Peterlee Strategic Place Plan

In phase two, we have been understanding what you have told us

We have gathered your feedback from events, the survey, from schools and community groups and local organisations and employers and cross reference it with data and information we have about the town. We will then develop a draft vision for the town to share with you in the next phase.

What you told us

We engaged with 1,062 people across a range of demographics:

• 371 survey responses representing residents of Peterlee, wider County Durham, visitors and businesses
• 228 people during 5 drop-in or on-street engagement
• 437 young people engaged including people from the Durham Youth Council and pupils at Our Lady of Rosary Primary School
• 26 key stakeholders engaged during interviews or mini-focus groups

The key findings are based on themed areas of heritage and regeneration, transport, safety and security, housing, education, skills and opportunities, community spirit, and health and wellbeing. These summarise what you told us about the town.

Heritage and regeneration

Strengths

• Extensive parks and green spaces, including Castle Eden Dene and the Durham Heritage Coast, are highly valued and clearly distinguish Peterlee.
• Strong and distinctive identity rooted in new town heritage, mining history, and architectural landmarks such as the Apollo Pavilion and Shotton Hall.

Challenges

• The decline of the town centre, characterised by empty units, poor maintenance, and the derelict Lee House and Ridgemont House dominating first impressions.
• High commercial rents and the town centre management are seen as fundamental barriers to regeneration and business survival.

Opportunities

• Addressing the concerns around Lee House and Ridgemont House through demolition, redevelopment, or repurposing as a visible and high-impact step in regeneration.
• Reintroducing a regular market and mixed-use activity in the town centre to increase footfall, community life, and everyday economic activity.

Transport

Strengths

• Strong overall connectivity, including A19 road access, a centrally located bus station, the reopening of Horden train station, and free parking supporting access.
• A compact, flat, and walkable town with extensive green corridors and well‑used walking routes.

Challenges

• Public transport weaknesses, particularly unreliable bus services, poor evening and Sunday provision, poor connections to outer villages, and a bus station that is perceived as unsafe and run‑down.
• Poor quality active travel and street infrastructure, including limited cycling provision, badly maintained pavements, inadequate lighting, and widespread concerns about road conditions.

Opportunities

• Investment in the bus station and services, including refurbishment, improved security, better information, and stronger links to Horden train station.
• Expanding and promoting walking and cycling infrastructure, improved wayfinding, and community-focused bus services to reduce car dependency and improve inclusion.

Safety and security

Strengths

• Strong emergency and safety infrastructure, including nearby police, fire, ambulance services, a minor injuries unit, and visible security in parts of the town centre.
• A strong sense of community and neighbourly familiarity, with many residents feeling safe in their own neighbourhoods during the day and serious crime is seen as relatively low.

Challenges

• Widespread anti-social behaviour, including off-road bikes, vandalism, drug and alcohol misuse, and intimidating behaviour, particularly in the town centre, bus station, car parks, and green spaces.
• Very low perceived visibility of police and poor environmental safety, including inadequate street lighting, unsafe hotspots, and derelict buildings contributing to fear and insecurity.

Opportunities

• Increased visible policing, town centre marshals, improved CCTV, and targeted interventions in key hotspots to improve both actual and perceived safety.
• Investment in street lighting and expanded youth activities and spaces to address root causes of anti-social behaviour and encourage safer evening use of public spaces.

Housing

Strengths

• A wide range of relatively affordable housing types, supported by Peterlee’s planned new town layout and green spaces that create a sense of openness.
• Some neighbourhoods and newer developments are seen as attractive and desirable, with social housing valued where it is well managed and available.

Challenges

• Poor condition and maintenance of older housing stock and parts of the private rented sector, alongside derelict and long‑term empty properties harming neighbourhood appearance and safety.
• Shortage of social and affordable housing, with concerns about HMOs, new build quality, loss of green space, and pressure on local services.

Opportunities

• Refurbishing and modernising older homes and bringing empty or derelict properties back into use to improve liveability without further loss of green space.
• Increasing the supply of social, affordable, and accessible housing, including bungalows, to address unmet need.

Education, skills and work opportunities

Strengths

• East Durham College and local schools are widely praised for their quality, accessibility, and range of provision, offering strong educational foundations from primary through post‑16.
• Proximity to larger employment centres and the presence of an industrial estate provide some access to jobs, supported by the Job Centre and local employment services.

Challenges

• Job opportunities within Peterlee are limited, with few professional or higher‑paid roles, leading many residents to commute or seek opportunities elsewhere.
• Adult skills, SEND provision, apprenticeships, and entry‑level pathways are insufficient and not well signposted, limiting routes into work.

Opportunities

• Expanding apprenticeships, work experience, and skills provision through partnerships between schools, the college, and employers to create clearer pathways into employment.
• Developing the industrial estate offer and introducing education or skills facilities in or near the town centre to create jobs, attract investment, and increase footfall.

Community

Strengths

• Strong community spirit rooted in friendliness, neighbourliness, and a shared mining heritage, with residents consistently describing warmth, mutual support, and solidarity.
• A valued network of community groups, charities, and facilities, including The Pavilion, library and leisure centre, and voluntary organisations providing essential support and activities.

Challenges

• Perceived decline and fragmentation of community spirit, driven by anti-social behaviour, loss of town-wide events, limited community spaces, and growing negativity on social media. Community organisations and spaces are under pressure, with insufficient funding, poor visibility, and demand outstripping available support, particularly for young people and older residents.

Opportunities

• Reinstating town-wide events and developing a central community hub to rebuild shared identity, pride, and regular social participation.
• Expanding youth provision and better promoting existing community assets and activities to strengthen inclusion, cohesion, and everyday community life.

Health and wellbeing

Strengths

• A strong range of indoor and outdoor facilities for physical activity, including the leisure centre, gym, swimming pool, fitness classes, sports clubs, and extensive green and blue spaces.
• Healthcare provision, including GP surgeries and the community hospital, is generally seen as reliable and an important local asset.

Challenges

• Cost barriers to healthy lifestyles, with leisure centre memberships and exercise classes seen as expensive, alongside difficulty accessing GP and dental appointments.
• Poor public health perceptions, including smoking, vaping, drug use, and underuse of green spaces due to safety concerns, litter, and dog waste.

Opportunities

• Making better use of green spaces by adding outdoor sports and exercise facilities and supporting more community run fitness activities and social prescribing.
• Improving access to healthy food through more healthy restaurants and better availability of fresh fruit and vegetables.

Our approach for the next stages

We have shared these findings with senior officers across the council to develop a greater understanding of what local residents, organisations and businesses are telling us about the town. We will be setting up a group which will be made up of council officers and local partners to help identify what can be done to improve the area over the next 10 years.

As part of this, a vision for the town will be developed and shared with you for your comments. In addition, we are developing an investment plan.