brownfield regeneration opportunities and
U I J allows a limited release of Green Belt land in sustainable locations. The overall level of housing growth
* per annum is proposed to be lowered from a minimum 2,476 dwellings to 1,703, with 411 of this to be
affordable.
We ' m Pl ement the Housing Delivery Test Action Plan which sets out a number of practical
UZ > measures such as strengthening the Council supporting and enabling role in housing delivery and to
use interventions to unlock sites to enable housing delivery on unviable sites.
#*** We will work via the Local Plan to secure effective place- making and master planning at area and
UO " neighbourhood levels and explore opportunities for regeneration and establish robust partnerships to
make it happen.
fl / t We wil1 rec l uire architects, designers and developers to use our Design Guide, “Homes &
U4 r Neighbourhoods: a guide to designing in Bradford”, to create green, safe, inclusive and distinct
neighbourhoods that create healthy communities for all.
05
We will work strategically and collaborate with our Leeds City Region partners to ensure effective delivery
of the Regions housing and economic needs.
ft i We will ensure more empty homes are brought back into use in line with the Empty Homes Action
U O M Plan to add to the supply of accessible stock.
>
07
ii >
We will work with developers to understand and overcome the barriers they face when seeking to develop
in the District.
ft ft We will ensure that the strong qualities of the housing market and the economic opportunities and
UO M potential in the District are promoted.
We will ensure new homes are sustainable and consider climate change impacts and continue to require
developers to provide electric charging points in every new home.
EMPTY HOMES ACTION PLAN
Reducing the number of empty homes remains
a high priority. Our Empty Homes Action Plan
reinforces our commitment to achieve this and is
predicated on:
• Preventing properties becoming empty in the
first place
• Partnership approach to tackling empty
homes
• Practical solutions to bring empty homes back
into use
The Plan consists of specific tasks such
as educating owners about the impact on
neighbours and the community of keeping
properties empty, providing financial assistance
as part of regeneration schemes; enforcement
action when necessary.
HOUSING STRATEGY FOR BRADFORD DISTRICT 2020-2030
15
HOW WE WILL MEASURE SUCCESS
n * k An increase in net additional homes meeting our minimum target of 1,703 new homes per year
^ 1 (Core Strategy Partial review proposed target)
. Deliver a minimum of 411 affordable homes per year (Core Strategy Partial review
^ ^ proposed target)
03
Provide new housing in the places where needed in line with targets in the Core Strategy
Partial Review
/ -
SUSTAINABLE
DEVELOPMENTS
The Council Design guide, “Homes &
Neighbourhoods, a guide to designing
in Bradford”, directs planning applicants
to Air Quality & Emissions: Technical
Planning Guidance and West Yorkshire
Low Emissions Strategy 2016-2021
which Bradford Council has signed up
to. Factors such as public transport
and active travel (e.g. walking and
cycling); integrating trees and planting;
incorporating electrical vehicle charging
points and other infrastructure supporting
low emissions vehicles; and ensuring
everyday amenities and services such
as convenience stores and schools
are located within reasonable walking
distances. A low carbon development
is also promoted with a multitude of
ways to integrate and embed low carbon
strategies, including modern Methods of
Construction. The guide directs applicants
to ensure that a development’s location,
density and all aspects of transport are
carefully planned, particularly to minimise
the use of cars. Sustainable drainage will
make good use of water and reduce the
risk of flooding. The effects of sun and
wind must be considered in such matters
as passive solar gain, shading, and the
microclimate of public spaces. The energy
demand for heating, lighting, hot water
and cooling should be minimised and low
carbon energy to collect separated waste
streams and minimise the impact of the
waste collection system on the public
realm.
s_/
16
HOUSING STRATEGY FOR BRADFORD DISTRICT 2020-2030
Oxenhope
DELIVER HOUSING IN THE
PLACES THEY ARE NEEDED
The Core Strategy forms an essential part of the
Local Plan for the District setting out strategic
planning policies to help determine planning
applications. A partial review was carried
out in 2019 of the Core Strategy in light of
significant changes to planning policy
and local strategies since the adoption
of the plan. The revised draft plan sets
out a planning policy to meet our
revised housing growth needs in full, to
be delivered by maximising brownfield
regeneration opportunities and requiring a
limited release of Green Belt land in sustainable
locations.
The Partial Review of the Core Strategy states that
planning decisions as well as plans, strategies,
programmes and investment decisions should
seek to transform economic, environmental,
physical, and social conditions of the District, in
particular the Regional City of Bradford including
Bradford City Centre, Shipley and Canal Road
Corridor, key regeneration areas, including
Manningham and Holme Wood, and Leeds
Bradford Corridor, as well as Keighley, Airedale,
and Shipley.
Growth will occur in the places where homes are
most needed and where best use of land is made.
The review proposes to reduce the housing target
from the previous target of 2,476 homes per year
to a minimum of 1,703 with 411 of these affordable,
using the new government methodology. Over
70% of housing growth will be focused in the
Regional City Area with the target for Bradford
City Centre itself increased from 3,500 to 4,000
homes.
Wilsden Heaton
• Little • Manningham
>en olme Thornton Ho ^ 011 RrflAforH
THE
BRADFORD
DISTRICT
Clayton
Queensbury
• Wibsey
Holme Wood
Road Corridor offers the opportunity to establish
new successful mixed neighbourhoods alongside
new employment opportunities. It also provides
an opportunity to neighbouring communities, such
as Manningham, to benefit from the optimism and
confidence created by the new area.
In inner city areas of Manningham and Little
Horton, existing successful regeneration plans
can act as a basis for high quality housing to
complement key employment sites. This can be
aided by employer and developer engagement
to create housing growth and turn round these
deprived communities into sustainable places
where people would choose to live and in which
to thrive.
To allow the delivery of the plan in full the Council
will need to find land in the Green Belt for about
5,000 homes, representing a large reduction from
the previous 11,000 recorded in the adopted Core
Strategy.
Major regeneration and neighbourhood renewal
opportunities include a sustainable urban
extension at Holme Wood alongside action to
increase incomes and potential benefits from
the proposed South East Link Road. Principal
towns and settlements such as Keighley, Bingley
and Silsden also provide opportunities for
regeneration and renewal. The Shipley & Canal
The Bradford Top of Townscape Heritage
Scheme, Forster Square Station improvements,
development of a new “City Village” in Bradford
City Centre, and the plan to redevelop city
centre markets at a value of £21 m will improve
the city offer considerably and provides a major
opportunity to significantly promote city living.
The Northern Powerhouse Rail project and
plans for the City Region Transit Network will
create opportunities to improve connectivity in
a significant way and act as catalysts for new
residential and commercial development within
key gateways and corridors.
HOUSING STRATEGY FOR BRADFORD DISTRICT 2020-2030
17
THE ROLE OF SOCIAL HOUSING
It is recognised by all that more social housing
is key to extending the benefits of affordable
and social housing to more households.
Bradford District has a range of Social
Housing Providers, or Housing Associations,
from the largest Incommunities with over
22,000 properties, to Black & Minority Ethnic
led Manningham Housing Association with
about 1000 homes, meeting the needs of an
ethnically diverse population. Another home
grown association is the Accent Group which
now operates nationally but still retains a
strong local focus.
Partnership working with the Council is strong
with involvement and engagement of most
landlords operating locally. The Council will
continue to work with our Social Landlords
to meet our affordable housing targets. We
will also explore with our partners how we
can develop the wider agenda of tackling the
effects of poverty and to influence broader
health and wellbeing outcomes. The Council
will work closely with social landlords to
improve tenant participation and to develop
an integrated and more effective tenant
engagement framework.
There is plenty of valuable work being carried
out by Social Landlords in the District beyond
just managing stock. These organisations
play a meaningful role in supporting tenants
by offering training and help to secure jobs,
and advice to manage debts etc. Some social
landlords such as Incommunities, Accent
Group and Yorkshire Housing are participating
in the Housing First pilot and providing
much needed accommodation for this highly
challenging client group.
BRADFORD Y0UTHBUILD
Bradford Youth Build, a successful example
of social housing providers collaborating with
the Council, was developed in year 2000 by a
desire to bring empty homes back into social
housing. Bradford Youth Build Trust was set
up from an idea by two local social housing
providers, Accent and Manningham, and the
Council to offer disadvantaged young people
a chance to gain construction experience
on site whilst empty properties were
being refurbished. The Council and BYBT
established a programme of purchase, repair
and social letting linked to training. BYBT
became a local entity with high ambitions to
improve skills amongst local youth. Activities
are funded by income generated from
BYBT’s property portfolio which stands at 22
properties. These provide accommodation
for tenants at affordable rents. A construction
training centre is also leased to a local college.
BYBT also funds local projects which support
skills training and development. This includes
funding Bradford Works, a local environmental
social enterprise.
INCOMMUNITIES GEM
PROGRAMME
GEM, Graduate Employment Mentoring, is
a training programme for graduates initiated
and developed by Incommunities recognising
that graduates need encouragement and
support and further skills training to make a
successful career in the housing sector. GEM
has been recognised as a ground breaking
gradate training scheme by the housing
sector and beyond helping to build the careers
of many a young graduate. Incommunities
Centre for Partnership offers a 12 month
learning experience with a range of housing
associations and Council’s in England and
Scotland. The scheme is accredited by the
Chartered Institute of Housing (CIH) with
students studying for a level 4 qualification.
Since 2009 the programme has trained
over 150 graduates and over 70% of those
completing the course are currently working
within the housing sector.
18
HOUSING STRATEGY FOR BRADFORD DISTRICT 2020-2030
KEY OBJECTIVE 2:
QUALITY HOMES AND NEIGHBOURHOODS
We want high-quality homes in neighbourhoods where people want to live and
thrive. We want new developments of the highest quality standards and existing
homes that are energy efficient and adaptable
THE EVIDENCE
• Almost 31% of the District stock was built
pre 1919 and is occupied by households on
low incomes. These are typically located
in inner urban areas. Almost half of the
dwellings were built between 1919 and 1982
and 21.5% were built between 1983 and
2018.
• In October 2019 there were 4079 long term
empty homes.
• The private rented sector has increased
significantly in size during the last decade
from 11% in 2008 to almost 20% in 2019.
• As a result of significant levels of
investment, the social stock of about 33,000
homes, owned by around 20 Housing
Associations, generally meets the Decent
Homes Standard and is well maintained.
Incommunities, our stock transfer company,
owns two thirds of the social stock - 6% of
social stock contained Category 1 Hazards
(excess cold and fall hazards) when the
BRE carried out a study on behalf of the
Council in 2015.
• The BRE study found that in the private
stock 14% of owner occupied homes had
Category 1 Hazards, and the private rented
sector had 26% i.e. the private rented stock
contains proportionately greater levels of
properties in poor states of repair than other
tenures.
• Fuel poverty affects 15% of households in
the owner occupied stock, 18% in social,
and 28% in the private rented stock. In the
private rented sector over 11% of dwellings
were rated with Energy Performance
Certificate (EPC) at below Band E.
HOME HEATING, INSULATION
AND RENEWABLE SOURCES OF
ENERGY
Insulation offers one of the most cost effective
ways to conserve heat within the home as
walls, roofs and floors lose a great deal of heat
if these are not properly insulated. Energy
bills can be considerably reduced if the home
is properly insulated, draught- proofed and
windows double glazed. Hot water cylinders
should be lagged; old boilers replaced with a
condensing boiler, and consideration given to
switching to a “green” supplier. Households on
low incomes and welfare benefits may be able
to access government funded insulation and
boiler replacement schemes. The Renewable
Heat Incentive (RHI) is a government
financial incentive available to home owners
and landlords (social and private) which
pays them for using renewable heat. It
is administered by the Office of Gas and
Electricity Markets (Ofgem) and contributes to
the UK’s responsibility to meet its target of 15%
renewable heat generation by 2020. Those
joining the scheme receive quarterly payments
for seven years for the clean, green, renewable
heat the system produces.
HOUSING STRATEGY FOR BRADFORD DISTRICT 2020-2030
19
HOMES IN THE
£71 m
£22m
NEEDED TO REMEDY COLD & DAMP AND
FALLS HAZARDS (CATEGORY 1) IN THE
DISTRICT'S HOUSING STOCK
OF THIS TO REMEDYTHE PRIVATE
RENTED STOCK
CHALLENGES
• The cost of remedying the worst conditions
in the private sector .i.e. just the Category 1
hazards, is estimated at £71 m with the cost
of remedying the private rented stock alone
estimated at £22m.
CHAIN STREET
A successful partnership between
Incommunities, Bradford Council, Homes
England, Barnfield Construction, and Quality
Social Housing (QSH) who worked together
to deliver high quality affordable homes in the
Chain Street area near Bradford City Centre.
This was quality conversion of run down flats
into 16 highly attractive, high quality homes for
social rent with a significant improvement to
the street scene including a linear park which
has added well needed greenery into the
neighbourhood.
• The highest concentrations of hazards
are found in some of the poorest wards
in the District such as City, Manningham,
Bowling & Barkerend, exacerbating and
compounding poverty and health impacts.
• Whilst social stock is in relatively good
condition, our Housing Association partners
will need to continue to keep them in good
states of repair.
• The District has many wards characterised
as low income, high dependency with
some wards containing as many as half its
residents on incomes lower than the lower
quartile of £19,000. Most inner city wards
exhibit high levels of multiple deprivation.
• Many of the District’s inner urban Wards
are populated primarily by Black & Minority
ethnic households, particularly South
Asians which results in a district which is
segregated along ethnic lines.
• In terms of multiple deprivation, the District
is ranked 19th most deprived local authority
in England and the 2nd most deprived in the
Yorkshire & Humber region (after Kingston
Upon Hull). Whilst areas in the District
such as llkley and Wharfedale are ranked
amongst the least deprived in the Country,
some of the inner urban wards in Bradford
City and Keighley are amongst the most
deprived ten per cent in England.
20
HOUSING STRATEGY FOR BRADFORD DISTRICT 2020-2030
CREATING HEALTHY PLACES
The Council’s Core Strategy Partial Review report includes a comprehensive
new “Creating Healthy Places” strategic policy which aims to maximise health
and wellbeing gains from development proposals and to ensure that negative
impacts are designed out or mitigated. There is also a new policy focus on bio¬
diversity net gain, which requires developers to ensure habitats and wildlife
are enhanced and left in a measurably better state than they were found pre¬
development.
The Council and partners are also keen on improving air quality as poor
quality air is having an effect on the health of residents. A plan is currently
being developed to improve air quality, and Bradford has become the first
place in the UK to monitor air quality using high tech public phone boxes.
Several BT InLink UK digital street units installed in the city centre have in-built
modular sensors which collect air quality every minute. This data is available
to the public and raises public awareness of air quality in the District.
OUR APPROACH TO DELIVERY
01
02
03
04
05
06
07
08
09
10
11
The Council will continue to make Home Appreciation Loans available. These are equity based loans
paid back when the house is sold or when inherited with no monthly payments to help homeowners who
struggle to maintain their homes due to lack of resources.
We will ensure more empty homes are brought back into use in line with the Empty Homes Action Plan
and alleviate the blight caused by problematic empty homes.
The Council’s Housing Standards team will apply the 3E’s approach to secure quality in the private
rented sector and when dealing with empty homes: Education, Encouragement, and then Enforcement,
as a last resort.
The Council, social and private landlords and the West Yorkshire Fire Service will work together to
ensure high rise blocks are safe to live in and meet the required safety standards.
Various Council Departments, social and private landlords, Police and other agencies will work together
to deal with neighbourhood problems such as anti-social behaviour and nuisance.
The Council and partners will work together to explore opportunities to regenerate and remodel
neighbourhoods and lobby government for regeneration and renewal funding.
The Council will assess development proposals against the principles and approach set out in our
Design Guide, “Homes & Neighbourhoods”, to deliver quality homes and neighbourhoods which are
healthy by reducing emissions and promoting clean air.
The Council will use the Private Sector Lettings Scheme to ensure that private landlords bring their
properties to required standards when accommodating clients from the District Housing Register.
The Council and the Housing Partnership will strengthen links between housing and health partners to
examine ways to improve the health of the population through housing interventions which lead to better
health outcomes.
We will improve strategic engagement of the housing sector in the work of the Economic Partnership to
find ways to improve income levels and to use housing interventions to benefit the local economy.
We will consider the effects of segregated communities and explore ways to cross ethnic divides and to
support balanced communities which creates cohesive neighbourhoods.
HOUSING STRATEGY FOR BRADFORD DISTRICT 2020-2030
21
HOW WE WILL MEASURE SUCCESS
01 )
^ An increase in the number of private sector homes where housing conditions have been improved
02 )
^ Reductions in the number of empty homes particularly long term problematic empties
03 )
^ More energy efficient homes and fewer households in fuel poverty
04 )
^ Ensure all licensable Houses in Multiple Occupation are licensed
( -\
THE 3 E P S:
EDUCATION, ENCOURAGEMENT,
ENFORCEMENT
Our approach in the Council’s Private Sector
Housing Team is to educate landlords and
encourage them to put things right. If that fails we
will use enforcement powers as last resort.
• Emphasis on responsibility of the home
owner and reduce dependency on public
sector assistance
• Focus on problematic empties and HMO
licensing
• Responsive and proactive approach to
improve conditions in the rented sector
• Help targeted on vulnerable people via equity
loans and assistance
s._>
- \
QUALITY HOMES & NEIGHBOURHOODS
THROUGH NET ZERO CARBON
Bradford Council declared a climate emergency in
January 2019. This was followed by a declaration
in July 2019 by the West Yorkshire Combined
Authority, of which Bradford Council is a Member.
The WYCA ambition is to become a net zero carbon
city region by 2038 with significant progress by
2030.
The Leeds City Region Energy Strategy and
Delivery Plan were adopted and is progressing with
a particular focus on buildings, transport, energy and
industry.
Recent research from the Tyndall Centre
recommends an immediate programme to cut
emissions by 13% per year to deliver a Paris
Agreement aligned carbon budget. Regional
housing-related energy efficiency and fuel
poverty programmes including Better Homes
Yorkshire have made progress but there is major
acceleration required to improve housing quality
and environmental performance.
Work is underway in Bradford District to establish
a City Centre Clean Air Zone which should result
in significant reduction in emissions in future
years.
Research by Tyndall Centre says that in the
District 38% of emissions come from housing,
27% from transport, and 35% from industrial and
commercial.
22
HOUSING STRATEGY FOR BRADFORD DISTRICT 2020-2030
— \r—\r
KEY OBJECTIVE 3: HOMES FOR ALL
Whilst many households in the District are suitably housed there are a range of
groups which require help and assistance to lead better quality of life.
THE EVIDENCE
• The number of people aged 65 and over is
projected to increase from 81,000 in 2019 to
113,000 by 2037, a 39.5% increase. The 75
plus will increase by 56.7% and 85 year plus
by 68.5%.
• The level of people diagnosed in the District
with dementia is increasing, partly due
to improved and earlier diagnosis, with
an estimated 5000 people living with the
condition currently.
• Estimates of people with a Learning Disability
vary between 8000-9400 but represent
significant challenges for housing, care and
support providers.
• A household survey on behalf of the
Council carried out by arc4 identified
29,372 households in housing need which
includes 15,410 overcrowded, 4,795 with
mobility impairment living in unsuitable
accommodation, and 2,552 under notice or
with lease coming to an end.
• Fuel poverty affects 15% of households in
the owner occupied stock, 18% in social, and
28% in the private rented stock.
• Pressure on the Council’s Housing Options
team has been rising with homelessness
approaches increasing year on year since
2010 with over 9,000 approaches during
2018/19.
• The household survey identified 86,929
people with disability or long standing
illness, with 26,430 residents with physical
disabilities, 10,942 with visual impairment,
and 18,848 with a mental health problem.
• The District contains 1,206 cared for children
and 556 care leavers are over 16. Some of
the biggest challenges are housing related
particularly support to this client group to
maintain a tenancy and to live independent
lives. The Council’s responsibility as a
Corporate Parent whilst robust is being
BRICSS
Bevan Healthcare and Horton Housing
Association teamed up to establish BRICSS,
Bradford Respite Intermediate Care and Support
Services. Both organisations provide support
to some of the District’s most vulnerable people.
Their respective expertise in helping vulnerable
people was put to good use in this scheme.
An example of BRICSS enabling clients to
move into independent living is client N who
had surgery to remove his bowel. N became
homeless and started sleeping rough, he was
drinking heavily and unable to manage his
stoma. He contracted an infection and was
admitted into hospital. N deteriorated into a
coma and was nursed on intensive care for
several months. Once he was well enough,
N was discharged into BRICSS where he
was supported with medical appointments,
medication and managing his stoma. N made
great progress in terms of self care and alcohol
recovery and has since maintained abstinence.
Whilst in BRICSS, N was diagnosed with type
2 diabetes. He engaged well with healthcare
and through balanced nutrition was able to
better manage his diet and weight. N found
recovery emotionally challenging and received
lots of support and encouragement from
staff. N’s confidence and resilience increased
significantly, he regained his driving licence
and used his past experience as a chef to
cook Sunday dinners for his fellow residents. N
moved to lower level supported housing within
Horton. This provided him with the right balance
of support and a stepping stone towards
independent living.
developed to treat looked after children as
special and our care and support to be as
personalised as possible.
• With over a quarter of the population made
up of young people we will have pressures
associated with educational attainment
for children living in sub standard and
overcrowded accommodation and transition
towards adulthood and independent living.
HOUSING STRATEGY FOR BRADFORD DISTRICT 2020-2030
23
TOTAL PEOPLE WITH DISABILITIES 86,929 of which:
26,430 10,942 18,848
PHYSICAL
DISABILITIES
VISUAL
IMPAIRMENTS
MENTAL
HEALTH ISSUES
1,400
PEOPLE WITH COMPLEX
NEEDS PLACED IN SUPPORTED
HOUSING EACH YEAR
9,100
WHEELCHAIR ADAPTED
HOMES NEEDED NOWOR IN
THE NEXT 5 YEARS
At a recent engagement event participants identified at least 30 groups with specific need requiring
assistance including mental health problems, Domestic Abuse, old age, homelessness, offending history,
drug and alcohol abuse, Learning Disability, physical disabilities, money issues
• Bradford District is ethnically diverse with
64% classed as White British, total Black
and Minority Ethnic 36%, with the South
Asian population 26.8%, and the largest
grouping amongst the BAME being the
Pakistani population representing 20.4% of
the population (Census 2011).
• The 2011 census identified there were 424
gypsy and traveller households of whom
76.4% lived in general housing and 23.6%
in caravans.
• On relative affordability of alternative
tenures, the analysis found that there are
no tenure options which are affordable
for households on lower quartile incomes
(£19,000 per annum).
• 1,400 people with complex need are placed
in supported housing each year.
• Around 12,000 households live in properties
which have either been adapted or
purpose built for someone with an illness
or disability. Analysis estimates that about
9,100 wheelchair adapted homes are
needed now or in the next 5 years.
CHALLENGES
• At a recent housing strategy engagement
event we identified that there were over 30
groups in need of support and assistance
representing the breadth of challenges
facing support services.
• An ageing society poses specific
challenges when developing and delivering
services with a range of needs associated
with old age.
• Poverty associated with worklessness and
low skills levels represent a major challenge
when attempting to address access to
suitable accommodation for many of our
households.
HOUSING FIRST
The District contains a cohort of people who
experience a cycle of failure in accessing
and maintaining housing and refusals from
accommodation providers for whom the cohort
is too high risk. The Housing First model is being
piloted in the District taking a person centred
approach placing people directly into a home
and then providing flexible and intensive support
for as long as necessary. Since August 2018,16
people with complex need have benefited from
the service with encouraging results. Adam is
one such beneficiary who at 43 had 20+ years
of being in and out of prison, a cycle of failure
within supported living and long periods of
homelessness and rough sleeping. His housing
history and additional support needs in terms
of substance misuse, offending and mental ill
health led to a refusal from local providers but
Housing first took on the challenge. Adam had
a Criminal Behaviour Order not to enter the city
centre so the team worked with him to source
accommodation in the area of his choice and
a safe distance from the city centre. The team
liaised with the Council Private Rented Lettings
Team to secure private sector accommodation
and furnish the property for Adam. Adam
received daily visits from the team to support
him with tenancy management and maximise
his income by applying for benefits. As well
as providing emotional support the team also
assisted Adam with attending his regular
appointments with Probation, drug and alcohol
services and medical appointments. Adam
now takes pride in his home and feels more
confident. Adam says, Tor the future... I hope to
keep my home until I die.”
24
HOUSING STRATEGY FOR BRADFORD DISTRICT 2020-2030
OUR APPROACH TO DELIVERY
01
02
03
We will ensure housing and associated services consider the specific needs of different groups when
designing and delivering services using up to date information provided by studies such as the recent
arc4 research and analysis.
Policy makers and planners will have regard to size, location, and quality of homes needed for future
needs of older people and other needs groups, in order to allow them to live independently and safely
in their own home, and, if and when the need develops, to enable them to move into more suitable
accommodation.
A wide choice of housing options will be made available by the sector including Extra Care, adapted
housing, shared housing and self contained with the necessary care and support to maintain a good
quality of life.
n / We w '^ ensure Provision of sufficient housing to meet the needs of people with disabilities through
Uh adaptations, and the provision of more homes with level access and homes that are able to be adapted.
06
07
08
09
10
11
12
We will encourage our social housing partners to deliver more social housing so that there is a good
supply of affordable and good quality housing for those in need.
The Council and the Housing Partnership will work with the health sector to minimise the impact of poor
housing on health including impacts of fuel poverty.
The Council and Housing Partnership will work with utility companies and government to help promote
schemes which makes homes more energy efficient ensuring home owners and landlords are aware of
available funding for green and energy efficient housing.
We will prioritise vulnerable sections facing homelessness or at risk through the allocations policy and the
revised homelessness & rough sleeping strategy by placing prevention at the heart of service provision.
We will ensure that Housing Related Support services maximise help to vulnerable residents by
commissioning services that will improve outcomes for them.
We will work closely with services and agencies which offer mental health and drug and alcohol services
and ensure support services are better linked with each other.
We will continue to work with government to resettle refugees fleeing war and persecution through our
managed migration programmes.
14
We will work with the Economic Partnership to help improve incomes for those on low incomes and
the workless. One of the ways we will help is to assist, as a sector, in improving access to training
opportunities and access to good jobs. This will result in improving the ability of those on low incomes to
afford to access and to sustain housing.
We will work in partnership to monitor the effects of Welfare Reform and find ways to deal with its effects
on the Districts residents.
HOUSING STRATEGY FOR BRADFORD DISTRICT 2020-2030
25
HOW WE WILL MEASURE SUCCESS
01
02
03
04
05
*
X
X
X
X
Successful preventions of homelessness
Reduced numbers in fuel poverty
Reduction in number of households using Bed & Breakfast and reduced length of stay in B&B
Number of homes adapted
Greater accommodation choices for older people and those with disabilities
INCLUSIVE & ACCESSIBLE HOUSING
Principle 2.17 of the Council’s Deign Guide, “Homes
& Neighbourhoods: A guide to designing in Bradford
requires all homes and neighbourhoods to be
designed to be inclusive and accessible for all. Ten
per cent of proposed homes should be designed
to meet standards of Building Regulations M4 (3):
Category 3, Wheelchair user dwellings, with the
remaining 90% designed to meet the standards
\
of Building Regulations M4 (2): Category 2,
Accessible and adaptable dwellings. An exception
will be made, where there are technical constraints,
for level access requirement. The Council is not
just interested in accessible homes but also in
easily accessible streets and pavements and paths;
having an effective strategy for parking and bins;
level access to all open space and play facilities -
ensuring less able residents are able to move with
relative ease.
AFFORDABILITY EXPLAINED
Affordable housing includes social rented,
affordable rented and intermediate housing,
provided to specified eligible households whose
needs are not met by the market. It can be a new-
build property or a private sector property that has
been purchased for use as an affordable home.
(Ministry of Housing, Communities & Local
Government).
Private rents in Bradford in the 12 months to
September 2018 ranged from £350 per month
for a lower quartile one bed to £995 for an upper
quartile four or more bed property. The overall
median rent was £495. Whilst these rents are
relatively lower compared to other parts of the
country, they still pose affordability issues for
those on low incomes. As an example a family
wanting to rent a four bed private property would
have to be earning over £44,000 per annum to be
able to afford the private sector rent on the basis
that no more than 25% of earnings (government
recommended) should be spent on housing costs.
In terms of buying a home typical mortgage
multipliers allow a single person to borrow up
to 3.5 times their gross income and a couple
to borrow 3 times their combined income. This
implies that, for households with no existing equity
a single person with an income of £19,000 (lower
quartile earnings) and a couple with an income
of £22,000 could afford to buy a property selling
at below £66,000 which is most likely to be a one
or two bed property in an inner urban ward most
likely requiring remedial works. A typical three
or four bed room home would be out of reach for
many Bradford households. The average house
price in Bradford District in 2018 was £131,000.
Generally social housing rents are lower and
therefore more affordable, than private rents. In
Bradford District a recent LGA analysis showed
that social rents were 69% of private rents.
(Source: Understanding Local Housing Markets,
LGA).
This means that our efforts should be directed at
providing greater levels of social housing in the
District. We will work with our Registered Provider
partners to maximise funding available from
Homes England and ensure supply of affordable
housing is improved significantly. We will continue
to use our powers within the planning system
to improve supply through the use of Section
106 agreements, which enable us to negotiate
a proportion of affordable housing on all new
developments.
For a home to be truly affordable, householders
need to be able to afford to maintain and heat
their homes effectively. Bradford has a higher
than average number of homes without central
heating, and our legacy of terraced and back to
back housing means many households struggle
to insulate and heat their homes effectively. The
strategy will attempt to address this issue by
working with energy suppliers and agencies to
assist in making housing costs more affordable.
26
HOUSING STRATEGY FOR BRADFORD DISTRICT 2020-2030
"v-v—v —\r
DELIVERING THE STRATEGY
This strategy sets out the approach the Council
and partners will take to deliver on our priorities. It
is clear that the priorities in this strategy cannot be
successfully delivered without the commitment of
partners and agencies involved in providing suitable
housing for its residents. We will work together
collaboratively with a range of partners to deliver what
we have promised and to regularly report progress.
The strategy will be owned jointly by Bradford Council
and the Bradford Housing Partnership. The Housing
Partnership will review the success measures in this
document and monitor progress against the targets
on an annual basis. Regular reports will be made to
the Council’s Overview & Scrutiny Committee.
The Bradford Housing Partnership will monitor,
review and report progress on behalf of the District’s
partners. The Housing Partnership will report into a
Governance structure which will include reporting into
and working with the Economic Partnership and the
overarching District Health & Well Being Board.
This strategy alone cannot meet fully the aspirations
of our residents and we recognize that working
across strategies, partnerships and programmes will
be key to the successful delivery of our priorities.
We also realize that some of the delivery will rely on
government policy and availability of resources from
government. An important part of our approach will
therefore be to lobby government not just for more
resources but also to influence both current and
future government policy.
KEY MESSAGES AND
PRINCIPLES FOR
DELIVERY PARTNERS
The strategy represents a high level
framework with key messages and
principles which delivery partners need
to take into account when drawing up
their plans and programmes and when
providing services. It does not attempt to
provide a comprehensive action plan and
will rely on plans and programmes set
out elsewhere e.g. the Housing Delivery
Test Action Plan, Adopted Core Strategy,
Homelessness & Rough Sleeping
Strategy, Empty Homes Action Plan,
Affordable Homes Programme, Great
Places to Grow Old Programme, and
the plans and programmes of partners
such as Incommunities and other Social
Landlords, as well as the Leeds City
Region and West Yorkshire Combined
Authority.
HOUSING STRATEGY FOR BRADFORD DISTRICT 2020-2030
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This Strategy provides a high level strategic framework for the delivery of the District’s housing
challenges and the ambitions set out within the strategy will be implemented in conjunction and
alongside plans contained in the following documents:
Bradford District Plan 2016-2020
Bradford Council Plan 2016-2020
Bradford Homelessness & Rough Sleeping Strategy 2020-2025
Housing Delivery Test Action Plan 2019
Connecting People and Place for a better health & well being, A Joint Health & Wellbeing Strategy for
Bradford & Airedale 2018-2023
Joint Strategic Needs Assessment for Bradford 2019
Adopted Core Strategy Development Plan Document
Core Strategy Partial Review 2019
Great Places to Grow Old, Bradford District’s Housing Strategy for the Over 50’s 2011-2021
Pioneering, Confident & Connected, an Economic Strategy for Bradford District 2018-2030
Homes & Neighbourhood’s, a guide to designing in Bradford 2019
Planning a Healthy, Happy Bradford District, 2018-2023, (part of the Core Strategy Partial Review
documentation)
Happy, Healthy & At Home, A plan for the future of health and care in Bradford District & Craven, 2017
Stronger Communities Together Strategy
Improving Lives to 2040, Strategic Plan (Incommunities)
Other partner strategies, plans and programmes
For further information contact:
Department of Place
Housing Access & Strategy
City of Bradford Metropolitan District Council
Britannia House
Bradford BD1 1HX
Telephone: 01274 434362/432591
Email: housing.strategy@bradford.gov.uk
The wording in this publication can be made available in other
formats such as large print and Braille. Please telephone
01274 434362 .
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HOUSING STRATEGY FOR BRADFORD DISTRICT 2020-2030
