The Intercultural city aims at building its policies and identity on the explicit acknowledgement that diversity can be a resource for the development of the society.

The first step is the adoption (and implementation) of strategies that facilitate positive intercultural encounters and exchanges, and promote equal and active participation of residents and communities in the development of the city, thus responding to the needs of a diverse population. The Intercultural integration policy model is based on extensive research evidence, on a range of international legal instruments, and on the collective input of the cities member of the Intercultural Cities programme that share their good practice examples on how to better manage diversity, address possible conflicts, and benefit from the diversity advantage.

This section offers examples of intercultural approaches that facilitate the development and implementation of intercultural strategies.

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To get acquainted with cities’ good practices related to the management of the Covid-19 pandemic, please visit Intercultural Cities: COVID-19 Special page.

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Together for Stronger Communities

2019
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Bradford has developed its Intercultural Strategy (Together for Stronger Communities 2018-2023) and the corresponding action plan after extensive consultation with citizens. The consultation was both quantitative and qualitative and involved the use of the following methods:

1. Bord tables for feedback and prioritization

2. Focus Groups

3. Open-ended/Open composition commissions to explore broader views on integration

4. Online Surveys (conducted in the community)

5. Vox Pops

6. Recorded one-to-one interviews

The Stronger Communities Together strategy’s team will manage an innovation fund that will solicit proposals for innovative and collaborative projects in the area of integration and interculturalism in the broadest sense (i.e., including all forms of social integration - e.g., intergenerational, economic, sexual and disability). These funds will be allocated through participatory budgeting.

Additionally, as a way to specifically address the challenge of representation at the higher level, Bradford launched the initiative “Council’s Future Leaders Experience”. This is a yearlong programme of learning, development, skills, shadowing, mentoring and networking for 20-40 employees at all levels within the organisation and beyond. A significant proportion of the Future Leaders participants have been from a minority background.


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