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Richmond Swale Valley Community Initiative Strategic Framework Strategy for the Future 2009-2014

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CHRIS BLANDFORD ASSOCIATES environment landscape planning Richmond Swale Valley Community Initiative Strategic Framework Strategy for the Future 2009-2014 October 2009 CONTENTS Executive Summary 1.0 INTRODUCTION 1 2.0 REVIEW OF THE 2003 STRATEGIC FRAMEWORK 2 2.1 A Reminder: the 2003 RSVCI Strategy for the Future 2 2.2 Progress against the Strategy Goals 8 2.3 Learnings from the Last 5 Years 14 2.4 Implications for Emerging Priorities for the Future 17 3.0 STRATEGIC CONTEXT TODAY 18 3.1 Key Changes in the Strategic Context 18 3.2 Key New Related Plans and Strategies 18 4.0 CONSULTATION 23 4.1 Aims and Approach 23 4.2 Key Findings from the Workshops 24 4.3 Key Findings from the Youth Questionnaire 26 5.0 VISION AND KEY PRINCIPLES 29 5.1 Overview 29 5.2 Revised Vision for the Future 29 5.3 Principles of Sustainable Management and Development 30 5.4 Strategy Goals 30 6.0 STRATEGY GOALS AND PROJECTS 31 6.1 Strategy Goal A: Promoting Sustainability and the Green Agenda 31 6.2 Strategy Goal B: Diversifying the Economy and Attracting New Businesses 36 6.3 Strategy Goal C: Reaching Out to Young People 39 6.4 Strategy Goal D: Improving Richmond’s Offer, for both Locals and Visitors 42 6.5 Strategy Goal E: Improving Richmond’s Retail Offer 47 6.6 Strategy Goal F: Increasing Engagement and Collaboration with Catterick Garrison 48 October 2009 RSVCI Refresh 50018501_Final Strategy for the Future_EP 091009 Chris Blandford Associates 6.7 Strategy Goal G: Increasing Social Inclusion and Participation 50 6.8 Strategy Goal H: Improving Health and Well-Being 54 6.9 Strategy Goal I: Taking Care of Richmond’s Assets 56 6.10 Strategy Goal J: Carrying Out Regular Monitoring and Evaluation 60 6.11 Strategy Goal K: Ensuring Management Resources to Support Delivery 61 7.0 ACTION PLAN 63 7.1 Prioritisation, Target Outcomes and Delivery Mechanism 63 7.2 Potential Sources of Funding 64 7.3 Other Resources and Funding Sources 75 APPENDICES A Workshops - Attendance List B Workshops - Record of Ideas C Youth Consultation Questionnaire D Key Sources of Information October 2009 RSVCI Refresh 50018501_Final Strategy for the Future_EP 091009 Chris Blandford Associates Executive Summary Overview This document is the Richmond Swale Valley Community Initiative (RSVCI) Strategy for the Future 2009- 2014. It is a Strategic Framework for the sustainable economic, social and environmental development of Richmond, the Swale Valley and its setting. It is a community-led strategy that was developed through active consultation of community and stakeholder groups. The document updates and replaces the 2003 RSVCI Strategic Framework. Key Assets Richmond and the Swale Valley have a number of key assets that contribute to the area’s significance and distinctiveness. These assets need to be protected and conserved, but they also play an important role in helping to realise some of the aspirations for Richmond and the Swale Valley. As a result, they are integral to the RSVCI Strategy for the Future. They are summarised below: • Historic character; • Green character and superb landscape setting; • Nationally important wildlife habitats and species; • Status as a growing centre for outdoor pursuits and informal recreation; • Famous associations; and • Role as an important service centre for rural areas. Refreshing the 2003 RSVCI Strategic Framework A number of steps were taken to refresh the 2003 RSVCI Strategic Framework and develop the RSVCI Strategy for the Future 2009-2014 – progress on implementing the 2003 Strategic Framework was reviewed, key changes in the strategic context identified, and community and stakeholder consultations held. Out of these came a number of key findings that have informed the development of the revised Strategy for the Future: • Significant progress has been made on heritage conservation and its contribution to regeneration, and this needs to continue; • However, there now needs to be greater emphasis on defining the industries of the future, on diversifying the economy and promoting creativity, innovation and entrepreneurialism; • There needs to be greater emphasis on sustainability – both environmental and social; • Broader participation and more active contribution, better accessibility and more proactive engagement with young people is needed, as is a greater emphasis on health and well being for all communities; October 2009 RSVCI Refresh 50018501_Final Strategy for the Future_EP 091009 Chris Blandford Associates • Quality is important – it will make Richmond and its hinterland an even more compelling destination for locals and visitors, and help it to better compete in the challenging market place; • Collaboration is also important – there needs to be greater emphasis on collaborating with Catterick Garrison, and finding ways to develop complementary offers that benefit both sets of residents; and • There have been many visible successes, but better monitoring and evaluation of the contribution of these successes is required going forward. Revised Vision for the Future The 2003 long term Vision for the Future for Richmond and its hinterland still broadly articulates the right direction for Richmond, with some minor amendments required to reflect new shifts in emphasis. The revised Vision for the Future is set out below: Our historic town of Richmond will be appropriately revitalised to become an even more prosperous, lively and accessible place for all residents, visitors, shoppers and businesses. This renaissance will build on Richmond and the Swale Valley’s inherent strengths – its unique architectural, historical, natural and cultural heritage assets and the commitment of its communities. A focus on quality, sustainability and economic resilience will underpin Richmond’s growing reputation as one of the country’s leading and most innovative historic market towns. Principles of Sustainable Management and Development The three Principles of Sustainable Management and Development that were set out in the 2003 RSVCI Strategic Framework are still considered appropriate as they were originally articulated. They are as follows: • Principle 1: Sustain the unique character and significance of Richmond and the Swale Valley; • Principle 2: Ensure that all uses, activities and developments are sustainable; and • Principles 3: Ensure that the people living and working in Richmond and the Swale Valley are involved and supported in the implementation of the RSVCI. Strategy Goals and Projects In support of the revised Vision for the Future, 11 Strategy Goals and 50 Projects have been identified. These projects broadly focus on the next 5 years, although some will have longer term components. The Strategy Goals and Projects are listed in the table below. October 2009 RSVCI Refresh 50018501_Final Strategy for the Future_EP 091009 Chris Blandford Associates Strategy Project Goal Strategy Goal Project A1: Encourage a greater focus on sustainable transport systems A: Promoting Project A2: Increase domestic and commercial use of renewable energy and locally Sustainability sourced fuel and the Project A3: Encourage increased focus on energy efficiency Green Project A4: Encourage a greater focus on locally grown and locally sourced produce Agenda Project A5: Establish an eco-advice centre to promote sustainability and offer practical advice Project A6: Seek accreditation to celebrate and promote Richmond’s green credentials Strategy Goal Project B1: Establish a creative business hub in Richmond B: Project B2: Explore the potential for encouraging flagship organisations to relocate, or Diversifying establish an outpost in Richmond the Economy Project B3: Encourage the development of courses that are more closely aligned with and target new businesses Attracting Project B4: Foster the development of entrepreneurs and new businesses New Businesses Project B5: Actively promote Richmond as a quality of life destination Project B6: Continue to supply high quality office premises in Richmond through the restoration and renovation of historic buildings Strategy Goal Project C1: Increase the range of facilities specifically targeted at young people C: Reaching Project C2: Increase the range of events/activities specifically targeted at young people Out to Young Project C3: Actively engage young people in decisions and initiatives affecting their People future Project C4: Increase the range of placement and apprentice schemes available to young people Project C5: Promote Richmond and its facilities/events through channels tailored towards young people Strategy Goal Project D1: Continue to improve the public realm in Richmond D: Improving Project D2: Establish tighter controls for development in the town centre Richmond's Project D3: Continue to explore opportunities to increase pedestrian use of the market Offer, for place both Locals Project D4: Establish a programme of public art in Richmond and Visitors Project D5: Encourage development of the evening economy Project D6: Increase promotion and marketing of Richmond as a visitor destination Strategy Goal Project E1: Encourage the development of a niche, higher end retail offer in the town E: Improving centre Richmond's Project E2: Continue to roll out the Heritage Partnership Scheme to improve the quality Retail Offer of shop fronts in Richmond Project E3: Improve the quality of shop windows and merchandising Strategy Goal Project F1: Improve communication between Richmond and Catterick Garrison F: Increasing Engagement Project F2: Improve transport links between Richmond and Catterick Garrison and Collaboration
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