Westfield Regeneration Strategy - Sheffielddemocracy.sheffield.gov.uk/Data/Cabinet/20091209... · The largest employment sector for people within Westfield is manufacturing, followed

Sheffield City Council

Westfield Regeneration Strategy

DRAFT

May 2009

WESTFIELD REGENERATION STRATEGY

May 2009

Client:

Sheffield City Council

Children and Young Peoples Directorate

Derwent House

150 Arundel Gate

Sheffield

S1 2JY

Tel: (0114) 273 5660

Fax: (0114) 2735854

Client Contact: Mark Peat

Prepared By:

Focus Consultants (UK) Limited

Focus House

Millennium Way West

Phoenix Business Park

Nottingham

NG8 6AS

Tel: (0115) 976 5050

Fax: (0115) 979 5151

Email: [email protected]

Focus Lead: Ian Stevens

DOCUMENT CONTROL SHEET

Client: Sheffield City Council

Project:

Westfield Regeneration

Title: Westfield Regeneration Strategy - DRAFT

Authorised by: Ian Stevens

Position: Director

Signature:

Issue: 1

Date: 15th May 2009


1245/Regeneration Strategy May 15th – combined CM 1 May 2009

CONTENTS

Page Nr

1.0 Executive Summary 2

2.0 Acknowledgements 3

3.0 Background and Methodology 4

4.0 Baseline Findings 5

5.0 Resident Consultation 9

6.0 Stakeholder Consultation 21

7.0 Strategy Development 29

8.0 Strategy Vision and Priorities 37

9.0 Management Arrangements 45

10.0 Next Steps 48

APPENDICES

Appendix 1: Socio-Economic Context

Appendix 2: Strategic Context

Appendix 3: Residents Questionnaire

Appendix 4: Stakeholder Questionnaire

Appendix 5: SCC Cabinet Report

Appendix 6: Key Funding Sources

Appendix 7: Yorkshire Forward Application Form

Appendix 8: Project Ideas Proposed

Appendix 9: Project Development Format


1245/Regeneration Strategy – DRAFT - May 15th 2 May 2009

1.0 EXECUTIVE SUMMARY

Westfield Regeneration Strategy: Westfield is a community in the south of Sheffield which suffers

from extreme multiple disadvantage, often obscured by its proximity to more affluent areas. Westfield

is in the top 10% most deprived Super Output Areas nationally, the top 3% most deprived for

education and learning, and has particular problems with long term unemployment and crime.

The Regeneration Strategy for Westfield was undertaken by Focus Consultants for Sheffield City

Council, acting on behalf of the Westfield Steering Group between January and May 2009. Its purpose

is to clearly identify the main needs and priorities for action for this local area of extreme disadvantage,

and then to develop appropriate responses.

The Strategy is designed to act as a focus for the resources of the partners, act as a vehicle for

lobbying funding agencies and policy makers, and to support future applications for funding. The

Strategy has been informed by baseline and consultation exercises – a socio-economic baseline,

community and stakeholder consultation. The findings were united to produce a strategic framework to

address the issues identified.

Key Issues: The information gathered through the baseline and consultation exercises were

assembled into a SWOT analysis, supplemented by a consideration of the political environment. Key

issues were then identified:

� High levels of deprivation, particularly with regard to education, crime and employment

� Educational attainment

� Access to Higher / Further Education and skills training

� Health and access to healthcare

� Limited housing mix and tenure

� Housing for low income earners, long-term unemployed people, young people and elderly

� Crime, anti-social behaviour and the fear of crime

� The need for environmental improvements

� Community / youth engagement

� Community capacity building and involvement in decision making

� Support for young people

� Community facilities

� Access to parks and quality open space

� Leisure and recreation facilities

� Long-term unemployment

� Shopping facilities

� High proportion of people with a limiting long-term illness.

Vision and Priorities

The vision of the Regeneration Strategy for Westfield is:



A safe, attractive and healthy neighbourhood where local people can take control over their lives and

environment, and access skills and job opportunities to achieve a high quality of life.

From the key issues seven forward looking priorities were identified under the overall vision.

� Crime and Anti-Social Behaviour

� Community

� Living Environment

� Work

� Health and Lifestyle

� Housing

� Learning

Each priority was supported with indicative projects that had been identified through the consultation

process.

Next Steps

The Regeneration Strategy will only be effective if it is taken forward and delivered. To this end the

Regeneration Strategy recommends:

� Control be given to the Westfield Steering Group with local people and businesses

� Identification of an effective “project champion” to lobby and support funding bids

� Creation of a small Westfield Regeneration Team through local partners and funding

� Applications to Sheffield Economic Feasibility Fund to support project feasibility studies

� Preparation of applications to bodies identified in the funding matrix

Most particularly a funding opportunity has opened up which could be significant for Westfield, the next

Call for Proposals for the Yorkshire and Humberside ERDF Competitiveness Programme, with a

deadline of 30th June. At a minimum project development work is recommended for the identified

projects of:

� Westfield Sports Academy: supporting the development of a “sports business cluster”

� Golden Keys: community facilities and centrepiece

� Community Regeneration Team: as identified above

� Community Project Activity: revenue activities to support the Golden Keys project

� Energy Efficiency for Low Income Housing: a first for ERDF support

The bidding process is appended – projects will need to be as robust as possible in the time available

to meet the requirements of the appraisal process.



2.0 ACKNOWLEDGEMENTS

The Westfield Regeneration Strategy was produced by Focus Consultants (UK) Limited.

Focus would like to express its gratitude to the following individuals for their time, assistance and input

into the strategy:

• Mark Peat - Sheffield City Council

• Dave Capp - Sheffield City Council

• Dave Luck - Sheffield City Council

• Cllr. Gail Smith - Mosborough Councillor

• Cllr. Chris Tutt - Mosborough Councillor

• Cllr. David Barker - Mosborough Councillor

• Margaret Wilson - Westfield and Halfway TARA

• Shirley Ward - Westfield and Halfway TARA

• Shaun Nolan - Sheffield Homes

• Paul Ferguson - South Yorkshire Police

• Eric Marshall - South Yorkshire Police

• Anne Kerslake - Shortbrook Primary School

• Susan Simmons - Westfield Sports College

• Sue Proctor - Sheffield Futures

• John Burke - Sheffield Futures

• Lorraine Liddall - Westfield Health Centre

• Karl Barton - Woodthorpe Development Trust

• Headley Crane - Mosborough Miners Welfare

• Andy Sherritt - M-Cap

• Glynn Rossdale - Westfield Fish and Chip Shop

• Andy Willmore - SCC Parks

• Bill McKay - SCC Parks

• Glynn Stones - SCC Adult and Community Learning

Focus would particularly like to thank all the residents who participated in the consultation, by

answering the questionnaire or attending the consultation event.



3.0 BACKGROUND AND METHODOLOGY

The Regeneration Strategy for Westfield was undertaken for Sheffield City Council, acting on behalf of

the Westfield Steering Group between January and May 2009. Its purpose is to clearly identify the

main needs and priorities for action for this local area of extreme disadvantage, and then to develop

appropriate responses.

The Strategy is designed to act as a focus for the resources of the partners, act as a vehicle for future

lobbying of funding agencies and policy makers, and to support future applications for funding. Most

particularly here it will show that each individual project has been developed by a partnership to

address one or more aspects of a Strategy that has eight complementary and mutually reinforcing

objectives.

The Strategy was resourced by Sheffield City Council and directed by the Westfield Steering Group. It

involved:

• Socio Economic Baseline: a statistical analysis of the main social and economic data to prove

that Westfield is one of the most deprives estates in England, to highlight particular areas of

concern to address, and to form the basis for future monitoring.

• Community Consultation: run in parallel with the production of the socio economic baseline, this

was undertaken so that local people could introduce their own ideas for future priorities and project

activities. It involved on street questionnaire surveys, meetings with community groups and a

specific open day.

• Stakeholder Consultation: here all the individual constituents of the Westfield Steering Group,

and a wider network of partners were interviewed to find their concerns, their existing activities and

their priorities for the future.

All this information was then used to create a SWOT analysis, to identify key issues for action, and to

group these into areas of commonality that could lead to the creation of an integrated multifaceted

strategy. This strategy was endorsed by the Westfield Steering Group, and project ideas to deliver the

Strategy received. A funding strategy to deliver each of the key objectives of the Strategy was

produced, and a timetabled structure of future activity, along with management arrangements and next

steps.

The Westfield Regeneration Strategy was endorsed by the Westfield Steering Group in May 2009.

The remainder of this report is set out in the following sections:

• Baseline Findings

• Resident Consultation

• Stakeholder Consultation

• Strategy Development

• Strategy Vision and Priorities

• Management Arrangements

• Strategic Package

• Next Steps.



4.0 BASELINE FINDINGS

Introduction

A baseline socio-economic analysis and strategic review was undertaken to identify the issues

relevant to the Westfield area. The findings of the baseline study and the strategic context are

presented under a number of common themes, to provide a manageable way of presenting the

information:

• Employment

• Housing

• Health and Well-being

• Crime and Safety

• Education

• Transport

• Environment

• Community

• Culture and Recreation.

The full Socio-Economic Context and Strategic Context can be found in Appendices 1 and 2. This

section outlines the key findings of the socio-economic context research and how they fit strategically.

The strategy has focussed on the neighbourhood of Westfield, situated in the South-East of Sheffield.

Whilst Westfield consists of three Lower Super Output Areas, the strategy is primarily targeted towards

just one, 065C, most notably the Westfield Estate.

Employment

The socio-economic analysis shows that unemployment levels within the Westfield area are higher

than the regional and national levels. The area also has an above average level of youth

unemployment; this is particularly from within the female population. The Westfield Estate can be seen

to have a problem with long-term unemployment with numbers also above the regional and national

averages.

The largest employment sector for people within Westfield is manufacturing, followed by Wholesale

and retail trade: repair of motor vehicles. The Sheffield Economic Masterplan specifies that there is a

need for programmes aimed at tackling the underlying barriers to employment for workless and

unemployed individuals, along with ensuring that people are able to take up employment with

appropriate work-related basic skills.



Housing

In terms of housing tenure, there are over three times more properties that are rented from the council

in the Westfield Estate than at the regional and national levels. The majority of these properties are

flats, maisonettes or apartments. At a strategic level, local policy indicates that there needs to be an

improvement in the range of properties on offer, with council properties being brought up to the Decent

Homes Standard. The Sheffield Development Framework states that with regard to regeneration the

emphasis must be on design as opposed to conserving existing character.

House prices within Westfield are significantly lower than the England and Wales average yet there is

still a call through local policy that access to affordable housing is necessary, not only in terms of

ownership but also within the rental market. Even though housing in the area is generally of good

condition, with a below average number of dwellings being without central heating, the Sustainable

Housing Strategy stresses that the construction and maintenance of properties must be highly

sustainable with low impact environmental standards.

Health and Well-being

Health has been identified as a key priority within a number of local policies, including the City

Strategy, the Corporate Plan, and the South East Area Plan. Westfield experiences high rates of

residents with limiting-long term illnesses and an above average number of residents dying from

circulatory diseases.

At this current time the Westfield Health Centre is located within a temporary building after the original

building was damaged in an arson attack. One of the targets of the South East Area Plan is to relocate

Westfield Health Centre at Shortbrook School alongside a multi-agency base.

Crime and Safety

Total crime rates within the Westfield Estate are nearly three times that of the ward and the county

level, underlining why Crime and Safety is a key priority area for local policy. The socio-economic

analysis illustrates that anti-social behaviour is the biggest recorded problem; this leads to a fear of

crime amongst local residents. The Sheffield Safer Communities Partnership has set a number of

priorities for the next three years which include reducing anti-social behaviour and reducing re-

offending.

The City Strategy as part of its Successful Neighbourhoods theme prioritises reducing crime within the

city, particularly in areas where a reduction is still to be seen. The evidence highlights that Westfield is

one such area.



Education

The proportion of people aged 16 to 74 with no qualifications within Westfield is markedly higher than

the regional and national levels. According to the Indices of Deprivation the area is within the 3%

most deprived nationally in terms of education. This is linked to the fact that attainment at both primary

and secondary school levels is significantly lower than the national level.

Local policy highlights the need to increase attainment for all individuals with a particular focus on

early years and those children and groups who are at greatest risk of underachievement.

Transport

Transport is a key thread of a number of local policy documents and its importance to ensuring that all

neighbourhoods are more connected and sustainable is highlighted. The Transport Plan specifies that

Sheffield must ensure that transport is linked to health, the environment and equal opportunities. In

terms of connectivity, Westfield has very good transport links with easy access to both the bus and

tram networks ensuring that residents are able to utilise the services and employment opportunities

within the wider city area.

Environment

The availability of open and green space near to the home is appreciated locally, however the overall

quality and attractiveness of this space has been highlighted as an issue. Concerns lie with

overgrowth, litter, vandalism, fly-tipping, etc that are evident on under-used sites. There is a poor

sense of safety and security with some sites having become locations for anti-social behaviour,

vandalism and drug abuse.

Regeneration within housing areas provides a key opportunity for change and improvement. The

Environment Strategy proposes that both the built and green environments need to be enhanced –

climate change adaptation crosscuts all the objectives, including the provision of open space.

The Corporate Plan also places the protection and enhancement of the environment as one of its

priorities. This includes increasing recycling, better public transport systems and safer roads. Similarly,

environmental sustainability has become a focus of local housing strategy too, indicating that the

environment must be considered within all aspects of regeneration.

Community

The involvement of the community at all stages of the regeneration process is a key element of local,

regional and national policy. The City Strategy has the principle of Inclusion whereby all residents

must be able to take advantage of the benefits within an area. As part of the Successful

Neighbourhoods priority individuals should be encouraged to ‘participate fully in the wider life of their

communities and engage with decisions that affect their neighbourhoods’.



There is no real community facility within Westfield. Though there are rooms available on the upper

floor of Shortbrook Primary School these are only used by two local community groups – a mother and

toddler group and a Senior Citizens luncheon club.

There is a need to ensure that culture is at the forefront of development in terms of community

development with surrounding neighbourhoods and the wider city area.

Culture and Recreation

Culture is a key priority for Sheffield with the vision that the city will become a European centre for

cultural excellence and culture will contribute to the development of successful individuals, thriving

communities and a strong economy. Culture is an overarching theme that encompasses a wide range

of activities and brings together many specialist areas in a creative community, these include: sport,

leisure, play and physical activity; libraries, literature and information; parks and open spaces; and

urban design.

There appears to be a proven need within the area to increase sport, recreation and leisure

developments along with increasing the engagement in such activities.

Section Summary

The baseline findings have drawn out a number of key issues that will form the basis of the

regeneration strategy and be tested through the consultation with both residents and stakeholders.

The key issues are:

• Crime and Anti-Social Behaviour

• Housing

• Health and Lifestyle

• Education and Training

• Employment

• Living Environment

• Community.



5.0 RESIDENT CONSULTATION

Introduction

A comprehensive consultation exercise was undertaken with local residents in March and April 2009.

This involved:

• Street consultation in Westfield Centre – 18th and 19

th March 2009

• Senior Citizens Lunch Club, Shortbrook School – 19th March 2009

• Community Foundation Class, John Barnett Centre – 23rd March 2009

• Mother and Toddler Group, Shortbrook School – 23rd March 2009

• Resident Consultation Event – 31st March 2009, 2:30pm – 7:00pm.

At each of these stages a questionnaire survey was employed as the method of consultation. The

street consultation involved representatives from Focus stopping people passing by on foot through

the Westfield Centre and asking them the questions. Attendance at the Senior Citizens Lunch Club

allowed the views of older residents to be accessed. The views of young people aged around 16 – 18

were obtained from the Community Foundation class. The Mother and Toddler Group provided

access to the views of young mothers and grandparents. The main Resident Consultation Event

included additional consultation methods and these are discussed later in this section.

This results of the resident consultation are set out below in the following main sections:

• Questionnaire Survey

• Consultation Event – Post-it Note Exercise and Key Issues Postcard.

Questionnaire Survey

Residents were asked to complete a basic questionnaire which asked for residents’ likes / dislikes

about Westfield, improvements they would like to see take place and other comments. Each resident

was then asked to complete the basic monitoring information and contact details to enable them to be

entered into the prize draw. The full questionnaire can be found in Appendix 3.

A total of 80 questionnaires were completed. The demographic of those residents who responded is

as follows: 57% were female and 94% were White British. There were four residents who did not

provide the monitoring information.

Figure 1 illustrates the age demographic of all the residents consulted and showed that the majority

were aged between 36-65 years old, although a range of ages did respond to the survey.



Figure 1: Age demographic of residents consulted

Source: Resident Consultation

The results of the questionnaire survey are set out in the following sections:

• What do you like about Westfield?

• What do you dislike about Westfield?

• What would you like to see happen in Westfield?

• Other comments.

What do you like about Westfield?

The residents were asked to state what they liked / disliked about Westfield. For many of the

respondents they found it quite hard to find three things that they really liked about the area – this was

surprising as 60% stated that they actually liked living in Westfield (see Figure 2).

20%

18%

14%

28%

15%

5%

under 16

16-18

19-35

36-65

over 65

Not stated



Figure 2: Do you like living in Westfield?


The most common response to this was question was that ‘friends and family live in the area’ and that

they ‘got on well with their neighbours’. 39% of respondents stated that the proximity to friends / family

and the quality of their neighbours was something that they liked about Westfield. Linked to this was

the fact that residents had been brought up in the area and considered the area to be their home.

The second most frequent response in relation to what residents liked about Westfield was the fact

that they had easy access to a variety of shops. 31% of residents consulted mentioned the fact that

they had easy access to Crystal Peaks Shopping Centre, Morrisons or the convenience shops within

Westfield centre. This was followed by 16% who highlighted access to public transport as one of the

things they most liked about Westfield. One resident stated ‘it’s near Crystal Peaks and has easy

access to transport’. Another resident mentioned that both Crystal Peaks and Morrisons were within

walking distance of Westfield which made it a good place to live.

Some of the comments regarding what residents liked about Westfield can be found in Figure 3.

60%

14%

16%

10%

Yes

No

Other

Not stated



Figure 3: What do you like about living in Westfield?

“I have loads of friends around here.”

“Community and groups like the mothers and toddlers.”

“Quiet at the top – I overlook the playing fields.”

“A few friendly neighbours (who I know) and close to doctors and chemists.”

“Doctors surgery, shops and Post Office are very close.”

“Convenient Post Office, shops, school, green space and large playing fields.”

“Access to Crystal Peaks and Mosborough village and a good bus service in to town.”

“Nearness to supertram, shops and the view from my kitchen window down the park.”

“Pleasant out of town environment with good transport links.”

“Tram and bus service to town or 15 minutes walk to peaks or Mosborough.”


What do you dislike about Westfield?

Residents were then asked what three things they disliked most about Westfield – they were a lot

more vocal in their responses to this question. As can be seen below in Figure 4 the responses

covered a wide range of issues. The most frequent response was related to the physical state of the

area, with particular reference to the amount of litter that can be seen on the ground within Westfield

centre. This links in to comments about the run-down nature of the estate and the apparent lack of

maintenance which brings down the appearance of the area.

Over a quarter of those who filled in a questionnaire commented that one of the things they most

disliked about Westfield was that there were no activities for children to do. This mainly focused upon

younger children with regard to the lack of ‘parks’, i.e. play areas. Though the area has a vast amount

of open green space there are no specific play-areas – parks that were there in the past have been

destroyed and vandalised by teenagers who have nothing else to do. This coincides with residents

also stating that older children also have nowhere to hang out and subsequently loiter on the streets

which make these unpleasant places to be, as illustrated by the third most frequent response –

teenagers hanging around on the streets.

A number of people commented how the presence of young people on the streets, particularly by the

shops in Westfield centre, is intimidating due to them ‘hanging around’ in large groups, often being

very noisy and drinking alcohol. The youth presence also makes the centre area very unsafe at night

with a large proportion of respondents commenting that they tend to stay area from the centre at night,

particularly when it is dark. Some respondents stated that they stay away from the shops at night

because they feel unsafe and do not want to be hassled by the youth who hang around in the area

‘causing trouble’.



Figure 4: What do you dislike about living in Westfield?

“It looks dull and doesn’t attract new people.”

“Mess – smashed windows / boarded up / shops close too early.”

“Stream / public space is used as a dumping ground.”

“The general decline of the area, due to neglect by councils.”

“Don’t think Westfield gets finances other areas do – neglected.”

“Most paths are overgrown and litter is strewn all over.”

“The mess on the paths and graffiti on the underpass to peaks. The shops and health centre

are run down and look horrible. Not able to feel safe going out on the estate at night.”

“The rundown nature of the centre area through graffiti and overgrown trees and shrubs.”

“Graffiti, drugs and smoking.”

“Don’t like going to the shop at night – too many drunken boys outside shops.”

“Don’t feel safe at the shops, even with a dog – don’t come down in the dark, it’s not safe.”

“New generation doing drugs, gangs, etc.”

“Nothing for kids to do – put windows through. Youths walking the street are intimidating.”

“Uncouth children with complete lack of respect for anyone.”

“High speed motorists (get rid of the pub).”

“Kids drinking and smoking pot in the stairwells – [they] give verbal abuse if they are disturbed.”

“It’s boring – there is no entertainment.”

“No parks for kids – flattened children’s parks but not put back.”


What would you like to see happen in Westfield?

The third part of the questionnaire was there to enable residents to say what they would like to see

happen in Westfield and how the area could be improved. Some respondents were unable to put

anything down for this response as they could not think of ways to improve the area.

The most frequent responses to come from residents were those associated with environmental

improvements, primarily making the area cleaner by picking up the large amounts of litter that can be

seen all over the centre. Similarly, people wanted to see an increased level of maintenance in

Westfield so as to ensure that improvements continue to be seen and maintained. One suggestion

was to have an individual employed as a Caretaker to ensure that all aspects of environmental work

are carried out as quickly as possible. Furthermore, residents felt that grass areas needed to be cared

for better along with the cutting back of bushes to ensure they do not block pathways, the stream

needs to be cleaned all the way along it and seating / benching needs to be added to the centre area

to make it a more attractive area.



The respondents also felt that activities for children of all ages was something that was much needed

in Westfield – 35% of residents mentioned this on their questionnaires. The need for suitable play

areas with good equipment was deemed necessary for young children to use, along with areas with

activities aimed at older children, such as BMX parks, skate parks and parks with equipment for older

children. Some of the younger people consulted felt that it was important to have separate areas for

different age groups as this would prevent people vandalising equipment because they had their own

areas to use. Youth clubs were also deemed to be a good idea and a facility that was much needed in

the area to give children somewhere to go that was off the streets – this type of facility should be

available at evenings, weekends and school holidays.

An increased police presence on the streets was something else that residents felt quite strongly

about – many felt that they would not only feel safer if there was a more visible presence on the street

but agreed that this would help to reduce levels of anti-social behaviour.

Figure 5 illustrates some of the responses in greater detail that were given by local residents:

Figure 5: Do you have any suggestions about how Westfield could be improved?

“[There needs to be] something for young kids [to do] – football, skate park – [all] floodlit.”

“Stop sending social misfits to our once very nice estate. [I’ve] not heard of ANYONE being evicted

for bad or anti-social behaviour.”

“[It needs] bringing into the 21st century. [It] still looks like a 70s throwback. More funding for

community issues [and] get the youths more involved.”

“Playgrounds for youngsters in full view [so] no trees or bushes.”

“Moss Way which runs around the estate needs the speed limit enforced. Community support

officers [are needed] day and night. A regular gardener on the estate [and] convert the pub (Golden

Keys) into a youth club.”

“Somewhere for kids to play and get teenagers off the streets.”

“The work already started on the Shortbrook needs to be continued up to the old Westfield playing

fields. The overgrown trees throughout the area need cutting back or removal.”

“Centre green area needs to be more welcoming, encouraging people to spend time there.”

“Get people [i]nvolved with cleaning and clearing the rubbish.”

“Community needs local input to get community together / working together.”

“Bring back regular gardeners and litter collectors like we used to have.”

“Ongoing maintenance – playgrounds, stream, shopping area and health centre.”

“Introduce more police presence and community police on the flats to patrol at night and possibly

daytime.”

“Facilities for kids, play areas for children and something for teenagers. [Also] revamp of the shops,

clean up of graffiti and gate off walkways.”

“Somewhere for youths to go rather than standing on street corners staring trouble.”



“Improve parking on Westland Road – create bays, etc (it is virtually a one way street). Clear

pathways. Enforce better speed restrictions on Moss Way, speed cameras, etc). Traffic calming on

the estate. ‘Smarten’ the shops and public house (these are an eye sore).”

“Be selective of who comes to live here. More discipline from parents to their children (like foul

language in front of them) – to be educated in this manner.”


Other comments

Residents were finally asked if they wished to make any other comments about the area – some of

their comments can be found below in Figure 6.

Figure 6: Are there any other comments you would like to make about Westfield?

“Westfield needs to be returned to how it was in the 1970s and 1980s. More community spirit needs

to be encouraged. More developments of youth centres and activities are needed.”

“There is a lack of sporting facilities for kids.”

“Glad to see something is being done at last.”

“[It would be good] to see the council more after and taking interest in what improvements have

been made and keeping an eye [on the] general upkeep.”

“Castle [play area] needs re-tarmaccing and lines re-painted. It’s good to play football on but it is full

of glass at the minute.”

“We do have a strong friendly community who are depressed with the dismal, dowdy, untidy state of

Westfield Centre. We need to have some focal point, some goal to bring us together – a safer,

cleaner, improved community.”

“It has been left as it was built 25 years ago – no or inadequate maintenance.”


Section Summary

The comments received via the questionnaires correspond with a previous survey carried out by

Sheffield City Council in August 2008. The aim of this survey was to gain a baseline assessment of

local people’s satisfaction with life on the Estate and their priorities. It confirmed, as does this

questionnaire, that whilst most people felt safe in the day, most do not at night and in particular many

people do not feel safe to use facilities at Westfield Centre at night. Furthermore, the behaviour of

young people and respect between ages were seen as areas where there are great problems.

It was evident from the street consultation on the street that local residents found it quite difficult to

answer the question about improving the area, as they were unable to specify any actions they would

like to see taken. This does appear to indicate a community with quite low aspirations. In addition,

some residents did not wish to take part in the consultation, primarily because they felt they had

participated in previous consultation exercises and to date had seen no changes happen, therefore

feeling like their input was pointless.



Consultation Event

An open public consultation event was held at Shortbrook School on Tuesday 31st March 2009. It was

widely advertised through a number of methods. Posters that were put up in the area, and flyers were

delivered by the City Council to all local residents. Westfield College delivered flyers to their pupils

who live on the estate. Flyers were also displayed at the chip shop and the Co-Op store. Residents

were invited to come along to the event between 2:30pm and 7:00pm and give their views on how

they would like to see Westfield improved. People were asked to sign into the event so it could be

seen how many attended – 35 people signed in, although a number of others turned up but did not

sign in.

At the event local residents were asked to undertake a number of interactive activities alongside

completing the questionnaire survey. This included a ‘Post-it Note Exercise’ to highlight likes, dislikes

and improvements for Westfield and another activity for ranking the key priorities for the strategy to

show which people perceived to be the most important issues for the area.

Each activity and the results are described in greater detail below.

Post-it Note Exercise

Using three different coloured post-it notes consultees were asked to write down their likes, dislikes

and improvements for Westfield (pink = likes, green = dislikes, yellow = improvements). There were a

number of photos of the area stuck up around the room along with aerial photos of Westfield to help

prompt people in their responses. The labels were then also stuck up on the wall, thus enabling

people to read other comments and provide feedback where they felt appropriate.

The photos in Figure 7 illustrate people undertaking this activity and how the pictures looked by the

end of the consultation with all the comments on it.



Figure 7: Photographs from the public consultation event, 31st March 2009


This exercise proved very popular with the residents, particularly amongst the children who came in to

give their views. As illustrated by the photos above, residents were able to give elements that they

both liked and disliked along with suggested improvements.

The following pages illustrate a selection of comments from the residents related to different aspects

of Westfield. The coloured labels represent:

Pink = Likes

Green = Dislikes

Yellow = Improvements

Teenagers Teenagers Teenagers Teenagers hanging hanging hanging hanging

around at the around at the around at the around at the shopsshopsshopsshops

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Section Summary

As illustrated by the photographs the residents had quite a lot to say about what they disliked about

Westfield, the most frequent dislikes included the lack of activities / parks for young people, the state

of Westfield Centre and the prevalence of anti-social behaviour. Furthermore, they had a lot of ideas

with regards improvements that could be undertaken to improve the area.

Key Issues Postcard

The final activity at the consultation event gave residents the chance to say which issues they felt

were of the highest priority in Westfield. Using the list of seven priorities identified through the baseline

study, the residents were asked to rank which they felt were the three most important in Westfield. The

priorities can be found in Section 3.

Figure 8: What do you feel are the most important issues in Westfield?

Source: Community Consultation

As can be seen from Figure 9 above, the priority which the majority of people ranked as number one

was Crime and Anti-Social Behaviour – thus meaning this was the issue that residents feel most

urgently needs to be dealt with on the Estate. Out of the residents who completed a postcard, 20 felt

that this priority to be one of the most important.

The second most important priority for residents was Community, with 16 people ranking this amongst

their top 3. This was followed by Living Environment, which though it had the highest amount of

second rankings, overall it came third.

0

2

4

6

8

10

12

14

Community Anti-Social

Behaviour

Education and

Training

Health and

Lifestyle

Housing Living

Environment

Work

Key Issue

Number of Responses

1

2

3

Just ticked



Summarising the results from the postcard activity the overall ranking of key issues is as follows, with

number one being the most important.

1) Crime and Anti-Social Behaviour

2) Community

3) Living Environment

4) Work

5) Health and Lifestyle

- Housing

7) Education and Training.

Section Summary

The residents who completed the postcards agreed that the baseline findings had established the key

priorities for Westfield. The three most important priorities were considered to be anti-social behaviour,

community and living environment.

Key Findings: Resident Consultation

• Residents tended to have a lot more negative points to make about the Westfield area compared to

what they liked about it.

• The main issues that were being brought up in relation to what residents disliked were anti-social

behaviour, cleanliness of the centre area and a lack of activities for young people.

• Though residents had a lot to say about what they disliked about Westfield, the vast majority, 60%,

stated they liked living in the area.

• In terms of what residents liked about the area, many highlighted that it was the fact that friends /

family also lived in Westfield or they had been ‘brought up’ here and considered the area to be their

‘home’.

• Residents living further away from the estate centre were a lot more positive about the area stating

they felt it was quite quiet and had no problems. This illustrated an apparent divide between the

upper and lower parts of the estate.

• It became evident particularly from the consultation on the street that residents found it quite

difficult to answer the question about improving the area, as they were unable to specify any

actions they would like to see taken, which appears to indicate the low aspirations of the

community.

• Some residents did not want to take part in the consultation, primarily because they felt they had

participated in previous consultation exercises and to date had seen no changes therefore feeling

like their input was pointless.



• When asked what improvements they would like to see the primary response was linked to

environmental improvements, including cleaning up the centre area and general public realm

improvements.

• Linked to environmental improvements was a call by many residents for an increase in the amount

of activities available for young people to move them off the streets, this included youth centres and

play areas. People felt this would overall lead to a reduction in anti-social behaviour.

• An increased police presence was another issue that residents felt strongly about as this too would

help to reduce levels of anti-social behaviour.

• Overall people were positive about the strategy and the need for significant improvements to be

made in the area.

• Residents agreed with the priorities suggested for the strategy and prioritised the top three to be

crime and anti-social behaviour, community and living environment.



6.0 STAKEHOLDER CONSULTATION

Introduction

During March and April 2009, a series of face-to-face and telephone interviews were held with key

stakeholder organisations operating in the Westfield area.

These interviews were used to explore stakeholders and partners views of the Westfield area and the

key issues facing the local community. The proforma used to guide the interview sessions covered

the following three broad themes:

• What’s currently happening in Westfield

• Key issues facing Westfield

• Who should the Regeneration Strategy target?

• Potential Barriers to the Delivery of the Regeneration Strategy

• Need for Specific Community Facilities for Westfield

• Future Issues for Consideration

• Future improvements necessary.

The list of stakeholder consultees is set out below and the interview proforma included at Appendix 4.

• Westfield & Halfway TARA

• Mosborough Ward Councillors

• Sheffield Homes

• South Yorkshire Police

• Shortbrook Primary School

• Westfield Sports College

• Sheffield Futures

• Westfield Health Centre

• Sheffield City Council Parks Department

• Sheffield City Council Adult Learning

• Local business

• MCAP – Mossway Communities Project

• Sheffield Wildlife Trust

• Mosborough Miners Welfare

• Woodthorpe Development Trust.



The key findings from this stage of the consultation exercise are set out below.

What’s currently happening in Westfield

Consultees were asked what current projects and initiatives were being carried out by their

organisations at present in and around the Westfield estate. These are summarised below:

Education

• Family Learning project – based around Shortbrook Primary School with an Extended Schools

Co-ordinator. This is demand-led from the community, for parents aged 19+ and is funded by

the LSC.

Community

• Mothers and Toddlers group at Shortbrook Centre

• Senior Citizens Lunch Club at Shortbrook Centre

• Police cycle maintenance classes with young people at secondary school

• Probation Service reparatory justice scheme – painting of stairwells and handrails

• Project started by 2 members of community – sports activities, skateboarding etc for young

people

• Detached youth workers from Sheffield Futures.

Previously Westfield was a beneficiary of Pioneer funding, under the European Objective 1

programme. Through this programme, a project officer was employed and funding was available to

local community groups under the ‘Community Chest’, up to £5,000 per group.

Some small amounts of funding are available from Sheffield Homes for community projects, and from

Activity Sheffield for sports projects. Sheffield Homes also has the Challoner and Friendship

community rooms available to hire.

Key Issues facing Westfield

Consultees were asked what they consider to be the key issues for the Westfield estate. Their

responses illustrate the diverse and complex range of issues present in the area. These are

summarised below:

Strengths

• Brook – ecological and amenity benefits

• Green open space



• People are nice

• Community spirit

Challenges

• Run down physical environment

• Appearance of shopping centre

• Mound in central area affects visibility and safety

• Fly-tipping / dumping in the brook / litter

• Unemployment and joblessness – many third generation unemployed

• Low levels of literacy / numeracy

• High numbers of NEETs

• Adult education

• Falling rolls at primary school – 120 children

• Crime hotspot for anti-social behaviour and criminal damage

• Fear of crime is high

• Stairways and walkways make people feel unsafe

• Anti-social behaviour around the shopping centre and Challoner Green

• Shops not overlooked

• Key troublemakers in community can be identified

• Low aspirations and apathy of local residents

• Insular community – low confidence and self-esteem

• Lack of sense of place – out on a limb, drive through, on the edge of the city

• Consultation overload – different agencies involved, but no improvements happened

• Disaffected youth - young people hang around on the street

• Nothing to do in local area – have to travel off the estate for activities

• No play areas for young children



• High numbers of single parents, teenage pregnancies

• High rates of alcohol and drug abuse and smoking

• Chronic disease in older people

• Housing overcrowding issues

• Poverty and debt problems

• Low incomes

• Pockets of deprivation

• Has not attracted funding compared to other deprived areas of Sheffield - neglected

Stakeholders were also asked to comment on the relative importance of the identified 7 key issues for

Westfield and prioritise the top 3.

The issues that were ticked most by the consultees were Education, Crime, Community and Work.

The next most commonly mentioned were Health and Living Environment. Housing was not ticked by

any of the consultees.

Those that were most often ranked as the number one priority were Education and Community,

followed by Crime.

There was general agreement that the 7 identified key issues have been correctly identified, and these

were the right areas to be targeted.

One consulted pointed out that “if you get education right, this will decrease crime”. Another

commented on the “acceptance of the community – lack of education and aspiration for their children”

and considered that people were less organised and articulate than compared to other areas of

Sheffield.

Who should the Regeneration Strategy target?

Stakeholders were asked if the Regeneration Strategy should target any section of the community in

particular.

Young People

• 10 – 12 years

• 8 – 15 year olds – the ones currently hanging out near the shops

• 16 – 25 years – after school

• Young people – focus on jobs

• Young, single parent families



Older People

• Older people – they suffer from the effects of anti-social behaviour as they are frightened to go

out

• Long-term unemployed – hard to reach

Everyone

• Everyone – the whole community

• Need to engage all different sectors of the community, and ensure young people are seen as

part of the community.

• Engage children and parents at the same time, particularly young mothers

Many consultees highlighted the need for young people to be targeted by the Regeneration Strategy.

A couple pointed out that the emphasis should not always be put on the young, as older people suffer

disproportionately from the effects of anti-social behaviour by the young.

A couple of consultees remarked:

“kids no different nowadays than before in having nothing to do.”

“The difference is that there’s no real punishment for kids – they get away with it.”

Others talked about the importance of bringing young and old in the community together, and ensuring

that young people are seen as part of the community, and not treated separately. One consultee

considered that targeting the 8 – 15 year olds were the key to getting people engaged. Westfield

College was seen as a critical partner for the teenage voice.

It was also pointed out that the Sheffield City Council motto is “Everyone Matters”, so the

Regeneration Strategy should target all sectors of the community.

Another consultee made the comment that:

“agencies make decisions on people’s behalf – they need to be involved”.

The Regeneration Strategy therefore needs to be inclusive, and allow all sectors of the community to

participate.



Potential Barriers to the Delivery of the Regeneration Strategy

Stakeholders had a number of comments to make around potential barriers that could influence the

delivery of the Regeneration Strategy. These are set out below:

• Lack of funding – especially in current economic climate

• Lack of trust in Sheffield City Council – local perception is that nothing has been done for the

estate in 35 years, so there is a lot of work that SCC needs to do to address these perceptions

• Transparency – ensuring information gets to all people involved

• Lack of co-ordination between different SCC departments – “too many cooks” – need to work

together more

• Different control over green spaces – Parks Department, School and Sheffield Homes – makes

co-ordination of maintenance regimes difficult

• Communal areas need to be better maintained – have been allowed to run down

• Cannot rely on community involvement.

• Need to get more local people on the TARA

The potential barriers identified highlight the need to ensure co-ordination and transparency in the

delivery of the Regeneration Strategy, particularly regarding the City Council’s role, and the different

departments involved.



Need for Community Facilities for Westfield

Stakeholders were asked if there was any need or demand for specific community facilities or services

in Westfield. Stakeholders felt that there were a number of opportunities for developing community

projects. These are summarised below:

• Community centre for everybody, from 0 to 90 years

• Community building where young and old can communicate

• Youth club within a community setting

• Activities – drama group, bingo night, dance group

• Gala Day to encourage community spirit

• Lifestyle centre – like in Beighton

• Project Development Worker for the community

• Good facilities for delivering learning

• Adult education classes

• Community facility with computer suite and general learning room

• Play areas for young children to play safely

• Activities for children

• Activity based – BMX park

• Recognise that not all children want to play sport – give children confidence through dance and

drama

• Up-to-date facilities for young people e.g. computer games, mixing desks, café

• DJ and music-based projects

• TARA needs young people to participate

• Sports leadership courses for young people – target trouble makers

• Needs subsidised or free provision for all young people – not just single parents

• “Friends group” to help maintain open spaces

• New dedicated member of staff to be based on site and deal with open space maintenance –

community ranger type role

• CCTV

• More police on foot patrol needed

• Target most prolific young trouble makers – intensive programme to work with them



• Integrating the health centre back into the main centre will make it more involved and provide

more trade for the shops

• More local health facilities and services, so that residents don’t have to travel to hospital

• Projects to tackle alcohol and drug abuse

• Teenage pregnancy education project

• Child mental health issues

• Credit union – address debt problems, financial education

• Citizens Advice outreach service

Some of the locally-based consultees referred to the fact there used to be a community centre at

Shortbrook. Activities would be held every night, such as bingo, clubs and sports. There was a very

popular Friday night disco from 7 till 9pm, for children between 5 and 14 years. This was the sort of

thing they would like to see again. Action was needed to: “make the estate proud – make it clean”.

Another consulted pointed out that it was important to start the building work at Shortbrook because:

“as long as this is not sorted, it sends a message to the community that they are not worth it”.

Future Issues for Consideration

Stakeholders commented on some issues that need to be taken into account for the development of

the Regeneration Strategy and future action in Westfield. These are set out below:

• The primary school has a key part to play as a central presence in the area – local people relate

to the school

• If you improve the primary school, this improves the whole community

• The secondary school is key to engaging young people

• The Assistant Headteacher at Westfield College has been tasked to work on community

cohesion issues

• TARA want to be involved in every stage of the Regeneration Strategy as they are the only

current group representing the community

• Need to get community involved and their own ideas used instead of other people’s opinions

• Need communication between stakeholders on what is happening in the area

• Break down barriers in the community

• “general feel good factor needed – put the community spirit back”



• The age profile of Westfield tenants younger than on other estates due to type of

accommodation available

• Demand for Westfield council properties is the lowest in Sheffield’s south east area

• Fear of crime is higher than the reality of crime statistics

• PCSOs are getting to know the local children which will help to minimise anti-social behaviour

by the young

Key Issues: Stakeholder Consultation

The findings from the consultation with stakeholders will inform the way forward for the Westfield

Regeneration Strategy. The consultation with stakeholders has revealed the following key issues

which need to considered:

• There are many more challenges identified for the Westfield area than strengths.

• The strengths of the area are its green spaces and the local community.

• The main challenges for the area focus on education and employment issues, as well as crime

and anti-social behaviour and the physical environment around the Shortbrook centre.

• The main issues for action were identified as Education, Crime, Community and Work.

• Low aspirations of local residents were highlighted as a barrier to delivering the Regeneration

Strategy.

• The work of Sheffield City Council departments needs to be better co-ordinated.

• Communication with stakeholders and transparency is important.

• The local community must be involved in the development and delivery of the Regeneration

Strategy.

• Although young people were highlighted as a particular focus for action, it was recognised that

bringing young and old in the community together is crucial.

• The need for a community centre was identified – to cater for all ages – to provide a range of

activities, including learning space.



7.0 STRATEGY DEVELOPMENT

This section outlines the approach that has been taken in developing the Regeneration Strategy. It

assimilates the information gathered through the baseline exercise and consultation with residents and

stakeholders and sets out the key issues that the strategy needs to address, identifying common

themes and areas of focus.

The following key stages were followed in developing the strategy:

• SWOT analysis

• Political Factors

• Key Issues for Westfield.

Swot Analysis

The information gathered through the baseline exercises and the consultation has been brought

together into a SWOT analysis looking at Westfield’s strengths and weaknesses as well as the

opportunities and threats facing Westfield in the development and delivery of the Regeneration

Strategy.

STRENGTHS WEAKNESSES

• Availability of green open space

• Low property prices

• High use of public transport by residents

• Public transport links

• Health centre

• Primary and Secondary School in the area

• Local shopping facilities are within walking

distance

• Majority of accommodation managed by

Sheffield Homes – interested, concerned owner

• Housing brought up to Decent Homes Standard

in 2003

• Committed council

• Leisure facilities at Westfield School

• Residents / neighbours

• Residential areas away from the centre are

relatively quiet and peaceful

• Good access to motorways and link roads

• Strong sense of place by local people –

commitment to the future of the area

• High levels of deprivation

• Run down shopping facilities

• Lack of range of household types / tenure

• Below national average GCSE level and

Primary School attainment

• Above average levels of unemployment

• Lack of quality employment opportunities

• Engagement with youth

• High levels of long-term unemployment

amongst males

• Low skills and learning

• Poor mix of housing tenure

• Community facilities

• Public realm – lack of cleanliness around

the centre area / front of the shops

• High level of population with a limiting long

term illness / claiming Incapacity Benefit

• Centre area is perceived as a ‘no go’ area

after dark

• High levels of crime and anti-social

behaviour / drug and alcohol use

• Lack of post-16 education facilities and

access to local training providers

• Shortage of activities for children and

young people

• Perceived lack of police presence



OPPORTUNITIES THREATS

• New health centre

• Strengthen retail offer

• Improve public realm to make it safer,

particularly around shops

• Community and youth facilities

• Engagement and involvement of local people at

all levels of planning process

• Increase educational attainment at both primary

and secondary school level

• Training opportunities for unemployed to

increase job prospects

• New jobs through sporting strengths and future

possibilities

• Green space – leisure facilities

• Redevelopment of the Old Westfield School

playing fields

• Employment opportunities

• Possible new social enterprises creating quality

employment opportunities

• Local community keen to get involved

• Opportunities for healthy activities

• Investment in housing

• Develop partnerships to tackle estates

problems

• New housing that reaches the ‘Homes for Life’

standard

• Children’s centre / crèche

• Improved police presence

• Encourage enterprise and social enterprise

• Community clean up programmes

• Poor educational attainment at both

primary and secondary school level

• High levels of long term illness

• Affluence of surrounding area distorts

extent of problems within the area

• Fear of crime and anti-social behaviour –

particularly around the centre

• Lack of community / youth engagement

• Cycle of deprivation

• Fragile global economy

• Lack of facilities / services to improve skills

base of population

• Lack of employment opportunities

• Limited housing mix and tenure

The aim for the Regeneration Strategy is to build on the strengths and opportunities of the area, and

address the weaknesses and threats, in order to ensure that real improvements are put in place for

the Westfield estate.

Political Factors

As well as looking at the strengths, weaknesses, opportunities and threats identified through the

baseline, it is important to identify regional political factors impacting on Westfield, as these will also

influence the vision of the Regeneration Strategy. This section therefore provides a short summary of

the local and regional political framework within which the strategy will operate.



Yorkshire Forward

Yorkshire Forward is the regional development agency for the Yorkshire and Humber region. There

are nine such agencies in England, and each is tasked with improving the economy in its own

particular region. The vision of Yorkshire Forward is that they want the region to be a ‘fantastic place

to live, work and invest’. To achieve this they have three overarching aims:

• Supporting people

• Helping businesses

• Improving places.

Together, these three aims will help the region to achieve sustainable development. It will ensure a

long-term approach is taken to assure business success and a high quality of life, whilst protecting

and enhancing the environment.

Yorkshire Forward activity is driven by the strategic framework of the Regional Economic Strategy. In

setting the priorities of the strategy, complementarity with the Regional Economic Strategy was a key

consideration and ability to deliver Yorkshire Forward outputs was built into the strategy’s project

selection criteria.

Yorkshire and Humber Assembly

Regional Assemblies were set up as part of the UK Government’s move towards the establishment of

elected regional government. The Yorkshire and Humber Assembly is one of eight established in

England outside of London. The Yorkshire and Humber Assembly is a partnership of all local

authorities in the region and representatives of various economic, social and environmental sectors, it

works with Yorkshire Forward and partners to deliver the Regional Economic Strategy.

The full Assembly is responsible for providing regional leadership, agreeing regional strategic

priorities, directing the development of the Integrated Regional Framework and endorsing key regional

strategies.

Its further roles and responsibilities include uniquely bringing together stakeholders representing the

region’s five million residents to tackle challenges facing Yorkshire and Humber. This work includes

helping to ensure a strong and vibrant regional economy, delivering sustainable improvements to

quality of life and the environment and enhancing the region’s growing stature on the national and

international stage.

Sub-regional – South Yorkshire

Yorkshire Forward are tasked with growing the economy of Yorkshire and Humber as a whole,

however, they also have geographical offices. The South Yorkshire team helps Yorkshire Forward to

stay in touch with people and businesses at a more local level, and maintains close working

relationships with their partners.



The South Yorkshire team work directly with partners to deliver the economic and community

regeneration which are needed to meet the challenges as set out in the Regional Economic Strategy.

They are currently helping to invest over £80 million a year of government funding across their three

priority areas:

• Urban / rural renaissance

• Business and priority-sector development

• Connecting communities to new opportunities.

Sheffield First Partnership

Sheffield First Partnership is the Local Strategic Partnership for Sheffield and was formally recognised

by Government in February 2002. Its purpose is to coordinate the work of different agencies and

initiatives and to bring together a wide range of organisations to make Sheffield a successful city and

provide better lives for people who live there. Sheffield First Partnership helps to maximise effort and

coordinate activity so improvements happen faster.

It brings together the public, private, voluntary, community and faith sectors in order to:

• Identify the key issues facing Sheffield and address them

• Develop a widely supported vision for the city, produce a strategy to deliver it and make sure it

happens

• Present a united view to Governments (UK and European) to attract the support and resources to

do what needs to be done.

The Partnership Board is responsible for setting the City Strategy together with the ambitious goals for

the transformation of Sheffield, and oversees the development and collective performance of the

Sheffield First ‘family’ of partnerships – of which there is ten.

The Regeneration Strategy will be influenced by the City Strategy whilst simultaneously feeding in to it

by helping to achieve its vision and objectives.

Summary

The political framework set out above has been important in setting the Priorities of the Strategy and

guiding the scoring criteria used to select projects for inclusion in the Strategy.

Key Issues for Westfield

With all the key facts known about Westfield contained within a SWOT analysis, and the key political

factors identified, the next stage was to identify areas of commonality so that all this information could

be used to inform key issues for the strategy to address.



The SWOT was the key tool in this process and was used to identify 19 key issues. These are:

• Educational attainment

• Access to Higher / Further Education and the local provision of courses and facilities

• Skills training to improve the skills base

• Health and access to healthcare

• Reduction in people claiming disability based benefits


• Housing for low income earners, particularly long-term unemployed, young people and elderly

• Crime and anti-social behaviour � fear of crime

• Public realm improvements

• Community / youth engagement and capacity building

• Community involvement in decision making

• Support for young people

• Community facilities

• Access to parks and quality open space

• Leisure and recreation facilities

• High levels of long-term unemployment, particularly within the male population

• High levels of deprivation, particularly with regard to education, crime and employment

• Shopping facilities

• High proportion of people with a limiting long-term illness.

The relationships between the strengths, weaknesses, opportunities and threats identified within the

SWOT analysis and the key issues are shown below.

KEY ISSUE COMMON STRENGTHS, WEAKNESSES,

OPPORTUNITIES AND THREATS

Educational attainment • Below national average primary school

achievement

• Lack of post-16 education facilities

• Primary and secondary school in the area

Access to Higher Education / Further

Education


• Access to local training provision


base of population

Skills training to improve skills base • Access to local training providers


base of population

• Training opportunities for the unemployed to

improve their job prospects





Reduction in people claiming disability

based benefits

• High levels of the population living with a

limiting long-term illness and / or claiming

Incapacity Benefit

Housing for low income earners • Lack of a range of household types and tenure

• New housing that reaches the Homes for Life

standard

• Investment in housing – Decent Homes

Standard

Limited Housing Mix and Tenure • Lack of range of household types and tenure

• Limited housing mix


Sheffield Homes

Fear of Crime • Centre area is perceived as a ‘no-go’ area

after dark

• High levels of crime and anti-social behaviour

• Improved police presence

Public realm improvements • Public realm improvements (lighting, CCTV,

graffiti) – particularly outside shops to make

them safer

• Centre area is perceived as a ‘no-go’ area

after dark

Community facilities • Lack of community facilities


Access to parks and quality green space • Availability of green open space

• Improve quality of parks and green open space

• Redevelopment of the Old Westfield School

playing fields

Leisure and recreation facilities • Leisure facilities at Westfield School


• Opportunity for healthy activities

Local labour supply issues • Above average levels of unemployment



• Fragile global economy

Lack of affordable housing • Low property prices


Sheffield Homes

A high proportion of people with a limiting

long-term illness

• High levels of the population living with a

limiting long-term illness or claiming Incapacity

Benefit

Community engagement and capacity

building


• Lack of community facilities

• Develop partnerships to tackle estates

problems





• Engagement and involvement of local people

at all levels of the planning process

Support for young people • Engagement with youth

• Access to Higher and Further Education



Shopping facilities • Run down shopping facilities

• Local shopping and medical facilities

Health and access to healthcare • Health centre

• Chemist on strip of shops

• Opportunities for healthy activities

Deprivation • High levels of deprivation

• Cycle of deprivation

• Affluence of surrounding area distorts the true

deprivation

High levels of long-term unemployment • Lack of quality employment opportunities

• High levels of unemployment, including long

term unemployment, particularly amongst

males

• Opportunities for new business creation, self

employment and social enterprise

In establishing the priorities for the Strategy, common or linked issues were grouped together to

identify areas of commonality. This process highlighted that there were seven common areas under

which all the issues could be addressed. These are the same areas illustrated at the end of the

baseline findings, which have now been further reinforced by the consultation process. The

overarching priorities are:

• Crime and Anti-Social Behaviour

• Community

• Living Environment

• Work

• Health and Lifestyle

• Housing

• Education and Training.



The table below shows the relationship between the key issues and the seven priorities that will make

up the Strategy.

PRIORITY KEY ISSUES ADDRESSED

Crime and Anti-Social Behaviour • Fear of crime


Community • Community facilities

• Community engagement and capacity building

• Community involvement in decision making


Living Environment • Public realm improvements

• Access to parks and quality green space


• Shopping facilities

• High levels of deprivation

Work • High levels of long-term employment

Health and Lifestyle • Health and access to healthcare

• Reduction in people claiming disability based

benefits

• A high proportion of people with a limiting long-

term illness


Housing • Housing for low income earners


Education and Training • Skills training to improve skills base


• Access to Higher / Further education



8.0 STRATEGY VISION AND PRIORITIES

The Westfield Regeneration Strategy will provide a framework for the future economic development of

Westfield. It has been developed from an examination of the key issues identified from the socio-

economic analysis, strategic review and consultation with local residents and key stakeholder

organisations. This section sets out the vision for the Regeneration Strategy and the key priorities for

action.

Throughout the Strategy are a variety of “Keystone Projects” - those that have been developed to date

by partners in parallel with the overall Strategy as early responses to the needs of the area. They are

strategic interventions designed to have both immediate and lasting impacts, have been developed in

full consultation with local people, and have progressed to an advanced stage.

The vision for the strategy is:

A safe, attractive and healthy neighbourhood where local people can take control over their

lives and environment, and access skills and job opportunities to achieve a high quality of life.

The Strategy has seven priorities:

• Crime and Anti-Social Behaviour: to support young people through projects to encourage them

off the streets and reduce the fear of crime amongst residents.

• Community: to enable people of all ages to play an active part in the development of their

community, whilst providing access to key services to enhance people’s quality of life.

• Living Environment: to create a built and green environment that is safe, clean and sustainable

which is accessible to people of all ages and abilities and will lead to a reduction in deprivation.

• Work: to support local people back into jobs within the local labour market and reduce the number

of people claiming unemployment benefits.

• Learning: to ensure that all people have the skills and qualifications required to help them succeed

in a job by improving educational attainment and access to skills training.

• Health and Lifestyle: to encourage people to become more fit and healthy through improved

access to leisure and recreation facilities, enhanced health services and greater support for those

claiming disability related benefits.

• Housing: to ensure that there is a mix of housing type and tenure, an availability of affordable

housing and all homes are of a decent standard.

Each of these seven priorities is outlined on the following pages, setting out the rationale for its

inclusion, they key issues it will address, key projects that can be taken forward, a target position for

action, and its relationship to the rest of the strategy.



Priority One: Crime and Anti Social Behaviour

“To reduce the high levels of crime and anti social behaviour in Westfield, and eliminate the

fear of crime experienced by local people”

Local people identify strongly with the Westfield area, and are committed to its future. One of their

highest priorities in looking to the future is to lower the high levels of crime, fear of crime and anti

social behaviour that currently trouble the estate. As seen in the socio economic analysis crime rates

on Westfield are three times that of the ward in total, and this represents a fundamental issue for the

regeneration of the area – without tackling this the ultimate aim of regenerating the estate cannot be

achieved. The police are committed to addressing the issues, stressing that the principal problems

are not serious, violent or organised crime. However they it is recognised that the high levels of

antisocial behaviour, particularly amongst young people, seriously impacts on the local community.

Key Issues:

• Centre area is perceived as a ‘no-go’ area after dark


• Improved police presence.

Key Projects:

• Mentoring young people

• Environmental works to remove known gathering areas and trouble spots

• Increased police presence

• Positive role models for young people

• Provision of more opportunities for young people

• CCTV in key areas

• Neighbourhood Watch.

Baseline position: within five years to have levels of crime within Westfield on a par with neighbouring

areas of Sheffield

Relationship to other priorities: the crime and antisocial behaviour priority underpins all other areas of

the strategy, as it is the fundamental yardstick by which the future for Westfield will be judged.

Success in this priority will underpin all subsequent activities and provide the main building block for

successful regeneration.



Priority Two: Community

“To give local people the responsibility, and the resources to take control of their future, and to

ensure Westfield has local facilities to meet the needs of the community”

During the consultation undertaken for the Westfield Regeneration Strategy people were for the most

part articulate and enthusiastic, making a substantial contribution. Others mentioned in passing that

they did not feel it was worth getting involved as they had been consulted many times in the past and

at no point had it amounted to anything substantial.

Success in the delivery of the Westfield Strategy will be largely driven by harnessing the skills and

knowledge of local people and applying this to the next steps – giving the community the chance to

control its own affairs, decide on priorities and take action. It will also depend on equipping the local

area with the facilities it needs – for young people, for community groups, and by improving the sports

and leisure offer.

Central to this will be the constituted Westfield Steering Group. Largely driven to date by necessity by

key stakeholders this will be expanded to include more local people, more community groups, and

because of the importance of future jobs, local business people. The Steering Group will then need

adequate resources and capacity to take forward the strategy and begin to shape and deliver project

activity, and to lobby key funding agencies and policy makers.

Key Issues:





• Develop partnerships to tackle estates problems

• Engagement and involvement of local people at all levels of the planning process.

Key Projects:

• Neighbourhood support managers

• Family support

• Capacity building training

• Westfield fun day

• Pioneer work

• Play areas and activities for young people

• Westfield Sports Academy

• Golden Keys Community Centre - meeting places for communities

• Working with young people

• Pre and post 16 years training

• Annual tenants trips

• Community newsletter – publicity and awareness

• Volunteer opportunities – intergenerational initiatives.



Keystone Project – Golden Keys Youth and Community Centre: the consultation and needs

analysis highlight the need for positive life choices to be highlighted to young people, and for more

community empowerment and community facilities. To facilitate this Sheffield City Council has been

successful in securing funding from the Department of Children Schools and Families to buy and

convert the Westfield pub the Golden Keys. Further investment to complement this will be needed,

and once completed the £1 million project will be a youth centre, a meeting place for community

groups and a home for project activity. Through renovation and external landscaping the Golden Keys

will also make a major positive statement in improving the local environment.

Keystone Project – Westfield Regeneration Team: taking forward the Regeneration Strategy will

require resources and the active involvement of local communities. Strategic direction will be provided

by the Westfield Steering Group, but help will be needed to undertake the detailed project

development and implementation work. To undertake this a 2 person Regeneration Team will be

created to build capacity amongst local community groups, to carry out the instructions of the Steering

Group, undertake project development / feasibility studies, maintaining links between the partners,

holding regular consultation with residents and helping partners with projects. The team will prepare

application for feasibility study funding from the Yorkshire Forward £875,000 Economic Feasibility

Fund, and will also be responsible for overseeing the monitoring and evaluation of the Strategy.

Baseline position: within 5 years to remove Westfield from being in the top 10% of most deprived

national Super Output Areas

Relationship to other priorities: this priority provides the governance for the remainder of the strategy.

Successfully implemented it will give local people control over the strategy, choosing priorities for

action, developing and delivering project activity, controlling resources and lobbying key agencies.



Priority Three: Environment

“To create a built and green environment that is safe, clean and sustainable and accessible to

people of all ages and abilities”.

Size and variety of open space is one of the major strengths and opportunities of the Westfield estate,

but at the same time this is undermined through underuse, lack of facilities, overgrowth, litter,

vandalism and tipping. This detracts from the appearance of the estate, underlining its socio

economic problems, but also deprives the area of a considerable resource that could be used to

engage young people and help to build new employment opportunities.

Environmental improvement is a key theme of many of the major strategies that cover the Westfield

area, including the City Council Corporate Plan, the local housing strategy and the Environment

Strategy. It is also an issue at the forefront of local people, emerging as a major priority through the

consultation process. People felt in particular there was a major opportunity to provide facilities and

quality space for young people, giving these an outlet for sports, play and meeting, all of which would

help to reduce antisocial behaviour and crime, and reinforce the perception of a positive future.

Key Issues:

• Availability of green open space

• Improve quality of parks and green open space

• Redevelopment of the Old Westfield School playing fields

• Leisure facilities at Westfield College


• Opportunity for healthy activities

• Public realm improvements

• Access to parks and quality green space


• Shopping facilities.

Key Projects:

• Green areas in front of the shops

• Flattening the mound in front of the shops

• Clear the brook

• Culvert section of Short Brook

• Creation of a “green gym”

• Community allotments and gardens

• Extension of shop canopy

• Removal of Challoner staircase

• Improved lighting throughout estate

• Westfield School Playing Fields

• Community based environmental regeneration project.



Baseline position: the potential for positive action on xx hectares of open space in the local area.

Relationship to other priorities: the Environment priority both provides the setting for the remainder of

the capital and revenue activities of the Strategy, but also acts as a barometer for the overall climate

of the area. A clean and well presented set of open spaces, providing leisure and potentially work

opportunities for local people will be indicative that the regeneration strategy is being successfully

implemented.



Priority Four: Work

“To support local people to secure and sustain quality jobs in the local labour market, to

attract wealth and spending power to Westfield, and reduce the number of people claiming

unemployment benefits.”

Westfield is an island of multiple deprivation set within a surrounding locale of relative affluence. The

estate is one of the most deprived in England, being in the top 7% of problematic Super Output Areas,

and one of the top 3% with education. The area scores very poorly on indicators of employment,

health and crime – with high unemployment, youth unemployment and long term unemployment.

Helping people into jobs will have a fundamental effect on the area – it will restore self esteem,

generate new wealth, introduce new spending power into the estate and give young people the

chance to see a positive future for themselves. This will though need significant support in many

areas. Opportunities exist locally – Westfield is on the doorstep of the Crystal Peaks shopping centre

and is on the main tramline into Sheffield, but there is also significant scope to create new sources of

job opportunities though self employment, new business start up and through attracting new types of

employers. The planned Sports Academy at the old Westfield Secondary School offers exciting

potential here by introducing career prospects in a new dynamic and growing sector particularly

attractive to young people – and one that is particularly supported by the Yorkshire and Humberside

Competitiveness Programme.

Key Issues:


• High levels of unemployment / long term unemployment, particularly amongst males

• Opportunities for new business creation, self employment


• Fragile global economy.

Key Projects:

• Pre start support

• Information, advice and guidance

• Outreach services for IAG

• Young enterprise

• Social enterprise workshops

• Westfield Sports Academy

• Business mentoring.

Keystone Project - Westfield Sport Business Centre: the business possibilities of sport are

becoming increasingly recognised in local and regional strategies as being a new high growth sector

capable of powering business success and quality jobs. In response to this, and to build on the long

track record of sporting excellence amongst the community of Westfield, Sheffield and Hallamshire

County Football Association, in partnership with Sheffield City Council have undertaken a feasibility

study into the development of a Sports Village Centre of Excellence. The land is available on the site



of the old Westfield School, the optimum project has been costed at £3,694,000 and once

implemented the project will be a driver in the creation of new local businesses, local jobs and major

personal training opportunities – all key elements of the Westfield Regeneration Strategy.

Baseline position: within five years to reduce the unemployment rates in Westfield to the average for

the city of Sheffield.

Relationship to other priorities: the Work priority, alongside skills and training, is the vehicle for

addressing the economic conditions of the Westfield estate, and creating the conditions for a

prosperous future. It therefore complements and extends the social, health and community aspects of

the Strategy.



Priority Five: Learning

“To provide people with skills to maximise opportunity, and to create an area with a reputation

for high educational achievement and support for lifelong learning.”

The education and skills position of Westfield Estate is the single most prominent indicator in

determining the deprivation of the area – it is in the top 3% across all England’s Super Output Areas.

Almost half of the population have no qualifications, and of the remainder the majority have attained

Level 1 and 2 NVQ.

Performance in the schools of the area tells a similar story, with both the Primary and Secondary

schools comparing unfavourably against national criteria. These low levels of learning fundamentally

undermine the economic forward thrust of the Westfield Regeneration Strategy as they will limit local

people in their ability to fulfil their potential, and access opportunity. The problem is also endemic in

so far as young people inherit their parents and peers attitudes towards learning, and if they see the

older generation not treating this as a priority then they will follow suit, trapping another generation into

low educational attainment.

Providing people with skills will enable them to access the quality employment opportunities offered by

the “Work” priority, to create their own employment and to live a higher quality of life.

Key Issues:

• Skills training to improve skills base


• Access to Higher / Further education



• Below national average primary school achievement

• Primary and secondary school in the area

• Lack of facilities / services to improve skills base of population

• Training opportunities for the unemployed to improve their job prospects.

Key Projects:

• Adult training

• Adult education

• Learning for parents

• Pre-16 training

• Post-16 training

• Information advice and guidance including outreach

• Support for jobs and training

• Basic skills training

• Confidence and assertiveness training

• Getting women into work

• Encouraging enterprise and social enterprise.



Baseline position: within ten years to move Westfield out of the bottom 3% of educational achievement

in England.

Relationship to other priorities: the Learning priority particularly supports the “Work” priority in

providing local people with the skills they require to take up new quality employment opportunities. In

supporting this priority the “Learning” objective broadens the economic thrust of the Westfield

Strategy, but also addresses quality of life issues through helping people with their personal

development.



Priority Six: Health and Lifestyle

“To give people access to facilities, information and activities that promote good health as a

major ingredient of quality of life.”

As highlighted in the socio – economic analysis Westfield performs poorly against the national

average in terms of limiting long terms illnesses, life expectancy and mortality. There are also

significantly higher than the norm for Sheffield in terms of circulatory disease.

Health obviously has a major impact in terms of quality of life, and tackling these indicators is a major

local priority. Also as retention is better than cure there is a need to disseminate information,

particularly to young people, on the hazards of lifestyle choices that include drugs, tobacco and

alcohol.

Less immediately obvious, but important nonetheless are addressing health and lifestyle problems

caused by stressful financial living conditions which can be alleviated through interventions such as

the Citizens Advice Bureau, and credit unions.

Health and lifestyle in this part of the strategy means a holistic look at all the life factors that need to

be addressed on the Westfield estate, and putting in place measures than ensure these are

comprehensively met.

Key Issues:

• Health and access to healthcare

• Reduction in people claiming disability based benefits

• A high proportion of people with a limiting long-term illness


• Health centre

• Chemist on strip of shops

• Opportunities for healthy activities.

Key Projects:

• Replacement Health Centre

• Drug / alcohol / smoking counselling

• Credit Union

• Citizens Advice Bureau

• Child Mental Health

• Parenting classes

• Healthy eating

• Domestic violence support

• Fitness classes

• Alternative therapies

• Teenage pregnancy projects

• Healthy lifestyle taster days.



Keystone Project – Community Project Activity: the consultation and needs analysis highlighted

wide ranging needs from all sections of the community – family support, adult training, drug / alcohol /

smoking counseling, a credit union and mentoring for young people being a small sample. Creating

the Golden Keys Youth and Community Centre – a linked Keystone Project – will be fundamental in

providing a home for activities, and as the capital works on this progress a community project team will

be recruited with a remit to tackle the long standing needs of the area. The team will improve the

health of the community, will signpost sources of support and will particularly work to promote

community and social enterprise, developing entrepreneurial activity. The Community Project Activity

is designed to be flexible and responsive to changing needs and will be a fundamental element of the

delivery of the Westfield Regeneration Strategy.

Baseline position: within ten years to reduce the health indicators of deprivation to the averages for

Sheffield as a whole.

Relationship to other priorities: this priority directly addresses the quality of lives of local people. By

improving their health this will directly support their ability to take forward other social and economic

priorities – effectively cutting across all complementary strategy priorities.



Priority Seven: Housing

“To offer a mix of housing type and tenure, making sure all meet high standards of living and

energy efficiency.”

Westfield is characterised by high levels of rented housing, mostly flats, maisonettes and apartments.

As seen in the socio economic analysis the top priorities here are to widen the mixture of tenures, and

to raise the quality of the council properties to Decent Homes Standard, including making these more

energy efficient.

Internal and external environmental improvements are also required, particularly refreshing the look of

many parts of the estate. Quality housing is a priority for most people, and this part of the strategy is

important to get the domestic environment of Westfield correct, which will then provide a base for all

other activity.

Key Issues:

• Housing for low income earners


• Lack of affordable housing

• New housing that reaches the Homes for Life standard

• Investment in housing – Decent Homes Standard

• Majority of accommodation managed by Sheffield Homes.

Key Projects:

• Energy efficiency measures

• Stairwells and door entry

• Probation service painting

• Decent Homes Standard interventions.

Keystone Project – Energy Efficiency for Low Income Housing: as has been seen Westfield has

a significant number of low income properties – flats, maisonettes and apartments predominantly.

Government research has shown that in households of this type cost effective energy improvements

can save up to 30% on energy bills as well as reduce carbon emissions. Low income housing has a

particularly high potential for energy efficiency improvements because of the often poor condition of

buildings in this sector. Improvements such as better boilers, geothermal heat pumps and efficient

windows considerably benefit low income householders by reducing their annual utility bills.

Baseline position: Within ten years to address the 68.3% property ownership by Sheffield City

Council, to effect improvements to the stock of xx council properties, and to increase the real average

value of properties.

Relationship to other priorities: The importance of housing is to maintain the strong commitment of

local people to the area, one of the key strengths of Westfield. The domestic environment underpins



the quality of life for all local people and underpins the more outward looking facets of the regeneration

strategy.



9.0 MANAGEMENT ARRANGEMENTS

The method of delivery of the Regeneration Strategy will be key to its success. This section outlines

the proposed management arrangements to take forward the strategy. It is set out in the following

sections:

• Westfield Steering Group

• Westfield Regeneration Team

• Project Development

• Review and Monitoring

• Funding Opportunities.

Westfield Steering Group

The Sheffield Westfield Steering Group will be responsible for leading and delivering the Regeneration

Strategy. The composition of the Steering Group will be revamped to more effectively balance the mix

of stakeholders and local residents / business people. The Steering Group will be responsible for:

• Strategy development and monitoring

• Liaison with partners

• Project development

• Lobbying key funders and policy makers

• Securing funding for feasibility studies

• Coordinating grant applications

• Partnership liaison and development

• Overseeing project delivery

• Receiving reports on outputs achieved

• Strategy development

• Prioritisation.

Westfield Regeneration Team

Reporting to the Steering Group will be two officers responsible for taking the strategy forward on a

day to day basis. These will be:

• Sheffield City Council / Partnership Coordinator

• Sheffield FA Community Liaison Officer.

The funding for the Sheffield Partnership Coordinator will be secured from the Council with matching

contributions from the network of stakeholders. The FA Community Liaison Officer will be funded by

the Sheffield FA.

The two officers will service the Steering Group, preparing agendas for meetings and minuting these.

They will carry out the instructions of the Steering Group in terms of preparing applications for project

development / feasibility studies, maintaining links between the partners, holding regular consultation

with residents and helping partners with projects.



Project Development

The Westfield Regeneration Strategy is populated with good project ideas, which have all come

forward from local people or the stakeholders through the consultation process. However it is crucial if

momentum is not to be lost to convert these project ideas into actual projects through project

development, options appraisals, feasibility studies, delivery plans, business planning and other

technical implementation studies.

Yorkshire Forward has granted to Sheffield City Council an Economic Feasibility Fund to “support the

delivery of feasibility studies / works that link directly to priority physical regeneration projects”. A copy

of the Sheffield City Council Report to Cabinet February 2009 can be found in Appendix 5.

Although competition for this funding, some £875,000 over the three year period 2009 – 2012, will be

intense it is precisely this type of support that is needed for the next stages of the Westfield

Regeneration Strategy and an early priority of the Steering Group must be to make approaches to

secure funding for project development work. This can then be procured from appropriately skilled

consultancies to assist the Steering Group and the Regeneration Team.

Contact: Sheffield City Council

Review and Monitoring of the Regeneration Strategy

The Regeneration Strategy needs to needs to remain relevant and will be reviewed annually, with a

full review and consultation process being undertaken after three years.

The full review will include an update on the baseline. The baseline provides an extensive analysis of

the socio – economic conditions within the Westfield area at the start of the Regeneration Strategy

process and therefore provides a reference point that can be used to assess and evaluate the impact

of the delivery of the Strategy. The baseline will therefore form the basis from which to monitor and

evaluate the implementation of the Strategy.

The review of the Regeneration Strategy will also be informed through a programme of consultation

events which will be held with local residents and with different community groups. This will help to

ensure that the Strategy remains relevant and that new project ideas can be fed into the process.

The findings of the monitoring and review process will be reported to the Westfield Steering Group and

will inform future delivery of the strategy.

Funding Opportunities

A funding matrix identifying sources of funds for the different elements of the regeneration strategy is

set out in below. A full description of each fund and the application processes is given in Appendix 6.



As project priorities are determined and project development work undertaken to turn the ideas of the

partners into reality it will be necessary to complete grant applications for funding to each of these

sources as appropriate. This can be undertaken by the Westfield Regeneration Team or by

consultants procured using funds from the Feasibility Study opportunity.

Themes / Issues: Crime &

Anti-

Social

Behaviour

Housing Health &

Lifestyle

Education

&

Training

Work &

Enterprise

Living

Environment

Community

LAA Partners / Agencies – areas of spend / activity:

Sheffield City Council ��

South Yorkshire Police ��

Sheffield Homes

��

Sheffield Futures

��

NHS Sheffield

��

Potential funding organisations:

Yorkshire Forward

Single Pot ��

Yorkshire Forward

ERDF Comp. Prog. ��

Landfill Tax

��

CRT

��

Sport England

��

Awards for All

��

Working N’hoods Fund ��

HCA

��

Natural England

��

The following section outlines what action needs to be taken to start delivery of the Regeneration

Strategy and sets out details of a major current funding opportunity.



10.0 WESTFIELD REGENERATION STRATEGY: NEXT STEPS

This section highlights the key funding opportunity of the EU Competitiveness Programme, setting out

how it can be used to put together a package of projects for Westfield. It then sets out a timetable of

actions for partners.

10.1 Next Steps: ERDF Strategic Package Composition

In February 2009 Yorkshire Forward published the “Priority Prospectus for the European Regional

Development Fund” for April 2009 – March 2010, under the EU Competitiveness Programme. A

subject with an abundance of detail, the following gives a very short summary:

• The Programme has significant resources to encourage regeneration across the region

• All applications require confirmed match funding

• All projects must deliver prescribed outputs.

The programme priorities are summarised below with a short commentary on how these may be of

interest to the Westfield area:

Yorkshire and Humberside Competitiveness Programme

Things of interest:

Priority 1: Promoting Innovation / Research and Development

• In South Yorkshire the “Sports Cluster” is identified as a priority.

• Learning from other EU regions highlighted.

The plans for the Football Academy may have elements that could be put forward to this priority.

Priority 2: Successful Enterprise

• In South Yorkshire the “Sports Cluster” is identified as a priority.

• Social enterprises supported

• Transnational cooperation

• Crime reduction linked to business investment.

Again the plans for the Football Academy may be worth considering.

Priority 3: Sustainable Communities

• Non LEGI areas highlighted.

• Transnational proposals prioritised and not much has happened.

• Targeting “evidenced strategic frameworks identifying greatest need with holistic interventions”.

• Capital support for facilities tackling social and economic exclusion in poorest communities

• Very local business support – pre start up



• Build capacity of local and community organisations

• Energy efficiency in low income housing.

This is very likely to be the best possibility for Westfield, as the Strategy has very much community

activity at heart.

Priority 4: Economic infrastructure for Competitive Economy

• South Yorkshire only.

• Highlights need for “physical attractiveness of access routes”

• Broadband

• Public transport.

This is unlikely to match any of the Westfield projects, although there may be an outside possibility of

support for environmental improvements along visible local access routes to Sheffield.

Priority 5: Technical Assistance

• Support for “communities of interest”.

• Integration of areas into the region.

• Mentoring geographical partnerships.

• Identification of priorities and commissioning of projects

• Developing funding packages

• Advice and guidance.

Early guidance from Sheffield City Council and Creative Sheffield has indicated that Yorkshire

Forward and leading programme partners see Technical Assistance as being very much there for

supporting the staff costs of operating the Programme as a whole.

Other extracts from the Call for Proposals worth noting:

• The introduction of the “investment in energy efficiency measures for housing” is a new departure

for ERDF and has been introduced “subject to Commission approval”. Although this is a good

opportunity to address issues in the housing objective of the strategy the phrase “subject to

Commission approval”, meaning the decision needs to come from Brussels, offers the possibility of

long delays.

• Whilst the Call for Proposals is open ended until the end of March 2010, those parts of it most

applicable to Westfield – the Priority 3 Sustainable Communities and the possible low income

housing – need to be submitted by 30th June 2009.

• The programme stipulates a minimum threshold of project activity which is £1,000,000 of ERDF in

all Priorities except Priority Three where this is reduced to £500,000 of ERDF.



Application Process

An Enquiry Form for all projects needs to completed following the standard format specified and set

out in Appendix 7. This must be done before proceeding to the Outline Business Plan.

According to the Guidance all Enquiry Forms will be acknowledged within 1 day, and detailed

feedback including advice on whether Yorkshire Forward believes it is appropriate to proceed within

15 days. If successful at this stage then a full Outline Business Plan will be requested for an appraisal

process likely to last at least approximately six months.

Enquiry Forms submitted to the June 30th 2009 deadline could therefore anticipate a final decision

approximately February / March 2010 assuming all eligibility and appraisal queries are met.

Assessment

In the development of the Westfield Regeneration Strategy Focus Consultants undertook a brief

assessment of the project ideas that have emerged from the partnership against the priorities of the

ERDF Programme. This was done at a very indicative stage to identify possible matches between

projects and funding – it was by no means a detailed technical assessment of the projects as they will

need to withstand from Yorkshire Forward through the appraisal process.

The results of this are included in Appendix 8 which lists the project ideas proposed.

Recommendations

As the majority of the projects are at the “idea” stage a significant level of work will need to be

undertaken to progress them to a point whereby they will be able to withstand detailed scrutiny. As

this could be done with any of the projects listed, our recommendations are clearly open for debate.

As there is a deadline of 30th June for Priority Three “Sustainable Communities” projects, and given

the Call for Proposals specifically encourages “proposals that form part of wider strategic bids” we

would recommend the development of both capital and revenue project activity in a coordinated

approach backed up by this Regeneration Strategy.

Specific Projects:

• Sports Academy: this supports the development of a “sports business cluster” as identified in the

Programme, is above the minimum threshold for project activity and has identified sources of match

funding.

• Golden Keys: this has already been developed by the City Council, has matching funding, is

above the stipulated threshold and would be a major step forward in the improvement of the

community facilities, and a base for future project activity. This could be linked to wider

suggestions including “flattening the mounds”, “Citizens Advice Bureau” “Credit Unions” “CCTV”

and others.



• Community Regeneration Team: to take forward the Westfield Regeneration Strategy requires

resources – for staff, for running costs, evaluations, project development and delivery. To meet the

minimum threshold requirements, this could be packaged with the Golden Keys capital project in a

coordinated approach

• Community Project Activity: a number of suggestion for project activity have been made – “family

support”, “working with young people”, “adult training”, “community policing”, “pioneer work” and

others. As with above this would probably be best included in a package with the Golden Keys.

• Energy Efficiency for Low Income Housing ”no project ideas have been received – the housing

specific issues raised were “stairwells and door entry” and “probation service painting”.

Nevertheless as this is the first time this sort of activity has become eligible for ERDF, and with the

amount of housing on the estate it might be possible to consider an approach here.

We would recommend early meetings with potential project sponsors to run through the requirements

of the Enquiry Form, match funding, and likely requirements of the first appraisal meeting to develop

these project ideas into as robust a shape as possible for submission by the Westfield Steering Group

as the first step in the implementation of this Strategy.



10.2 Next Steps: Timetable of Action

Set out below is the programme of activity for 2009 / 10. It is expected this will be coordinated by the

Sheffield Westfield Steering Group supported by partners. Individual project development and

delivery activity will be the responsibility of individual partners, although the Westfield Regeneration

Team will be available to offer support and practical help.

Activity Led By Target Date

Ratify Regeneration Strategy

Westfield Steering Group May / June 2009

Endorse Indicative Projects

WSG May / June 2009

Identify Westfield “Champion”(s)

WSG May / June 2009

Composition of Steering Group

WSG May – November 2009

Develop ERDF Strategic Package

Expressions of Interest

WSG / Focus June 30th 2009

Meeting with SCC officers on Strategic

Package projects (Tony Tweedy /

Kevin Bennett)

Champion / Focus / SCC May / June 2009

Evaluation Framework established

WSG July 2009

Funding for Partnership Coordinator

SCC / partners July 2009

Appoint Partnership Coordinator

SCC / partners September 2009

Feasibility Study Funding applications

WSG / partners September 2009

Submit full ERDF Strategic Package

WSG / Focus September 2009

Project Development

Partners May ongoing

Project Development Support

WSG May ongoing

Funding Applications

Partners May ongoing

First Evaluation

Appointed consultants January 2010

Strategy / Project Review

WSG / partners March 2010



This timetable assumes:

• Partners accept the Westfield Regeneration Strategy objectives as a platform to move forward

• Partners agree with the content of the ERDF Strategic Package

• Westfield Strategic Package included in wider SCC ERDF applications

• Partners agree with priority projects included in the Strategy

• Westfield “Champions” are identified and accept the job

• Funding can be found for the Partnership Coordinator by SCC and partners

• Westfield feasibility study bids accepted by Yorkshire Forward through the Sheffield Economic

Feasibility Fund

• Project development and match funding can be identified for the ERDF Strategic Package

Expressions of Interest.

It also assumes that the development of project ideas will be undertaken by the partners who have

brought them forward. This may be problematic as the resources available to partners differs widely,

and project development – including, as set out in the Project Development Format in Appendix 9,

costs / funding / business planning / feasibility studies / options appraisals and technical

implementation strategies can be time consuming and complicated. For this reason we have

recommended that the Steering Group is supported by:

• the two person Westfield Regeneration Team

• that these bid to the Sheffield Economic Feasibility Fund for resources

• these resources are used to procure appropriately skilled consultants to assist partners

• that the use of these resources be directed by the Westfield Steering Group to ensure impartiality

and effectiveness.

The Westfield Regeneration Strategy is designed to be a flexible working document that can change

over time as circumstances dictate. The importance of establishing an early evaluation framework is

to enable the Steering Group to receive information back from partners and beneficiaries as the

delivery of the Strategy unfolds – not to wait until “the end” at some undetermined time in the future

and then hear how it could possibly have been done better. Regular feedback will enable the Strategy

to develop organically, to switch priorities and to react to opportunities yet to arise.

Documents

Westfield Regeneration Strategy - Sheffielddemocracy.sheffield.gov.uk/Data/Cabinet/20091209... · The largest employment sector for people within Westfield is manufacturing, followed