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South East V7.Indd “ Your Centre - Your View Thriving District and Local Centres Strategy“ and Action Plan for South East Community Assembly DRAFT November 2010 “ Your Centre - Your View CONTENTS THIS DOCUMENT Welcome and Foreword 3 This is a draft version of the Thriving District and Local Centres Local Area Strategy for the South East Community Assembly. It contains descriptions and action plans for the ten centres within this area. There are six similar documents which cover the other 1.0 Introduction 3 Community Assembly areas. 2.0 The Vision 5 CITYWIDE FRAMEWORK There is also a wider framework document that covers all the District and Local Centres 3.0 Your District Centres across Sheffi eld. This puts forward a vision for the whole city and reconciles priorities 3.1 Crystal Peaks 7 across the city. The draft document is in a similar format to this one and invites your comments. 3.2 Woodhouse 9 YOUR CENTRE – YOUR VIEW 4.0 Your Local Centres The descriptions and actions plans for the District and Local Centres in this document 4.1 Base Green 10 “are based on the views of local people gathered during extensive consultation over the 4.2 Beighton 11 summer of 2010. Throughout the document there are opportunities for you to comment 4.3 Birley Moor Road 12 on the text - to tell us if we have got the descriptions and priorities right and to help us develop a strategy that genuinely refl ects local views. 4.4 Birley Spa 13 4.5 Gleadless Townend/Charnock 14 YOUR CENTRE – YOUR PLEDGE 4.6 Handsworth 15 The Thriving District and Local Centres Strategy is about the Council working with local 4.7 Mosborough High Street 16 people to deliver changes which are appropriate to the variety of centres across the city. 4.8 Westfi eld 17 These include how to organise current activity more effectively, making the most of and marketing what is already there as well as longer term physical change. In the action plan section we are asking you what you can do to help your centre – Your Pledge. 5.0 Action Plan 5.1 Focal Points for the Community 19 WHAT HAPPENS NEXT? 5.2 Improving Quality of Life – Economic Aspects 20 We are going to consult widely on these draft documents over December and January 5.3 Improving Quality of Life – Community Aspects 22 2011. The fi nal version of the strategy will then be considered by the Council’s Cabinet 5.4 Improving Quality of Place 24 in March. 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: e: tdlc@sheffi eld.gov.uk t: 0114 203 9568 a: TDLC, Shipton Street, Sheffi eld, S6 3FJ 2 WELCOME AND FOREWORD 1.0 INTRODUCTION The Council’s corporate plan, A City of Opportunity, identifi es Thriving District and District and local centres provide a common feature in communities of very different Local Centres as a new priority for the Council and a key initiative in creating character and form. They act as hubs for their neighbourhoods, connected to the city sustainable communities across the city. Over recent years we have seen signifi cant centre and main employment areas by public transport and offering facilities and investment and improvement in the city centre as part of our plans to boost the services to meet everyday needs. They are vital to the attractiveness and success of economy of the city: it has been transformed into a thriving metropolitan hub with a housing areas, are a key component in why people choose to live or work in an area lively mix of shopping and workspace, new city centre living, high quality public spaces, and an important feature of their everyday life. 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 Many of our centres still retain the variety of small independent shops that they had a as a place where people choose to live, work and invest. century ago. Interestingly, despite the pressure of larger supermarkets and the decline of traditional counter service, feedback suggests that people want independent shops in We now wish to take that approach out across Sheffi eld to develop and support a city- their centres. Personal service and the real knowledge of stock that independent shop- wide network of vibrant district and local centres that will improve local people’s quality keepers offer, is still valued. 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 District and local centres support a range of businesses across the city including shops, has been done in relation to some centres in the city to understand how they work and places to eat and drink, offi ces and workshops. Strengthening centres will bring what needs to happen to make them into successful places, this is the fi rst time that the learning, work and enterprise opportunities closer to where people live. But centres are Council has taken a comprehensive look at centres across the whole city. We see the not just about shops – they are critical as places where people can access public centres as a network, improving quality of life not only for the communities they directly services and facilities such as libraries, schools, community buildings and health serve, but also collectively for the city as a whole. 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 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 This strategy sets out a vision for the district and local centres in your Community cannot hope to solve all the many and complex issues facing our centres, but it can Assembly Area It proposes which centres are priorities for further work and investment start to provide a framework for action 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 We want local people and businesses to be at the heart of developing this strategy and most impact and can lever in most investment from the public and private sector. 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 The strategy will form part of a whole city framework for future action and investment your feedback on the ideas in this document and continue to work with us through over a number of years – it does not as yet have any dedicated resources attached to Community Assemblies to deliver the changes you have suggested. 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 The strategy draws together the ideas from many individuals and groups across the and working in the city and to make best use of our combined resources. 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 November 2010 3 “ Your Centre - Your View VISION and KEY OBJECTIVES Please tell us what you think there are more blank sheets at the back of the folder Please comment on the Vision and Key Objectives ............................................................................................................................................ Do you agree with the Quality of Life and Quality of Place criteria? ............................................................................................................................................ Remember that this strategy is a ten year plan - priorities and actions should address immediate issues but also provide a vision for what the centres will be like in the future ............................................................................................................................................ ............................................................................................................................................ ............................................................................................................................................ “ ............................................................................................................................................ ............................................................................................................................................ ............................................................................................................................................ ............................................................................................................................................ ............................................................................................................................................ ............................................................................................................................................ ...........................................................................................................................................
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