School Streets: Protecting Bristol’s children

Today’s guest blog is from Councillor Helen Godwin, Cabinet Member for Women and Families and Children’s Services.

Councillor Helen Godwin

Yesterday’s announcement that Councillor Don Alexander has joined Mayor Rees’s cabinet is great news for the city, and great news for me as I look forward to working with Don to deliver one of our key priorities: permanent School Streets across the city.

School Streets involve short-term daily street closures outside schools during drop-off and pick-up times — the benefits are multiple from both an air quality and road safety perspective; and are particularly welcome given the current challenges around social distancing at school gates.

Bristol School Streets aims to:

  • reduce the volume of traffic around school gates
  • improve road safety for pupils
  • encourage more children to walk, scoot or cycle to school
  • improve the air quality and environment at the school gates making it a more pleasant space for everyone

The concept of School Streets comes from Italy, who first introduced them in 1989, but the first local authority in England was the London Borough of Camden in 2017. Since then several local authorities, including Bristol, have set up their own schemes, many of others opting for temporary schemes as part of their covid-19 emergency response.

In Bristol, we have been working on our own School Streets project since 2019. We want to work towards permanent schemes that have a direct impact on the schools and their surrounding communities, building towards our Liveable Neighbourhoods: safe communities where everyone can travel cleanly and safely with less through-traffic.

We currently have School Streets pilots running at four schools in the city with a further four planned for the next academic year. We have taken the decision to consult closely with both the schools, residents and the school communities to make sure that we get these schemes right and that wider communities feel included, listened to, and ultimately feel the benefit of schemes that work for everyone.

As Don will tell us; transport regulations and traffic flows are complicated – and as much as we would like to, we cannot implement schemes overnight. We have developed a matrix to ensure we look at factors including traffic flow, air quality, other road safety measures as well as the broader context of the school community, as we prioritise the roll out of the scheme.

School Streets is a really important project that demonstrates our commitment to better air quality and streets free of traffic, but it also brings children and young people to the forefront of our response to the Climate Emergency and to our work on improving Bristol’s infrastructure to ensure that our city works for everyone.

Councillor Don Alexander was appointed to Cabinet this week to lead on Transport issues

Remembering two of Bristol’s best Black creatives

Today’s guest blog is from Councillor Asher Craig, Deputy Mayor for Communities, Equalities, and Public Health.

Councillor Asher Craig

Just a few days apart, the city has lost two of its ground-breaking artistic black creatives: Barrington Anderson, co-founder of the brilliant award-winning Ekome National Dance Company, and Reynold Duncan, founder and Director of Arts Opportunity Theatre (fondly known as AOT). I send my heartfelt condolences to their friends and family at this difficult time.

Barry Anderson

Barry Anderson

Barry was instrumental in the development of African arts in the UK, not just Bristol.  A dancer since the age of nine, he specialised in Ghanaian dance for over 20 years.  He arrived with his family from Jamaica at the age of six and settled in St Pauls.  In a society full of poverty and problems, dancing gave Barry a means of expression, a sense of his roots and a profession.  His legacy continues with members of his family, led by his sister Angela Anderson, continuing to bring Afrikan Dance to the masses.

Barry’s Thanksgiving and Celebration of Life was held this week. It was befitting that Barry’s ancestral journey should begin with a Drum Call which followed the casket from his home in St Pauls to St Mary Redcliffe Church.

Reynold Duncan

Reynold Duncan

Reynold was born in Guyana and was a musician.  In the early 1980s he established Arts Opportunity Theatre in Bristol (also known as AOT).  AOT helped hundreds of young unemployed people from all communities across Bristol under the then Manpower Services Commission’s  “Youth Opportunities Programme (YOP)”.  Many of whom went on to achieve great careers and success in the creative and performing arts.  These included drama, dance, music, stage management, lighting, photography, video-editing, costume design and making, creative and journalistic writing, graphic design, electrical and electronic engineering, office administration, booking, and computer skills.  His contribution is legendary and he laid the foundations for what has become one of Bristol’s greatest strengths as a creative and artistic city. 

I had the opportunity of working for AOT in the 1980s.  Reynold appointed me as the Chief Administrator at AOT.  I  joined the company when they were in the middle of rehearsing for their show, Black & White in Colour. This was was followed by the musical play Freedom City – which played at the Little Theatre in Bristol – and Romeo & Juliet in Dub, all of which toured throughout the UK including Edinburgh Fringe Festival where they received rave reviews. 

Plans for Reynold’s funeral are being finalised, but one thing that I know is both Barry and Reynold will receive the send off they deserve and their legacy in our city needs to be both celebrated and remembered by all.

Annual Address 2021

This is the transcript for my Annual Address speech I delivered at Full Council on Tuesday 6 July 2021.

As this is my first opportunity since being elected, I will start with some thanks:

  1. to the mayoral and councillor candidates who took on the challenge of running for office.
  2. to those of you who turned out to vote irrespective of who you voted for. Participation is essential to our democracy.
  3. and of course to those who campaigned and voted for me.

While my wife has been on TV admitting that she sometimes wishes I wasn’t the Mayor (a view a number of my Twitter trolls and probably one or two elected members hold all the time), it is nonetheless a profound honour to be re-elected on our record.

We laid out an ambitious agenda to the city in 2016. Bristol didn’t have a reputation for delivery and wanted a leadership that would get things done.

They voted for a bigger picture, for a vision of an inclusive, sustainable and fairer city committed to tackling the poverty and inequalities that undermined us. They voted for affordable homes, for jobs and for hope.

I don’t often quote Cllr Hopkins but he did once share with me – with all of us actually because it was in Full Council – that it’s easy to get elected, but the real test is to be re-elected. Having faced that test, we are confident the city wants us to continue to deliver ambition and compassion.

The election taught us all a lot:

  1. The city is changing – and certain areas are seeing dramatic changes in population and culture.
  2. We face the threat of growing divides – the old ones such as race, class, health, education, earnings. And new ones such as home ownership versus non-ownership, and those who have some trust in public institutions verses those who have none.
  3. We take our planetary responsibilities seriously.

The election also taught us that the conflicts and controversies, the shambles and scandals, worked up in this organisation and the way they are managed and driven through social media are often worlds away from the immediate challenges and complicated problems real people are facing in Bristol.

And we learned the people of Bristol are not interested in the weeds of the council. They want solutions to the problems they face every day, not abstract negativity, opposition for opposition’s sake. They want us to be a source of hope.

The people of Bristol don’t see the world in binary. Talking to so many people during the election:

  1. they appreciated the commitments on housing delivery but also understood the challenges that Brexit and Covid had presented in maintaining the levels of delivery.
  2. they appreciated the need to protect land for nature and tackle climate change but also the need to build homes for people a grow the economy for jobs.
  3. on Colston’s statue, many appreciated the need to tackle racism alongside a sense that the statue was important and symbolic. But they also appreciated the statue itself was not the solution to racism. Some held a fear that they were losing their history and some recognise the danger of ordinary people being manipulated by those who, for lack of any real political vision, revert to manipulating them in the culture wars.

There is are enough challenges and divisions in the world without us conjuring up new ones for whatever motivation.

People want us to be focussed on creating hope and delivery and a better city. They want us to be people who are able to wrestle with the complex challenges and contradictions that cities – in all their diversity – embody.

I will spend the next three years leading in three areas:

  1. Inclusion
  2. Sustainability
  3. Delivery

1. Inclusion means inclusive growth

It means jobs and homes in a diverse economy that offers pathways to employment for people at all skills and education levels.

Our challenge is to share a way of doing economic development that by its very nature redresses the historic and institutional drivers of inequality and social immobility. This rather than growing the economy and then tacking a couple of equalities initiatives on the back end.

2. Sustainability means delivering against the climate action plan and the ecological action plan

It means working as a council. But it also means working as a city doing all we can to decarbonise the energy, transport and food systems on which our cities depends. It means not dealing with any single issue in isolation but recognising the interdependence of poverty, class, racism and climate change.

On that front, I will share the insight of someone who recently gave a speech to a Multi-Faith meeting on the environment that was organised by Afzal Shah. He shared with a gathering of black, white and Asian Christians, Muslims, Sikhs, Hindus and Jews how too often environmentalism had been a voice of divisive and accusational politics when what it should have been a cause for unity in the face of a global challenge.

We need to hear that challenge.

Sustainability means not shying away from the housing crisis and the difficult conversations about density and sustainable city centre locations.

It means bringing investment into green jobs and a transition to a low carbon economy.

3. Delivery means continuing to get stuff done

Delivery means lives change. Homes are built. Children are fed. Women and girls no longer in period poverty. Ground source and water source heat pumps and installed. Schools are built. City areas are pedestrianised. Jobs are generated. Homeless people are housed.

You can measure action by the number of cranes on the horizon. They are a clear example of the modernisation of the city, of continuing growth and opportunity.

Delivery means continuing to work as a city, not just a council. Working with partners and continuing to meet city challenges with all partners, cleaner air, a living wage city, mass transit, a living rent city, a city where diversity of thought leads modern 21st century city and continuing to put cities at the forefront of political, economic and social challenges – putting cities in front of challenges where governments fail.

We have the challenge of leading a city that is growing in size of population, need, diversity and inequality within the same geographical area of land. We do this while facing up to the environmental, economic, political, social and moral need to face up to tackle the climate and ecological crisis. And sometimes the things we must do to meet one area of these challenges can threaten to undermine our efforts to meet another.

Conclusion

So I finish with the same offer I have always made: if you have an genuine offer, a contribution to make to our efforts to meet those challenges, if you want to turn up with solutions, the door is open. Come make that offer, and then tell me what you need from the city to enable you to deliver it.

The time I have as mayor is loaned to me by the city. It’s my job to invest it not in fruitless distractions and false politics, but in the people and initiatives that will make a difference for the city, our country and world.

Working in partnership

Today’s guest blog is from Ellie Freeman, chair of Action Greater Bedminster.

Ellie Freeman, Action for Greater Bedminster

I’ve lived in BS3 with my family for 12 years, and I’m currently chair of Action Greater Bedminster (AGB). In recent years, AGB has got more involved in planning and consultations. Several new developments are happening across Bedminster and Southville, and slightly further afield at sites like Temple Quarter, and the community was feeling increasingly anxious about the impact these would have on the local area.  

When the council’s Community Development team approached me about working with the council in the early stages of a project to regenerate the area around Whitehouse Street, I was keen to build on our experiences and jumped at the chance to get involved so early in the process.  

The project area is just up the road from Bedminster Green, which is an area that continues to have a lot of interest from the community, with a general sense that their concerns have not been taken on board by the various developers involved. Our hope at Whitehouse Street was to bring the community in on the ground floor.  

Working closely with the council’s project team, particularly the Community Development team, we agreed the scope of the work and the local partners we’d work with – Windmill Hill City Farm, Fun 4 Families and The Sanctuary.  I know Lynn from Community Development well from previous work and was glad to have her on board.  

Working with the council in this way – where AGB has been commissioned and paid by the council – has been a new experience, but it has helped us to have an open relationship where we have regular meetings and work to a set of shared principles.  

Since we started in February, I’ve got to know the Whitehouse Street area well. The engagement process has been thorough. We’ve hand delivered letters, taken surveys door to door to the few houses in the area, and met local residents to hear their views about the early proposals. COVID-19 has made life more difficult, but we’ve managed a project website with an online survey and interactive map to hear from people, as well as hosting online meetings with individuals and stakeholder groups.  

It hasn’t always been easy to keep that distance from the council – I’ve spent more time with council officers over the last year than anyone else – but working directly with them has given me a seat at the table to challenge and question ideas as they are developed.  Being paid for my time has also helped, not least by officially recognising AGB’s role in amplifying the voice of the community.  

AGB is committed to helping Bedminster thrive and grow, and Whitehouse Street can be a key part of this. Being a part of the project from the outset has been a huge learning curve. It hasn’t always been perfect, but the community having the chance to feed into the process directly has been refreshing. I’m pleased the council has taken this approach and I hope they continue to do so in future.  

Happy birthday, NHS!

Today is our NHS’s 73rd birthday. Throughout its history, the service has undergone extensive changes to meet the changing health needs of generations of Bristolians. And few years have seen our health service tested in the way covid-19 has.

This pandemic gives us pause to consider how we can safeguard the NHS for the future, and how we can better recognise the dedication, skill and compassion those working in our health service bring to their work every day. Here’s what we want the government to give the NHS for its birthday to keep our health service fit for Bristol’s future.

Bristol leaders mark NHS, Social Care, and Frontline Workers' Day -- 5 July 2021
Bristol leaders mark NHS, Social Care, and Frontline Workers’ Day — 5 July 2021

Rewarding health and care staff

The scale of the mobilisation that has taken place across Bristol’s health and care service in response to covid-19 has been extraordinary. Hospitals across the country have cared for around 400,000 covid-19 patients, and the NHS has rolled out the biggest vaccination programme in health service history. In Bristol, 68% of the population has received at least one dose of a covid-19 vaccine. Care staff have been particularly vital in this effort – 88% of residents in social care settings across England are now fully vaccinated. This could not have been achieved without the skill and dedication of NHS and social care staff and the support of thousands of volunteers. Their commitment must be remembered and rewarded – and we especially need to offer better support for unpaid carers in the future who do so much to keep friends, family members and loved ones safe and cared for in Bristol.

A sustainable settlement for social care

The pandemic has shown that pressures on the NHS can accelerate and intensify without a sustainable social care system that ensures residents are cared for and healthy before and after they receive hospital care. Yet Bristol, like many other places, faces significant financial pressures in adult social care. We’re doing what we can to help meet the growing demand for social care in Bristol, transforming our systems to that people live healthier and more independent lives in their own homes for longer, while ensuring people can easily get the help they need at the right time. But our reforms will only go so far without a wholescale national reform of how care for residents is delivered and funded.

It is not just Labour politicians like me calling for the government to deliver the plan for social care that the Prime Minister promised on his first day in the job. Nine out of ten councillors from across the political spectrum have called on the government to give greater priority to social care and to give our care systems more resources now. This needs to include more investment in prevention, a strategy for meeting unmet care needs, as well as long-term investment to tackle the scale of costs facing the sector – including preventing people from having to sell their homes to pay for care when they need it.

A Health and Social Care Bill that works for – and with – Bristol

These challenges could be met – in part – by the upcoming Health and Social Care Bill which the government is due to publish this week. We expect that the Bill will more closely integrate health and social care, and do away with the “Lansley” reforms introduced through the Health and Social Care Act in 2012. In theory, this would enable the NHS, local government, and Voluntary and Community Sector to work as equal partners, creating a much more collaborative environment without the competition that the Conservative and Lib Dem coalition government introduced in 2012.

NHS, Social Care, and Frontline Workers' Day flag flying above City Hall
NHS, Social Care, and Frontline Workers’ Day flag flying above City Hall

On this basis, we would support these reforms – though I remain concerned about the impact of such a dramatic reorganisation of the NHS when our health and care services are still dealing with high numbers of cases of covid-19. If they get it right, there is an excellent opportunity to invest in community health and preventative measures to ensure that the NHS and social care have a sustainable foundation for the long term. But that vision won’t be realised if this is a Bill cooked up in Whitehall with no reference to local people, places and contexts. This Bill must ensure that any reforms can be shaped to suit local circumstances, allow for meaningful integration of health and care services, and – above all – empower Bristol residents to drive the health and care services they want in their communities.

If the government delivers on these crucial issues, we’ll be celebrating the birthday of our thriving NHS for many more years to come.

Bristol – Gold Food Sustainable City

Today’s guest blog is from Councillor Asher Craig, Deputy Mayor for Communities, Equalities, and Public Health and Chairperson of the Going for Gold Steering Committee.

You may have noticed some eye-catching billboards popping up like mushrooms across Bristol this week, heralding our new status as a Gold Food Sustainable City.

As the Chairperson of the Going for Gold steering committee, I know this exciting accolade is the result of our 18-month long Going for Gold campaign which included the whole city.

The Going for Gold movement was about a collective ambition to make Bristol’s food system better – better for our people, our city and the planet.

It builds on the incredible work of over 120 organisations supporting a Good Food Movement (GFM) in our city that led Bristol to receiving a Silver Sustainable Food Cities award in 2016.

As only the second city in the UK to achieve Gold (Brighton and Hove were awarded Gold last year), the Sustainable Food Places Board recognised us for our innovative approach towards tackling food inequality, reducing waste and increasing urban growing.

The accolade also acknowledged Bristol’s GFM and our efforts in tackling the impacts of food on public health, nature, and climate change.

Sustainable Food Places leads a growing movement of people and organisations across the UK, who are working towards making healthy, sustainable, local food, a defining characteristic of where they live.

The bid was a One City collective effort led by Bristol City Council, Bristol Food Network, Bristol Green Capital Partnership and Resource Futures, as well organisations, citizens and food outlets across the city who logged almost 2,000 positive food actions on the Going for Gold/Bristol Bites Back Better website.

Now we have achieved Gold it is not the end of this journey. The pandemic was a powerful catalyst in heralding in a much-needed change in how we feed our city.

This work has rallied a powerful momentum in Bristol and sown the seeds for a decade of building a diverse, inclusive, resilient and flourishing food community that can bring real change by 2030.

Our focus is now the One City Food Equality Strategy and Action Plan and the Bristol Good Food Plan 2030. On World Hunger Day, the Mayor reaffirmed our city’s commitment to help over 10,000 households in the city that are experiencing food poverty.

Working with a number of partner organisations and in a One City collective approach, we are developing a Food Equality Strategy and a Bristol 2030 Good Food Action plan.  The pandemic has increased levels of food insecurity in our most vulnerable communities and our success as a Gold Sustainable Food City has given us the added momentum to tackle food insecurity head-on.

To continue our journey towards a resilient food system in Bristol, we all need to be involved, at home and at work, in communities and through our institutions and I am excited to see the next phase of this work take shape.

Bristol Disability Equality Commission Chair Recruitment

Last year, Deputy Mayor Asher Craig announced that a new Disability Equality Commission would be established in recognition of the inequalities faced by Disabled people in our city, in addition to the particularly negative impact the Covid-19 pandemic is having on Disabled people.

We are now recruiting for the independent Chair of the commission to lead the establishment, development and delivery of the Bristol Disability Equality Commission and embed Disability Equality in policy and practice across the City. Following the appointment of the independent Chair, they will then lead on the procurement process to assign the organisation that will hold the Disability Equality Commission and recruit the Commissioners. It is hoped the commission will be officially launched by Autumn 2021, when it will be handed over to a Disability Equality organisation in Bristol who will help to support and co-ordinate the commission’s work.

If you are a Disabled person, a Disabled staff network, an organisation of Disabled people, or an organisation working on Disabled people’s issues and would like to be included in the initial consultations please email: mayor@bristol.gov.uk 

Apply for Bristol’s Disability Equality Commission Chair role by the deadline of midnight on Thursday 22 July 2021. If you have any questions email mayor@bristol.gov.uk   

Over the coming months the commission will hold a series of consultations to listen to Disabled people in Bristol. Engaging Bristol’s diverse and under-represented Disabled people in meaningful dialogue about their experiences and issues that affect their lives and what they feel the priorities should be e.g. transport, employment, housing, social care support. There will be discussions about the implications of current government policies around choice and the importance of recognising how to empower communities through engagement, building and strengthening effective working relationships for ongoing partnerships with stakeholders and service providers across the city.

These consultations will support the commission to identify an initial list of priorities to review and develop a strategic plan to tackle disability inequality in Bristol, including through influencing future decisions and presenting recommendations to the Mayor and One City boards.

Bristol’s Disability Equality Commission will be a Mayoral commission, alongside our Women’s Commission and Commission on Race Equality. It will likewise receive support from the Council, but will focus on the whole city and will therefore be firmly rooted within the One City approach, involving and accessible to everyone to start a more inclusive conversation about disability.

Saluting and Supporting our Armed Forces Communities

Today’s guest blog comes from Cllr Helen Holland, Cabinet Member for Adult Social Care and Armed Forces Champion for Bristol City Council.

This Saturday is Armed Forces Day where we take the opportunity to recognise the contribution those in our armed forces communities make to our city and country. This year in particular, our armed forces have played a vital role in many aspects of the national response to Covid-19 – from distributing PPE, supporting testing and vaccinations, and working alongside countless community organisations supporting residents in need.

Since taking on the role of Armed Forces Champion in the council earlier this year, I have enjoyed learning more about the needs and experiences of our armed forces communities, and look forward to meeting those organisations in person as restrictions lift.

Bristol is home to a number of reserve units across the Royal Navy, Army and Royal Air Force. According to data published in 2017, over 16,000 veterans live in the Bristol area, and as the recent census asked the question about serving in the armed forces for the first time, we look forward to getting the results of that so that we have the most up to date information about our veteran population in the city.

All local authorities in the country are signatories to the Armed Forces Covenant, which is a commitment to ensure that members of armed forces communities receive the support they need in recognition of their dedication and sacrifice. However, we also want to make sure that members of the armed forces and veterans, and their families, are integrated into local life in the city and that we promote understanding of the issues affecting the armed forces communities in Bristol. A multi-disciplinary group of Council officers meet, alongside forces representatives, and agencies such as the Royal British Legion, SSAFA, and the DWP to ensure that our work is as joined-up as it can be, and I want to work to raise the profile of that work. 

One of the aspects of this work is making sure that veterans and members of armed forces communities are supported into employment, which is why Bristol City Council, alongside 67 other businesses have signed their own covenants. At the council, we are developing a work programme specifically to support employees who are veterans and reservists to ensure their needs are accommodated and they are supported to thrive in their careers at the council.

We know, however, that there is more work to do across a range of city services to help those who serve – or have served – in the armed forces to thrive. Access to mental health support continues to be a crucial issue. Research from Kings Centre for Military Health Research indicates that rates of Post Traumatic Stress Disorder in 2014-16 had grown to 6% – higher than the population average of 4%. Information on specific support through the NHS for serving personnel and veterans is available here.

Labour’s Shadow Defence Team have set up a network of Armed Forces Champions to ensure that the voice of armed forces communities are represented in national policy. We are campaigning to make sure the Armed Forces Covenant is fully enshrined in law, to promote a new duty of care from the Ministry of Defence to give veterans better legal and mental health support, and to ensure that Commonwealth veterans have visa fees scrapped. They are also keen to hear from veterans about their experiences directly – if you are an armed services veteran you can complete their survey here.

Meanwhile it was my pleasure to attend the flag-raising for Armed Forces Week on Monday alongside the Lord Mayor and representatives of our service units in Bristol, and where we were able to #SaluteOurForces. On Saturday, I encourage you to join in.

Citizens’ Assembly recommendations

Bristol’s first Citizens’ Assembly brought together dozens of people from across our city to hear from experts, so that they could make recommendations on how we can rebuild a better Bristol as we recover from the impacts of the pandemic.

This week, my cabinet was formally presented with their report.

Hear more about the deliberative democracy pilot from Deputy Mayor Asher Craig, Cllr Paula O’Rourke, and Assembly members in this short film!

Pause, reflect, renew

Today’s guest blog comes from Professor Jane Powell, Director at the Centre for Public Health and Wellbeing at UWE.

Professor Jane Powell

Since March last year and for at least another four weeks, the world has found itself in the midst of a pandemic that has brought uncertainty and challenges to each and every one of us. The world has reacted yet still we find ourselves working in stressful, unprecedented environments that not only affect the way we work but all aspects of our day to day lives including our mental health and wellbeing.

This has undoubtedly had a huge toll on millions of us in the UK and the hundreds of thousands of us that call Bristol our home.

On Thursday 17 June, the City Office and Centre for Public Health and Wellbeing at UWE held an event as part of Bristol Remembers to offer a space for people to talk about the pressures they have seen on staff from all sectors and all corners of the city. Speakers from St. Peter’s Hospice, UWE Public Health, Bristol City Council, University Hospitals Bristol and Weston (UHBW) and Brunelcare all offered insight into some of the ways we can support our organisations and the teams within them to enable a safe recovery from periods of intense pressure.

Frank Noble is CEO of St. Peter’s Hospice and gave a really inspirational presentation on his experience of military decompression, talking around a framework that he produced to help his staff recharge, restore and recuperate in their own teams to help readjust to elements of normality. This was followed by Dr Liz Frost, a colleague and Associate Professor of Social Care here at UWE, who added her thoughts about the impact the pandemic has had on the workforce and how organisations can help staff by focusing on the things that truly matter to them, which in turn will help both teams and individuals thrive.

Along with input from Christina Gray, Director of Communities and Public Health for Bristol, Samantha Chapman, Head of Organisational Development at UHBW and Oona Goldsworthy, CEO at Brunelcare, delegates were given a thorough insight into what others are currently doing and how they too can share, develop and use these ideas within their own organisations.

The event finished with everyone getting a chance to participate sharing their own thoughts, feedback and experiences that we hope to share even wider as we look to recover together as one city. We want to build on the conversations we have had so far to make sure that as a workforce, we don’t just go back to how things were but improve on them, to make it better for everyone.

For anyone interested in finding out more about the event or using a ‘decompression’ framework within your organisation to help recovery from the pandemic please contact the City Office via city.office@bristol.gov.uk