Thriving District and Local Centres

City Wide Framework Appendices

Appendix 1 Map of ’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) 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 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 Road/Sharrowvale friendly Small independent shops Quality and luxury and designer Local community feel shops/Up market offer/ Boutique Community clubs shopping Cycle shop Diverse and lots going on A busy exciting area- great atmosphere 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 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 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 - 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 shops Range and variety /London Road Relaxed- good friendly Tram link Variety of Restaurants atmosphere Continental food shops 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 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 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 Crookesmoor Floral displays/Christmas lights Beanies 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, , 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 High Street Norfolk Park, , 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) 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 (in post office), (in post office) Other local centres incl Bradway Hemsworth, Gleadless , 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, 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, , Ranmoor, , 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 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 , 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.