Burntwood Town Council

Burntwood Town Strategy a framework for the future of the Burntwood communities

March 2011

Contents

1. Context 3

2. Rationale 3

3. Building the strategy from the grassroots upwards: the approach 4

4. The Burntwood place: a summary of its economic and social character 8

4.1 Social and community characteristics 8 4.2 The local economy 14 4.3 The planning context 16

5. The community and businesses; views on Burntwood as a place 18

5.1 The local community 18 5.2 Local businesses 22 5.3 The consultations: a concluding point 24

6. Burntwood: summarising the area through an underpinning strengths, 25 challenges and opportunities enhancement (SCOPE) analysis

7. The basis of the strategy: from priority issues to feasible actions 29

7.1 A vision for Burntwood 29 7.2 Key objectives for the strategy 30 7.3 Priority action areas 32

8. Summary 51

Acknowledgements 51 Contact details 51

Appendix 1 Priority issues emerging from the direct consultations 52 Appendix 2 List of consultations 54

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Burntwood Town Strategy: a framework for the future of the Burntwood communities

1. Context

This document sets out a strategic plan for the town of Burntwood and its constituent communities. It has been developed within a framework of established aspirations and apparent potentials and thus reflects the realistic priorities of the town. The strategy has been built from the perspective of the community, as well as the numerous agencies and organisations that have a remit for or interest in Burntwood, and the business community. It has been developed and produced by Localecon Associates working closely with and on behalf of Burntwood Town Council.

2. Rationale

The main purpose of the strategy is to set out the aspirations of Burntwood for the future, identifying priority issues for action coupled with areas for long-term achievement. In this sense it is viewed as a blueprint for the future, but one that crucially is based on local (and locally stated and agreed) needs and aspirations.

The rationale for its development is twofold. First, whilst the process of area development planning and policy is in a period of major institutional flux, there is an expectation of greater autonomy and enhanced competitiveness through the shift to a new localism. There is thus a need for a clear strategy to aid clarity of decision-making and promote locally established priorities, facilitating the maximum involvement of local people in decisions on their future quality of life. Second, the strategy development process, equivalent to the production of a parish plan for Burntwood, is an important community engagement element for the Town Council in its acquisition of quality status. That said, whilst the strategy is a parish plan equivalent, given the size, complexity and location of the town, it is viewed as an aspirational, strategic outline that is tailored to the needs of the Burntwood communities.

In summary, the functions of the strategy are to:

• clearly set out community aspirations; • encourage local people and businesses to get involved in creating a sustainable and contented community; • establish a blueprint for Burntwood’s future; and thus, • provide a basis for decisions on projects and priority areas for attention. 3

3. Building the Strategic Plan from the grassroots upwards: the approach

The approach to developing the strategy involved a mix of quantitative and qualitative methods, implemented in a series of interlinked stages that were designed, in combination, to provide a comprehensive assessment for the SCOPE analysis and identify and prioritise common themes for the strategy. The key elements of this programme were as follows.

Background review and data analysis Relevant data, reports, documents, data sources and strategies, including drafts of the Lichfield Core Strategy 1, other relevant documents from the Town, District and County Councils, and the existing West Midlands Economic Strategy, as well as data from Staffordshire Observatory and the Index of Multiple Deprivation 2007, were assembled and reviewed to gain a background view of Burntwood. This served two purposes. First, it formed the initial basis of the economic and social characteristics analysis which was supplemented by consultation-based information gathered from a wide range of professionals in areas such as business, property, leisure, and health in the later stages of the programme of work and provided a basis for the development of the appropriate surveys for use throughout the consultation process. Second, in reviewing particular sections of the Core Strategy and the detail in its available topic papers that focused on Burntwood as a set of communities with Lichfield District 2, it facilitated an up-to-date policy review and thus a context for recommending actions through the Strategy.

Community consultations This stage of the work involved a series of activities to gather views from members of the community in Burntwood. The full range of activities included:

• Community survey, distributed by Councillors to a sample of homes and via a series of post office, library, leisure and health centre locations; • Publication of the community survey in the Burntwood Newsletter; • Attendance at various community events in Burntwood, including Burntwood Wakes and the Forward Action Burntwood summer event; • Focus Group work with young people in both secondary schools and at Burntwood Youth Centre; and, • Use of Lichfield Council’s Voice it! on-line consultation facility to publicise and receive comments on the strategy’s draft vision and objectives.

1 Lichfield District Core Strategy: Shaping our District, Consultation Draft, November 2010 2 Topic papers in the built environment, healthy and safer communities, natural resources, and sustainable transport were available during the strategy development process 4

A self-selecting sampling method was used to establish locally recognised strategic issues within the community and to commence a process of prioritisation which would then be taken forward for further consultation at open meetings. This activity generated two hundred detailed responses across the full range of age and gender groups.3

Additional evidence on community views was accessed through data from consultation exercises such as those conducted by the PCT, Community and Learning Partnership (in its Business Planning activity in January 2010), and Lichfield District Council (Section 106 consultations, July 2010; and Residents’ Survey, February 2010).

Business consultations The team consulted with a selected sample of twenty-five businesses in the town’s retail and business zones, again gathering information on the issues and problems facing the town and some of the potential solutions and activities that could be progressed by the Town Council from the perspective of the business community.

Partner agency and organisation consultations This stage of the work obtained an in-depth, locally embedded view of the situation and potential in Burntwood from the perspective of key local agencies and organisations. In-depth face-to-face and telephone interviews were conducted with a range of individuals representing local partner agencies that have a remit of some kind for Burntwood. These included key public, private and voluntary sector bodies, as well as representatives from Lichfield District Council and Staffordshire County Council, generating around thirty responses. In addition, consultations were held on a one-to- one basis with all Town Council members. The purpose of these was to gather information on the key issues and problems facing the town and to capture ideas on potential projects and activities.

Visioning and prioritisation events In Autumn 2010, the team facilitated three events - one in each of the three core communities of Burntwood, Chase Terrace and Chasetown - to enable all partners and other interested people to discuss the vision and prioritise the themes for the strategy. The findings of the initial strategy development work were presented, along with the emerging themes, vision and project ideas and participants were asked to comment on the priority areas for action and to respond to the suggested medium-long term goals for the area. A final feedback event was held in February 2011 to review the draft strategy and to help further prioritise areas for action.

3 Around 34% were under 24 years, 41% in the 25-64 category, and 25% over 64. 5

The overall ethos In general, the approach adopted in completing the visioning and strategy development work was based on a number of tenets. These were that:

• the work should be built on a bottom-up basis , drawing on grassroots community, business and partner views on the positives, negatives and potentials for the Burntwood area, blending selective available data with the (qualitative) details of local views; that,

• the vision, associated strategy and actions must, be feasible and realistic , setting out project areas that, within the constraints of resources and capacities for involvement might be attained,

• flexible in its ability to adapt and respond to new challenges and potentials as they might emerge over the next ten years, and that,

• it should firmly recognise the need to add value and to build from existing and planned actions and activities in the area. That said, it was also clearly established that,

• in considering the medium to long term, the strategy should be genuinely aspirational and willing to work towards change that is supported by the community but currently outside of envisaged parameters.

Combining the development stages The basic approach used in building the strategy is set out in Figure 1. As shown, this comprised a series of stages, developing an approach, and taking actions, that are clearly based on the views of the local community, local businesses and partner agencies. The stages involved the establishment of priority issues, the formation of a vision for the area over the next 10-15 years, the setting of key strategic objectives, and finally proposed actions to help progress the vision and objectives. These various elements of the development process are discussed in the following sections.

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Figure 1: Building the strategy Contextual review The Burntwood place

SCOPE analysis Strengths Priority Challenges Issues Opportunities

Consultations and events:

Community Vision Businesses

Partners and Agencies

Consultancy Strategic team input and Objectives development

Final check Actions against locally derived prioritisation

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4. The Burntwood place: a summary of its economic and social character

This section of the strategy document provides a contextual review of Burntwood as a place. This is built from available source documents and reports, and consultant research activity, as well as from the outcomes of consultations with professionals working in locally orientated agencies and organisations.

On the fringe of the West Midlands conurbation, the town of Burntwood is located in the southern part of Staffordshire. It comprises seven Lichfield District Wards - All Saints, Boney Hay, Burntwood Central, Chase Terrace, Chasetown, Highfield and Summerfield, and from this, four widely perceived communities - Boney Hay, Chase Terrace, Chasetown and Burntwood village. A constituent part of Lichfield District, the area has perceived itself to be somewhat marginal to the longer standing historic centre and core retail and service base of the city of Lichfield some five miles away.

4.1 Social and community characteristics

Population and movement The population of the parish of Burntwood in mid-2007 was estimated at just over 26,000 (see Table 1). Some 23.8% of the population is aged 19 years or younger, with some 6.7% in the 75 years or more category (Table 2). In 2001, the latter proportion was 6.0% and the former 24.8% thus indicating an ageing population with a trend towards fewer young people within the population structure.

Table 1 Burntwood population at mid-2007 Burntwood Wards Population at mid-2007 within Lichfield Male Female All District All Saints 1664 1784 3448 Boney Hay 1632 1588 3220 Burntwood Central 1495 1518 3013 Chase Terrace 2546 2710 5256 Chasetown 1736 1868 3604 Highfield 1883 1978 3861 Summerfield 1856 1901 3757

All 12812 13347 26159 Source: Office for National Statistics

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The area has a strong mining heritage although this is now something of a distant memory for all but the older members of the community. Moreover, the longer established population has been consistently added to by influxes of short distance migrants from either the conurbation or from adjacent areas within Lichfield District or elsewhere in Staffordshire attracted by lower house prices and the semi-rural feel of the area. Bounded by green belt on its southern flank, Chasewater to the east, and Cannock Chase to the north, there is some credence to this view of an accessible town within a countryside setting.

Table 2 Younger and older groups in Burntwood, mid-2007 estimates Burntwood Wards Population at mid-2007 within Lichfield 19 or under 75 or over All District All Saints 704 296 3448 Boney Hay 708 217 3220 Burntwood Central 640 163 3013 Chase Terrace 1329 327 5256 Chasetown 885 383 3604 Highfield 956 148 3861 Summerfield 1006 216 3757

All 6228 1750 26035 Percentage 23.8 6.7 100.0 Source: Office for National Statistics

Housing Given its historical development, Burntwood has a wide mix of housing types and qualities with some linear developments along main routeways to Lichfield and Cannock, older properties in the former village centres, contrasting with former council housing, infill estates constructed in the 1960s and 1970s, and more recent private estate developments by housebuilders such as Tarmac, Persimmon and Bloor Homes. Sites at the former St.Matthew’s hospital and, just outside the town boundary, at Hammerwich Hospital have recently been developed. Housing in Burntwood is slightly cheaper than its equivalent in Lichfield and this attracts first time buyers as well as in-movers from areas such as Birmingham.

The former local authority housing stock was transferred to HomeZone (now Bromford) Living in 1997 and has been managed by this registered social landlord since then. As part of their role, Bromford have a neighbourhood management approach and have designated 9 part of Burntwood - the Summerfield and Oakdene estates, areas of relatively high deprivation - for the development of a place plan to involve special community development support in conjunction with other agencies.

Plans and proposals for new housing have been significantly affected by recessionary conditions confronting the regional and national economy. The draft Core Strategy for Lichfield contains a proposed allocation of 1058-1108 new homes for Burntwood (some 13% of the new housing growth in the District) over the period up to 2026. Given the recognised sensitivity of the landscape around the town, including the settlement's proximity to the Cannock Chase Area of Outstanding Natural Beauty and Special Area of Conservation (SAC) to the north, and the wealth of ecological diversity, options for new housing development are seen as significantly limited. As such, over 60% of new housing is proposed within the urban area, and only one sustainable urban extension identified for strategic housing growth of up to 425 dwellings, this being at a strategic development location to the east of Burntwood By-Pass. Shifts in the use of some hitherto designated employment land for residential development are proposed. 4

Public transport Like many small and medium-sized towns Burntwood is a place where access to a car is an important aspect of personal mobility. In terms of public transport, Burntwood centre, including Chase Terrace and Chasetown, is well served by bus routes linking Lichfield, Cannock and Walsall between Monday and Saturday. That said, some parts of the town, such as Boney Hay, are less accessible to routes and, in general, there are very few Sunday services. The nearest rail link at Lichfield City is some five miles away and, with limited parking at the station and bus travel times of 15-30 minutes, this has not been easily accessible or particularly attractive to Burntwood residents and especially young people.

The learning community Burntwood town supports two well-respected and well-performing secondary level educational establishments (Chase Terrace Technology College and Chasetown Specialist Sports College) with a number of feeder primary schools. Both schools contain some excellent learning resources, sports, performance and other cultural facilities that are made available for community use outside of core educational usage. Moreover, there is ongoing development with, for example, a Centre for Community Art at the Technology College. There is an outreach facility from South Staffordshire College and a newly constructed vocational training centre that serves all young people in the (Lichfield) area. Both are located at the Technology College site.

4 Lichfield District Core Strategy: Economic Development and Enterprise Topic Paper, January 2011, pp23-24. 10

There is some evidence for a widening of the secondary catchment area of Burntwood schools to draw in pupils from adjacent and surrounding areas such as Heath Hayes and Brownhills.

Community facilities There are a range of community meeting and arts spaces in the town, with some extensive meeting, conference, theatre, performance, dance and social activity facilities in locations such as the two secondary schools, the Burntwood Memorial Institute, the Old Mining College, or the churches, sports clubs, library and Leisure Centre. 5 With over twenty potential venues, capacities up to 250 are possible, although the larger sites have limited spare capacity and there is a need for refurbishment activity in a number of cases. That said, some relatively new or recently refurbished venue facilities are available and a number of organisations - especially schools and sports clubs - have plans for the development of improved and new facilities with the possibility of a community facility of up to 300 person capacity at Chasetown Football Club. In addition, a new development - Burntwood Arts Space operating in conjunction with Wedgwood Museum - will offer exhibition space coordinated by students at the Technology College and help to extend the level of cultural and arts space in the town.

Facilities for young people Whilst it is possible to commute to facilities such as cinema and bowling in places such as Cannock and Tamworth and to access Lichfield events, there is a general feeling of marginality as regards activities for young people . Private night club and related venues do exist - for example at Sankeys Corner - and there is a skate park, but, in general, opportunities are limited. Burntwood Youth Centre provides good quality social facilities for young people although it tends to draw its participants from the Chase Terrace community. In general, young people feel a real need for improved social facilities with a cinema complex and bowling alley, together with hub facilities such as quality fast food or coffee outlets operating as informal meeting places to anchor people in the area.

Many young people are involved in sports. Burntwood hosts a number of successful, community-orientated sports clubs - such as Chasetown Football Club and Burntwood Rugby Club - together with a wide range of other sports clubs based either independently or at the Burntwood Leisure Centre. This high quality centre, completed in 2002, provides swimming pool, fitness and indoor sports facilities, meeting rooms,

5 Lichfield District Council, Burntwood Community and Art Space: Audit of Facilities and Funding, March 2008 11 squash courts, a crèche and cafe, as well as tennis courts, all weather and conventional sports pitches in its grounds.

In terms of services for children and young people, a successful community and learning partnership (CLP) has operated in Burntwood since 2006. Functioning as an enabler but with significant discretionary funding for services linked to children, young people up to 19 years and their parents, it has provided a range of services and support. The CLP has delivered actions such as information and advice to carers; support to childminders; funded childcare places for disadvantaged families, supported actions to identify children with special needs; and funded study support, sport visits and holiday activities. It has also supported parental involvement through family learning sessions and links to adult education, community cohesion through support for initiatives such as the Lantern Parade and Forward Action Burntwood, child and family health, and fostered a wide range of family support and parental outreach activities. Part of the latter has included placing LCD information screens in all schools within Burntwood. 6

Facilities for older people Older age groups are generally well-served by successful local agencies such as Burntwood Live at Home and Age UK Southern Staffordshire who have delivered projects on an ongoing basis. These include a range of services offered by Burntwood Live at Home, including a friendship group, lunch club, focus group, and arts club, as well computer sessions , trips and outings. Supplementing this, Age UK provide exercise, holiday and mobility opportunities (Ageing Well) as well as walking and related activities (Walk and Talk Plus).

Health and related services Burntwood is felt by both residents and the Primary Care Trust to be well-served in terms of health and related services although not in facility quality. There are eight General Practitioners (GPs) serving the community, together with well-respected dental, pharmacy and optometry practices. Following a recognition by the PCT that some current GP practices are cramped, overcrowded and in need of repair, and following widespread consultation, practices will be concentrated on two sites. 7 One of these - the Health and Wellbeing Centre - will involve a major new build adjacent to the Leisure Centre, and incorporate opportunities for the provision of a wider array of services, health-recreation links and benefits, and community facilities.

6 Staffordshire Children’s Trust, Burntwood Community and Learning Partnership, Business Plan 2010-2011 7 South Staffordshire Primary Case Trust, Permanent Health Developments in Burntwood - Results of Public Consultation, November 2009 12

Crime and anti-social behaviour With its headquarters at Chasetown Police Station, the Burntwood Neighbourhood Policing Unit (NPU) covers the area and, despite imminent changes and a switch to District-based policing, will continue to provide 24 hour on-site policing. Crime and anti-social behaviour is not a major problem in Burntwood. Levels are generally low and there is a decreasing trend for anti-social behaviour 8, if not for the perception of it as a problem 9. This is partly a return on a series of actions developed over recent years - including Burntwood Init 10 (now Positive Futures) and Forward Action Burntwood - promoting community pride, both initiatives supported by the CLP. That said, where anti-social behaviour occurs it does overtly implicate the community and some view it as a continuing challenge.

Deprivation and area differences Perhaps reflecting the origins of the various settlements that comprise Burntwood, economic and social complexions vary quite widely across lower layer Super Output Areas (SOAs) 11 . In fact, the Index of Multiple Deprivation 2007 (IMD 2007) 12 identifies pockets of relative deprivation but also reveals areas performing well on the basis of some of the seven locality criteria - income; employment; health and disability; education, skills and training; barriers to housing; crime and disorder, and the living environment.

Chasetown is one of three SOAs in Lichfield that emerge as in the worst 20-30% nationally, and this particularly results from income - where 25% of the SOA population are defined as income deprived - employment, health and disability, and education deprivation. Boney Hay (relatively high income, employment, and health and disability deprivation) and Summerfield (relatively high income, and employment deprivation) appear in the 30-40% most deprived nationally. Boney Hay (two SOAs), Burntwood Central (two SOAs), Chase Terrace (two SOAs), Chasetown, and Summerfield, reflecting access to housing and services such as supermarkets, Post Offices and General Practitioner services, all emerge as relatively deprived in terms of geographical barriers to housing and services.

8 Between April and December 2010 reported incidences of anti-social behaviour in Burntwood fell by over 30% and other crime levels are static or reducing (source: Burntwood Neighbourhood Policing Unit, January 2011.) 9 That said, surveys reveal substantive increases in the confidence of the public in the ability of local agencies to deal with it (see Lichfield District Council, Residents’ Survey, February 2010, published in April 2010). 10 This was set up in January 2007 to tackle anti-social behaviour on Friday nights and, coordinated from Burntwood Youth Centre with a supporting website, involved a series of positive activities and education on alcohol and substance misuse. 11 SOAs are areas smaller than, but not corresponding to the boundaries of, Parishes that represent an average population of around 1500 and not less than 1000. In the area covered by this strategy there are sixteen part or whole SOAs. 12 Staffordshire Observatory, The Indices of Deprivation 2007 - Lichfield 13

In contrast, Burntwood Central SOA is recorded as amongst the (20%) least income deprived in the country, and Boney Hay (two SOAs), Burntwood Central, Chase Terrace (two SOAs), and Summerfield all emerge as least deprived in terms of crime and disorder deprivation.

Community development and partnership working Partly as a response to these issues, community development and effective partnership working has been a feature of Burntwood in recent years. Initiatives such as Forward Action Burntwood and Burntwood Init have been effective responses with resultant accolades. The national level project - Positive Futures - has operated in Burntwood, and the morph4us project has developed award-winning community arts activities. As a reflection of positive partnership, a Community Development Worker for the Burntwood area has been funded jointly by the Town and District Councils, and Bromford Living, and this has proved to a very successful initiative.

4.2 The local economy

Business parks The local economy has developed and diversified over recent years, with the supplement of typical conurbation fringe businesses such as those in light manufacturing, warehousing and distribution , many of these attuned or directly linked to the Birmingham and Black Country economy. Some have been drawn into the area as part of regeneration programmes based around the single regeneration budget or ERDF Objective 2 schemes involving business park initiatives. Partly linked to this, a number of business parks or industrial estates have been developed in the town since the 1960s and, most recently, have been consolidated as zones of the Burntwood Business Park. This has given a professional feel to the business premises infrastructure, although some units are not in use, and, in addition, there remains a legacy of less attractive factory estates, albeit with some longstanding and successful tenants.

The retail sector A particularly significant feature of the area is its relative underprovision of retail facilities , with most outlets providing lower order goods with a mix of food and related provisions and essential localised services and with only a handful of higher order goods on offer 13 . Residents regularly comment on the absence of key High Street stores, especially in areas such as fashion, shoes, quality food catering, and furniture.

13 Moreover, local survey evidence shows that, whilst some Burntwood people visit shops in Lichfield, none travel in the opposite direction - Lichfield District Council, Residents’ Survey, February 2010, published April 2010. 14

This reflects the absence of a town centre that would be expected to host and sustain such activities as well as providing more informal space - such as coffee shops and cafes - as meeting places for young people. However, the scale of any development has proved problematical as it has implications for adjacent centres outside of the area and sustainability, primarily car travel, implications.14 A proposal in 2007 by developers London and Cambridge Properties 15 was shelved following a planning refusal at ministerial level, although there are signs of renewed activity and support from the local planning authorities. Consultations reveal that the development of such a centre is very widely supported.

Burntwood and the conurbation Given its proximity to the West Midlands conurbation, it is clear that many areas of Southern Staffordshire are part of its functional economic geography. Indeed, linked to housing attraction, the area - Burntwood included - is a major net provider of labour to businesses in the Black Country and Birmingham. This net out-commuting imposes a specific image/role for Burntwood, at least in part as a feeder community for the conurbation.

Other features of the local economy linked to conurbation relationships concern the existence of new start-up businesses. Typical of a major urban area, small business formation and entrepreneurial growth tends to occur on the fringes of conurbations as appropriate sites with relatively low overheads and rentals are sought by business starters. Where such areas have high accessibility in terms of road transport then higher levels of start-up and development are expected. Evidence on this for the Burntwood area is non-existent but it remains reasonable to assume that it is an area of relatively high potential as a location for migrant businesses and new start-ups from conurbation origins.

Local economic potentials Although there are a range of employment types in Burntwood - including some office functions - its major advantage is in building from the existing base of either accessibility influenced developments or businesses serving the local area. Whilst recessionary conditions and related shrinkage have affected growth expectations in general, the diversification of the Burntwood economy is expected to be driven by two features, the creation of town centre jobs as that part of the area is developed, and from the modernisation and redevelopment of existing industrial estates.

14 Report on the examination into the Core Strategy Development Plan document, Inspector’s Report, The Planning Inspectorate, July 2006 15 Burntwood Town Centre - development specification (see www.buildingabetterburntwood.co.uk/press.html) 15

Underpinning these various aspects of accessibility is the advantage provided by new infrastructure provision, in particular the development of the M6 Toll and new feeder roads linked to its construction that has provided excellent connections to the wider motorway network and local airports. There are three access points to the M6 Toll in and around Burntwood, with the nearest (Junction T6) only around one mile from the town.

Although not a core tourism area, Burntwood fringes Chasewater, a site of major recreational and indeed visitor potential, and is close to the attractions - cycling, adventure opportunities, walking and so on - of Cannock Chase. The Staffordshire Hoard - one of the best examples of mediaeval treasure found in midland England - was discovered in the area. That said, and despite the feeling of many in the area that Chasewater is an underused and underexploited feature, the visitor economy remains an area of (albeit modest) potential for the Burntwood local economy.

A summary view of the local economy On the basis of this basic analysis, we can summarise the Burntwood area as a solid local economy that has diversified following the cessation of mining activity in the 1960s, building its profile with conurbation and accessibility linked businesses. The population, revealing some pockets of deprivation, is a mix of long established families with the addition of substantive in-movement from areas such as Birmingham, the Black Country and other parts of Staffordshire in particular. In general, the area does not have the level of service provision that might be expected of a town with over 26,000 people.

4.3 The planning context

Existing and embryo planning policies for Burntwood largely, in essence, reflect the emergent views of the community. The draft Lichfield Core Strategy 16 views Burntwood as “a significant freestanding town with its own needs but, which at present, has limited town centre, social and community facilities.” The Spatial Strategy seeks “to meet Burntwood’s needs that are not met locally and currently result in residents of this community having to travel to meet many of their employment, shopping and leisure requirements.” The completion of the Burntwood Bypass is seen as providing an enhanced opportunity for new investment in the town, helping to create more diverse local job opportunities. The need to diversify the employment base within Burntwood is acknowledged, something that would

16 Lichfield District Core Strategy: Shaping our District, Consultation Draft, November 2010, pp33-34

16 assist in reducing the high levels of out-commuting. Widely reflecting community views, “fundamental to addressing many of the employment, public transport and other service deficiencies within Burntwood is the delivery of an expanded and enhanced town centre.”

On these bases, the Core Strategy prioritises town centre development, new retail, employment, recreational, health, educational resources and improvements to environmental quality and public realm as well as enhanced pedestrian linkages and public transport facilities. Although it may be controversial as regards other centres outside of the area, new retail development up to a limit of 16,000m² gross, of which 13,000m² gross will be comparison goods, is proposed and new office uses up to 5,000m² will also be encouraged within an enlarged town centre. As previously noted, Burntwood will also play an important role in accommodating new housing, with up to 1108 new dwellings by 2026.

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5. The community and businesses: views on Burntwood as a place

Section 4 has summarised the economic and social character of Burntwood. An alternative way of looking at it as a place is through the lens of the local community, businesses and agencies. As part of the development work completed in the preparation of this strategy, consultations were completed with community members, and businesses, as well as agencies and organisations with a remit of some degree for the area. This section summarises the key findings.

5.1 The local community

The positives

In general, the Burntwood communities are positive about many aspects of the area. It is viewed as “semi-rural, with a countryside feel to the area” and this rural aspect and village feel about the place is widely recognised and celebrated. The size of the town is felt to be “small enough to be distinct but large enough to offer facilities”, offering “friendliness”, a “happy community, with a strong feel for itself” and a “good community spirit and sense of community”. Partly related to this, the depth of local history and heritage is seen as a positive.

Some recognise the “really good element of volunteering for actions to improve the area”, citing events and actions such as Forward Action Burntwood, the Burntwood Wakes, Burntwood Init, the church communities, Chasewater Railway and so on. Despite “in- movements of people from other areas there is a surviving community feeling” with “a positive range of community groups and activities”. Partly as a result of this, there is felt to be a very “good working relationship between Councils and communities”, and “endless possibilities if we all work together”.

Initiatives such as Forward Action Burntwood and Burntwood Init (Positive Futures) are recognised as “helping to avoid the problems of intimidating young people congregating in shopping areas and in some parks” and are seen as a basis for “fostering the sense of local community even more.”

The “survival of local identities” is seen as both a thing to celebrate and an alert. The latter is because the “sense of identity of villages making up Burntwood” is not always seen as a positive, with some competition between the areas.

The local community environment is recognised as excellent, with “friendly local shopkeepers”, “a good choice of local supermarkets”, and “good pubs, shops, and library”. 18

“Openness and green areas” as well as “proximity to areas such as Chasewater”, “ease of access to countryside and walks opportunities”, “open spaces”, the “quiet rural atmosphere”, and the “fields and farms that are so much a vital part of the area’s character” are also recognised. Sports, health, educational and leisure facilities are felt to be good. Despite some problems in local parks, the “relatively little rowdiness” in the area was cited, together with the “low crime rate on the whole”.

Given events occurring at the time of the review work, some viewed the “access to recycling facilities” as important (threatened closure had brought a substantive community response!), and noted the “relatively clean environment” and “clean and safe feeling” pervading Burntwood.

Although not high visibility for the community ‘likes’ agenda, some recognised the “good business parks that attract employment”. These relate to a major positive for the area - “a convenient access to other areas whilst retaining a rural feel”, “the M6 Toll”, and the “ease of access to the conurbation and international airports” from the area.

Challenges and priorities

Further to the ‘positives’ about Burntwood, views were gathered on the problems or challenges that the community sees as priority issues. These indicate priorities for action and have informed section 7.3 of the strategy.

In general terms, there is a feeling that “Burntwood needs regenerating and that the town centre proposal needs to be initiated” (there were numerous comments on this and in the initial community consultation work (Appendix 1) it emerged as the key local issue). Public transport provision needs to be improved with better access for the disabled or those people with small children, improved signage and information, and a wider network developed, and the identity of the place needs to be consolidated, perhaps, arguably, around mining heritage but more likely as a modern satellite town with quality living conditions. Although large tracts of vacant land are earmarked for development and actively managed locally, their visible state is often described by the community, and especially young people, as ‘wasteland’!

There is a widespread feeling that “shopping choice in the town is poor, especially given the number of people.” There is a need for more shops, particularly in areas such as “clothes; fashion outlets; cafe facilities”. An “improved town centre and parking is needed”, and “Burntwood Shopping Centre needs to be built as promised four years ago.” Many

19 complain that they “have to travel out of area for most shopping except supermarkets” and are fearful of closures, the loss of local stores and services such as banking.

Public transport is viewed as adequate, although some parts of the area have no access to bus routes and Sunday services are very limited and many feel the need for a central interchange or hub. This would provide a central point for service access and, potentially, provides a pick-up and drop-off point for leisure coach travel. A number of participants mentioned the benefits that would ensue from a “reopening of the Walsall-Lichfield rail link”, viewing this as a highly desirable long-term aspiration for the community.

Crime and safety is relatively high on the agenda for the community (emerging as the second main issue for the community in the initial consultation exercise (Appendix 1)), in particular with concerns over policing levels for the town. Reflecting as much a fear of crime as its actual occurrence, community members suggest that there is a need for a “greater (walking) police presence” and “more community policing - especially at night.” Where it occurred in pockets, and although not extensive or endemic, reducing anti-social behaviour was cited as a challenge.

The adequacy, use and availability of community buildings and spaces is a prominent issue that was persistently raised in discussions with the community. Participants stressed the need to “keep our clubs and community centres open” and many commented on the need for space to support large functions; the loss of Brendewode Suite was cited on numerous occasions. In general, the view was that “community buildings must be supported.” Of course, part of the problem with accessible facilities relates to the social and related activities that are on offer to key groups such as older and younger people. In terms of facilities for young people, participants widely recognised a need to provide more activities and opportunities , partly as a proactive way to reduce anti-social behaviour . Typical comments were, “we need more interesting things to do!” and that “there are poor facilities for kids of all ages.” Many felt that the development of informal opportunities - such as a branch of McDonalds or other businesses that tend to function as unofficial meeting places - would help. Opportunities for children and young people were seen as highly important and, in some senses, inadequate in the area. Participants felt that there could be “more community events for children”, “better play facilities for young children in some areas of Burntwood”, and “improvements to some of the parks”. Both Burntwood and Redwood Parks were seen as uninspiring and in need of attention, although there are active plans, supported by some funding, to enact improvements.

Linked to this, in terms of social activities, leisure and recreation there was a wide range of comments. The potential to encourage the development of hub attractions was cited, in

20 particular by young people. Many young people feel that a cinema (and bowling) complex would substantially enhance the area, both as a facility for all members of the community and beyond, and as an informal hub. This would also draw in other restaurant and leisure offers. In essence, mirroring the point about a lack of informal meeting places for young people, the view is that “there are limited entertainment facilities where people can get together.”

Less prominent in the challenges identified but nonetheless an issue, the breadth of opportunities and activities for older people could be enhanced, although it may be that improved communication about what is on offer is part of the challenge.

Whilst events such as the Wakes were widely applauded, participants felt that cycle and walking trails across the area could be developed and better access and much more use made of a revived Chasewater . Indeed, fuller use could be made of a number of attractive fringe areas of Burntwood, including for example Gentleshaw Common. Related to this, although not a prominent feature across the community, the recording and celebration of the history and heritage of the area was seen as important. Partly linked to this, both young people and older members of the community felt that the area could ‘market’ its heritage and attractions - such as St. Anne’s Church, Chasewater visitor facilities, trails and walks, and landscape areas, more overtly to draw in larger numbers of visitors. Young people felt that the Wakes could be better publicised and expanded to include more activities focused on the 16-24 age group. Summer activities - such as tournaments but also music and other events - for young people could also be actively encouraged.

Within the context of community social activity, a number of participants felt that community information networks could be enhanced, perhaps with an internet based facility. Prominent here was the need to publicise activities taking place in community buildings and thus generate a coordinated approach. Some suggested that an events strategy could be a useful approach to underpin the coordination of community activities. In addition, the need for more information on local wildlife and where to see it was also mentioned as an information issue. Some young people felt that fuller information on available part-time job opportunities would be useful.

A mix of comments were focused on challenges facing the local environment. Litter problems were mentioned as a problem by a substantial number of community participants, and dog waste is seen as a disgrace in some areas. Young people were particularly focused on this issue. In addition, some mentioned the annoying scrap vans that have become a feature of residential areas in recent months. The poor record of landscape maintenance on some estates was also raised. More generally, the limited quality of road and path surfaces,

21 as well as hedgerows, was viewed as a challenge and there was a widely held view that the visual environment around shopping areas, mainly Swan Island and Burntwood Shopping Centre but also smaller localised shops, needs to be improved with some urgency. In general, a more considered design quality for refurbishment and new build was a priority for some. Security cameras were seen as a need from the perspective of safety. Alongside the strong view that green belt incursion should be resisted, there was the view that open spaces needed to be more widely retained as wildlife havens, with the suggestion that more resources could be used to support local wildlife areas.

The community tends not to be greatly focused on businesses and employment although a number of issues were raised. Some stress the need to encourage the movement of employers into the area and recognise the need for more job opportunities. In more specific terms, participants felt that businesses should be encouraged to support and use local buildings as well as providing facilities such as creches to ensure equal access for those who work but who have young families. In general, there was a call for small shops and other locally-orientated businesses to be supported.

Traffic and parking issues drew a number of critical comments. Whilst traffic calming and parking was needed in some areas, some past policies - such as those on Chasetown High Street - were seen as problematical in limiting traffic flow. More user friendly speed warnings were requested and, as a priority, better and more public car parks, including an improved and tighter disabled parking approach.

5.2 Local businesses

There are wide variations in the connectivity of businesses to Burntwood as a place. On the one hand, there are firms located on Burntwood business parks that are access- driven and which, aside from a small number of employees or local purchases, have little direct involvement in the area. A typical example would be a firm using premises as a hub for managing remotely located engineers. On the other side, there are numerous small retail and service-related businesses, as well some distribution and manufacturing firms, that, through employment and consumer sales, have a real stake in the area. Where appropriate and necessary, views are differentiated in the following paragraphs.

In general, externally-orientated businesses view Burntwood as a sound location. The “proximity to the motorway network”, “central location” and “excellent transport links” are seen as a real advantage, especially when combined with good access to the business parks. The available workforce is viewed as a positive and, in general, there is

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“good source of local staff”, an environment that generates a “happy staff”, and a “friendly local community”. The business parks are commended in terms of access, design, relatively low cost, and parking, although some areas are reaching their capacity in terms of the latter. The positive nature of support from both the Town and District Council is commended.

Locally-orientated businesses are also, on the whole, very positive about Burntwood as a customer community. These firms, mainly retail and consumer service based, recognise the friendliness of the community, the low levels of crime and the operating environment, although, as set out in the following section, there are clear challenges and needs.

From the perspective of businesses, the major challenges for the area relate to its image and how it communicates to the external world. The poor level and confusing nature of signage is mentioned by several businesses. In addition, what is perceived to be ‘blighted land’ and the shabbiness of some areas of the town, acts as a deterrent to incoming investment and projects a poor image.

Possible enhancements cited by businesses include areas such as improved signage and planting to generate a more positive image. In terms of signage, one participant mentioned a need to delimit trading areas for the public with an appropriate use of signage - for example, on Chasetown High Street.

Improved public transport could help the area, and the development of the town centre could help to generate greater footfall for existing businesses. In general, businesses would welcome more anchor stores in the area. Support for local traders, together with incentives for new business development was also mentioned.

Some recognise a need for diversification to bring in investment in hotels and restaurants in the area - as a base for not only visiting business people but also for visitors to the general area, perhaps linked to Chasewater events.

A general comment is that the area needs to promote and project the scale and feel of an area with a sizeable population . Moreover, there is a need to promote Burntwood as a “centre, and not a route to somewhere else!”

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5.3 The consultations: a concluding point

The community and business consultations provide a clear view of priority needs. That said, it is worth noting that perceptions and realities do not always correspond and opportunities are not always recognised. The potential to maximise use may not always be realised, for example with opportunities for young people. Where this occurs the challenge is communication as much as major change.

The views captured through the initial consultation activity, as reported in this section, are used, in conjunction with evidence gathered at community events and meetings, as part of the input to the SCOPE analysis that is discussed in the following section.

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6. Burntwood: summarising the area through an underpinning strengths, challenges and opportunities enhancement (SCOPE) analysis

Whilst aspirational, the Burntwood Town Strategy is set in a context of what is realistically possible for the town. As such, and building from the contextual review in section 4, and local ideas and views set out in section 5, as well as the comments of agency and organisation professionals working in the area, it has been developed in the light of an assessment of its strengths, challenges and opportunities enhancement (SCOPE). This unique underpinning SCOPE analysis is summarised in Table 3.

Table 3 Key SCOPE components: Burntwood, February 2011 SCOPE components Some major STRENGTHS of the area Implications as OPPORTUNITIES for the Strategy

Burntwood is a popular place to live and its Ensure that the strategy adequately reflects component communities clearly recognise and helps to maintain the positive aspects the qualities of the area of community feelings whilst building a stronger and wealthier town Built from its origins as a mining area, there There is a need to capture and build from is a strong community spirit and an the base of community involvement to excellent record of volunteering, develop an even stronger ‘think local’, participation in local events and initiatives, volunteering and self-help ethos. With a and community involvement within many number of active community-focused parts of Burntwood initiatives (such as Forward Action Burntwood and Burntwood Init, as well as the Burntwood Wakes committee and action groups initiated through environmental issues), and evidence of successful intergenerational working, the area has a strong base upon which to build community-led developments. Young people could be encouraged to formally participate in planning and development activities Whilst acknowledging its heritage, the A clear sense of identity - both past, community has a clear sense of the future present and future - enables the strategy to role for Burntwood as a functioning urban identify supportable objectives and actions space The town has an attractive rural periphery , The geographical setting and the including areas of outstanding natural sustainability of its natural landscape

25 environment and recreational opportunity, should be an important consideration in that is both recognised and applauded by setting priorities and identifying potential the population developments in and for the town In terms of road access and accessibility The opportunity to access areas outside of Burntwood is externally well connected, Burntwood for work, or to draw in with close access to the M6 Toll and the commuters, learners or migrants from wider motorway network - most parts of other areas, is an important background Birmingham and the West Midlands consideration for the strategy conurbation are less than a thirty minute average drive time Educational provision is excellent and local Strength in the local educational base schools - offering valuable community provides the basis to build a more skilful facilities - are well respected both within and better qualified community. High and outside of the area. A successful quality facilities offer an opportunity for the Community Learning Partnership has wider community to make more use of delivered a range of child and family-centre facilities and continue to build strong links benefits for the area with the school/student community The quality of health and social care is well A healthy community with good facilities respected by the community but some promotes quality of life and contentment. services are not available in the immediate The strategy should support the successful locality and improvements are needed to completion of planned new developments, the infrastructure enhance sports-health links and encourage a closer connectivity with the community Active and successful sports clubs and Sports clubs are actively involved in associations - such as Chasetown FC and building a stronger community and should Burntwood Rugby Club - and excellent be an important part of initiatives sports and leisure facilities typify the area developed through the strategy. The local Leisure Centre has the capacity to be an important hub and element of the strategy The network of business parks within the The area’s business infrastructure provides town is successful and popular with tenant a sound base upon which to encourage businesses. inward investments and local expansions.

Some of the major CHALLENGES Implications as OPPORTUNITIES for the strategy As widely recognised by the community Given its population size and accessibility it and statutory agencies, there are major is possible to envisage a viable, sustainable gaps in retail provision and the absence of town centre for Burntwood with a wider a quality, functioning town centre. range of retail and leisure opportunities. Indeed, this is a Lichfield Core Strategy priority. All agree that Burntwood needs a town centre focal point. As such, there is a

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need to work towards achieving that goal by encouraging, promoting and establishing the conditions through which it may be possible Burntwood is not well known as an entity Building a stronger brand image for outside of the immediate confines of its Burntwood will help to promote its benefits geographical setting as a business or residential location Burntwood comprises a mix of separate There is scope, perhaps a need, to integrate neighbourhoods or communities that are and consolidate the Burntwood not always fully integrated but important in communities in order to strengthen the the identity of its population position of the town as a representative authority in leading on some and facilitating other development activities Public transport provision is adequate in Personal mobility is an important issue for general but some parts of Burntwood are many people and especially the younger not well served and Sunday services are and older members of the community. very limited The strategy should consider ways in which improvements in access to bus services could be made. This would add to the attractiveness of the area as a residential , and potentially business, location Parking and traffic flow is a problem in Encouraging measures to improve parking some parts of the area allocation and ease the flow of traffic will assist local retailers and create a more attractive place for new investment from outside sources Crime and disorder - including anti-social The strategy should recognise this situation behaviour - is relatively low and reducing in and ensure that fear of crime and concern Burntwood. However, some perceive it to for anti-social behaviour is limited to a be a continuing problem and this gives rise realistic assessment by informing on trends to heightened concerns and fear of crime and ensuring closer community links with community policing representatives. As reflected in deprivation measures, there Any strategy needs to recognise that there are documented quality of life variations are areas of relative deprivation that between parts of the area continue to need special attention and, as far as possible, to build a deprivation check into local decisions There is a perceived threat to the survival There is a general view - widely supported of open spaces and development by the community - that green areas should incursions into green belt zones around be protected from development. The Burntwood strategy should provide direction and include a clear statement of the Burntwood

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position on future developments Social facilities for young people are Build the long-standing aspirations for such limited. There is no cinema or bowling alley facilities into the strategy and encourage and an absence of informal meeting places leisure development alongside town centre for young people regeneration There are a wide range of community The ability to host major events is a clear buildings available for use in Burntwood priority for the community. The strategy but no large venue to act as a hub and to could consider actions to improve this host big events situation, in the long-term with an aspirational new facility, and in the short term via better communication and use of existing facilities Parents in some parts of the area feel a Include actions in the strategy to need for major improvements to the level encourage the enhancement of facilities for of outside play facilities for young children. children Although there are some excellent The strategy should include actions to community social events and opportunities improve the coordination of social there is scope to better coordinate and link opportunities for the area these into a cohesive, well-publicised offer There is substantial need and potential to The strategy could promote a series of work towards an improvement of various small, low or no cost projects that might aspects of the local community, economy substantially enhance the local area. For and environment . These include: example, existing facilities, such as LCD • local environmental improvements; screens in all local schools, could be used to • low and no-cost leisure pursuits such as enhance local communication. trails and pathways; • encouraging businesses to work together and self-support; • intergenerational activities in areas such as work, skills or education; or, • a raised awareness of available facilities and activities. At parish level, the degree of autonomy, Local agencies need to be proactive, using opportunity for intervention, and resource available funding to initiate actions that will base for local projects and activities is have a positive catalytic effect, and seeking limited. to influence statutory agencies and businesses to deliver locally sought and desirable actions and outcomes

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7. The basis of the strategy: from priority issues to feasible actions

The ethos of the Burntwood Town Strategy is closely focused on building an approach and taking actions that are clearly based on the views of the local community, local businesses and partner agencies. This involves the formation of a vision for the area over the next 10-15 years, the setting of key strategic objectives, and finally proposed actions to help progress the vision and objectives (see Figure 1) .

7.1 A vision for Burntwood

A vision for the area, and a basepoint for the actions that are developed in sections 7.2 and 7.3, has been built from the wide-ranging review of key issues and challenges confronting Burntwood (summarised in Section 6) as well as strengths and potentials evidenced in the consultations and desk-based research set out in section 5.

The vision for Burntwood is that it will ; maintain and develop itself as a positive, outward facing but internally connected and coherent community ; that is, sustainable and successful and that, whilst, serving the needs of all of its people , is, open to opportunities and potentials to actively enhance and strengthen its position.

Combined with the array of action areas discussed in section 7.3, this vision and the suite of action areas proposed in the strategy, recognises potentials such as the strength of community spirit and the ‘village within a conurbation’ feel, the diverse population, and the accessibility of the location in terms of moving around and accessing countryside. It reflects a belief that it has the potential to reassert itself as a hub for the wider area.

In sections 7.2 and 7.3 we set out the key objectives and linked actions for the Burntwood Town Strategy. These reflect an ethos that the strategy should, in the short-term, fit to local/sub-regional strategies but that it should not be reticent about establishing markers for more substantive change around purely Burntwood priorities. As such, the strategy recognises that actions in Burntwood must link to and concur with strategies and policies established at District, sub-regional and regional level. However, 29 in the long-term, perhaps beyond five years, it sets out aspirations that may or may not fit with current positions but which it seeks to achieve, putting aspirations on to the agenda now with a view to adoption and /or consideration in the future. In that sense, it should maximise the potential of Burntwood as a community, local economy and sustainable area environment.

7.2 Key objectives for the strategy

In terms of delivering the vision, the key objectives established for the strategy, again built from the mix of community, business and local agency consultations, are as follows.

The overarching objective is as follows.

Maximise local contentment by preserving and enhancing the quality of life of the Burntwood communities , focusing where necessary on areas of greatest need.

This is supported through twelve specific objectives

1. The built environment, retail and town centre development Work towards an enhancement of the Burntwood retail offer and the initiation of a quality town centre development. Encourage and support land and property owners to maximise the potential of key sites and under or unused buildings in the area.

2. The identity and awareness of Burntwood as a place Strengthen the identity of Burntwood as a place and integrate the ‘Burntwood communities’, improving the town’s external image and its internal communications with regard to available services, events and activities.

3. Burntwood transport Encourage the development of public transport services to provide greater access for all local communities, to improve infrastructure in terms of boarding/waiting facilities and to create a central town centre interchange hub. Where possible, improve parking and traffic flow across the area.

4. Housing Support the development of housing where it maintains the quality of life of Burntwood people, in particular focusing where possible on brownfield and urban sites and prioritising the needs of young people in particular.

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5. Business and jobs Proactively work to consolidate the existing business community, attract investment for businesses and the built environment and encourage the formation of new local firms.

6. Crime and anti-social behaviour Work with local agencies and organisations to minimise the incidence of crime and anti-social behaviour, publicise achievements where they occur and reduce the local fear of crime.

7. The local environment Encourage actions to minimise environmental intrusion in the form of litter or other waste, to improve the maintenance and the condition of pathways and roads, and maximise the value of the local landscape and wildlife as an amenity.

8. Leisure and social lifestyle Support the provision and ongoing maintenance of high quality community facilities, sporting and social opportunities and community events, and play areas within and across the Burntwood communities.

9. The learning community Develop closer links with education providers and partnerships in the town to help maintain the high quality offer, to encourage intergenerational working and to explore beneficial community project activities.

10. Health and social care Ensure that health and social care facilities meet the expectations of the communities and build closer affinities between facilities and community activity.

11. The self-helping community Build on the strengths of the volunteering and community participation base in Burntwood to enact improvements and foster an even stronger community presence in the development of the town. Work to build community intergenerational activities.

12. Partnerships development Maintain, enhance and develop effective existing and new partnerships within and beyond the town.

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These objectives may be used as principles to guide the position of the Town Council in its statutory role, investment and grant decisions, and influence over key development matters.

7.3 Priority action areas

On the basis of the array of work conducted during the development of this strategy, as well as the priorities and objectives set out above, there are a number of appropriate actions. These are presented here, with, where appropriate, a differentiation between three elements or phases . First, an area for consolidated action around retail and town centre development, an issue that emerges as the key priority for the local community. Second, those actions that are feasible in the short-term and, to some degree, within the remit of the Town Council as an initiator with direct and immediate influence or as a partner - so called potential ‘quick wins’. Third, those that are aspirational over either the medium or longer-term and which more so depend on influencing the approaches of key agencies and organisations.

Each set of action areas has been developed either from initial ideas emanating from the community or professionals within the area or worked up by the consultancy team in response to local comments on gaps and needs. All have a link to grassroots priorities . By mobilising actions around strong ‘likes’ (and priority areas), the strategy aims to enhance the quality of life and maximise the contentment of the Burntwood communities.

The initial action areas identified are as follows. In many cases these are interrelated and mutually supportive. Following the outcomes of the consultation and related activity, there are four action areas for Objective 8 which relates to leisure and social lifestyle issues.

Primary area for consolidated action Objective 1 - Retail and town centre development

Areas for direct action by the Town Council Objective 2 - Community consolidation and the image of Burntwood as a place Objective 5 - Businesses and employers support Objective 7 - Local environmental initiatives Objective 8 - (a) Community events and festivals coordination (b) Pathways and trails development Objective 11 - Community champions and volunteering initiative

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Areas where the main action will be primarily through activity to influence the strategic approach and decisions of relevant agencies Objective 3 - Public transport access and traffic management Objective 4 - The development of housing in Burntwood Objective 6 - Crime and anti-social behaviour Objective 8 - (c) Support for children and young people’s activities Objective 8 - (d) Social activities for the wider community Objective 9 - Learning and training Objective 10 - Health and social care development Objective 12- Partnerships development

In summary, the action areas for initial development are as follows:

Burntwood Town Strategy Action areas objectives Primary area for Areas for direct Actions influencing consolidated action by the other agencies and action Town Council organisations

1 Built environment: retail and 1 town centre development 2 Identity and awareness of 2 Burntwood 3 Burntwood transport 3

4 Housing 4

5 Business and jobs 5

6 Crime and anti-social behaviour 6

7 The local environment 7

8 Leisure and social lifestyle 8 a/b 8 c/d

9 The learning community 9

10 Health and social care 10 development 11 The self-helping community 11

12 Partnerships development 12

Further details of these actions are set out in the following section.

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Action area 1: Retail and town centre development

Encourage and support the further development of quality retail and related facilities in Burntwood together with a wider range of social opportunities as well as the unlocking of unused brownfield land and property potentials.

Rationale

The major priority for the community and for agencies and organisations with a remit for Burntwood is the upgrading of the retail environment to add further opportunities for the local population. This would anchor income that is currently leaked out of the area in external shopping and related visits, and provide opportunities to create a genuine town centre for the area. Clearly, retail development will, in effect, be part of a town centre development scheme for the area. This is a District Core Strategy priority for Burntwood. As part of a town centre development, there is widespread support, in particular but not exclusively from young people, for the attraction of a cinema (and bowling) complex to the area.

Land and property owners should be encouraged to maximise the potential of key sites as this will utilise unused capacity and alleviate the intrusive effects of empty structures and unused land. In the short-term, planting and landscaping could be encouraged to improve the visual image of the areas involved.

Level and type of action by Town Council

Direct action by Town Council but primarily through activity to influence the strategic approach and decisions of relevant public agencies and landowners.

Initial actions

Unlike most areas for action, this is a more aspirational, medium and longer term area. Appropriate actions are as follows:

• In the short-term, work with developers to initiate new retail development. In addition, given community views on transport quality and leisure needs, it will important to, • ensure that any developments are fully integrated with existing local centres and contain proposals for a public transport hub and, where feasible, additional leisure 34

opportunities and informal meeting places. • Work with land and property owners to improve the image and ultimately unlock the potential of unused and derelict sites and buildings.

Coordinating agency/group : Burntwood Town Council liaising with developers and local planning authorities.

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Action area 2: Communication and the image of Burntwood as a place

Enhance internal and external communication and build the idea of Burntwood as an entity by working to integrate the constituent communities and developing a stronger image for the town.

Rationale

1. The town of Burntwood is not well known outside of the immediate area but could benefit from a raised awareness. Promotion through greater awareness could help to draw in more investment and visitors and generally add strength to the town’s potential and income base. 2. Despite erosion in the significance of historical differences between constituent communities, identity is strong and there remains some competition between them. Preserving these local identities is valuable but promoting a consolidated Burntwood adds strength to the area’s overall potential.

Level and type of action by Town Council

Direct action initiated by Town Council.

Initial actions

• Develop a brand image for the town of Burntwood, perhaps through the mechanism of a local design competition led by local people in the town. • Investigate opportunities to improve local signage, introducing the idea of the ‘Burntwood communities’. • Work to agree on a single, unified website for the town and make effective use of Facebook sites for Burntwood. • Over the medium-term, continue to consolidate and build the Burntwood image. • Identify projects to promote and increase local cohesion and encourage self- promotion of Burntwood and offer awards

Lead agency/group : Burntwood Town Council working in conjunction with other agencies.

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Action area 3: Public transport access and traffic management

Work to maintain and improve public transport access for all Burntwood residents and to develop improved parking facilities across the area.

Rationale

Whilst relatively good, some parts of Burntwood have poor access to bus services. Some parts of the area have inadequate parking facilities. Improvements to these will support local businesses and enhance the contentment of the community. Revisiting traffic flow arrangements on Chasetown High Street is viewed by some as a priority.

Level and type of action by Town Council

Primarily through activity to influence the strategic approach and decisions of relevant agencies.

Initial actions

• Encourage schemes to promote car sharing where feasible, and the wider use of public transport in general. • Work with appropriate agencies - primarily Arriva and the District and County Councils, as well as developers - to improve facilities. Major hub and infrastructure improvements could potentially be part of a town centre development. • Encourage an assessment of the potential to run additional bus services to less accessible parts of the Burntwood communities area. • Support any viable proposals to reopen the Walsall-Lichfield rail link and to include a Burntwood station.

Coordinating agency/group : Burntwood Town Council

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Action area 4: The development of housing in Burntwood

Work to ensure that the housing stock in Burntwood is improved and developed to high standards, with a focus on brownfield locations, and, where possible, with improved access to homes for young people and families.

Rationale

In terms of quality of life and community contentment, the residential environment is an important aspect of the town. There tends to be inadequate access to housing at low ends of the market and so affordable housing is important, in particular for young people and those on low incomes.

The community strongly supports housing development focused on brownfield land, in particular where poor quality, sometimes unused, buildings are in evidence. Some stress a need for higher quality design in new build schemes, where possible reflecting the ‘village’ feel of the community.

Level and type of action by Town Council

Primarily through activity to influence the strategic approach and decisions of relevant agencies.

Initial actions

• Signal an intention to support housing development that fits with the ethos of the Burntwood Town Strategy. • Liaise with Bromford Living and other social housing providers in seeking to maximise contentment with social housing, and, • work with developers to promote more affordable housing opportunities, especially for young people and families. • Encourage quality design and brownfield land development in as much as it enhances the local environment.

Lead agency/group : Burntwood Town Council

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Action area 5: Businesses and employers support

Integrate and support the existing business community and proactively encourage new and expanded business investment in Burntwood. Encourage the development of a full Chamber of Business and Trade for the area.

Rationale

A stronger, more consolidated business community would add representational strength to the area. Building from existing organisations such as the Rotary Club, a more active Chamber could engage in a range of community activities. Moreover, Burntwood is well-placed as a location for a range of business types and could attract start-ups seeking relatively low cost premises.

The voluntary sector and social enterprises are viewed as having a role to play in enabling skills acquisition and developing community-focused businesses.

Level and type of action by Town Council

Direct action initiated by Town Council.

Initial actions

• Work with local businesses and economic development agents to encourage local expansions, business in-movement and start-up, and thus increased local job opportunities. • Support the growth and development of locally-based community and social enterprises. • Work towards linking the town more closely to the estate business community for mutual benefits. • Encourage the development of a local Chamber of Business and Trade for the area, if appropriate a sub-group of the existing Lichfield and Tamworth Chamber of Commerce and Industry, by identifying key initiators amongst the business community.

Coordinating agency/group : Burntwood Town Council

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Action area 6: Fear of crime and anti-social behaviour

Work with local agencies and organisations to minimise the incidence of crime and anti-social behaviour, publicise achievements where they occur and reduce the local fear of crime.

Rationale

Although crime levels are relatively low, and initiatives have helped to substantially reduce the incidence of anti-social behaviour, it remains a prominent issue amongst some parts of the community. Actions are needed to continue the process of reduction, to provide an information flow for local people and thus to alleviate fear of crime tendencies. Professionals feel that there is a need to encourage better parenting over alcohol abuse and, at the same time, to investigate ways of building a more tolerant adult community.

Level and type of action by Town Council

Direct action by Town Council but primarily through activity to influence the strategic approach and decisions of relevant agencies.

Initial actions

• Work in partnership with ongoing initiatives such as Burntwood Init, Positive Futures and morph4us to minimise anti-social behaviour across Burntwood. • Publicise achievements in reducing anti-social behaviour when they occur. • Work more closely with the Burntwood Community Partnership Sergeant and other Staffordshire Police colleagues to coordinate community activities. • Assess the potential for future information sharing with the Neighbourhood and Business Watch coordination databases. • Recognise and support the actions developed within other strategy objectives - such as improved social opportunities - that will help to reduce anti-social behaviour.

Lead agency/group : Burntwood Town Council working in conjunction with local community members and groups.

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Action area 7: Local environmental improvements

Engage in small-scale, localised environmental actions.

Rationale

The community recognises the poor state of some aspects of the local Burntwood environment and views this as a priority. The particular issues that need to be addressed - poorly kept pathways, dog waste, litter problems - need to be eased and could be supported by community champions (action area 11). Local residents could be encouraged to help keep their areas tidy by forming teams to carry out local environmental tasks such as clearing weeds from pathways and shopkeepers could be incentivised to maintain the pathways outside their premises.

As a longer-term action, more generally, there is a feeling, raised and supported by a number of community members, that a significant enhancement of key locations and corridors through environmental improvements, planting and visual improvement could be a valuable aspiration for the public realm. This would substantially enhance the quality feel of the area.

Level and type of action by Town Council

Direct action initiated by Town Council.

Initial actions

• Complete a broad-based audit of local environmental problems, especially identifying those that could be subject to community action. • Encourage community members to work in groups to deal with problems such as litter and poor path maintenance. Where appropriate, work in conjunction with organisations such as Groundwork UK. • Encourage shopkeepers to maintain the areas immediately outside their premises and provide planting and other visual enhancements.

Lead agency/group : Burntwood Town Council working in conjunction with local community members and groups

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Action area 8: (a) Community events and festivals coordination

A network to coordinate the use of the array of community buildings across the town and to proactively publicise the opportunities available to the wider community, in particular focusing on local young and older people.

Rationale

Whilst there is a strong community spirit in the town, and a wide range of learning, community support, sports and other community events and activities take place, internal communication could be improved to raise awareness of opportunities and to help pull the community together. Improved information on community events and activities should help reduce problems such as anti-social behaviour. There is also scope for a greater involvement of community agencies such as churches and schools in the planning of key events

Level and type of action by Town Council

Direct action initiated by Town Council.

Initial actions

This set of actions, building from and mutually supporting those in Objective 2, will involve the following:

• Coordination of the array of activities taking place in Burntwood through the selected website, as well as publicising and promoting the town via an electronic ‘what’s on’ guide.

Lead agency/group : Burntwood Town Council working in conjunction with local community members.

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Action area 8: (b) Pathways and trails development

Formally recognise a network of paths and trails across and beyond the town in order to enhance walking and cycling opportunities.

Rationale

There are a number of existing paths and trails and potential for some further development to create a unified network. This would provide an additional amenity for the town, could link it more closely to Chasewater and indeed to heritage sites and buildings, and might attract some external visitors thus bringing income into the area.

Level and type of action by Town Council

Direct action initiated by Town Council.

Initial actions

• Set up a working group to assess the potential for a walks and trails development in the area. • Complete an audit of existing routes. • Where possible, consider linking walks and trails to heritage attractions, including Chasewater Country Park, in and around the town.

Lead agency/group : Burntwood Town Council working in conjunction with local community members.

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Action area 8: (c) Support for children and young people’s activities

Fostering improved social and leisure opportunities for children and young people in Burntwood.

Rationale

Given past problems of anti-social behaviour, and a feeling amongst parents and young people in the area that there is scope to improve facilities, there are benefits in seeking to generate social activities for this group. This will help to break down barriers between young people and the community. A wider range of facilities and social activities, and a more effective use of existing opportunities such as Burntwood Youth Centre, will lead to a more contented youth community. There is a lack of informal opportunities for young people to meet and few suitable hubs - such as fast food restaurants or bowling alleys and the provision of this type of venue would be a major benefit. Parents in some parts of Burntwood feel that there are insufficient or inadequate play areas for young children.

Level and type of action by Town Council

Direct action by Town Council but primarily through activity to influence the strategic approach and decisions of relevant agencies.

Initial actions

• Publicise the array of existing social opportunities via web-based or social media methods (see action areas 2 and 8(a)). • Work to provide more choice for young people in terms of informal opportunities. This links to action area 1 and the development of social facilities such as a cinema complex. • Extend the activity base of the Burntwood Wakes Festival to include specific activities for young people. Work with the young people representatives to plan and deliver activities. • Liaise with District Council colleagues to review access to play areas for young children.

Lead agency/group: Burntwood Town Council working in conjunction with local community members and groups.

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Action area 8: (d) Social activities for the wider community

Work towards improvements in the level of and access to social activities for the Burntwood communities.

Rationale

Social facilities - such as a cinema and bowling complex - have long been high on the community agenda, especially for young people. Although there are a range of social activities across the area, the community view is that there is scope for improvement, and for both younger and older age groups. Despite an assessment that found it not to be feasible, there is strong support from the community for the development of a large community facility that would be capable of hosting major large capacity events such as concerts and social gatherings. Given resource limitations and the need for full feasibility assessment, this must be a long term aspiration. In the meantime, better coordination of existing community facilities would be beneficial.

Over the longer-term, many recognise the potential for a major review and overhaul of parks and open spaces, including children’s play areas and facilities for young people.

Level and type of action by Town Council

Direct action by Town Council but primarily through activity to influence the strategic approach and decisions of relevant agencies.

Initial actions

• Work with partner agencies and organisations, including developers, to maximise the opportunities for the development of social facilities, whether as part of regeneration and/or housing schemes or otherwise. • Continue to develop and build from existing intergenerational activity in the area, for example in the community arts arena. • Maximise the awareness and use of existing community facilities through coordinated activities (see action area 8(a).

Lead agency/group : Burntwood Town Council

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Action area 9: Learning and training

Building a stronger learning community for young people and adults within Burntwood.

Rationale

Local educational provision is highly regarded and providers are keen to continue and extend their links with the community. Building stronger links with schools, and making fuller use of their facilities, will help to integrate their activities within the wider area. There is scope to build on the accumulated experience of intergenerational activities to develop this aspect further. Recognising the successes of initiatives already facilitated by local agencies, there is also a need to maintain and enhance learning opportunities for older people. Professionals feel that there would be benefits in delivering more services for young people actually in Burntwood.

Level and type of action by Town Council

Direct action by Town Council but primarily through activity to influence the strategic approach and decisions of relevant agencies.

Initial actions

• Develop closer links with education providers in the town to explore beneficial community project activities, including intergenerational working. • Support the maintenance and further provision of learning opportunities for the non-school community. • Encourage the delivery of young people’s services in Burntwood itself.

Lead agency/group : Burntwood Town Council

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Action area 10: Health and social care development

Support the development of two health centres in Burntwood and attempt to ensure that all members of the community have effective access to services. Encourage the provision of high quality care facilities for older people.

Rationale

There is a recognised need for improved facilities for the delivery of health and social care services in Burntwood. Plans are in development for consolidation on two sites, providing an opportunity to provide wider specialist services and to integrate the buildings with community leisure and related needs. With planned new developments being linked to sports and other community activities, there is scope to help build a stronger and more integrated community.

Level and type of action by Town Council

Primarily through activity to influence the strategic approach and decisions of relevant agencies.

Initial actions

• Support the development of new health facilities and work to ensure that these are as community friendly as possible, as well as effectively served by transport links. • Monitor the provision of care facilities for older people and work to achieve high quality in this area.

Coordinating agency/group : Burntwood Town Council

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Action area 11: Community champions and volunteering initiative

Encourage community participation and volunteering in Burntwood and identify community champions on recognisable needs.

Rationale

In an era of relative austerity in public funding, opportunities to engage in revenue projects are constrained. With a strong record of community involvement in landscape and development issues or in response to particular challenges such as anti-social behaviour, Burntwood is well-placed to further develop and sustain a strong community involvement and volunteering ethos with regard to a range of issues. These include local environmental actions, intergenerational activities in skills exchange, and the organisation of activities by and for young people. There is also scope to encourage volunteering amongst retired and older age groups

Level and type of action by Town Council

Direct action initiated by Town Council.

Initial actions

• Encourage the completion of an audit of volunteering activities in the Burntwood area, reflecting on the achievements of initiatives such as Forward Action Burntwood, Burntwood Init, and church-based groups. • Identify and recruit potential community champions. • Complete an assessment of areas where community-led action could feasibly help to improve the area and build on its strengths. • Explore examples of good practice in community self-help from other areas. • Produce guidance on the role of champions for the area.

Lead agency/group : Burntwood Town Council working in conjunction with local community members and groups.

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Action area 12: Partnerships development

Work to maintain, enhance and develop effective existing and new partnerships within and beyond the town.

Rationale

A wide range of successful partnership working occurs in Burntwood, whether between the Town, District or County Councils, between these and community organisations, or between various groups. Effective partnership working, particularly where it engages the community in joint initiatives and activities, is essential for the successful development of the town. There is scope to involve young people more fully in the development process.

Level and type of action by Town Council

Direct action by Town Council but primarily through activity to influence the strategic approach and decisions of relevant agencies.

Initial actions • Promote an ethos of cooperation and support, engaging with appropriate partnerships as appropriate. • Explore new partnerships as opportunities arise. • Work more closely with the local business community to foster mutually beneficial initiatives. • Consider setting up an advisory youth committee linked to the Town Council. • Seek to maintain funding support for a Community Development Worker for the area. • Continue to work with the District and County Councils to focus on, promote and help deliver, • Lichfield Core Strategy and other Council priorities as they relate to Burntwood; • high quality development guidelines for Burntwood; as well as important environmental sustainability and biodiversity assessment and support; and, • to ensure a recognition of the needs and aspirations of the Burntwood communities as set out in the strategy.

Lead agency/group : Burntwood Town Council

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A final operational action area is recommended.

Burntwood guidance

Use the objectives developed for the strategy as a template to guide the position of the Town Council in actions, advisory activity and other roles.

Rationale

The objectives developed for the strategy are appropriate for use as guiding principles in making decisions on grants, planning and related issues. In establishing a position on local matters, their use will ensure that these community-based views are key bases for Town Council decisions.

Level and type of action by Town Council

Direct action confined to the Town Council.

Initial actions

• Set up a working group to review and refine the objectives as Council guidance.

Lead agency/group : Burntwood Town Council

Future updates

These action areas comprise the starting point for the strategy. The aim will be to revisit this on a four yearly basis to check and adjust the approach in the light of local issues, with minor adjustments on an annual basis.

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8. Summary

This document sets out a strategic approach for the Burntwood communities, built from grassroots views about the strengths, challenges and priorities for the area. This is designed to maximise community contentment and to help provide the best quality of life possible with available resources and community capacities. Through its vision, objectives and proposed actions, it provides a framework for guiding the development of the town over the next 10-15 years. The next stage is to develop an action plan to take forward and progress the strategy and to ensure that the course of development in Burntwood meets the needs and aspirations of its constituent communities.

Acknowledgements

The consultancy team at Localecon would like to thanks the various individuals who contributed to the development of the Burntwood Town Strategy. Without the support of the community and local businesses, and individuals from a wide range of local agencies and organisations, including Mary Danby (Town Clerk) and her team, and all members of Burntwood Town Council, the work would not have been possible.

Contact details

For further details on the contents of this document or the process involved in its design, development and production, please contact the following:

Dr Rick Ball Director Localecon Associates [email protected]

07771-847217 at Staffordshire University Business Village

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Appendix 1: Priority issues emerging from the direct consultations

Given the array of challenges and opportunities set out in Table 3, a number emerge from the consultations as key priorities for the local community at the time of the development work.

Indicative issues in order of importance Level of priority

Town centre development, shops and other retail services Very high

Crime, safety and anti-social behaviour Very high Litter, noise, waste, graffiti and other nuisances High Social activities, leisure and recreation High Public transport services Medium Facilities and meeting places for young people Medium Environmental, wildlife and natural habitat Medium Traffic, parking and access Medium Health and personal care facilities Medium Community buildings and spaces Medium Businesses and employment Some Facilities for older people Some History and heritage of the town Some Housing and buildings Some Community information opportunities Some

Source: Community consultation exercise, 2010

With over half of participants citing town centre development, shops and retail services as one of the three key priorities this aspect emerges as the key priority for the local community. Crime and safety, in particular the fear of crime and anti-social behaviour, ranks as the second priority with over forty percent citing this aspect. Two issues - litter, waste and other polluting issues and social activities, leisure and recreation were each cited by just under a third of those responding. A further six issues were each cited by around fifteen to twenty percent of participants - these included public transport, health and personal care, facilities for young people, the natural environment, traffic and parking, and community buildings. The remainder were cited as priority areas by around 10% or less of those participating.

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Although recognised as priorities by a smaller number, issues of heritage, tourism, and housing were less prominent than these core concerns.

The views of individuals in locally-focused agencies and organisations largely reflects these priorities.

These findings can be used to inform the prioritisation of the twelve sets of actions set out in section 7.3

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Appendix 2: List of consultations

In addition to consulting with all officers and members of the Town Council, the following professionals were consulted in the development of the Strategy:

Bernice Astling Chasetown Specialist Sports College Jim Barlow South Staffordshire Primary Care Trust Lesley Bovington Lichfield District Council Steve Carlin London and Cambridge Properties Dave Challinor Burntwood Neighbourhood Policing Unit Lisa Clarke Lichfield District Council Neil Cox Lichfield District Council Jennie Crosby Lichfield District Council Mary Danby Burntwood Town Council Angela Dobson Staffordshire County Council Clare Eggington Lichfield District Council Vivienne Hatton St. Anne’s, Chasetown Bob Haynes Lichfield District Council Stuart Jones Chase Terrace Technology College Duncan Leake St. John’s Community Church Steve Lightfoot Lichfield District Council Jan Matthews Age UK South Staffordshire Angela Morris Staffordshire County Council Brian Harman Burntwood Memorial Institute Mark Price Mark Price Independent Estate Agents Michael Pritchard Bromford Living Natasha Turberville Staffordshire County Council Neil Turner Lichfield District Council Ryan Waldron Burntwood Community Development Worker Julie Walker Bromford Living Lorna Walker Bromford Living Paul Watson Lichfield District Council

A number of other local professionals participated in the community consultation activities but were not interviewed on a one-to-one basis.

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