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Shaping Enfield’s FutureDraft Place Shaping Strategy

Shaping Enfield’s Future

Welcome to the Enfield Place Shaping Strategy.

Shaping Enfield’s Future sets out the Council’s commitment toimproving the lives of all our citizens. It builds on our existingstrategies and policies, creating a clear vision for the borough

Our foundations are solid. Good schools, good transport links, low crime levels, quality housing, heritage attractions and greenopen spaces, waterways and prosperous suburbs all make Enfield a great place to live, work and visit.

Now we look to build on our strengths and engage positively withopportunities arising from the 2012 Olympics, encouraging enterpriseand developing the skills and capacity of local people, building astrong future economy. Large scale development is the catalyst forinvestment in housing, employment and social infrastructure - the very essence of place shaping in Enfield.

We have worked effectively in partnership with private sector andgovernment partners to deliver the aspirations of our residents. Theredevelopment of Edmonton Green, the Palace Exchange shoppingcentre in Enfield Town and our current work with partners at PondersEnd show we are capable of delivering high quality improvements.

We are not only concerned with changing and improving the physicallandscape of our borough. Place shaping is also about ourcommitment to supporting and maintaining a full range of communityinfrastructure to make Enfield a better place for everyone.

In the longer term, our vision of eco-communities and waterside livingis achievable through outstanding residential developmentopportunities that complement our borough’s distinct character andheritage and exploit its proximity to the Lee Valley Regional Park. Thiswill place us strongly to meet the new challenges of the 21st Century.

Shaping Enfield’s Future illustrates our readiness to meet these challenges and build a sustainable and prosperous future for Enfield.

Councillor Michael Rye

Leader of the Council

Enfield is a borough with much to offer. Our cultural diversity, heritage and tradition,proximity to central London and opencountryside makes Enfield an excellent placeto live, work, study and visit. There are lowlevels of crime (Enfield is positioned 11th of32 London Boroughs based on crime per1000 residents), a strong economy (67th outof 408 local area districts), and the availabilityof land presents many opportunities toattract more business investment, developmore homes and improve the servicesavailable to citizens.

Things are changing in Enfield. We arecontinuing to build upon our track record of developing and implementing majorprojects and securing significant newinvestment that has improved the borough.Key examples include:

1. Enfield Today

• Edmonton Green redevelopment.

• Enfield Town phases 1 and 2.

• Major investments to improve the quality of the borough’s highway network.

• Improving the quality of parks and playareas in many parts of Enfield.

• Securing investment to allow us to replaceand modernise street lighting throughoutEnfield.

• Further improving the cleanliness of streetsand public spaces.

• Extending CCTV schemes to cover more of the borough.

• Focusing in the Council’s Improvement Planon Building Schools for the Future,enhancing health and social care.

• Launching ‘Enfield Homes’ (an Arms LengthManagement Organisation – ALMO), to ensure that the Council housing stockmeets the Government Decent HomesStandard.

Enfield Place Shaping Strategy | 1

Regenerating Edmonton Green Improving parks and play areas

2 | Enfield Place Shaping Strategy

These and other achievements haveseen resident satisfaction with theCouncil increase over recent years.The Council has a strong reputationwith local partners and centralgovernment for deliveringimprovement based on sound serviceand financial planning in response tolocal and national priorities. Enfield hasattracted considerable inwardinvestment to the borough. TheCouncil is currently in negotiations witha range of potential investors and isconfident this will lead to a £7 billioninvestment programme in a range ofdevelopments designed to improvethe economy, provide better servicesfor local people and improve housing.

But Enfield is growing and changing.It continues to be the fifth largestLondon borough with a populationestimated to be about 285,300.Diversity and deprivation areincreasing and the gap between theprosperous and disadvantagedneighbourhoods of the borough iswidening. This can be hard to see

from average figures, which mask thedisparity between our most affluentand most disadvantagedcommunities.

While there are many opportunities,our economy is still fragile; the natureof our business base has changedover time with many of ourmanufacturing industries beingreplaced by retail, wholesale andhaulage firms. Looking ahead, weneed to secure a more sustainablebusiness base and rebalance thelabour market across the wholeborough, so that concern about theavailability of jobs reduces. We needto help strengthen an economy froma position where too manybusinesses are in low growth sectorswith limited scope to generate jobs.

Innova Business Park in the northeast of the borough is home to a variety of businesses


Examples of significant challenges facing Enfield include:

• Responding effectively to the credit crunch.

• Average life expectancy in Enfield compares well withLondon, but there is wide variation within the borough,with lower life expectancy, by up to 8.5 years, in thesouth and east of the borough.

• In common with other Outer London boroughs,Enfield’s position in the indices of deprivation hasworsened– Enfield’s ranking in the 2007 Index ofMultiple Deprivation (IMD) rose from 104th (in 2004) to70th most deprived of 354 English boroughs.

• There are high levels of inequality: (of the 32 Londonboroughs, Enfield has the 2nd highest inequality scorein London when comparing the most and leastdeprived super output areas).

• Housing Benefit claims between 2005 and 2007showed the 14th highest rise in England at 11%

compared to a 2% rise in London and a drop of 15%across England.

• The number of households in temporary accommodation isrising significantly and Enfield has the 4th highest number inEngland. Significant numbers of households are placed intemporary accommodation in Enfield by other Londonboroughs and many remain in the borough on apermanent basis.

• It has also become more difficult for residents to buy theirown homes because, whilst house prices rose slightly lessin Enfield compared with the rest of London 2004 – 2006(9.7% vs. 10.7%), slightly lower income growth means thathouse price affordability has worsened in line with London.While the current housing market position may help somepeople afford houses it will not make a significant impact.

• These housing factors contribute to an increasinglytransient population and a high turnaround in schoolpupil rolls.

Index of Multiple Deprivation (IMD), Position in England, by SOA, 2007


• Child poverty is worsening with 5.7% more children inbenefit claimant families than there were in 2005compared to a 0.9% rise in London and a decrease of0.4% in England. For children under 11, the situation iseven worse with an increase of 7.5% compared todecreases of 0.2% for London and 1.6% for England.

• While overall crime levels have decreased, street crimeis increasing with 30% of personal robbery occurringbetween 3:00pm and 5:00pm and there are clear linksto schoolchildren as both victims and offenders.

• Issues that the community is most concerned aboutinclude crime, anti-social behaviour and poor streetcleanliness and litter.

• A large share of working age residents are in ‘skillspoverty,’ below NVQ Level 2.

• Workplace based weekly earning at £466.00 per weekand Gross Value Added (GVA) of £12973 is well belowthe London average.

• The perception of increasing numbers of immigrantsand refugees may have a negative affect on communitycohesion.

• Unemployment is high at 3.4% and affects parts of theborough disproportionately.

Income Deprivation Affecting Children Index (IDACI), National Ranking, by SOA, 2007


Unemployment Rate at December 2007Analysis of the geographical dimension of thesegrowing challenges tells us that the south and the eastof the borough are the areas which are experiencingthe greatest challenges – it is in these areas thatdeprivation, crime, poor health, low skill levels andother key indicators are most prevalent, and where they are increasing.

The differences in life chances are also seen betweendifferent groups. For example, smoking cessation is aparticular challenge in the Turkish community, educationalattainment across BME groups is lower than the nationalaverage, the employment rate for women and peoplewith disabilities is particularly low and a decliningproportion of young people are in work.

If we fail to tackle these growing challenges we will beneglecting the needs of our most vulnerable communitiesand store up greater challenges for the future.

We will also be missing a real opportunity to improve thewhole of the borough – making all of Enfield a place ofchoice – whether that is as a place to live, work, learn ordo business. We will reduce our opportunities to securenew investment in the borough – in business, housing andrecreation. We will fail to attract and keep newcommunities that see Enfield as a long-term home inwhich they wish to invest their own wealth, establishroots, and educate their children. Failure to act now will bea failure to invest in securing the future of the borough,placing our successes and strengths at risk, and reducingopportunities to deliver the borough’s vision.


2. Place shaping in Enfield

Our Place Shaping Strategy supports andfacilitates the national agenda set by centralgovernment and the local and sub-regionalopportunities and challenges that face thepeople of Enfield.

The term ‘place shaping’ was used by SirMichael Lyons in the report of the ‘InquiryInto Local Government: Place-shaping: ashared ambition for the future of localgovernment’ (March 2007). Lyons describes place shaping as:

“the creative use of powers and influence topromote the general well being of acommunity and its citizens.”

The Local Government and PublicInvolvement in Health Act 2007 built onthemes developed by Lyons and set outduties and guidance for local authorities andtheir partners in relation to their role incommunity leadership. There is clearacknowledgement that Councils with theirpartners can and must influence the ‘place’they administer and the quality of life of thecommunities that live there. A local Councilcan make its area a better or worse placedepending on its actions.

The Council and its partners have a strongtrack record of working together to deliverour shared vision for Enfield – ‘a healthy,prosperous, cohesive community living in aborough that is safe, clean and green.’ Wehave now decided to add further drive andenergy to our work by bringing many existingstrands of work under a unified PlaceShaping Strategy to address theopportunities and threats that face theborough and its communities.

This Place Shaping Strategy brings togethermany of the existing priorities and strategiesof the Council and its partners. Its purpose isto ensure that together we focus ourresources and energy on the things that willmake the biggest difference to ourcommunities and the people who want toinvest in them.

Place shaping in Enfield is about:

• making sure that we provide the rightservices to meet the needs of all of ourcitizens.

• building capacity within our communities,ensuring that the people of the boroughhave a range of opportunities andmaximum life chances.

• providing the best education and children’sservices for Enfield families.

• developing the skills of our workforce, sothat our citizens can get secure jobs thatenable them to improve their incomes andtheir quality of life.

• attracting investment from businesses, tofully exploit the economic potential of theborough, create more employmentopportunities, and increase prosperity.

• providing more attractive and moreaffordable housing across the borough, bydeveloping new housing and improving ourexisting stock, offering houses that peoplechoose to make their long term homes in.

• providing improved and accessible heathcare across the borough, so that the health and life expectancy of all of ourcitizens improves, and inequalities in health are reduced.

• further reducing crime and the fear ofcrime, ensuring that all parts of theborough are places that people feel safe tolive and work in.

• further improving our environment, offeringhigh quality green spaces and welldesigned town centres that are clean,attractive, and thriving.

• building on our strong relationships withneighbouring local authorities, the GreaterLondon Authority, the North LondonStrategic Alliance and Government Officefor London to take forward our demandingimprovement agenda whilst continuing toplay an active and influential part in sub-regional development.


We know that if we can do these things, wewill maintain the strengths of the borough,whilst making major improvements to thoseareas that currently face the biggestchallenges. This will improve the wellbeingand quality of life of all our communities, andin particular those who are mostdisadvantaged.

We recognise the importance of making surethat, whilst resources will focus on specificareas, people across the borough can seethat place shaping benefits the whole ofEnfield.

Our Place Shaping AreasTo make the greatest impact, we need tofocus and prioritise our work, so that wemake the greatest difference where thegreatest challenges are faced. Four key areas have been identified:

• Enfield Town: Enfield Town has benefitedfrom a major development programme thathas seen improved retail facilities, a newlibrary and road improvements. We will workhere with the business community, Network

Rail, landowners and other stakeholders tobuild on the town’s current strengths, toincrease the retail and leisure offering,improving opportunities for new businesses,increased employment and sustainablegrowth. We will strengthen transport links,improve traffic flow and reduce congestion.In all of this we will conserve and enhancethe town’s fine historic character.

Developing the full potential of Enfield towncentre provides a focal point for the boroughthat attracts businesses and visitors, andcreates further opportunities to enhance thequality of life.

At the east end of the town, around EnfieldTown station, there is an opportunity for ahigh quality mixed use development includingretail, office and leisure. Here betteraccessibility, traffic flow and parkingarrangements would create a fully integrated,and much needed transport hub. Active talkswith local landowners and Network Railabout moving the station back along the lineto create more space have already started.

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THE CREATIVE USE OF POWERSAND INFLUENCE TO PROMOTETHE GENERAL WELL BEING OF A COMMUNITY AND ITS CITIZENS

in a consultation about the future of theirhomes. The Council is also working withlandowners and National Grid on proposalsto improve the gateway to Enfield from theNorth Circular.

• North East Enfield - Ponders End: Plansare well under way for the improvement ofthis area. We wish to support the establishedcommunities here and create strong andstable neighbourhoods, particularly aroundPonders End. Local communities are activelyengaged in setting out what Ponders Endneeds to thrive and grow and negotiationsare progressing with developers andinvestors to ensure that we maximise thepotential of the area. Brimsdown offersexcellent opportunities for employment andbusiness development. Together with thevacation of the Campus site by MiddlesexUniversity it provides major developmentopportunities that will help tackle local issues.

There is potential to create a mixed-usedevelopment for residential, employment,leisure, educational and social opportunities,boosting change in the High Street. PondersEnd station and the nearby gasholder siteprovide another eight acres for redevelopmentimproving links to the Lee Valley Park. We alsowant to explore the opportunities for watersidedevelopment and leisure and recreation in andnear the regional park.


• New Southgate and the North Circular Road: Our aim here is to create acalm, clean, safe place to live, work and play.There will be attractive and safe pedestrianenvironments, rejuvenated and newresidential areas and an accessible networkof green spaces. All of this will be supportedby an improved social infrastructure,community facilities and increasedopportunities for business development inthe area.

The area has been neglected and a cause forconcern for over 30 years. Uncertainty aboutplans for the North Circular Road has causedhousing blight, with many properties beingneglected and falling into disrepair. Plans,which take in adjoining roads on this stretchof the North Circular recognise the need toimprove the area. The Council has alreadygranted planning permission for Transport forLondon’s safety and environmental scheme,which includes better pedestrian crossingsand junction arrangements and funding fortraffic calming and prevention of rat runningin side roads. We are working with Transportfor London to ensure future proposals areco-ordinated.

We will work with the community totransform this area both physically andsocially. On the Council-owned LadderswoodWay estate, residents are already taking part

Working with transport partners to improve the local environment

The future of the Ladderswood Estateforms part of the Place Shaping agenda

The former Middlesex University campusand gasholder site present significantopportunities

• Central Leeside – Meridian Water: Ourvision includes work to transform the areainto a series of vibrant, sustainablecommunities that maximise the benefits oftheir proximity to the regional park anddevelop new employment opportunities,embracing new technologies, as well asconsolidating its existing commercial role.

We want to create a high quality environmentwith development coordinated to ensure asuccessful relationship between different landuses, which will attract investment and newresidents. These major developments willprovide the opportunity to provide acomprehensive community infrastructure andsustainable travel. We want Central Leesideto be a good example of an eco communityrespecting its environment and maximisingopportunities for new communities andwaterside living.

Most of Central Leeside is in Enfield but italso includes two Haringey wards, so plansthere are being prepared jointly with HaringeyCouncil and its residents. Just to the north ofTottenham Hale at its southern end lie theEdmonton Ikea and Tesco. It contains largeareas of land important to London. Much of itis underused and its industry no longerserves the business needs of today’sLondon. Plans for the development of the

area are progressing well, and majorredevelopment will commence soon.

Whilst much of what we have describedabove is about physical improvements toareas, these are being designed with theinterests of local communities andbusinesses at their core. We know thatpeople want good schools, accessible health services, safe environments, greenspaces, affordable housing, recreationfacilities and job opportunities. In developingthese areas we will respond to their needs and aspirations.

In recognition of the need to make effectivelinks, we will ensure that the needs of thecommunity in Edmonton Green are linked tothe opportunities being created in our placeshaping plans. This follows the successfulEnfield Strategic Partnership (ESP) ‘EnfieldMatters’ event, in July 2008, where localresidents discussed the development ofplace shaping in the four key areas and the borough as a whole.

In line with our skills and employmentstrategy we intend to maximise EdmontonGreen’s proximity to the designated‘Opportunity Area’, which has the potential of delivering 15,000 jobs and 900 newhomes by 2016.


Central Leeside could be an example of an eco communitymaximising leisure opportunities

Attracting big names to the area


Edmonton Green was our "pathfinder" inPlace Shaping, from which we have takenconsiderable learning.

Edmonton Green has been transformedphysically and environmentally - residentsenjoy good quality housing and residentialenvironments following completion of whatwas the biggest housing renewal scheme inEurope. Improvement in their shopping andleisure facilities is now coming to fruition anda major new North London transportinterchange is operational.

However, what we have learned is theneed to tackle deprivation and socialmalaise on a broader front. Improvement inEdmonton Green therefore continues witha rich programme of initiatives to transformthe opportunities for local residentsincluding youth work and helping peopleaccess new job opportunities. Theseprojects will be transferable to our placeshaping areas, enriching and strengthening our overall approach.

There are also more physical developmentopportunities in Edmonton Green - morehousing, shops and employment, andenvironmental improvement. We are workingwith St Modwens and our partners toprepare master plans to create the bestoutcomes for the community, once thecommercial environment is favourable, tomake Edmonton a thriving and desirableplace to live.

Place Shaping in Enfield puts EdmontonGreen at the centre of the "EnfieldOpportunity Route" - the realisation of adesire line across the borough, linking EnfieldTown, Edmonton Green and Meridian Waterwith further employment and otheropportunities at Black Horse Lane andTottenham Hale. Borough residents will haveeasy and affordable access to a wealth ofopportunities in employment, housing, health,education, and leisure and recreation. Moreprosperity will come to Edmonton Greenespecially as a result of the physical andeconomic link to the considerable growththat is proposed at Meridian Water.


Case Study: Edmonton GreenThe regeneration of Edmonton Green which focused on a radical refurbishment of the shopping centre andtransport hub, was initiated in 1999. This majorenvironmental and infrastructure project was created inpartnership with developers, St. Modwen, Transport forLondon, the Primary Care Trust and local residents andregistered social landlords.

Over the past nine years this has resulted in somesignificant and sustainable improvements for the area,including: a new Healthy Living Centre, a new busstation, a new market hall, expanded retail floor space, anew digital CCTV system with security office and the

provision of an additional 176 two bedroom flats, all of which were affordable. In addition, the EdmontonPartnership Initiative has overseen the completerefurbishment of the three tower blocks at EdmontonGreen and the development of a further 1,065 newhomes in the locality. We will look to build on thissuccess by connecting Edmonton residents to theopportunities that will be created through the placeshaping strategy. In making these strategic links and byenabling access to emerging opportunities for localpeople, we can address long standing issues of socialexclusion by building social capital and increasing lifechances through sustainable employment, enterprise and training.

People and PlacesPlace shaping in Enfield is about people andplaces. We are not just planning to transformthe physical environment in these four areas.Place shaping will see us working inpartnership to improve the health and wellbeing of the communities who live and workin them and connect people to newopportunities. We will work with local peopleto plan a series of improvements in acoherent and coordinated manner.Partnership work involving the Council’shealth, education, business, the voluntarysector and development investors willprovide holistic approaches, which arespecifically designed to improve health,housing, education, employment, safety andprosperity.

Community engagement and involvement areat the heart of place shaping in Enfield. Thisstrategy sets the foundation for our work withlocal people to create places andcommunities that they want to live in, thatoffer them the opportunities to find thehousing they want, the education that meetstheir children’s needs, a safe environment fortheir families, where neighbours get on welltogether and the opportunities to work andearn, securing a good quality of life.

Of course, we have been deliveringimprovements for all our communities formany years now, but we recognise that weneed to be innovative and responsive to thechanging circumstances that Enfield faces.The Place Shaping Strategy helps us focusmore effectively, acknowledging that much ofour existing work can be significantlyenhanced by better co-ordination, greaterclarity of purpose, improved targeting ofresources and development of morecoherent, attractive investment opportunities.

A Borough Wide StrategyIn essence our approach is a balance ofborough wide activities and area priorities.Whilst we recognise the importance of majorinterventions in some areas, the strategy isabout building on our strengths and tacklingchallenges across the whole borough.

Our ambitions will be to continuouslyimprove, and build on specific area identitiesand develop local plans with the communityto action where opportunities and resourcesallow. For example we will continue todevelop town centres across the borough,taking advantage of opportunities as theyarise, and ensuring that we maintain andenhance vibrant localities throughout Enfield.

Residents of Ponders End were asked what they likeabout the area, and how it could be improved at thePonders End Festival on 15th June 2008

Young people at the Ponders End Festival use modelling clay to showwhat they hope to see in the Recreation Ground in years to come


Our ResponseOur place shaping activities will take twoforms, thematic and area based.

Our thematic approach will respond to issuesthat are relevant to all parts or pockets of ourcommunities that are not necessarily in onedefined spatial area. Skills development andthe cleaner and greener agenda are two ofthese key issues and which form part of ourLocal Area Agreement (LAA).

Alongside our thematic approach, we willcontinue to develop plans and exploitopportunities to ensure that we deliverimprovements to all of our town centres.Working with the community in these areasto further nurture local identities, we willmaintain the quality of the environment, whilstcreating opportunities for businesses anddevelopment. Using localised planningapproaches and effective stakeholderengagement we will make sure that all partsof the borough are able to benefit from ourPlace Shaping Strategy. We will be clearabout what we want to achieve in theseareas and deliver improvements asopportunities arise and resources allow.

The three place shaping areas in the southand east of the borough, however, face moresignificant challenges, and in these areas, ourapproach is about physical and socialtransformation.

We will change these areas by offeringgreater opportunities for people to improvetheir life chances, whether they are long-termhouseholds or new residents.

We are starting from a more challengingposition and will draw on the resources of awide range of partners and services toachieve success. Community engagementand capacity building will be a key featurewith a view to developing comprehensivedelivery plans to secure improvement in theshort, medium and long term. We anticipatethat in order to achieve this, intervention will

be significant and we will work withstakeholders within Enfield, sub-regionally,regionally and nationally to ensure that theright benefits are secured.

We will link our borough wide and localitybased approach to the national, regional andsub regional context. On a national basis, ourmain reference points are the recommendationsof the Lyons Inquiry and the key governmentlegislation referred to earlier in this strategy. Werecognise that whilst these set a clear directionfor local government, we need to developspecific approaches for Enfield that respond tothe aspirations and preferences of local peopleand make best use of our local characteristics.

On a regional and sub regional level we takeaccount of plans and priorities we haveagreed with the North London StrategicAlliance, North London Ltd, the GreaterLondon Authority, central government, theemerging Homes and Communities Agencyand associated partners. We recognise thatwe need to work with these partners to builda strong future for Enfield.


Through effective stakeholder engagement we willensure all parts of the borough benefit from this Place Shaping Strategy



3. The Ambition: Vision, Aims and Priorities

Enfield’s Future, a sustainable communitystrategy for Enfield 2007-2017 sets out theESP overall vision to make the borough:

‘A healthy, prosperous, cohesive communityliving in a borough that is safe, clean andgreen.’

This is the ‘top level’ strategy in the hierarchyof local plans and sets the strategic directionfor all public services in the borough. ThePlace Shaping Strategy will help deliver thisoverall vision.

Our place shaping ambition, as set out in theLAA, is to ensure that:

‘by 2026 Enfield will have a strong sense ofplace and identity; it will be a place thatpeople are proud to call home and want toinvest in. It will be a prosperous, sustainableborough, maximising its strategic positionrelative to two of the government growth areasand the UK’s main economic driver, CentralLondon. Development in Enfield will meet theneeds of the present and add to the ability offuture generations to meet their needs.’

Building Futures, Changing LivesThe Place Shaping Strategy and the LAA:Building Futures, Changing Lives for Enfieldare the main delivery vehicles for thesustainable community strategy, focusing ontackling key borough wide challenges as setout earlier in this strategy, including:

• improving community cohesion.

• reducing crime and the perception of crime.

• increasing attainment of level 2 skillsamongst children and young people andthe working age population.

• stabilising and then reducing out of workbenefit claimant levels.

• reducing child poverty.

• increasing the availability of affordablehomes and reducing the number ofhouseholds living in temporary housing.

• continuing to improve street andenvironmental cleanliness.


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“A HEALTHY, PROSPEROUS,COHESIVE COMMUNITY LIVINGIN A BOROUGH THAT IS SAFE,CLEAN AND GREEN.

Enfield is also preparing its new spatial plan.The emerging Local Development Frameworkreplaces the previous Unitary DevelopmentPlan and will provide a suite of policies drawntogether by the ‘Core Strategy’ which give aspatial expression to the strategic plans forthe borough.

Spatial considerations are merely onecomponent of place shaping, but the LocalDevelopment Framework is an importantfoundation on which to build many wideranging elements of change. It cannottherefore be seen in isolation and is anopportunity to consolidate our responses tocontrasting needs, aspirations and identitiesin different parts of the borough. In settingout the aspirations within this strategy, wetake account of both the emerging corestrategy and the developing Area ActionPlans for Enfield Town, New Southgate andthe North Circular area, North East Enfieldand Central Leeside. These spatial prioritiesare based on evidence of need andopportunity.

The ambitions of the Place Shaping Strategywill help shape the Council’s corporate,departmental and service plans to ensuredelivery on the ground. This will mean that allof the Council’s corporate strategies and thebusiness and service delivery plans of all itsdepartments will be aligned to our placeshaping ambitions. As we have alreadynoted, we are already delivering many of thecomponents of place shaping. This strategywill coordinate relevant activities across theCouncil and ensure that we maximise theimprovements we are able to deliver.

Developing a performance frameworkfor place shapingThe challenge of developing a performanceframework for place shaping is an issue wecontinue to refine and consult on. Workingwith our partners, we will develop a numberof measures that will, over a period of time,demonstrate the difference we are making.The measures will be designed to reflect

what is important to Enfield’s communities,and will be easily recognised and understoodby them.

We will develop specific performanceframeworks that reflect the characteristics ofeach of the four areas and the specificpriorities we establish for each of them.

To measure our success we will assessprogress within each of the four areas as wellas measuring each area’s position againstthe borough as a whole in order to assesshow we are closing the gap to the boroughaverage.

Our performance framework will also useindicators already set out in Enfield’s LAAand in other local plans and strategies. Thiswill ensure that the place shaping strategybinds them effectively together throughcoherent and coordinated approaches.

In order to achieve this we will focus on thefollowing borough wide or thematic prioritieswhich, will be measured predominantlythrough the LAA targets (the full list of priorityindicators can be found at Appendix 3):

Improving our housing stock byincreasing the quality of existing housing anddelivering new homes in line with localhousing requirements now and in the future.

Employment and skills by targeting theemployability of many of our residentsensuring that we maximise achievement toNVQ Level 2.

Increasing the number of new firms andimproving the survival rates of existingbusinesses to improve the economy of theborough and stimulate sustainable jobcreation.

Improving our facilities for children andyoung people including the quality of ourbuildings. Maximising attainment levels andclosing the gap in levels of attainmentbetween our best and worst performingareas and groups.


Improving community safety by workingwith partners and local residents to reducecrime and the fear of crime.

Improving access to and take up of ourhealth care facilities to reduce healthinequalities and improve life expectancy forour residents.

Improving our transport infrastructurethrough proactively linking into widertransport strategies of regional partners andthe creation of an LDF framework that cancreate and respond to opportunity.

Improving the quality of our environmentby continuing our commitment to invest inand improve the quality and scope ofEnfield's parks and green spaces.

Improving leisure opportunities includingphysical improvements to existing facilitiesand encouraging increased participation fromall age groups.

Building Stronger Communities byactively promoting Community Cohesion andworking with local residents to build pride inEnfield.

Our Guiding PrinciplesSome of the key principles that will guide theimplementation of place shaping are set outin the LAA. These are:

• Making the best use of the borough’snatural resources: Enfield’s proximity toopen countryside is key to our placeshaping agenda and ensuring that wemaximise our residents health andwellbeing.

• Retaining and improving the borough’spleasant urban environment: Enfield is anattractive borough and we aim to build on thisstrength to ensure the whole of the boroughprovides an attractive urban environment forpeople who live, work and visit the area. Thisprinciple will be further enhanced andfocused through our new Parks Strategywhich is currently under development.

• Revitalising communities and creatingnew ones where needed: focusing bothon people and places, with a focus ontransformation in some parts andincremental improvement in others.

• Building local capacity to deliver: wewant to make sure that the skills andcapacity of the Council, its partners andlocal communities are developed and usedeffectively. By doing this we will make themost effective use of our resources, buildnew skills, knowledge and expertise in localorganisations and communities whilstcomplementing existing resources, andimprove opportunities for local people totake part in delivering our place shapingambitions.

There are however some other fundamentalprinciples that will guide our approach todelivering the overall ambition. These include:

• Building on what we have alreadyachieved: our approach to shaping ourcommunities is not a new one. We have asuccessful track record in securingimprovements at community level. Ourguiding principles mean that we will take amore holistic approach to ensuring that wefocus both on social and physicalimprovement.

• Balancing local need withopportunities: our approach is not justabout responding to opportunities fromoutside the borough, although these areimportant in terms of realising ourambitions. The Place Shaping Strategy isfirmly rooted in local needs. The EnfieldObservatory helps us to decipher what ourlocal communities and our performance aretelling us to shape the agenda. It is crucialthat we engage with the right externalstakeholders and ensure that long termarrangements are developed in order forlocal aspirations to be met.


• Balancing ‘bottom up’ and ‘top down’approaches: delivering the strategy is notabout doing something to the communitieswe serve, rather it is about deliveringimprovement with and for the people ofEnfield. There will be times when we willact as community leaders who providedirection and choice, but this will be linkedto engagement, involvement andconsultation and we will set in placemechanisms for building capacity withinour communities to enable local voices tobe heard.

• Working in partnership: The ESP is strongand mature but new agendas like the LAAmean that our partnership working isaugmenting and shifting each day. Bydelivering a holistic approach to placeshaping, there are new, challengingdemands for partnership activity at aregional, sub regional, borough wide andlocal level. We need to ensure that we takewhat is positive about our partnershipworking to replicate success and adoptflexibility in order that our partnerships are fitfor purpose to deliver each element of thestrategy. We are aware that realising ourvision can only be achieved collectively andwe will need to influence and work alongsideexternal partners and stakeholders whileworking with our communities.


• Realistic investment plans: We willdevelop investment plans with public andprivate sector partners. These plans will bedesigned to take full advantage of allappropriate funding streams and build andutilise local capacity. In particular these formpart of the dialogue with the Homes andCommunities Agency. Our plans will ensurethat we achieve good returns on ourinvestments, whilst offering businessinvestors the opportunities to achieve returnsthat will make Enfield an attractive andexciting investment opportunity for them.

• Clear political leadership: Enfield Councilis committed to fulfilling its communityleadership role in relation to place shaping.Strong political leadership, from the Cabinetand the Place Shaping Board will maintainour focus on priorities and ensure that placeshaping in Enfield evolves in response tothe needs and wishes of our citizens. It willalso provide confidence to current andfuture developers and investors who willneed to be sure that political support for theprocess is consistent and reliable and thatwe have the capacity to deliver.

4. Delivering Our Strategy

This section sets out the deliverymechanisms for the strategy. Our ambitionsand priorities for place shaping link directly todelivering the Sustainable CommunityStrategy and many of the deliverymechanisms have long been in place. We arerealistic however that the place shapingagenda consolidates and draws together ouractivities in a way that changes gear, thatgathers momentum and will therefore requireadditional resources and capacity which areused innovatively and flexibly. The scale ofwhat we want to achieve means that thesecan only be secured through a range ofpartnerships, securing focused approachesfrom public services working closely withprivate sector investors, central governmentand, most importantly, local people.

Place Shaping and EnterpriseDepartment The Council’s new Place Shaping andEnterprise Department will lead on thedevelopment and delivery of this strategy. Itwill provide effective co-ordination of theCouncil’s existing and future activities thatsupport and contribute to place shaping inEnfield, ensuring that the Council’s strategiesare effectively aligned and its services delivermore than the sum of their parts. Thedepartment will also be the main vehicle bywhich the Council will manage its relationshipwith external stakeholders, build theconfidence of current and potential investorsin Enfield and influence and inform at subregional and regional level. Capacity andskills will need to be bolstered to besuccessful in this area, harnessing additionalresources, and bringing together existingskills and knowledge more effectively to fullyexploit opportunities for further developmenton the basis of local need. The departmentcovers the following Council service areas:property services, economic development,community and voluntary sectors, placeshaping delivery co-ordination, planningpolicy, conservation and design, strategichousing function including the client function


with the ALMO - Enfield Homes, parks andopen spaces.

This will be supported by the new CouncilPlace Shaping Board, with strong Cabinetlevel membership, which has been created tooversee the development and delivery of thisnew strategic approach.

Spatial FocusA spatial focus that is aligned with theemerging Local Development Framework willbe a vital framework for the delivery of thestrategy on the ground. We will ensure thatwe have resources and skills to harness aholistic approach within our planningframeworks.

Working with the Third SectorWe are already working with the CommunityDevelopment Trust in Ponders End to reachthe community and ensure that needs andaspirations are met through the strategy. Wewill replicate this delivery mechanism whereappropriate and will adopt flexible localmechanisms to link the strategic and localaspirations for the area. This will requireeffective and focussed use of resources notonly to identify and nurture new relationshipswith these sectors but also to identify and fillgaps where they exist. Enfield’s communitieswill be at the heart of the development anddelivery of place shaping.

Enfield Strategic PartnershipAlongside our communities, the ESP iscritical to support borough-wide boards andthematic partnerships are already achieving agreat deal including the:

• Children’s Trust Board

• Safer and Stronger Communities Board

• Health Improvement Partnership

• Community and Economic DevelopmentBoard

• Older People Thematic Action Group


We will work with our partners to ensure thatthese key partnerships contribute effectivelyto our place shaping agenda.

Enfield ObservatoryThrough the Enfield Observatory, we have awealth of intelligence from partners at a wardand super output area which helps to identityneed, issues and opportunities forimprovement. Given that there is a great dealof diversity and disparity across the borough,the ability to disaggregate and assessinformation at a local level is an importantbuilding block to successful place shaping.We will be developing area profiles to ensurewe understand the changing context in ourareas.

Place Shaping Delivery/ Investment PlansThe Council and the ESP will prioritise thedevelopment of detailed plans for the fourplace shaping areas, setting out what we willachieve in five, ten and twenty years. Thisfront end investment will be crucial and willdevelop into local and strategic governanceand performance management arrangementsthat will link to the delivery of the LAA andSustainable Community Strategy in the longterm. The local plans will be deliveredthrough flexible delivery vehicles at a locallevel within a strategic framework but therewill be common features in all four, which willinclude:

• A robust evidence base, analysing need,opportunity and existing frameworks foreach of the four areas.

• A clear ambition supported by a set ofpriorities shaped by the community andlocal businesses balanced against boroughwide aspirations with links to the LAA,Sustainable Community Strategy and theLocal Development Framework.

• Clarity on who will lead and who willsupport the planning and delivery ofimprovements across the Council andbeyond, with opportunities for involvement

of citizens, businesses and all publicservices.

• Hooks to attract external investors/developers and the funding they canaccess through various models such asjoint venture companies, developmenttrusts and partnerships.

• Holistic planning to develop localities thatare attractive and well served and thecreative use of planning processes whereappropriate.

• Effective links between the delivery/investment plans, the development planand the LDF, so that place shaping isintegrated.

• Phased timetables to ensure stageddelivery that enables effective planning,implementation and succession planning to meet longer term targets whilst buildingand maintaining momentum.

• Alignment to the Council and partnerbusiness planning cycles to ensure thatpublic services are coordinated tomaximise the impact of the area focus.

We will ensure that plans are developed toaddress whole area planning needs. They willset out how housing, health and social care,children’s services, education, business andleisure needs will be met in each area, andidentify the resources that are needed todeliver these. They will also indicate theprobable or intended source of resources (forexample PCT capital programme plans,Building Schools for the Future, joint venturecompanies).

Our plans are long term, so we will build longterm partnerships with developers andinvestors, ensuring that they work with us tomake the most of improving Enfield for localpeople and businesses. We will seek partnerswho are committed to working with us overthe next 10-20 years to deliver our vision.


At a borough level, our ambitions andpriorities are reflected in the LAA. Whereparticular elements of our borough widepriorities are not covered by the LAA they aredelivered through other existing mechanismssuch as the ESP thematic partnerships andsupporting strategies. Our borough widepriorities are included in Appendix 1.

Looking aheadWe will work with our partners and localcommunities to develop delivery plans thatwill enable us to achieve our place shapingambitions. We know that many of thenecessary actions are already set out inexisting plans and strategies – we need tobring these together during 2009 anddevelop an overarching delivery plan that willdrive the strategy forward over the next fiveto ten years.

The actions set out below are all fundamentalbuilding blocks to successfully delivering ourambitions and are linked to the Council’sImprovement Plan.

• Conclude consultation with partners andseek formal endorsement of the strategy bythe ESP Board.

• Strengthen internal relationships to ensurethat activities across the Council arecoordinated to deliver the strategy.

• Promote the Place Shaping Strategy at subregional and regional level to ensure it isconsidered when decisions affecting Enfieldare made.

• Identify and secure the skills needed by theCouncil and its partner organisations toenable the delivery of the strategy.


• Develop comprehensive area profiles foreach place shaping area

• Base the main focus for each area oncommunity engagement and the needshighlighted in the area profiles.

• Create detailed and bespoke deliveryprogrammes with partners and otherstakeholders for each of the four areas that we have identified

- Developing medium and long terminvestment plans with public and privatesector partners.

- Developing detailed shared action plans that bring together existing and new activities.

- Introducing appropriate local governancearrangements.

- Undertaking any other intelligencegathering or technical studies such ashousing market analysis, economicimpact assessment, master planning,transport strategies that will inform whataction to take in each area.

- Develop detailed performance framework– for the overarching plan and four localapproaches.

Achieving these actions will enable theCouncil, our partners and the local communityto move forward confidently with our sharedambitions, for a borough that is healthy,prosperous, cohesive, safe, clean and green.


Appendix 1 – Borough wide priorities

Priority Existing delivery mechanisms Place Shaping delivery and focus

Improving theHousing Stock

• LAA – Managed by the Enfield StrategicPartnership (ESP)

• Enfield Council Housing Business Plan 2008-2018

• Place Shaping and Enterprise– DepartmentalPlan 2008 -2011


• Housing Strategy 2005 – 10

• National Affordable Homes programme

• Local engagement and capacity building

• Local Delivery Plans

• Capacity and skills around managingdevelopers

• Enfield Homes/delivery of Decent HomesStandard

• Housing Investment Plans

Employment and Skills

• LAA (ESP)• Skills and Employment Strategy

(ESP thematic action group for economicdevelopment and enterprise)

• Skills and Employment Action plan

• Local engagement and capacity building • Local Delivery Plans for the four priority

areas• Capacity and skills around managing

developers

Improving oureducational andother facilities forchildren andyoung people

• LAA (ESP)

• Building Schools for the Future

• Education Children’s Services and LeisureDepartmental Plan

• Local Development Framework

• Children’s Trust

• Children’s Area Partnerships

• Children’s and Young People’s Plan

• Early Years and Childcare

• Integrated Youth Services


• Local Delivery Plans for the four priorityareas

• Capacity and skills around managingdevelopers

Improving ourhealthcarefacilities andtackling healthinequalities

• Health Improvement Trust • Local engagement and capacity building • Local Delivery Plans for the four priority

areas

Improving ourtransportinfrastructure

• Local Development Framework

• London Transport Plan

• Transport for London A406 proposal




Priority Existing delivery mechanisms Place Shaping delivery and focus

Improving thegreen and cleanappearance ofthe borough

• LAA• Place Shaping and Enterprise Department Plan• Environment and Street Scene Departmental

Plan• Parks Strategy

• Local engagement and capacity building • Local Delivery Plans for the four priority

areas• Development of holistic town plans• Improving environment, parks and green

spaces

Improvingcommunitysafety andreducing crime

• LAA




StrengtheningCommunityCohesion

• LAA • Community Cohesion Strategy• Comprehensive Engagement Framework

• Local engagement and capacity building• Local Delivery Plans for the four priority

areas

Appendix 2

Governance arrangementsThe governance arrangements that existwithin the partnership will be crucial tomanaging the borough wide priorities withinthe Place Shaping Strategy. This is largelydue to the alignment of many of the boroughwide priorities with the LAA. We will identifywhere this is the case and ensure that theESP is aware of its key role in overseeing thedelivery of place shaping priorities.

However there are elements of the boroughwide approach which will require furtherconsideration and we anticipate that thesewill need to be governed by the Council as itundertakes its community leadership role.

The ESP Board, the Council’s Cabinet andthe Place Shaping Board will all play keyroles in leading and overseeing the delivery ofthe Place Shaping Strategy. This will placeelected members at the heart of thestrategy’s governance, ensuring politicalaccountability and leadership.

The Place Shaping and EnterpriseDepartment will ensure that all Council placeshaping activity is effectively reported to thegovernance structures that we put in place.We will also use the department tocoordinate reporting on the work of partneragencies systems that are developed. Werecognise the need to respect theindependence of these organisations, andwill work with them to ensure that theyrecognise their important roles in placeshaping and the need to demonstrateeffective decision making in line with boroughwide strategies and to report to the Counciland ESP bodies on progress made.

In the four local areas: a local governancearrangement will be established with theCouncil, the community and its agencypartnerships. Where joint ventures arepursued, developers and investors are alsolikely to feature in governing development

and delivery. However local governance willnot be enough to ensure that the ambition isrealised. We will explore how each of the four‘local governance arrangements’ will reportto the Council and ESP on a quarterly basis.The Council’s cabinet has agreed to receivesix monthly place shaping updates.

We envisage that annual progress reports willbe prepared setting out developments,achievements, performance against plansand assessment of progress against agreedsuccess measures (as initially set out inDeveloping a performance framework forplace shaping earlier in this strategy).

BudgetWe recognise that, despite the progress wehave already made, we will need to kick-startthe delivery of this strategy. As well asrefocusing resources through our new PlaceShaping and Enterprise Department, we haveestablished a place shaping budget whichwill help us organise our work effectively andbuild the momentum that will be essential tothe delivery of the strategy.

In the first instance, over £3million of Councilfunding has been allocated from one offsources to support the development of theplace shaping programme to the end of2010/11.

We will use the development of our MediumTerm Financial Planning process to securelonger-term resources for the programme. Inaddition we will work with the recently-established Homes and Communities Agencyand other funding providers to ensure wehave integrated financial plans. We regardthis as a sound basis for funding Councilactivity that will secure major investment inthe borough and increase the prosperity oflocal citizens and businesses.



Appendix 3

Enfield’s Local Area Agreement Priority Indicators

34 National Indicators

NI 1 % of people who believe people from different backgrounds get on well togetherNI 6 Participation in regular volunteering CO DSONI 16 Serious acquisitive crime rate PSA 23 NI 19 Rate of proven re-offending by young offenders PSA 23NI 21 Dealing with local concerns about anti-social behaviour and crime by the local

council and police PSA 23 (Baseline will be known from July 2008)NI 30 Re-offending rate of prolific and priority offenders HO DSONI 32 Repeat incidents of domestic violence PSA 23 NI 39 Alcohol-harm related hospital admission rates PSA 25NI 40 Drug users in effective treatment PSA 25NI 47 People killed or seriously injured in road traffic accidents DfT DSONI 56 Obesity among primary school age children in Year 6NI 63 Stability of placements of looked after children: length of placementNI 79 Achievement of a level 2 qualification by the age of 19 PSA 10NI 110 Young people’s participation in positive activities PSA 14NI 111 First Time Entrants to the Youth Justice System aged 10-17NI 112 Under 18 conception rate PSA 14NI 113 Prevalence of Chlamydia in under 25 year olds DCSF DS

a) Number screenedb) Number of positive screens

NI 116 Proportion of children in poverty PSA 9NI 117 16 to 18 year olds who are not in education, training or employment (NEETs)NI 118 Take up of formal childcare by low-income working familiesNI 121 Mortality rate from all circulatory diseases at ages under 75 DH DSONI 123 16 years + current smoking rate prevalence PSA 18NI 130 Social Care clients receiving Self Directed Support

(Direct Payments and Individual Budgets) DH DSONI 135 Carers receiving needs assessment or review and a specific carer’s service, or

advice and information DH DSONI 136 People supported to live independently through social services (all ages)NI 150 Adults in contact with secondary mental health services in employmentNI 153 Working age people claiming out of work benefit in worse performing

neighbourhoodsNI 155 Number of affordable homes delivered (gross) PSA 20 (provisional)NI 156 Number of households living in Temporary AccommodationNI 163 Working age population qualified to at least Level 2 or higher PSA 2NI 182 Satisfaction of businesses with local authority regulation servicesNI 185 CO2 reduction from Local Authority operationsNI 191 Residual household waste per householdNI 195 Improved street and environmental cleanliness

(levels of graffiti, litter, detritus and fly posting) Defra DSOa) litterb) detritusc) graffitid) flyposting

16 DCSF Statutory Improvement Indicators

NI 72 Achievement of at least 78 points across the Early Years Foundation Stage with atleast 6 in each of the scales in Personal Social and Emotional Development andCommunication, Language and Literacy PSA 10

NI 73 Achievement at level 4 or above in both English and Maths at Key Stage 2 (Threshold) PSA 10

NI 74 Achievement at level 5 or above in both English and Maths at Key Stage 3 (Threshold) PSA 10

NI 75 Achievement of 5 or more A*-C grades at GCSE or equivalent including English and Maths (Threshold) PSA 10

NI 83 Achievement at level 5 or above in Science at Key Stage 3 DCSF DSONI 92 Narrowing the gap between the lowest achieving 20% in the Early Years Foundation

Stage Profile and the rest PSA 11NI 93 Progression by 2 levels in English between Key Stage 1 and Key Stage 2NI 94 Progression by 2 levels in Maths between Key Stage 1 and Key Stage 2NI 95 Progression by 2 levels in English between Key Stage 2 and Key Stage 3NI 96 Progression by 2 levels in Maths between Key Stage 2 and Key StageNI 97 Progression by 2 levels in English between Key Stage 3 and Key Stage 4NI 98 Progression by 2 levels in Maths between Key Stage 3 and Key Stage 4NI 99 Children in care reaching level 4 in English at Key Stage 2 PSA 11NI 100 Children in care reaching level 4 in Maths at Key Stage 2 PSA 11NI 101 Children in care achieving 5 A*-C GCSEs (or equivalent) at Key Stage 4

(including English and Maths) PSA 11NI 87 Secondary school persistent absence rate DCSF DSONI 50 Emotional Health of Children PSA 12NI 71 Looked After Children RunawayNI 158 Decent HomesNI 198 Children Travelling to SchoolNI 186 Per Capita reduction in CO2 emissions in the area

Enfield Local Priority targets

NI 50 Emotional Health of Children PSA 12NI 71 Looked After Children RunawayNI 158 Decent HomesNI 198 Children Travelling to SchoolNI 186 Per Capita reduction in CO2 emissions in the area


For more information about Enfield’sPlace Shaping Strategy pleasecontact the Place Shaping Team:

E: [email protected]: 020 8379 4304 or 020 8379 3805

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