Version 2 Central Assembly 9 June 2011

SHEFFIELD CITY COUNCIL Central Community Assembly Report 10

Report of: Executive Director PLACE

______

Date: 9 June 2011 ______

Subject: Thriving District and Local Centres ______

Author of Report: Fiona Champion ______Summary: A City of Opportunity identifies Thriving District and Local Centres as a new priority for the Council and a key initiative in creating sustainable communities across the city.

Last year we carried out a citywide consultation with local people and businesses which contributed directly to the development of a Thriving District and Local Centres Area Strategy for each Community Assembly Area and a Citywide Framework document. Together they form a framework for future action and investment over a number of years

This report sets out the results of the consultation and appends the Local Area Strategy for the Central Community Assembly approval. ______

Reasons for Recommendations: These strategies set out our vision for district and local centres, proposing which centres are priorities for further work and investment, and what actions the Council and its partners need to take to realise the potential of all our centres. It is anticipated that the Council and its partners will use the strategies to identify how the city’s network of centres can improve the quality of life for people and to make best use of our combined resources

Recommendations:

Central Community Assembly is recommended to

(a) Note the outcome of the consultation;

(b) Approve the Thriving District and Local Centres Strategy and Action Plan prepared for the Central Community Assembly Area; and

1 Version 2 Central Assembly 9 June 2011 (c) Confirm its belief that implementation of the proposals in the Strategy and Action Plan is likely to promote the economic, social and environmental well-being of the Central Community Assembly Area and the individuals and businesses present within it.

Background Papers:

Thriving District & Local Centres Cabinet report, 24 March 2010 – sets out the context, vision and consultation proposals to develop the draft strategy

Thriving District & Local Centres Cabinet report, 9 March 2011 – details the results of the consultation and approves the Thriving District and Local Centres Citywide Framework

Citywide Framework (- Appendix 1)

Central Community Assembly Local Area Strategy (Appendix 2)

Category of Report: OPEN

2 Version 2 Central Assembly 9 June 2011

Statutory and Council Policy Checklist

Financial Implications

YES Cleared by: Liz Orme

Legal Implications

NO

Equality of Opportunity Implications YES

Tackling Health Inequalities Implications

YES

Human rights Implications

NO

Environmental and Sustainability implications

YES

Economic impact

YES

Community safety implications

YES

Human resources implications

NO

Property implications

NO

Area(s) affected

Central Sheffield

Relevant Cabinet Portfolio Leader

Cllr Rooney

Relevant Scrutiny Committee if decision called in

Safer and Stronger Communities

Is the item a matter which is reserved for approval by the City Council? NO

Press release

NO

3 Version 2 Central Assembly 9 June 2011 1.Summary

1.1 A City of Opportunity identifies Thriving District and Local Centres as a new priority for the Council and a key initiative in creating sustainable communities across the city.

1.2 Last year we carried out a citywide consultation with local people and businesses which contributed directly to the development of a Thriving District and Local Centres Area Strategy for each Community Assembly Area and a Citywide Framework document. Together they form a framework for future action and investment over a number of years

1.3This report sets out the results of the consultation and appends the Local Area Strategy for the Central Community Assembly.

2. What does this mean for people within the Central Community Assembly Area?

2.1 District and local centres provide a common feature in communities of very different character and form. They act as hubs for their neighbourhoods, connected to the city centre and main employment areas by public transport and offering facilities and services to meet everyday needs. They are vital to the attractiveness and success of housing areas, are a key component in why people choose to live or work in an area and an important feature of their everyday life.

2.2 District and local centres also support a range of businesses across the city including shops, places to eat and drink, offices and workshops. Strengthening centres will bring learning, work and enterprise opportunities closer to where people live. But centres are not just about shops – they are also critical as places where people can access public services and facilities such as libraries, schools, community buildings and health centres. They also have a ‘sense of place’ and act as focal points for communities. We aim through the new strategy to encourage all partners to focus investment in buildings and public spaces within district and local centres.

3. Outcomes and Sustainability

3.1 By talking to local people and businesses we have developed a series of Thriving District & Local Centres Strategies tailored to the requirements of each individual Community Assembly Area that can guide future investment in centres by the public, private and voluntary/community sectors. We have identified where need is greatest but also where we can have most impact and can hope to lever in most funding from the public and private sector. The strategies provide an opportunity to make a real difference and optimise the use of resources in centres over the next few years. .

3.2 The development of a network of district and local centres across the city is a key part of our approach to developing sustainable communities. Ensuring high quality local facilities within walking distance and with good public transport connections reduces the need to travel by car for everyday goods and services; concentrating activity in centres rather than dispersing

4 Version 2 Central Assembly 9 June 2011 them across a neighbourhood increases the viability of businesses and public sector services alike; creating a recognisable focal point where people come together in a neighbourhood strengthens the identity of a community. Successful centres can have a big impact on the success of a neighbourhood as a whole, thereby making the community more sustainable.

4. Full Proposal

4.1 Background

4.11 On the 24th March 2010 Cabinet approved a report that set out our vision for centres and proposals for further consultation with local people and businesses to inform and develop a city wide strategy for Thriving District and Local Centres

4.12 District and local centres can fulfil a similar role in the villages, suburbs and neighbourhoods that make up the rest of the city; and their success is also key to the success of those places and to the city as a whole. Although some excellent work has been done in relation to some centres in the city to understand how they work and what needs to happen to make them into successful places, this is the first time that the Council has taken a comprehensive look at centres across the whole city.

4.13 This was an ambitious piece of work, not least because there are so many centres to consider and because even the best centres can always be better. Because district and local centres are so important for people’s quality of life the Council wanted to make sure that local people helped shape our strategy for centres: identifying which centres matter and prioritising the investment that is needed in their local area.

4.14 We undertook a wide-ranging consultation process, facilitated by Community Assemblies, to help us develop the strategy. The consultation has been critical in shaping the strategy and giving us a picture of what needs to change.

4.15 During the consultation process, it was apparent that different areas raised different priorities in terms of the provision in their District and Local Centres, and so a separate strategy has been developed for each Community Assembly Area, to reflect these priorities. However, these strategies are linked together and supported by a single Citywide Framework that details the guiding principles for the whole network of centres across the city.

4.16 On 9 March 2011 Cabinet approved the Citywide Framework, and endorsed the Local Area Strategies, with the view that the approval for each Strategy should be given by the respective Community Assembly

4.2 Summary of Strategy

4.21 We have had a great response to the consultation with people taking time to give us detailed comments and have their photos taken and offering to get involved as ‘champions’ for their centre. Citywide we received 1100 general questionnaire responses, and a further 210 from businesses. We

5 Version 2 Central Assembly 9 June 2011 received comments on all 17 district centres and all but 7 of the 58 local centres included in the strategy. We now have a wealth of information about what people do and don’t like about the centres that they use, what they think is special about each and the changes they feel would make the biggest difference. This information has been captured in the narratives of each Local Area Strategy.

4.22 A City of Opportunity sets out the overall vision for district and local centres:

Our district centres are thriving and attractive places in which to live, work, shop and relax – focal points where businesses and public services serve the needs of the surrounding communities effectively. District centres have good public transport and accessibility for all members of the community

At the neighbourhood level there are viable local centres where people can access basic facilities such as local shops, medical centres, libraries, post offices and community centres within a reasonable distance of home

4.23 One of the questions we asked people in our consultation was “What do you think is the best centre in the city and why?” We have taken the main themes from the answers people gave us (see Section 2 of the Citywide Framework) to develop our vision in more detail and refine our key objectives as follows:

District and local centres act as focal points for their community Local people, community groups and businesses will be part of creating the character of their centre and can be centrally involved in the decisions taken on centres in their local area

Quality of Life Quality of Place

Good variety, range and Places for people to Distinctive and with well quality of shops including meet and come together designed buildings and food shops, post office, in a neighbourhood public spaces that act as pharmacy and bank/cash including cafes, a focal point or meeting machine so that people can restaurants, clubs and place and help people shop locally for the majority public places, especially feel safe of their everyday needs libraries and parks Distinctive range of shops Good access to high Well connected in terms including specialist and quality public services in of public transport independent shops their local area Other commercial uses including housing and leisure Events and activities Accessible to all and that help centres feel busy including markets with easy car parking and safe Good places to do business High quality, locally- and provide advice and Well maintained and well managed community support for people wanting to managed facilities start or grow a business

6 Version 2 Central Assembly 9 June 2011 Schools to be at the heart of Features that promote Centres that feel green centres along with access to people’s health and and support low carbon lifelong learning, training and independence lifestyles employment opportunities 4.24 The Local Area Strategy includes the following centres that people identified as key centres in the Central Community Assembly Area. :

District Centres  Broomhill  Ecclesall Road  Hillsborough  Sharrow/London Road

Local Centres  Broomhall  Upperthorpe  Crookesmoor  Walkley  Middlewood  Wisewood

4.25 The Citywide Framework document explains in detail the consultation we undertook over the summer as well as the technical assessments we have completed. The results for each centre are captured in the narratives in each Area Strategy.

4.26 The Central Local Area Strategy sets out a range of actions that have been identified through the narratives. These are:

Centres as focal points for the community . To build on the consultation to create ongoing opportunities for involvement

Improving quality of life . Reduce the number of vacant shops . Strengthen the “core offer” (foodstore, post office, bank/non-charging cash machines and pharmacy) . Support specialist and independent shops and businesses . Increase the range of other commercial and economic uses in line with the economic characteristics of the wider neighbourhood . Increase the number of people living in and around centres . Schools as community hubs with strong links to centres . Aligning library services with district centres . Improve access to and facilities in parks in our district centres . Ensure that the provision of Council services is located in/ or signposted from district and local centres and reflects customer need, demand and preference . Work with other agencies, in particular the GP Consortia and the Voluntary & Community/Faith sector, to encourage the location of public/community services in district and local centres . Extend the programme of markets across the city, focused on centres . Promote cultural activities and local events in centres . Deliver positive activities for young people including working with schools . Provide public toilets

Improving quality of place . Improve public transport connections . Develop the quality and distinctiveness of the public realm in centres including shop frontages

7 Version 2 Central Assembly 9 June 2011 . Improve pedestrian and cyclist safety and accessibility . Manage traffic and parking better . Prioritise street cleaning and management of centres . Introduce initiatives in centres that support people to live low carbon lifestyles

4.27 The strategy includes ideas about how to prioritise and phase improvements over the next 10 years and about approaches to investment that we can take in the current economic climate.

4.3 Consultation on the strategy

4.31 Using the feedback from the summer consultation, we drafted seven Area Strategies based on the Community Assembly Boundaries, and supported by one Citywide Framework. We have since carried out further consultation to check back and see if  Local people agreed with our assessment of the centres  Local people agreed with the proposed priorities for improvement

4.32 The consultation took place over a period of 6 weeks in December, and January 2011 and included opportunities both out in the district and local centres and in the city centre.

 Community Assembly events – attending key events and meetings to consult with local people community forums and stakeholders,  Presentations to Focus Groups - including Access Liaison Group; Choices not Barriers and BME Network.  Libraries - A summary of the strategy was made available in libraries  Your Sheffield- this magazine is delivered to every household in Sheffield, and the November edition gave information about the opportunities to comment on the draft strategy in December and January  A copy of the proposed strategies were available on the Thriving District and Local Centres web page together with a short questionnaire to enable people to submit comments online  Articles were placed in partners’ websites or newsletters to sign post people to the strategy for consultation.  Copies of the draft strategies were sent to community forums and focus groups who were involved during the summer engagement  A marquee situated outside the Town Hall from 10th to the 11th of December, and was able to attract many people.

4.33 Any factual comments and feedback have been used to amend or update the Centres narratives for the final version of the Strategy.

4.34 During the period of the consultation we received many comments - the majority were in agreement with the information and priorities identified, with the exception of some factual inaccuracies since amended in the final version.

4.35 The strategy was discussed with each Community Assembly Manager to ensure there are no conflicts with existing Community Assembly Plans, and Members of each Assembly were also briefed.

8 Version 2 Central Assembly 9 June 2011 4.36 Presentations were given to each of the Portfolio Leadership teams to provide an opportunity to comment on the Action Plans, and consider the impacts for their own services.

4.4 Delivering the strategy

4.41 The Strategy includes a set of Action Plans linking with the Community Assembly plan and business planning within the Council. The wide ranging priorities highlight the importance of a partnership approach across the public/private and voluntary sectors, to enable delivery of the strategies and make best use of combined resources. This is particularly important when considering that the actions constitute an ambitious programme of change across the city at a time when investment is constrained.

4.42 Although Community Assembly will be the guardian of the Local Area Strategy, the programme as a whole will be led from the Council’s Housing Enterprise & Regeneration service who will oversee delivery by a wide range of services and stakeholders. This will include:

 Working with the Community Assembly to ensure the Strategy and Action Plans are approved and adopted.  Developing Delivery Plans for the Area Strategy  Identifying project “owners” for each of the programmes to develop the details of the individual projects and broker the actions and involvement of partners in delivery arrangements  Identifying costs that can be fed into business planning for 2011-14 within the Council and with external partners and funders  Developing clear targets and milestones for 2011-14 where appropriate  Creating a best practice network of people in the city with experience of delivering similar projects  Linking into existing programme board arrangements to oversee the work and ensure it is integrated with other Council priorities  Establishing the governance arrangements - including the links to Community Assembly

4.43 Some funding has been made available through the Economic Fighting Fund, from which a budget of £125,000 has been approved to help kick-start delivery of the Strategy. This is to be targeted at the Hillsborough District Centre. Projects will be shaped directly from the priorities raised through consultation and aim at improving the attractiveness of centres, encouraging greater footfall and promoting partnership working. Work is currently underway to develop and explore the feasibility of projects alongside the work of the Community Assembly and local Forums. Not only will these projects bring meaningful change to the centre, but they will also act as pilot projects to promote the wider aims of TDLC and best practice for use in other centres across the city.

5. Financial Implications

9 Version 2 Central Assembly 9 June 2011 5.1 Budget provision has been made to promote and coordinate delivery of the strategy through the HER service

5.2 Investment in district and local centres has been prioritised in Sheffield’s draft Local Investment Plan, our submission to the Homes and Communities Agency for funding for 2011-14.

5.3 The Economic Fighting Fund Funding has approved a citywide budget of £250,000 to help kick-start delivery of some aspects of the strategy. Hillsborough has been allocated £125,000 and work has started on developing these projects

6. Legal Implications

6.1 The Thriving District & Local Centres Strategy for the Central CA area contains many individual proposals, each of which will have their own legal implications. Legal implications which arise from specific proposals will be addressed when proposals are implemented, in consultation with officers in Legal Services.

6.2 In relation to legal powers to implement the proposals, it is likely that significant reliance will be placed on the powers to promote economic, social and environmental well-being provided by Section 2, Local Government Act 2000. In using these powers regard must be had to any relevant guidance issued by the Secretary of State and the Council’s Sustainable Community Strategy (‘The Sheffield City Strategy 2010 – 2020’). The proposals are not at variance with the guidance, and complement the key ambitions in the City Strategy which includes the following in its vision for Sheffield: “The strong sense of community across the city is valued and evident, with communities retaining and building their distinctive local character, developing their own solutions to local problems and enjoying thriving local centres.”

6.3 Although legal powers and other implications will need to be considered for each proposal, it would be helpful if the Community Assembly were formally to confirm its view that the implementation of the Thriving District & Local Centres Strategy is likely to promote the economic, social and environmental well-being of the Central Community Assembly Area and the individuals and businesses present within it.

7. Equality of Opportunity Implications

7.1 We want the delivery of the Thriving District & Local Centres Strategy to have a positive effect on all communities across the city. Our Equalities Impact Assessment has been prepared and summarised as follows:.

7.2 Consultation carried out to date has identified a number of key issues and considerations which have informed our approach to the Thriving District & Local Centres Strategy. These include:

 Centres which are accessible for all, taking in to consideration the needs of disabled people, our ageing population and families with

10 Version 2 Central Assembly 9 June 2011 young children - this cuts across the physical environment and services provided at centres  Centres which are safe and provide facilities for all the community – this is important in allowing equality of access and also in providing opportunities for people to mix, a key principle of our Community Cohesion Strategy  Centres which reflect the diversity of Sheffield’s population and the distinctiveness of specific locations

8. Human Resource Implications

8.1 There are no immediate implications arising from this report.

9. Environmental and Sustainability Implications

9.1 There are no immediate implications arising from this report. However the development and delivery of a strategy for Thriving District & Local Centres will help us promote a better quality environment and low carbon lifestyles across the city

10. Alternative Options

10.1 No alternatives are to be put forward or considered to be appropriate in the circumstances."

11. Reasons for Recommendations

11.1 These strategies set out our vision for district and local centres, proposing which centres are priorities for further work and investment, and what actions the Council and its partners need to take to realise the potential of all our centres. It is anticipated that the Council and its partners will use the strategies to identify how the city’s network of centres can improve the quality of life for people and to make best use of our combined resources

12. Recommendations

12.1 Central Community Assembly is recommended to

(a) Note the outcome of the consultation;

(b) Approve the Thriving District and Local Centres Strategy and Action Plan prepared for the Central Community Assembly Area; and

(c) Confirm its belief that implementation of the proposals in the Strategy and Action Plan is likely to promote the economic, social and environmental well-being of the Central Community Assembly Area and the individuals and businesses present within it.

Simon Green Executive Director, Place

11 Version 2 Central Assembly 9 June 2011

12

Sheffield’s Thriving District and Local Centres

THE CITY WIDE FRAMEWORK

THIS DOCUMENT This is the final version of The Thriving District and Local Centres Citywide Framework. It covers all the District and Local Centres across Sheffield, setting the vision for the whole city and reconciling the priorities across the city.

LOCAL AREA STRATEGIES This Framework needs to be read alongside the Local Area Strategies, which have been prepared for each of the seven Community Assembly Areas. Each strategy contains descriptions and action plans for the District and Local Centres in the Assembly.

YOUR CENTRE – YOUR VIEW The descriptions and actions plans for the District and Local Centres in this document, and the strategies, are based on the views of local people gathered during extensive consultation over the summer of 2010. These were further refined through consultation on the draft document in the early part of 2011. This process has helped us to produce a set of strategies, which genuinely reflect local views.

CONTACT DETAILS To see and comment on electronic versions of these strategies please go to: www.sheffield.gov.uk/thrivingcentres

If you have any questions please contact Fiona Champion or Elaine Feeney:

Email : [email protected]. Telephone : 0114 203 9568

2 WELCOME AND FOREWORD

The Council’s corporate plan, A City of Opportunity, identifies Thriving District and Local Centres as a new priority for the Council and a key initiative in creating sustainable communities across the city. Over recent years we have seen significant investment and improvement within the city centre as part of our plans to boost the economy of the city: it has been transformed into a thriving metropolitan hub with a lively mix of shopping and workspace, new city centre living, high quality public spaces, good access to public services and cultural facilities all set within an award-winning public realm. The success of the city centre is directly linked to the success of the city as a place where people choose to live, work and invest.

We now wish to take that approach out across Sheffield, to develop and support a citywide network of vibrant district and local centres that will improve local people’s quality of life, allow them to maximise their potential as individuals, support local enterprise and help attract new residents and investment to the city. Although some excellent work has already been done in relation to some centres in the city, to understand how they work and what needs to happen to make them into successful places, this is the first time that the Council has taken a comprehensive look at centres across the whole city. We see the centres as a network, improving quality of life not only for the communities they directly serve, but also collectively for the city as a whole.

This is an ambitious piece of work, not least because there are so many centres to consider and because even the best centres can always be better. These strategies cannot hope to solve all the many and complex issues facing our centres, but can start to provide a framework for action and investment.

We wanted local people and businesses to be at the heart of developing these strategies and to work with us to realise the potential of our centres. We are delighted therefore, by the support people have shown so far during our consultation. We hope you will give us your feedback on the ideas in this document and continue to work with us through Community Assemblies to deliver the changes you have suggested.

The strategies draw together the ideas from many individuals and groups across the city. We are grateful for these contributions, which have enriched our thinking, and we look forward to working with you over the coming years to achieve our shared vision for district and local centres.

Cllr David Baker Deputy Leader March 2011

3 CONTENTS

1 Introduction

2 A Vision for Centres

3 Key Objectives

4 Sheffield’s District and Local Centres today

5 Thriving District and Local Centres – Programme of Actions

6 Delivering the Strategy

7 A Phased Approach

8 Making the best use of resources

9 Consultation

This document supports and complements the Thriving District and Local Centres Area Strategies and Action Plan documents, which form the component parts of the city wide framework These Area Strategies are part of a city-wide framework for future action and investment over a number of years. It is anticipated that the Council and its partners will use the local strategies to identify how the city’s network of centres can improve the quality of life for people living and working in the city and to make best use of our combined resources

4 1. INTRODUCTION

District and local centres provide a common feature in communities of very different character and form. They act as hubs for their neighbourhoods, are connected to the city centre and main employment areas by public transport and offer facilities and services to meet everyday needs. They are vital to the attractiveness and success of housing areas, are a key component in why people choose to live or work in an area, and are an important feature of everyday life.

Many of our centres still retain the variety of small independent shops that they had a century ago. Interestingly, despite the pressure of larger supermarkets and the decline of traditional counter service, feedback suggests that people want independent shops in their centres. Personal service and the real knowledge of stock that independent shopkeepers offer, is still valued.

District and local centres support a range of businesses across the city, including: shops, places to eat and drink, offices and workshops. Strengthening centres will bring learning, work and enterprise opportunities closer to where people live. But centres are not just about shops – they are critical as places where people can access public services and facilities such as libraries, schools, community buildings and health centres and where people can come together to meet, socialise and worship. They have a ‘sense of place’ and act as focal points for communities.

This Framework document sets out our vision for district and local centres across the whole city. It needs to be read alongside the seven Thriving District and Local Centres Area Strategies, which propose priority centres for further work and investment and the actions the Council and its partners need to take to realise the potential of all our centres. We want to identify where need is greatest but also where we can have most impact and can lever in most investment from the public and private sector.

The strategies will form a framework for future action and investment over a number of years and although do not as yet have any dedicated resources attached to their delivery, it is anticipated that the Council and its partners will use the strategies to identify how the city’s network of centres can improve the quality of life for people living and working in the city and to make best use of our combined resources.

5 2. A VISION FOR CENTRES

A City of Opportunity sets out the overall vision for district and local centres:

Our district centres are thriving and attractive places in which to live, work, shop and relax – focal points where businesses and public services serve the needs of the surrounding communities effectively. District centres have good public transport and accessibility for all members of the community.

At the neighbourhood level there are viable local centres where people can access basic facilities such as local shops, medical centres, libraries, post offices and community centres within a reasonable distance of home.

The development of a network of district and local centres across the city is a key part of our approach to developing sustainable communities and successful places – places where people choose to live because they can realise their potential.

Ensuring high quality local facilities within walking distance and with good public transport connections reduces the need to travel by car for everyday goods and services; concentrating activity in centres rather than dispersing them across a neighbourhood increases the viability of businesses and public sector services alike while creating a recognisable focal point where people come together in a neighbourhood strengthens the identity of a community.

Successful centres can have a big impact on the success of a neighbourhood as a whole, thereby making the community more sustainable.

Our vision is that every community will have a centre that acts as a focal point, where people can come together. Centres will be a source of pride for local people and contribute to their sense of belonging to an area. Local people and businesses will be able to get involved in improving and looking after their centres, talk to the Council and other agencies about what works and doesn’t work and have a say on changes.

Our ambition is that most people in the city will live within reasonable distance of a district centre and within 10 minutes’ walk of a local centre. There will be a sustainable network of centres across the city, each with a clear role and function in their neighbourhood.

6 2. A VISION FOR CENTRES

Centres will vary in character and scale, but will generally have a mix of commercial activity (shops and workspace), community and public services and will be accessible to all. This mix will maximise the number of people coming to a centre and thus help it to thrive.

Most importantly, local people will know their centre because it has a recognisable public space, building, focal point or other distinctive feature.

Feedback from our consultation has shown that people equate a successful centre with the character and atmosphere created by the people who are there. They use words like friendly, relaxed, local, real, cosmopolitan, diverse, bustling, vibrant, buzzy and exciting to describe their favourite centre.

In terms of shops, what people most want is variety, range and quality, access to food shops, a post office and a bank but also independent and specialist shops. Places that are “unique” or “quirky” become local landmarks, confirming a sense of identity. People also like late opening hours and reasonable prices.

They do however want more than just shops. They want restaurants, cafes, community clubs, nightlife, “places to meet and relax” as well as events and activities including markets. They frequently comment on the importance of a library as part of their favourite centre as well as access to parks and other open spaces.

Libraries and parks come across strongly as symbols of public life in the neighbourhood and part of people’s mental map of where they live. Clinics, sports and leisure facilities, access to public services and youth centres also get a mention.

They recognise the importance of public transport and car parking and want centres to feel accessible to all, safe, clean and “cared for” with flowers, greenery, Christmas lights and public spaces, but also facilities like seating and toilets.

7 2. A VISION FOR CENTRES

We have turned these themes and the overall vision from City of Opportunity into a set of objectives for centres. (see table in local area strategy for detail)

We have also ensured a fit against local, regional and national policy (see Appendix 7).

Our over-arching objective – that centres act as focal points for their community – aims to capture the importance that people attach to the atmosphere in a centre and our commitment to involving people in making centres special places in their communities.

The remaining objectives are grouped under two headings:

. Quality of life – the economic and social aspects that enable people to realise their potential . Quality of place – the physical aspects that make for a good local environment

These objectives have formed the framework for our assessment of centres and for our proposals to improve them.

During the summer of 2010, we undertook a city wide exercise to engage with the people of Sheffield, seeking their views and opinions on those centres that people want to see included within the strategy as well as a list of smaller centres – parades of shops rather than local centres

One of the questions we asked people in our consultation was “What do you think is the best centre in the city and why?”

We have taken the main themes from the answers people gave us to develop our vision in more detail, and help focus on the following key objectives.

8 3. KEY OBJECTIVES

District and local centres act as focal points for their community Local people, community groups and businesses will be part of creating the character of their centre and can be centrally involved in the decisions taken on centres in their local area Quality of Life Quality of Place Good variety, range Places for people to Distinctive, with well designed and quality of shops meet and come buildings and public spaces including food together in a that act as a focal point or shops, post office, neighbourhood meeting place and help people pharmacy and including: cafes, to feel safe banks/cash restaurants, clubs machines so that and public places, people can shop especially libraries locally for the and parks majority of their everyday needs Distinctive range of Good access to Well connected in terms of shops, including high quality public public transport specialist and services in their independent shops local area Other commercial Events and Accessible to all and with easy uses including activities including car parking housing and leisure markets and that help centres community events feel busy and safe Good places to do High quality, locally- Well maintained and well business and managed managed provide advice and community facilities support for people wanting to start or grow a business Schools to be at the Features that Centres that feel green and heart of centres promote people’s support low carbon lifestyles along with access to health and lifelong learning, independence training and employment opportunities

9 4. SHEFFIELD’S DISTRICT AND LOCAL CENTRES TODAY

We have undertaken a review of the city’s centres informed by consultation with local people, partners and businesses

What did we do? We want local people and businesses to be at the heart of the strategy, to tell us which centres matter, what’s special about them and what changes would make the biggest difference. By talking to local people we have been able to develop a framework to enable local strategies to be developed for each community assembly area- based on the views and opinions of the communities that they serve. The aim is that the local strategies will be able to make a real difference by focusing and optimising the use of resources over the next few years.

To enable us to gather the information from the people of Sheffield we:  Attended 51 community events across the city over the summer months, speaking to individuals to get an understanding of the things they liked and disliked about their centres as well as what they saw as the main priorities for improvement.  Gave briefings/presentations and held events with specific communities of interest including the Choices not Barriers group, the BME network, the Access Liaison Group, Sustainable Communities Panel , Community Involvement Group , 50+, Rural Village Network forum, Sheffield Development Framework conference, young people and city centre residents.  Gave a questionnaire to every business and trader in both district and local centres. An event was hosted by the Federation of Small Business  Engaged The ‘Dead Earnest The atre Company’ to visit each of the 17 District Centres to stop shoppers and visitors and ask them their views and opinions. A photographic and audio record was also captured as part of this work.  Carried out some ‘on the streets’ youth engagement in Spital Hill, Pitsmoor, Lowedges, Winn Gardens and Hillsborough Park  Sent out E-mails and mail-outs to a range of citywide organisations including the voluntary and community, private and public sectors.  Put up posters and questionnaires in 29 libraries and 30 community buildings across the city  Created a dedicated web page, which was created to facilitate an on- line questionnaire for both the public, partners and businesses – and linked to many other partners’ web sites.

10 4. SHEFFIELD’S DISTRICT AND LOCAL CENTRES TODAY

 Devised an interactive game, based on identifying the district centres to draw people’s attention, with a prize draw for all correct entries.  Distributed a total 2000 business questionnaires and a further 3000 general questionnaires were handed out at events and community venues.

The map shows the extent of this consultation – we have talked to people the length and breadth of the city. (Consultation map to be inserted)

Each dot represents an event or activity where we gathered opinions and views on the Centres across the city

As well as the results of this specific consultation, we have included information gleaned from previous consultation through Community Assemblies and as part of developing local masterplans.

11 4. SHEFFIELD’S DISTRICT AND LOCAL CENTRES TODAY

What did we learn?

We have had a fantastic response to this consultation with people taking time to give us detailed comments, have their photos taken and 160 people offering to get involved as ‘champions’ for their centre. We received 1100 general questionnaire responses and a further 210 from businesses. We received comments on all district centres and all but 7 of our 58 local centres, giving us a solid foundation and evidence base for the strategy. We had support to deliver the consultation process from a virtual team of 80 people, including: community members, staff in the Council and our partner organisations and the federation of small businesses.

We now have a picture of the centres people want to see included in the strategy (see Appendix 1) and a wealth of information about what people do and don’t like about the centres they use. This is captured in the narrative for each centre (see the Area Strategies). There are a number of general themes that come out as well as lots of rich detail for individual centres. There is a strong sense of how centres contribute to people’s every day quality of life; and of how the network of centres across the city, collectively complement the city centre, and help define the character of the city.

Taken as a whole the words and images create an extraordinary snapshot of and advertisement for the city – contemporary, urban, cosmopolitan; independent and authentic; friendly and local.

It is clear that the district centres have a particular importance; they attract most comments with people indicating strong allegiances, highlighting what makes them distinctive and often expressing warm and enthusiastic feelings for them. All of the 17 district centres (with the exception of Chaucer, which is a district centre in the making) feature in the list of “best centres”, compared with only 12 of the 58 local centres. There is a high level of consistency in the comments about each of the district centres, which communicate the character of each clearly, as well as the changes that need to be made.

Businesses tend to have broadly similar comments to local people. Where they differ we have highlighted this in the narratives. Generally, they have a particular focus on how centres can best attract footfall, including car parking, the need for promotion and safety/cleanliness.

Consultation has identified those centres that people want to see included within the strategy, as well as a list of smaller centres – parades of shops rather than local centres – that are in need of attention (see Appendix 1).

12 4. SHEFFIELD’S DISTRICT AND LOCAL CENTRES TODAY

We have also carried out a Technical Assessment

The technical assessment used two tools:

. A vitality and viability assessment, or economic healthcheck. . A place-check assessment tool developed by us from national guidance

Details of the assessment tools are included at Appendix 4. The vitality and viability test assesses primarily how economically sustainable a centre is based on the mix, occupancy and rateable value of commercial premises, the range of shops and community facilities, the numbers of pedestrians visiting the centre daily, how accessible it is by public transport and car, environmental quality and perceptions of safety. The placecheck records the presence and absence of features to assess how well a centre matches up to the 15 objectives of our vision. (see page 9)

What did we learn?

Based on the information we have around vitality and viability, we have classified our centres as:

 Healthy  Healthy but with untapped potential  Facing major challenges

The results (see table in Appendix 5) show that of our 17 district centres:

 8 are healthy – Banner Cross, Broomhill, Crookes, Crystal Peaks, Ecclesall Road, Firth Park, Hillsborough and Woodseats  4 are healthy but with untapped potential – Chapeltown, Sharrow/London Road Spital Hill, and Woodhouse  and 5 –Chaucer, Darnall, Heeley, Manor Top and Stocksbridge– face major challenges.

Of our 58 local centres:  18 are healthy  30 are healthy but with untapped potential

10 face major challenges –Attercliffe, Duke Street, Fox Hill, Hemsworth, Limpsfield, Manor (Upper), Norfolk Park, Tinsley, Westfield and Wincobank, Many of the centres that are deemed to be facing major challenges are those where developments are planned over the next few years, though resources are not yet necessarily in place to implement changes

13 5. PROGRAMME OF ACTIONS

Some of these are long-term proposals, where other changes in the area need to happen first.

Just because a centre is deemed healthy, or healthy but with untapped potential, it doesn’t mean there isn’t room for improvement or issues to address – the narratives identify these. However, this classification is a guide to the current performance of our centres.

In this section we set out how the list of interventions identified in the narratives (see Area Strategies), combined with opportunities presented by a range of Council policies and strategies (see Appendix 7), can be developed into a programme of actions to improve our centres and move them closer to the vision.

We do not plan to carry out the full list of actions in every centre. Instead, we intend to target specific actions at the centres where the narrative identifies they would make the biggest difference. This approach recognises that every centre is different and needs a tailored approach.

We have developed this list into a programme of actions for each of the seven Community Assemblies (Area Strategies) that reflects the targeted approach. Appendix 6 includes a summary programme that brings together the actions across all Community Assembly areas. For each action we have identified the district and/or local centres where the action has been identified as important

1 Focal points for the community

The engagement of local people and businesses will be key to driving improvements in centres.

What do we want to achieve?

We want to build on the consultation to create ongoing opportunities for involvement: as community champions, as part of responsible trader groups, in order to give ideas and feedback, and to organise and participate in community events.

14 5. PROGRAMME OF ACTIONS

2 Quality of life

a) The economic health of our centres is the underpinning factor in their long- term success.

What do we want to achieve? . A reduction in the number of vacant shops . Strengthen the “core offer” - foodstore, post office, bank/non-charging ATM and pharmacy . To support specialist and independent shops and businesses . Increase the range of other commercial and economic uses in line with the economic characteristics of the wider neighbourhood . Increase the number of people living in and around centres . Develop schools as community hubs with strong links to the centres b) A mix of community activities and public services are essential for sustainable communities and, where these are located in centres they can help support the economic viability of those centres. However we are not suggesting that a “core offer” of these services has to be provided in all centres and where centres are already thriving we are not seeking to relocate services, unless opportunities present themselves in the future. Instead we support an approach that seeks to tailor service provision to the need, demand and preference of customers. In many centres, in particular the local ones, this will be about signposting people to provision in nearby centres.

What do we want to achieve? . Good quality library services . Improve access to and facilities in parks in our district centres . Ensure that the provision of Council services is located in, or signposted from district and local centres and reflects customer need, demand and preference . Work with other agencies, in particular the Primary Care Trust and the voluntary & community sector, to encourage the location of public/community services in district and local centres . Extend the programme of markets across the city, focused on centres . Promote cultural activities and local events in centres . Deliver positive activities for young people, including working with schools . Provide public toilets

15 5. PROGRAMME OF ACTIONS

3 Quality of place

Almost all of the centres in the strategy could benefit from environmental improvements, whether this is to improve pedestrian safety, reduce traffic congestion, create a better or more distinctive focal point, improve the quality of buildings, encourage low carbon lifestyles, manage anti-social behaviour or improve on standards of cleanliness.

What do we want to achieve? . Improve public transport connections . Develop the quality and distinctiveness of the public realm in centres including shop frontages . Improve pedestrian and cyclist safety and accessibility . Manage traffic and parking better . Prioritise street cleaning and management of centres . Introduce initiatives in centres that support people to live low carbon lifestyles

16 6. DELIVERING THE STRATEGY

Taken together the actions described in the previous section constitute an ambitious programme of change across the city, especially at a time when investment is constrained. In this section we set out how we propose to prioritise and phase the actions so that we can make significant progress over the next 10 years, even with limited resources.

DISTRICT CENTRES

The district centres have emerged as the clear priority based on the consultation: people attach great importance to them and they have a high degree of recognition. Together they form a network of centres that serve the whole city. Our target will be to ensure that over the next 10 years all 17 district centres remain and/or become healthy.

It is proposed to achieve this by:

 Piloting the programme of actions in district centres where these have been highlighted as a particular issue or early opportunity – with a view to developing a toolkit that can be applied more widely across all district and local centres

 Focusing in a more comprehensive way on those district centres that are currently assessed as healthy but with untapped potential and as facing major challenges: Chapeltown, Sharrow/London Road, Spital Hill, Woodhouse; Chaucer, Darnall, Heeley, Manor Top, Stocksbridge.

17 6. DELIVERING THE STRATEGY

LOCAL CENTRES

The local centres are clearly also important to people on an everyday basis. Our target will be to ensure that over the next 10 years no local centres can be described as facing major challenges and that we increase the number that are healthy.

It is proposed to achieve this by:

. Working through Community Assemblies - many of the changes people want for local centres are small-scale environmental improvements such as improved parking, floral displays, cycle stands, recycling bins as well as better standards of cleanliness and management of anti- social behaviour. Many of these priorities are reflected in the Community Assembly plans and can be led and driven through Community Assemblies

. Piloting some actions that have been identified as a particular issue or opportunity as part of developing the toolkit for centres and to “buddy” the local centre with the relevant district centre

. Giving particular attention to those local centres that are currently seen as facing major challenges: Attercliffe, Duke Street, Fox Hill, Hemsworth, Limpsfield, Manor (Upper), Norfolk Park, Tinsley, Westfield, Wincobank

18 7. A PHASED APPROACH

It is proposed that, if feasible, the pilots for the individual actions should be undertaken within the first three years of the strategy (2011-14) so that the learning can be extended to other centres where these issues are also a priority.

Over the next few months we shall test the feasibility of the different actions, so that we can identify whether this is possible and which ones can be undertaken first, starting in 2011/12.

We have identified 9 district and 10 local centres that need a more focused approach over the next 10 years. The table shows that plans for these are at different stages of development and indicates the potential sequence for improvement

Current status District centres Local centres Projects currently Chaucer Fox Hill being delivered Norfolk Park Tinsley Westfield Projects ready to Sharrow/London Wincobank be delivered if Road funding can be Spital Hill identified

Plans currently Darnall Attercliffe being developed Manor Top

Plans yet to be Chapeltown Hemsworth commissioned Heeley Manor (Upper) Stocksbridge Woodhouse Long-term Limpsfield proposals Duke Street

For detailed information on these centres please refer to the relevant Local Area Strategy.

19 8. MAKING THE BEST USE OF RESOURCES

The Council’s roles to achieve its ambition of thriving district and local centres is a combination of direct delivery, influencing our partners and creating the right conditions for other aspects of growth and renewal that must be driven by the market.

Of the 15 objectives that will deliver our vision for centres some are clearly within our control, for example higher standards of street cleaning. Others can be influenced by us through working with our public sector partners, for example the location of health services; while some are largely dependent on the market – in these cases we can certainly help create the right conditions for investment by the private sector, but we may have to wait for the market response. We therefore need to recogn ise different approaches to delivering the local area strategies:

Harness local enthusiasm

The consultation to date has revealed enormous enthusiasm amongst local people and businesses about their centres and a willingness to get involved in the work of improving them. Capitalising on this enthusiasm will create a source of energy for the programme. People see the centres as theirs, not the Council’s, and they expect to have a role in making them thrive. They have come up with lots of ideas for improvement, but these include small changes as well as big ones, some of which can be led through communities and Community Assemblies.

Celebrate what’s already there

The programme for improvement set out in Section 5 is extensive and people do have lots of ideas and comments about what needs to change for the better in their centres.

But at the same time, people hav e been overwhelmingly positive about their centres. One of the simplest things we can do through the local area strategies is to celebrate what we’ve already got, to take the opportunity to promote the special qualities of our centres both within the city and beyond, as part of what makes Sheffield a great place to live and work.

20 8. MAKING THE BEST USE OF RESOURCES

Put centres at the heart of everything the Council does

In many ways centres are the physical expression of Community Assemblies and just like Community Assemblies they can become a core part of everything the Council does. For example:

 We can review the use of libraries in district centres so that they fulfil people’s expectations as public service hubs; we can use our investment in schools as a catalyst for centres; we can prioritise investment in parks that are close to or within district centres

 We are currently developing a management plan for all Council assets: reviewing our premises in centres can lead to more imaginative use of those buildings and reduce the number of vacant units; we can also use vacant land that we own around centres for new housing and other development

 Our current review of how and where face-to-face services are delivered (Customer First) can prioritise activity in centres; a more flexible approach to how office-based Council staff operate, will allow us to optimise opportunities for co- location of staff in centres, closer to customers.

 The way we manage our physical assets (land and buildings) can also create a potential source of funding to support other sources of investment in centres: the Council can also choose to sell assets that are surplus to requirement and reinvest in new facilities

 We can use our purchasing power to support local businesses who operate in or supply centres (Buy Local)

 Commissioning services differently can also generate opportunities; if people can choose to spend their care budgets on local activities and facilities then this could help vulnerable people live at home for longer, reduce their isolation and at the same time support centres

 We can ensure that city events/programmes extend to district centres

 Developing Lifetime Neighbourhoods, in which centres play a key role, could be central to our plans and policies; we can also use our planning and licensing powers to support centres and ensure that new buildings and spaces are well designed

Community Assemblies can choose to prioritise resources in centres, for example small scale environmental improvements, street cleaning, management of anti-social behaviour and positive activities for young people.

21 8. MAKING THE BEST USE OF RESOURCES

Influence our public sector partners to support centres

The Council is part of a wider network of public sector partners and funders in the city. By working together we can make better use of our combined resources, adopting a place-based, not agency-based approach to investment. For example:

 We are working with other public sector organisations to consolidate and integrate assets and to co-locate staff and services and we could focus this work on centres that could in turn attract more people into them;  By planning ahead we can encourage the health service to locate new facilities and services in centres  We can work with the voluntary and community sector to locate new community facilities in centres and support groups to secure external funding

 We can target government and other investment through the Lottery, the Homes and Communities Agency, European funding or the Local Enterprise Partnership to deliver the bigger changes needed in centres

 We can work with Sheffield Homes, Registered Housing Providers, Sheffield Futures and the Police to tackle anti-social behaviour in centres, change perceptions of community safety and encourage people to use their centres more

 Working with Sheffield Museums and Galleries Trust and with other organisations like our Theatres we can encourage outreach work in centres;

 JobCentre Plus and the agencies delivering Flexible New Deal can choose to locate their office bases in centres where they will have ready access to more of their clients

 We can work with South Yorkshire Passenger Transport Executive to ensure public transport supports centres

 All of the above will give local people greater opportunity and choice in access to services.

22 8. MAKING THE BEST USE OF RESOURCES

Help create the right conditions for the private sector to invest

Although we cannot directly ensure that the private sector invests in centres, there are many things we can do to encourage this. For example:

. We can talk to the private sector to understand and help overcome the barriers to development in certain centres; we can support local businesses through our First Point for Business service . We can develop masterplans and development briefs for sites that help to create certainty through the planning process; . We can align our land with private sector land and market sites together where critical mass is important to give comfort to investors. . We can set up joint venture arrangements for new developments and share some of the risk. . We can prioritise centres for broadband and WiFi infrastructure through our Digital Region programme. . Critically, we can help change perceptions of an area and make it more attractive to investment through better management, through improving community safety, through attracting temporary uses to vacant premises or promoting events, through public realm improvements – as in the city centre – setting a quality standard and distinctive character that gives others the confidence to invest their money.

23 9. ACTION PLAN FOR 2011-14

We have formed a small programme team to take forward coordinating and commissioning the detailed work necessary to develop this programme using the action plan (see appendix 6) to inform delivery plans that will identify:

 Project “owners” for each of the programmes to develop the details of the individual projects and broker the actions and involvement of partners  Costs that can be fed into business planning for 2011-14 within the Council and with external partners and funders  Clear targets and milestones for 2011-14  A best practice network of people in the city with experience of delivering similar projects  A programme board that can oversee the work and ensure it is integrated with other Council priorities  The governance arrangements - including the links to Community Assemblies

The action plan (appendix 6) has been developed alongside the consultation process for the strategy, through discussions with local people around early actions, through linking with Community Assembly plans and through linking to business planning within the Council.

The first phase of delivery will be kick started through some funding made available from the Council’s Economic Fighting Fund, from which a budget of £250,000 has been approved. This is to be targeted at 4 Centres across the city, and includes Chapeltown, Hillsborough, Stocksbridge and Hemsworth. Projects will be shaped directly from the priorities raised through consultation and aim at improving the attractiveness of centres and encouraging greater footfall. Work is currently underway to develop the projects alongside the work of the Community Forums in the respective centres

Although Community Assemblies will be champions for, and guardians of, their individual local area strategies, the programme as a whole will be led from the Council’s Housing Enterprise & Regeneration service who will oversee delivery by a wide range of services and stakeholders.

24 10. CONSULTATION

The local area strategies have been developed using the feedback we collected from the summer consultation. A further consultation exercise was carried out on the draft strategies to find out if

 There was agreement with our assessment of the centres  There was agreement with our priorities for improvement

The consultation took place during December 2010, and January 2011, and included opportunities to comment on the strategies both out in the district and local centres and in the city centre. In particular:  Community Assembly events – we attended key events and meetings to consult with local people and stakeholders,  Libraries and First Points- A summary of the strategy was made available in libraries citywide.  Your Sheffield- this magazine is delivered to every household in Sheffield, and the November edition included an article about the summer consultation, and gave information about the opportunities to give comments on the draft strategies during December and January. Copies of the draft strategies were made available on the Thriving District and Local Centres webpage, including a short questionnaire to enable people to submit comments online.  An article was placed on partners’ and outside agencies websites or newsletters where the team have already built links to sign post people to the strategies for consultation. This included: - Sheffield First Partnership - Federation of Small Businesses  Community Forums  People who expressed a particular interest in being involved with the development of the strategies (our ‘Champions’) were invited to attend an event on the 7 December to comment on the strategy  Copies of the strategies were sent to all the focus groups who were involved during the summer engagement  People were able to view and comment on the strategies on 10/11th December at a stall situated outside the Town Hall .

We gathered around 230 comments, almost all of which gave very positive feedback and also served to contribute information to the delivery plans

25

Thriving District and Local Centres

City Wide Framework Appendices

Appendix 1 Map of Sheffield’s District & Local Centres

Appendix 2 Best Centres and why

Appendix 3 Key themes from Focus Groups,

Appendix 4 PPS4 and Place-Check assessment tools

Appendix 5 Baseline Viability and Vitality Assessment of District & Local Centres

Appendix 6 Programme of Action (all areas)

Appendix 7 Overview of the Policy and Strategy Context

APPENDIX 1 APPENDIX 2 - THE BEST CENTRES AND WHY

DISTRICT CENTRES Crystal Peaks walk/ Botanical Gardens All under one roof /undercover/ Good bus service Bannercross Self contained Cosmopolitan and modern Good Friendly community Easy to park and its free night life Range and variety Proper infrastructure/ Good Easy parking Post Office transport links/ Good access by Student friendly tram Good charity shops Broomhill Range of shops and cafes, places Community events- sharrowvale Facilities- Banks and Library to eat/ Nice place to relax market Post Office. The variety and More than just retail everything you could possible range Nice size centre and prices are need- from a garage to antiques. Cafes and pubs/ Eat and reasonable a butcher, a baker and a relax Nice clean environment-well kept candlestick maker! Quality Charity shops and feels safe good facilities like Local products for sale Independent/specialist shops toilets and seating and for children like record collector- local (little playground) Firth Park shops Lots on offer/ Good day out- enjoy Variety of shops/ Speciality Unique Interesting and quirky the tram ride shops/ Hardware shops shops- gift shops, book shop Range and variety Next to the park Can park/Disabled parking Has a market and Post Office The planters and hanging Vibrant and hippy- lots of life- Like a small meadowhall baskets fun place. A Continental feel Good clinic and library Lots of character/Atmosphere Darnall Multicultural / diverse Serves diverse community Specialist African groceries communities Activities and festivals and Good shopping Range of shops and banks night life Clothes Youth centre Good community spirit and very Chapeltown Ecclesall Road/Sharrowvale friendly Small independent shops Quality and luxury and designer Local community feel shops/Up market offer/ Boutique Heeley Community clubs shopping Cycle shop Diverse and lots going on A busy Crookes exciting area- great atmosphere Hillsborough Community atmosphere and Variety and choice Transport links/Tram link vibrant buzzy feel Local independent shops-Unique Post Office Excellent range variety, and quirky and individual and Can get everything quality and prices. Late specialist shops- Vegan shops Good facilities- leisure facilities/ opening shops Fish shop Books and crafts gifts Hillsboro arena/Funzone/Folk Charity shops and craft shops Banks and Post Office club/ Good park/ Swimming Friendly Local Independent Quality restaurants/Café culture- baths shops/ Green grocer/ Vegan outside seating- like France key services shops /Fresh food Good places to meet friends Eat Small independent shops- like Places to meet and socialise- and relax electronics shop Good quality cafes Window shopping and good place Butcher Can usually park to mooch/ People watch Cafes and Places to eat and Night life Place for the family drink Charity shops and Unique Wine bars and Galleries Level access shops Bustling, vibrant ,nice green Some indoor shopping spaces -Endcliffe Park/ Round Diverse shops- good variety and mix

APPENDIX 2 - THE BEST CENTRES AND WHY

Morrisons and wilkinsons Woodhouse Crosspool Clean, friendly and pleasant to Variety and Good range of Thriving walk round shops Variety of shop Good sense of place Parking Friendly, Community feel- feels Friendly and traditional and still cared for has an old fashioned look and Woodseats Flowers feel Range and variety Local community feel Charity shops Dore Cheap prices- value for money Bra Shop Nice atmosphere and pubs Night life Independent Fresh food Proper village feel shops- Fishmonger, butcher Manor Top and greengrocer Ecclesfield- Variety of shop Level access Parking is easy Public services- first point, Vibrant and busy Supermarket Sheffield Homes and library Good bus routes Good transport links Good choice of affordable Gleadless shops Range and variety Sharrow/London Road Relaxed- good friendly Tram link Variety of Restaurants atmosphere Continental food shops Graves Park Handsworth Art shops and Charity shops Good community spirit Range of shops Good bus routes Real community shopping Clean Cosmopolitan feel /Multicultural centre Feels looked after community Small independent businesses LOCAL CENTRES Lodgemoor Quirky artistic shops and Independent shops boutiques, Unique and specialist Abbeydale Good parking shops Variety, range and quality Greengrocer and butcher Good value/Diverse offer Atmosphere/Community spirit Variety of shops Mount Pleasant Park- Rude Millhouses Some good well loved buildings- Shipyard and Bragasi coffee The park Locarno shop Park Café Strong street character Cosmopolitan feel Range of cultures represented in Antiques shops Netheredge the shops Bus routes Good local independent shops Festivals Good charity shop Active strong community groups Attercliffe Post Office Architecture- landmark Bowling club Spital Hill buildings Range and variety of shop Variety/Cheap prices/Fresh food Specialist shops Leafy and safe Restaurants Canal walks Well kept International food shops Restaurants Farmers market with local produce on sale Stocksbridge Crookesmoor Floral displays/Christmas lights Beanies Walkley Toilets Good Butcher Pedestrian areas and seating Local community feel Variety of shops and the library The butchers The supermarkets 3. KEY THEMES FROM THE FOCUS GROUPS

What is important?

Access Liaison Group  Dropped curbs- for scooters and wheelchairs  Places to sit and rest  Seats at bus stops  Raised bus boarders  Tactile paving  Shallow cross falls  Toilets/changing places  A-Z Access Friendly Centres

Young People  More activities for older youths  Safe places for young people to meet  Street lighting  Public realm improvements  Variety of shops  Transport links  Festivals and events

Sustainable Communities Panel  Public realm  Support for business  Provision of key services and amenities  Transport links  Parking and cycle parking  Safety- street lighting  Range and Diversity

Community Forum Workshop  Connectivity transport and pedestrian links- to surrounding areas  Street lighting to improve safety  Visible PCSO presence  Safe parking  Cleaner brighter  Focal points and meeting places  Support for businesses  Places for training and learning

Choices not barriers/BME workshop  Vacant shops  Maintenance of public realm- more flowers  Community and public services  Post Offices and Banks  Better parking  Maintenance to pavements

APPENDIX 4 - ECONOMIC HEALTHCHECK AND PLACECHECK ASSESSMENT TOOLS (Planning Policy Statement 4)

Measuring vitality and viability: health checks In order to measure the vitality and viability and monitor the health of their town centres and how this is changing over time, local authorities should regularly collect information, preferably in co-operation with the private sector, on the following key indicators  diversity of main town centre uses (by number, type and amount of floorspace): the amount of space in use for different functions - such as offices; shopping; leisure, cultural and entertainment activities; pubs, cafes and restaurants; and, hotels; [assessed by whether a centre has food shops, small local shops, places to eat and drink]  the amount of retail, leisure and office floorspace in edge-of-centre and out-of- centre locations;  the potential capacity for growth or change of centres in the network: opportunities for centres to expand or consolidate, typically measured in the amount of land available for new or more intensive forms of town centre development  proportion of vacant street level property: vacancies can arise even in the strongest town centres, and this indicator must be used with care. Vacancies in secondary frontages and changes to other uses will also be useful indicators; [assessed by proportion of units that are vacant]  retailer representation and intentions to change representation: existence and changes in representation of types of retailer, including street markets, and the demand of retailers wanting to come into the centre, or to change their representation in the centre, or to reduce or close their representation;  shopping rents: pattern of movement in Zone A rents within primary shopping areas (ie. the rental value for the first 6 metres depth of floorspace in retail units from the shop window  commercial yields on non-domestic property (ie the capital value in relation to the expected market rental): demonstrates the confidence of investors in the long- term profitability of the centre for retail, office and other commercial developments. This indicator should be used with care;  pedestrian flows (footfall): a key indicator of the vitality of shopping streets, measured by the numbers and movement of people on the streets, in different parts of the centre at different times of the day and evening, who are available for businesses to attract into shops, restaurants or other facilities;  accessibility: ease and convenience of access by a choice of means of travel, including -the quality, quantity and type of car parking; the frequency and quality of public transport services and the range of customer origins served; and, the quality of provision for pedestrians, cyclists and disabled people and the ease of access from main arrival points to the main attractions;  customer and residents’ views and behaviour: regular surveys will help authorities in monitoring and evaluating the effectiveness of town centre improvements and in setting further priorities. Interviews in the town centre and at home can be used to establish views of both users and non-users of the centre, including the views of residents living in or close to the centre. This information could also establish the degree of linked trips; [assessment based on consultation]  perception of safety and occurrence of crime: should include views and information on safety and security, and where appropriate, information for monitoring the evening and night-time economy; and [assessment based on consultation]  state of the town centre environmental quality: should include information on problems (such as air pollution, noise, clutter, litter and graffiti) and positive factors (such as trees, landscaping and open spaces). [assessment by area planner] Sheffield District and Local Centre Placecheck list

Mark '1' in the appropriate box and the spreadsheet will allocate a score: PPS6 indicators = The more ‘yes’ answers that occur the better the placecheck score.

Where answers are ‘partly’' or ‘no’ this shows areas that may require improvement and should be investigated further. Economic Factors *Nearby is quantified as easily accessible and within 400m from the planning boundary of the centre. Consider hills and other barriers to pedestrian movement A Commercial Centre Facilities Yes Nearby No Details/ Number/ Guidance * Comments 1 Foodstore(s) Types: Supermarkets, Minimarts and independent shop: fruit and veg, butcher, baker 2 Small Shops serving local area Types: e.g. Hardware, etc. 3 Specialist Shops 4 Post Office 5 Non-Charging ATM 6 Bank/Building Society 7 Pharmacy 8 Workspace LEGI projects etc 9 Artist Workspace 10 Leisure Facilities Swimming Pool, Gym, Climbing, Sports Centre, etc. 11 Eating and Drinking Pubs, Cafes, Bars, Restaurants 12 Housing within/nearby Description: Above shops, next to or nearby 13 Learning/Training Column Totals 0 0 0 Subtotal: Section A 0 of 13 Social Factors B Non-Commercial Centre Facilities Yes Nearby No Details/ Number/ Guidance * Comments 14 Place of Worship 15 Community Building 16 Health Facilities GP, Health Centre 17 Accessible Toilet / Changing Places Facility 18 School Children's Centre, Primary and Upper Schools, Colleges 19 Public Services Advice Centres, Elderly Day Centres, etc 20 Library 21 First Point 22 Public Transport Stop Bus, Tram, Train or Interchange Column Totals 0 0 0 Subtotal: Section B 0 of 9

C Community Yes Partly No Details/ Number/ Guidance Comments 23 Is there a positive image of the centre? Media perception 24 Is there a cultural identity to the area? Ethnic groups, students, artists, etc 25 Is there a strong sense of community? Are there vocal community groups? A large number of groups and activities? Do these groups integrate well? 26 Are there local traditions, events or festivals? 27 Are Community Facilities well used? 28 Are Community Facilities well maintained? Column Totals 0 0 0 Subtotal: Section C 0 of 6

Environmental Factors D Function Yes Nearby No Details/ Number/ Guidance * Comments 29 Is there space for people to meet casually? An area of paving with seating, a large square, etc? 30 Is there space for public events? (markets, fairs etc.)

31 Are there places to play? 32 Is there a dedicated space for teenagers to gather? Skate Park, BMX track, Football pitch, community facility? 33 Do public events occur? (markets, fairs, etc.) 34 Can shops expand into the public realm? Without blocking pedestrian routes? 35 Are public areas busy during the day? 36 Does it feel safe by night? 37 Does it feel safe by day? 38 Is there good lighting? 39 Do shops face the main streets? 40 Are pedestrian connections from the housing to the centre safe and easy? Accessible? 41 Are all public areas/footpaths overlooked? 42 Are upper and/or lower floors occupied at night? Flats above, cafes, bars etc.

43 Are levels of street clutter low? Road signs, barriers, traffic lights, benches 44 Is it free of pollution? Traffic noise/fumes, industrial noise/fumes, etc? Column Totals 0 0 0 Subtotal: Section D 0 of 16

E Movement Yes Partly No Details/ Number/ Guidance Comments 45 Is it located on or near to a major route? Main Road, High frequency bus route, well used cycle or pedestrian routes 46 Are traffic volumes low? 47 Are traffic speeds low? Do pedestrians feel safe next to traffic? Is there a traffic calming scheme? 48 Is pedestrian footfall high - by day? 49 Is pedestrian footfall high - by evening? 50 Is the centre well served by public transport? How many high frequency bus routes:

51 Are public transport stops high quality and well located? Identify poorly located stops: Are stops central and overlooked?

52 Can pedestrians and disabled people cross roads easily? Are there crossing points? Do pedestrians struggle to cross between traffic? Subways and Bridges are generally not adequate for safety of disabled people. 53 Are pedestrian and disabled people crossings direct? Do pedestrians have to snake through barriers, underpasses or bridges? 54 Is the centre well connected to the local area/district? Are footpaths well lit and routes well used 55 Quantity of car parking adequate? Are cars parking on the pavement? Is the car park full? 56 Can cars park easily and safely in an area that is Can cars park quickly and smoothly in safe/secure? areas that are safe/secure in terms of having natural surveillance or security measures

57 Is there disabled parking within the centre? 58 Is there adequate access for servicing? Is there any provision or are deliveries etc done on-street (vehicles on pavements and/or obstructing other vehicles on the road) 59 Is cycling easy/encouraged? Are stands located in central, overlooked locations? Are there cycle lanes? 60 Are vehicular routes direct and easy to navigate? Can cars and cycles move through the space without conflict with pedestrians and disabled people?

61 Are benches situated regularly for resting? Every 50m? With arm and back rests? 62 Do the majority of users arrive using sustainable transport bus/tram/walk/cycle methods? Column Totals 0 0 0 Subtotal: Section E 0 of 18

F Management and Maintenance Yes Partly No Details/ Number/ Guidance Comments 63 Are streets clean? Chewing gum visible, litter 64 Are shops well maintained? Painted 65 Is street furniture and paving maintained? Broken or cracked? 66 Is planting maintained? Overgrown? Littered? 67 Is the area free of derelict sites? If no, how many? 68 Is the area free of anti-social behaviour? Graffitti, evidence of drug use, 69 Are there recycling facilities and waste bins? 70 Are bins and recycling facilities emptied regularly? Bins overflowing?

Column Totals 0 0 0 Subtotal: Section F 0 of 8

G Character Yes Nearby No Details/ Number/ Guidance * Comments 71 Does the centre feel like the focus of the area? 72 Are there good views into/from the centre? 73 Is the edge of the centre physically defined? Signs, gateway features, etc? 74 Does the urban density increase around the centre? 75 Is there a sense of history? Place names, historic routes, buildings, etc. 76 Are there special/listed/historic buildings? 77 Is the centre in/next to a conservation area? 78 Does the public realm relate to important buildings?

79 Does the centre have a focal point? (Public art/space or a particular building) 80 Is there a particular architectural style within the centre? Victorian Terraces, Garden Suburb

81 Is there public art in the centre? 82 Does the centre feel green? trees, grassed areas, hanging baskets 83 Is the centre near to a green area? 84 Does the centre have streams/rivers? 85 Are there views to green space/rivers from the centre? Can trees be seen over rooftops, across valleys, etc.? 86 Does the centre follow the topography? Do buildings follow the contours? 87 Are there any protected natural features/species nearby? Plants/Animals? 88 Is there opportunity to shelter from the elements? Tree cover, Indoor public space, covered areas Column Totals 0 0 0 Subtotal: Section G 0 of 18

PLACECHECKLIST TOTAL 0 of 88

APPENDIX 5 – BASELINE ASSESMENT

APPENDIX 6 – PROGRAMME OF ACTION (ALL AREAS)

The tables identify the key areas for action as well as the centres where these actions have been identified as important. We have highlighted each of the district centres against at least one action which people identified as particularly important for that centre or where there is an early opportunity to take this forward. We have also highlighted some of the local centres.

1. Focal points for the community:

Engagement of local people and businesses will be key to driving improvements in centres.

What do we want to achieve?

. Build on the consultation to provide opportunities for continuing involvement

How do we propose to achieve this?

Action Centres where this action has been identified as important Provide opportunities for involvement Bring together people who have volunteered to be centre Relevant centres champions in a citywide forum Develop a Responsible Traders group for the city All centres Encourage traders groups to form in individual centres District centres Enable the Community Assemblies to drive and champion the All centres proposals for centres in their areas Continue to communicate with groups and individuals who All centres have ideas to share

2. Quality of Life

A) The economic health of our centres is the underpinning factor in their long-term success.

What do we want to achieve?

. Reduce the number of vacant shops . Ensure centres have an appropriate basic range of shops and services (foodstore, post office, bank/cash machine and pharmacy) . Support specialist and independent shops and businesses . Increase the range of other commercial and economic uses in line with the economic characteristics of the wider neighbourhood . Increase the number of people living in and around centres . Make sure schools act as community hubs with strong links to centres How do we propose to achieve this?

Action Centres where this action has been identified as important – (centres in bold have been identified as Pilots) Reduce the number of vacant shops Explore potential for new and temporary uses in vacant shops (including for Broomhill, Crystal Peaks, Darnall, Firth Park, Heeley, Hillsborough, Council campaigns, new entrepreneurs, artists or community groups, access to Manor Top, Spital Hill, Stocksbridge fresh fruit and vegetables etc) for district centres with highest vacancy rates Encourage take-up of vacant units in local centres Broomhall, Crosspool Ecclesfield High Street, Hemsworth, Greenhill, Manor (Upper), Walkley, Wisewood, Wybourn Tackle absent/private sector commercial landlords Relevant centres Newfield Green Ensure centres have an appropriate basic range of shops and services Work with the private sector to secure a main foodstore in all district centres Chaucer, Darnall, Manor Top, Spital Hill, Stocksbridge where feasible Work with the private sector to secure a small foodstore in local centres which Attercliffe, Duke St Fox Hill Manor (Upper), don’t have one Mosborough High Street Norfolk Park, Oughtibridge, Tinsley. .Wybourn Encourage post office services to align closely with our centres Chaucer, Heeley, Manor Top Broadfield Road, Crookesmoor, Hemsworth, Lane Top, Nethergreen, Norfolk Park, Manor (Lower) Ranmoor Tinsley Explore barriers to investment for banks/non-charging cash machines and work Chaucer, Heeley, Spital Hill with the private sector to provide as appropriate Grenoside (in post office), Low Bradfield (in post office) Other local centres incl Beighton Bradway Hemsworth, Gleadless High Green, Jordanthorpe Lodgemoor Manor (Upper), Mosborough High St, Nethergreen, Oughtibridge, Ranmoor Explore barriers to investment for pharmacies and work with the private sector Local centres: Millhouses,. Mosborough High St, Netheredge, to provide as appropriate Nethergreen, Wybourn Support specialist and independent shops/businesses Identify conditions for specialist and independent businesses and ways to Banner Cross, Broomhill, Crookes, Crystal Peaks, Firth Park, Heeley, support them initially in district centres and to extend the range and quality Hillsborough, Sharrow/London Road, Stocksbridge, Woodseats across the city including eg fair access to credit, differential rental levels, planning powers, distribution networks, business advice, shop local campaign, traders’ forums Develop a web-based marketing site linked to the Sheffield brand that All district centres celebrates what we have in centres and highlights their special features Explore promotion/distribution of locally sourced produce (including Council Relevant centres purchasing) and discounted or free farmers market pitches for local producers Dore, Netheredge, Stocksbridge, All Centres Work to increase engagement with small businesses in Centres as part of the All centres Council’s commitment to buy from local suppliers to increase the amount of goods and services bought from local businesses by public sector partners Increase the range of other commercial/economic uses in centres Review the balance of uses in centres to help address the impact of problematic All centres drinking in centres Ecclesall Road Increase broadband and encourage free WiFi in all district centres including District centres access to Digital Region Ltd Implement new workspace programme that helps support local people into Margetson Crescent, Herries Road/Four Greens/Busk Meadow business, and review the need for further developments Manor (Lower), Manor Park Heeley Green Signpost local businesses, through First Point for Business, to Centres with existing facilities conference/office/meeting facilities in centres and consider roll out of First Point for Business to district centres as part of Customer First Focus opportunities for Learning, Skills and Employment in centres including Skills/employment provision in district centres activity delivered by our partners (Job Centre plus, community organisations, Flexible New Deal) Plan to develop organisational capacity in the Entry level learning provision in local centres voluntary/community sector alongside the physical infrastructure Increase the number of people living in and around centres Link proposals for centres to proposals for increasing the amount/range of Chaucer, Darnall, Manor Top, Spital Hill, Stocksbridge housing in the neighbourhood including affordable housing and housing for Attercliffe Brightside/Grimethorpe older and vulnerable people Fox Hill, Herries Road/Four Greens/Busk Meadow, Manor (Upper), Norfolk Park, Shiregreen Investigate potential for Living Over the Shop (LOTS) schemes to develop/bring All centres into use upper floors above shops Spital Hill Develop a policy for housing within centres All centres Schools as community hubs with strong links to centres Work with Schools to optimise opportunities that arise from the capital All centres where schools have expressed an interest programme of school improvements to link facilities to centres work with schools to encourage and facilitate access to school facilities near All secondary schools to be included in extended schools programme- centres as part of the extended schools initiative

B ) A mix of community facilities and public services are essential for sustainable communities and, where these are located in centres they can help support the economic viability of those centres. However we are not suggesting that a “core offer” of these services has to be provided in all centres and where centres are already thriving we are not seeking to relocate services, unless opportunities present themselves in the future. Instead we support an approach that seeks to tailor service provision to the need, demand and preference of customers. In many centres, in particular the local ones, this will be about signposting people to provision in nearby centres.

What do we want to achieve? . Explore the potential for co-location public services . Improve access to and facilities in parks in our district centres . Locate Council services in centres where appropriate . Work with other agencies, in particular the Primary Care Trust and the voluntary & community sector, to encourage the location of public/community services in district and local centres . Extend the programme of markets across the city, focused on centres . Promote cultural activities and local events in centres . Deliver positive activities for young people including working with schools How do we propose to achieve this?

Action Centres where this action has been identified as important. Priority is in Bold Align library services with district centres where possible Explore the potential for co-location with other public services alongside libraries, and Broomhill, Chaucer, Crookes, Darnall, Ecclesall Road, Heeley, alternative options for library provision (e.g satellite services) Sharrow/London Road Woodseats Provide mobile library service in centres Bradway, Oughtibridge Improve access to and facilities in parks Ensure that entrances to parks are clearly identifiable from district centres and review Chapeltown, Heeley, Hillsborough, Woodseats the need to improve facilities in line with the consultation results Carry out green space improvements in local centre including facilities for children and Beighton Manor (Lower) Richmond young people Other centres subject to local need and consultation with the local community Provide opportunities for outdoor exercise and activities eg gardening, food growing, Centres with green spaces walking, cycling Attercliffe, Beighton, Locate Council services in centres where appropriate Develop the type and location of front-line services in district centres as part of the Provide at Chaucer, Darnall, Heeley, Sharrow/London Road Customer First programme Woodhouse Locate as opportunities arise in Banner Cross, Crookes, Ecclesall Road, Woodseats Develop the type and location of front-line services in local centres as part of the Provide in some cases but mainly signpost from Customer First programme Base Green, Beighton, Bents Green, Birley Spa, Bradway, Broomhall, Crosspool, Dore, Fox Hill, Fulwood, Gleadless Consider a hub and spoke model in rural areas Townend/Charnock, Heeley Green, Herries Road/Four Greens/Busk Meadow, High Green, Lodge Moor, Manor (Lower), Manor Park, Mosborough High Street, Nethergreen, Nether Edge, Ranmoor, Stannington, Totley Rise, Westfield, Wincobank, Wisewood, Wybourn Establish office bases for Council staff in centres, where appropriate Prioritise district centres Develop a strategy for Council premises in centres to underpin the service delivery All centres strategy Aim for fewer, better buildings that maximise opportunities for co- location of services Influence other public/community services to locate in centres where appropriate Continue to work with other public services such as health, police, fire and rescue to co- Darnall, Stocksbridge locate our services and bring together our land and buildings wherever possible Page Hall Prioritise improvements to community buildings within centres, where appropriate, Centres where appropriate and opportunities arise providing high quality multi-functional spaces available to a range of services and groups/age groups including information, advice and guidance, affordable cafes, lunch clubs Support the voluntary/community sector as a deliverer of services in centres and Centres where identified coordinators of volunteer opportunities; aim to locate anchor organisations within centres where possible Locate Primary Care Trust services in centres Chaucer, Darnall, Heeley?, Manor Top?, Sharrow/London Road?, Woodhouse? Fox Hill, Norfolk Park And where opportunities arise in Millhouses, Mosborough High Street, Tinsley Locate facilities for special needs groups within centres where appropriate; co-locate Chaucer, Sharrow/London Road, Heeley Green services wherever possible Extend the number of centres with access to public toilets and Changing Places Broomhill, Ecclesall Road, Hillsborough, Woodhouse, Woodseats, Bents Green, Heeley Green, Oughtibridge Aim to develop provision of/access to a better mix of community facilities and public Attercliffe, Brightside/Grimesthorpe, Hemsworth, Manor (Lower & services in local centres with very little current provision Upper), Southey Magnet, Totley Rise, Westfield, Wincobank Extend the programme of markets Work with community groups to extend the range and frequency of markets (including Chapeltown, Crookes Ecclesall Road, Firth Park, Sharrow/London farmers markets) in centres – develop in to an annual calendar of markets for the city Road Spital Hill Stocksbridge,, Netheredge Promote cultural activities and local events in centres Identify space (indoors and outdoors) for cultural activities and events in centres; All centres with suitable buildings and open spaces promote citywide festivals such as Off the Shelf, Galvanise and Children’s Festival in Crookes, Crystal Peaks, Darnall, Ecclesall Road, Hillsborough, centres; and encourage our culture partners to deliver outreach activity in centres Sharrow/London Road, Woodseats Deliver positive activities for young people Work with Sheffield Futures and the Voluntary, Community and Faith sector to deliver a Priorities to be identified through Community Assemblies and programme of positive activities for young people in centres partner panel, working alongside Children and Young People’s Services Provide feedback to schools where issues of antisocial behaviour in centres by their Priorities to be identified through Community Assemblies students, is identified Encourage and promote better links between businesses/communities and schools. Prioritise detached youth work in centres experiencing anti-social behaviour and Children and Young People Services Centres to be determined by Community Assemblies

3. Quality of place

Almost all of the centres in the strategy could benefit from environmental improvements, whether this is to improve pedestrian safety, reduce traffic congestion, create a better or more distinctive focal point, improve the quality of buildings, encourage low carbon lifestyles, manage anti- social behaviour or improve on standards of cleanliness.

What do we want to achieve?

. Improve public transport connections . Develop the quality and distinctiveness of the public realm in centres including shop frontages . Improve pedestrian and cyclist safety and accessibility . Manage traffic and parking better . Prioritise street cleaning and management of centres . Introduce initiatives in centres that support people to live low carbon lifestyles

How do we propose to achieve this?

Action Centres where this action has been identified as important Improve public transport connections Work with South Yorkshire Passenger Transport Executive to improve public All centres transport links to and between centres Chapeltown Darnall, Stocksbridge Make sure public/community transport links can get vulnerable people to the centres Relevant centres where they need to access services; provide facilities such as shelters and seats at bus stops and toilets at transport hubs Improve the quality and distinctiveness of the public realm Create a better focus or public space for the centre Banner Cross, Broomhill, Crookes, Darnall, Ecclesall Road, Heeley, Sharrow/London Road, Spital Hill, Woodhouse, Woodseats Crookesmoor Duke Street, Fox Hill, Heeley Green, Lowedges Manor Park, Mosborough High Street, Nethergreen, Nether Edge, Norfolk Park, Ranmoor, Southey Magnet Stannington Improve the quality and character of the public realm in district centres Broomhill, Chaucer, Chapeltown, Crookes, Crystal Peaks, Darnall, Firth Park, Hillsborough, Evaluate Creative Places project in Firth Park/Wincobank centres and Distinctive Heeley, Manor TopSharrow/London Road Sharrow in order to develop a city-wide approach to distinctive public realm in Spital Hill, Stocksbridge, Woodhouse, Woodseats centres Undertake small-scale improvements to the public realm in local centres, Broadfield Road Arbourthorne, Attercliffe, Broomhall, Crookesmoor Ecclesfield appropriate to the centre including for example seating, in bloom, Christmas trees, High Street Gleadless Townend/Charnock , Hemsworth, , Handsworth, High cycle stands, painting of key features, verge treatments Green, Jordanthorpe, Lane Top Lowedges Manor (Upper) ,Meadowhead Middlewood, Newfield Green, Page Hall/Owler Lane, Richmond, Shiregreen, Tinsley, Westfield, Wincobank, Wisewood Support the establishment of ‘In Bloom’ groups to engage with local residents and All Centres businesses to help achieve sustainability of environmental quality of the streetscene and public realm through community ownership Explore the potential to improve shop/building frontages through for example loans Firth Park, Heeley, Hillsborough, Broadfield Road Identify centres of poor air quality and target them for action All relevant centres Improve pedestrian and cyclist safety and accessibility Improve pedestrian safety Banner Cross, Broomhill, Darnall, Heeley, Hillsborough Manor Top, Sharrow/London Road, Spital Hill Woodseats Attercliffe Bents Green, Birley Moor Road, Birley Spa, Bradway, Fox Hill, Gleadless Townend/Charnock, Greenhill, Low Bradfield, Lane Top Manor (Upper), Middlewood, Newfield Green Wincobank Improve cyclist safety and provide cycle stands etc Chapeltown Ecclesall/Sharrowvale Hillsborough Sharrow/London Road, Stocksbridge Woodseats Broadfield Road Birley Spa Gleadless Townend, Greenhill Manage traffic and parking better Reduce traffic congestion Banner Cross, Chapeltown, Crookes, Darnall, Ecclesall Rd Firth Park, Hillsborough Broomhill Manor Top, Sharrow/London Road, Woodseats

Attercliffe Bents Green, Birley Moor Road, Birley Spa, Bradway, Fox Hill, Gleadless Townend/Charnock, Greenhill, Low Bradfield, Manor (Upper), Middlewood, Wincobank Improve car parking and parking management Attercliffe Banner Cross, Broomhill, Chapeltown Crookes, Crystal Peaks, Ecclesall Road, Firth Park, Hillsborough, London Rd/Sharrow Manor Top, Spital Hill, Stocksbridge, Woodseats Broadfileld Road Bents Green, Birley Moor Road, Birley Spa Crosspool, Dore Greenhill, Handsworth Low Bradfield, Millhouses Mosborough High Street,Nethergreen Nether Edge, Page Hall/Owler Lane Totley Rise Upperthorpe Walkley Wisewood Prioritise street cleaning and management Introduce place management (based on the city centre model) for district centres to All district centres look at standards of maintenance and the quality of public realm space Prioritise maintenance standards in centres for litter, graffiti, repair of damage, Banner Cross, Broomhill, Chapeltown, Chaucer, Darnall, Ecclesall Road, Firth planting areas, more/larger bins and gritting Park, Hillsborough, Manor Top Sharrow/London Road, Spital Hill

Explore the city centre and Liveability management models Broadfield Road Heeley Green Herries Road/Four Greens/Busk Meadow, Jordanthorpe, Margetson Crescent, Middlewood Newfield Green Page Hall/Owlerlane Progress planning/licensing issue to reduce late night noise for residents Chapeltown, Ecclesall Road Work to reduce drink-related anti-social behaviour around pubs, clubs and night- Chapeltown, Darnall, Hillsborough, Woodhouse, Woodseats time uses and promote sensible drinking choices Improve community safety Manor Top, Stocksbridge, Woodhouse Encourage low carbon lifestyles Prioritise provision of recycling facilities in centres Work with Community Assemblies to identify Consider pilot initiatives such as “no plastic bags” and encouraging access by Work with Community Assemblies to identify pedestrians and cyclists, later opening hours Promote locally produced goods and services and link to the marketing strategy for Relevant centres centres -Pilot Stocksbridge Do a risk assessment to establish how centres can respond to climate change All centres Look for opportunities for local energy generation in District Centres All District Centres

APPENDIX 7 POLICY & STRATEGY CONTEXT

PART 1 The Local and National Picture

Our approach to District and Local Centres has been shaped at the local level by:

 Sheffield is currently updating its City Strategy. The new Sheffield Executive Board have expressed that they wish to see more devolution to local areas and local people. It is anticipated that this will be reflected in the revised City Strategy.  A City of Opportunity – the Council’s Corporate Plan 2010-13 sets out the strategic direction, priorities and targets for the Council over the three year period. It also contains ten guiding principles, which shape the way the Council works. It sets out the overall vision for thriving district and local centres outlined above.  The Council has outlined through Future Shape its approach to the reduction in public sector funding and how it will go about redesigning services.  The Sheffield Development Framework is a set of documents that show how the city will be planned spatially. The first of these to be published was the Core Strategy. It identifies 17 district centres and supports their role and that of neighbourhood centres in providing for everyday shopping and community needs.  Existing Masterplans and other documents that have been approved by Cabinet. This includes our plans for Housing Market Renewal areas.  The Council’s Community Involvement Strategy sets out how we will extend opportunity for people to influence decisions that are taken on issues that matter to them, particularly relating to their local communities and the decisions taken by the Council.  Sheffield – Where Everyone Matters, is a Strategy for Community Cohesion in the city and provides a framework for Council activity. It contains a number of principles which will guide our work on Thriving District and Local Centres.  The seven Community Assemblies in the city each have a Community Plan based on priorities raised by communities, local knowledge from Councillors, and information on the needs of local areas. The Community Assemblies and the Community Plans will have a key role in the decisions that are taken regarding the centres in their local area. Nationally the Coalition Government made a number of commitments in the Coalition Agreement relevant to Thriving District and Local Centres:

 Abolish Regional Spatial Strategies and return decision-making powers on housing and planning to local councils.  In the longer term, radically reform the planning system to give neighbourhoods far more ability to determine the shape of the places in which their inhabitants live,” based on the principles set out in the Conservative Party publication Open Source Planning.  Publish and present to Parliament a simple and consolidated national planning framework covering all forms of development and setting out national economic, environmental and social priorities.  Introduce new powers to help communities save local facilities and services threatened with closure, and give communities the right to bid to take over local state-run services.

All of the above local and national plans and policies support our vision for centres and have helped us to generate our 15 objectives for centres set out above.

We have the following data and intelligence about customers and how they relate to centres and about how the different economies of different neighbourhoods affects centres:

 Customer Insight is about having a good understanding of who are your customers and what are their needs and expectations. There are three aspects to our work on this: o Reality – information on who our customers are and what they receive or use, which generally comes from data that services routinely collect o Prediction – information on the people in the local population who might be service users either now or in the future. This might include local demographic information and classification or segmentation data like Mosaic or Acorn. o Consultation – information to identify what customers or potential customers say they want.

 The Local Area Statistics Online Service (LASOS) provides information and statistics about neighbourhoods across South Yorkshire. It brings together in one place a wide range of information and statistics about local areas provided by the South Yorkshire Local Authorities, Central Government, South Yorkshire Police, the Fire and Rescue Service and the NHS.

 The housing market assessment is a large piece of research that gathers and analyses information about the housing market in Sheffield.

 The Joint Strategic Needs Assessment provides an overview of the health and well-being of Sheffield’s population and how these will change over the next 5 - 10 years.

 The Community Assemblies will provide an important route into the Council for intelligence from local people. Sessions will be held regularly around each ward in various locations for local people to discuss with they would like to see change or improve.

 We undertake a range of customer satisfaction/perception surveys including a satisfaction survey, and a Reputation Tracker which is conducted every six months. Individual Council services will also run their own surveys.

This tells us in broad terms how need, demand and customer preferences vary across the city. It will influence and help shape the components of all the different centres and avoid a ‘one-size-fits all’ approach to district and local centres. It will also consider where improvements to centres are needed to improve the local economy/housing market.

PART 2 Council policies and strategies linked to the 15 objectives of our vision for centres

We have also reviewed the Council’s key policies and services that relate to our 15 objectives for centres. This shows how centres can facilitate service delivery by ensuring that buildings and spaces are located in the right places to meet need, demand and customer preference.

Quality of Life

 Economic Masterplan

The Economic Masterplan acknowledges the importance of district and local centres, in particular in the housing market renewal areas. The Economic Masterplan is due to be reviewed to reflect current market conditions. The strategy for district and local centres and the review of the Economic Masterplan need to inform each other.

 Support for Business

o The Council launched First Point for Business in May 2009, a one-stop shop for all business support services. Initially, this is an online service with a physical presence in the Town Hall. In the future the Council may want to consider whether it wants any physical access points in district centres and/or in local centres.

o The Sheffield Enterprise programme (formerly BiG: Make it Your Business) is a set of business support activities that aims to boost enterprise in Sheffield by helping more people to set up in business, support sustainable business growth and increase the success rate of locally-owned businesses in Sheffield. Although the support offered through this programme is available to all in the City, there will be a degree of focus on women in business, young people, minority communities and people recently made redundant or under threat of redundancy

To date proposals for new managed workspace developments being supported through the programme have focused on district and local centre locations in areas of market failure (the private sector has concentrated on city centre fringe locations and the Don Valley). These include: Southey (Knutton Road), Longley (Four Greens), Fir Vale, Spital Hill, The Manor and Heeley. These developments include start-up space but also access to advisors and business coaches.

 Access to learning, skills and employment The Skills Strategy ‘Made in Sheffield – City of Opportunity: A Skills Strategy for Sheffield’ sets out a number of immediate challenges and longer-term objectives. It references the role of community groups. Provision of life long learning, skills and access to employment has to date been organised around two key steps: o Step 1 for entry level/people returning to learning or work – a mix of general/community learning delivered in local venues within “pram-pushing distance” of people’s homes and family learning delivered in schools o Step 2 – more focus on skills and employment that is best delivered in district centres where people can also access services that address their social/financial needs. This is supported by further education provision through Sheffield College at Granville Road, Hillsborough, Norton and Crystal Peaks as well as at Longley 6th Form College in Firth Park. Employment advice is available through Job Centre plus in the city centre and at Chapeltown, Hillsborough, Manor Top and Woodhouse. Further community- based advice is available in neighbourhood settings through the city’s anchor community organisations.

The quality of facilities and accessibility are key criteria for selecting venues. This fits well with a strategy for concentrating activity into fewer, better facilities in local and district centres. To date most provision has been in the north and east of the city where there has been both the physical infrastructure but also the organisational capacity in the voluntary and community sector to support such programmes.

A new process to develop Learning, Skills and Employment plans for each Community Assembly aims to balance need and demand and prioritise resources across the city. The Community Assembly Labour Market Bulletin provides additional evidence to support these plans. This process is likely to identify a need for further provision in the south east of the city as well as in hotspots in the west of the city.

 Housing Although the Housing Market Assessment covers the city and informs our strategic approach to centres, our knowledge of the housing market dynamics within neighbourhood centres needs to be improved. More work is needed to understand, for example: o whether housing in a centre improves the sustainability of that centre or whether it is actually a barrier to success o whether housing can be a catalyst for other commercial development o the linkages between the housing offer and workspace the linkages between the housing offer and public transport

 Retail The local policies listed in Section 2 support town centres as the focus for shops and community facilities. The policies underlie the Council’s local action plans and planning briefs, and are our rationale for identifying sites for new shops in the Sheffield Development Framework. The Council also decides planning applications taking the policies into account. For example, harmful out-of-centre retail development can be controlled, and shops can be stopped from changing to non-retail uses that would harm a centre’s shopping role. The size of new units can be controlled to create shops with affordable rents. In larger centres developers can be asked for financial contributions to help regenerate the shopping area as a whole. Conditions can be imposed to prevent changes of use that would not otherwise need planning permission.

 Leisure In some centres access to leisure facilities are part of what makes them distinctive, for example the bowling alley at Firth Park or green spaces that provide play and sports facilities. Our SDF policies on leisure development aim to make it as accessible as possible and the more commercial activities which attract a lot of people, such as bowling, are directed to existing centres if possible.

 Community Involvement Strategy: Our Community Involvement Strategy – ‘Putting Sheffield People in the Driving Seat’ sets out a set of principles for how the Council will work and will involve local communities in the design and delivery of services, as well as being able to influence the decisions that are taken in their local area. The aim is to make sure everyone in Sheffield has a voice and more control over the decisions that affect them. Our approach to Centres will need to continue apply the principles of this strategy.

 Community Cohesion Our Community Cohesion Strategy – ‘Sheffield Where Everyone Matters’ sets out a vision for community cohesion and the city and includes a number of principles that guide the work of agencies in the city. There are significant links between Cohesion Strategy and our approach of wanting centres to be places where people can come together and contribute to the feeling of belonging to an area.

 Council front-line services/office bases The Council is hoping (subject to resources) to map and analyse service activity to identify the most appropriate locations for service access points across the city. This process take into account key factors such as local need and demand; mobility, transport and accessibility; the Council’s existing property estate and flexible working/workstyle requirements. This information will play an important role in determining where the Council chooses to locate its face-to-face services. In some cases it will be appropriate to co-locate Council services with other public sector organisations.

At present there are First Points in Crystal Peaks, Manor Top, Hillsborough and Chapeltown, as well as a number of housing offices across the city. The Council will also be considering other premises such as schools, Children’s Centres and libraries. The range of services could include housing services, housing benefits, free school meals, Council tax but also signposting to and information on all Council services.

Sheffield is working with Post Office Limited and the Department for Business, Innovation and Skills to make Sheffield’s Post Office network more sustainable and the “front office” of government. This means enabling post offices to deliver a wider range of public services. The will help improve services in local communities. For example, we have already closed the cash desk at Howden House and people can now use any of the city’s 78 post offices to pay council tax and rent.

 Libraries Sheffield library service includes community libraries, the Central Library and a mobile library service. Going forward we will want to ensure that any changes to the libraries service are influenced by our approach to Local and District Centres.

 Culture Our corporate plan states “we want residents and visitors to have access to a wide range of high-quality cultural activities, with more cultural opportunities in local communities and better delivery of culture services across the city.” We will need to ensure that our approach to providing culture services and events in particular, is consistent with our approach to thriving district and local centres. In other words, we can use culture as a way of attracting people into district and local centres.

 Community buildings/organisations Our Community Buildings Strategy is currently being reviewed. The aim will remain to realise ‘an appropriate and sustainable network of Council supported, high quality community buildings’. Key strands are likely to be:

o Strand 1 – improving life for the people of Sheffield. Fit for purpose community buildings can facilitate improved community cohesion and involvement. They assist the Council to implement key aspects of its Corporate Plan: A City of Opportunity, building stronger communities by empowering local residents in managing local resources and by bringing people together on a regular basis. Providing space for a variety of activities affects many other aspects for improving life for the people of Sheffield, for example improving skills, confidence and employment opportunities, raising attainment and aspiration and improving health.

o Strand 2 - continuing improvement to management practice around the Council's stock, including addressing a history of under use and poor maintenance

o Strand 3 - The 3 R's - Review, Rationalisation and Reinvestment through the development of Neighbourhood Development Plans. In reviewing the Community Buildings Strategy we feel conducting ‘Neighbourhood Reviews’ is the principal methodology to continue the development of Council owned community buildings. The reviews would have an overview by Community Assembly area - these studies informing a best fit solution including rationalisation/shared provision opportunities.

Neighbourhood reviews would be strategically linked to, and stakeholders involved from, other existing or emerging City Council and national policies/priorities. These include the Thriving District and Local Centre strategy, but additionally the Extended Use of Schools, Corporate Asset Management Plan 2010, Rural Strategy, the Big Society agenda and the Sheffield Development Framework. It may be these other strategies play a part in prioritising the Neighbourhood Reviews. It will be important to engage with voluntary sector organisations as stakeholders when completing the reviews.

o Strand 4 – Asset Transfers - the Council remains committed to pursuing opportunities for asset transfer where this is appropriate, i.e. where business planning demonstrates sustainability and social worth outcomes. Further development of social worth measures will assist prioritising and assessing the success of asset transfers.

There is a need to ensure this work fits in with the approach we are taking to district and local centres, in particularly that reinvestment in creating high quality neighbourhood hub buildings supports existing district or local centres.

 Changing Places Changing Places is a campaign launched on behalf of those people who cannot use standard accessible toilets. This includes people with profound and multiple learning disabilities and their carers, as well as many other disabled people. They need Changing Places toilets with enough space and the right equipment, including a height adjustable changing bench and a hoist. We would want to coordinate any new Changing Places toilets with our district and local centres strategy as they will help make centres places that are accessible for all and to attract more people into centres.  Primary Care Services Primary care is the term for the health services that play a central role in the local community – GPs, pharmacists, dentists and midwives. Primary care providers are usually the first point of contact for a patient. Primary care services are currently funded by NHS Sheffield, but will be transferred to GP consortia by April 2013. We will be working NHS Sheffield and GP consortia to see how primary care services can be planned to help support our district and local centres.

 Schools There are 135 primary schools in the city and 24 secondary schools in the City, 7 of which have sixth forms offering education up to the age of 19.

Our approach on using schools as community hubs includes wider use of school sites for purposes beyond teaching and learning, at times beyond the traditional school day and term, and for people beyond the ages of 3-18, to help more young people achieve and aspire. It can also benefit other local residents by offering more convenient services located together, and bringing people together across age and race barriers. In some locations using schools as community hubs could support and reinforce thriving district centres through bringing more people into an area. Future school building projects should also include community use as an integral part of their design.

Quality of Place

 Green and Open Spaces Strategy Sheffield has a 20 year strategy for the city’s green and open spaces – Sheffield’s Great Outdoors. The benefits of quality green and open spaces in the wider context such as for health, the environment and the economy, are well recognised and are vital to the city’s sustainable development. Residents have already told us of the value of green spaces. Where the quality is poor, it stops people visiting them more often (and the same is probably true for local shopping centres also). The need for attractive green spaces, good quality local shopping centres and suitable pedestrian links between are interrelated. These community spaces need to complement each other in all areas of the city to create attractive places to live.

 Design of key buildings and open spaces The Sheffield Development Framework Core Strategy includes a spatial vision (7) that Sheffield should ‘prize, protect and enhance its natural environment and distinctive heritage and promote high-quality buildings and spaces.’ Objectives relating to this are: o S14.1: Enhanced character and distinctiveness of neighbourhoods, respecting existing local character and built and natural features to provide the context for new development o S14.2 Preservation and enhancement of buildings and areas that are attractive, distinctive or of heritage value in urban and rural settings

 Creative Places Creative Places an innovative approach to integrating culture into the Housing Market Renewal programme through three strands of activity:

o A cultural action plan and major cultural intervention in each of the three areas, together with additional projects and models of working. o A Public Art Officer post with equal responsibility for public art / good quality design in the public realm in HMR neighbourhoods o A feasibility study into the provision of artists studios / workspace in HMR areas in Sheffield,

Culture has a vital role to play in creating vibrant communities in these areas – places where people want to live, work and play. This initiative offers opportunities for the arts to be embedded within large-scale housing/community building programmes and to improve cultural provision in the places experiencing housing renewal and growth. We need to use future provision to enhance the district and local centres wherever possible.

 Waste Strategy 2009-2020 One of the actions within our Waste Strategy it is to develop our network of recycling sites at supermarkets, local community centres and other communal areas with easy access for customers, to provide additional opportunities for recycling. We will need to ensure the location of this network fits with the district and local centres, thereby increasing the number of people using centres.

 Carbon Reduction Sheffield’s Carbon Reduction Framework sets out how we will reduce the amount of carbon dioxide emitted in Sheffield. It describes some of the opportunities for delivering a low carbon economy that support the city’s economic ambitions without compromising our commitment to tackling climate change. Having a thriving district and local centre will help encourage people to make sustainable travel choices as walking and cycling to a centre will be more of an option the closer the centre is.

 Air Quality Improving air quality and reducing pollution is a key goal of the Council, with the entire urban area of the city covered by an Air Quality Management Area (AQMA) designation. As most of the pollution comes from road traffic, the Air Quality Action Plan concentrates mainly on transport. Delivering this action plan will produce environmental benefits for our District and Local centres and help make them more attractive places for people to visit.

 Highways Maintenance Prior to the start of the Highway Maintenance PFI Contract (Autumn 2011), the Council will continue to undertake only limited renewal of highways and footways. The priorities are agreed by the Council annually and could be changed to focus on centres, if that was felt appropriate. Similarly the Community Assemblies are able to prioritise street cleaning budgets and could choose to focus more attention on centres.

Once the Highways PFI contract starts, the Council will have limited control on the timing and location of improvements. However over the first 7 years of the contract the overall standard of the highway network will be improved to an appropriate level and so work will be undertaken on highways in centres which are currently in a poor condition. Street cleaning will be outcome based against a city-wide standard with response times set appropriate to the location. To achieve the standard in heavily used areas like centres, will require frequent visits. Any public realm improvements that result in changes to the network which lead to extra maintenance works will have to include funding to cover a commuted sum payment.

Town centre management has traditionally focused on large centres, like the City Centre or Hillsborough. Community Assemblies may provide an opportunity, if further services such as parking services, enforcement or events were devolved to them, to pilot a town centre manager approach for other district centres.

 Transport Sheffield City Region is currently developing a new Transport Strategy for 2011-26, which will be incorporated in the 3rd South Yorkshire Local Transport Plan (LTP3.) The Transport Plan will set out how ‘transport’ will help deliver the wider vision of the Sheffield City Region. This will be undertaken by delivering against 4 key transport goals: o To enhance and unlock the economic growth of SCR, through tackling unreliability on all transport networks, congestion and overcrowding, improving connections, enhancing the attractiveness of key locations and ensuring equality of opportunity - effectively linking people to jobs, training and education opportunities o To make real progress in reducing greenhouse gas emissions and improving environmental quality in the Sheffield City Region enhance its position as a city region valuing sustainability at its heart o To focus on lifestyle and health benefits and quality of life for the people of the city region – capitalizing on the city region’s high quality nature environment and green spaces o To make transport safe and secure – especially to those more vulnerable or more at risk

The City Council is tasked with delivering the Sheffield aspects of the City Region wide transport strategy. Almost all of the transport improvements in Sheffield are funded through the LTP, although significant transport projects are also funded through European grants and private sector investment. In future we shall investigate other ways of funding these improvements in centres.

Sheffi eld’s Thriving District and Local Centres STRATEGY AND ACTION PLAN for CENTRAL Community Assembly Area May 2011 “

Your Centre - Your View

THIS DOCUMENT This is the fi nal version of the Thriving District and Local Centres Local Area Strategy for the Central Community Assembly Area. It contains descriptions and action plans for the ten centres within this area. There are six similar documents which cover the other Community Assembly areas.

CITYWIDE FRAMEWORK There is also a wider framework document that covers all the District and Local Centres across Sheffi eld. This puts forward a vision for the whole city and reconciles priorities across the city.

YOUR CENTRE – YOUR VIEW “The descriptions and action plans for the District and Local Centres in this document are based on the views of local people gathered during extensive consultation over the summer of 2010. These were further refi ned through consultation on the draft document in the early part of 2011. This process has helped us to produce a strategy which genuinely refl ects local views.

CONTACT DETAILS To see and comment on electronic versions of these strategies please go to: www.sheffi eld.gov.uk/thrivingcentres

If you have any questions please contact Fiona Champion or Elaine Feeney: email: tdlc@sheffi eld.gov.uk telephone: 0114 203 9568 address: TDLC, Shipton Street, Sheffi eld, S6 3FJ

2 CONTENTS

Welcome and Foreword 4

1.0 Introduction 5

2.0 The Vision 6 & 7

3.0 Your District Centres 3.1 Broomhill 8 & 9 3.2 Ecclesall Road 10 & 11 3.3 Hillsborough 12 & 13 3.4 Sharrow/London Road 14 &15

4.0 Your Local Centres 4.1 Broomhall 16 4.2 Crookesmoor 17 4.3 Middlewood 18 4.4 Upperthorpe 19 4.5 Walkley 20 4.6 Wisewood (Rural Lane) 21

5.0 Action Plan 22 5.1 Focal Points for the Community 23 5.2 Improving Quality of Life – Economic Aspects 24 & 25 5.3 Improving Quality of Life – Community Aspects 26 & 27 5.4 Improving Quality of Place 28 & 29

3 WELCOME AND FOREWORD

Thriving District and Local Centres are a priority for the Council and a key initiative in creating sustainable communities across the city. Over recent years we have seen signifi cant investment and improvement in the city centre as part of our plans to boost the economy of the city: it has been transformed into a thriving metropolitan hub with a lively mix of shopping and workspace, new city centre living, high quality public spaces, good access to public services and cultural facilities; all set within an award-winning public realm. The success of the city centre is directly linked to the success of the city as a place where people choose to live, work and invest.

We now wish to take that approach out to our communities across Sheffi eld to develop and support a citywide network of vibrant district and local centres that will be at the forefront of our communities. This will provide the opportunity to improve local peoples’ quality of life, allow them to maximise their potential as individuals, support local enterprise and help attract new residents and investment to the city. We see the centres as a network, improving quality of life not only for the communities they directly serve, but also collectively for the city as a whole.

This is an ambitious piece of work, not least because there are so many centres to consider and because even the best centres can always be better. This strategy cannot hope to solve all the many and complex issues facing our centres, but it can start to provide a framework for action and investment.

We wanted local people and businesses to be at the heart of developing this strategy and to work with us to realise the potential of our centres. We are therefore delighted by the support people have shown so far during our consultation. We hope you will give us your feedback on the ideas in this document and continue to work with us through Community Assemblies to deliver the changes you have suggested.

The strategy draws together the ideas from many individuals and groups across the city. We are grateful for these contributions, which have enriched our thinking, and we look forward to working with you over the coming years to achieve our shared vision for district and local centres.

Councillor Mick Rooney Cabinet Member for Communities May 2011

4 1.0 INTRODUCTION District and local centres provide a common feature in communities of very different character and form. They act as hubs for their neighbourhoods, connected to the city centre and main employment areas by public transport and offering facilities and services to meet everyday needs. They are vital to the attractiveness and success of housing areas, are a key component in why people choose to live or work in an area and are an important feature of their everyday life.

Many of our centres still retain the variety of small independent shops that they had a century ago. Interestingly, despite the pressure of larger supermarkets and the decline of traditional counter service, feedback suggests that people want independent shops in their centres. Personal service and the real knowledge of stock that independent shop- keepers offer, is still valued.

District and local centres support a range of businesses across the city including shops, places to eat and drink, offi ces and workshops. Strengthening centres will bring learn- ing, work and enterprise opportunities closer to where people live. But centres are not just about shops – they are critical as places where people can access public services and facilities such as libraries, schools, community buildings and health centres and where people can come together to meet, socialise and worship. They have a ‘sense of place’ and act as focal points for communities.

This strategy sets out a vision for the district and local centres in your Community Assembly Area. It proposes which centres are priorities for further work and investment and what actions the Council and its partners need to take to realise the potential of all our centres. We want to identify where need is greatest but also where we can have most impact and can lever in most investment from the public and private sector.

The strategy will form part of a whole city framework for future action and investment over a number of years – it does not as yet have any dedicated resources attached to its delivery. It is anticipated that the Council and its partners will use the strategy to identify how the city’s network of centres can improve the quality of life for people living and working in the city and to make best use of our combined resources.

5 1.1 YOUR CENTRE – YOUR STRATEGY

We wanted local people and businesses to be at the heart of the strategy, to tell us which centres matter, what’s special about them and what changes would make the biggest difference. By talking to local people we aim to develop a strategy that will make a real difference and optimise the use of resources over the next few years.

We have taken the information from the consultation to create a list of the centres and together with a placecheck assessment have captured the results in a narrative or “pen picture” for each of the District and Local Centres within the Central Community Assembly Area.

Each narrative includes a description of the economic, social and environmental elements of the centre and identifi es strengths or weaknesses. It also lists the changes that people have told us would make the biggest difference to each centre.

Beside the narratives are collages which includes direct quotes and photos from the extensive consultation we did during the summer of 2010, and it is these that really capture the spirit or identity of each centre.

2.0 THE VISION A City of Opportunity sets out the overall vision for district and local centres:

Our district centres are thriving and attractive places in which to live, work, shop and relax – focal points where businesses and public services serve the needs of the surrounding communities effectively. District centres have good public transport and accessibility for all members of the community

At the neighbourhood level there are viable local centres where people can access basic facilities such as local shops, medical centres, libraries, post offi ces and community centres within a reasonable distance of home

Our vision is that every community will have a centre that acts as a focal point, where people can come together. Centres will be a source of pride for local people and contribute to their sense of belonging to an area.

6 2.1 KEY OBJECTIVES

During the summer of 2010 we undertook a city wide exercise to engage with the people of Sheffi eld, seeking their views and opinions on those centres that people want to see included within the strategy, as well as a list of smaller centres and parades of shops.

One of the questions we asked people in our consultation was “What do you think is the best centre in the city and why?” We have taken the main themes from the answers people gave us to develop our vision in more detail, and help focus on the following key objectives.

District and local centres act as focal points for their community Local people, community groups and businesses will be part of creating the character of their centre and can be centrally involved in the decisions taken on centres in their local area Quality of Life Quality of Place Good variety, range and Places for people to meet Distinctive and with well quality of shops including and come together in a designed buildings and food shops, post offi ce, neighbourhood including public spaces that act as a pharmacy and bank/non- cafes, restaurants, clubs focal point or meeting place charging cash machine so and public places, and help people feel safe that people can shop especially libraries and locally for the majority of parks their everyday needs Distinctive range of shops Good access to high quality Well connected in terms of including specialist and public services in their local public transport independent shops area

Other commercial uses Events and activities Accessible to all and with including housing and lei- including markets easy car parking sure that help centres feel busy and safe

Good places to do High quality, locally Well maintained and well business and provide ad- managed community managed vice and support for people facilities wanting to start or grow a business

Schools to be at the heart Features that promote Centres that feel green and of centres along with people’s health and support low carbon access to lifelong learning, independence lifestyles training and employment opportunities

7 DISTRICT 3.1 BROOMHILL CENTRE The centre has a wide range of shops serving everyday needs including a supermarket, post offi ce, banks, pharmacy, small food and non-food shops (many independent) including a hardware store, greengrocer, book shop and the Record Collector , as well as a number of pubs and cafes. Permanent local residents feel the centre now refl ects the large local transient student population with large numbers of, for example, takeaways, letting agencies and hairdressers and no butcher or fi shmonger. However businesses appreciate the interaction between traders, their regular customer base and the large throughput of students, although fi nd it quiet in summer. They also feel more could be done to let people further afi eld know what’s on offer at the centre. Empty and boarded up shops are cause for concern. It includes offi ce space and is surrounded by residential areas.

The centre also has a range of community facilities and services including, GP, dentist, library, a community hall in the Methodist church and a good annual festival. The library however is not in a fully accessible building and is slightly outside the centre. It is close to the University and Hospital. There is a primary school nearby.

Pedestrian footfall is higher than at other district centres; it is busy day and night and feels safe. The centre is convenient to where people live and many walk or cycle in. Traffi c is noisy and junctions in the centre are congested at times – “too much too fast and it carves the centre up”. Pavements are often crowded and pedestrian crossing points need improving. The built environment is attractive with some stone-fronted buildings and modern and well-maintained shop fronts though there is local concern about the quality and character of newer shop fronts. The centre is largely clean and has a nice atmosphere although there is not enough quality public open space, noth- ing to “give the centre an identity” and lots of “clutter” in the streetscape. It is on major bus routes and has plenty of car parking, although there are problems with the main car park provider and a feeling that more parking is needed, especially from businesses.

What changes would make the biggest difference? • Improve the public realm within the centre – take the opportunity to rethink the zig-zag parking area and the arcade, introduce trees and fl owers, create sitting out areas for cafes • Improve pedestrian crossings to make them safer • Tackle vacant shops – temporary displays (as in the city centre) • Aim to increase the range of independent shops, perhaps through cheaper rents? • More/larger bins including recycling bins; tackle landlords about bins left out in the street • Review parking spaces and management • Explore the potential to re-site the library in purpose built premises in the heart of the centre, developed in partnership with the private sector. An important aspect of re-siting the library is the provision of shared space for community groups which is currently perceived as lacking within the centre. • Work with the university to improve relations between students and local residents. Broomhill is a thriving centre with local shops and an international feel.

8 “good mix of independ- ents and a few key chain stores that means a trip into town is not always necessary”

“local shops but has an international feel with French, Italian, Oriental, Asian and British foods”

“you can shelter from the rain under the canopy”

“I love my regular customer base”

“good mix of students - who bring life to the area - and families and older established resi- dents”

“I come here to meet friends”

“good places for coffee/ evening meals”

“it’s vibrant and feels safe”

9 DISTRICT 3.2 ECCLESALL ROAD CENTRE This is a large centre that serves both local residents (including a large student popula- tion) and acts as a destination for people from further afi eld, in particular those from the affl uent south west of the city. It has an above average number of independent shops and a lively night-time economy of restaurants, bars, cafes, pubs and clubs. People come to the centre to socialise as much as they do to shop; they love the variety on offer and the range and quality of independent shops and eateries. However at the same time people feel that the shops cater too much for the students and that the number of bars and restaurants leads to litter and late night noise. Traders feel that the balance is going too far in favour of eating places and that more could be done to support “shop local” initiatives and to promote the centre. The centre has a good range of non-food shops including pharmacies, banks and clothing shops. The largest food shop is the Tesco Metro at Berkeley precinct, though Waitrose is nearby. There are offi ce and residential uses above the shops and the lowest number of vacant units of all district centres (along with Woodseats) although a couple of larger, vacant plots attract negative comments. The nearest post offi ce is in Sharrowvale Road, an area set back from the main road and much liked for its small shops and cafes.

There is a local primary school, a Heritage Museum and Art Gallery and community fa- cilities associated with the Polish Centre. There are also some health practices such as chiropractics, orthodontist etc. Nearby there is Endlcliffe Park, the Botanical Gardens, a tennis and squash club and Sheffi eld Hallam University campus. People comment on the easy access to walks/cycle rides and Derbyshire as well as to the city centre.

Traffi c along Ecclesall Road is heavy and often congested. It has a well-maintained street frontage lined with mature trees, although traders feel the pavements are in very poor condition. It is busy by day and night which makes it feel safe. People describe it as lively, young, cosmopolitan, vibrant, laid-back, original. It is on a major bus route, traffi c fl ows are high and it is proposed as a new Smart Route. For traders there are benefi ts of being on a main road location that has a good reputation but concerns about the bus lane and parking restrictions. Car parking is concentrated at Berkeley precinct or on-street. The highways pavement is actually quite narrow but it is inconsistently supplemented by shop owned frontage which increasingly is being used as fenced off terracing. Thus contributes to the perception of poor quality public realm There are adequate pedestrian crossings, though wheelchair access could be improved. People would like to see more of a public space, “somewhere to stop and chat” and enjoy the local market at Sharrowvale Road as well as the annual half-marathon. Traders would like more events on the street to increase footfall. The recycling facilities are also wel- comed. What changes would make the biggest difference? • Improve the cleanliness of the centre with a bigger emphasis on litter; offer an annual “amnesty” for rubbish from student houses • Improve parking - indications are that the meters work well • Improve the streetscene including remove “clutter” (but providing cycle stands), create a public space, improve the planting at Hunters Bar roundabout • Continue and extend the programme of events • Progress planning/licensing issue to reduce noise from late night users that disturbs residents. • Locate public/community services in the centre as opportunities arise Ecclesall Road is a tree lined boulevard with cafes and independent shops that serves local people and is also a destination for people from further afi eld. 10 “great variety of shops & facilities - has most stuff I need. I love the small independent shops such as the fantastic DIY shop. I like that it is close to where I live and there is a lovely park to walk through”

“happy community...safe for kids”

“loads of shops, easy to park, different cultures, cheap, nice park, library”

“this is the only place I’ve lived where you can come into the park and you can talk to a random person - you can make friends in the park”

“everyone knows you around here, everyone is friendly to you because they have known you from the start...it’s great around here I wish I could never move... I go to school around here, all my relatives live nearby”

11 DISTRICT 3.3 HILLSBOROUGH CENTRE Hillsborough is the second largest district centre in the city that fulfi ls a wide range of everyday shopping needs. People regard it as a little town. There are two distinct areas either side of the transport interchange – Hillsborough Barracks and Middlewood Road. The shops include Morrisons’, a Home Bargains, Boots, which includes apharmacy, and a Co-op, which includes a post offi ce, but also banks, independent small food shops and a concentration of specialist shops. People particularly appreciate the number of independent shops although there is also a desire to see better quality and a greater variety of shops. The Barracks development includes offi ces and a hotel and the rest of the centre also includes offi ces and pubs. There is a Jobcentre Plus located here and an Advice Centre located near to the Tabernacle Church. Hillsborough Forum has de- veloped a Hillsborough Town Centre Strategy that explores the physical and economic development potential of the centre. Nightlife is described as lively.

There is a First Point facility in the Barracks and a library nearby in Hillsborough Park. People comment frequently about Hillsborough Park which is closely associated with the centre. Just outside the centre is the Hillsborough Arena with sports pitches and conference facilities and within walking distance is the Hillsborough swimming baths and leisure centre. There are also a number of churches within the centre and Tram- ways health centre just outside.

Environmental quality is variable. The Barracks is attractive but the rest of the centre looks dated and a number of vacant and/or derelict prominent buildings are detracting from the overall character. People think the centre could be cleaner and is looking a bit “tired and run down” as well as suffering from low level anti-social behaviourassoci- ated mainly with the pubs and football. Pedestrian activity during the day is very high and pedestrian movement is good with many people walking into the centre from home, although the roads and tram route provide barriers. People like that the centre is fl at and easy to access and generally feel safe. Traders emphasise the benefi ts of the tram and the busy footfall. Traffi c through Hillsborough Corner and around the Barracks is often congested and the tram gate continues to cause concern. The centre is very well-served by public transport, including the tram, and there is plenty of car parking at the Barracks but not adequate car parking in the central area. Traders would like to see fewer parking restrictions. Priority needs to be given to improving pedestrian links between the Barracks and Middlewood Road. Hillsborough Forum runs a number of campaigns to increase use of the centre.

Hillsborough has easy access to open countryside and the nearby Rivelin Valley.

What changes would make the biggest difference? • Promote a greater range of independent shops and cafes, including temporary “dressing” and re-use of vacant shops – “good outdoor place to sit with a coffee and watch the world go by” • Management of parking and traffi c • Improving the appearance and condition of the centre through better man- agement & maintenance, improving building frontages, improving pedestrian movement,continuing to tackle anti-social behaviour and retail crime, promotion of the centre though in bloom, branding and events • Provision of public toilets Hillsborough has everything people need - including a fantastic park.

12 “park and library close by”

“lots of shops in a walkable area”

“the riverside and the weir”

“some nice buildings and architecture”

“it has everything - large variety of good quality shops butchers, baker, sweet shops, chemist, clothing, shoes, gifts, freezer shop, hardware... also friendly shopkeepers recognise you”

13 DISTRICT 3.4 SHARROW / CENTRE LONDON ROAD There is a good range of shops catering for everyday needs including a large Waitrose within walking distance, a pharmacy, non-charging cash machine and post offi ce as well as smaller independent shops. There is also an extensive range of specialist shops, restaurants, bars and clubs that refl ect the multi-cultural character of the centre. Some people would like to see more independent food shops (as opposed to restaurants). The number of vacant shop units has declined recently, probably due to new residential developments nearby. Workspace is available nearby at Stag Works and limited access to learning/training is available from Sheffi eld College at Learn 4 Life; Mount Pleasant Centre.

Local services include a library, Surestart, youth facility and, Citizens Advice Bureau, Nearby there are churches, GP and dentist, Chinese and Somali Community Centres. However services are dispersed in buildings that are unfi t for purpose, “not obvious and in a poor state”. The Sharrow Programme proposes to develop a shared service base in the former Old Sharrow Junior school. This will create a focal point for services and activities in this area- although it is not located in the centre of the District Centre. People enjoy having Mount Pleasant Park close to the centre and also the Highfi elds Adventure playground.

Traffi c along London Road is heavy and sometimes congested. People would like better access for cyclists, more pedestrian crossings and wider pavements. The centre is on a major bus route and people like the fact that it is easy to walk into the centre and also close to the city centre. The quality of the streetscape, including building frontages, could be improved: people fi nd it “shabby and run-down in part”, with poor signposting of the centre and not enough greenery. The River Sheaf is hidden and a lost opportunity. People describe the area as multi-cultural, varied, lively, bright, fresh, exciting, affordable, quirky and with a “buzz”, although some comments have indicated that anti social behaviour in the evenings makes the area feel unsafe. The Distinctive Sharrow Project and other surveys have identifi ed ways to improve the attractiveness of the centre and strengthen this character.

What changes would make the biggest differencec? • Improve pedestrian movement, cyclist safety and traffi c management • Improve the cleanliness of the centre • Promote and support independent shops • Work with Distinctive Sharrow Project to strengthen the quality and identity of the public realm including creating “a place to pause and meet”, fl owers and greenery (green rooves on bus stops?), wider pavements to encourage “ambling and strolling”, better lighting and shop frontages, shared/green space • Support the Sharrow Programme to redevelop the area’s social and community assets • Create a better access to the city centre across the Inner Ring Road Sharrow/London Road is a vibrant multi-cultural centre that is close to the city centre.

14 “diverse - always smells good and makes me hungry”

“people come from all over”

“the raspberries in Mount Pleasant Park and The Rude Shipyard coffee and book shop”

“multicultural food and coffee of all kinds”

“it is fast becoming Sheffi eld’s eating out district”

“quirky, distinct boutique shops”

15 LOCAL 4.1 BROOMHALL CENTRE There is limited provision at the centre as there is only a Londis minimart that incorporates a post offi ce and some pubs in easy walking distance. There is a distinct lack of other shops and services to meet the needs of local residents such as a non- charging cash machine and pharmacy. There is access to lifelong learning and training opportunities at Broomhall Centre but no workspace. Some of the units are vacant.

There is the medical centre within the shopping centre, and both Broomhall community centre and Springfi eld Nursery, Infant and Junior school are in easy walking distance. All of these are well used and appear to be well maintained. There are no other public services at the centre. The church buildings are currently being renovated and will provide a drop-in centre and access to training.

The centre is well connected to the local area and appears to be busy at various times of the day. However, the quality of public realm is poor and there is little scope to socialise/ hold events. There may also be potential safety issues as there is little natu- ral surveillance along some footpaths, there are no night time uses within the centre, and there appear to be signs of anti-social behaviour.

What changes would make the biggest difference? • Explore streetscene improvements to improve safety in line with the existing masterplan • Attempt to attract uses that are needed into the vacant units • Ensure local people are signposted to other public services from the existing facilities • Consider more extensive development opportunities as set out in the masterplan

“the small park”

“landmark building - St Margaret’s Church”

16 LOCAL 4.2 CROOKESMOOR CENTRE There is a range of shops and businesses in this centre, including restaurants and takeaways, pub and off license, newsagent, coop and general store and non food businesses such as jewellers, second-hand furniture and carpets. There is a chiropodist and medical centre, pubs and restuarants.

This is an area noted for its high student population, and the offer refl ects that as well as the need of the private landlords.

Traffi c is busy through the area and there is limited on street parking although there is a small car park off street (belonging to PA jewellery) which people use.

There are three vacant/boarded up landmark buildings - the Vestry Hall, Community Centre and Methodist Chapel - providing potential for place making and shaping.

What changes would make the biggest difference? • Explore small-scale improvements to create a better focal point in the public realm • Explore uses for vacant buildings

“specialist shops that attract people from a wider catchment such as Beanie’s wholefoods, PA jewellers Dram spe- cialist off licence, hardware shop”

“it’s located on a steep hill with views into the city but limited accessibility”

17 LOCAL 4.3 MIDDLEWOOD CENTRE There is a good range of shops and services within the centre and nearby at the Hillsborough District Centre which is within easy walking distance. The centre accom- modates a Netto, off licence, gym, several take aways and pubs as well as some specialist shops like Cupola Gallery. There is no access to workspace nor learning/ training opportunities.

Most community facilities are nearby at the Hillsborough District Centre. There appears to be a lack of sense of community at this centre, especially given that it appears to be dominated by take aways.

The centre has good transport links as it is on a regular bus route and also benefi ts from the tram route. The centre is in need of streetscene improvements and there is some dereliction at the centre and anti-social behaviour. Parking is limited and along with servicing is in need of improvement.

What changes would make the biggest difference? • The Hillsborough Town Centre Strategy suggests that environmental improve ments could help create the conditions for investment by the private sector and that this centre could establish a niche identity around creative businesses • Floral displays and hanging baskets • Traffi c management and enforcing restrictions

“near to Hillsborough Park”

“Cupola art gallery is fantastic”

18 LOCAL 4.4 UPPERTHORPE CENTRE There are a number of convenience stores at the centre that mainly cater for the BME community. There is also the Infi rmary Road Tesco in close proximity. In addition there is a post offi ce, pharmacy, non charging cash machine and leisure uses such as a swimming pool, gym and healthy living centre, as well as a range of eating and drinking places. There is access to employment opportunities through Zest, the anchor community organisation in the area.

There are a wide range of community facilities, including the healthy living centre, library and the nearby school. All of these appear to be well used and maintained and provide a sense of community. The role of Zest as anchor community organisation and manager of the healthy living centre is critical to the centre’s success.

The centre appears to be in good condition but there are some vacant shops. It is well connected to the area physically but public transport provision is poor. There is a car park to the rear of the shops but can be full on occasions and parking is an issue. The centre feels safe as there are day and night uses. Although the centre itself lacks greenery, the Ponderosa park is only a short distance away

What changes would make the biggest difference? • Work with Zest to strengthen the centre further including attracting new uses to vacant shops and improve shop frontages • Improve street lighting to make it feel safer to move around • Enforce parking restrictions so that people cannot park all day and take up parking spaces

“Zest and the community café- friendly and reason- ably priced. Good place to meet friends.” “Civic square in front of Zest- more could be made of this.” .” “Prominent landmark buildings- swimming pool and library” “Ponderosa Park”

19 LOCAL 4.5 WALKLEY CENTRE This is a relatively large local centre, spread out along the main road through Walkley and consequently lacking in a focal point There are a range of shops and services, including a Netto, Premier and off licence to meet local day to day needs. There is no Post offi ce but the local community is campaigning to have it re-opened. The centre also has a non-charging cash machine in easy walking distance. There are restaurants, pubs and cafes in and around the centre. There is little in the way of business services or workspace and local concern that commercial uses are changing to residential. There are also a number of vacant premises that affect the appearance of the centre. Local businesses have made an effort to brighten up the shop fronts with plants and fl owers. There is a library and health facilities in the centre and other uses such as church, community centre and school in easy walking distance. These uses provide a sense of place and community and are well used.

The centre is in good condition and well connected to the local area. It appears to be well used and feels like the heart of the area. Walkey Forum organise an annual festival and what’s on guide. It is on a main bus route, but on street parking causes traffi c congestion and lack of parking is an issue. The pavements are narrow and not pedestrian friendly. Walkley Green is a small open space that has had some improve- ments but is occasionally used to dump rubbish.

What changes would make the biggest difference? • Attract new commercial uses to the vacant sites • Enhancements to the street scene • Explore potential for better parking /traffi c regulations

“has a village feel, and people know each other”

“some quirky shops”

“lots of Victorian stone buildings- many terraces”

20 LOCAL 4.6 WISEWOOD (Rural Lane) CENTRE Wisewood is a relatively small local centre serving a local need. People say it is friendly and has a village feel. There are two convenience shops, a post offi ce, and a baker and a number of specialist shops including a barber and a sun tanning shop but the fresh food offer is limited. The centre is opposite a primary and secondary school (Wisewood secondary school will close in summer 2011 and join with Myers Grove to become part of Forge Valley Community School). There is a church and a pub nearby. There are no public services in the centre.

The environment is reasonably well maintained but the area suffers from litter. There are also issues around antisocial behaviour- mostly from teenagers congregate on the area of hard standing outside the shops in the evening and trying to buy alcohol and getting drunk. Parking restrictions make it diffi cult for customers to park and passing trade is lost.

What changes would make the biggest difference? • The centre would benefi t from small-scale environmental improvements and better use of the area in front of the shops • Traffi c management to improve parking • Signpost local people to services at nearby centres from the existing facilities • Positive activities for young people • Re-use of vacant shops and improve the mix of shops on offer

“friendly community and village feel”

21 5.0 ACTION PLAN The narratives on the preceding pages were used to inform and develop an Action Plan which has been reviewed during consultation over the early part or 2011. The action plan is tailored specifi cally to the needs of your Community Assembly area and lists a number of priorities and the specifi c actions that will help towards achieving them – against these actions we have listed the centres where they are most appropriate.

It is very important that local people are involved in continuing to set the priorities and helping to deliver the action plan.

22 5.1 Action Plan FOCAL POINTS FOR THE COMMUNITY From the consultation over the summer of 2010 it was clear that local people see centres as Focal Points for the Community.

In recognition of this, we have identifi ed two principles that govern the action plans:

Engagement of local people and businesses is key to driving improvements in centres.

The need to build on the consultation to create ongoing opportunities for involvement

In order to achieve these principles we will help to:

• Bring together people who have volunteered to be centre champions in a citywide forum

• Develop a Responsible Traders group for the City

• Encourage traders groups to form in each District Centres

• Enable Community Assemblies to drive and champion the proposals for centres in their areas

• Continue to communicate with groups and individuals who have ideas to share

• The Community Assembly to organise Honors Events to acknowledge and celebrate the work of local volunteers.

23 24 5.2 Action Plan IMPROVING QUALITY OF LIFE - ECONOMIC ASPECTS

The economic health of our centres is the underpinning factor in their long-term success. TDLC Strategy Specifi c Actions Which Centres? Priority

Reduce the number of Vacant Explore potential for new and temporary uses in vacant shops (including Broomhill, Hillsborough Shops for Council campaigns, new entrepreneurs, artists or community groups, access to fresh fruit and vegetables etc) for district centres with highest vacancy rates

Encourage take up of vacant units Broomhall, Walkley, Wisewood Ensure centres have an Ensure Post Offi ce services align closely with our centres Crookesmoor appropriate basic range of shops and services

Support specialist and independ- Identify conditions for specialist and independent businesses and Broomhill, Sharrow/London ent shops and businesses develop ways to support them initially in district centres - for example: Road fair access to credit, differential rental levels, planning powers, distribution networks, business advice, shop local campaign, traders’ forums Develop a marketing website that celebrates what we have in centres All District Centres and highlights their special features

Explore promotion/distribution of locally sourced produce (including All centres Council purchasing) and discounted or free farmers’ market pitches for local producers All centres All District Centres All centres All schools that have ex- pressed an interest All centres oors above shops fl Review the balance of uses in centres and help to reduce impact problematic drinking Investigate potential for Living Over the Shops (LOTS) schemes to de- velop/bring into use upper Increase broadband and ensure free WiFi in all district centres including access to Digital Region Ltd Develop a policy for housing within centres with schools to make the most of opportunities that arise from Work capital programme of school improvements to link facilities centres with schools to encourage access school facilities near centres Work as part of the extended schools initiative All centres Increase the range of other commercial/economic uses in the centres Increase the number of people living in and around the centres Schools as community hubs with strong links to the centres continued

25 26 5.3 Action Plan IMPROVING QUALITY OF LIFE - COMMUNITY ASPECTS

A mix of community facilities and public services are essential for sustainable communities and, where these are located in centres, they can help support the economic viability of those centres. However, we are not suggesting that a “core offer” of these services has to be provided in all centres and where centres are already thriving we are not seeking to relocate services, unless opportunities present themselves in the future. Instead, we support an approach that seeks to tailor service provision to the need, demand and preference of customers. In many centres, in particular the local ones, this will be about signposting people to provision in nearby centres. TDLC Strategy Specifi c Actions Which Centres? Priority Align library services with district Explore potential for co-location alongside other public services and Broomhill, Highfi elds centres where possible alternative options for provision of library services (e.g. satellite services) Improve access to and facilities Make sure that entrances to parks are clearly identifi able from district Hillsborough in the parks centres and look at the need to improve facilities in line with the consultation results Carry out green space improvements in local centres Subject to local need/consultation Locate Council Services in Develop location of front line services as part of Customer First London Road/Sharrow, and centres where appropriate Programme in District Centres as opportunities arise in Crookes/ Ecclesall Road Develop/signpost location of front line services as part of Customer Broomhall, Wisewood First Programme in Local Centres

Establish offi ce bases for Council Staff in centres where appropriate District Centres where appropriate Develop a strategy for Council premises in centres that helps with the All centres (aiming for fewer delivery of sevices better buildings that maximise opportunities for co-location of services) ed by ed fi fi ed through fi Ecclesall Road, Sharrow/ London Road Centres with suitable spaces (indoor and outdoor) Priorities to be identi Community Assemblies working with Children and Service People’s Young Priorities to be identi through Community Assemblies be identi To Community Assemblies work- Young ing with Children and Service People’s eld Futures and Voluntary Community and Faith eld Futures and Voluntary fi Work with community groups to extend the range and frequency of Work markets (including farmers markets) in centres – develop into an annual calendar of markets for the city Identify space (indoors and outdoors) for cultural activities events the Shelf, Galvanise in centres; promote citywide festivals such as Off Festival in centres; and encourage our culture partners and Children’s to deliver outreach activity in centres with Shef Work sectors to deliver a programme of positive activities for young people on centres Provide feedback to schools were issues of anti-social behaviour by students are a problem in centres – encourage and promote better links between local business communities and schools Prioritise detached youth work in centres experiencing antisocial behaviour Extend the programme of Markets Promote cultural activities and local events in centres Deliver positive activities for young people continued

27 28 5.4 Action Plan IMPROVING QUALITY OF PLACE

Almost all of the centres in the strategy could benefi t from environmental improvements, whether this is to improve pedestrian safety, reduce traffi c congestion, create a better or more distinctive focal point, improve the quality of buildings, encourage low carbon lifestyles, manage anti-social behaviour or improve on standards of cleanliness. TDLC Strategy Specifi c Actions Which Centres? Priority Improve public transport Work with South Yorkshire Passenger Transport Executive to improve All centres connections public transport links to and between centres Make sure public/community transport links can get vulnerable people Centres where identifi ed to the centres where they need to access services; provide facilities such as shelters and seats at bus stops and toilets at transport hubs Improve the quality and Create a better focus or public space for the centre Broomhill, Ecclesall Road, distinctiveness of the public Sharrow/London Road, realm Crookesmoor Improve the quality and character of the public realm Broomhill, Hilsborough, Sharrow/London Road Undertake small scale improvements to the public realm in local centres Broomhall, Crookesmoor, for example: Christmas trees, seating, cycle stands, verge treatments, Middlewood, Wisewood painting of key features Support ‘In Bloom’ groups with local residents and businesses All Centres Explore potential/options to improve shop/building frontages for Hillsborough example through loans Sharrow/London Road, Middlewood Hillsborough, Sharrow/Lon- don Road Hillsborough, Sharrow/ Lon- don Road, Middlewood Hillsborough, Sharrow/Lon- don Road, Upperthorpe, Wisewood Walkley, Broomhill, Ecclesall Road, Hillsborough, Sharrow/ Lon- don Road Broomhill, Ecclesall Road, Hillsborough, Sharrow/ Lon- don Road, Middlewood Broomhill, Ecclesall Road/ Sharrowvale Broomhill, Hillsborough Assembly to identify with Community Work Assembly to identify All centres ti, repair of fi c congestion Broomhill, Ecclesall Road, fi Improve pedestrian safetyImprove cyclist safety and provide cycle stands Ecclesall/Sharrowvale, Broomhill, Hillsborough, Improve car parking and management Broomhill, Ecclesall Road, Reduce traf Prioritise maintenance standards in centres for litter, graf Prioritise maintenance standards in centres for litter, damage, planting areas, more/larger bins and gritting Progress planning/licensing issues to reduce late night noise for residents to reduce drink-related anti social behaviour around clubs, pubs Work and night time uses promote sensible drinking choices Consider pilot initiatives such as ‘no plastic bags’, encouraging access for pedestrians and cyclists later opening hours Do a risk assessment to establish how centres can respond climate change Identify and explore opportunities for local energy generation All Disrtict Centres Introduce place management (based on city centre model) for District Centres to keep up the maintenance and quality of the public realm c and fi Improve pedestrian and cyclist safety and accessibility Better management of traf parking Prioritise street cleaning and management Encourage low carbon lifestyles Prioritise the provision of recycling facilities in centres with Community Work continued

29