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Rochdale Canal Corridor Regeneration Strategy 2008
Final Report
May 2008
Document: 3275/02/A Taylor Young Compiled By: DB/FM Vanilla Factory Reviewed By: DB 39 Fleet Street Date: 01/05/2008 Liverpool L1 4AR
Tel: 0151 702 6500 Fax: 0151 702 6509 Email: [email protected]
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Contents:
1 Introduction...... 5 Background...... 5 A Review of the Delivery Aspects of the Previous Study ...... 7 This Report...... 8
2 What are the Issues ...... 9
3 Tackling the Issues...... 11 ‘Rochdale Cana ’. The Creation of a Focused l Strategy Steering Group ...... 11 Maximising Funding...... 12 Organising the Tasks...... 14 Planning and Delivery...... 14 Raising the Profile of the Canal...... 15
4 Maximising Funding from Land and Development ...... 17 ’s Brickworks, Newton Heath, Manchester Case Study: Jackson ...... 18 Case Study: Failsworth District Centre, Oldham ...... 20 Case Study: Norwich Mill / Canal Basin, Rochdale Town Centre ...... 22 Case Study: Sowerby Bridge, Calderdale ...... 24 Other Land and Development Opportunities...... 27
5 Smarter Funding ...... 29
6 Delivery: The Rochdale Canal Partnership...... 31 The Vision ...... 33 The Constitution...... 33
7 Good Practice...... 35 Management arrangements ...... 35 Project Planning...... 36 Community Engagement and Volunteer Resource ...... 36 Planning Strategy and Policy ...... 37 Marketing and Promotion ...... 38 Funding...... 38
8 Conclusions and Recommendations...... 39
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Appendices:
Appendix 1: 2008 Works, Projects and Aspirations ...... 41 Project Prioritisation Table ...... 42 Current Tasks: Descriptions...... 45
Appendix 2: Future Works, Projects and Aspirations ...... 51 Identifying New Tasks...... 51 Prioritisation of Tasks...... 51 Timescales...... 52 Deliverability:...... 52 Cost...... 53 – Appendix 3 Template for New Projects ...... 55
Appendix 4: Good Practice Examples - Background ...... 57 Cotswold Canals ...... 57 Lichfield and Hatherton Canals ...... 58 Millennium Link, Scotland ...... 58 Grand Union Canal, Leicester Line (Foxton Locks)...... 59 Manchester, Bolton and Bury Canal...... 61
Appendix 5: Risk Register ...... 63
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1 Introduction.
Background
1.1 In 2006, Taylor Young was approached to review the Rochdale Canal Corridor – Strategy, undertake a review of the identified case studies, examine cross cutting – themes, explore current policy context and provide up dated delivery advice to ensure that all opportunities linked to the Rochdale Canal Corridor are capitalised upon and that the canal continues to contribute to the economy and well-being of the local area and region as a whole.
1.2 The catalyst for this commission was British Waterways approach to the local authorities to seek their assistance in sourcing money to invest in the canal, to meet the gap in funding needed to keep the canal open and navigable. ’ Consequently, the Local Authorities Chief Executives appointed Taylor Young to undertake a canal corridor long study building on the earlier strategy prepared for the Oldham and Rochdale section.
1.3 The Client Group has included all four Local Authorities: Calderdale Council (CC), Rochdale Metropolitan Borough Council (RMBC), Oldham Metropolitan Borough Council (OMBC) and Manchester City Council (MCC); British Waterways; and, The ’s willingness to work together has made it p Waterways Trust. The group ossible to take a comprehensive strategic approach along the full length of the canal.
1.4 A Stage One Report was produced in July 2007 which concludes that the vision of “ a distinctive canal corridor of regional and local significance, linking and containing ” is still valid. a network of economic, tourism and community focal points
1.5 Further conclusions are:-
There is a need for all four Local Authorities, along with British Waterways and The Waterways Trust, to work together at both a strategic level and at ’s regeneration a planning policy level in order to reinforce the canal corridor potential.
Even after national funding and contributions from all four local authorities, there is a gap in the annual funding needed to keep the canal open and £0.5 million. navigable, in the region of
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The reopening of the canal has been a major success, but the on-going structural and water supply problems are proving to be a major barrier to its revitalisation, sapping most of the financial resources for urgent repairs and planned maintenance, leaving very little for new projects and £0.5m of improvements. British Waterways has estimated that around investment is required per annum in order for the Rochdale Canal to remain open and safe.
Structural failings have significant impact due to their unexpected costs, but ’s popularity as a boating destination. also because they damage the canal In particular, the breach at the Irk aqueduct in Chadderton, which stopped up that section of the canal for over a year, was costly in terms of repairs £1.27m) and in terms of ( the lack of boater infrastructure for that period. The sandy ground conditions along many sections of the canal mean that future breaches are possible.
Boat numbers are capped by the SSSI designation on part of the canal, which also needs to be taken account of in proposals for new infrastructure, such as moorings. However, boat movements are not yet at the cap, therefore there is scope to increase boat activity.
The experience of Oldham and Rochdale in implementing the strategy suggests that physical development projects benefiting from regional funding or other public monies to kick start the project have been more successful than environmental, community and marketing projects.
There is a need to change the perceptions of the canal corridor within the communities the canal passes through.
There is a need to positively market the canal and promote the canal and canal-side as a place to visit and use, but it is acknowledged that the timing of any marketing exercise is crucial.
The need to agree a series of measurable outputs which will be used to chart and determine the level of success the reopened canal can achieve.
The need for a document which will encompass all these issues and be a useful tool to assist in the bidding for further finance or the obtaining of more resources.
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A Review of the Delivery Aspects of the Previous Study
1.6 Ecotech was commissioned by British Waterways in 2007 to examine the economic impact of the restoration of the Huddersfield Narrow and the Rochdale Canals.
1.7 The conclusion they reached was that it is difficult to place a direct figure on the economic impact of the Rochdale Canal since restorations took place incrementally over several years. It is revealed however that there are 313 tourism and leisure businesses along the Rochdale Canal corridor. 41% of which stated that the canal “important or very important” to their business. They also indicated that the was canal was an important factor to their choice of location. The survey revealed that the amount of business generated by canal usage was high, 29% but by far the majority of this was from non-boat users. Businesses regard the canal highly and consider that the canal will become more important to their business in the future. They would like to see more resources put into canal maintenance particularly the towpaths and a better marketing campaign.
’s modelling suggests that there are 3.5 to 4 million visits being paid to the 1.8 Ecotech £18m. This represents an additional Rochdale Canal per annum, spending around £4.1m net t o the local economy. Roughly half of this is provided by local residents £1m is estimated comes from tourists visiting the area. Expenditure and only £1m per year. linked to boating by local people is less than
1.9 Most of the boating activity is concentrated toward the eastern end of the canal from Sowerby Bridge to Littleborough which is the most picturesque but also has been restored the longest (since 1996). Therefore, the economic spin offs from boating and tourism related activity are greater here than the rest of the canal.
1.10 Canals not only are important for tourism and leisure activities both physically and economically, research has also shown that canals can also have a significant impact upon property markets and act as a magnet for attracting development and “the Economic Benefits of improving the image of an area. Ecotech in their report ” 2002 shows that canals have the following Waterway Development Schemes property related effects:
They assist developer and investor confidence. This is particularly important in disadvantaged areas where developer interest is hard to encourage and economic investment is often limited.
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Improvements to canal environments often bring forward the development of previously vacant or underused sites. The fact that canals are linear means that discrete development sites or schemes can be linked together to form a cohesive whole and potentially achieve a greater impact.
Attractive well designed developments enhance the vitality and vibrancy of the local area. An improved canal environment provides a striking setting particularly benefiting tourism and leisure schemes.
Property developments for residential and office uses at waterside locations capitalise upon their unique selling point and offer higher values.
This Report.
1.11 This report will focus on the key issues facing the canal and will cover the following:
Outline the overriding issues facing the Rochdale Canal.
Discuss possible ways forward.
Use case studies along the canal to act as examples of possible ways forward.
Discuss approaches adopted by other canals across the country.
Propose a set of out puts on which to measure future success.
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2 What are the Issues 2.1 The partners have identified that, first and foremost, the canal must be safeguarded against closure. This requires ongoing maintenance and structural works to keep it functioning and navigable. Hence, securing funding to meet the ’ gap in funding for British Waterways planned maintenance programme, as well as any unexpected emergency works, must be the main priority of the refreshed strategy.
2.2 In addition to those essential works, there will be other works, projects and activities which would be of benefit to the canal, for example through improving the canalside environment and promoting its use both on and off the water.
2.3 Organising these tasks into one coherent list and identifying where the priorities are will be an important function of the Steering Group, as discussed in detail later in the report. By looking at the necessary works, projects and aspirations for the full length of the canal, identified by the partners in its regeneration, will ensure that efforts and funding are directed where they are most needed, and work together for the benefit of the canal as a whole. It will enable joint working between the Local Authorities and potentially support joint funding bids.
2.4 The main issues and challenges for the Rochdale Canal, which have been identified by the Client Group and the stage one report, are as follows:
The need to meet funding requirements for ongoing management and maintenance of the canal to keep it open, safe and navigable.
The lack of an effective overall steering group to plan, commission and monitor work. This group must have terms of reference with sufficient management power to direct partners etc.
The need to organize and balance tasks contained within the existing strategy with on-going maintenance tasks which will result in a planned and implemented strategy.
The need to maximize funding and identify any shortfall, clearly in excess of £0.5m is required each year in order for the canal to remain open and some
improvements undertaken.
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The need to develop measurable outputs.
The requirement to raise the profile and increase the use of the canal and canal side.
The need to protect the ecological environment of the canal in relation to the SSSI designation, whilst maximising boat movements and boater facilities.
2.5 At Appendix 5, these issues are set out in terms of the risk that they pose to the continued success of the canal, together with potential mitigation measures and an assessment of risk following mitigation..
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3 Tackling the Issues.
3.1 The issues above at Section 2 have been identified as the key issues for the canal and are therefore the priorities for this Strategy to address.
3.2 The fundamental recommendation of the Strategy is for the partners to commit to continuing their involvement and engagement in a focused steering group for the Rochdale Canal. This is discussed in detail in this section and with recommendations for a continued course of action by the partners which if ’s future. implemented will help to secure the canal
‘ ’ The Creation of a Focused Rochdale Canal Strategy Steering Group .
3.3 An effective overall steering group is needed to plan, commission and monitor work in the interest of the canal. This is necessary to focus work and avoid stagnation. Stagnation is the main threat to the strategy. The canal has only been fully restored for five years, which in regeneration terms is a relatively short period of time, but is already struggling to maintain its basic functions and benefit from regeneration efforts.
3.4 Stagnation can be avoided and impetus maintained primarily by establishing an agreed priority programme with a fully funded list of activities and projects, which the Steering Group would be responsible for coordinating, managing and prioritising. The group will need to organize and balance tasks contained within the existing strategy with on-going maintenance tasks which will result in a planned and implemented strategy.
3.5 It is highly unlikely that all the resources will be forthcoming for a completely funded programme and therefore the on-going management of the delivery programme will “art of the achieve the most if it is flexible and a clear commitment is made to the ” whilst striving to maximize funds and allocate them according to well possible thought out and agreed priorities.
3.6 This group must have terms of reference with sufficient management power to direct partners and promote priorities for the canal within borough and sub-regional strategies, policies and budget planning.
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’s role must include: 3.7 To summarise, the Steering Group
Maximising Funding - to keep the canal open and undertake improvements
– Organising Tasks managing the priorities for canal related projects to direct funding.
– Planning and Delivery bringing together the priority projects, potential funding sources and partners responsible for delivery.
– Raising the Profile of the Canal through continued marketing and support for events
3.8 These functions are discussed in more detail in the following paragraphs.
Maximising Funding.
3.9 The financial challenge outlined by the Steering Group is to generate the maximum funds possible, in circumstances where many of the development opportunities are at an advanced stage or where there are competing demands on the financial resources which may be generated. There are limited funds available and land values are generally low.
3.10 Weighed against this is the diverse number of general maintenance and repair items some planned others via emergency status which have to be funded and implemented through capital or revenue accounts, in order to keep the canal open, safe and navigable.
£0.5m 3.11 BW has identified that in excess of is required each year in order for the canal to remain open and some improvements undertaken. The Local Authority partners currently have a funding agreement in place and each make an annual contribution to this, however, additional funds need to be sought from a range of sources to address any shortfall, and also funding projects which are over and ‘essential’ works. above the
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3.12 The various sources of funding must be clarified and work undertaken to maximise funding over time. Funding sources will include the following:
Regional funding linked to the economic development building upon the success of past physical development schemes.
A proactive use of Section 106 Agreements supported by an agreed programme of projects.
’Planning Charge’ a levy on both Maximise support from the proposed residential and commercial development to support infrastructure delivery
Policy requirements common to all authorities for Section 106 Agreements, ‘percentage’ canal contribution. e.g.
Capitalising upon property development opportunities and potential land values.
Lottery bids and any other windfall monies.
Support for infrastructure improvements via the Partner local authorities respective Local Transport Plans (LTPs).
Explore other potential funding for public realm and green spaces from the Heritage Lottery Fund, The Landfill Tax, Big Lottery Fund, Natural England, Groundwork, SUSTRANS and the Arts Council.
Support for initiatives to tackle crime and anti social behaviour through funding from the Safer and Stronger Communities Fund (SSCF).
3.13 This study has explored in further detail the potential for capitalising upon property development opportunities and potential land values, looking at a case study example for each of the boroughs, which is included at Section 4.
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Organising the Tasks.
3.14 The existing Rochdale Canal Corridor Strategy is complex and varied. It includes physical regeneration projects requiring investment from both public and private sources and softer, community regeneration projects which are harder to define and gain priority or funding for. This makes management difficult and it requires a flexible way of working which everyone involved understands and which can be monitored over time.
3.15 Weighed against this, and the financial challenge, is the diverse number of general maintenance and repair items some planned others via emergency status which have to be funded and implemented through capital or revenue accounts, in order to keep the canal open, safe and navigable.
3.16 Therefore, various tasks and projects must be carefully prioritised in terms of importance to the strategy and must be reviewed and kept current over time. This way, finite resources will be the most effectively allocated and the best possible results achieved. The Steering Group will be responsible for this and should ‘Priority List’ which will be regularly updated and new projects added manage a . This is explained in more detail in Appendices 1 and 2.
Planning and Delivery.
3.17 The Priority List should identify the secured and potential funding sources for tasks and projects bringing the funding and the organisation of the tasks together into a robust but flexible delivery plan.
3.18 The delivery plan will also need to develop measurable outputs, in order to demonstrate the benefits of investment and improvement of the canal not only for boating uses, but also for the wider community use of the canal and canal corridor.
3.19 There are always going to be projects which are beyond the realistic scope of foreseeable available funding. A further work stream is required to deal with these items either through contingency planning or adopting an opportunistic approach to windfall funding to bring these items into the programme earlier than envisaged.
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Raising the Profile of the Canal.
3.20 Raising the profile and increase the use of the canal and canal side has to be done on several levels but the two main areas are:
With the local communities through which the canal passes. Here the task is difficult especially in areas where the local community does not share the same sense of historical belonging to the canal and the canal system across England. However, in order to increase the use of both the canal and canal- side the following have to be tackled: o The issue of anti-social behaviour associated with parts of the canal corridor.
o Raising the awareness of the canal corridor for leisure and educational activities other than boating.
o Changing perceptions within the boating fraternity both to the use of the canal and their perceptions of safety.
With potential developers. Again the task will be difficult especially given the current perceptions of the canal and associated security issues. Developers have to be persuaded to respect and celebrate the canal and canal-side. This may be done through: o Negotiation at pre-planning application stage or the release of development briefs for key sites, backed up by common planning policies and robust design guidance shared by all four Local Authorities and British Waterways.
o By adopting and applying a clear notion of the agreed visions and values of the Rochdale Canal Corridor Strategy again by all parties.
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4 Maximising Funding from Land and Development
4.1 The Client Group for the study agreed that case studies within each Local Authority area should be examined and the areas chosen to illustrate opportunities are:
’ Manchester City Council: Jackson s Brickworks.
Oldham Metropolitan Borough Council: Failsworth Town Centre.
Rochdale Metropolitan Borough Council: Norwich Mill/Rochdale Canal Basin.
Calderdale Metropolitan Borough Council: Sowerby Bridge.
4.2 In terms of property development opportunities alongside the Canal, the picture is very varied between the different stretches of canal. Many canalside sites are at a ‘mature’ stage where development has al ready happened and there is little further opportunity to secure funds from the works. Other sites have long-standing problems and no clear timescale for regeneration.
4.3 The Case Studies below look at a number of different sites and in considering the development profile seek to highlight some issues relevant to the Canal Strategy. They are followed by a summary section which looks at the general messages for maximising funding.
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’ Case Study: Jackson s Brickworks, Newton Heath, Manchester
Project Review ’s Brickworks site in Newton Heath is a large derelict and 4.4 The Jackson contaminated area of land close to the A62 with the Rochdale Canal running along its northern boundary. The site lies directly to the west of Newton Heath District ‘available’ for development for many years but has never Centre. The site has been been a very high priority for the public sector (relative to other sites in the wider area) and has been weighed down by constraints.
Jacksons Brickworks redevelopment site, Newton Heath
4.5 Nevertheless the Newton Heath area is in desperate need of a programme of regeneration and when its time arrives this site will represent an increasingly rare opportunity to provide a canalside environment. The quality of development will depend on the degree of comprehensiveness of the approach to regeneration. The Canal Project will without question benefit most from the Brickworks site being addressed in conjunction with nearby derelict sites, adjacent areas of relatively
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poor quality housing and the District Centre itself. A project of this larger scale will enable a regeneration agenda based around area transformation and the canal will then play an important role in helping form the vision for future development.
‘oven ready’ therefore, and may be some time in 4.6 Although the project is not becoming so, it will be in a position to benefit from any Canal Strategy measures put in place over the coming months and years.
Future Works
4.7 Any future development should be expected to conform with a design guide for the site, produced as part of a wider Canal-wide strategy to generate a sense of identity for the Rochdale Canal. It should be possible to require developers to conform with criteria set out by the Steering Group, to put in place a maintenance programme for this stretch of canal and for the canal to be improved as part of the overall development. Maintenance is likely to be covered by some sort of service charge arrangements paid by future owners/occupiers of newly developed ‘best practice’ approach will need properties. Again this sort of to be guided by the Steering Group. The Steering Group should be included in any future development brief for the site at the appropriate stage in procurement. The public sector is in a strong position to ensure this given control, of the site through tenure and also the likely commitment of public funds in the future to address viability issues etc.
4.8 The successful introduction of these kinds of measures will depend on a clear sense being generated and conveyed to developers that the Canal adds significant value to the development and that this creates a reciprocal need for a responsible ’s future. and considered approach to the canal
Key Points
1. Use land ownership to dictate requirements. 2. Issue robust development briefs to clearly outline key development principles and requirements. 3. Support development briefs by planning policy/design guidance. 4. Involve the Steering Group throughout to ensure the Canal benefits as a whole.
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Case Study: Failsworth District Centre, Oldham
Project Review
4.9 This project is in large part completed and funding opportunities for this scheme to provide for the canal are now past. In reality the project highlights a perhaps more relevant factor in that the public sector was already seeking financial contributions from the project for capital works to buildings within the project and any further funds generated by redevelopment of the smaller remaining properties must be diverted in this way.
4.10 The development has comprised a new Tesco store and residential apartments which have modernised large areas of the centre of Failsworth. The canal had to be bridged in order for vehicular access to be brought to the food store from the main road. This has resulted in a newly constructed towpath area alongside the canal.
The new Tesco and towpath improvements at Failsworth Town Centre
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4.11 Negotiations with developers over the design of the store sought to take full ’s advantage of the canalside, and whilst some glazing is incorporated, the store elevation facing the canal is largely blank and associated security fencing detracts from the towpath environment. The apartment development similarly distances itself from the canal with security fencing. There is also assorted unattractive fencing of a temporary appearance alongside the towpath and areas of residual land alongside the canal which have not yet been landscaped in any way. We are not certain whether there are any proposed works to upgrade these areas. At present they represent both a problem and an opportunity.
4.12 What is clear from the point of view of a Canal-wide strategy is that there was no design guide or set of principles for the Failsworth project to use as a reference point. This would have allowed for works to contribute to a wider design project, creating a sense of identity on the Rochdale Canal. Such a Guide would also have acted as a lever in negotiations helping to ensure developers have criteria against which to deliver. As part of a wider planning context such works would be much easier to secure than seeking them in commercial negotiations. However, there are ’s borough principles set out in Oldham -wide Design Guides regarding canalside development, which could be developed and expanded for the full length of the canal.
Future Works
4.13 Although much of the site is developed there will be an opportunity to retrofit some areas if and when design guidance is created for the Corridor. There are also opportunities as referred to above for residual land areas to be landscaped in accordance with a wider strategy for the Corridor. There is however no possibility of a financial contribution to wider maintenance works.
Key Points.
1. Critically appraise the scheme from a canal perspective. 2. Focus on areas and issues which need improving 3. Include improvements into the wider strategy.
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Case Study: Norwich Mill / Canal Basin, Rochdale Town Centre
Project Review
4.14 This site whilst remaining largely run-down for many years has a relatively high profile in the urban regeneration sector, due in large part to the character of the buildings and the waterside setting they enjoy.
4.15 The site has remained undeveloped mostly due to problems of site assembly to enable a comprehensive scheme. There are also viability problems although these would probably have been overcome by grant support (and will in the future) if the site had been readily available.
Norwich Mill and the Rochdale Canal
4.16 The site is being promoted by Rochdale Development Agency and the current thinking is that the site will be incorporated in the Housing Market Renewal initiative to enable site assembly (probably through CPO) procurement, grant and delivery issues to be dealt with.
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4.17 The site offers an excellent opportunity to demonstrate in the coming years a contribution to the wider Canal Strategy. There is more opportunity to influence the form of development and commercial deals than with Failsworth and the site is ’s Brickworks. closer to fruition than Jackson
Future Works ’s Brickworks, there is an opportunity to use the site to secure 4.18 Similarly to Jackson some of the wider objectives of the Canal Strategy. In particular the design around the canal and the form of public realm treatment could be made to comply with guidance created by the Steering Group. It is abundantly clear that the canal environment contributes hugely to the site and any development brief should make clear the need to put in place (as a requirement of partnership) a management and maintenance strategy for public realm and canal. This can relatively easily be enforced through Landlord and Tenant provisions in any lease granted to a developer provided there is the will to ensure it is done. This should be set out at Development brief stage so the developer is made fully aware of the terms of engagement from the start.
4.19 One of the key issues will be getting HMR partners, if that is the procurement route, to sign up to the principles sought by the Steering Group.
Key Points.
1. The Steering Group and HMR should agree common principles. 2. Proactively use land ownership to secure wider objectives of the Rochdale Canal strategy, for example maintenance. 3. Control the form and direction of development via development briefs.
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Case Study: Sowerby Bridge, Calderdale
Project Review
4.20 This site has been identified from masterplanning work carried out by GVA (Leeds) together with John Thompson & Partners, the Upper Calder Valley Renaissance Study, and is the major development site within Sowerby Bridge. The project is ‘The Sowerby Bridge and Copley Valley Masterplan Transformational known as ’ and has emerged from the Upper Calder Valley Renaissance process. The Project site is currently occupied by industrial premises and occupies a potentially attractive riverside and canalside setting. The scale of the opportunity offers the potential to make a very significant contribution to lifting the attractiveness of the wider town centre as the area is in close proximity to Town Hall Street/Wharf Street, the main shopping area.
Industrial redevelopment site adjacent to the canal at Sowerby Bridge
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4.21 The site is being promoted by Calderdale Council (supported by Yorkshire Forward) and it is expected that a competitive process to select private sector developer partners will commence in Spring 2008. This will provide the impetus of development skills and private finance to support the land assembly process. Project design can then be progressed from a commercial viewpoint and detailed design work undertaken leading to the project delivery stage. The partnership with a developer should be formed in late 2008 or early 2009 leading to planning and delivery around 2009/10.
£60m and will comprise 4.22 The project has an estimated end value in the region of some 400 residential units together with commercial and leisure space in a mixed- use environment.
4.23 The site will provide a great opportunity to contribute, in the years to come, to the wider Canal Strategy. There is an opportunity to influence the form of development and commercial deals and to include criteria in the Development Briefs issued to potential developers setting out the requirements or expectations relating to the Rochdale Canal Corridor Regeneration Strategy.
Future Works
4.24 There is a great opportunity with this project to ensure the design around the canal and the form of public realm treatment complies with guidance created by the Steering Group. The canal environment contributes crucially to the attractiveness of the development opportunity and any development brief should require a management and maintenance strategy for public realm and canal from prospective developers.
4.25 This can relatively easily be enforced through Landlord and Tenant provisions in any lease granted to a developer provided there is the will to ensure it is done. This should be set out at Development Brief stage so the developer is made fully aware of the terms of engagement from the start. In order to work it must be documented clearly as an obligation in the eventual partnership agreements between Council and Developer partners.
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4.26 Similarly any other elements of the Strategy such as branding, use of logos in marketing materials, consistent design elements, etc., must be properly documented by the Steering Group as obligations on the developer partners once the objectives have been identified.
Key Points
1. Proactively use land ownership to secure wider objectives of the Rochdale Canal Strategy, for example maintenance. 2. Control the form of and direction of development via development briefs. 3. Private sector developer partners can offer commercial skills and approach, whilst retaining come control for the LA to ensure the wider objectives of the Rochdale Canal Strategy are considered, for example design and maintenance. 4. Use legal agreements to ensure developers honour agreements, for example for management and maintenance.
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Other Land and Development Opportunities
4.27 The four projects discussed above, are case studies which illustrate how long term benefits and funding for the canal can be secured through development and land opportunities.
4.28 Whilst the Local Authorities do not have extensive land holdings adjacent to the canal, they do own sites where they can take an active role in development and regeneration and can influence development on sites outside of their ownership through development control and planning policy.
4.29 If client requires a list of sites beyond the agreed case studies we need them to supply a schedule of sites. These can be reviewed in more detail if required but that is outside the scope of the current study brief.
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5 Smarter Funding
5.1 The development and land opportunities identified and discussed above illustrate ways in which the Local Authorities can effectively manage developments on their land to gain the maximum benefit for the canal and the borough.
5.2 However, it is apparent that there are only a few development and land opportunities for each borough, as the Council do not own numerous plots of land adjacent to the canal. Therefore other types of funding are needed to finance the essential management and maintenance of the canal, and other desirable projects. Not only do funding sources need to be secured, they also need to be used in the smartest possible way, to get the absolute maximum benefit from any monies.
5.3 As discussed briefly at Section 3, the following sources need to be explored: Regional funding linked to the economic development building upon the success of past physical development schemes.
’s operation Link works associated with the canal and maintenance with other canal side/related works to secure maximum benefit for the canal, for example Local Authorities highway works to bridges and footpaths, construction of canalside developments.
A proactive use of Section 106 Agreements supported by an agreed programme of projects.
Adoption of policy requirements common to all Local Authorities for Section ‘percentage’ canal contribution. 106 Agreements, e.g.
’Planning Charge’ a levy on both Maximise support from the proposed residential and commercial development to support infrastructure delivery.
Capitalising upon property development opportunities and potential land values.
Local Asset Backed Vehicles: Where sites are identified in Council ownership adjacent to the canal the points highlighted in the case studies illustrate how benefits can be captured for the Corridor Strategy.
Lottery bids and any other windfall monies.
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Support for infrastructure improvements via the Partner local authorities respective Local Transport Plans (LTPs).
Explore other potential funding for public realm/environment and public art from the Heritage Lottery Fund, The Landfill Tax, Big Lottery Fund, Natural England, Groundwork, SUSTRANS and the Arts Council.
Support for initiatives to tackle crime and anti social behaviour through funding from the Safer and Stronger Communities Fund (SSCF).
5.4 All these funding sources have the potential to fund works and projects to benefit the canal and canalside. In particular, charging a levy on new dwellings and commercial floorspace to sit alongside s106 agreements could provide a substantial source of funding. Funding support for infrastructure could be provided ’ via the respective LA s Local Transport Plans, although if not already embedded in the current LTPs then the case will need to be made to embed in future LTPs. There are also a host of other potential funding sources which could support public ream/environmental and art initiatives.
5.5 Local Authorities are increasingly encourage to consider the potential for using Local Asset Backed Vehicles to maximise the regeneration benefits of their land- holdings. Opportunities for this may be limited in the Corridor but where a development asset exists an LABV offers the potential to widen the site through use of land assembly powers in partnership with the private sector. This could have the effect of increasing the amount of available funds for the Corridor Strategy by linking the strategy to a larger development opportunity than just the site owned by a Council. This may be relevant for example in Newton Heath.
5.6 Other potential funding sources have been suggested by the partner organizations, but have not been considered feasible; in particular there is no prospect of achieving a secondary uplift in values, when investors sell on their investment, beyond the share for the public sector procured as suggested in the case studies. With regard to extracting values from wayleaves, it is likely that BW already extract the maximum returns from their wayleaves and other charging mechanisms, but whether they can be ring-fenced locally for the Strategy is another matter.
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6 Delivery: The Rochdale Canal Partnership
6.1 The key recommendation of this strategy is for an active Steering Group to be established, with the responsibility of coordinating and driving the projects, tasks and aspirations for the benefit of the canal.
– ‘ ’ 6.2 The Steering Group which could be named the Rochdale Canal Partnership (referred to from here on as the RCP) - would be made up of the four Local Authorities, British Waterways and the Waterways Trust and potentially include other groups and organisations. One option would be for the RCP to be centred on ’s restoration the Rochdale Canal Trust, who have had a central role in the canal and ongoing operation for many years. The Trust, with revised terms of reference and new membership from the authority bodies, could make up the RCP. Other interest groups, local organisations and public bodies could also be involved in the Partnership, as appropriate.
6.3 It is suggested that the management and the decision making of the group be clearly defined, and could potentially be done through a Rochdale Canal Partnership Board (referred to from here on as the Board). The Board would be made up of a member of each of the organisations involved and be chaired by a Chief Executive of the four Local Authorities, British Waterways and the Waterways Trust. The decisions of the RCP would be ratified by the overseeing Rochdale Canal Executive, made up of the Chief Executives of each of the partner organisations.
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The Potential Organisational Structure of the Rochdale Canal Partnership Board
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6.4 To be effective the RCP will need a robust Vision and Constitution, where the terms and conditions of its operations are clearly set out, which should be developed from the suggestions that follow.
The Vision
6.5 The Vision should focus on the commitment of the Partnership and its long term aspirations for the canal corridor; for example:
“ The Rochdale Canal Partnership is committed to maintaining the Rochdale Canal Corridor as navigable and safe, and continuing its regeneration through canal and canalside improvement and promotion. All partner organisations will work together ” to realise this ambition.
The Constitution
6.6 The Constitution for the RCP is essential to ensuring that it operates effectively and that there is a clear structure for decision making and involvement. Terms of reference need to be agreed to ensure that all parties involved are committed to the partnership and striving to achieve the same goals. The Rochdale Canal Partnership Board should co-ordinate the interests of its members and work towards achieving the Vision and objectives.
6.7 The objectives of the Board would be, for example: To focus efforts to secure funding to meet the gap in funding for British ’ Waterways planned maintenance programme, and contingency funding for unexpected emergency works. To co-ordinate a programme of works, projects and activities which would be of benefit to the canal. To identify, from the programme of works, projects and activities, which are the priorities where funding should be directed, or if there is no funding identified, where this should be sought.
6.8 The Board will meet to discuss all relevant matters relating to the objectives. Issues likely to be covered are: Progress on works, projects and activities. Update from BVW and TWT on canal related issues e.g. events planned, structural problems, vandalism/ incidents Updates from Local Authorities on regeneration, planning, environment,
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marketing, highways, etc. New works, projects and activities to be included in the programme. Priority and phasing of works, projects and activities Funding bids
6.9 The Board will consist of the Chief Executives and a representative at Officer level from each of the four authorities, The Waterways Trust and British Waterways. It may be appropriate for other organisations, such as the Rochdale Canal Trust to also be represented on the Board, the funding partners however, would need to decide this, and stipulate the terms of their involvement. For example, whether parties without annual funding agreements for the canal have the same role in decision making with regard to the Project Prioritisation Table.
6.10 The constitution should set out how membership will be reviewed and how decision making will be organised. The business of the Partnership Board should, as far as possible, be conducted by consensus of the members, but if necessary, decisions could be made by simple majority vote.
6.11 The chairperson for each meeting will rotate for each meeting between the Chief Executives of each of the partner organisations. If a Representative is unable to attend, they should brief a deputy to attend. A quorum would consist of not less than one Chief Executive, one BW representative, one Waterways Trust representative and representatives of three of the local authorities. Chief Executive representation, as chairperson, is required at each meeting, this will ensure that the Chief Executives stay in touch with the progress and actions of the RCP.
6.12 It is envisaged that quarterly meetings of the RCP would be sufficient. Dates for meetings and chairs should be agreed for the next 12 months at the beginning of each year. Interest groups and local organizations (such as the boating societies) could be invited to the meetings (as discussed above), or there could be an annual meeting to which interest groups and the public shall be invited.
6.13 As discussed in detail at Appendices 1 and 2, the meetings should consider the current and planned works and projects and the aspirations for the canal and sites adjoining it. Action points and an updated Project Prioritisation Table should be agreed at each meeting, and ratified by the Chief Executives annually.
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7 Good Practice.
7.1 It was discussed during the preparation of the study that whilst there are many examples of good practice for physical quality, of particular relevance to the Rochdale Canal is good practice for the process and management arrangements.
7.2 The partners have identified a number of examples of good practice, where lessons can be learnt for the Rochdale Canal. These examples are discussed here.
Management arrangements
7.3 Key to the continued success of restored canals appears to be effective management, involving all the partners and having a structure to project delivery and decision making. The partnership should include all the local authorities, the waterways authorities, and can also include local interest groups where appropriate. It is likely that funding partners will need to retain the control over ’ involvement decision making, so the parameters for interest and voluntary groups needs to be clear.
7.4 There are a number of examples where partnership working has been and continues to be successful, including the Millennium Link and the Foston Locks on the Grand Union Leicester Line. If the canal length is too great to be successfully managed as one, the geographical situation may dictate where management is split, for example for the Forth & Clyde and Union Canals, where the east and west sections are managed into two separate working groups.
7.5 Canal projects and their partnerships can be a catalyst for other local partners to look at new ways of working. For example, the Cotswold Canal Partnership has led to training organisations a working more closely together to develop and provide training packages around the canals rather than competing; the project has been a key group within the National Heritage Training Group (South West).
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Project Planning
7.6 The Conservation Management Plan (CMP) has been at the core of driving projects forward, as opposed to being an additional initiative alongside physical works, for the Cotswold Canals. Through this process, the needs of the heritage, biodiversity and people are balanced out, ensuring the long term sustainability of the project. The multi disciplinary team within British Waterways leading the project includes a Heritage Adviser, Ecologist, Volunteer Co-ordinator and Community Links Involvement Co-ordinator.
Community Engagement and Volunteer Resource
7.7 A strong focus on community involvement is important as the long-term future of waterways depends on being valued and respected by local communities. Community co-ordinators can be included in the funding budget to ensure local people and volunteers are involved.
7.8 This has been done for the Cotswold Canals, where a broad range of tailored opportunities for local people to become involved have been designed and every ’ effort is made to keep communities up-to-date with progress of the canal s restoration. From masonry training to vegetation management, from weekly web updates to networking with local groups, a key aim of the restoration team is to create a waterway with the people, for the people.
7.9 The volunteer resource is also being made the most of in the Litchfield and Hatherton Canal project, where restoration work is being delivered to the considerable support from volunteer groups such as the Waterway Recovery Group, and from receipt of various donations and grants from local fundraising.
7.10 Consultation with appropriate stakeholders is essential for running community and volunteer projects; regular meetings with local parish councils, disabled access groups, and specific user groups ensure that everyone stays informed and involved.
7.11 Alongside the physical outputs of restoration, there are social and economic ’ outputs focused around volunteers involvement, skills developed, jobs created and people involved. These outputs can also feed into indicators of performance to support future funding direction.
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7.12 As touched on in the Management Arrangements section above, the community and local interest groups should be involved in decision making and project planning. Specialist groups can offer their expertise to improve the projects and ensure community ownership. For example, for the Cotswold Canals, the Stroud Access Forum have been key in advising on access design, this is for both physical ’s Jury was formed as part of the and intellectual access; a Citizen application to the ’s views were at the heart of the project with BIG Lottery to ensure that local people a sample group of local people deciding on the key elements of the project.
Planning Strategy and Policy
7.13 Embedding the canal in planning strategy and policy is essential to ensure that the canal is afforded the necessary protection, acts as a catalyst for regeneration, and capitalises on funding opportunities from Section 106 agreements. Planning policy documents, particularly at this time where many policies are being reviewed for the new Local Development Frameworks, should have a focus on the canal and the priorities for its regeneration and continued use. The canal must be seen as a catalyst for wider regeneration.
7.14 In the Stroud area, which the Cotswold Canals run through, a Position Statement and Development Checklist have been prepared ahead of the production of Local Development Documents (including the canals Area Action Plan and the Design Framework SPD), to give clarity to developers on how the Council will consider development proposals along the canal corridor. Alongside this, they aim to work with local business, promoting opportunities for development and them making best commercial use of the canal.
7.15 Design Framework SPD for the canals corridor is being prepared to ensure that new buildings and canal-related structures meet consistent high standards and will ’s industrial heritage. make a positive contribution to Stroud Also, the Cotswold Canals Brimscombe Area Action Plan is being prepared in response to the complex planning issues and opportunities presented in that area by the restoration of the Cotswold Canals.
7.16 In a more local example, the Manchester, Bolton and Bury Canal is protected by the Salford, Bolton and Bury local authorities in their Unitary Development Plans.
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Marketing and Promotion
7.17 Marketing and promotion can also be driven by charitable trusts. In Hatherton and Litchfield, the Restoration Trust campaigns for the project and promotes the restoration as public amenities for boating, angling, walking, cycling etc. and raises funds to carry out physical restoration work.
7.18 Public events, where new work is planned (with funding secured) or where projects are completed, are a way of promoting the canal to the local community, and also give a positive message to the wider area and potential investors. For example, there was a public launch by BW, MBB canal society and local authorities for the Manchester, Bolton and Bury restoration project.
’s best assets, for 7.19 Marketing and promotion should also be focused on the canal example large centre piece attractions, such as the Falkirk Wheel (Millennium Link) and restored Foston Locks (Grand Union Leicester Line), are an obvious choice for attracting people to visit the canal. However, assets do not have to be of that scale to be worthy of promotion. Local interest features, for example trip boat locations, ‘days out’, nature attractive walks or cycle routes, transport connections for canal and wildlife features, or pub or picnic spots could be featured in promotions to encourage visitors.
Funding
7.20 Many restoration projects, like the Rochdale Canal, have been made possible by grants from public bodies including the Lottery, Government, Europe. For example, the Cotswolds Canal and the Foxton Locks project both received Heritage Lottery Funding, as did the Millennium Link (through the Millennium Commission), which also received European Funding and Scottish Enterprise funding. However, once the initial drive to source gap funding has finished, identifying the essential ongoing funding sources, to keep the canal open and functioning, and can be problematic.
7.21 In the case of the Manchester, Bolton and Bury Canal, where expected public sector funding did not come forward, efforts were then focussed on securing ERDF funding for a first phase - canal restoration as the centre piece to the public realm within a large commercial and residential development. The works are still underway, but the ongoing maintenance for the next 120 years has been secured through maintenance agreements signed by the Local Authority and the developer.
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8 Conclusions and Recommendations.
8.1 The conclusions and recommendations of this study and report are as follows: – Set up a Steering Group the Rochdale Canal Partnership - who would plan, commission and monitor work in the interest of the canal as a whole. Maximise funding or works from development opportunities or financial opportunities. Ensure there is consistent policy and design guidance. Coordinate and prioritise works, projects and activities, and aspirations for them, in line with realistic funding, on an annual basis. Raise the profile of the canal through engagement with the local community and positive marketing to investors, developers and tourists.
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Appendix 1: 2008 Works, Projects and Aspirations
At the time of this report, February 2008, the works, projects and aspirations, together with ‘Priority List’ for the canal their anticipated costs, have been combined into a , which is detailed below in the Priority List table. This reflects the tasks and projects which are relevant and important at this point in time, which the RCP Board will review at their quarterly meetings and update, at least annually, to reflect shifting priorities for the canal and funding and delivery opportunities.
All works, projects and aspirations have been categorised into themes as follows:
Essential Works and Maintenance - gap funding needed for essential works and maintenance to keep the canal open and navigable
Essential Canal Related Infrastructure Projects - Infrastructure Projects essential for the function of the canal e.g. moorings, sanitary stations
Desirable Canal Related Infrastructure Projects - Infrastructure Projects over and above essential works to improve canal and canalside access e.g. marinas, signs, cycle paths
– Development Led Projects - e.g. canalside developments, site assembly or remediation
Policy and Strategy - e.g. Consistent policy position for canal ( such as LDF production), design guidance, development briefs
Heritage, Environment and Community - e.g. Health walks, art interpretation, travel fund for school visits, history project
Marketing, Branding and Tourism - e.g. promotional leaflets, logo production, interpretation posts
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Project Prioritisation Table
Current Other Project Lead partner Funding source Cost Deliverability Priority Timescale Project? Partners
Essential Works and Maintenance
British Waterways Planned BW All LAs BW High Good Essential Ongoing £ Maintenance & Works (region of 1m)
British Waterways Emergency BW All LAs BW, All LAs & To be secured Good Essential Ongoing Works others
Essential Canal Related Infrastructure Projects – Mooring rings BW LAs To be identified Low Medium Good High Short £2,000 (approx. per ring)
Sanitation stations BW LAs To be identified Medium Reasonable High Short
Access improvements LAs/ BW BW To be identified Medium Reasonable High Medium
Safety improvements LAs BW To be identified Low - Medium Reasonable High Medium
Desirable Canal Related Infrastructure Projects
Litter picking equipment BW All LAs To be identified Low - Medium Good High Ongoing
Cycleways OMBC/ RMBC - Connect2 (lottery) High Reasonable Medium Medium & LAs
Environmental Improvement All LAs Developers To be identified Medium Reasonable Medium Medium Schemes
Recreation facilities BW LAs To be identified Low Good Medium Short £2,000 (£200 Benches All LAs BW To be identified Good Low Short each) £10,000 Wildlife habitat improvements All LAs BW To be identified Reasonable Low Medium
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Current Other Project Lead partner Funding source Cost Deliverability Priority Timescale Project? Partners – Development Led Projects
Jacksons Brickworks MCC Developer To be identified - High Poor High Long Private developer
Failsworth District Centre OMBC Developer Private developer Low Good Low Complete
Norwich Mill/ Canal Basin, Rochdale RMBC Developer To be identified - High Reasonable High Long Private developer
Sowerby Bridge CC Developer To be identified - High Good High Long Private developer
Moston Brook NWDA/ OMBC Forestry NWDA/ Forestry High Good High Medium Commission Commission
Policy and Strategy Policy Consistency All LAs BW / TWT/ LAs Low Good High Ongoing NWDA Strategy Consistency All LAs BW / TWT/ LAs Low Good High Ongoing NWDA
Canal Design Code Guidance All LAs BW / TWT/ LAs Low Medium High Short NWDA
Heritage, Environment and Community
Full time Fundraising Officer BW TWT BW Medium Good High Ongoing Waterside Project, Failsworth TWT OMBC
Boat trip fund TWT - TWT Low Good Medium Ongoing
Travel fund for canal visits TWT - TWT Low Good Medium Ongoing Full time Health walks coordinator ? All LAs Health orgs. To be identified Medium Good Medium Ongoing Community health walk project ? All LAs Health orgs. To be identified Medium Good Medium Ongoing
Oral history project TWT - TWT Medium Good Medium Ongoing
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Current Other Project Lead partner Funding source Cost Deliverability Priority Timescale Project? Partners
Marketing, Branding and Tourism
Annual Rochdale Canal Festival TWT All LAs / BW LAs Low Medium High Ongoing (delivered by all 4 Local Authorities)
Co-ordinated Marketing and BW/ TWT/ LAs NWDA / Local All partners Low Good High Annual Promotion tourism orgs – Promotional Leaflets Walking; BW/ TWT/ LAs NWDA / Local To be identified Low Good High Short Heritage; General; other. tourism orgs
Educational Packages TWT LAs To be identified Low Good Medium Annual (development of a canal related educational programme)
Interpretation Signage All LAs BW LAs/ BW Low - Medium Medium Medium Medium
Logo design/ Branding All LAs LAs/ BW To be identified Low Medium High Annual
Public Art / Interpretation project TWT LAs/ BW To be identified Medium Good Low Annual
Community consultation TWT LAs/ BW To be identified Low Medium Medium Annual
Angling champion TWT - To be identified Medium Good Medium Annual
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Current Tasks: Descriptions
A short summary of each project identified at this point in time is given below:
Essential Works and Maintenance
British Waterways Planned Maintenance and Works - British Waterways annually plan expenditure for the Rochdale Canal in order to provide a level of management and maintenance of the physical condition of the full length of the canal and canalsides, for example dredging, routine maintenance of lock gates, weirs and sluices, lock customer service, litter picking, toilets, grass cutting. The planned expenditure also budgets for other works for specific major works that are needed, for example lock gate replacement and strengthening and embankment repairs. BW funds these works and the four local authorities also contribute financially.
British Waterways Emergency Works - There are occasionally emergency works required to keep the canal operational and navigable, for example breach of banks, failure of lock gates or . These cannot be included in the BW planned expenditure and there is no ‘contingency funding’ in place to cover such works as there is currently a gap in funding .
Essential Canal Related Infrastructure Projects
Mooring rings - Secure moorings, and more temporary mooring rings at appropriate locations, are desirable in order to increase boating activities on the canal and support potential for associated facilities such as the sanitary stations. This has particularly highlighted by OMBC. Such facilities would be best located close to future improvement £20,000 £100,000, projects and visitor attractions. Costs could be in the region of - depending on the number of rings proposed.
– Sanitation stations Some stretches of the canal are lacking in sanitation stations, which discourages boaters. More of such facilities would be desirable to increase boating activity, in conjunction with mooring rings, above.
Access improvements - both along and onto the canal are vital to increase community and tourist visits to the canal, which can indirectly improve the canal environment significantly through natural surveillance and activity deterring anti social behaviour and
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‘ownership’. Improvements must community accommodate multi-user access and egress (pedestrians, wheelchairs and prams, cyclists, horses) including surfacing, access controls, signage, and possibly lighting in places. Ideally standards of such works should be uniform, or at least to a minimum level, for the full length of the canal. Costs could be in £20,000 £100,000 the region of - , depending of the extent of works.
– Safety improvements Concerns over personal safety and safety of boats have been raised during consultations with canal users and local communities. In particular, where the canal passes through urban or industrial areas, the limited human activity creates an environment for anti social behaviour. Such concerns might currently prevent boaters, local people and tourists from using the canal and canalsides. There are some relatively straightforward physical improvements which could begin to readdress the situation, for example lighting, litter picking (see below), stronger motorbike controls, increased policing. Further public consultation would be sensible to identify where efforts and funds are best spent. The costs would vary depending on outcome of public consultation and the works/ tasks taken forward.
Desirable Canal Related Infrastructure Projects – Litter picking equipment It is essential to ensure regular litter clearance of the canal is ’ maintained as this has the biggest impact on the communities, visitors and even investors perception of the canal and therefore usage, and it also directly affects potential activities such as angling and canoeing. Although BW currently undertake litter picking, the continuation of the problem highlights that this is not sufficient and it is suggested that the requirement would therefore be for a designated litter/work boat, such as that used on the £20,000 £100,000, Manchester City Centre Waterways. The cost could be in the region of - depending on the initial equipment cost and the annual running costs.
Cycleways - The development, delivery and extension of the Connect 2 cycle network scheme in Rochdale and Oldham is a key infrastructure project for opening up and improving access along and onto the canal. Although this will be delivered through the Connect 2 programme, following the success of the Lottery bid, this needs to set the standard for canalside access and extend to the other districts along the waterway. The £100,000) cost of this project is significant (over , but secured funding from the Lottery bid would make its delivery a reality.
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Environmental improvement schemes - that develop and enhance derelict, neglected or ‘dead’ space either along or adjacent to the Rochdale Canal corridor for communi ty, wildlife or visitor benefit. Schemes in Oldham include the area around Henshaw Lane Bridge, Chadderton and the proposed canalside Community Allotment area in Failsworth. Costs for each scheme will vary depending on the site size, scale of the project and potential for developer contributions.
– Wildlife habitat improvements along the canalside would be of benefit along the full length of the canal.
Recreational facilities - Development of recreational facilities along the canal to increase regular use and presence along the corridor by individuals and clubs, such as fishing pegs and canoeing in the Failsworth basin. Additional Benches would also be desirable. £20,000) Individual facilities could be relatively low cost (under .
– Development Led Projects
As identified at Section 4: ’ Jackson s Brickworks. Failsworth Town Centre. Norwich Mill/Rochdale Canal Basin. Sowerby Bridge.
It has been noted by the Local Authority members of the Steering Group that there are limited remaining canalside development opportunities. However, OMBC has noted that, in Oldham, the proposed North Bank development in Failsworth offers some opportunity in the form of a canalside community centre, which could be the focus of canal user groups.
‘ ’ Regional Development Agency land Moston Brook - the potential Newlands 2 reclamation programme for the Moston Brook corridor that extends to and straddles the canal up to Wrigley Head in Failsworth offers a great opportunity to enhance former derelict and neglected canalside land around Wrigley Head and link the canal into the recreational network of the Irk Valley into Manchester. This would be a significantly costly £100,000) but project (over than has potential to be funded by the NWDA and Forestry Commission under the Regional Newlands programme.
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Policy and Strategy
Policy consistency - Ensure that all future policies are consistent in their treatment and positive approach to both the development and protection of the Rochdale Canal corridor as an environmental, community and recreational resource.
Strategy consistency - Encourage and develop links to current and future strategies and initiatives such as for neighbourhood renewal, brownfield land restoration, sustainable transport and cycling networks.
Rochdale Canal Design Code Guidance - to ensure a consistent and high quality design along the length of the canal both for proposed British Waterways or Local Authority improvements and for canalside developers.
Heritage, Environment and Community – Full Time Fundraising Officer BW currently fund the post of an officer, but this is not secure year on year. In order to maintain momentum and allow for longer term planning of activities and initiatives this post needs to be continued with certainty and extended to cover the full length of the canal. Funding required to support such a post would be in the £35,000. region of
Within this theme, The Waterways Trust currently organises a Boat Trip Fund, Travel Fund for schools etc. to visit the canal and Oral History Projects all of which engage the local community, across a range of demographics, with the canal for relatively low cost £1,000 per annum, history project around £30,000) (trips and travel around .
– Waterside Project, Failsworth CR to advise
– Full time Health Walks Co-ordinator would manage and organize walking programmes in the area, which would be of benefit to the health of local people as well as increasing canalside activity and feelings of community ownership. Their role would involve managing £35,000. the below. Funding required to support such a post would be in the region of
Walking Initiatives - Development of health walks and fitness trail would be desirable along the length of the canal and could improve links with local areas and transport. Circular walks through Oldham and the creation and promotion of links between key visitor and community destinations such as schools (e.g. South Chadderton High School), health centres (e.g. in the centre of Failsworth) and district centres (such as Failsworth and
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Newton Heath) have been put forward. Costs for such initiatives would be low and easily deliverable.
Marketing, Branding and Tourism – Annual Rochdale Canal Festival the festival organised by The Waterways Trust, BW, OMBC and RMBC, held in 2007 was very successful and a similar event is planned for 2008. The Opening Event, Closing Event and Nature in Focus were popular and the Ghost walk & Canal Trail, Kayaking and Angling were sold out. Bouncy castles and slides attracted additional attendance figures. Building on lessons learnt in 2007 would allow the 2008 event to be an even greater success, with the possible extension to Manchester and Calderdale. The event requires funding for promotion, activities, venues and visitor attractions etc., but based on 2007 experience, it can be delivered at a low cost. Of vital importance is Coordinated Marketing & Promotions, not just for the canal itself, but its position within the wider canal network. Marketing and promotion of the canal is currently on an ad hoc basis, through broader LA initiatives and through BW, as well as advertising and promotion of events and activities organised by TWT.
– Promotional Leaflets Walk leaflets, Heritage leaflets and more General leaflets, for example relating to the current or proposed activities and groups active on the Rochdale Canal, could be an element of this. It would benefit from a coordinated appearance and theme for the full length of the canal would promote the canal and its special qualities to local people and visitors from further a field. This could be further developed into an Educational package specific to the Rochdale Canal focussing on the heritage, recreation, local and environmental value of the corridor that can act as a potential teaching resource for different ages.
– Interpretation boards there is currently a canal interpretation trail and boards in Oldham and Rochdale, which could be extended to Manchester and Calderdale while retaining the consistency of the design of those agreed and installed to date. This would need to tie into information boards etc. within those authority areas. The costs would be low per authority and easy to implement once locations and content has been agreed.
‘ ’ Logo Design / Branding - Development and introduction of consistent Rochdale Canal branding to be used on signage and visitor facilities such as fingerposts, way markers, access controls, lighting (where appropriate), seating and bins along the full length of the canal. This would have to be an agreed brand, through either the use of a Rochdale Canal £20,000 £100,000 logo or colour scheme/design. This cost could be in the region of - , based on total 33mile length, and would depend on the level of implementation and new
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infrastructure.
Public Art - Potential trail or sculptures at key nodes linking and reflecting aspects of the heritage trail to ensure that there are regular features of interest for visitors along this linear waterway. Costs would depend on the scope of the project.
Further community consultation, potentially organised by The Waterways Trust, could potentially forge further links with the local community and gain a better understanding of their aspirations and concerns regarding the canal. The continuation of an Angling champion is also desirable.
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Appendix 2: Future Works, Projects and Aspirations
Identifying New Tasks
6.1 The RCP Board will meet quarterly and will be responsible for identifying further projects to be included within the Project Prioritisation Table. This will mean that each representative on the Group will need to liaise with their organisation and external contacts with interest in the canal, to ensure that the priorities are brought forward. For example, BW can liaise with canal inspectors who will know where issues exist and have ideas for potential projects. Also, the Las must liaise with officers in a range of disciplines such as environment, regeneration, planning.
6.2 When new projects, works or activities are identified, they should be brought to the RCP with a description of the work required, potential costs, secured or potential funding sources, timescales for implementation, lead organisation and contact details, links to other projects. Where projects are not essential works, there should also be some consideration of the potential benefits that the project could bring to the canal and the local community.
6.3 A suggested template is at Appendix 3. The template would pull together basic information about a new project to enable discussion at the RCP and agreement of whether the project can be included in the Project Prioritisation Table.
Prioritisation of Tasks
’s assessment 6.4 The prioritisation of projects should be based on the Steering Group of each projects and agreed by them. The assessment should be based on the: Potential Positive Impact of the project for the canal and canalside Magnitude of population benefiting from project
6.5 A structured approach has been adopted to the prioritisation of projects to classify projects, within each theme, as: Essential; High Priority; Medium Priority; or Low Priority.
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6.6 Works and maintenance to keep the canal open and navigable are clearly essential as, without those works, the canal will deteriorate physically and diminish the resource on which other projects are focused.
6.7 Beyond the essential works however, there are further projects within each of the themes which would be of benefit to the ongoing regeneration of the canal and ’s canalside. The rating of priority has been awarded depending on each project potential positive impact for the canal and the benefit that it can offer in terms of large numbers of people or a wide area.
6.8 Where projects are seen as a low priority, they may be included due to ease of deliverability, or because they may become of higher priority in future, should circumstances change, such as other enabling projects being completed, funding being secured or a more critical need for the project.
Timescales
6.9 The timescales for delivery (to completion) for projects are as follows: Ongoing (e.g. maintenance) Short Term - 1 year Medium Term - 1 to 3 years Long Term - 3 to 5 years
6.10 The timescales refer to the ultimate delivery of the projects and enable the Steering Group to program works in for future years.
Deliverability:
‘deliverability’ of a project will be determined by the Steering G 6.11 The roup based on the assessment of a number of aspects of the project which might affect physical or actual implementation or funding availability, as follows: Sensitivity of Project Potential for Stakeholder Agreement Land ownership Planning Issues
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Highway Issues Other risks to deliverability ‘Good’, ‘Reasonable’ or ‘Poor’. 6.12 The deliverability is categorised as either
Cost
6.13 Costs for many of the tasks are only currently indicative and will be largely dependant on the scope of works to be put forward. However, at this time where actual or indicative costs are known the cost brackets are classified according to the following ranges: £20,000 Low Cost - less than £20,000 £100,000 Medium Cost - - £100,000 High Cost - greater than
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Rochdale Canal Corridor Regeneration Strategy 2008 54
– Appendix 3 Template for New Projects
Project Title: Lead Organisation:
Project Description: Contact Name:
Contact Details: Category (tick one): Address: Essential Works and Maintenance Essential Canal Related Infrastructure Telephone: Desirable Canal Related Infrastructure Email: – Development Led Projects Policy and Strategy Cost: Heritage, Environment and Community Marketing, Branding and Tourism Estimated? Yes/ No
Funding Source: Links to other Canal related projects:
Secured? Yes/ No
Timescales for Delivery (tick one): Potential benefits to the canal and the Ongoing local community: Short Term (1 year)
Medium Term (1-3 years)
Long Term (3-5 years)
Deliverability Issues? Priority (tick one): e.g. stakeholder agreement, funding, Essential planning issues High Medium
Low
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Rochdale Canal Corridor Regeneration Strategy 2008 56
Appendix 4: Good Practice Examples - Background
Cotswold Canals
The Stroudwater Navigation and Thames & Severn Canal, known collectively as the Cotswold Canals, is being restored through the Cotswold Canal Partnership. The canal runs through Gloucestershire and part of Wiltshire through the Cotswold Hills; it connects the River Thames in the east to the River Severn in the west. The Canal received a £11.3m Heritage Lottery Funding, which formed part of a £24m package to rest ore sections of the canal. Broken down into 4 phases, current work principally focuses on £24m with funding sources listed below. phase 1a, restoring 7 miles of canal at a cost of
The Cotswold Canals Partnership includes the Cotswold Canal Trust, British Waterways, The Waterways Trust, Local Authorities (Gloucestershire County Council, Cotswold District Council, North Wiltshire District Council, Stroud District Council, Wiltshire County Council), the RDA (South West of England) and other local business and tourism stakeholders. A Partnership Board meets quarterly to steer the vision and strategic direction of the restoration.
Stroud District Council, South West Region Development Agency, European Union, Gloucestershire County Council, British Waterways, The Waterway Trust and the Cotswold Canals Trust are funding partners.
In addition to the physical works required to restore the canal, a number of other projects and initiatives are beeing undertaken, including: Trip boat on some sections of the now operational canals. Conservation Management Plan adopted to ensure that the project takes an ’s environment informed and practical approach to conservation of the canal and biodiversity. Habitat creation along the channel, towpath and verges to support biodiversity. Canals social history story; their use and links with the community. Archaeological investigation and recording. Planning Framework
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Lichfield and Hatherton Canals
The Lichfield and Hatherton Canals Restoration Trust is a registered charity that campaigns for the restoration of the Lichfield Canal and also the Hatherton Canal through Cannock. It promotes the restoration as public amenities for boating, angling, walking, cycling etc. and raises funds to carry out physical restoration work.
Restoration work is being delivered to the considerable support from volunteer groups such as the Waterway Recovery Group, and from receipt of various donations and grants (the David Suchet Appeal, Brick Appeal, Regular Giving Scheme and the 500 Club).
The partnership for the canals includes Lichfield and Hatherton Canals Restoration Trust, The Inland Waterways Association, British Waterways, The Waterways Trust, Waterway Recovery Group Ltd.
Millennium Link, Scotland
£78m project to The Millennium Link is a restore the Forth & Clyde and Union Canals. The Forth & Clyde Canal is the world's first man-made, sea-to-sea ship canal project and connecting it with the Union Canal at Falkirk links the West and East coasts of Scotland, from Glasgow to Edinburgh. It is the biggest engineering project to be undertaken by British Waterways in Scotland. Work started on the restoration in March 1999 and was completed in 2001/2.
’s The centerpiece of the scheme has been the installation of the Falkirk Wheel; the world first rotating boat lift, sculptural in form and designed using state of the art engineering. It has a practical function, but is also a visitor attraction with a visitor centre and trip boats.
The Millennium Link is managed by a partnership involving public, private and voluntary sector organisations comprising British Waterways, Scottish Enterprise and local enterprise companies, all the Local Authorities through which the canals pass, local community councils, local and national engineering, historical and environmental bodies and voluntary sector organisations, are working together to make the dream a reality.
£32m) The project has been funded by contributions from the Millennium Commission ( , £16.5m) £8.5m in grants) Scottish Enterprise ( , the European Union ( , and continues to be funded by canalside local authorities and British Waterways.
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The Canal runs through seven Local Authorities: City of Edinburgh Council East Dunbartonshire Council Falkirk Council Glasgow City Council North Lanarkshire Council West Dunbartonshire Council West Lothian Council
The Local Authorities have split into two working groups to take forward the actions of their strategy.
Grand Union Canal, Leicester Line (Foxton Locks)
The Leicester Line of the Grand Union Canal is the section between Leicester in the north to Daventry in the south, running through countryside, including the waterway landmark of Foxton Locks (staircase locks) and the highest point on the Grand Union. It also passes through Crick Tunnel and the village of Crick, home of one of Britain's largest annual boat shows. The Leicester Line runs through Harborough District Council and Leicester City Council areas and is also within the Leicestershire County Council area.
The restoration of Foxton Locks, a 20-acre site owned and managed by British Waterways, has been the focus the Foxton Locks Partnership, formed in 1998, which is made up of voluntary organisations and public bodies, including British Waterways and £1.78m and match local councils. The Partnership secured a Heritage Lottery grant of £2.8m restoration project. funding to create a Substantial donations were made by East Midlands Development Agency (in the form of East Midlands Tourism and the Welland SSP Ltd) as well as land from Leicestershire County Council.
A masterplan has been developed for the restoration project within which the various elements have fitted, yet remained sufficiently flexible to accommodate changes and ’s ultimate vision emerging opportunities. The Partnership is to bring the site's Inclined Plane boatlift back into full use, but the elements of the masterplan that support this are sufficiently robust to operate as 'stand-alone' elements which can operate even if there is a
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delay or other problems in proceeding to full restoration. Works include restoration of the local cottage, construction of two new pubs and other facilities, a new access road, car park and toilet facilities. The Inclined Plane (including its Upper Arm and Bottom Basin) is a Scheduled Ancient Monument, the locks are listed Grade II* and the entire site lies within a Conservation Area - bringing technical challenges for restoration and selection of materials and techniques - and when incorporating new interpretation materials.
The first phase of enabling works is nearing completion. This is the final year of a 3-year £2.8 million project to enhance the physical and intellectual access to the site. This work
included restoration and re-watering of a 200m length of canal arm, access improvements to and around the site and the installation of modern interpretation, to tell the Foxton story to visitors.
£5m will have been invested in the site in the last five Including the above works, around years - including new access road and car parking, new visitor facility building, plus award- winning restoration of the Grade II listed Top Lock Cottage and the refurbished and extended Foxton Locks Inn.
The Foxton Locks project has looked beyond a simple restoration of the historic fabric. The Partnership realised that the site should be made more accessible and understandable - with improvements to path surfaces and gradients and the provision of modern interpretation.
The project, together with the wider investment of access road, parking and pub, has revitalised the site, turning it into one of the premier visitor attractions in the East Midlands. The current Lottery-funded works have made most of the site accessible to wheelchair users. The interpretation will enhance the understanding of visitors, especially those less familiar with waterway history. The rewatering of the Upper Arm with its new observation platform and the repairs to the Bottom Basin, both of which will contain permanent moorings, will increase the enjoyment and understanding of boaters as well as the wider public who come to see them.
Results from detailed visitor surveys show an increasing level of enjoyment plus 'dwell time'. The pedestrian counters also show that an increasing number of visitors are coming to the site.
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Manchester, Bolton and Bury Canal
The Manchester, Bolton and Bury canal has three arms, radiating from Little Lever, and connects the towns of Bolton and Bury to Salford and Manchester. The canal suffered breaches in the 1930s and sections were gradually abandoned; the canal was abandoned entirely in the 1960s. Parts of the canal have been filled in over the years and sections have been sold to a number of different owners. The Manchester Bolton and Bury Canal Society has made efforts over the last 20 years to protect the line of the canal through physical maintenance and planning policy.
Due to the success of various millennium restoration projects BW North West wanted to continue the momentum of canal restoration and identified the Manchester, Bolton and Bury (MBB) as a good possibility. BW in connection with the MBB canal society and local authorities promoted the idea in 2002 with a public launch.
BW managed to get project development funding from NWDA for outline design and site investigation that provided an outline cost estimate for whole restoration. Unfortunately public sector funding for canal restoration dried up in 2003. This was a major setback to BW as the whole restoration rested on a bid for ERDF Objective 2 funding under the Economic Development Zones (EDZ) programme.
A decision was then made to focus on securing funding for Phase 1 (Middlewood). The main catalyst for Phase One and the reason for inclusion in the SCC EDZ was that the canal at Middlewood is the public realm centre piece to the large private development site of Middlewood Locks. Salford City Council (SCC) was the main promoter, as the scheme £2.039m). BW had been included in their successful ERDF Objective 2 Irwell EDZ bid ( worked closely with SCC to secure the NWDA funding initially and then worked with the NWDA, to secure the remaining gap funding from the developer Valley and Vale (V&V), including Section 106 funding.
’s Two Maintenance agreements for the Middlewood section have been agreed. SCC £35k a year for 120 years, to be ’s agreement is for reviewed annually; and Valley and Vale £30k a year for 120 years, to be agreement is for reviewed annually.
The works have been on site since March 07 with main works commencing in July 2007 and are due to be completed June 2008.
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Rochdale Canal Corridor Regeneration Strategy 2008 62
Appendix 5: Risk Register
Rochdale Canal Corridor Regeneration Strategy 2008 63 Level of IDENTIFIED RISK Level of risk post Main issues risk Comments Mitigation measures mitigation
The lack of funding for on-going BW produce planned maintenance programme 1 establish overall steering group management and annually but this does not allow for on-going 2 organise tasks maintenance of the canal to keep it improvements or serious events (breaches) 3 planned delivery programme open, navigable and safe which threaten the canal. The latter could use up 4 maximization of funding resource and land/ all annual funding allocations. development opportunities
The lack of canal wide coordination of There is a need for an overall steering group Establish the Rochdale Canal Partnership expenditure, projects and understanding to plan, commission and monitor work canal wide. of requirements.
The lack of an canal wide annual delivery There is a need for an annual delivery Establish, manage and regularly up date a "priority list". plan which balances on-going maintenance plan canal wide with measurable outputs identified. Projects categorised into: with improvement works. 1 essential works and maintenance to keep the canal open 2 essential canal related infrastructure to allow the canal to function. 3 desirable canal related infrastructure to improve canal/ canal side 4 development led projects 5 policy and strategy to ensure coordination canalwide 6 heritage, environment, community. 7 Marketing, branding and tourism and measurable outputs developed
Funding and development opportunites are There is a need to either prioritise work or obtain more Identify development led project opportunities not being maximised fully canal wide financial resources. recognise and use land assets and statutory actions exploit opportunity funding pots and consistant planning policy
The canal has a low profile and is not seen There is a need to raise overall awareness of the canal Build in community awareness projects into delivery plan as an asset. 1 with the local communities through which canal Ensure consistant planning policy which is canal aware passes develop canal brand 2 with potential developers
The SSSI is perceived as limiting the SSSI caps boat movements and limits developable areas There is capacity to increase boat movements. Exploit SSSI potential of the canal. for moorings etc status and promote wider canalside uses other than boating ty head office chadsworth house wilmslow road handforth cheshire sk9 3hp t: 01625 542 200 f: 01625 542 250 ty manchester 4th floor fourways house 57 hilton street manchester m1 2ej t: 0161 200 6230 f: 0161 200 6259 ty liverpool vanilla factory 39 fleet street liverpool l1 4ar t: 0151 702 6500 f: 0151 702 6509 www.tayloryoung.co.uk