A NEW VISION FOR DEVELOPING WAKEFIELD DISTRICT Leisure, …€¦ · The Local Development Framework (LDF) consists of a series of documents that will guide the use of land and new

Local Development Framework

www.wakefield.gov.uk

Leisure, Recreationand Open SpaceLocal Plan

Consultation Draft

Evidence Base Report

A N E W V I S I O N F O R D E V E L O P I N G W A K E F I E L D D I S T R I C T

Andrew Wallhead, Corporate DirectorRegeneration and Economic Growth Wakefield Council February 2015

Leisure, Recreationand Open SpaceLocal Plan

Consultation Draft

Evidence Base Report

Leisure, Recreation and Open Space Local Plan - Evidence Base Report

Wakefield Council Local Development Framework – February 2015

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Leisure, Recreation and Open Space Local Plan - Evidence Base Report Part 1: Identifying relevant policies, plans and programmes 1. Introduction 1.1. The Local Development Framework (LDF) consists of a series of documents that will

guide the use of land and new development throughout the district until 2026. The requirement to produce the LDF was introduced under the Planning and Compulsory Purchase Act 2004.

1.2. The Council adopted the Core Strategy and Development Policies documents in April

2009. The Core Strategy includes strategies, policies and proposals for investment, development and use of land in the district to 2026. It is closely linked to Wakefield District Partnership‟s Community Strategy, addressing issues which relate to land use and development, with the overall intention of making the district a more attractive and prosperous place to live. The Development Policies document sets out more specific policies affecting new development. The Central Wakefield Area Action Plan sets out the specific policies and proposals for the central Wakefield area which includes the city centre, and the Waste document sets out strategic waste policies and waste sites for the district. The Site Specific Policies Local Plan was adopted in September 2012. It identifies and describes the Council‟s development policies for the district and the Policies Map shows all the development sites necessary to meet the needs identified in the Core Strategy. The document also sets out designations that have been approved by other bodies through separate processes, such as Sites of Scientific Interest and archaeological sites.

1.3. The spatial vision, objectives and policies in the Core Strategy provide the planning

policy framework to help achieve sustainable development tailored to the distinctive characteristics and particular needs of the district. Ensuring that new development conforms to the strategy and policies of the Core Strategy and the policies in in the Leisure, Recreation and Open Space Local Plan is one of the key ways in which the vision and objectives of the LDF and Community Strategy will be delivered.

1.4. The LDF has a key role in providing the spatial dimension to many strategies and

policies prepared by the Council and a variety of bodies and agencies, which in turn help determine the approach taken in the LDF. As well as seeking to achieve its own vision and objectives, the LDF will also help deliver other action plans and programmes.

2. Background 2.1. In developing the Leisure, Recreation and Open Space Local Plan it is important to

establish an evidence base, not only to provide the policy context for the Plan but also to assess the existing provision throughout the district and identify future requirements. It is also necessary to review strategies, policies, and programmes to provide, manage and enhance the district‟s leisure, recreation and open space assets and facilities.

2.2. This document seeks to:

Set out the policy context for the Leisure, Recreation and Open Space Local Plan, considering national, regional and local policies;



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Review the requirement for leisure, recreation and open space over the period of the Plan.

3. Policy Context National Planning Policy Framework 3.1. Paragraph 73 of the National Planning Policy Framework (NPPF) states that:

“Access to high quality open spaces and opportunities for sport and recreation can make an important contribution to the health and well-being of communities. Planning policies should be based on robust and up-to-date assessments of the needs for open space, sports and recreation facilities and opportunities for new provision. The assessments should identify specific needs and quantitative or qualitative deficits or surpluses of open space, sports and recreational facilities in the local area. Information gained from the assessments should be used to determine what open space, sports and recreational provision is required”.

3.2. NPPF makes it clear that planning policies and decisions need to plan positively for

the provision and use of shared space, community facilities, and local services to enhance the sustainability of communities. The unnecessary loss of valued services and facilities should be avoided, particularly where it would reduce the community‟s ability to meet its day-to-day needs. Facilities and services should be able to develop and modernise sustainably for the benefit of the community. The location of housing, economic uses, community facilities and services need to be integrated. Leisure, recreation and open space are vital elements of community facilities and services.

3.3. Paragraph 74 of NPPF states that:

“Existing open space, sports and recreational buildings and land, including playing fields should not be built upon unless:

An assessment has been undertaken which has clearly shown the open space, buildings or land to be surplus to requirements; or

The loss resulting from the proposed development would be replaced by equivalent or better provision in terms of quantity and quality in a suitable location; or

The development is for alternative sports and recreational provision, the needs for which clearly outweigh the loss”.

3.4. NPPF also states that planning policies should protect and enhance public rights of

way and access. Council‟s should seek opportunities to provide better facilities for users, for example by adding links to existing rights of way networks including National Trails. NPPF also allows for the allocation of Local Green Space within areas which are of particular local significance to the community because of its beauty, historic significance, recreational value, tranquillity, or ecological value. Local Green Space must be close to the community it serves and local in character, policy for managing development in it should be consistent with policy for Green Belts.

3.5. Sport England is the organisation which provides the strategic lead for sport in the

country. It provides facility planning models which map supply and demand of swimming pool space and sports hall space, identifying areas of deficiency for future investment. The organisation fulfils the function as a statutory consultee for all planning applications which relate to land currently allocated for sport and physical activity, and also provides design guidance for the development of sports facilities.



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3.6. Sport England invests money into 46 National Governing Bodies. To qualify for funding, each sport develops a Whole Sport Plan which details how it will use this public money to increase and improve participation and talent development in their sport. Progress against each plan is monitored by Sport England and regular reports produced. The plans include actions to increase participation through activity schemes and reference to the development of the sports infrastructure through capital improvements.

Government Strategy for Sport – Creating a Sporting Habit for Life: A New Youth Sport Strategy 3.7. Developed by the Department of Culture Media and Sport (DCMS) and with a major

role for Sport England in coordinating its delivery, this strategy identifies a significant drop in participation rates in key sports in the 16-25 age range. The gender difference is particularly stark as only 1 in 3 participate girls participate compared with 1 in 2 in boys. The focus is therefore to increase consistently the number of young people developing sport as a habit for life. Over the next 5 years Sport England will invest one billion pounds working with schools, colleges, universities and County Sport Partnerships. A key aim is to establish a sustainable network between schools and clubs in local communities, and this will be achieved by;

Building a legacy of competitive sport in schools: An investment of £150m from DCMS, Sport England, Health Education and sponsorship will develop inter and intra school competition, and local, regional and national games.

Improving links between schools and community sport clubs: Strengthening links between clubs, schools, colleges and universities in conjunction with the National Governing Bodies of Sport (NGBs) will develop 6000 new school club links by 2017 and 150 colleges will have full time sport professionals to develop new sporting opportunities for their students.

Working with NGBs focussing on youth: NGBs will develop new “whole sport plans” for the period 2012-2017 with a focus on the 14-25 age range; they will also be charged with increasing participation in adults, people with disability and establishing development pathways for those with talent to fulfil their potential.

Investing in facilities: Building on the “Places People Play” programme, Sport England will invest a further £160m of lottery funding in to building or improving facilities and local clubs.

Investing in local facilities and the voluntary sector: Encouragement will be given to local authorities, clubs not associated with NGBs and other voluntary groups to provide quality sporting experiences and Sport England will establish a dedicated funding stream for local community clubs.

The Physical Activity Guidelines – Start Active, Stay Active - July 2011 3.8. A report from the Chief Medical Officer presents guidance on the volume, duration,

frequency and type of physical activity across the full age ranges to achieve general health benefits. It is aimed at all authorities and organisations developing services to promote physical activity, and it is aimed at professionals, practitioners and policymakers concerned with planning and implementing policies and programmes that use the promotion of physical activity, sport, exercise and active travel to achieve health gains.

3.9. The report covers early years, children and young people, adults and older adults;

there are specific recommendations for each sector, with a succinct factsheet setting out recommendations for each age group.



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National Governing Bodies of Sport - Whole Sport Plans/Facility Plans 3.10. National governing bodies of sport are critical in helping Sport England achieve their

goal of helping more people develop a sporting habit for life. This is why they are at the heart of the youth and community sport strategy. Eligible NGBs submitted whole sport plans to Sport England detailing how they plan to use National Lottery and Exchequer money to grow the numbers of people playing their sport once a week, as well as nurturing talent.

3.11. To be eligible for 2013-17 Whole Sport Plan funding, NGBs had to fulfil at least one

of two criteria:

Received 2009-13 whole sport plan investment. This includes all London 2012 Olympic or Paralympic sports. This allows Sport England to build on investments made in previous cycles.

They are governing bodies of sports with more than 75,000 people in England taking part once a week (as measured by Active People Survey). These sports have the biggest impact on the aim to increase regular and sustained participation.

3.12. Each application will be assessed against six investment principles, which are:

Sport England investment in NGB whole sport plans for 2013-17 is a privilege, not an entitlement;

Funding will be awarded on a competitive basis to those NGBs putting forward the strongest plans and which have a good track record of delivery;

Whole sport plan investment must deliver one or more of Sport England‟s talent and participation outcomes;

Of the total investment available for participation, Sport England expects 60% to benefit young people aged 14-25 and 40% to benefit the rest of the adult population;

NGBs whose sport is played in schools must deliver a robust transition programme creating links between school sport and club and community sport;

NGBs will need to demonstrate how they will connect, work and have an impact on participation at a local level.

Regional Policies The Natural Environment Evidence Base for Yorkshire and Humber 2011 3.13 This report summarises work done by regional organisations such as the

Environment Agency, Natural England and Yorkshire Futures to develop a natural environment evidence base and associated set of environment priorities for the Yorkshire and Humber region. The report contains a number of maps showing key environmental themes across the region including:

National and international environment designations such as National Parks, Ancient Woodland, Sites of Special Scientific Interest, National Nature Reserves and Flood Zones;

Biodiversity Opportunity Areas

Biodiversity Priority Landscape Project Areas

Public access to green space

Index of Multiple Deprivation

National Landscape Character Areas

Countryside quality



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Water capacity

Groundwater quality

Water quality

Air quality

Green infrastructure corridors

The Yorkshire & Humber Green Infrastructure Mapping Project

3.14 The Yorkshire & Humber Green Infrastructure Mapping Project was carried out to help local authorities protect and create green infrastructure through their Local Plans. Natural England, all local authorities in the region as well as other partners, worked to ensure a consistent approach was taken to green infrastructure mapping. A network of strategic regional, sub-regional and district green infrastructure corridors were identified, characterised and mapped.

3.15 Natural England is keen to see the mapping project evidence used to support projects and policy at both strategic and local levels. It has already been used by Leeds City Region Partnership and in Wakefield District to inform Green Infrastructure Plans and projects, as well as being an evidence base for the LDF.

Leeds City Region Green Infrastructure Strategy, August 2010 13.16 The Leeds City Region local authorities, in partnership with Natural England and a

wide range of consultees, prepared this Strategy to set out the vision for green infrastructure in the city region and to determine how future investment in green infrastructure will be secured and where investment should be targeted. The Strategy identifies four strategic objectives to address the key drivers of green infrastructure:

To promote sustainable growth and economic development;

To adapt to and mitigate climate change;

To encourage healthy living and wellbeing;

To improve biodiversity.

13.17 The Strategy sets out four strategic initiatives of Investment Programmes, Strategic Projects, Green Infrastructure Growth Areas and Supporting Projects, and identifies „interventions‟ to achieve them.

IP1 Urban Green Adaption: As a result of climate change our urban areas will face increasing summer temperatures and higher levels of rainfall. The programme will seek to secure investment for urban tree planting, new surface water and greening to provide shading and cooling and help reduce flood risk. In Wakefield District this can be achieved through town centre master planning, urban regeneration projects and new development proposals.

IP2 Greening Our Economic Potential: Investment in green infrastructure has been proven to lead to more inward investment. The programme focuses on the planning of green infrastructure to support the remediation and redevelopment of brownfield sites, improvement of business parks/ industrial estates, promotion of strategic employment sites, and improving key transport hubs and corridors, especially where they coincide with local communities. In Wakefield District this can be achieved through various regeneration projects and new development proposals.

IP3 Carbon Capture: The programme will seek to ensure that provision is made for retaining and creating carbon sinks such as woodland and peatland. In Wakefield District this can be achieved through the planting of new woodland such as the Five Towns Forest project and new development proposals.



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IP4 Woodfuel: The woodfuel investment programme will encourage the sustainable management of woodland assets within the city region. The programme will build on and extend current initiatives such as the West Yorkshire Working Woodlands Project operated by the Yorwoods Project, which aims to achieve the sustainable management of woodlands in the White Rose Forest area to produce woodfuel. In Wakefield District this can be achieved through the planting of new woodland such as the Five Towns Forest and the Abel project (see the Tree and Woodland Strategy).

IP5 Rivers for Life: The programme will establish a coordinated approach to river catchment management and enhancement across the city region. Its main focus will be on the restoration of river channels to reduce flood risk but will also deliver access, recreation and biodiversity benefits. In Wakefield District this can be achieved through projects such as the Castleford riverside regeneration project and various flood defence works.

SP1 Fresh Aire: There are a number of projects along the River Aire and River Calder which will improve green infrastructure, public access and recreation. These include the St Aidens and Lower Aire Valley projects in Leeds, which adjoin the Wakefield District boundary, and the River Calder project which will provide restoration and habitat creation between Brighouse and Wakefield. There is potential to link the Castleford riverside regeneration and other new developments along the Aire and Calder river corridors providing a vital ecological network, access to the countryside and outdoor recreation opportunities.

Green Infrastructure Growth Areas: These are intended to complement investment programmes and strategic projects in the Growth Point areas of Barnsley, Calderdale and Wakefield. In Wakefield urban renaissance, regeneration and provision for increasing the capacity of green infrastructure assets in the district is planned.

Strategic Urban Renewal Areas: The Green Corridor is a joint initiative between Barnsley, Doncaster and Wakefield for urban regeneration in the south east coalfield area. New housing and environmental improvements including investment in green infrastructure are planned.

Fresh Aire Programme 13.18 Fresh Aire is a green infrastructure led regeneration programme of the post-industrial

landscape along the Rivers Aire and Calder, at the heart of the Leeds City Region. The objectives of the programme are:

The programme will promote the economic development of Leeds City Region and its status on the international stage through the creation of the Aire-Calder Valley Park

The programme will seek to create an international demonstrator of best practice measures to improve water quality, mitigate the impacts of flooding and renew watercourse infrastructure

The programme will create a bio-diverse green corridor at the heart of the Leeds City Region that allows flora and fauna adapt to climate change and provides residents of the catchment with easy access to the natural environment

The programme will provide a highly accessible, safe, easily navigated and attractive environment encouraging people to move along the Aire and Calder valleys on foot or by bike.



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3.19 Projects linked to the Fresh Aire programme within Wakefield district include major regeneration projects and green infrastructure enhancements along Knottingley waterfront and canals, Castleford waterfront, and Wakefield waterfront.

White Rose Forest Growing with the Leeds City Region Partnership Strategy 2009 – 2012 3.20 The White Rose Forest was established in 2000 with the launch of a West Yorkshire

wide strategy aimed to realise the full economic, social and environmental value of a well wooded landscape. The partnership has secured 100 hectares of community woodland through an urban forestry programme, funding for community groups through the Woodland Ways project, and has also invested in several regeneration projects.

3.21 The partnership established a Green Infrastructure Programme across West

Yorkshire in 2008, which includes five projects within Wakefield District:

The Five Towns Forest – establishment of woodland on derelict land as a setting for homes, businesses and recreation over a 25 year period;

Notton Wood – access and forestry management;

Calder Drift – woodland planting around the Scout camp and recreation site;

Roundwood – gateway to Wakefield, community wood along the M1 corridor;

Abel Project, Caldervale – approximately 6 hectares of woodland to be planted for short rotation forestry biomass and used for training and amenity, operated by a social enterprise.

River Basin Management Plans

3.22 Under the Water Framework Directive, River Bain Management Plans have been produced by the Environment Agency, setting out plans for the protection, improvement and sustainable use of the water environment. The Humber River Basin Management Plan was published in 2009 and Catchment Flood Management Plans for the Don, Aire and Calder have also been produced. The Council and Environment Agency are in the process of ratifying the catchment strategies and flood models.

West Yorkshire Historic Landscape Character Assessment

3.23 West Yorkshire Archaeological Advisory Service is currently carrying out a Historic Landscape Characterisation project for West Yorkshire which will be complete in 2015. It maps surviving visible features of the historic landscape. It will help guide development both in terms of maintaining historic character and in avoiding areas of greatest sensitivity. The area covering Wakefield District has been completed.

Wakefield District Strategies Wakefield Local Development Framework Core Strategy 2009 3.24 Spatial Objective 8 of the Core Strategy is “To provide a range of high quality,

accessible cultural, recreational, and leisure opportunities across the district to improve the quality of life for residents and visitors”.

3.25 Policy CS5 Community Facilities and Services states that: 1. Good quality services and facilities will be provided which meet the needs of local

communities and are accessible by public transport, cycling or on foot. In



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particular, services and facilities will be provided which will benefit the less mobile or more deprived members of the community.

2. The provision of services and facilities will be of a scale appropriate to the type and size of settlement with higher level services located in the urban areas identified in the settlement hierarchy to ensure that needs are met in the most effective and accessible way. However, there is a need to provide some facilities and services in specific settlements including:

a. The need to increase the level of local community facilities, such as community centres, local sport and public open space facilities in local service centres and villages;

b. The need to provide increased higher level health care facilities where health deprivation is highest, notably parts of the Wakefield urban area, parts of the Five Towns area, and particularly in the south-east of the district where accessibility to such facilities for this part of the district is poor;

c. Improve access to secondary education facilities, particularly from local service centres and villages.

3. Given the important role of facilities and services in all settlements, wherever possible proposals for development will not result in the loss of an existing service or facility unless satisfactory alternative provision is made.

3.26 Policy CS11 Leisure, Recreation and Open Space states that:

1. Good quality, well maintained leisure, recreation and open space facilities will be secured to address identified deficiencies and meet the needs of local communities, particularly deprived groups. Key measures will be:

a. Increased and improved facilities for health and fitness in central Wakefield and in urban areas in the Five Towns and the South-East, particularly at Wakefield Council facilities, (such as Thornes Park and Lightwaves Leisure Centre in Wakefield, Knottingley Sports Centre and pool, and Minsthorpe Pool);

b. Provision to address the needs of older people through increased indoor facilities;

c. New stadia development particularly in Wakefield and Castleford; d. Sports village concepts with links to new stadia development or existing

facilities, such as Thornes Park, particularly in Wakefield, Castleford and Featherstone;

e. Development of sport and leisure facilities on former colliery sites in Castleford, Pontefract and South Elmsall;

f. Partnership provision in the South-East of the district, including linking future provision of sport, leisure and physical activity to other community facilities such as play and cultural provision;

g. The implementation of a hierarchy of playing pitch provision; h. Opening up formal pay and play community access to school facilities

across the district. 2. The provision of leisure and recreation facilities and open space will be of a scale

appropriate to the type and size of settlement. Wherever possible those that attract large numbers of people will be located in the larger urban areas and be accessible by walking, cycling and public transport.

3. Development proposals will not result in the loss of an existing leisure or recreation facility or open space unless satisfactory alternative provision is made or there are cumulative community benefits identified as part of regeneration schemes or it can be demonstrated that the asset is no longer needed.



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4. Within designated open land areas, development will not be permitted except in very special circumstances for purposes other than those which would be appropriate in a rural area and which would not substantially affect the character of the land or detract from its amenity value.

3.27 Paragraph 6.104 states that: “There is a link between social and community facilities

and the provision of leisure, recreation and open space facilities through for example, co-location. The context for these is set out under policy CS11”.

3.28 Paragraph 9.17 states that: “... A new „Wildlife Habitat Network‟ designation is being

created to replace „Green Corridors‟ in the UDP. This will link ecological sites, the landscape and areas of open space and will provide a major element if green infrastructure throughout Wakefield District. Access to urban open space, the countryside and links between natural, cultural, recreational and historic assets will also be reviewed in the proposed Leisure, Recreation and Open Space document”.

3.29 Paragraph 9.33 states that: “Major leisure uses which attract large numbers of people

should, where possible, be located within city and town centres in accordance with national planning policy set out in Planning Policy Statement 6 and the principles for this are set out in the spatial development strategy and Policy CS2. The provision of high quality, well maintained facilities improves health and wellbeing, promotes social inclusion and community cohesion and is essential to the quality of life of district residents. To be sustainable, suitable facilities must be provided locally, whilst ensuring those which attract larger numbers of visitors are accessible by walking, cycling and public transport. On occasion leisure or recreation facilities need to be provided where a particular attraction or feature is located. In these cases attention has to be paid to possible conflicts with environmental objectives. Open spaces are often threatened by competing land uses, and it is important that they are offered appropriate protection”.

3.30 Paragraph 9.40 states that: “New housing developments create an additional need

for both recreational facilities and open space. Where existing local facilities are inadequate, new developments must provide new or improved facilities to meet this need. The required amount of open space must be provided within the site boundary, unless the Council has approved off-site provision or funding in lieu of provision. Developers will be expected to make an appropriate contribution towards necessary improvements or additional provision arising from their development and the Council will negotiate to secure provision via a planning obligation. Local standards will be defined in the Leisure, Recreation and Open Space Development Plan Document or in a Supplementary Planning Document”.

Wakefield Local Development Framework Development Policies Plan 2009 3.31 The Development Policies document contains a range of policies which relate to

protecting and enhancing the environment. The most relevant for open space and green infrastructure assets are:

D4 Sites Designated for Biological or Geological Conservation

D5 Ecological Protection of Watercourses and Water Bodies

D6 Wildlife Habitat Network

D7 Protection of Trees and Woodland

D8 Landscape Character

D9 Design of New Development



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D11 Waterfront Design

D12 Landscape Design

D13 Protected Areas of Open Land

D17 Development Affecting Archaeological Sites

D18 Development Affecting Historic Locations

D19 Development Affecting Buildings of Local Interest

D20 Pollution Control

D24 Flood Risk

D25 Drainage

3.32 Paragraph 6.50 states that: “New housing development must include sufficient open space and recreational facilities to meet the needs of residents. Open spaces should be integrated into schemes and be compatible with the nature of the development and the surrounding area. Particular attention will be paid to the location of open space to avoid loss of amenity to adjoining residents and ensure the provision of useable areas of open space. Major new developments will place a greater load on general recreational facilities, and developers may be required to include additional facilities either within the development or to make a contribution to the extension of off-site facilities, in order to meet the needs arising from the development”.

3.33 Paragraph 6.6 states that: “Within some settlements in the district there are areas of

open land which need to be safeguarded from urban encroachment to preserve the identities of settlements and amenity of their communities. These may consist of parks and public recreational space or open areas of green space of amenity value. Proposals for development that would detract from the open character or amenity value of the landscape will not be supported unless exceptional circumstances of community benefit can be demonstrated. Proposals for recreational and amenity uses may be acceptable providing that the open character of the land remains substantially unaffected. Currently one Protected Area of Open Land has been identified in Wrenthorpe in the Sites Specific Proposals document and Proposals Maps”.

Wakefield Local Development Framework Central Wakefield Area Action Plan 2009 and Site Specific Policies Local Plan 2012

3.34 The Central Wakefield Area Action Plan and Site Specific Policies Local Plan set out

policies and allocations for new development in the city of Wakefield (including the city centre) and the remainder of Wakefield District respectively. The site allocations boxes set out the requirements for open space and green infrastructure resulting from new development. Allocations and designations to protect the Wildlife Habitat Network, ecological and geological sites, Historic Parks and Gardens, archaeology, and Conservation Areas and Ancient Woodland give significant protection for assets which are important elements of the district‟s leisure, recreation and open space opportunities. These are shown on the Policies Maps which accompany the documents.

3.35 Paragraph 14.10 of the Site Specific Policies Local Plan states that: “Within some

settlements in the district there are areas of open land which need to be safeguarded from urban encroachment, to preserve the identities of settlements and amenity of their communities. These may consist of parks and public recreational space or open areas of green space of amenity value. Proposals for development that would detract from the open character or amenity value of the landscape will not be supported, unless exceptional circumstances of community benefit can be demonstrated.



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Proposals for recreational and amenity uses may be acceptable, providing that the open character of the land remains substantially unaffected”.

Wakefield District Plan 2012 - 2016 3.36 The Wakefield District Plan was formerly The Community Strategy. It is produced by

the Wakefield Together Partnership, formed by Wakefield Council, Wakefield NHS, West Yorkshire Police, Wakefield and District Housing, Jobcentre Plus and Wakefield College. The plan sets out 5 pledges setting out the ambitions and priorities for the Partnership. Those which relate to leisure, recreation and open space are set out below: Pledge 3: To strive to reduce health inequalities between different parts of the district

Build on the Olympic legacy to improve the physical fitness and mental health of people of all ages and abilities through more varied sport and leisure opportunities;

Make the most of our leisure and countryside facilities to promote health, wellbeing and better, more enjoyable lives for all;

Pledge 5: To strive to create a better quality environment

Ensure high quality urban centres and open space that meets the needs of our citizens and complements our cultural and tourism offer.

Wakefield District Delivery Plans and Master Plans 3.37 The Council has a prepared a set of Delivery Plans and Master Plans which build on

the Local Development Framework, Jobs and Growth Plan, Five Towns Strategic Development Framework and Community Area Action Plans. The Plans provide strategies to bring forward economic growth and development proposals to attract investment, promote the towns, improve the environment and benefit the community. Summaries are set out in Appendix 1. They identify opportunities to encourage investment to support and sustain regeneration, covering issues such as new housing developments, retail, employment and economic regeneration, improving public transport connections and highways networks, and securing environmental improvements such as providing green infrastructure. These Plans consist of:

Castleford Growth Delivery Plan

Featherstone Delivery Plan

Knottingley Delivery Plan

Normanton Delivery Plan

Pontefract Central Area Master Plan

South Elmsall Westfield Lane Improvement Area Master Plan

Wakefield Kirkgate Master Plan

Wakefield Civic Quarter Master Plan Local Area Plans 3.38 Local Area Plans are detailed action plans for the seven geographical areas of the

district developed by the Council and its partners including Wakefield Together, elected members, community groups and citizens within the district. The Area Plans cover Castleford, Normanton and Featherstone, Pontefract and Knottingley, Wakefield Central, Wakefield North West, Wakefield South East, and Wakefield Rural. The Plans set out the current challenges and achievements to date and planned actions for partner agencies over the next three years for each local area.



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Summaries are set out in Appendix 2. Actions identified by the plans relating to sport and recreation are to:

Provide sporting activities, particularly for young people;

Improve health through increasing physical activity;

Develop new sports facilities in Altofts;

Develop new community and recreational facilities at the Prince of Wales Colliery site;

Enhance the districts built environment and green assets to ensure sustainable business growth.

Neighbourhood Planning 3.39 Neighbourhood planning was introduced in the Localism Act 2011 to provide a new

tier to the local planning system. Currently the Council has designated just one neighbourhood area – Walton Neighbourhood Area. The Walton neighbourhood plan is in preparation and is due to go out for consultation in 2015. It contains policies and allocations to safeguard Local Green Space, Wildlife Habitat Network and a heritage trail.

Wakefield Green Infrastructure Plan 2010 3.40 The Green Infrastructure Plan was commissioned to complement the Leeds City

Region Green Infrastructure Strategy to deliver green infrastructure at district level. It sets out the vision and four strategic objectives to deliver it: “Wakefield‟s green infrastructure will create places that are attractive to live, learn, work and invest in and where our diverse towns and villages work together to promote the wellbeing of the whole district”.

3.41 OBJ1 - To promote the renaissance of the City of Wakefield, the Five Towns and the South east by:

Increasing the attractiveness of new housing and employment land for investment;

Promoting high quality design in all new development;

Ensuring open spaces are protected, maintained and enhanced;

Enhancing the appearance of the public transport hubs and services to promote walking and cycling for journeys to work.

3.42 OBJ2 – To adapt to and mitigate climate change by:

Enabling the district to be more resilient to flooding and higher urban temperatures;

Reducing the district‟s greenhouse gas emissions.

3.43 OBJ3 – To improve overall health and wellbeing and reduce health inequalities by:

Increasing the quality and accessibility of natural greenspaces, walkways and cycleways in both new and existing developments;

Increasing the use of natural greenspaces, walkways and cycleways by local people;

Promote sustainable transport by increasing the opportunities for and the uptake of active travel, such as walking and cycling, in both new and existing developments;

Targeting green infrastructure according to local needs and priorities so that we deliver the right green infrastructure in the right places.



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3.44 OBJ4 – To improve biodiversity by:

Increasing the area of high biodiversity value;

Protecting and conserving important natural environmental assets.

3.45 Three types of strategic initiatives are proposed with the aim of maximising the impact of green infrastructure within the district:

Investment programmes for green places, green working and growing food locally;

Strategic projects including Fresh Aire and Wakefield Forest (Five Towns Forest, Nine Lakes, South West Wakefield Woodlands, Green Corridor Forest and Balne Lane Fields);

Opportunity areas in Wakefield East, Newmarket, Westgate – Wrenthorpe Valley corridor, Westfield Lane South Elmsall, Castleford, Knottingley – Pontefract – Ferrybridge, Normanton & Altofts, and Featherstone.

3.46 These initiatives include improving, creating and maintaining areas such as

greenspace, playing fields, woodland, footpaths/ cycleways/ bridleways and blue infrastructure (watercourses, canals, lakes, ponds, wetlands and reservoirs) for recreation, biodiversity, flood management and access.

Cycle Strategy for Wakefield 2013

3.47 The Cycling Strategy provides the basis for considering all highway, maintenance and cycling schemes as well as the allocation of resources to ensure that the objectives and targets set out are achieved. The key aims of the Strategy are:

To encourage more people to cycle more often for both utility and leisure journeys and so help reduce the dependency on private cars and improve health;

Develop a safe, convenient, efficient and attractive transport infrastructure that encourages and facilitates cycling;

Reduce the casualty rate for cyclists;

To ensure that policies to increase cycling and meet the needs of cyclists are integrated into all appropriate policies, plans, strategies and resource bids.

3.48 The Strategy sets out the objectives, targets and actions for:

Creating a network of cycle routes;

Design principles and standards;

Construction of cycle routes;

Maintenance of cycle routes;

Guidelines for cycle parking;

Travel Plans implemented as part of the planning process to secure measures to promote cycling in the workplace and in residential developments;

Safe routes to school and school travel plan initiatives;

Land use planning policies and planning decisions to allow for and encourage cycling;

Communication and promotion of cycling.

Wakefield District Rights of Way Improvement Plan 2007

3.49 The Plan contains an assessment of the extent to which local rights of way meet the needs of the public; the opportunities provided for exercise and outdoor recreation and the enjoyment of the district; and accessibility for blind and partially sighted



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people and others with mobility problems. The plan considers links with other strategies and plans to develop opportunities to walk, cycle and ride, particularly to improve health and the environment, increase accessibility and reduce congestion.

3.50 The plan objectives are to: Protect, improve and extend the rights of way network as an important means of

access to the countryside for recreation and for health;

Enhance opportunities for safe and sustainable travel, both for recreation and access to work, school and services;

Improve accessibility of rights of way for all members of our communities and provide appropriate publicity;

Ensure the condition of the rights of way network enhances the appearance and amenity of the natural and built environment and our local heritage; and

Ensure that the rights of way network contributes to the enhancement of economic opportunities.

3.51 The Plan considers present opportunities for access provided by permissive paths,

disused railway lines, canal towpaths, cycle tracks and access to areas of greenspace and parks in the district. How the rights of way network is used, maintenance, and the needs of users, landowners and visitors is assessed. The adequacy of the network, existing gaps, possible links and future opportunities are also examined. An action plan sets out how the Council will carry out maintenance and improvements to the district‟s rights of way over the next ten years (to 2017). The action plan contains 51 separate actions including providing additional information in a variety of formats, providing information on wider access routes such as those on greenspaces, providing missing links in the network including those for specific users such as horse riders, developing access for all to increase opportunities for people with limited mobility or do not currently use paths; improving maintenance, signage and enhancing paths to encourage use network, reducing anti-social behaviour and updating the network to take account of current needs and use.

Wakefield District Greenspace Audit 2010 3.52 The Greenspace Audit contains the baseline data for the Greenspace Strategy. The

2010 Greenspace Audit updates the 2004 Greenspace Audit. The Audit deals with the use of land by Wakefield District‟s residents for recreation with associated health and social benefits. It covers allotments, church grounds & cemeteries, parks, natural areas (woods and nature reserves), green corridors (footpaths, canal towpaths, cycleways), sports fields, amenity areas (informal open greenspace), equipped playgrounds and paved pedestrian areas (town squares).An updated set of greenspace maps and their catchment distances has been produced on GIS. A draft research report is currently being prepared.

Draft Wakefield District Greenspace Strategy 2013-18

3.53 The Greenspace Strategy is based on an audit of sites which establishes standards

for the provision of different types of greenspace. It includes a procedure for assessing the value of open space to be used in identifying potential new sites in areas of deficiency, including guiding decision making on planning applications. Greenspace is defined as publicly accessible land in any ownership, such as: Country parks, nature reserves and other natural areas;

Woodlands;



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Green corridors such as disused railway lines;

Public parks in urban settings such as Thornes Park;

Children‟s equipped play areas and skateboard parks;

Church grounds, cemeteries and crematoria;

Allotments (though these are only accessible to plot holders);

Sports fields and sports pitches that are not fenced off to the public;

Recreation areas for casual ball games, walking and relaxing;

Amenity areas such as mown grass and planted areas to enhance the landscape.

3.54 The Greenspace Strategy is being prepared. It is a development of the Greenspace Strategy 2004 - 2009, but differs in the following ways:

It is focussed towards delivery by the community and voluntary sector ;

It addresses greenspace quality as well as distribution;

It includes guidelines on amounts of greenspace;

It responds to budget reductions;

It relates to the Street Scene approach of area working.

3.55 The following draft objectives may consequently change:

To secure the commitment, resources and skills necessary to fund, staff and manage the greenspace network to a good standard;

To improve the appeal of the network to attract more visitors more frequently in order to benefit health and wellbeing, community cohesion and the local economy;

To develop green infrastructure to achieve environmental benefits such as flood protection, sustainable transport links and wildlife protection;

To install new site management arrangements involving new organisations and partnerships, and new arrangements with volunteer groups, residents and business;

To implement innovative funding solutions through measures such as diversification, optimising incomes, and promoting business, enterprise and commerce.

Develop a network of good quality and attractive greenspaces that meet the recreational and landscape needs of residents;

Use the strategy to secure contributions from developers - and also to guide where and how these contributions should be spent;

Use the strategy to help assess proposals to transfer greenspace assets into community management (and leases of pitches to sports clubs);

Reduce costs by addressing overprovision of greenspace - and embrace lower maintenance and lower risk designs for greenspace and features.

The Wakefield District Greenspace Strategy 2004 – 2009 3.56 The Strategy defines types of greenspace by function, namely accessible

greenspace, natural areas, major urban and country parks, playgrounds, kickabout areas and allotments. It also sets out catchment distance which is how far residents can reasonably be expected to travel to the site. The greenspace and its catchment distance have been plotted on maps, and by using census data the Council has calculated the numbers of residents living inside the catchment distances for each category of greenspace. Consequently any shortfalls or over provision can be



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identified, which enables better planning, development and management of greenspace. The Greenspace Strategy sets out the following objectives:

Improved greenspace provision

To balance greenspace provision to meet the recreational and social requirements of a wide cross section of the community;

To provide a diverse range of high quality, sustainable greenspaces;

To ensure provision is equitably distributed and located appropriately;

To engender a sustainable approach to greenspace management.

Strengthening our communities

To promote the value of greenspace as a major contributor to the health and social wellbeing of local communities;

To ensure that greenspaces are a valued and well used community asset;

To develop civic pride and a feeling of ownership in local greenspace sites;

To encourage community involvement in the design, management and care of their local greenspace.

Enhancing the natural environment

To protect and enhance the natural environment for the benefit of people and wildlife;

To contribute to the landscape, biodiversity and cultural value of the district;

To promote connectivity and ensure greenspace sites complement and enhance the surrounding environment.

Regeneration and renewal

To provide a framework for capital and revenue investment towards the development and management of greenspace;

To demonstrate a strategic approach that will support funding bids and attract investment;

To contribute to the wider regeneration of the district.

Wakefield Metropolitan District Greenspace Audit 2004 3.57 The findings and analysis of the Greenspace Audit are a major component of the

Greenspace Strategy. Maps and tables set out the key findings of the survey which consisted of a public consultation exercise and a physical survey of greenspace. The consultation investigated what local people thought of greenspace and how they used it, including resident‟s recreational needs, the most highly valued types of greenspace, the frequency and manner of use, the profiles of users and their concerns and priorities. The physical survey included visiting over 2200 sites and recording size, type, use and any special features or ecological value. This was then mapped to show the distribution of sites in relation to population.

Wakefield Metropolitan District Greenspace Evidence Document 2004 3.58 The Greenspace Evidence Document takes the research analysis a step further and

develops the recommendations of the Greenspace Audit Report. The Council‟s objectives and core values are introduced and the Strategy is set within the context of other important local and regional policies and plans. In essence the Evidence Document is a more technical and detailed version of the Greenspace Strategy. The aim of the Strategy is to ensure that the greenspace sites throughout the district are distributed equitably, are well-used and are of high quality. It sets out a framework to



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balance provision with community need and aspirations, matching outdoor recreation provision with local requirements.

Wakefield Playing Pitch Strategy 2011 -2030 3.59 The Playing Pitch Strategy sets out a strategic approach to the provision of high

quality, accessible sport facilities in Wakefield District. It contains an audit, assessment and analysis of sports facilities, and sets out policy options and recommendations. It contains an audit, assessment and analysis of sports facilities, and sets out policy options and recommendations. The Plan shows that the district has 321 hectares of natural grass used for football, cricket and rugby and identifies a need for an additional 84 hectares, which can be met from increased use of school playing fields and existing unused or partially used playing fields. Many pitches also need to be improved with better changing facilities. The Strategy provides a framework for:

Making informed planning decisions;

Targeting financial support and investment in facilities;

Planning the delivery of sports development programmes.

3.60 The Playing Pitch Strategy is based on a review of the previous Playing Pitch Plan „A Playing Pitch Plan for the Wakefield District 2005 -2015‟, and supersedes earlier plans and strategies. It is an assessment of supply and demand for key pitch sports across the district, specifically football, cricket, rugby league, rugby union and hockey. The assessment follows the methodology and framework detailed in Sport England‟s „Towards a Level Playing Field‟ (2003). The assessment of outdoor bowling greens and tennis courts falls outside of the scope of the Sport England assessment methodology. However the Playing Pitch Plan included these and the Playing Pitch Strategy also includes summary data and findings to assist in the development and management of these resources.

3.61 The Playing Pitch Strategy is currently under review and the Council is working with

Sport England, West Yorkshire Sport, Sport Governing Bodies and local sports clubs to develop plans for sport facilities in Wakefield District.

Physical Activity and Sport Plan 2013 – 2017 3.62 The Strategy sets out to address the issues that have led to relatively low physical

activity rates within Wakefield District. Using the recently published Physical Activity guidelines it strives to steer the work of a range of agencies that will provide opportunities for all age groups. It also looks to put in place pathways that will enable people to reach their own personal success in sport. Setting a clear strategic framework that provides the opportunities for individuals to participate in sport and lead more physically active lives has never been more important. The Strategy sets out the vision, themes and key aims of: “A vibrant and healthy district where physical activity and sport is part of everyday life and where sporting aspirations can be achieved”.

3.63 “This means in Wakefield:

More people will improve and protect their health through being more physically active in their everyday lives;

Everyone will be aware of the opportunities available to them through effective communication;



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Young people will take part in quality physical education and out of school activities with links to clubs and organisations in the community to sustain participation;

Pathways will be further developed for those with sporting talent and commitment to fulfil their potential;

Those delivering opportunities work closely together to meet the needs of Wakefield residents;

Evidence will be collected and disseminated between partners to assess progress and to build on good practice”.

3.64 The Physical Activity and Sport Plan includes a facility development section and

identifies the following key actions:

FD1 Review the “Leisure, Recreation and Open Space” element within the Local Development Framework to guide the use of land and new development throughout the district;

FD2 Implement key actions from the Wakefield Playing Pitch and Greenspace Strategies;

FD3 Secure the needs of physical activity and sport within land planning strategies;

FD4 Implement relevant actions from the play facilities plan;

FD5 Analyse and implement measures for swimming facilities on the south east of the district to ensure long term access, especially given the levels of deprivation and health inequality in these communities;

FD6 Work with schools to maximise access and use of education sports facilities;

FD7 Review and update the Sports Facilities Study;

FD8 Undertake a Facility Planning Model Assessment of swimming pools in the district;

FD9 Work with National Governing Bodies of Sport to further understand and address their facility requirements;

FD10 Support local sport clubs to develop facilities in line with strategic need. WMDC PPG17 Indoor Sports Facilities Strategic Plan Final Report 2007 3.65 The strategy sets out a strategic framework for indoor sport and recreation facilities in

the district, in order to provide a rationale for the provision of new facilities, and the protection of existing facilities. The process considered issues of quality, quantity, location and accessibility to assess supply and demand. The report makes specific recommendations relating to sports halls, swimming pools, health and fitness provision and indoor bowls provision. Indoor sports facilities and swimming pools owned and operated by the Council have been reviewed - see the Wakefield Council Leisure Review Final Report 2014 and Indoor Sports Facilities Review 2014 below.

3.66 The majority of sports halls are located on school sites and although there is a good

range of provision, access is limited. Consequently there is an under provision of sports halls for public use. A greater focus on securing community use agreements is required, otherwise consideration should be given to additional provision if community access to school facilities cannot be secured. Additional sports hall space equivalent to 12 badminton courts is required to meet population growth and increases in participation levels.

3.67 There are currently 16 sites providing swimming pools. 3 pools are on school sites, 7

are at privately operated health clubs/ gymnasia and require membership to use



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them, 6 are freely accessible to the public. The current and future demand for swimming across the district is met (but not oversupplied).

3.68 There are 36 sites providing health and fitness facilities. 27 of these are operated by

the private sector (split 60% membership and 40% pay and play). Thornes Park was the largest provider of facilities at the time of the study (The largest supplier is now Sun Lane Leisure in Wakefield). There is no need to increase fitness provision across the district.

3.69 There is one indoor bowling facility serving the district, located in Featherstone. It is a

private facility operating on a pay and play basis. Demand for indoor bowling facilities is currently not being met and suggests a new indoor facility is required. This could be met by an extension to the current building. (Indoor bowls is now also carried out at Thornes Park Athletics to address this deficit).

3.70 New housing growth will require new community sports facilities to be provided.

Identified priority sport and recreation facility development needs in Wakefield district are to:

Develop additional/replace sports halls to provide additional and/or replace ageing facilities

Increase use (and accessibility) of sport and recreation facilities particularly in the southern, more rural areas of Wakefield

Improve community access to secondary school provision.

3.71 The way facilities are managed and operated also influences their use. Key issues that should be considered and/or addressed include:

Ensuring good access to court time for sports development and/or club development activity

Central programming of school facilities for community use

Support for elite performance provision, generally focussed on rugby league stadia.

3.72 The Assessment also identifies the principles that should underpin all sport and

recreation facility development in the district. These are to:

Improve the quality of existing facilities

Develop more facilities in rural areas

Develop policies to obtain developer contributions

Increase community use of primary school facilities, particularly in smaller settlements

Provide more facilities closer to where people live, particularly free play facilities.

3.73 Quantity Summary:

There is a significant under-provision of sports halls, particularly when taking future housing and population growth is taken into account. New provision at Glasshoughton and Prince of Wales Pontefract could contribute to the majority of provision needed.

The current and future demand for swimming in the district is met. Quality is the main issue which needs to be addressed. Rationalisation is likely to be more cost effective to address both quality and accessibility issues, rather than through improving all poor quality sites.

There is no need to increase health and fitness provision across the district, however there are accessibility issues as many private facilities operate



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membership only policies. This could be addressed by dual use of other sport facility sites, but this is not a priority.

Demand for indoor bowling facilities is not being met by current provision.

3.74 Quality Summary:

Generally the quality of sports halls is good throughout the district.

The majority of the Councils swimming pools are dated and in need of major refurbishment or rebuild. This includes Lightwaves, Knottingley and Minsthorpe.

No particular issues have been identified with the quality of health and fitness provision. A significant proportion is made through the private sector and is generally of a high standard.

3.75 Accessibility Summary:

85% of the population should live within 20 minutes walk of an indoor leisure facility (sports hall, swimming pool or health and fitness centre).

There is a good spread of sports halls across the district but not all residents are within 20 minutes walking time (recommended by Sport England). Significantly deficient areas are Featherstone and South Wakefield. Many sports halls also have limited access, especially those on education sites.

There is a gap in the provision of swimming pools within 20 minutes walking time in Castleford and Airedale, Hemsworth and Minsthorpe. Minsthorpe is also inhibited by poor quality.

There is a good spread of health and fitness provision within 20 minutes walking time. There are significant deficiencies in Airedale and South Elmsall.

Increasing access to education provision will go some way to improve accessibility across the district. For example, there is access to good quality sports facilities at Minsthorpe College.

WMDC Local Assessment of Swimming Pools Facilities Planning Model - 2012

3.76 The Council commissioned a local assessment using Sport England‟s Facilities Planning Model (Lite) to assess the impact of changes to the supply of swimming pools in the district. The assessment considered the current stock at January 2012 including the new Sun Lane Leisure Centre in Wakefield, and the closure of Lightwaves Leisure Centre, which provides the baseline evidence. Four options were tested which were to close Pontefract pool, close Pontefract and Castleford pools, close Pontefract, Castleford and Featherstone pools but open a new pool at Xscape, Glasshoughton, and to close Knottingley Sports Centre and open a pool at Knottingley High School. Conclusions are:

The updated baseline shows the districts pool stock is well used with only a small capacity above current demand. The assessment indicates closing one or more pools will substantially increase unmet demand.

Closing Pontefract pool would have a significant effect increasing unmet demand and making nearby pools uncomfortably busy. If Castleford and Knottingley pools are closed this amplifies the effect.

The option of a new pool at Glasshoughton provides a large amount of water in a single location, in an area where demand is not very mobile. The percentage of used capacity at other local pools means that providing one large pool in this location does not meet all local demand.

The closure of Knottingley pool and replacement with a smaller pool would have the least impact on satisfied and unmet demand. It would also have the least impact on other pools making them less uncomfortably busy.



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3.77 Since this study was undertaken Minsthorpe Swimming Pool has been closed. A replacement is proposed at Minsthorpe College sports complex. A review of Council operated swimming pools is underway - see Wakefield Council Leisure Review Final Report 2014 below.

Wakefield Council Leisure Review Final Report 2014 3.78 The Council appointed consultants to undertake the review of its leisure centres in

September 2013. These are:

Sun Lane Leisure, Wakefield

Thornes Park Athletics Stadium, Wakefield

Normanton Pool

Featherstone Sports Complex

Pontefract Pool

Castleford Pool

Knottingley Sports Centre

3.79 The quantity of facilities and overall provision in the district is good, other than in the south east where the closure of Minsthorpe Pool has left the area unserved and there is a need for replacement provision (which is proposed). Wakefield has the best quality of provision with the new Sun Lane Leisure Centre and Thornes Park Stadium. In the Five Towns area there is an overprovision of facilities and the condition of sites is an issue at Knottingley Sports Centre, Castleford Pool and Pontefract Pool. There is a strong case for rationalisation of existing facilities and provision of a new centre to meet the needs and expectations of the local market.

3.80 A demand assessment was undertaken and concluded that:

For swimming pools the current quantity (including Minsthorpe Pool) was approximately in balance with demand;

For sports halls there is a significant undersupply in the district;

For health and fitness there is a latent demand in the Five Towns area (circa 2,500 memberships), Knottingley (circa 600 memberships) and the South East area (circa 1,100 memberships);

For five-a-side pitches there is demand for about four pitches.

3.81 The report proposes the following options for the Council‟s leisure portfolio: South East Area

Option1: a new 25m, 6 lane swimming pool and learner pool on the Minsthorpe College site, managed by the college.

Option 2: a new 25m, 6 lane swimming pool and learner pool on the Hemswoth Arts and Community Academy site, managed by the academy.

Option 3: a new wet and dry leisure centre on the Minsthorpe Pool site, managed by the council.

Option 4: a new 25m, 6 lane swimming pool and learner pool on a site to be determined in the South East, managed by the town/parish councils.

Five Towns Area

Option 5: a new wet and dry leisure centre in Pontefract Park to replace Castleford Pool and Pontefract Pool, managed by the council.

Option 6: a new wet and dry leisure centre at Glasshoughton to replace Castleford Pool and Pontefract Pool, managed by the council.

Option 7: a new wet and dry leisure centre at Prince of Wales Colliery to replace Castleford Pool and Pontefract Pool, managed by the council.



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Option 8: a new wet and dry leisure centre in Pontefract Park to replace Castleford Pool and Pontefract Pool, managed by a commercial partner.

Option 9: a new wet and dry leisure centre at Glasshoughton to replace Castleford Pool and Pontefract Pool, managed by a commercial partner.

Option 10: a new wet and dry leisure centre at Prince of Wales Colliery to replace Castleford Pool and Pontefract Pool, managed by a commercial partner.

Option 11: Knottingley Sports Centre – demolition of wet and enhancement of dry facilities to include an additional 30 health and fitness stations, managed by the council.

3.82 In addition there is potential to diversify facilities offered at Normanton and to improve

the health and fitness provision at Featherstone, although these were not considered within the detailed analysis as they are relatively minor in the context of the study.

3.83 The Report concludes that if a new swimming based facility is provided in the South

East, a new wet and dry facility is provided in the Five Towns and Knottingley Sports Centre is remodelled it would ensure that most of the district‟s population would be within a ten minute drive of a leisure centre (as is currently). There would be much less of an overlap of facilities catchments in the Five Towns and the area would still be served by a leisure centre.

Draft Indoor Sports Facilities Review 2014 3.84 The Council commissioned West Yorkshire Sport to carry out a study indoor sports

facilities are within the district to update the PPS17 Indoor Facilities Strategic Plan Final Report 2007. The facilities studied are health & fitness suites, sports halls, squash courts, fitness studios and swimming pools. For the purposes of this report a 30 minutes journey time to the nearest facility via public transport was set as the criteria for being accessible.

3.85 The number of residents and percentage of the districts population that are unable to

access each facility type via public transport are: Health & Fitness Suites - 38,395 (11%), Sports Halls - 16,011 (4%), Squash - 13,151 (3%), Studios - 40,789 (12%), Swimming Pools - 59279 (18%). Settlements which have very poor or no access to indoor facilities are Kirkhamgate, Woolley, Middlestown, Netherton, South Hiendley. They are not unsurprisingly villages in the more remote areas of the district. More detailed study of the requirements for certain facilities need to be undertaken, there may not be the demand in some communities to sustain certain facilities. Residents will be prepared to travel further for some activities such as swimming and squash, but require more convenient or local facilities such as sports halls and health and fitness studios. These could be provided through community use of buildings such as school sports halls and community centres. Improvements to public transport can also address some of the accessibility issues. More facilities are not necessarily required.

Wakefield Play Strategy 2007 – 2017

3.86 The Play Strategy sets out the Council‟s vision, strategic objectives and an action plan for play in the district. It contains an audit of play provision and facilities. It also identifies the benefits of play, inclusion and equality, and the importance of involving children and young people. The Strategy aims to improve play opportunities for children and young people up to age 18. The vision for the Strategy is: „We are committed to providing exciting, inclusive free play provision and opportunities for all children and young people across Wakefield District‟.



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3.87 The objectives of the Play Strategy are to:

Improve access to outdoor play spaces;

Raise the profile of inclusive free play across the district and promote the benefits of play for children, young people, their families and the wider community;

Develop inclusive free play opportunities for older children and young people;

Extend opportunities for inclusive play in schools;

Expand inclusive free play opportunities in staffed settings.

Wakefield Sport and Active Lifestyle Strategy 2007 3.88 The Sport and Active Lifestyle Strategy sets out the Councils intention to provide a

clear, strategic direction for future provision of sport and leisure facilities and services in the district. It sets out the vision and identifies key issues and opportunities for provision. The strategy contains an audit of current provision of sports development and facilities development within the district and sets out 8 strategic recommendations for sports development and 16 strategic recommendations for facilities development.

3.89 The strategy‟s vision is to provide opportunity to increase participation and improve

performance in sport and physical activity through:

Provision of a range of quality and accessible facilities, services and opportunities;

The ability to reflect and recognise the unique nature of the district;

Developing provision to build on the heritage of rugby league;

Engaging with and maximising the strengths of the voluntary sector;

Meeting the sport and physical activity needs of local communities;

Contributing to an overall improvement of health and quality of life in the district;

Providing added value and value for money throughout the provision provided throughout the district;

Widening the pool of participants to increase participation rates and in turn lead to a wider pool of talent to draw on for success.

3.90 The vision is underpinned by two key areas:

To ensure a complementary sporting and community development programme to ensure everyone has the opportunity to participate and progress to their sporting potential;

To promote active lifestyles and enhance quality of life for Wakefield communities through the development of a sustainable network of high quality sport, recreation and fitness facilities, offering a wide range of activities.

3.91 This vision is underpinned by five key principles:

Improve health and promote social inclusion;

Young people and support for physical education and school sport;

Adults, older people and physical activity;

Development of clubs, coaches and volunteers;

Performance and excellence. 3.92 The Strategy objectives are to:

Ensure each neighbourhood area has access to quality community sports and leisure facilities, including swimming pools, sports halls and ancillary facilities such as fitness training equipment and all weather training area;



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Ensure effective spatial distribution and deal with any issues of over provision;

Locate (where appropriate) future facility provision on education sites;

Ensure that private facilities (including commercial and voluntary sector) complement public facilities and vice versa, and that they are encouraged through partnership to be accessible and open;

Encourage access and extend opportunities to participate in sport and recreation, especially amongst identified groups who are currently under represented;

Retain newer, better quality facilities;

Locate facilities in the areas of greatest need;

Develop facilities and provision to reflect the interests of the diverse and new communities attracted to the district;

Integrate facility provision with suitable transport initiatives and public transport networks.

Wakefield Flood Risk Management Strategy 2012 3.93 The Wakefield Flood Risk Management Strategy 2006-12 and 2013-17 link with the

Council‟s Corporate Strategy 2013-17, Wakefield‟s Local Flood Risk Strategy (proposed for 2013), the European Flood Risk Regulations 2009, the Flood and Water Management Act 2010, the European Water Framework Directive, the Local Biodiversity Plan and areas of highest deprivation identified by the Wakefield Together Partnership. The Strategy has identified watercourse catchments across the district. About 0.6% of land area in each catchment is required for flood risk management purposes. The Strategy aims to reduce flood risk on a priority basis focussing on the 8 highest flood risk catchments. Working in partnership with flood risk management organisations, communities, businesses and landowners, the Strategy is progressed on a match funded basis promoting sustainable urban drainage principles, auditing the watercourse network, by identifying flood risk, creating flood storage schemes, improving flood risk management structures, watercourse management, awareness raising and provision of information. Additional flood management areas will need to be identified to mitigate the increased flood risk arising from development. This is in addition to the 0.6% land area above.

3.94 Wakefield district covers approximately 337 square km (130 square miles) in area.

There are 39 watercourse catchments, totalling about 300km (180 miles) of watercourses. Eight of the 39 catchments have been identified as priority catchments, comprising about 75% of properties flooded in the June 2007 storms. All flood risk reduction works are undertaken on a priority basis, and are proposed to focus on the 8 priority catchments set out in the table below.

FLOOD RISK REDUCTION STRATEGY – PRIORITY FLOOD RISK CATCHMENTS

Catchment Name Area (km2) Proposed Works

C8 Ings Beck (North West & Central Wakefield)

40 Flood Storage creation Wetland creation Flood Protection works Culvert Improvements Watercourse Improvements Biodiversity Improvements

C7 Oakenshaw Beck (Agbrigg, Crofton, Walton, Sharlston)

21 Flood Storage creation Wetland creation Flood Protection works Culvert Improvements Watercourse Improvements



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Catchment Name Area (km2) Proposed Works

Biodiversity Improvements

E2 Ea Beck (South Kirkby, South Elmsall, North Elmsall, Hemsworth)


E1 River Skell (Upper) (Upton, Wrangbrook)


C2 Carr Beck (Glasshoughton, Cutsyke)


C10 Lupset Beck (Ossett, Wakefield South, Thornes)


W7 Hoyle Mill Beck (Kinsley) 6 Flood Storage creation Wetland creation Flood Protection works Culvert Improvements Watercourse Improvements Biodiversity Improvements

W10 Went Beck (Featherstone, Streethouse)


3.95 The flood risk reduction work undertaken by the Council is intended to reduce the risk

of flooding. A total of 39 watercourse catchments have been identified across the district, and each rated depending on flood risk. All work is undertaken on a priority basis focussing on the seven highest priority flood risk catchments. From 2006-12, the Council created an additional total of about 110,000 cubic metres flood storage. Overall flood risk across the district has been reduced by about 10%. Between 2013-2017 funding to create a further 325,000 cubic metres flood storage has been secured.

3.96 Flood risk reduction work and the new duties involve:

Watercourse network audit; Developing FRR catchment strategies; Making space for water during flood events by creating flood storage;



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Inspection and management of highway drainage and watercourse culverts; Reservoir inspections and safety works; Working with landowners across the district in accordance with their riparian

watercourse management and drainage responsibilities; Working with the Council‟s Planning Policy Section on land allocation and the

Council‟s Planning Authority and developers to mitigate additional impact from development;

Implementing new duties of the Floods and Water Management Act 2010; Setting up and attending Strategic and Technical Flood Risk Partnership groups

within the district and across West Yorkshire; Community engagement, publicity, public flood related meetings and setting up

flood warden groups.

3.97 The Environment Agency has produced the national Flood Maps for Surface Water

which show areas susceptible to surface water flooding, where surface water would be expected to flow or pond as a result of a medium (1 in 30 year) storm event and/or a large (1 in 200 year) storm event. Nationwide consultation on the results has been completed, and the Maps are to be published in Dec 2013 for the 10 high priority flood areas in the UK identified in the Preliminary Flood Risk Assessment produced under the European Flood Risk Regulations 2009. Publication of the Maps for other areas is still being decided.

3.98 While there is a substantial infrastructure of flood risk management facilities across

the district, additional bluespace would help to further reduce flood risk, and provide wider amenity and biodiversity benefits. These objectives are all subject to resources, and include (but are not exhaustive):

0.6% of low lying land within each of the 39 watercourse catchments within the district to be identified, assessed, evidenced and allocated for bluespace for flood risk management purposes.

By 2014-15, resource a formal inspection and management programmed for existing flood risk management works.

By 2017-18, flood risk management works in the three Priority watercourse catchments: Oakenshaw Beck, Ea Beck and Carr Beck to be substantially complete.

By 2020-21, flood risk management works in the eight Priority watercourse catchments to be substantially complete.

3.99 Continued future investment will allow the Council to make bids for additional

external funding and further reduce the impact of flooding on the economic growth and development of the district. Future partnerships between the Council, local communities and other flood risk management authorities, such as the Environment Agency, Yorkshire Water and Internal Drainage Boards are intended to increase the work that can be carried out. New duties under the Floods and Water Management Act 2010 will also provide a more robust and co-ordinated approach to flood risk management. From 2012/13, Government is providing an additional £192,000 per year to enable the Council to resource and undertake the additional duties.

Wakefield and District Preliminary Flood Risk Assessment, June 2011 3.100 The Flood Risk Regulations implement the European Floods Directive, which

provides a consistent approach to managing flood risk across Europe, through a six year planning cycle based on a four stage process of undertaking a Preliminary Flood Risk Assessment, identifying Flood Risk Areas, preparing flood hazard and risk



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maps and preparing flood risk management plans. Under the Flood Risk Regulations and aligning with responsibilities under the Flood and Water Management Act, Wakefield Council, defined as a Lead Local Flood Authority, is responsible for undertaking a Preliminary Flood Risk Assessment (PFRA) for local sources of flood risk, primarily from surface runoff, ordinary watercourses and groundwater.

3.101 The PRFA is a high level screening exercise which involves collecting and assessing

information on historic and future flooding within the district. The information is used to identify Flood Risk Areas, which are vulnerable to significant flooding. Information relating to past and future flooding was collected and assessed. Based on the collated evidence, 17 locations within the district were identified as having experienced significant harmful consequences from past flooding and 27 locations were identified as being significantly at risk from future surface water flooding. The details of the assessment are set out in the Wakefield Preliminary Flood Risk Assessment Report, Preliminary Assessment Report and accompanying flood plans. Flood information for the wider area can be found in the Calder Valley Flood Risk Assessment.

Calder Valley Strategic Flood Risk Assessment 2008 3.102 The purpose of the Strategic Flood Risk Assessment (SFRA) is to identify and

analyse current and future broad scale flooding issues for key locations across Wakefield District, as well as those in Calderdale and Kirklees districts. Specific flood risk maps for the Wakefield District have been prepared. The SFRA 2008 includes: Taking account of advances in risk information; Inclusion of climate change mapping; Provision of flood extent, depth and hazard maps; Identification of functional floodplain; Consideration of flooding from "other sources"; A greater focus on the application of the Exception Test.

Wakefield Infrastructure Study 2010 3.103 The Wakefield Infrastructure Study is a background document prepared to

accompany the LDF which provides evidence to inform the Council‟s strategy for the district up to 2026. It also sets a framework for how the Council can continue to move towards an integrated approach to service provision by aligning corporate aims, exploring joined-up solutions and smarter forms of investment. The main conclusion from the study is that given the level of existing infrastructure in the district, and plans for future infrastructure delivery, the development strategy set out by the Council is generally deliverable. The main infrastructure risk to delivery is transport, improved transport accessibility and infrastructure is needed to support the main housing growth and regeneration sites. No major infrastructure constraints have been identified in relation to utilities, education and health infrastructure. Further work is recommended to consider opportunities for creating more efficient services, through coordination of delivery.

3.104 There is scope for greater clarity and coherence in the Council‟s strategy and

investment programme for open space; it is not clear whether there is a future funding gap. There are also issues in relation to quality of sport and recreation facilities, and whilst this poses funding challenges, there are opportunities to improve the quality of provision through co-location of facilities. Further work is underway on green infrastructure. This should include consideration of open space and public



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space quality and its condition to support regeneration and growth, and the future funding strategy for open space.

Wakefield Urban Tree & Woodland Strategy 2012 3.105 The Strategy sets out the Council‟s policy for managing trees. In particular it deals

with:

Ensuring trees are managed properly and are planted in the right places;

Reducing risk and harm from trees along roads and pavements, in pedestrian areas, in parks and greenspaces, and within the grounds of Council property and buildings.

A Tree and Woodland Strategy for Wakefield District 2009 3.106 The Strategy sets out an action plan for community involvement and partnership,

environmental improvement, tree planting and management of woodland, planning, business and education. The aims of the Tree Strategy are to:

Provide a vision for the district‟s trees and woodlands;

Create and deliver a comprehensive action plan to protect and enhance the district‟s trees and woodlands;

Assist the Greenspace Strategy in the creation of new policy and planning guidance for the district‟s trees and woodlands.

Landscape Character Assessment of Wakefield District 2004 3.107 The LCA provides a description of the landscape character types within Wakefield

District and is a background document prepared to accompany the LDF. It provides baseline information to help inform the review of strategies, policies, land designations or other related guidelines the Council may publish, and in assessing development proposals.

Wakefield District Local Biodiversity Report and Habitat & Species Action Plans, April 2001 3.108 The Local Biodiversity Report consists of an audit of habitats and is accompanied by

Biodiversity Action Plans (BAPs) for habitats and species. The Biodiversity Report still provides important baseline information. Key Habitats and Key Species were given achievement targets in the Biodiversity Action Plans. Those which are ongoing or still to be achieved are: Prevent any further loss of ancient semi-natural woodland in the Wakefield

district; Create Lowland Heath through appropriate management by 2020; Ensure all scrub habitat is surveyed and is being appropriately managed; Ensure all Marshland and Wet grassland is surveyed and is being appropriately

managed; Create 10ha of Marshland and Wet grassland through appropriate management

by 2020; Ensure all Magnesian Limestone Grassland is being appropriately managed; Create 10ha of Magnesian Limestone Grassland through appropriate

management by 2020; Increase the district population of Lapwing by at least 20% by 2015; Increase the district population of Skylark by at least 10% by 2015;



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Improve habitat for water vole along river/ditch/lakeside targeting areas that will link existing populations;

Expand population of White Letter Hairstreak by allowing Wych Elms in hedgerows to grow into stands and by planting Wych Elms in regeneration schemes.

Wakefield District Biodiversity Action Plan 2011 3.109 The 2001 Biodiversity Action Plans have been updated with new action plans and

targets for the management of Priority Habitats and Priority Species to 2023. 12 Habitat Action Plans cover Deciduous Woodland, Rivers and Streams, lakes and Ponds, Unimproved Magnesian Limestone Grassland, Unimproved Neutral Grassland, Unimproved Acidic Grassland, Lowland Heathland, Hedgerows, Brownfield Sites and Disused Railways, Walls and Quarry Faces, Urban and Suburban Areas, and Scrub. 3 candidate Habitat Action Plans are being prepared for Reedbeds, Marsh, and Wet Woodland. 18 Species Action Plans cover badger, water vole, water shrew, otter, great crested newt, common toad and common frog, grass snake, dragonflies and damselflies, salmon, eel, woodland and hedgerow butterflies, grassland butterflies, wetland birds, woodland and woodland edge birds, farmland and grassland birds, bats, farmland and grassland plants, woodland and woodland edge plants. 7 candidate Species Action Plans are being prepared for short winged conehead bush cricket, white clawed crayfish, palmate newt, swift, spleenworts, brown argus butterfly and river lamprey.

Wakefield District Cultural Strategy

3.110 The Wakefield District Cultural Strategy aims to place culture at the heart of future

plans for social and economic development, improve the range and quality of cultural and leisure opportunities across the district and to improve residents‟ access to cultural facilities both in the district and the wider region. Sport, physical activity and the encouragement of active lifestyles are recurring themes in the Strategy which have a significant contribution to the cultural offer in the district. The Strategy also seeks to increase employment opportunities in the cultural sector for local people and to develop a strong identity for the Wakefield District as a centre of cultural excellence, building on existing facilities, the Hepworth Gallery and the Media and Creativity Sector proposed in the Regional Economic Strategy. Developing new cultural activities in Wakefield city and the district‟s town centres will help to implement the Cultural Strategy.

Our Wakefield State of the District Report, April 2014 3.111 The Report summarises the current social, economic, health and wellbeing trends in

Wakefield District. It contains facts and figures about the conditions and circumstances affecting people‟s lives in the district. It includes information on population, employment, skills, economy, education, housing, infrastructure, health, community safety, environment, climate change, culture and sport. It provides a useful overview of baseline information for the district.

Family Services Asset Management Plan 2011-15 3.112 The 2011 - 2015 Family Services Schools Asset Management Plan sets out an

update of the 2008 - 2011 Schools Asset Management Plan and outlines the key priorities for school buildings for the period 2011 - 15. Wakefield Council operates a portfolio of 144 schools which comprise of 3 Nursery Schools, 115 Primary/ Junior or



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Infants Schools, 18 Secondary Schools and 8 Special Schools/PRU‟s with a combined asset value of just over £358m. A number of schools have now converted to academies and others are currently considering their position.

3.113 With such a large property portfolio asset management planning is essential in order

to ensure that Council properties are fulfilling strategic goals adopted by the Council considering both building and land. Pressures remain for pupil places within some of the schools within the district, which form part of the Schools Organisation Plan for 2011-16. The Authority will consider how these needs are supported through review and where required through capital investment. There is also surplus capacity for places in some schools.

3.114 The Authority is continuing with its investment into projects which were planned and

committed to in the previous spending review period and will now focus the investment of capital grant from Government into the priority and most urgent items of maintenance of existing buildings to ensure they are fit for purpose and safe for the occupants.

The Joint Strategic Needs Assessment for Wakefield District 3.115 The Joint Strategic Needs Assessment (JSNA) provides an overview of health, care

and wellbeing needs within Wakefield District and is a key piece of evidence for base setting the strategic direction of service delivery to meet those needs. Wakefield‟s JSNA has been developed through the Wakefield Together Partnership. The JSNA identified ten headline messages relating to health and wellbeing. Those which are relevant to LROS are:

Analysis of ill-health by ward allows 10 relatively high needs wards to be identified accounting for 45% of the population. The wards of South Kirkby, Hemsworth and Castleford have particularly high rates of long term illness and high rates of incapacity benefit claims;

The district has high levels of multiple deprivation. The district is particularly affected by low levels of skills and training, high levels of ill-health, disability, and employment deprivation;

People living in social housing in deprived areas (19% of the population) have typically low levels of social capital, high rates of reported ill-health and very poor health lifestyles with the highest rates of smoking, heavy drinking, poor diet and the lowest levels of physical activity;

The district is above the national and Strategic Health Authority averages for obesity. There is an exceptionally high level of childhood obesity at 16.9%;

The analysis of physical activity data reveals that around 43% of people in the district are inactive in leisure time. The most active people tend to be men, young people, people from higher social class groups and less deprived areas, people without long-term illness or a disability, people of white ethnic origin, volunteers and sports club members.

Wakefield District Jobs and Growth Plan 2012 – 2017 3.116 The Jobs and Growth Plan is a regeneration strategy to stimulate economic growth

and job creation in Wakefield District. It sets out priorities by areas within the district. The Council‟s vision is “to create more and better jobs, to support business and economic growth, and to do this in a way that improves the environment, quality of life and inclusion”. To deliver this the Council will focus on a) Business b) People c) Places i.e. - Improved Places, Housing, Infrastructure and environment. The Growth



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Plan identifies 21 Priority Actions that will drive change across Wakefield district. The Growth Plan priorities for rural areas are to promote sustainable tourism through major visitor attractions such as the National coal Mining Museum, Nostell Priory, and the country parks, as well as foster initiatives such as the Nine Lakes project and the hotel development at Bretton Hall. The priorities for quality of place are to enhance the district‟s built and natural assets and to safeguard heritage and environmental quality, to make it an even better place to live and to help attract investment, tourism and skilled people.

3.117 These priorities are complemented by actions and projects in each of Wakefield‟s

main towns and communities. The core priorities of Business, People and Place are under-pinned by detailed annual action plans. The Growth Plan identifies priority actions. Those which are relevant to LROS are:

C1 Building on the Local Development Framework to improve the vitality and functioning of our major settlements as places for our people to live, work and take pleasure in;

C5 Enhance and showcase the district‟s built environment and green assets ensuring sustainable delivery of business land and priorities for growth.

3.118 Projects which relate to leisure, recreation and open space are as follow:

Build on the impact of The Hepworth to ensure that extra visitors to the city have further positive economic and commercial benefits;

Support the decontamination of land along the Aire River Growth Corridor to unlock its development potential;

Support improvements to the public realm and of commercial developments within Featherstone town centre to enhance its vitality and commercial viability;

Promote sustainable tourism through major visitor attractions such as the National Coal Mining Museum, Nostell Priory and the country parks, as well as foster the Nine Lakes Project and the hotel development at Bretton Hall;

Encourage enterprise and innovation (in rural areas) around local produce and procurement supporting local and farmers markets.

Wakefield Disused Railways Strategy, November 1994 3.119 Although the document is old it provides a useful audit of the disused railway lines

within Wakefield District. It identifies the potential of the disused lines, and many have been regenerated to form footpaths, cycleways and bridlepaths. It remains a source of useful baseline information.



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Part 2: Baseline Information 4. Greenspace, Countryside and Wildlife 4.1 Good quality greenspace enhances the quality of life for citizens, has a positive

impact on their health and well-being and helps promote biodiversity and ecological conservation. The district has 8 country parks, most of which are reclaimed former colliery/ mineral extraction sites. There are 22 urban parks in the district managed by the Council and 2 managed by Town Councils. The district‟s top destination greenspaces are:

Anglers Country Park, Wintersett

Haw Park Wood, Walton

Newmillerdam Country Park

Pontefract Park

Nostell Priory

Seckar Wood, Newmillerdam

Vale Head Park, Hemsworth

Walton Nature Park

Thornes Park, Wakefield

Wrenthorpe Park & Alverthorpe Meadows

Pugneys Country Park, Wakefield

Yorkshire Sculpture Park & Bretton Country Park

4.2 The district has significant wetland areas and lakes which are some of the most

important inland areas in West Yorkshire for wintering birds and wildfowl. Designated Sites protect species, habitats and scientific resources of international, national, regional and local value. The district has a Special Area of Conservation (SAC) at Denby Grange Colliery Ponds, 6 Sites of Special Scientific Interest (SSSI), 21 areas of Ancient Woodland, 16 Local Nature Reserves (LNR), 86 Local Wildlife Sites (LWS), 9 Regionally Important Geological & Geomorphological Sites (RIGS) and 5 Locally Important Geological Sites (LIGS). Many of these sites are managed not just for conservation and education but also used as a community resource for informal outdoor recreation such as walking, cycling, and bird watching where appropriate.

4.3 There is a network of around 560 km of public Rights of Way and permissive paths

within the district. There is also a network of cycle routes and bridleways which offers access to walkers, cyclists and horse riders. A 20 km section of the Trans-Pennine Trail passes through Wakefield and forms an important link with neighbouring districts. There are many attractive routes which give access to the wider countryside, local facilities and tourist destinations. Although the network is predominantly used for leisure it is increasingly used for exercise and health. Paths and cycle routes in urban areas are also becoming more important as people are encouraged to make short journeys on foot or bicycle.

4.4 A greenspace survey was carried out in 2010. A questionnaire was mailed out to

3,600 randomly selected households in the district. The questionnaire asked in-depth questions about opinions and usage of greenspace. A postcode was also requested, which enabled responses to be mapped on a Geographic Information System (GIS) and to be analysed spatially. There were 479 responses, 81% of which provided a postcode. The main findings were as follows:



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The number of visits to greenspaces appeared to have increased since 2005, particularly to public parks and church grounds;

Satisfaction with quality was highest for country parks and nature reserves at nearly 80% and lowest for allotments at below 40%;

Respondents favourite greenspaces were (in order) Newmillerdam Country Park, Thornes Park, Pugneys Country Park and Anglers Country Park;

Respondents most used greenspaces were (in order) Thornes Park, Newmillerdam Country Park, Pugneys Country Park and Pontefract Park;

The issues of most concern were responsible dog ownership followed by litter;

Interest in volunteering activities related to greenspace was as high as 33% and interest in setting up and running a group was 9%.

4.5 An audit of the quality of greenspace was undertaken in 2010 using a methodology

based on that used to judge applications for the Green Flag Award. All Council-owned greenspace over 0.2ha in size that is accessible to the public was audited, along with some important smaller sites, together with all Council owned allotments. In total, 404 sites were audited. The average quality score was 32%, which equates to “poor” quality. Cemeteries and crematoria were the highest quality type of greenspace (46%) and amenity greenspace was the lowest quality (26%). The quality audit identified a problem with littering and dog fouling, which deters use and is expensive to clean up. The Council owns 57 allotment sites which have an average quality score of 28%. In light of reducing budgets, it is critical to encourage users have more care and respect for their greenspaces if a decline in greenspace quality is to be avoided.

4.6 In 2010 an audit of the quantity of greenspace was also carried out. Existing

greenspaces and any boundary alterations or changes of use were identified and plotted on GIS. This provided an up to date map of the distribution and quality of each type of greenspace. The information gathered will be used to help guard against creating areas of significant under provision or over provision of greenspace, for example when appraising a proposal for a new play area. This approach is also used to assess planning applications affecting greenspace and greenspace requirements for new housing developments. There are two techniques that are used to assess the distribution of greenspace using GIS:

Catchment distances are applied to greenspaces - to identify gaps in coverage and areas of over provision;

Quantity of greenspace per 1000 residents is measured and compared to guideline amounts.

GREENSPACE STRATEGY - CATCHMENT DISTANCES

Greenspace Category Catchment Distance

Accessible Greenspace 120m

Accessible Greenspace over 2 hectares 300m

Natural Areas over 2 hectares 500m

Natural Areas over 20 hectares 2km

Natural Areas over 100 hectares 5km

Children‟s Play Areas 480m

Kickabout Areas 250m

GREENSPACE STRATEGY - QUANTITY REQUIREMENTS

Type of Greenspace Quantity per 1000 residents Notes

Sport, Recreation and Play* 2.4 hectares 6 Acre Standard

Allotments 0.20 – 0.25 hectares Based on data from other



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Type of Greenspace Quantity per 1000 residents Notes

councils

Children‟s Play Areas 0.3 – 0.4 Play Area Based on local data

*Sportsfields and Recreation Areas – which are freely accessible to the public

Type of Greenspace Method of assessment Notes

Accessible Greenspace and Allotments

Green Flag field assessment Sites in Council‟s ownership

Draft Greenspace Strategy 2014 4.7 Over the next few years, the greenspace network maintained by the Council will

undergo a programme of rationalisation for greater sustainability against a backdrop of potentially large budget cuts. However, a redistribution of greenspace – carried out strategically and including consideration of interconnectivity, site design and management, should maintain or potentially increase levels of public access to greenspace. Arrangements for access to greenspace from new developments will also be reviewed. Residents should have reasonable access to nearby greenspace – provided as either new greenspace with arrangements in place to maintain it sustainably or by improvements to existing greenspace.

4.8 The catchment distances for accessible open greenspace have been reviewed and

revised. The catchment distance of 250m corresponds to a 5 minute walk and 450m corresponds to a nine minute walk.

GREENSPACE STRATEGY 2014 - CATCHMENT DISTANCES

Greenspace Category Minimum Site Area Catchment Distance

Accessible Greenspace 0.2 ha 250m

Accessible Greenspace 1.2 ha 450m

Informal Play Area - 250m

Equipped Play Area - 450m

Skateboard Park - 2 km

Natural Area 2 ha 450m

Natural Area 20 ha 2 km

Natural Area 100 ha 5 km

4.9 New open space and commuted sums towards maintenance and enhancements of

existing open space and recreational facilities are currently secured through Section 106 agreements. Depending on the scale and location of the development provision for public open space can be made within the site, off site, or a combination of both. Street Scene Estates and Policy assess planning applications to determine developer contributions in line with the Greenspace Strategy and Audit to determine whether new open space or a commuted sum is required. Considerations include accessibility, quality, usage, connectivity, type and amount of open space within the neighbourhood.

4.10 The Residential Design Guide (1996) is not part of the statutory Local Plan but is still

occasionally used as a guide for Development Management purposes. It sets out

requirements for open space - however these can only be treated as advisory.



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1. New residential developments of 30 dwellings and over shall provide usable recreational open space to a minimum standard of 15 square metres per dwelling. The minimum size for adoptable open space is 1000 square metres.

2. Of this open space, a proportion shall be equipped with play equipment for children age 5 - 12 years. The amount of equipped play space provided should approximate to 5 square metres per family dwelling (two or more bedrooms) unless otherwise agreed with the Council.

3. Any open space provided as part of a development should be within safe and convenient walking distance of all the dwellings served.

4. For development of 30 - 60 dwellings on site provision may not be required if suitable off site provision within 400 metres safe walking distance is available. A contribution for improvement of the quality of off-site provision may be required.

5. For development of 60 - 120 dwellings 15 square metres of open space per dwelling will be required and shall include 5 square metres of equipped play space per family dwelling.

6. For development of over 120 dwellings (4 hectares site area) up to 10% of the site area will be required for open space. An equivalent of 5 square metres of equipped play space per family dwelling will be required unless otherwise agreed by the Council.

4.11 The requirements for developer contributions for public open space in new housing

development have also been reviewed and simplified in the new Greenspace Strategy. These will replace the requirements set out in the Residential Design Guide offering greater flexibility and avoiding the discontinuities in it.

GREENSPACE STRATEGY 2014 – DEVELOPER CONTRIBUTIONS

Site Area Section 106 Developer Contribution

Comments

0.5 – 2 hectares Developer contribution required

This is a commuted sum for improvement/maintenance of POS

Over 2 hectares On site provision 10% of the site area or a developer contribution required

A combination of both POS and contribution can be agreed

Note: Site area is used rather than number of dwellings as densities will vary from 50+ to 30 per hectare depending on location and the settlement hierarchy (Core Strategy Policy CS3). 5. Cultural and Historic Attractions 5.1 There are a number of outstanding cultural and historic attractions within Wakefield

District attracting national and international visitors. These include The Hepworth Gallery, Pontefract Park and Racecourse, The Yorkshire Sculpture Park, Theatre Royal Wakefield, Nostell Priory, The National Coal Mining Museum for England, the Xscape leisure complex and Diggerland. There are four Registered Historic Parks and Gardens at Bretton Park, Nostell Priory, Friarwood Valley Gardens Pontefract, and Thornes Park Wakefield. Scheduled Ancient Monuments such as Pontefract Castle and Sandal Castle and numerous archaeological and other historic assets are located throughout the district, including 29 Conservation Areas, the Historic Landscape of Heath Common and the Historic Battle Site at Sandal Castle.

5.2 Tourism in Wakefield is playing an increasingly important and significant contribution

towards the district‟s economic and social wellbeing. The leading attractions received over 1 million visits in 2011/12. Tourism is an economic driver for the district, and was worth £323 million to the local economy in 2008/2009. Figures from the



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Business Register and Employment Survey 2011 estimate around 9,920 people are employed in tourism and leisure businesses which represent around 7.2% of total employment in the district. The figures for the Proportion of Employment in Tourism Industries by Workplace (2011) published by the Office of National Statistics are set out below:

NUTS3 (2010) Code

NUTS3 Area Name

Percentage of main and second job employment within tourism characteristic activities (2010-11)

Percentage of main and second job employment within accommodation & food / beverage serving activities (2010-11)

Percentage of main and second job employment within passenger transport, vehicle hire, travel agency, cultural, recreation, sporting and conference activities (2010-11)

UKE45 Wakefield 8.3 4.9 3.5

UKE41 Bradford 8.3 4.7 3.6

UKE42 Leeds 8.2 4.1 4.0

UKE44 Calderdale & Kirklees

8.6 5.5 3.1

UK Average 9.1 3.9 4.0

Source: Annual Population Survey (APS) – ONS (The Geography of Tourism Employment)

Wakefield Hotel Futures Study 2010 5.3 The study was undertaken by Hotel Solutions for Wakefield Council to provide

evidence, conclusions and recommendations for appropriate hotel development in Wakefield District. The study identifies the market potential for hotel development in the district in the next 15 years;

Possible scope for expansion and development of existing 3/ 4 star hotels in the Wakefield area in the longer term;

A possible opportunity for a boutique hotel as part of the Merchant Gate or Waterfront schemes in Wakefield city centre, depending on how far creative industries and the culture offer develop in the city;

Scope potentially for the development of services apartments in Wakefield city centre, most likely through letting of residential apartments on a serviced basis;

An opportunity possibly for further budget hotel provision at, or in the vicinity of, Paragon Business Village as it expands, in terms of the addition of bedrooms to the Premier Inn here, or possibly a second budget or an upper-tier budget hotel;

Potential possibly for some of the lower-grade hotels to expand to meet contractor demand;

Possible scope for a budget, upper-tier budget or 3/ 4 star hotel to be developed as part of the proposed business park at Newmarket, depending on the scale and type of businesses attracted to the business park;

Potential for further budget hotel provision in the Castleford/ Pontefract area in terms of the expansion of existing budget hotels or maybe an upper-tier budget hotel, depending on how the area‟s economy develops;

Possible scope for the expansion and development of existing full-service hotels in the Castleford/ Pontefract area;

Potential possibly for destination hotel offers to develop the rural parts of the district, such as country house hotels, e.g. the conversion of Bretton Hall, golf hotels and as part of the Nine Lakes forest park;



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Scope for the development of good quality pub accommodation in the rural areas of the district.

5.4 The study shows limited scope for new hotel development in Wakefield city centre,

Castleford and Pontefract town centres. The opportunity for new hotels is more likely to be associated with new drivers in demand in terms of major business parks and leisure attractions in outer areas and along the M62 corridor. There may also be potential for destination hotel offers to develop the rural parts of the district.

5.5 The study findings suggest a number of ways for Wakefield Council to support the

development of the hotel market in terms of:

Developing the corporate market through new employment development, particularly offices and business parks;

Capitalising on The Hepworth and Yorkshire Sculpture Park to raise awareness of the district as a developing cultural destination and to promote themed leisure breaks and study tours;

Developing leisure tourism in terms of major leisure attractions and evening offer in Wakefield city centre, Castleford and Pontefract town centres;

Making more of existing events such as the Rhubarb Festival and Liquorice Festival to attract short stay breaks, and developing new high profile events to generate additional weekend business;

Effective destination marketing for the district.

6. Existing Sport Provision, Facilities and Playing Pitch Supply 6.1 The district has two professional Rugby League teams - Wakefield Wildcats and

Castleford Tigers (Super League). There are proposals to construct new stadia for both teams in the near future. Featherstone Rovers is the district‟s third Rugby League team (semi-professional). Featherstone Rovers are currently undertaking ground improvements which include a spectator stand incorporating a new fitness facility designed for use by people with disabilities. There are a number of significant clubs developing Rugby League through amateur arrangements participating in the National Conference League: Castleford Panthers, Castleford Lock Lane, Normanton Knights, Eastmoor Dragons and Stanley Rangers.

6.2 Rugby Union is played at Sandal RUFC. There are semi-professional football teams

at Wakefield FC, Frickley Athletic FC, Ossett Albion and Ossett Town. Pontefract Racecourse is the longest continuous circuit in Europe and flat racing takes place between April and October, attracting spectators from around the country. Thornes Park athletics track is home to Wakefield Harriers Athletics Club which has produced Olympic athletes Emily Freeman (200 metres sprint) and Martyn Bernard (high jump). Thornes Park Athletics Stadium also houses the districts Gymnastics High Performance Centre. Pontefract Squash Club produces world squash champions from its purpose built squash facility. Castleford Cricket Club is the districts premier cricket club operating from Saville Park competing in the Yorkshire League.

6.3 A number of Sport England funded multi sports sites are managed by local

community organisations such as Crofton Community Centre and Glasshoughton Healthy Living Centre, which play a significant role in providing and developing facilities for grass roots sports. Wakefield Sports Club at College Grove has specialist sports facilities including two water based hockey pitches, used by Wakefield Hockey Club. The Council constructed the Gaskell Sports Pavillion at the City of Wakefield



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Golf Course, to service the golf, cricket and football clubs which operate from the site.

6.4 The Councils leisure facility stock includes:

4 stand-alone swimming pools

2 wet and dry sports complexes

4 Aspire gyms

Thornes indoor and outdoor athletics track

Thornes Gymnastics Performance Centre

Pugneys Water Sports Centre

City of Wakefield Golf Course

Pontefract Golf Course

Ossett Golf Course

6.5 The facilities host a wide-range of sports clubs within these sites, from badminton

groups to triathlon, to martial arts and water sports clubs. This also includes the new Sun Lane Leisure swimming and fitness facility in the city of Wakefield consists of a 6 lane x 25m main pool, and a 13m x 7m studio pool, both with state of the art moveable floors. There is also an 80 station gym, multi-use exercise studios, seated spectator gallery, café and conference meeting room.

6.6 Other Council facilities also host sports clubs and activities, such as sailing clubs at

Wintersett Reservoir Lake, and a host of outdoor sports clubs through school facilities.

Sport England Active People Survey 6.7 The Active People Survey conducted by Sport England measures participation in

sport and exercise. In 2011 27% of Wakefield citizens were members of a sports club, which is higher than the national rate of 24%, although the number of people receiving coaching or taking part in organised competition was slightly below the national average. Levels of physical activity were also recorded by the Wakefield District Health and Lifestyle Strategy Survey by Wakefield NHS in 2009. The study concludes that young men undertake substantially more exercise than young women, which probably reflects participation in team sports, however the gender gap closes as people get older. Over half the residents surveyed said they would like to increase their level of physical activity.

Percentage of people taking part in vigorous physical activity 3 - 4 times a week

Age 16-24 25-34 35-44 45-54 55-64 65-74

Female 15.2% 20.9% 18.9% 18.9% 14.3% 12.1%

Male 28.1% 22.9% 23.0% 19.6% 16.3% 14.2%

Wakefield Playing Pitch Strategy 6.8 The Playing Pitch Strategy assesses the supply and demand for key pitch sports

across the district. An audit of pitches identified that there are 163 playing pitch sites and 309 playing pitches (football, cricket, rugby league, rugby union and full-size artificial grass pitches). 79% (309) of the available playing pitches have community access. Nearly 40% of community use pitches are in Council ownership, 16% are on education sites, 6% are owned by Parish and Town Councils, and the remaining 38% are privately owned or Trusts. The 84 pitches without community access are all



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located on education sites. It is crucial for the development of sports opportunities that extended access to school sports facilities is achieved.

6.9 The Playing Pitch Strategy identified 854 teams playing regular fixtures, consisting of

485 football teams, 139 cricket teams, 55 rugby league teams, 44 hockey teams and 42 rugby union teams. There are also 247 Football Association registered 5-a-side teams and 51 bowling clubs within the district. The following table sets out the provision of playing pitches, plus outdoor bowling greens and tennis courts.

Playing Pitch Type Current Provision Required Provision 2030

Football senior 115 61

Football junior 47 63

Mini soccer 27 39

Cricket 43 43

Rugby League senior 42 29

Rugby League junior 6 16

Rugby Union senior 19 10

Regby Union junior 1 9

Hockey (full size artificial grass) 9 9

Crown bowling green 54 No national standard for provision

Tennis court 80 143 (including 99 floodlit)

6.10. Lightwaves Leisure Centre managed by Lightwaves Community Trust has a sports

hall, activity rooms and boxing gym. The Xscape complex in Castleford provides indoor skiing, snowboarding and climbing wall and is a regional attraction. In Thornes Park Wakefield there is a skate park for use by skateboarders, BMX riders and in-line skaters which is one of the largest in the UK and is a venue for competitions, demonstrations and BMX tours. The district also hosts several regional and national distance events such as the Race for Life, Wakefield 10km road race, and Sandal 10km all-terrain run. The Yorkshire Triathalon and British Triathalon Championship competitions have been held at Pugneys Country Park.



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Appendix 1 Growth Delivery Plans and Masterplans Castleford Growth Delivery Plan The Castleford Growth Delivery Plan is a visionary blueprint for unlocking the economic potential of Castleford over the next 15 to 20 years and builds upon the work that has already taken place in the town centre and wider area. One of the five priorities within the Growth Plan is „Green, Blue and Heritage‟ to encourage enhancement of the area‟s natural assets including the river Aire, Fairburn Ings and Fryston Country Trails. The Growth Plan recognises the role that the river performs as a „place maker‟ and recommends opening up the riverside to encourage greater movement and connectivity between the town centre and outlying neighbourhoods. The majority of sites in the growth corridor have previously been used for heavy industry and are currently unoccupied or in limited occupation, hence there is a lack of footpaths and cycleways. The Growth Pan promotes an enhanced public realm/landscaped route along the waterway wherever possible to encourage recreational use with accompanying health benefits. The Growth Plan recommends the greening of Aire Street in the town centre to emphasise routes to the river, reducing severance and increasing pedestrian movement and interaction with the river. An enhanced waterfront can also encourage new development that overlooks the river at Navigation Point, the former Hickson & Welsh industrial site and Fryston. The Growth Plan recognises the importance of landscape and public space and suggests ways to create local identity and visitor interest, increase biodiversity, and open up the waterway for a variety of uses including fishing, cycling, walking, boating, teaching, watersports. A new community facility will open at Fryston Country Trails in 2013 to act as a base for educational, environmental and resident led events linked to the park. Knottingley Delivery Plan 2012-2015 The Delivery plan recognises the importance of the large scale greenspaces at Ferrybridge Park and Greenhouse Park, the potential to create destination parks and the need to improve the facilities currently available in both locations. The Delivery Plan also recognises the role the waterways can play in the regeneration of Knottingley, and to encourage access and enjoyment of the waterways for local people, recommends opportunities for the enhancement of the Aire and Calder Navigation and the River Aire to maximise the benefit for local people and new visitors to the area. Normanton Delivery Plan The Delivery Plan has a number of character areas including Normanton Local Wildlife Site. There are plans to develop part of the wildlife site as a community access woodland as part of a larger green corridor of trees during the 2013/14 planting season, to join up with existing landscaping and tree planting that has taken place running eastwards along the M62 on parts of the Industrial Estate adjoining Ackton Pasture Wood (an Ancient Woodland). This forms part of the Five Towns Forest initiative within Wakefield Council's Green Infrastructure Plan. The wildlife site offers a new local amenity for the benefit of the residents of both Normanton and Altofts. Creating pedestrian and cycle access to the wildlife site corridor (and the wider Wildlife Habitat Network) offers potential for people to visit Normanton Town Centre, and railway station from Altofts and Ashfields and using off road routes will help to promote the use of sustainable transport and the viability of the town centre retail offer.



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Featherstone Central Area Masterplan The masterplan recommends a quality network of upgraded open space, sports facilities and showcase allotments. Detailed proposals include transforming the existing open space to the west of Station Lane into a Destination Town Park with safe links to Station Lane and adjacent housing. The aim is for this greenspace to provide trails, play, youth facilities and accommodate and improve the junior school‟s open space requirements, with flexibility to be used for town events. Formal sports are to be focused on the existing „triangle‟ of provision. The masterplan also recommends providing quality links with the wider area from Station Lane through well designed pedestrian and cycle routes linking to residential areas and the wider network, signposted routes and a quality route along Girnhill Lane linking the new residential redevelopment to the centre of Featherstone Station Lane. The masterplan highlights the importance of the Featherstone Rovers rugby ground and associated facilities which provides for a mix of uses such as educational facilities and various after school clubs as well as a bar/function room and children‟s play facilities. The area around the ground also includes other facilities including a cricket ground, football pitches and bowling green. The site is an important part of the town as a community and sporting facility. The masterplan emphasises the importance of supporting this area to develop and safeguard sporting assets and recommends new and upgraded sports/community facilities including moving the cricket, football and bowls clubs closer to the rugby ground. Prince of Wales Masterplan Following the closure of the Prince of Wales Colliery in 2002, consultants acting on behalf of Harworth Estates have produced a master plan for the reclamation of the site and to ensure its integration with Pontefract town centre. Two planning applications have been granted for the site. Outline permission has been approved for the former pit yard site where it is anticipated that the site will accommodate a variety of uses including employment space, new homes, a medical centre, junior sports pitch, and community centre which will potentially include some indoor sporting provision. The second approval is for the spoil tips and once mineral extraction has completed the site will be reclaimed to provide a new country park with sports pitches, trails and walkways. A new planning application is currently under consideration. Westfield Lane Improvement Area Masterplan The Westfield Lane Masterplan is predominantly housing led regeneration whilst recognising the importance of well defined access routes, which integrates the new Frickley Country Park with the existing settlement of South Elmsall. The Masterplan suggested exploring the possibility of a leisure core (community sports village) to form the main link between town and new country park, in combination with existing key green spaces and sporting/leisure assets. Smaller scale proposals are being taken forward by local stakeholders including Frickley Athletic to provide changing facilities adjacent the sports pitch platforms on the park and to bring these facilities into use.



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Appendix 2 Local Areas Plans Castleford Local Area Plan Greenspace is distributed widely across Castleford, except in Townville. There are issues of greenspace quality and accessibility at Fryston Trails and Water Fryston. „Friends‟ groups are helping to improve parks in the Castleford area. Better quality, more accessible green space - through greater understanding of existing provision and targeted remedial action. Increased community involvement e.g. through volunteering and „friends‟ groups.

Aim - C4.21 - Three Areas Project Activity (TAP) includes a number of key activities highlighted below:

Support low level green spaces to be turned into allotments /community growing plots

Improve cycle routes around Castleford

Exercise on referral

Weight management sessions

Recruit physical activity champions to advocate active healthy lifestyles

Health walks and cycling Aim C4.22 - Provision of sporting activities as part of the Targeted Youth Support offer, to improve the physical health of young people identified as being at risk of offending and anti-social behaviour.

Aim C4.23 - Deliver activities for young people at the Hut in Airedale.

Aim C6.1 - Apply for external funding to develop a skate park in at King George Fields. Potential for the Hut to look to build a skate park.

Aim C6.2 - The 8 active Friends groups in Castleford area are at different stages of development and support a diverse range of greenspace sites in Castleford. Street Scene will continue to provide a comprehensive support package of expertise and resources to empower voluntary groups to develop and improve local greenspaces. The support package Street Scene can provide includes obtaining permissions and approvals: project planning and design: consultation methodology: fundraising, procurement and managing finances: project and contract management and delivery.

Aim C6.3 - (i) Support the development of a group to develop The Hut playing field Airedale. (ii) Manage and promote green leisure places such as the riverside Smawthorne marsh, parks and woods.

Normanton and Featherstone Local Area Plan Greenspace provision is patchy in some parts of the area, including the northern part of Featherstone and south east Normanton. Friends of Purston Park Group in Featherstone are now planning a number of funding applications and projects to improve the quality of the park and boating lake.

Aim NF2.5.1 Provide health based physical activity interventions. Aim NF2.5.2 To promote low cost options to access leisure facilities in the Normanton & Featherstone Area.



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Aim NF2.5.3 Promote activity programmes in Normanton & Featherstone that provide social benefit.

Aim NF2.5.6 Improve public rights of way to promote healthy lifestyles. Aim NF4.4.3 Develop new community sports facilities and library in Altofts. Aim NF5.1.4 Improve Purston Park. Aim NF5.2.2 Strategy to Improve Haw Hill Park. Pontefract and Knottingley Local Area Plan Aim PK1.4 - Integrated wellbeing and sports activities part of WDH environmental programme: (i) Youth clubs; and (ii) Sporting activities - Kingsmead Pontefract and within the Warwick area of Knottingley. Aim PK1.7 - (i) Encourage more outdoor safe “free” play opportunities (ii) Improvement to facilities at Ferrybridge Recreation Ground (Sport England „Inspired Facilities‟ funding). Aim PK2.28 - Improve quality and provision of fitness suite at Knottingley Sports Centre. Aim PK4.1 - Develop the destination parks (Pontefract Park, Valley Gardens, Kellingley and Ferrybridge) through working with „friends‟ groups in parks:

Friends of Friarwood valley gardens. Friends of Pease Park.

Carlton T.A.R.A.

Friends of Orchard Head.

Friends of Pontefract Park & Racecourse.

Friends of Lakeside Meadows Pond.

Ferrybridge Park.

Holes Lane Play Area.

Warwick Ahead Project.

Using planning gain (S106) funding where available. South East Local Area Plan Aim SE4.1.3 Implement Green Space Strategy – specifically to facilitate increased community involvement in the management of green spaces. Aim SE4.1.5 Regenerate Vale Head Park through utilisation of the Community Payback scheme. Street Scene. Aim SE4.1.6 Improve entrances to Fitzwilliam County Park Street Scene Medium Term. Aim SE4.1.7 Continue to support the activities of the Friends of Vale Head Park Group. Aim SE6.3.2 Improve Vale Head Park Street Scene Friends of Vale Head Park. Aim SE6.3.3 Engage local community in order to improve Upton Country Park. Wakefield Central Local Area Plan



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Aim WC4.11 - Improve the quality of greenspace within the Wakefield Central area by working with volunteer groups. Planned and ongoing projects with volunteers include:

Restoration of the conservatory, bandstand and amphitheatre in Thornes Park

Eastmoor Community Garden

Flanshaw Junior and Infants school - city garden within school grounds

Secret garden in Thornes Park (with Clarence, Holmfield & Thornes Park - CHAT group)

Conservatory /Glasshouse Thornes Park

Improve internal signage around the parks

Alverthorpe Road open space Aim WC4.23 - Identify priority areas of greenspace in the Wakefield Central area which require improvement.

Develop an action plan to undertake remedial actions. Wakefield North West Local Area Plan Ossett is not well-provided with local green spaces. Also, there are some urban parks where quality is relatively low, such as Outwood Grange Park and Green Park Horbury. Aim NW4.1 - Improve the quality of Greenspace within the Wakefield North West area by working with volunteer groups. Planned and on-going projects with volunteers include:

Refurbishment of bowling green and tennis courts at Reid Park, Horbury Bridge.

Redevelopment of play area in Gawthorpe. Aim NW5.3 - Support voluntary and community groups to apply for external funding to develop community facilities and to rejuvenate key parks including:

Rejuvenated bowling and tennis facilities in Reid Park, Horbury Bridge.

Illingworth Park, Ossett.

Former Lofthouse Colliery Site. Wakefield Rural Local Area Plan Aim WR1.14 - Develop the key development site of the Bretton Estate – (i) determine planning applications; (ii) secure hotel operator; (iii) emergency works to dams.

Aim WR3.8 - To work with local community groups to secure external funding to improve the following community facilities:

Renovate BMX track at Betty Eastwood Park, Crigglestone.

Aim WR3.9 - To provide technical and external funding advice to local people regarding their proposal to regenerate the Havercroft skate park. Aim WR3.10 - Support Walton Community Centre to apply for external funding to purchase a MUGA and other sporting equipment. Aim WR3.11 - Introduction of play area in Kettlethorpe at the rear of the former Standbridge School. Aim WR4.4 -To explore external funding options with regards to rejuvenating key parks within Wakefield Rural including Manygates Park.



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Appendix 3 Document List Wakefield Local Development Framework Core Strategy DPD, April 2009

Wakefield Local Development Framework Development Policies DPD, April 2009

Central Wakefield Area Action Plan, June 2009

Wakefield Local Development Framework Site Specific Policies Local Plan, September 2012

Wakefield Playing Pitch Strategy 2010 -2030

Wakefield Play Strategy 2007 - 2017

Wakefield Sport and Active Lifestyle Strategy, May 2007

Wakefield Council Leisure Review Final Report, January 2014

WMDC Local Assessment of Swimming Pools Facilities Planning Model, 2012

WMDC PPG17 Indoor Sports Facilities Strategic Plan Final Report, 2007

Our Wakefield State of the District Report, April 2013

Our Wakefield State of the District Report, April 2014

Wakefield Infrastructure Study 2010

Wakefield District Flood Risk Management Strategy 2006-2012

Wakefield District Preliminary Flood Risk Assessment, June 2011

Calder Valley Strategic Flood Risk Assessment 2008

Humber River Basin Management Plan 2009 (Environment Agency)

Don, Aire and Calder Catchment Flood Management Plans (Environment Agency)

Draft Cycle Strategy for Wakefield, October 2012

Cycle Strategy for Wakefield 2013

Wakefield District Rights of Way Improvement Plan, September 2007

The Natural Environment Evidence Base for Yorkshire and Humber, 2011

Wakefield District Greenspace Audit, April – July 2010

Draft Wakefield Greenspace Strategy 2013 - 2018

The Wakefield District Greenspace Strategy 2004 – 2009

Wakefield Metropolitan District Greenspace Audit, March 2004

Wakefield Metropolitan District Greenspace Evidence Document, May 2004

Wakefield Green Infrastructure Plan, October 2010

Leeds City Region Green Infrastructure Strategy, August 2010



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Fresh Aire Programme, 2014

Yorkshire and Humber Green Infrastructure Mapping Project (Natural England)

Wakefield Draft Rural Strategy 2009 – 2012, October 2009

Wakefield District Jobs and Growth Plan 2012 - 2017

White Rose Forest Growing with the Leeds City Region Partnership Strategy 2009 - 2012

A Tree and Woodland Strategy for Wakefield District 2004 – 2009

Wakefield Urban Tree and Woodland Strategy, 2012

Landscape Character Assessment of Wakefield District, October 2004

West Yorkshire Historic Landscape Character Assessment 2014

Wakefield District Local Biodiversity Report and Habitat & Species Action Plans, April 2001

Wakefield District Local Biodiversity Report Habitat & Species Action Plans, 2011

A Green Plan for Wakefield District, July 1995

Wakefield Disused Railways Strategy, November 1994

Wakefield Countryside for Leisure Plan, October 1979

Reclamation Wakefield‟s Strategy and Programme 1996/97

Castleford Growth Delivery Plan

Featherstone Delivery Plan

Knottingley Delivery Plan

Normanton Delivery Plan

Pontefract Central Area Master Plan

Westfield Lane Improvement Area Master Plan

Wakefield Kirkgate Master Plan

Wakefield Civic Quarter Master Plan

Castleford Local Area Plan

Normanton and Featherstone Local Area Plan

Pontefract and Knottingley Local Area Plan

South East Local Area Plan

Wakefield Local Area Plan

Wakefield North West Local Area Plan

Wakefield Rural Local Area Plan

Documents

A NEW VISION FOR DEVELOPING WAKEFIELD DISTRICT Leisure, …€¦ · The Local Development Framework (LDF) consists of a series of documents that will guide the use of land and new