APPENDIX A
SOCIAL INCLUSION AND COMMUNITY
COHESION STRATEGY FOR
HABOROUGH DISTRICT COUNCIL
VISION FOR THE DISTRICT
“Harborough District will be a place where people feel included and where everyone has an
opportunity to build a safe, healthy, vibrant area in which they are proud to live, work, play and
learn.”
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Contents
Page No.
1.0
2.0
3.0
Introduction
1.1
What is meant by Social Inclusion?
2
1.2
Profile of Harborough District
2
1.3
Social Inclusion and the Harborough District
4
Harborough’s Approach
2.1
High Level Strategic Objectives
8
2.2
Action Planning
9
Introduction to Community Cohesion
3.1
What contributes towards Community Cohesion
10
3.2
Cycles of Community Cohesion
11
3.3
Community Cohesion and the Harborough District
11
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INTRODUCTION
This document seeks to set out what is meant by Social Inclusion and Community Cohesion
and illustrates how these issues affect the District of Harborough, identifying the future strategy
of the Council in working to promote both social inclusion and community cohesion.
1.1
What is meant by Social Inclusion?
Social Inclusion is about working to break the cycle of social exclusion. The Government has
defined social exclusion as “a shorthand term for what can happen when people or areas suffer
from a combination of linked problems such as unemployment, poor skills, low incomes, poor
housing, high crime, bad health and family breakdown…” (Social Exclusion Unit, 2001). Often
these problems are linked and mutually reinforcing creating a vicious cycle in people’s lives.
When considering the profile of the Harborough District it is also important to recognise that
rural isolation can also contribute towards social exclusion.
Social inclusion is not simply an economic term, but rather it affects all areas of a person’s life
and the wider society. The costs of social inclusion may impact upon an individual with regards
to not reaching their educational potential, higher risks of unemployment, poorer physical mental
health and these individuals are more likely to experience crime. The impact upon society may
be the loss of a skilled workers and customers, as people do not realise their full potential due to
their excluded status.
The government has noted that transitions such as changing schools, leaving school, becoming
a parent, relationship breakdown and retirement are times when people are most at risk of
becoming excluded.
Similarly the government has noted that people with multiple
disadvantages are less likely to access services and receive the support they need. Social
exclusion can occur through disability or chronic health problems, people who lack skills or
qualifications and people from some ethnic minority groups.
Social exclusion affects everybody, not just those directly experiencing the difficulties. It is
economically inefficient; it can affect people’s health and behaviour, and that of the next
generation, resulting in increased costs of welfare and health services, which may impact on
society as a whole by escalating problems such as crime and drugs. Harborough District wants
to reduce social exclusion and help individuals and communities thrive in the way they wish.
1.2
Profile of Harborough District
Overall, Harborough is an affluent district with very low levels of social exclusion compared with
England as a whole. Unemployment, poverty, poor health, poor housing, unacceptable
behaviour and crime are all significantly below the national average. However, there are areas
within Harborough that experience higher levels of social exclusion, these need to be addressed
to make our communities more sustainable, and to improve the quality of life of individuals.
Harborough District is primarily rural with two main market towns (Market Harborough and
Lutterworth), a collection of rural centres and a large number of small villages and hamlets. It is
home to some 76,559 residents (census 2001) with 35% of the population living in the market
towns. The rural nature of the District is emphasised by the majority of settlements (71 out of
93) having a population of less than 500 people.
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Demographic
The largest proportion of the population is made up of those in the 35-44 year old age group
which is consistent with both county and national averages. The lowest proportion consists of
those between 20 and 29 years old, which shows the District has a relatively low proportion of
young people when compared to the national average. This is particularly prominent in rural
villages as a large proportion of young people are concentrated in the two market towns and
Broughton Astley. In total the Harborough population comprises 62.5% of working age, 18.9%
under 16 and 18.6% of pensionable age (male over 65 or female over 60). The large majority of
the population is white in ethnic origin (97.87%) with Christianity being the prominent religion
within the District (77.98%), (Census 2001). Of the working age population in Harborough
83.3% are economically active, while only 0.7% claim job seekers allowance which is one of the
lowest levels in the country (Labour Force Survey 2003-2004).The population within the District
is expected to rise by 19% by 2016 (compared to the 2001 census figure) due to a natural
population increase and rise in migration into Harborough.
Accessibility / Transport Links
Public transport within the District is a main priority when considering issues of social exclusion
due to the rural nature of the District. The District is served by a good transport network with the
two market towns enjoying a frequent and reliable bus service between the two as well as
regular links to Leicester and Hinckley, however there are issues for those accessing public
transport in the more rural areas of the District (Indices of Deprivation, ODPM 2004).
Community transport services across the District also ensure smaller villages enjoy transport
links to the larger settlements, although these can be infrequent with evidence suggesting that
potential isolation and exclusion may occur for some groups.
Retail and Leisure
The main retail focus within the District is at Market Harborough, although Lutterworth and
Kibworth also make smaller scale contributions.
There are a large range of sports and leisure clubs and organisations within the District that
serve local needs, with particular focus on the leisure centre at Market Harborough and the
newer leisure centre at Lutterworth. In addition rural centres provide community halls and
facilities for their residents and for residents of nearby smaller villages.
Social Infrastructure
The District of Harborough is ranked as one of the least deprived areas in Britain, being ranked
335th out of 354 in the 2004 assessment. This is supported by a high average household
income, low unemployment, low crime levels and a well educated work force. It is also reflected
by a longer life expectancy and a lower mortality rate compared to the UK average.
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1.3
Social Inclusion and the Harborough District
Using statistics from the Indices of Deprivation (ODPM 2004) it would appear that the
Harborough District is affluent. However, there are some pockets which experience deprivation
and certain groups which face exclusion. Furthermore in a largely rural district there is a high
risk of social exclusion for some due to the difficulty in accessing services outside of its two
largest towns. Social exclusion is a reality for some people in the District and therefore must
influence the Council’s vision.
Research within and outside of the organisation has identified both evidence and knowledge on
excluded groups and the factors that can contribute towards this exclusion thus identifying a
number of areas of focus for the District. The following tables illustrate factors which contribute
towards social exclusion, and specific groups that experience exclusion in the Harborough
District.
Using data from the Indices of Deprivation produced by the ODPM in 2004, the Harborough
District is ranked 335th out of the 354 district authorities in England in addition, Harborough
district is the least deprived district in Leicestershire.
The Indices of Deprivation combines indicators across seven domains into a single deprivation
score. The seven domains used are;
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





Income Deprivation
Employment Deprivation
Health Deprivation and Disability
Education, Skills and Training Deprivation
Barriers to Housing and Services
Living Environment Deprivation
Crime
Overall the levels of deprivation within the Harborough District are low. However, the statistics
evidence that there are certain groups and wards where social exclusion can and will occur.
This is supported by internal research from Service Heads who suggest that the following
factors may contribute towards social exclusion for certain groups.
Factors contributing towards Social Exclusion
Rural Isolation
Access to Transport
Limited services in small villages
Lack of Affordable Housing
Limited leisure facilities/activities for young people (in
some cases no services)
Social Isolation
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Groups/Communities at Risk of Social
Exclusion
Elderly
-
Children and Young People
-
Unemployed/low income groups
-
People with disabilities
-
Travellers
-
Lesbian, Gay, Bisexual people
(identified internally as a potentially
excluded group)
-
BME population
(Black, Minority Ethnic Individuals, includes
Economic Migrants)
(identified internally as a potentially
excluded group)
-
-
-
-
Evidence & Statistics
(ODPM, 2004, Indices of Deprivation)
1,515 people aged over 60 living in income deprived
households.
This group makes for 36% of the total population in the
Income Deprived group.
Wards of density; Logan, Welland, Great Bowden.
1,147 children in Harborough live in households which are
considered to be income deprived.
This accounts for 7.4% of children aged under 16 years
within the District.
Largest volume wards, Welland, Great Bowden, and
Kibworth.
Educational performance for this group (under 16 years) is
well performing across the district compared with the
national average with the exception of the Welland ward
which is ranked in the top 20% most deprived in England.
4,229 people who are considered to be income deprived
(subsets of elderly and children and young people
mentioned above).
2,000 people employment deprived within the District.
Concentrated wards are Welland, Great Bowden, Logan,
Kibworth.
Levels of health deprivation are relatively low with no
areas in the 50% most deprived in England.
1,950 claimants of Disability Living Allowance.
Currently there is limited information on this group
however, a report is expected in March 2007 from
Birmingham University which will provide detailed
information. Once available this must be utilised within
the Council.
- Known sites are:
- Greenacres Caravan Park, Leicester Road, Market
Harborough
- Snows Lane, Keyham
- Willoughby Road, Ashby Magna
- Lutterworth Road, Dunton Bassett
- Justin Park (although actual location is Daventry
District)
Recognised as a potential group who could experience
exclusion but;
Little/no supporting evidence for this group.
Little known community structures to evidence needs or
requirements for this group.
Census data (2001) shows that Harborough is 97.87%
white.
Local Development Framework plans shows that by 2016
the population in the District is expected to rise by 19%
There is the potential for both economic migrants and for
migration from Leicester City’s BME communities.
NI registration statistics (Overseas Nationals) was 90 for
the District in 02/03, in 05/06 230 registrations occurred
(twofold increase).
Little organisational knowledge on faith or BME community
structures currently available.
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Barriers to Housing and Housing Services
It is within this Domain over any other, that wards within Harborough district experience high
levels of deprivation. There are 17 wards ranked within the 50% most deprived in England, of
which 6 of these are within the 10% most deprived areas in the county. The deprived areas are
the more rural parts of the district and reflect the restricted access to key local services
experienced by residents. The indicators used for this domain are
Wider Barriers
-
household overcrowding
percentage of households with assistance under the homeless provisions of housing
legislation
barriers to becoming to an owner occupier
Geographical Barriers
-
road distance to GP premises
road distance to a supermarket or convenience store
road distance to a primary school
road distance to a post office
Analysis of the statistics shows that mainly it is the Geographical Barriers that contribute
towards issues of social exclusion within the District (albeit that the current house prices can be
an issue for some). The Geographical Barriers results reflect the internal knowledge around the
potential impact of rural and social isolation within the District, and are evidenced by the factors
which were offered as contributors towards social exclusion. It is important to note that any of
the aforementioned groups can experience multiple deprivation and hence further isolation.
The Council has recognised that service developments through the opportunities that ICT offers,
may provide incremental opportunities to reach out to these groups. This may be the case for
reaching and engaging with young people and indeed the elderly. It is important however that
the Council has sufficient knowledge about the profile of ICT use in the District and that any
targeted services or campaigns are developed with this profile in mind.
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Harborough’s Approach
2.0
The approach of the Council is to improve its service design and delivery to extend the reach of
what works to those who need it most. This strategy is designed to support those who are
excluded to become included and ensures that others do not become excluded. The Council
recognises that a ‘neighbourhood management’ approach is not relevant to the district both due
to its geographical nature and the spread of its population across the District this is reinforced
when considering the dispersed nature of the problems that lead to social exclusion. This
strategy needs to be understood in the context of the Council’s wider mission.
Council’s Mission
“Through partnership and consultation, to provide innovative, accessible and responsive
services that ensure the District of Harborough is a healthy and happy place to live and work.”
Through this strategy it is recognised that the Council has a role to play to prevent social
exclusion. The Council will strive to achieve the following vision:
Social Inclusion Vision for Harborough
“Harborough District will be a place where people feel included and where everyone has an
opportunity to build a safe, healthy, vibrant area in which they are proud to live, work, play and
learn.”
The most appropriate strategy is a client centred approach which recognises that it is critical to
identify and address the potential multiple needs of those who are socially excluded. The
Council will build both its capacity to deal with and raise awareness of social exclusion through
inclusive service delivery. Of equal importance will be the local partnerships that the Council
engages in, including relationships with Parish Councils. This can be highlighted through an
example:
Most of the factors that affect People’s health and wellbeing are local. Including:
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Relationships within the family, with people in the neighbourhood, at schools and at work
How people feel about their immediate environment
How people feel about local services
Whether people feel safe,
Interventions that could increase Health and Wellbeing and improve access to services are
elivered at the same very local level, yet are under the direction of, or strategic control of
local government and other local agencies.
This Social Inclusion strategy therefore, needs to address how Harborough District Council and
its main partners can retain its strategic presence yet also work at a local level in a way that is
meaningful to local people. The Council has already adopted a policy of Local Area
Management, it has placed officers within the communities they serve, e.g. the Enforcement
Officers. This highlights the importance of place and the pivotal role local partnerships can play
in enabling local plans, strategies and actions to be developed. Local Partnerships can be the
mechanisms through which the Council’s strategic priorities are met. The aim will be to focus
on services from the point of view of the community at the level that people understand and
where it is easier to identify gaps in provision and where it is more difficult for individuals or
families to be excluded.
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The benefits of this approach will be stronger communities with:
 Local people identifying and solving problems affecting their community
 Active citizens who contribute to common good
 Strengthened communities in which people work together to find solutions to problems
An engaged community is likely to be more responsive to the challenges it faces, more
prepared to work in partnership and more inclined to be tolerant to the needs of minority
interests within the community.
As highlighted a key to inclusion is for individuals to be able to access the services and
information to support their needs. These services and information requirements include both
those provided by this Council and its wider partners both in the voluntary and statutory sectors.
It is therefore crucial that the Council works in partnership with other stakeholders in the
community, sharing this strategy and the actions contained within it.
In order to move this strategy forward the Council has developed a number of high level
objectives for this area of work.
2.1
High Level Strategic Objectives
1.
To provide equal opportunities through its service delivery ensuring that any inherited
disadvantage of certain groups is identified and reviewed, with services being
innovatively designed and delivered ensuring inclusion for all.
2.
To narrow the gap in outcomes between the most disadvantaged in Harborough and the
general population focusing on key groups; Children and Young People and the Elderly.
3.
To ensure that service users are involved in the design and delivery of innovative
services working closely with service users and voluntary and community groups,
anticipating and planning future development requirements.
4.
To provide accessible services at times and locations that clients can access, which are
culturally appropriate and free of stigma.
5.
To work in Partnership with other service providers through developed frameworks e.g.
Local Strategic Partnerships, Local Area Agreements.
6.
To develop solid management information processes on those who are excluded in the
District building a knowledge base from which to develop future actions.
In particular there are a number of strategic enablers where attention must be focussed to
ensure that progress can be made in tackling the deprivation and exclusion that some members
of the community currently experience.
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2.2
Strategic Enablers
Area
Knowledge
Management
Partnership Working*
Service Access
Internal
Communication &
Awareness
Action
1. Develop business intelligence, assessing what is already known
within the organisation, developing trends and identifying actions
based on data, focusing upon key groups.
2. Explore the data available within partner agencies, using this to
inform an overall picture of the community e.g. Countywide
reports.
3. Develop consistent data systems across the Council providing a
detailed profile of target groups e.g. BME groups, children and
young people.
4. Review the current level of take up and use of ICT for target
groups e.g. young people and older people across the District,
reflecting this knowledge in the priorities and Action Plans within
this area.
1. Use the Young Peoples Strategy and Older Persons strategy to
influence the LAA action plans which are relevant to Harborough.
2. Build solid relationships with the voluntary and community sector
ensuring participation, engagement and involvement in ongoing
service development and delivery for hard to reach groups.
3. Review the potential for the formation of an External Equalities
Group which can be accessed to test emerging policies and
strategies.
4. Review the potential ability of the Council to access VCS groups for
wide engagement and inclusion.
1. Create processes to capture data on those groups using the
outreach service points.
2. Target key groups who are not using service access points to
encourage involvement, engagement and take-up of services.
3. Further develop the potential for service delivery through ICT
channels.
4. Encourage and promote engagement and involvement of all
community groups through various channels e.g. Have Your Say
meetings, and community forums, ICT developments.
1. Circulate this strategy to all staff within the Council.
2. Develop a consistent and meaningful understanding throughout
the organisation as to what social inclusion and community
cohesion means for the Harborough District.
3. Each Service Head to review the target areas and progress
initiatives and actions which can support the eradication of social
exclusion using both the contributing factors and groups facing
exclusion .
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Introduction to Community Cohesion
The Home Office states that “community cohesion describes the ability of communities to
function and grow in harmony together rather than in conflict. It has strong links to concepts of
equality and diversity given that community cohesion can only grow when society as a whole
recognises that individuals have the right to equality and respects and appreciates the diverse
nature of our communities.”
In addition the Local Government Association has defined key characteristics around a cohesive
community, that:
-
there is a common vision and a sense of belonging for all communities;
the diversity of people’s backgrounds and circumstances is appreciated and positively
valued;
those from different backgrounds have similar life opportunities; and
strong and positive relationships are being developed between people from different
backgrounds and circumstances in the workplace, schools and in neighbourhoods.
Community cohesion means different things in different areas. It is much easier to see and
explain what community cohesion is when it is absent and where there is strife and disharmony
between groups and communities. Community cohesion is strongest when people have the
opportunity to engage and participate as fully as they wish and on an equal basis with others.
3.1
What contributes to building community cohesion?
Race
Equality &
Social
Inclusion
Communication
& Access to
Technology
Economic
Development
&
Regeneration
Health
Improvement
Initiatives
Improving
the
Environment
Community
Cohesion
Work with
Families &
Young
People
Community
Safety
Community
Planning
Fair Access
& Equal
Opportunities
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The above model shows that there are many aspects to community cohesion and that the
Council must consider each of the contributing factors when developing and delivering services.
As such every Officer of the Council needs to be aware of how their individual and collective
actions through service delivery contributes towards both eliminating or isolating certain
individuals and groups.
The concept of community cohesion is closely related to the concept of social capital, which
helps to explain why community cohesion does or does not work. The key element of social
capital is good and strong relationships between people and agencies. It is demonstrated
through support structures, formal and informal networks, group membership, shared norms,
trust, reciprocity and community and civil engagement.
However, difficulties arise when groups of people experience poverty, poor housing, inequitable
access to educational opportunities and other social changes, which make them feel insecure.
Then people can look to blame each other for their difficulties.
3.2
Cycles of Community Cohesion
Feeling
Valued
Equitable
Outcomes
Social
Exclusion
Vicious
Virtuous
Positive
Relationships
Anti Social
Behaviour
Community
Vision
Low Self
Esteem
Resentment
The above shows the cycles of community cohesion both positive and negative, it shows the
contrast between a ‘virtuous’ cycle of cohesion where community vision and positive
relationships nourish equitable outcomes whilst a ‘vicious’ cycle feeds on resentment and
exclusion to produce anti-social behaviour and low self esteem.
3.3
Community Cohesion and the Harborough District
Currently the District of Harborough benefits from a strong community that is able to
demonstrate cohesion and a virtuous circle of positive community cohesion as discussed in the
figures above. A recent study investigating the thoughts of individuals living within three areas
of the District has shown positive results, as detailed below
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How strongly do you feel about your neighbourhood?
13%
3% 2%
38%
Very Strongly
Fairly Strongly
Not Very Strongly
Not At All Strongly
Don't Know
44%
Source: Fleckney, Primethorpe & Tilton (Social Capital Survey, 2006)
This neighbourhood is a tight knit community
2% 3%
17%
19%
Strongly Agree
Agree
Neither
Disagree
Strongly Disagree
16%
43%
Don't Know
Source: Fleckney, Primethorpe & Tilton (Social Capital Survey, 2006)
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This neighbourhood is a friendly place to live
2%
1%
5%
4%
31%
Strongly Agree
Agree
Neither
Disagree
Strongly Disagree
57%
Don't Know
Additionally, crime levels within the District are low with only 3 areas ranked within the 50%
most deprived using data on four main crime types – burglary, theft, criminal damage and
violence (ODPM, 2004). Whilst the District does witness low level anti-social behaviour in some
of its villages, these incidents are minimal and are often correlated to the lack of youth provision
in these villages.
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The Council is preparing a Strategy for Young People which will detail how the Council works
to address issues affecting the quality of life and social, environmental and economic wellbeing
of young people. It will recognise the importance of young people and the need for the Council
to work in partnership with other agencies to deliver the best services for young people living
and working in the district.
Community cohesion is about inclusion, making the effort to find out about others, treating each
other with respect and building good relations between the different parts of the community.
Using guidelines from Home Office, Office of the Deputy Prime Minister, seven steps have been
identified as key enablers for creating cohesive communities.
3.4
Harborough District and Community Cohesion
The Council’s approach towards maintaining community cohesion will adopt this framework.
1.
Leadership and Commitment
We will continue to highlight the needs and requirements of people facing social exclusion and
take a strategic lead in promoting Social Inclusion. The challenge for the District of Harborough
is to maintain the existing strong community networks and cohesion and prepare for future
demographic and community changes (predicted 19% growth by 2016). It is anticipated that
over the next 3-5 years the District will realise an increase in;
-
economic migration (currently a small population in 2005/06 there was 230 NI
registrations but this reflects a % increase over the last 3 years. There are 2.9 Overseas
Nationals per 1,000 people versus to 4.5 Overseas Nationals per 1,000 for the County
average) (source National Insurance Number Allocations , LCC, 2006)
-
BME individuals and new communities moving outside of Leicester City boundaries.
It is important therefore that strong community relationships are built within the District to ensure
that pathways are established, that will allow the Council to recognise the changing needs of its
community and the subsequent development of services which meet these changing needs.
Working with local communities and the Voluntary Sector will be a priority for this area of work.
2.
Vision and Values
Harborough’s Social Inclusion vision is “Harborough District will be a place where people feel
included and where everyone has an opportunity to build a safe, healthy, vibrant area in which
they are proud to live, work, play and learn.”
As a District Council we recognise that we will have to work in partnership with the community
and other stakeholders who provide services to individuals and community groups within it. Our
Services will be reviewed to ensure that we are able to achieve this vision and not structurally
impede individuals or groups within it.
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3.
Programme Planning and Management
Business Planning processes will identify both strategic and operational priorities, these
priorities will be managed through to effective, agreed Service Action Plans which will be
delivered through the key service areas.
4.
Engaging Communities
It is essential that we maintain and grow current community development structures and the
wider engagement of community members and groups through a number of channels: e.g.
existing community forums, Have Your Say meetings, community development work, older
person’s forum, children and young people’s forum and faith communities. We will share our
vision through these channels and ensure that our policies enable and empower strong
communities. Our Community Development team will ensure that Social Inclusion is a focus in
all community development initiatives.
5.
Challenging and Changing Perceptions
Social Exclusion is a reality for some within Harborough District despite its relative affluence and
performance using deprivation indicators. There are groups that are both at risk of and
experience social exclusion. We will develop our knowledge management systems and
community work to ensure that all groups are considered and represented in the local
development and delivery of services, due to the size of the Council it is imperative that we link
in with other data and information sources across its partnership structures. Through our
Equalities Impact Assessment (EIA) we will ensure that the issues of social inclusion remain at
the forefront of the Council’s agenda.
6.
Community Cohesion and Partnership Working
In all that we do staff will communicate the vision of an inclusive, cohesive Harborough ensuring
that key partners and stakeholders understand how they can contribute towards Harborough’s
community cohesion. We will continue to create and promote avenues for engagement and
discussion across all stakeholders within the District this will be enabled by our increased
‘knowledge management’ priority to ensure that those who are excluded are both visible and
represented within communities and service developments.
7.
Ensuring Sustainability of Programmes
The Council will consider the objectives and timelines of each project or initiative. Appropriate
plans will be created for each programme, e.g. it may be appropriate to create Pilot studies for
new or developing initiatives to ensure full service audits and viability assessments can be
established before fully implementing new initiatives. The needs of socially excluded groups will
be considered within these assessments.
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