HEBDEN BRIDGE DELIVERING A SUSTAINABLE RENAISSANCE
CONTENTS Ò Definitions of ‘sustainable community’ Ò Does Hebden Bridge fit a sustainable community model? Ò Areas identified for improvement Ò Methods of delivery Ò Conclusions
WHAT IS A SUSTAINABLE COMMUNITY? Ò A well-integrated mix of decent homes of different types and tenures to support a range of household sizes, ages and incomes Ò Flexible buildings – both individually and collectively – that can meet different needs over time, and that minimise the use of resources; Ò A safe and healthy local environment with well-designed public and green space; Ò A flourishing local economy to provide jobs and wealth; Ò Strong leadership to respond positively to change; Ò Good public transport and other transport infrastructure both within the community and linking it to urban, rural and regional centres; Ò Good quality local public services, including education and training opportunities, health care and community facilities, especially for leisure; Ò A diverse, vibrant and creative local culture, encouraging pride in the community and cohesion within it; Ò Effective engagement and participation by local people, groups and businesses, especially in the planning, design and long-term stewardship of their community, and an active voluntary and community sector; Ò A sense of place;
DOES HEBDEN BRIDGE MEET A SUSTAINABLE COMMUNITY MODEL? Ò Lack of affordable housing and a mix of tenures; Ò In-flexible buildings, both residential and commercial; Ò Poorly designed green space; Ò Little economic diversity and inadequate access to better paid jobs; Ò Unsuitable parking and access arrangements at peak visitor times; Ò Minimal formal leisure facilities which are accessible to all; Ò Worsening social cohesion, little cultural diversity and lack of pride within certain sections of the local community; Ò Weak leadership unable to temper and steer public opinion; Ò The ‘public interest’ has become a force for conflict opposed to progress;
METHODS OF DELIVERY
AFFORDABLE HOUSING Ò Moratorium on residential development Ò Exception policy for affordable housing and ‘self-build’ projects Ò Strong emphasis on sustainable building Ò Land to be identified through revised SHLAA Ò Establishment of Community Land Trust
FLEXIBLE BUILDINGS Ò Live/work units, flexible work spaces, mix of business and retail use. Ò Sites to be developed with flexibility in mind, and suitable for a range of different uses over time. Ò Full review of all vacant sites within the town, including assessment of commercial, industrial and business sites, including the rationalisation of sites where appropriate.
GREEN SPACE Ò Improve the green space offer in the town by delivering spaces which are better designed Ò Focus on flood zone areas which are unsuitable for alternative uses Ò Review, consultation and rationalisation of existing areas; i.e. football pitch, bowling green, skate-park etc. Ò Connect green spaces through existing linkages
IMPROVE ECONOMIC DIVERSITY Ò Improve access to better paid jobs Ò Deliver new work spaces for small and medium sized businesses to flourish Ò Initial focus on existing renewable sector in the town Ò Develop linkages to affordable housing and self build policy to accelerate growth of the knowledge economy and improve local competitiveness
PARKING AND ACCESS Ò Alleviate parking issues and reduce traffic levels Ò Develop park and ride scheme Ò Introduce bike hire scheme Ò Develop secure bike storage facility in the town Ò Utilise existing infrastructure, i.e. canal tow path Ò Promote accessibility of town via public transport
FORMAL LEISURE FACILITIES Ò Deliver formal leisure facilities if suitable land resource can be identified Ò Sites likely to be small, therefore large scale development impractical; however, every little helps! Ò Consider out of town projects, potentially in partnership with adjacent conurbations, to deliver leisure facilities for a wider community
SOCIAL COHESION Ò Improve discourse between different sections of the community Ò Increase profile of under-represented groups Ò Develop a sustainable community plan which is achievable and easy to become a part of Ò Promote the Community Land Trust as a shared interest and ensure proportional representation at board / committee level
STRONGER LEADERSHIP Ò Strong leadership which responds positively to change Ò Local leadership which supports development which meets the needs of the community, not the wants of the community Ò Improve dialogue with more active members of the community, and better involve less active members Ò Win the debate that ‘doing nothing’ is no longer a viable option
CONCLUSIONS Ò There is a need to act sooner rather than later Ò A cohesive community plan is of key importance Ò Be pro-active not reactive Ò Despite the clear land supply issues the town d does have the necessary resources to secure its sustainable future, so long as novel and alternative development solutions are considered
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