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River Soar & Grand Union Canal River Soar & Grand Union Canal THE STRATEGY July 2009 Delivering the Promise CONTENTS Executive Summary 5 1.0 Introduction 9 2.0 Context 13 3.0 The Vision 25 4.0 The Character of the Waterway 27 5.0 The Issues 31 6.0 Framework for Intervention 41 7.0 The Action Plan 63 8.0 The Way Forward 85 Appendices 89 A1 Funding Sources A2 Action Plan A3 Bibliography A4 Photograph Listing A5 Consultation River Soar & Grand Union Canal THE STRATEGY The Strategic Objectives are: PARTNERSHIP Development & Public Realm Quality and Valuing Heritage Respecting the Promote Green Natural Environment Transport GREEN P R O L I M Maximise the N Enhancing the Secure Funding O Visitor Experience Impact of the K A T A Waterway for the G I C O Economic Benefit E C N of Leicestershire. E S E L S IB S S IB I L V Optimising E Raising the Waterway Activity Profile of the Waterway Inspiring Interest Improving Access and Involvement HUBS The Strategy aims to: PARTNERSHIP Value the importance of the Waterway’s heritage and ensuring new development makes a positive contribution to Balance increasing access the waterside. Encourage increased use to the Waterway with the of the Waterway corridor need to conserve and by providing a high enhance its landscape and quality green open space. ecological value. GREEN Raise the profile of the P Deliver a coherent and R Waterway as a feature realistic framework for O which connects together securing funding, L I M existing historic, natural Maximise the increasing the legitimacy N and leisure assets, O Impact of the and visibility, of the K providing an overall A Waterway as an asset to A T enhanced experience for Waterway for the G I C the County O all users and visitors. Economic Benefit C E E N of Leicestershire. S E L S IB S Increase the Waterway’s Optimise the use of the I IS B perception and profile Waterway for leisure L V by developing based short trip travel E opportunities to and the accommoda- publicise the Waterway. tion of business where compatible. Deliver a coherent Provide safe and identity, signage and improved access along other way finding the Waterway and material for the Waterway enhance gateways to which is user friendly. enable access to the Encourage engagement Waterway by a range of at all levels through transport modes. education and active participation. HUBS strategY OBJECTIVES 4 ES EXECUTIVE SUMMary Introduction and Vision Context and Issues This strategy provides an action plan for “delivering the The first sections of the report assess the current promise” of the River Soar and Grand Union Canal context within which this strategy will need to be Corridor, “the Waterway” in Leicestershire. This developed and includes an assessment of the area’s strategy is to guide policy and investment, providing a socio-economic conditions and the policy framework number of objectives which shall ensure the economic within which the Waterway is situated. This includes potential of the Waterway is maximised and is an a discussion of the relevant national, regional and economic driver in the sub-region. This Waterway local policies that apply to the area and that frame corridor is currently under-exploited and under-valued the development of this environmental asset. These with its latent potential unrealised. documents primarily support the development of the Waterway as an economic and leisure resource. The vision for the Waterway is to: However, they stipulate that such growth should not be accrued at the expense of environmental quality. “Maximise the Impact of the Waterway for Five key policy themes are identified and include: the economic benefit of Leicestershire ” • Landscape and the natural environment Developments across the country, from the London • Improving the urban offer and quality of place Docklands to the Leeds Waterfront, Chesterfield to Kennet and Avon Canals, reveal waterways can be • Development and heritage unique assets that generate significant regeneration • Green infrastructure; and benefits. They can act as stimulus for new investment and provide a vital link between rural and urban • The health agenda environments. A fundamental part of this strategy is the character assessment. The Waterway is extremely diverse along The process for producing this strategy is set out in the 23 mile corridor and varies from a city centre Section 1.1. In summary, this strategy document urban landscape, to predominantly rural scenery. identifies the context and issues that affect the Understanding the function and form of the different Waterway including policy and the physical conditions. sections ensures the strategy is tailored to meet the From this baseline, the key objectives and subsequent needs for each area, enhancing and building upon the priority actions which will enable the improvement of features already in existence. the Waterway are identified. Finally, a way forward is recommended which sets out a number of milestones which should be achieved over the short, medium and long term. 5 This section of the strategy is completed through an The Framework for Intervention analysis of the main barriers and opportunities that are presented. The main factors identified include: Sections 6.0 through to 8.0 of this document focus on the interventions that need to be made to deliver the vision • The importance of maintaining and enhancing the of this strategy. These interventions fall into the three key landscape and ecological value of the Waterway themes of the: Green, Visible, and Accessible Waterway. • The potential to maximise heritage resources along These themes are supported by nine objectives: the waterway that form an integral part of its • Respecting the Natural Environment character and identity • Development and Public Realm and Valuing Heritage • The need to improve access along the Waterway • Promote Green Transport to pedestrians, cyclists, and all members of the • Secure Funding local community to ensure that use of the area is maximised • Raising the Profile of the Waterway • The need to improve and advertise the profile of • Inspiring Interest and Involvement the Waterway to increase local engagement along • Improving Access the corridor • Optimising Waterway Activity • Improving existing Waterway animation and • Enhancing the Visitor Experience interaction so that the community can access these leisure facilities In satisfying these objectives the strategy aims to: • Improve signage of, and along the Waterway to • Balance increasing access to the Waterway with create a cohesive and visible image of this asset the need to conserve and enhance its landscape • Addressing the fragmented nature of ownership of and ecological value the Waterway • Value the importance of the Waterway’s heritage • The opportunities for receiving funding for the and ensuring new development makes a positive Waterway through recent initiatives including the contribution to the waterside Leicestershire Multi-Area Agreement and the New • Encourage increased use of the Waterway corridor Growth Points Initiative by providing a high quality green open space • The need to address anti-social behaviour along • Develop a coherent and realistic framework for the Waterway, to ensure that users feel safe in this securing funding, increasing the legitimacy and space; and visibility of the Waterway as an asset to the County • The lack of a coherent approach in planning policy • Increase the Waterway’s perception and profile by to the Waterway makes the production and developing opportunities to publicise the Waterway implementation of this strategy more complex • Develop a coherent identity, signage and other way finding material for the Waterway which is user friendly. Encourage engagement at all levels through education and active participation • Provide safe and improved access along the Waterway and enhance gateways to enable access to the Waterway by a range of transport modes 6 • Optimise the use of the Waterway for leisure The Way Forward based short trip travel and the accommodation of business where compatible The Strategy concludes with a way forward, identifying actions for the short and medium term as a pre-requisite • Raise the profile of the Waterway as a feature for ensuring the long term future of the Waterway. This which connects together existing historic, natural includes identifying ten priority projects which have been and leisure assets, providing an overall enhanced formulated to ensure that they can be achieved within the experience for all users and visitors next two years. This will help to build upon the momentum These objectives form the basis on which future created through the generation of this strategy. projects can be assessed to measure their alignment • Form a strong, Waterway Partnership consisting with the Strategy’s Vision. of the local authorities and key agencies. This Partnership should champion and take Action Plan responsibility for ensuring the delivery of this Strategy Following on from these objectives, an Action Plan is set • Develop a destination management plan for the out. There are four elements to the Action Plan which Waterway are required to deliver the Vision for the Waterway. These elements are: • Draft an Access strategy to identify which areas need to be improved, secure agreement/funding • Partnership – the full economic potential will and commence access upgrades only be realised through effective leadership and partnership • Compile a funding strategy and promote the Waterway’s potential to deliver other funding • Develop the Hubs – focused redevelopment
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