Local Investment Plan – Draft for LDE
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The Sheffield Local Investment Plan – draft for LDE Contents 1 Our ambition and vision pg 2 2 Sheffield in 2009 – seven Community pg 13 Assemblies, one city 3 How do we decide where to invest? pg 48 4 The Investment Plan pg 54 5 Every Community Matters pg 60 6 Delivery and Governance pg 100 Appendix 1 - The Investment Plan for each Community Assembly Appendix 2 The Investment Plan finance and outputs spreadsheets 1 1 Our ambition and vision 1.1 Our vision Sheffield is a growing, vibrant, diverse and ambitious city, and one that has made tremendous progress over the last ten years. Our vision is clear: To be a modern, vibrant, green city where people choose to live, invest and work To be a Council that gets things right first time for our customers To be a city where everyone can achieve their full potential The people and communities of Sheffield are critical to the achievement of that vision. However, we know that there are still people in the city who do not have the opportunity to fulfil their potential, and communities where major challenges remain. 1.2 Our ambitions To tackle these challenges, we have set out in our Corporate Plan, A City of Opportunity, the six key areas of ambition for the Council. These are: leading Sheffield’s transformation, creating vibrant, safe and strong communities, protecting and enhancing the environment, creating a better life for children and young people, supporting people to be healthy and independent, and putting the customer first and achieving better value for money. Underpinning each of these areas is a series of priorities where we have identified that we need to focus our efforts. These are set out in the City of Opportunity diagram below. The priorities that are highlighted under each theme are the ones where this Investment Plan will make a contribution. The range of priorities shows the significance of this plan to the city. 1.3 Our guiding principles Guiding our work is a series of principles that we apply in every situation. These are: Giving local people voice and control over services and decisions that affect them Focusing on the needs of customers as individuals, tailoring our response to meet their needs Investing based on need, giving everybody equality of opportunity and making sure that all our communities get a fair deal Being open, honest and transparent about what we do and why we are doing it Delivering outstanding value for money 2 City of Opportunity Putting the Leading Vibrant, Safe and Protecting and A Better Life for Supporting People Customer First Sheffield’s Strong Enhancing the Children and to be Healthy and and Achieving Transformation Communities Environment Young People Independent Better Value for Money Delivering for Reducing carbon Improving public business and Reducing anti-social footprint health encouraging behaviour and crime Raising attainment Customer focus enterprise and aspiration Increasing recycling Giving people choice Improving skills and and control of their Stronger employment care communities Community Improving parks and Improving children’s assemblies Creating the open spaces health infrastructure for a Improving the quality modern, strong Thriving district and of care and support economy local centres Streets to be proud of Citizens’ targets Safety and Better transport links Reducing congestion happiness Increasing participation in sport Investing in & physical activity Sheffield’s housing Public transport that Promoting Sheffield is easier for people Effective resource to use management Affordable housing Looked after children Making Sheffield a A city of cultural and great place to grow sporting excellence Rural communities Safer roads old A modern efficient Increasing Financial inclusion Promoting Successful transition organisation engagements in sustainable to adulthood Access to services cultural activities Fairer Sheffield development 1.4 Community Assemblies – involving local people in decision making To make sure that we do involve people in decisions that affect their lives and communities, and to ensure that we are responding to the real needs of individuals, we have recently established seven Community Assemblies to devolve power to local people and to involve and empower them to take control over decisions that affect them. These are an important building block in our approach to community involvement, and the Community Assemblies will become increasingly important in shaping the way in which we invest in the city and provide services. 1.5 The key strategic documents for the city (i) The Sheffield City Strategy Our commitment to partnership working is critical to the success of Sheffield’s City Strategy (our Sustainable Communities Strategy), which guides the work of the public, private and voluntary sectors in the city in order to make Sheffield a better place for everyone who lives here. The City Strategy’s vision is that ‘Sheffield will be a successful, distinctive city of European significance at the heart of a strong city region, with opportunities for all’. The City Strategy’s five themes of strong economy, successful neighbourhoods, inclusive, healthy communities, great place to grow up, and environmental excellence are mirrored by the ambitions set out in the Council’s City of Opportunity document. 3 (ii) The Sheffield Economic Masterplan Our overall approach to transforming the city’s economy is set out in the Economic Masterplan, which we launched in 2007. This identified three key themes for the city’s economy: 1. Productive and Competitive Businesses: increasing enterprise, employment, innovation and productivity to levels which return the city to a high productivity, high earning economy 2. Economic Inclusion and Increasing Participation: realising potential and increasing employment to bring 16,000 existing Sheffield residents back in to employment 3. Creating the Conditions for Sustainable Growth: providing the capacity for growth through better transport and quality neighbourhoods. Ensuring that ambitious economic growth is also sustainable in environmental terms. The economic master-plan proposes an integrated approach to developing Sheffield’s economy, stressing the importance of a number of different elements in building a successful economy. This includes the importance of a strong, welcoming city centre, with good public space and a diverse retail and knowledge economy, encouraging enterprise, excellent transport links both within the city and to other parts of the country, and ensuring that the city has liveable and attractive neighbourhoods and district/local centres. The Economic Masterplan is supported by the City Centre Masterplan (reviewed in 2008) which acknowledges the role of the city centre as the driver for the city and the city region’s economy. Sheffield City Council will be preparing its Local Economic Assessment during the first half of 2010. This will continue to evolve the evidence base that underpins our local strategies and lead to a refresh of the Economic Masterplan during the second half of 2010 in those areas identified by the assessment as requiring particular attention (iii) The Sheffield Development Framework The Sheffield Development Framework provides the spatial aspects of strategy in the city. Its Core Strategy was adopted in 2009, the first major regional city to achieve this status. The strategy concentrates new development in the existing settlements, renewing and consolidating them with nearly 90% of new homes on brownfield land. This helps to locate new homes close to jobs, reducing the need to travel and limiting carbon emissions. It also makes the best use of the city’s land assets and protects the green belt. The strategy confirms the city centre as the driver for transformation of the city’s economy and supports the more local role of the district and local centres. The Council has identified a 5 year supply of housing sites ready for development and further sites which can accommodate the new homes to 2015. The majority of land for new homes is in city centre and housing 4 regeneration areas to the north and south-east of the city, which are close to the economic growth locations in the Lower and Upper Don Valley areas, giving great synergy between economic and housing renewal areas. Despite the need to expand the housing supply the Council is maintaining sufficient land for economic use to service the needs of a growing economy. (iv) The Sheffield Housing Strategy Housing in Sheffield 2007-10 sets out the key priorities for change in the city’s housing offer, which are to ensure more homes are built in the city to meet our growing population, improve the range of homes available, drive up the quality of housing and neighbourhoods and tackle the affordability problem. Significant progress has been made against the priority actions identified in the strategy, and during 2010 we will be producing a new Housing Strategy, revised to reflect the Council’s enhanced focus on housing, the economy and enterprise. 1.6 Maximising the impact of our activity and investment All four of the above strategies are inextricably linked and across them you will see a shared vision for change and growth in the city and how they reference and support each other’s objectives. The Council is working towards the development of a Sheffield Investment Plan, which will set out its full programme of investment, within which the Local Investment Plan will ultimately sit. We have clear investment priorities for the period 2011-14: Thriving district and local centres Improving the quality and range of housing and places The Lower Don Valley The city centre A key cross cutting theme for us is supporting and promoting enterprise throughout the city. To ensure the achievement of our future targets for economic and housing growth are deliverable, and to satisfy the requirements of PPS12 and the Planning Act 2008, the Council and its partners are working together on infrastructure planning. A number of projects have begun to ensure the necessary improvements to physical, green and social infrastructure can be achieved.