REPORT TO: CABINET
DATE: 13TH SEPTEMBER 2007
PORTFOLIO: PETER CLARKE, DEPUTY LEADER OF THE COUNCIL
REPORT AUTHOR: NICK MOULE, REGENERATION MANAGER
BOROUGH REGENERATION AND ECONOMIC STRATEGY 2007-11
1. Purpose of Report
1.1 To present the Draft Borough Regeneration and Economic Strategy (RES) 2007-11 appended to this report.
2. Recommendations
2.1 To approve the Draft Regeneration and Economic Strategy as a framework for driving forward regeneration activity in the Borough over the next four years.
2.2 To receive six monthly progress reports on the implementation of the Strategy and individual programme/project reports as appropriate.
3. Background
3.1 The Council, working alongside a range of partners/stakeholders and Lancashire County Council and through our strategic partnership with Blackburn with Darwen Council, has continued to drive forward a wide range of regeneration initiatives that are bringing unprecedented levels of investment into the Borough. Overall quality of life of many of the Borough’s residents and communities is significantly improving and business confidence is rising. The Borough is benefiting from the wider transformation now taking place across Pennine Lancashire.
3.2 A new Sustainable Community Strategy is being developed through the Hyndburn Local Strategic Partnership. In order to influence and shape the development of the new Community Strategy it is essential we are clear about the direction of future regeneration priorities and where key investment should take place.
3.3 The RES has six principal objectives:-
To set a clear programme for delivering the major economic and physical regeneration projects being led or supported by the Council which will underpin the vision and priorities incorporated into the Borough’s new Sustainable Community Strategy and also ensure the Borough plays a pivotal role in the transformation of Pennine Lancashire;
To help shape and influence complementary strategies by partners on transport, education and skills development, housing, social care, health provision, community safety and private investment;
To outline the Borough’s strengths that will be built on challenges that must be addressed and opportunities exploited to create a more prosperous and sustainable Borough;
To set the Council’s regeneration actions within the context of sub regional and regional priorities and provide a framework for discussions with strategic agencies and funding bodies we work with;
To act as a catalyst for attracting significant private investment into the area; and
To outline a planned approach to delivering the regeneration strategy and to provide the tool against which our regeneration successes can be measured.
The Strategy is focussed on three core themes which will have the biggest regeneration impact.
• Supporting the creation of a vibrant economy; • Improving housing and the environment; • Improving culture and leisure.
The Strategy Action Plan (RES Appendix 2) details progress as ongoing programmes/project within these three themes.
4. Reasons for Recommendations
4.1 The purpose of the Strategy is outlined in Section 3 of this covering report. It is essential that the Council is able to show the necessary leadership and commitment in determining the future direction of regeneration investment based on detailed analysis of the needs/issues facing the Borough and potential resource availability.
5. Alternative Options considered and Reasons for Rejection
5.1 The RES sets out a clear and realistic direction for regeneration activity. It provides a strong foundation for delivering existing regeneration programmes and sets out priorities for future years up to 2011. The RES will also feed into the Council’s future Corporate Planning Process.
5.2 The RES is already building a strong regeneration foundation but it will strengthen the Council’s/Borough’s position for attracting both private and external resources and also being strongly important to the forthcoming CPA.
Major new opportunities will be reported to Cabinet and included within the Strategy.
6. Implications
Issue Comments
Financial (including The strategy by itself does not have direct financial mainstreaming) implications. It provides a framework for investment by partners, bids for external funding and Council investment. Individual programmes/projects with direct financial consequences will be subject to separate reports. Legal No direct implications for the RES. Individual projects are subject to legal obligations. Assessment of Risk The Strategy is building on many strengths and ongoing/developing projects which are subject to specific risk assessments. The RES will develop as programmes evolve and new opportunities happen. Equality All communities and groups are benefiting from regeneration of the Borough. Key Decision This is a key decision for the Council as the RES is Borough wide.
7. Consultations
7.1 The RES has been shaped by a wide level of previous and ongoing consultation with the Borough's communities, partners, Members and Officers. Many of the programmes referred to in the RES have been based on extensive consultation.
8. Links to Corporate Priorities
The RES meets all the Council’s corporate priorities and in particular:-
• Corporate Governance and Community Leadership • Economy and Employment • Housing and Environment • Culture and Leisure
9. Local Government (Access to Information) Act 1985: List of Background Papers
Not applicable.
10. Freedom of Information
10.1 This report does not contain exempt information under the Local Government Act 1972, Schedule 12A and all information can be disclosed under the Freedom of Information Act 2000.
HYNDBURN’S REGENERATION AND ECONOMIC STRATEGY 2007-11 (Draft): RENAISSANCE OF ACCRINGTON AND OUR TOWNS -MAKING OUR BOROUGH THE PLACE TO BE
Foreword
Every Borough has its time and this is ours…. Over the past year the Council, working closely with our various partners and stakeholders, has continued to drive forward initiatives that are contributing to the resurgence of the Borough and bringing an unprecedented level of investment into the area. Quality of life for local residents is improving quickly. The housing market remains exceptionally strong, crime rates are continuing to reduce, and the infrastructure for housing, education, health, retail, transport and employment are all undergoing major renewal.
In 2007, the Borough is on the verge of taking its place as an important centre in both Pennine Lancashire and in the North West of England. Accrington town centre is anticipating a bright new future with the exciting prospect of the scale of investment which has not been seen for generations- a new refurbished market, a significant expansion of the Arndale, a new health centre, new bus and rail stations, a new supermarket and many other developments coming to fruition.
The Housing Market Renewal programme is making a significant impact on transforming some of our most run down neighbourhoods with the first phase of the Keepmoat housing development in West Accrington commencing in Autumn 2007 while major strides are taking place to develop the major economic employment site creating many thousands of jobs at Whitebirk.
A new and dynamic image is being created for the Borough which is being embraced by the Borough Council, Lancashire County Council, our partners and business and the community to promote and market the Borough.
This Regeneration and Economic Strategy sets out how we will drive forward the regeneration of the Borough over the next 4 years.
Part 1: Introduction
The Borough’s current Community Strategy already sets out an ambitious programme for driving forward the transformation of the Borough. Over recent years the Council, with our various partners and stakeholders, has continued to deliver initiatives that are contributing to the resurgence of the area and bringing in an unprecedented level of investment. The Borough is also benefiting immensely from the transformation taking place across Pennine Lancashire as a result of major investment opportunities now being generated.
However, we recognize there is still much to do. A new Sustainable Community Strategy (SCS) for the Borough is being developed, but in helping shape the new SCS it is important that we are clear about future regeneration priorities.
1 The purpose for producing this Regeneration and Economic Strategy is six fold:-
To set a clear programme for delivering the major economic and physical regeneration projects being led or supported by the Council which will underpin the vision and priorities incorporated into the Borough's new Sustainable Community Strategy and also ensure the Borough plays a pivotal role in the exciting transformation of Pennine Lancashire;
To help shape and influence complementary strategies by partners on transport, education and skills development, housing, social care, health provision, community safety and private investment;
To outline the Borough's strengths that will be built on, challenges that must be addressed and opportunities exploited to create a more prosperous and sustainable Borough;
To set the Council’s regeneration actions within the context of sub-regional and regional priorities and provide a framework for discussions with strategic agencies and funding bodies we work with;
To act as a catalyst for attracting significant private investment into the area; and
To outline a planned approach to delivering the regeneration strategy and to provide the tool against which our regeneration successes can be measured.
This Regeneration and Economic Strategy has been developed in partnership with a range of agencies across all sectors and will be delivered through a partnership approach. There is a joint commitment to the actions outlined in the Strategy and its implementation will be kept under strong scrutiny to ensure successful impact. The Strategy is split into a number of sections:-
Part 2 sets out the strategic framework - the Regeneration Strategy fits in within a framework of local and regional plans and partner strategies. These provide the context which guides our investment priorities and plans.
Part 3 sets out where we are now and the main drivers for change - Major improvements are happening, but there are significant challenges still facing the Borough, which must shape the direction and priorities of this Regeneration Strategy. The District is one of contrasts, urban townships with some areas of significant deprivation, but set amongst some of the finest countryside in the north.
Part 4 - This section looks ahead to what we want the Borough to be in 10 years time and our ten-year strategic objectives.
Part 5 takes our ten year strategic objectives, and sets out our regeneration investment framework and planned actions for the next 4 years thereby helping make major steps towards achieving these objectives.
Part 6 sets out our approach to delivering the strategy and the performance framework - Delivering projects and programmes successfully and on time is fundamental to the regeneration process. Section 6 describes the performance management framework.
2 Part 2: Strategic Framework: Shaping the Vision
The overall vision for this Regeneration and Economic Strategy is to create a better economic, social and physical environment to make the Borough the place to be, but the primary emphasis for the Council has to be enabler or deliverer of physical and economic regeneration change.
The success of delivering regeneration involves bringing together the collective resources of the Borough Council of Lancashire County Council who are responsible for many services in the Borough, of the business community, of Government agencies and many stakeholders within the Local Strategic Partnership and through our strategic partnership with Blackburn with Darwen Council.
To meet the duty set out in the Local Government Act 2000, the Borough’s former Local Strategic Partnership (LSP), Hyndburn FIRST, prepared a Community Strategy running from 2003-08. An external review of the LSP carried out in 2006 recommended that a new Sustainable Community Strategy (SCS) be developed to supersede this in line with the government consultation document “Local Strategic Partnerships: Shaping their Future”. This establishes the SCS as the pinnacle of, and a beacon for, all current and future Council strategies.
Underpinning the new SCS are a series of key strategies. These include the Local Development Framework and the Regeneration and Economic Strategy (RES).
The SCS, Regeneration and Economic Strategy and Local Development Framework (LDF) are closely linked. The SCS sets out the vision and high-level priorities for the borough, linking into the Local Area Agreement between the Council and the County Council and Central Government. The LDF is the spatial expression of the SCS, ensuring that the planning framework enables delivery of the required projects in the appropriate places, and translating regional planning policies into the local context.
To this end regeneration programmes and projects will seek to promote the highest principles of sustainability by seeking the best standards of design and energy efficiency, resourcing local materials and services and by maximising employment and training opportunities for local people and businesses.
The RES is the principal means by which these projects will be driven forward and delivered and new opportunities evaluated. It represents the regeneration contribution to broader aims of the SCS. It also takes account of regional and sub-regional regeneration initiatives such as the Lancashire Economic Strategy, Central Lancashire City Region Development Programme, Pennine Lancashire Transformational Agenda and Elevate East Lancashire Housing Market Renewal Programme. A range of local strategies including the Borough Housing Strategy, Community Safety Strategy and other strategies all feed and influence the RES.
The advantage of this approach is that these documents, whilst having different time-scales, are being developed simultaneously. This ensures they align with the emerging vision being set out in the SCS. It also maximises the opportunity for the LSP to buy in to the performance management of the regeneration strategy, which is outlined in detail in Section 5.
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The following diagram sets out how the various strategies and plans link together:
Regional/sub regional Lancashire Local Area Regional Spatial Strategy economic strategies Agreement
The Sustainable Community The Local Development Strategy 2007 - 2017 Framework
Hyndburn Borough Council Corporate Plan
Regeneration Strategy 2007 - 2010
Thematic Strategies (Linked to LSP subgroups)
Part 3: This is Hyndburn: Current Situation
Hyndburn is a compact district in the heart of Pennine Lancashire with a population of 81,600 residents, including a well-established and growing BME community comprising 8.3% of the population. With over 35,200 residents, Accrington is the main centre of population. Other key towns in the Borough are Church, Clayton le Moors, Rishton, Great Harwood, Oswaldtwistle, Altham and Huncoat consist of smaller populations. Our communities live in traditional urban environments, with stone-built terraces and suburbs built in Accrington red brick, nestling in the attractive foothills of Pennine Lancashire.
This location between Burnley and Blackburn ensures that the Borough’s future fortunes are closely entwined with those of the Pennine Lancashire sub region. 100,000 people live in Accrington’s immediate shopping catchment area, with a further one million people within half an hour’s drive of the Borough through motorway links to Preston and Greater Manchester. The Transpennine rail route also puts Accrington within easy reach of West Yorkshire.
The strategy has been developed by recognising weaknesses and the strengths of the Borough and the sub region and the challenges and opportunities that are likely to affect our ability to influence the future of the area.
4 We have some of the most deprived wards in the country; a third of the older housing stock falls below the decency standard; there are sizeable areas of derelict land and outmoded industrial premises, 65% of the Borough's residents have low incomes exacerbated by high proportions of economically inactive people and health of the overall population is one of the poorest in the country. Appendix 1 summarises key facts about the Borough.
On the positive side, we know the District is a relatively safe place to live and the overall quality of life of our communities is improving. There is a strong manufacturing base; there are relatively good transport links and a high level of residents like living in the Borough.
In terms of the strategic context, Accrington and its district towns has the potential to reposition itself at the heart of the transformation of Pennine Lancashire and also take advantage of economic resurgence of the Manchester conurbation.
Economy and Employment
The economic base of the Borough’s towns and neighbourhoods, in common with that of our Lancashire neighbours, is rooted in textiles, engineering, chemicals and extractive industries, and it is from this that our communities have weaved their own distinctive identities.
Manufacturing is still one of the area’s key strengths with 23% of employees working in this sector, offering a solid foundation for attracting higher value economic production. However, the legacy of canals, older industrial premises and industrial structure still bears witness to the County’s and Hyndburn’s fundamental contribution to the development of manufacturing industry in Britain. The decline and retrenchment of manufacturing industry is a background which we must constantly work within, alongside the need to develop a greater representation of higher value added businesses in order to raise our overall wealth generating potential.
Hyndburn has a low wage economy, a low skills base and low productivity. Although the proportion of people of working age in employment is higher in Hyndburn than both regionally and nationally, there are still significant pockets of unemployment and significant levels of need within Hyndburn’s most deprived wards. Hyndburn has broken out of the list of the most deprived areas in the country. The interplay between poor economic conditions and poor housing/poor health has long been acknowledged and is at the heart of much of Hyndburn’s work on Housing Market Renewal, Single Regeneration Budget, Neighbourhood Renewal and is at the heart of our contributions into the Lancashire Local Area Agreement (LAA).
A major initiative in the coming years identified in the Central Lancashire City Region Development Plan will be the development of the 32.6 Ha Whitebirk strategic employment site to create a “knowledge park” which will attract new employment sectors around the knowledge economy providing potentially 2000 high value jobs. Employment intervention initiatives will be developed to ensure that opportunities arising out of the Whitebirk development will be targeted to local residents. A high priority will be given to the accessibility of the site by public transport and the availability of appropriate skills training, to ensure that local residents are able to take advantage of new employment opportunities.
To attract new sectors we are mindful of the importance of having the right infrastructure in place for transportation and opportunities for the businesses themselves to come together and articulate their needs. The success of the Council and the LSP in achieving this at Altham Business Park has resulted in Altham being designated one of the first industrial estates being included in the national Business Improvement District (BID) pilot programme.
5 Our established regeneration partnership with Blackburn with Darwen BC is paying dividends. Through our joint LEGI “Great Goals” bid with the other Pennine Lancashire Councils, Hyndburn is benefiting from a share of £23.4m of LEGI money from April 2007. This provides a golden opportunity to address issues around enterprise and economic activity in the areas most deprived communities.
We will need to strengthen our partnership working across Pennine Lancashire recognising that many residents travel to work from outside the Borough. This collaborative working will help us to influence the plans which will ultimately shape the external resources required to improve life for local residents. Some of the key priorities of the Central Lancashire City Region development plan are enterprise, skills enhancement and expansion of higher education in central Lancashire, all of which link to existing Hyndburn priorities.
The award of Assisted Area Status for 3 wards – Rishton, Altham and Clayton – brings with it access to business support and grant aid to stimulate job creation and further investment.
Creating the right environment for new business forms a key part of the regeneration of Accrington town centre. Building on major regeneration and investment programmes that have already occurred in the town centre, proposals for £1m investment in the Victorian Market Hall will both create a high quality retail environment, but will also create an Enterprise Haven to encourage new business start ups. With the prospect of a thriving Arndale Centre looking at opportunities to provide enlarged units and more shops; the prospect of new bus and railway stations and a new masterplan for Accrington town centre, we anticipate that the awakening of Accrington town centre to be the catalyst for further development across the Borough.
Plans to build the first racecourse in Britain for around 80 years in Altham, which would deliver a further 500 permanent jobs, will also progress over the course of this strategy.
Enhancing our current assets offers potential for tourist growth. There are ambitious plans to build on Oswaldtwistle Mills’ 1.2 million visitors a year, whilst Accrington Stanley – “the team that wouldn’t die” – has achieved its goal of football league status.
With half of the Borough designated as greenbelt land, efforts have focussed on developing disused sites. We have made great progress in reducing the amount of derelict land – the amount has fallen by 13% in the last three years.
Population Trends
In keeping with neighbouring authorities Hyndburn’s population is expected to grow with official estimates suggesting at least an additional 1300 people will live here by 2013. However, current trends suggest numbers within the main economically active group (30-44 year olds) are predicted to fall, leading to the borough having a more polarised age structure with proportionally larger numbers of 65+ and 20-29 year olds. The younger generation population is predicted to grow. This potentially has implications for the economy and housing market due to the current below average education attainment of many younger people compared to the regional average.
6 A Renaissance of our Natural and Built Environment
Hyndburn's rich heritage offers a host of exciting possibilities for the future. Ten conservation areas cover a range of historic buildings and land use, from parkland to village and town centres. Accrington in particular has immense potential as a Heritage Town, with the under-utilised Grade II listed Victorian Arcade sitting amongst an eclectic mix of independent shops in the Abbey Street area. The town’s Victorian Market Hall will be refurbished within the next two years to provide modern market facilities and incubator units for small businesses, and the refurbished Broadway shopping area has recently been enhanced with impressive floral displays.
The Floral Markets Town initiative is designed to build on the success in regenerating the Borough, which will make a big difference in transforming neglected areas into attractive public spaces. A major programme of capital investment into Hyndburn’s Parks supports this initiative. There are aspirations to develop additional Local Nature Reserves and development of a country park surrounding the Coppice thereby protecting and enhancing the natural assets of the Borough. We also aim to build on the success of the “Hyndburn Greenway” following completion of the national cycle route through the Borough.
Significant strides are being made to improve refuse collection and street cleaning across the Borough through implementing the Clean Neighbourhoods and Environment Act thereby complementing targeted regeneration areas and initiatives.
The introduction of the new Local Development Framework is a main priority for the Planning service. The Framework will support the implementation of policies and proposals in the Regeneration Strategy and Community Strategy, particularly those with land use implications. Supplementary planning documents will guide regeneration projects on Housing Market Renewal and other areas of extensive physical change giving them statutory weight and through involvement of local residents, private, public and voluntary organisations, borough wide ownership.
Improving Homes and Creating Better Places to Live
Housing and the environment are at the heart of the Council's plans for building sustainable communities. The Borough’s housing stock is enjoying levels of investment not seen since the end of the Second World War.
Hyndburn is a partner in the Elevate East Lancashire Pathfinder established to tackle areas of housing abandonment and rundown housing. The overall approach of the housing market renewal programme is to transform neighbourhoods to help create places where people want to live. Our plans include a reduction in the oversupply of terraced housing and replacement with a range of quality modern housing. This is complemented by refurbishment and improvement where stock is retained.
Project Phoenix schemes 1 and 2 will clear around 320 low demand terraced houses and develop around 300 homes for sale and rent. The Princess Street project area, which has over 1,000 terraced houses, is being revitalised through a combination of refurbishment, selective clearance and the introduction of sustainable, managed open spaces. The Council has selected Keepmoat Ltd as the lead development partner to develop new high quality housing in West Accrington.
7 In 2006/7 the Council achieved full delivery of its HMR programme. We also continued the successful development of neighbourhood management activities, drew up a new masterplan for West Accrington and Church and relocated all households affected by clearance to better homes.
Independently of Elevate, the Clayton Triangle scheme will provide high quality executive homes, broadening housing options available in the Borough, whilst the Platt’s Lodge scheme will provide “executive” apartments for those preferring a more urban lifestyle. Other brownfield sites are being brought forward by developers for new private housing reflecting a growing buoyancy in the local housing market. The joint venture partnership the Council has with Globe Enterprises Ltd and the Hyndburn/Barnfield Partnership provides vital financial muscle and capacity to tackle key strategic regeneration projects illustrated by the prestigious Globe office complex, the Vue cinema and Platts Lodge housing scheme.
3500 former Council houses – almost 10% of the total number of houses in the Borough – are being improved by Hyndburn Homes to meet Decent Homes Standard by 2010 via a £35m investment. This investment in social housing is complemented by investment in the poorest quality private sector housing generated through the Elevate Housing Market Renewal Pathfinder. Other Registered Social Landlords also play an essential role in providing affordable homes and contributing to wider regeneration activity.
The introduction of Neighbourhood Management to over 9000 properties in West Accrington, Clayton- le-Moors, Peel and Barnfield ensures that the overall quality of life is considered alongside the need to reshape housing stock. This remit extends to all priority areas covered in this strategy, but particularly involves joining up the approach of organisations delivering public services.
Safer, Stronger Communities
Community safety by its very nature is a cross-cutting theme. Crime levels and anti-social behaviour can have a profoundly negative affect on communities in terms of their quality of life, fear of crime and interaction with the environment for leisure activities. Deprivation, unemployment, poor housing; health, education and economic development are also contributory risk factors associated with high crime levels and anti-social behaviour.
The Community Safety Partnership is continuing to deliver real improvements on the ground, which has led to a 12.7% reduction in British Crime Survey Comparator Crime (BCSC) to the end of 2006/7 (2003/4 baseline). The Partnership has focused on Hyndburn’s volume crime types, such as criminal damage, violent crime and vehicle crime, and in the majority of crime categories Hyndburn is achieving at least a 15% reduction. These top volume crime categories accounted for 70% of all BCSC crimes in the final quarter of 2006/7.
Improvements are having a positive impact on residents’ perceptions of crime and anti social behaviour. Whilst residents still say these are their top priorities, surveys show that they recognise things have improved substantially over the last few years.
Encouraging Better Learning, for Longer
Children in Hyndburn get a good education when they enter the state system. The percentage of children getting 5 or more A*-C grade GCSE’s has increased from 41% in 2003 to 56% in 2006, closing the gap with national figures. Through the new Sustainable Community Strategy, the Council and its partners are starting to focus on the development of skills in the home environment prior to formal schooling.
8 Post GCSE-level education, the proposals to develop Moorhead High School as a sixth form Academy would bring A-level provision back to the locality, offering students the opportunity to continue in Further Education without needing to leave the Borough. A second proposal from the neighbouring St Christopher’s school in addition to this is also being developed. Hyndburn has higher than the national average amount of people qualified at NVQ levels 2 and 3, and this solid basis needs to be extended to further people’s education to level 4. Equally, the number of people without formal qualifications is being tackled through the Accrington and Rossendale College, which has a national reputation as a centre of excellence for Construction related skills. The College is undergoing a major expansion programme to meet the increasing demand for higher level education in the area.
Education facilities in Hyndburn will be improved by the Building Schools for the Future programme in 2008-10, and the Primary Capital Programme, which commences in April 2009.
Further support for developing the needs of children and their parents is provided by Sure Start Hyndburn providing universal support services for children and parents with considerable emphasis on empowering parents to become economically active. The Park Child and Family Centre is located in Church ward in Accrington. Hyndburn's SRB6 funding specifically supported the community element of the centre. Subsequently ERDF funding was secured to develop three outreach centres with ICT suites, focusing on building the capacity of the local community to access employment and training opportunities.
A Healthier Hyndburn
Hyndburn’s population suffers from deep-rooted health problems. Life expectancy is below the national average, mainly due to high rates of death due to cancer and heart disease. Unhealthy lifestyles contribute to this, with 27% of the adult population smoking, 55% of the population being overweight, and 45% living a sedentary lifestyle. The new multi-million pound LIFT health centres, sited in some of the most deprived areas in the Borough, will act as a beacon linking people with healthy lifestyle programmes once open in December 2007 – whilst a dental school at the Paradise health centre aims to improve the provision of NHS dental care in Pennine Lancashire.
An Improving Council
Over the last few years, whether it is measured by best value performance indicators, financial management, or though the scale of regeneration work in the Borough, the Council can clearly be seen to be improving. We aim to deliver excellent, value for money, customer focussed services in our priority areas that achieve improved quality of life and service delivery for stakeholders. We are committed to providing strong and effective political and executive leadership working together with our partners and stakeholders to translate the vision for the Borough into reality for the benefit of the whole community.
The Council has consistently increased the number of Best Value Performance Indicators that are in the top half of the national performance tables. In 2006/07 we doubled the number of Best Value Performance Indicators in the top two quartiles compared to 2000/01. Our commitment to ensuring value for money can be seen in our performance against our annual efficiency targets where for 2006/7 the Council achieved efficiency savings in excess of £2.9m against a target of £0.85m. Finally, our Regeneration achievements are documented throughout this document, although we recognise we need to keep adding to our portfolio of achievements for Hyndburn to become self-sustaining and the vibrant place we want it to be.
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Part 4: A Vision for Hyndburn
Objectives set out by the new Hyndburn Local Strategic Partnership Assembly Board have set out a vision to make the Borough the place to be. Our ten-year vision is that by 2018 Accrington and the district towns will be:-
● A collection of distinctive and vibrant modern towns with attractive high quality and sustainable living environments;
● A place for everyone, that embraces and values diversity;
● A place where there is a strong and balanced housing market and where people choose to live;
● A place where it is good to learn, work and do business, with a thriving local economy and infrastructure; and
● A community with pride, confidence and high aspirations.
The vision establishes our approach to the place-shaping agenda. This strategy has a key role to play alongside the Sustainable Community Strategy and the Local Development Framework, being one way in which the ambitions and overall approach articulated can be turned into practical outcomes. As such, it reflects the Borough’s identity and aspirations, safeguarding and promoting residents’ well- being and prosperity.
The focus of regeneration priorities will be towards:
● Supporting the development of a vibrant economy, with continuing low levels of unemployment, an increased proportion of higher value employment, and improved transportation;
● Create high quality public realm in our town centres (including floral and landscaping schemes), tackling environmental blight through physical regeneration of heritage buildings and new developments;
● Create self-confident, inclusive and cohesive communities;
● Encourage the development of a strong and balanced housing market with quality homes and promote the area within and outside the Borough as a great place to live;
● Improve the range of educational and learning facilities and raise standards of educational attainment and skills development with good access to employment and education;
● Make Hyndburn a more enjoyable place to visit, increasing the range and depth of recreational opportunities and maximising benefits from the Borough’s countryside, heritage and culture; and
● Promote healthy living and reduce health inequalities.
10 We know that because of existing needs, ongoing projects and resource availability there are defined priority areas for intervention over the next 3 years. The Regeneration Strategy will broadly concentrate on 7 geographical or themed areas of activity, which will act as the hub for the regeneration of the District and achieve critical mass of intervention benefiting the whole Borough and our neighbouring districts.
● We will seek to recreate an economically and culturally vibrant Accrington town centre and key gateways into Borough which will help drive forward the economic prosperity of the whole Borough. The town centre and “gateway” regeneration will also directly complement the regeneration activity happening or planned in the adjoining Housing Market Renewal areas;
● The main focus of Housing Market Renewal activity will continue to be in West Accrington and Church, around the Oswaldtwistle/Church Gateway, Clayton Le Moors with next area of HMR intervention being in Peel and Barnfield;
● In the north west and north of the Borough the main emphasis will be focussed on delivering strategic employment sites such as at Whitebirk and Huncoat and supporting the development of the nationally prestigious Pennine Lancashire Racecourse;
● We will create a cleaner and greener Borough and provide facilities and activities which better meet the needs of both local communities and also attract tourists and visitors;
● We will encourage the ongoing skills development of our work force and residents and deliver the LEGI Great Goals Programme promoting business enterprise and economic activity in the most disadvantaged communities;
● At the township level a co-ordinated approach will be adopted to promote smaller scale regeneration interventions by developing overarching township regeneration plans in tackling physical improvements and accessing employment opportunities; and
● We will maximise the Council’s enabling role by creating a positive climate for private investment and delivering up development opportunities.
In working towards this vision, the strategy focuses on 3 core themes that contribute to achieving the physical and economic transformation of the Borough which the District Council is most able to influence or deliver and also correspond to the Council's Corporate Plan: -
Creating a vibrant economy Improving Housing and the Environment Improving Culture and Leisure
There are strong interconnections with those elements required for creating sustainable communities which the Council does not have direct responsibility for – health, education and skills development, social care and crime which are led by other LSP partners and which will be covered in the new SCS action plan.
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11 Part 5: The Regeneration Investment Framework: What we will do
This section sets out how we will fulfil the potential of the Borough through understanding the needs of business and investors to the opportunities of location and local people can offer and by pursuing a rigorous and entrepreneurial approach to making regeneration happen. This will set out how we will create a culture of making things happen and securing the funding opportunities available to the Borough.
Through the extensive consultation on regeneration priorities for the Borough there was general consensus amongst consultees that the added value role and purpose of the Regeneration Strategy should be to support projects which will transform the economic performance of the Borough as a whole and in particular improve the quality of life of our most deprived communities.
This will be achieved through greater collaboration with our partners working within the Borough, but also with our neighbouring authorities and strategic agencies such as Lancashire Economic Partnership and Elevate.
A description of the main regeneration programme for the next 3 years under these themes is summarised below and set out in more detail in Appendix 2.
Theme 1: To support the creation of a vibrant economy
The overall aim of the economic theme of this strategy is to foster business growth to create sustainable well-paid jobs for residents both from the Borough and across Pennine Lancashire.
Key initiatives will include:
Develop the Government's Local Enterprise Growth Initiative in collaboration with Blackburn with Darwen, Burnley and Pendle Councils to promote business start-ups and expansions. An “Enterprise Haven” providing business incubator units will be created on the upper floor of Accrington Market as part of the plans for refurbishing the market;
A major initiative for employment creation will be the development of the Whitebirk strategic employment site to create a knowledge park attracting new employment sectors around the knowledge economy providing high value jobs. This site will provide much needed freehold development space to help us meet the development and expansion needs of many local Hyndburn and East Lancashire companies thereby supporting inward investment activities;
Bring forward other key designated employment sites notably at Huncoat and as part of the review of employment land provision and seek to consolidate and improve designated employment sites where existing conditions adversely effect business operations;
Support the development of modern business parks;
In collaboration with the Groundwork Trust and local businesses continue to support and develop the Business Improvement District at Altham;
Pursue a policy of relocating and supporting the relocation of inappropriate businesses from HMR neighbourhoods;
12 To promote the District and its attractions at a regional and sub regional level with a detailed action plan for marketing the District as a tourist destination, as a place to invest in, do business with or live in;
To develop Accrington town centre as a heritage market town and the civic heart of the Borough through firstly the development of a visionary masterplan for the town centre and secondly, ensuring a viable delivery plan follows the master plan approval;
Facilitate the development of key development opportunities in the town centre including the refurbishment of the Market Hall, potential retail developments at the Arndale shopping centre and at Eagle Street and the restoration of town centre heritage buildings through a Townscape Heritage Initiative;
Undertake a retail and business study of Blackburn Road as part of the HMR strategy for West Accrington and Church and from the conclusions of the study develop a design framework to create a specialist shopping and business gateway seeking NWDA funding to assist with implementation;
To work with partners particularly the Pennine Lancashire authorities, Lancashire County Council and Blackburn with Darwen Council to ensure transport infrastructure, roads and public transport is improved at a sub regional level and that poor transport connections, which hinder employment and business development within the Borough, are prioritised. Improving transport facilities in the Borough through the provision of new bus and rail interchanges and rapid transit bus routes across to improve public transport;
Globe Enterprises, the joint venture company , will continue to look for significant regeneration opportunities following the completion of the quality housing schemes at Platts Lodge,Accrington and Brookbond at Great Harwood.
Supporting Accrington and Rossendale College’s future development.
Supporting and helping to shape the development of LCC's “Building Schools for the Future” programme to ensure maximum benefits are achieved for children's education and neighbourhood renewal; and
Within the district towns a co-ordinated and planned approach will be pursued to boost the towns as service centres by promoting smaller scale regeneration interventions. Overarching township regeneration plans similar to the Great Harwood Regeneration Plan will be produced to target investment priorities for tackling physical improvements, accessing employment opportunities and harnessing potential sources of both public and private investment.
Theme 2: Improving housing and the environment
Pursuing a physical investment strategy will provide an integrated approach to building sustainable communities, improving the quality of housing and the environment. The physical investment strategy will attempt to integrate actions, plans and strategies through area based planning encompassing Housing Market Renewal, investment plans for schools, health centres, green spaces and other public facilities.
13 Key initiatives will include: -
The development of the Local Development Framework for the District will set out the planning policies for the district and lay out a planning and design framework by providing supplementary planning guidance for areas of major regeneration intervention and for the provision of employment sites;
Building on the Floral Market Town initiative, transform the public realm of town centres across the Borough to create a sense of civic pride and pleasure amongst residents and businesses, which in turn is expected to stimulate further investment;
Continuing the implementation of the HMR programme in West Accrington and Church and Clayton Le Moors;
In the autumn of 2007 Keepmoat, the Council's development partner will kick start its £50m redevelopment plan for West Accrington;
Commence a regeneration and housing market renewal plan for Peel and Barnfield;
Continue the development of the Borough Housing Strategy through the adoption of the Private Sector Renewal Strategy and Empty Property Strategy and other housing interventions in tackling disrepair and housing market decline;
Establishing a strategic housing partnership with RSL partners and other housing partners to ensure even better targeting of housing initiatives and investment against housing and regeneration priorities;
Promote the reuse of brownfield sites for attractive, high quality sustainable new development or open space through an area based strategy focused on regenerating communities and neighbourhoods;
Delivering high quality key mixed developments: Platts Lodge, Rishton Bridgefields, Clayton Triangle, Brooke Bond at Great Harwood, Woodnook Mill and Church Canal Gateway;
Continue the development of neighbourhood management in order to improve and develop services and community priorities within HMR neighbourhoods;
● Collaborating with a range of partners to develop a programme of community based environmental projects which tackle derelict and under utilised land and improve community amenities to help foster a sense of local pride;
● Implementing the Wilson Livesey “Transforming Pennine Lancashire” projects for a town square in Accrington and delivering the “Chic sheds” healthy living allotments scheme in Baxenden.
Theme 3: Improving Culture and Leisure
By developing the Borough’s sporting, tourist and leisure attractions such as Oswaldtwistle Mills, the Haworth Art Gallery and Accrington Stanley we will better exploit the potential of the Borough as a vibrant tourist and cultural destination, improve its attractiveness as a place to live, boost the economy thereby adding the glue to the economic and physical regeneration plans. Planning for the aspirations of the younger generations has to be paramount in making the Borough more attractive and vibrant.
14 ● Explore how tourism and leisure might widen the attractiveness of the Borough building on its heritage, visitor attractions and its position in relation to the Pennine hill country;
● Plans to build the first racecourse in Britain for around 80 years at Altham is expected to result in an outline planning application in spring 2008 with a possible commencement of the development of the racecourse in 2010;
● Development of improvement plans for upgrading Parks, playing fields and open spaces;
● Develop a business plan for creating the Haworth Art Gallery and Haworth Park as a green theme “Parks for People” and for hosting floral and cultural activities;
● In collaboration with neighbouring authorities pursue a strategy for transforming the Leeds Liverpool Canal as a significant tourist attraction and quality environment for mixed development;
● Exploring the potential for capitalising on the spectacular countryside and becoming an active participant in bringing outdoor activities and “extreme sports” facilities to the Borough through the Pennine Lancashire “Adrenaline Gateway” project;
● Exploring the potential for developing the town hall and other civic buildings as regional important conference and entertainment facilities;
● Support Accrington Stanley in their plans for providing a modern multi functional football stadium and;
● Improving the daytime and evening economy of Accrington town centre by exploring how best to develop a high quality cafe and restaurant society and improving the arts and leisure “offer” so the Borough begins to be recognised for its cultural and artistic potential;
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Part 6: Delivery and Performance Management
Performance management is an essential part of any strategic process and we will adopt the best practice on performance management. The Strategy and Action Plan in Appendix 2 reflects the commitment of partners working within the LSP to the regeneration of the Borough. It sets out a programme of specific projects and initiatives with lead responsibilities, which are being developed or will be brought forward over the next 3 years with new projects being subject to an evaluation appraisal.
A number of working groups/project teams of appropriate stakeholders will be responsible for undertaking the work required. Major projects will be championed by an advocate who will be responsible for ensuring the activities are progressed against the objectives.
As this strategy rolls out, and as new opportunities arise it will be possible to identify new initiatives and forge new partnerships with the private sector to harness their capacity and opportunities and as appropriate develop delivery mechanisms accordingly.
15 Mature regeneration partnerships such as with Globe Enterprises or for HMR are established while for other proposals partnerships are emerging for example for LEGI or Church Canal Gateway. The Council in committing to fulfilling our enabling role/working with a range of partners will make use of a range of powers, land assets, exploiting external funding, project management expertise fulfilling our role as statutory planning authority, use of CPOs, examining new delivery mechanisms and by developing our own regeneration skills and knowledge.
For Lancashire LCC the County will seek to strengthen closer working with Hyndburn/local agencies on regeneration priorities, more joint initiatives and using LCC funding.
Resources
Funding for the projects will come from a range of sources namely HMR, SRB, LEGI and NWDA funding with the predominant funding coming from the private sector or by public investment from partners. The Council and LCC will continue to examine capital and revenue programmes to support projects although this will be balanced against funding availability and other priorities.
Securing pump priming and gap funding will be essential for bringing forward new regeneration initiatives. Support will be sought where practical from the NWDA, Heritage Lottery and other external funding opportunities although this is dependent on schemes meeting very strict funding criteria.
A strong element of resourcing will be from Council and other partner staff performing the Council’s enabling functions which will unlock private and partner investment.
Performance Management
Each project will be subject to the Council’s or partner’s Performance Management process so that we account for activities and deliver projects effectively. The major more complex projects will be led by a Core Project Team whilst all projects will have a clear project management and risk management plan. Overall monitoring and accountability will rest with the Lead organization. Within the Council internal officer/Member project teams will oversee specific projects with overall monitoring of the Strategy and its programmes/projects being undertaken by the Council’s Corporate Management Team with reporting to the Council's Cabinet and Scrutiny Panels as appropriate.
There will also be reporting through the LSP Economy and Employment theme group or other LSP theme groups with overall responsibility for monitoring delivery by the Hyndburn LSP Assembly Board.
The overall impact of regeneration progress will be measured through the District Council Performance Management Framework.
The Council will keep under review its own structures and procedures so as to ensure its role in delivering the Regeneration and Economic Strategy is fully achieved.
16 APPENDIX 1: Key Facts about Hyndburn
Hyndburn is home to 81,600 people, 40,100 residents are Male and 41,500 are Female. (ONS, 2005 Census mid-year estimates)
Population figures amount to a density of 1100 per sq km, more than twice that of Lancashire and three times the national figure.
The boroughs minority ethnic population is currently estimated at 9.3%. The largest minority ethnic group is Pakistani (7%) and many of these identify themselves as Kashmiri in heritage. This is also true in some instances within the Indian community (0.7%). Hyndburn also has a 0.9% Irish population. (ONS 2004 estimates, experimental statistics – population recorded in 2001 census was 8.3%)
The total number of people of working age in Hyndburn is 48,800 this is 59.8% of the population. 73.2% of the working age population in Hyndburn is described as economically active. (NOMIS Official Labour Market Statistics - 20/08/2007)
Gross weekly earnings for full time workers in Hyndburn are at £345.7 when compared to records for the North West (£421.9) and Britain (£449) earnings in Hyndburn are significantly lower. (NOMIS Official Labour Market Statistics - 20/08/2007) The average annual earning for 65% of Hyndburn households is below £25,000. (Axciom data 2005)
The average house price in Hyndburn is £103,305; this is lower than the Northwest which is £159,522 and under half the UK average which is £210,578. There is a large supply of terraced housing across the Borough. The average price of terraced house in Hyndburn is £84,679. In the North West this is £112,701 and in the UK the average cost of a terraced house is £168,134. (http://news.bbc.co.uk/1/shared/spl/hi/in_depth/uk_house _prices/html/houses.stm)
APPENDIX 2 Friday, 27 March 2015 Regeneration Strategy Action Plan - Attract and deliver key ‘transformational projects’ which achieve ‘critical mass’
CREATING A VIBRANT ECONOMY PROJECT/OBJECTIVE ACTION LEAD TIMETABLE PROGRESS RESOURCES Programme of LEGI Programme of 10 initiatives Economic Development Programme is now live Majority of individual Staffing resource initiatives throughout to be delivered throughout Manager/Business from 1 April 2007. initiatives have been needs for individual Pennine Lancashire Hyndburn, Pendle, BwD Development Officer/BwD appraised, and initiatives now being and Burnley Strategic Adviser Hyndburn’s capital project approved by ELCHEX identified the Market Hall Enterprise • LEGI structures BwD Legal Haven due to commence including ELCHEX Department currently April 08. Group/Steering addressing LEGI Group/Working initiative procurement Group/Programme issues Monitoring Team all established Systems and protocols for delivery of the programme currently being developed Whitebirk strategic Achieve planning Chief Planning and August 2007 Planning application NWDA employment site permission Transportation Officer/BwD will be determined in Bwd strategic Strategic Adviser Autumn leadership Produce detailed Planning NWDA construction delivery plan Former Huncoat Power Waste treatment LCC/Plans and Sept 07 Planning consent LCC Station Site/Provision of plant/employment Environment obtained to develop NWDA relief road between Altham development on remainder Manager/Development site as waste Private Lane and Bolton Avenue of site. Conrol Manager treatment plant Planning Planning application submitted and decision to be made before end 2007 Consideration to be given through Core Strategy Dev. Plan as to whether land should remain in Green Belt Platts Lodge Mixed housing BwD Strategic advisor March 07 Draft Supplementary Regen and Planning development at Platts Planning Document Private Investor Lodge developed and approved by Cabinet. Supplementary Planning Plans and Environment Stakeholder/Communi Guidance for Platts Lodge Manager ty consultation area completed. Approval 1 1 APPENDIX 2 Friday, 27 March 2015 Regeneration Strategy Action Plan - Attract and deliver key ‘transformational projects’ which achieve ‘critical mass’
CREATING A VIBRANT ECONOMY PROJECT/OBJECTIVE ACTION LEAD TIMETABLE PROGRESS RESOURCES of SPD 09/07 Platts Lodge mixed use development completion – Autumn 07 Woodnook Mills. Proposal for conversion to mixed use development Oswaldtwistle Mills New vision and master Oswaldtwistle July 07 Oswaldtwistle Mills Oswaldtwistle plan for developing future Mills/Development Control Steering Group Mills/private of Oswaldtwistle Mills as Manager/Regeneration established investment being tourist destination/. Manager Masterplan and Planning and planning application planning application Regeneration being prepared with anticipated submission – autumn 2007 Timing part dependent on vacation of Woodnook Mills by Hilden Group Employment land study - Bring forward key Economic Development September/October 2007 Complete employment Private Identify key commercial employment sites Manager/Plans and land study Planning and development Environment Manager Define priorities for Regeneration opportunities/sites or protecting/releasing NWDA Funding support business parks sites for employment use Finalise priority sites for intervention/ feasibility study and potential NWDA feasibility funding Green Business Park (15 Develop Feasibility Study Prospects/Economic Appraised as way forward Green Business Park Prospects hectare site)/Church Canal and identify potential Development September 07 (examplar in energy LCC Gateway) funding Manager/Lancs.County efficient and carbon Private Developments neutral technologies) External funding to be Dependent on identified developing viable business plan/securing funding Implement Business Successful installation of Business Development April 07 BID company to First year’s rates bills Groundwork Business 2 2 APPENDIX 2 Friday, 27 March 2015 Regeneration Strategy Action Plan - Attract and deliver key ‘transformational projects’ which achieve ‘critical mass’
CREATING A VIBRANT ECONOMY PROJECT/OBJECTIVE ACTION LEAD TIMETABLE PROGRESS RESOURCES Improvement District at business security CCTV Officer/Groundwork be incorporated for BID scheme have Environment Altham system at Altham and gone out to Altham Association/ establishment of private businesses Lancashire sector led BID company Good practice and Constabulary progress at Altham Initiative funded via already being business rate levy promoted at BID regional events Good practice being exchanged with BwD Borough Council who are establishing their own BID Accrington Town Centre Develop masterplan for Regeneration June 07 Consultants appointed SRB Masterplan town centre Manager/Retail Masterplan to be Regeneration Development Manager completed Feb 08 Eagle Street/Accrington Secure redevelopment of Development Control Ongoing Eagle Street acquired Private railway station Eagle Street site for Manager by Alliance Property LCC supermarket and improve Development. S106 railway station and Lancashire County Council Planning application pedestrian routes through for supermarket town imminent LCC plans for new railway station part funded by S106 funding LCC approved planning application for railway status with construction start 2008/9 S106 funding to support town centre improvement. Examine employment training for local residents Refurbish the Market and Produce Retail Development Develop refurbishment Project Team HBC Capital develop first floor Plan/costing/tender/start Manager/Bwd Strategic brief and contract plan for established. Project Programme Enterprise Haven work Adviser commencing construction proposals being Enterprise Haven April 2008 worked up 2007 with funding from Pennine 3 3 APPENDIX 2 Friday, 27 March 2015 Regeneration Strategy Action Plan - Attract and deliver key ‘transformational projects’ which achieve ‘critical mass’
CREATING A VIBRANT ECONOMY PROJECT/OBJECTIVE ACTION LEAD TIMETABLE PROGRESS RESOURCES refurbishment Lancashire LEGI commencement – allocation April 2008 Develop Delivery Plan for Business Development Delivery Plan for Enterprise Haven is Enterprise Haven Officer Enterprise Haven to feed part of refurbishment into refurbishment plan. proposals Examine potential linkages with Pennine Square Bus Interchange Define location of preferred LCC Feb 08 LCC options study LCC Accrington Town Centre bus station site Chief Planning and identified 3 options. Planning and Transportation Officer Technical assessment Regeneration Regeneration undertaken Manager/URBED Incorporate into Town Centre Masterplan with preferred options finalised autumn Upgrading prominent listed Upgrading prominent listed Plans and Environment Ongoing Secure Planning with Housing buildings in disrepair town buildings in town centre at Manager implementation of and Regeneration centre risk planning permissions Private Heritage funding Take enforcement action Retail Development Contact owners of Manager high risk buildingsand Explore potential for where applicable use Townscape Heritage compulsory powers Initiative funding Explore potential for Townscape Heritage Initiative funding Blackburn Road Corridor Define concept and Regeneration Manager June –September 07 Retail study HMR Retail Study and Concept delivery plan for revitalising Keepmoat commissioned by NWDA plan Blackburn Road Keepmoat with Consultants appointment of King Lancashire County Sturge.Completion Developments 09/07 Ltd/Mid-Pennine Arts November 2007 bid for Study Retailers funding to NWDA to fund recommendations/desi improvements 2008/9 gn proposal to form potential NWDA bid Accrington and Complete building Accrington and Ongoing College/Department of Rossendale College Rossendale College Education 4 4 APPENDIX 2 Friday, 27 March 2015 Regeneration Strategy Action Plan - Attract and deliver key ‘transformational projects’ which achieve ‘critical mass’
CREATING A VIBRANT ECONOMY PROJECT/OBJECTIVE ACTION LEAD TIMETABLE PROGRESS RESOURCES Building Programme Schools building Clear about project LCC/LCC Partnership Dec 07 Hyndburn is in BSF – significant, but /refurbishment priorities and outcomes for Officer Lancashire’s second details to be clarified programmes: Hyndburn BSF tranche, which is as part of PFI part of the 2008-10 agreement Building Schools for the national wave Future (BSF)(secondary £500 million Primary schools) Primary Capital Capital per year Programme nationally, through to Primary Capital commences April 2025. Lancashire’s Programme 2009 annual allocation to be determined by formula funding and local priorities to be determined
KEY: LEGI Local Employment Growth Initiative ELCHEX East Lancashire Leaders & Chief Executives Group SPD Supplementary Planning Group NWDA North West Development Agency BID Business Improvement District URBED Urbanism Environment Design Consultants LES Lancashire Economy Strategy HMR Housing Market Renewal SRB Single Regeneration Budge ODA Overarching Development Agreement CPO Compulsory Purchase Order PP2 Project Phoenix 2 RSL Registered Social Landlord
5 5 APPENDIX 2 Friday, 27 March 2015 Regeneration Strategy Action Plan - Attract and deliver key ‘transformational projects’ which achieve ‘critical mass’
IMPROVING HOUSING AND THE ENVIRONMENT PROJECT/OBJECTIVE ACTION LEAD TIMETABLE PROGRESS RESOURCES Floral Market Town Install horticultural features Parks and Open Spaces Starting summer 2007 Horticultural features Revenue funding Initiative in key civic centres through Manager/Area Councils installed June 2007 allocated in 2007/08 out Hyndburn Meeting arranged with budget. area councils to Capital funding for Find suitable locations for ascertain if capital landscaping schemes landscaping schemes to be funding can be used through Area developed to complement for complementary Council/capital other regeneration work landscaping schemes programme taking place around the By autumn strategy to borough develop Floral market town initiative in 2008/09 Deliver HMR in West Planning application and Head of Regeneration and Planning application – Planning application – HMR Accrington approval for Project HousingProject Delivery approval September 07. decision September Keepmoat Phoenix 1 Team/Keepmoat Contract on site autumn. Ongoing negotiations SRB Finalise ODA with with owners on Legal Keepmoat business relocations Regen. And Housing Project Phoenix 2 – Land CPO resolution on assembly and demolition PP2 July Cabinet approved with CPO promotion November 2007 Princess Street, West Group repair and facelift Housing Renewal 2007 - 2008 07/08 programme HMR Accrington Manager/Project Delivery progressing HBC Capital Team/ Eaves Brook Programme Strategic Housing Prepare HMR bid for HMR bid to be submitted to Elevate October 07 Prepare bid HMR 2008/9 Elevate Head of Regeneration & Strategic Housing Housing Church and Oswaldtwistle Develop masterplan Director of Master plan finalised Nov 07 masterplan Developer private Gateway /Establish Developer Resources/Regeneration October 07 submittedProject resources Partnership/Secure Projects Officer Team established HBC/Project Team planning consent Working on Developer SRB/HMR Partnership Regeneration Masterplan being prepared. New HSE guidance on Blythe’s blast zone threatens scheme viability
6 6 APPENDIX 2 Friday, 27 March 2015 Regeneration Strategy Action Plan - Attract and deliver key ‘transformational projects’ which achieve ‘critical mass’
IMPROVING HOUSING AND THE ENVIRONMENT PROJECT/OBJECTIVE ACTION LEAD TIMETABLE PROGRESS RESOURCES Clayton Facelift Facelift Housing Renewal 2007 – 2008 • On site and programme HBC Capital Manager/Eaves Brook finalised Programme Blackpool Street Regeneration plan for Regeneration Projects July on site Work programme and HBC recycled capital Regeneration Project refurbishing six council Officer/Projects Delivery contract finalised etc receipts/capital properties and funding Team by end January 07 programme facelift improvements for Eaves Brook Start on site – mid July HMR other properties 07 Eaves Brook Private Sector Renewal Private Sector renewal Head of Regeneration and April 2007 Empty Property HBC Capital Strategy Strategy (outside HMR) to Housing/Housing Renewal Strategy approved RSL Capital tackle private sector Manager Programme for Private Landlords disrepair, long term private implementing strategy HBC/RSL Staff voids and landlord now being finalised resources licensing HMR Affordable Housing Policy Develop Policy Housing Needs and September 07 Draft for consultation HBC –Regeneration Strategy Coordinator to be ready by and Housing September 2007 Planning and Plans and Environment To form part of Local Transportation Team Manager Dev Framework Clayton Triangle Appoint consultants to Regeneration Project Planning application Project Group HBC Development prepare planning Officer/British December/January 2008 established British Waterways application Waterways/BwD Strategic Masterplan being Private developer Adviser prepared Meeting with landowners organised Planning application expected 12/07 Promote housing Identify key housing Head of Regeneration and Ongoing Redevelopment of Planning and development opportunities sites/estate refurbishment Housing Charter Street and Regeneration to complement area based programmes Premier Mill (Brook Lead RSLs regeneration Regeneration Manager Bond) Housing developers Plans and Environment Employment land Manager study will identify surplus employment sites for mixed use development Develop SPDs/planning briefs on key sites Draft RSL agreement- collaborate with
7 7 APPENDIX 2 Friday, 27 March 2015 Regeneration Strategy Action Plan - Attract and deliver key ‘transformational projects’ which achieve ‘critical mass’
IMPROVING HOUSING AND THE ENVIRONMENT PROJECT/OBJECTIVE ACTION LEAD TIMETABLE PROGRESS RESOURCES Hyndburn Homes/other RSLs to ensure their refurbishment programmes complement key regeneration plans Tackle derelict Develop a programme of Blight Sites Group Programme development Identify list of grot Private owners sites/properties. Develop community based Area Councils/ Dec 07 spots/derelict HBC/LCG programme based environmental projects Neighbourhood Manager properties LCC environmental project Groundwork/Prospects Develop partnership REMADE programme talking derelict sites approach and identify Lottery funding sources RSLs/HMR Develop programme of community engagement Neighbourhood Consolidate and review Neighbourhood Jan 07 – Mar 08 3 areas operational. HMR Management delivery of Neighbourhood Management Monitoring and RSLs Management Coordinator/Regeneration reporting process Manager being developed Elevate undertaking review of Neighbourhood Management Annual review published Implementing Wilson Delivering Chic Sheds’ Managing Director/Elevate/ Summer 07 for NWDA Develop ‘chic’ sheds NWDA Livesey ‘Transforming project at Baxenden Bootstrap Enterprises funding initiative on Baxenden Elevate Pennine Lancashire’ allotments. Funding Funding to be agreed projects for feasibility via NWDA provisionally confirmed Pennine Squared.Identify Elevate/Regeneration December 2007 Detailed timetable location of town square Manager Competition process awaiting from Elevate finalised Agree competition process with Elevate/respective Councils and ELLCHEX Identify location of Accrington town 8 8 APPENDIX 2 Friday, 27 March 2015 Regeneration Strategy Action Plan - Attract and deliver key ‘transformational projects’ which achieve ‘critical mass’
IMPROVING HOUSING AND THE ENVIRONMENT PROJECT/OBJECTIVE ACTION LEAD TIMETABLE PROGRESS RESOURCES square/establish Accrington project team LIFT Health Centres Building in progress Hyndburn and Ribble Ongoing Projected completion - Hyndburn and Ribble Valley Primary Care Trust Dec 07. September Valley Primary Care 2007 – Trust Dental training facility planned for Paradise Street to serve the whole of East Lancashire Community Engagement Hyndburn Leisure Trust May – December 07 Childrens specialist SRB funding project to engage local facilities based at approved. community in development Blackburn Road of LIFT buildings Community Arts for Health project approved by PACT Board East Lancashire Rapid Develop plan with Blackburn with Nov 07 Draft designs in Transport Plan/Dept of Transit Route LCC/BwD and secure Darwen/LCC/ preparation. Transport funding Government funding /Capita/Developer Draft proposal for HBC/BwD/LCC partners/Chief Planning whole transit route to Capita and Transport be presented for Officer/Regeneration HBC/LCC member Manager consultation during September Public consultation autumn 07 Bid to Government for funding July 08 Develop townships policy Agreed programme for Regeneration Projects April 07 Great Harwood Regen HBC and regeneration plans to township plans Officer/Regeneration Plan completed. promote towns as service Manager Oversee delivery of centres plan with project Plans and Environment delivery plan Manager March 2008 Finalise timetable for future regeneration Area Councils plans for district towns March 2008
9 9 APPENDIX 2 Friday, 27 March 2015 Regeneration Strategy Action Plan - Attract and deliver key ‘transformational projects’ which achieve ‘critical mass’ IMPROVING LEISURE AND CULTURE PROJECT/OBJECTIVE ACTION LEAD TIMETABLE PROGRESS RESOURCES Marketing borough as Develop a marketing Retail Development Jan 08 Develop action plan LEP/HBC visitor/tourist destination strategy to raise Manager on way forward NWDA? profile/attract inward Business Development investment Officer Hyndburn Leisure Senior Marketing Officer Lancashire Economic Parthership Plans for Racecourse Assess feasibility of Bwd Strategic Outline planning Consultation in Private racecourse/Implement Adviser/Chief Planning and application expected 02 conjunction with NWDA scheme/Planning Transportation Officer 2008 neighbouring Councils Existing Staff application/Community commenced Lancs Partnership consultation Planning application 07/08 Monthly project meetings of planning officers taking place
Develop Accrington town Develop proposals for Retail Development March 08 Establish partnership Regeneration centre daytime and improving evening Manager group evening economy economy Business Development Link to Town Centre Officer Masterplan Hyndburn Leisure Upgrading parks and open Programme for upgrading Parks and Open Spaces Programme throughout Gatty Park HBC spaces borough parks Manager 2007 refurbishment Heritage Lottery commenced July 07 Big Lottery Bullough Park SRB commences Sept 07 Lancashire Small Sites Consultants appointed fund to design masterplans Landfill tax for Rhyddings and Memorial Parks under the Parks for People Heritage Lottery initiative Future development of Develop a 5 year plan for Regeneration Draft plan by October 2007 Produce plan for HBC Haworth Art Gallery, Gallery and secure funding Manager/Parks and Open internal consultation Heritage Lottery Haworth Park and Spaces Manager/Art NWDA adjoining premises as Gallery Manager major tourist facility Coppice Country Masterplan for community Parks and Open Spaces May/June 07 Consultants appointed ReMADE Regeneration through development and ranger Manager/Senior June 2007 HBC activities programmes service to promote free Environmental Iniatives LCC 10 APPENDIX 2 Friday, 27 March 2015 Regeneration Strategy Action Plan - Attract and deliver key ‘transformational projects’ which achieve ‘critical mass’ IMPROVING LEISURE AND CULTURE PROJECT/OBJECTIVE ACTION LEAD TIMETABLE PROGRESS RESOURCES community Officer/LCC Cycle ways/cycle strategy Specific programme for HBC Engineering and Dec 07 Canal towpath LCC next 2 years Contract Manager/LCC/ improvements Sustrans /Sustrans/Hyndburn and School links HBC Ribble Valley Primary Care Links from REMADE Trust Landfill tax Hyndburn Greenway Lottery
Great Harwood – Commencement of design REMADE/Environmental Nov 07 On the Move PCT/Cycling Martholme railway process to look at missing Initiatives Officer/Sustrans (Cycling and links to complete a Projects/Sustrans/L Walking for Health CC/HBC greenway route from Great Programme) Harwood – Padiham along Design for Martholme former railway railway to commence in Nov 07, Potential start on site late 2008/ early 2009 Bradshaw Street, Church New public open space REMADE/Environmental October 07 Completion of scheme REMADE £400K green space regeneration and dual use playing field Initiatives Officer/Parks October 07, HBC £30K project (giving Sacred Heart CP a and Open Spaces Opening event LCC £50 K school field for the first Officer/Sacred Heart January 08 Sacred Heart School time in the schools history) School/Leisure in £14K Hyndburn Within Grove, Huncoat New area of open space REMADE//Environmental October 07 Start on site October REMADE and implementation of part Initiatives Officer/Parks 2007 Landfill tax of the Huncoat Greenway and Open Spaces HBC Manager/ Hyndburn Homes/, LCC Highways Peel Park and Coppice Commencement of REMADE/ Environmental September 08 Outline design to be REMADE green regeneration project masterplan & design Initiatives Officer/Parks completed by Spring Landfill tax process for access, and Open Spaces 08, HBC heritage & ecological Manager/ /Lancashire Full design process to improvements Wildlife Trust commence afterwards, View to starting on site late 2008 Develop Leeds Liverpool Develop a Pennine Ellchex/ Pennine Summer 08 Formation of joint NWDA through LES Canal as major tourist Lancashire Strategy for Lancashire Councils authority project team Action Plan facility regenerating the to develop strategy Canal/creating British Waterways and seek potential development opportunities funding Regeneration Project Officer Improve cultural Develop borough /town Hyndburn Leisure April 08 Strategy on way HBC 11 APPENDIX 2 Friday, 27 March 2015 Regeneration Strategy Action Plan - Attract and deliver key ‘transformational projects’ which achieve ‘critical mass’ IMPROVING LEISURE AND CULTURE PROJECT/OBJECTIVE ACTION LEAD TIMETABLE PROGRESS RESOURCES facilities/entertainment centre as destination for Retail Development forward Leisure conferences/entertainment Manager Pennine Lancashire Establish potential for Hyndburn March 08 Establish progress on NWDA Adrenaline Gateway outdoor activities to be Leisure/Regeneration Pennine Lancs project Project based in the borough Manager Ensure representation Outdoor activities on Working Group organisations Develop business plan for way forward for borough Aspen Colliery Commencement of design REMADE/Environmental May 07 Design process to REMADE to preserve coke ovens, Initiatives Officer/ English commence in May 07 English Heritage landscape improvements Heritage/British Potential start on site Waterways/ links to Church early 2008 Canal plans
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