Blackpool Town Centre Strategy March 2013 This Version Published March 2013 by Blackpool Council

Blackpool Town Centre Strategy March 2013 This version Published March 2013 by Blackpool Council.

© 2013 Blackpool Council. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, copied or transmitted without the prior written consent of the publisher except that the material may be photocopied for non-commercial purposes without permission from the publisher. Printed by Blackpool Council on recycled paper. Visit Blackpool Council at http://www.blackpool.gov.uk/ Blackpool Town Centre Strategy

Contents

Introduction The need for a Town Centre Strategy 2 Vision & Objectives 4 Wider Town Centre Policy Context 6 Town Centre Map 8

Blackpool Town Centre Today Catchment, Visitor Profile and Performance 10 Retail and Service Provision 12 Leisure, Entertainment, Culture and Business Tourism 14 Office Space and Housing 15 Quality of the Environment 16 Access and Movement 19

Priorities for Intervention Priority Themes 1-6 20 Appendices Five-year Action Plan 23 Risk Register 31

Page 1 of 34 Blackpool Town Centre Strategy

Part 1 - Introduction

This Town Centre Strategy: The need for a Town Centre Strategy ■■ Outlines a vision for Blackpool Town Centre in 15 The importance of Blackpool Town Centre to the years time, supported by six key objectives successful regeneration of the resort and the economic prosperity of the Fylde Coast cannot be overstated. ■■ Describes the town centre today and opportunities for change The town centre has a pivotal role to play in driving the local economy and providing over 300,000 residents ■■ Identifies priorities for improvement and within Blackpool and the wider Fylde Coast a thriving management of the town centre in line with the six sub-regional centre which meets their needs in terms objectives of retail, business, social and cultural activities. ■■ Develops a five-year action plan with delivery Over 6,000 people are employed within the town mechanisms centre and it generates a non-food retail goods Key Aims of the Strategy turnover of around £316 million from residents of the catchment area. It is a key part of the resort, with ■■ Improve business confidence and encourage the iconic landmarks of Blackpool Tower and Winter quality investment from private and public sectors Gardens and a host of shops, cafés, restaurants and ■■ Inform future decision making and co-ordinate bars catering for residents and visitors. town centre initiatives to achieve complementary However, the town centre’s influence and status, improvements like the wider resort, has declined as it struggles to ■■ Assist with town centre promotion and marketing compete with alternative retail and leisure attractions, a competitive conferencing market and the increasing influence of competing centres outside the Fylde Coast. Recent investment in the Houndshill Shopping Centre demonstrates that high quality investment does increase footfall and turnover and stimulate the visitor experience. With commitment for sustained improvement through further investment in Blackpool Tower, the Winter Gardens and the Promenade it is hoped that visitor numbers will further increase.

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Town Centre Partnership Approach If we are to successfully position Blackpool Town There are a diverse range of public and private sector Centre as the first choice shopping destination for bodies which have a stake in the future of Blackpool Fylde Coast residents and an attractive place to visit Town Centre. Whilst Blackpool Council has a key and do business, the town centre needs to carve out a responsibility to enable and manage change, private high quality retail offer and combine this with a wider landowners own the majority of town centre sites positive leisure, cultural and social experience during and premises and have a responsibility as long-term the day and into the evening. investors. Exploiting key assets within the town centre – heritage, A co-ordinated and comprehensive approach to the coastal frontage and popular tourist attractions - and improvement of the town centre can only be achieved aligning these with new innovative developments by a strong town centre partnership approach - led by can help define a distinguishing offer and achieve an Blackpool Council, supported by investment agencies attractive, thriving town centre. and working together with private landowners, local businesses, service providers, developers and all other This approach to making town centres a diverse stakeholders. multifunctional destination for shopping, socialising, creativity, working, living and learning is at the heart of Town centre partnerships are already established in The Portas Review (2011). Blackpool is well positioned Blackpool Town Centre, including the Town Centre BID to create a unique town centre experience unavailable (Business Improvement District) and the more recently anywhere else. formed Town Team. Crucially we need to grow and develop these partnerships effectively if we are to To achieve this, we need a strategy that will provide successfully collaborate on implementing the Town a clear direction for the town centre and co-ordinate Centre Strategy. planning and management activities. This will help deliver positive change and provide a catalyst for further investment. As acknowledged in The Portas Review, the public sector alone cannot create vibrant town centres; there is also a role that landlords, retailers and businesses must play. Therefore, we need a strong town centre partnership approach to deliver the strategy.

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Vision If Blackpool Town Centre is to become an attractive, thriving centre it must have a very clear vision of what it wants to achieve:

In 2027, Blackpool Town Centre is the thriving heart of Britain’s favourite resort, offering an all year-round high quality shopping, leisure, cultural and entertainment destination. Residents and visitors from all walks of life choose to spend time here throughout the day and into the evening. The revitalised Tower and Winter Gardens are major attractions along with an exciting programme of events and festivals. Blackpool hosts a vibrant outdoor café culture, with attractive streets and spaces providing high quality public realm and strong links between the town centre and the beach. A high quality integrated transport system allows easy access to the town centre and provides a positive arrival experience.

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Objectives Our vision for Blackpool Town Centre is supported by six objectives:

Objective 1 Objective 4 Re-establish the town centre as the first choice Create a choice of high quality homes within and shopping destination for Fylde Coast residents. around the town centre.

Objective 2 Objective 5 Strengthen the town centre as a vibrant leisure, Improve the quality of buildings, streets and spaces entertainment, cultural and business tourism and their maintenance and management. destination for residents and visitors.

Objective 3 Objective 6 Grow the town centre as a place to do business by Provide convenient access to the town centre by creating a Central Business District and creative all modes of travel and enable easier pedestrian industries hub. movement.

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Wider Town Centre Policy Context

The policy framework What the policies say The Town Centre Strategy aligns with the following To support resort regeneration, the town centre is Council plans and strategies: identified as a key focus for future economic growth, development and investment, in order to address past Blackpool Planning Policy Framework1 decline and successfully position it as the first choice ■■ Blackpool Local Plan 2001-16 (2006) shopping destination for Fylde Coast residents and an ■■ Blackpool Core Strategy 2012-27 (being prepared) attractive place to visit and do business. 2 ■■ Talbot Gateway Planning Brief SPD (2006) The emerging Core Strategy defines the town centre boundary and a principal retail core which includes ■■ Former Central Station (Leisure Quarter) site the main shopping streets and the majority of large Development Brief SPD (2011) multiple retailers (see Figure 1). It identifies the town Blackpool Local Transport Plan 2011-16 (2011) centre as the focus for major new retail development in the Borough, and contains a number of planning The Strategy has also been informed by: policies supporting town centre development which: National Planning Policy Framework (NPPF) (2012) ■■ Strengthens the retail offer, with the principal Planning for Town Centres Practice Guide (2009) retail core being the main focus for major retail development North West Regional Spatial Strategy (expected to be abolished imminently) ■■ Introduces quality cafes and restaurants Fylde Coast Retail Study (2011) ■■ Enhances the quality of buildings, streets and open spaces and connects the different areas of the Blackpool Town Centre studies: town centre to improve pedestrian movement ■ Town Centre Health Check (2011) ■ ■■ Utilises key heritage assets and complements these ■■ Business Appraisal (2009) with new innovative development ■■ Retail and Business Strategy Framework (2008) ■■ Grows an office sector ■■ Public Realm Framework (2008) ■■ Improves access to the town centre The Portas Review (2011) ■■ Introduces quality homes in the long term Policies support Council assistance in site assembly where required to facilitate major redevelopment.

1 It is a non-statutory document and does not directly form part 2 A key planning document for Blackpool currently being of the Council’s Planning Policy Framework. prepared and expected to be adopted in 2013.

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Three key town centre sites are identified in the Core Strategy: the Central Business District, Winter Gardens and former Central Station site (see Figure 1). Developing each of these sites will help to transform the role and status of the town centre and adjoining resort core. Saved policies SR6 and SR7 in the Blackpool Local Plan 2001-16 identify a retail / cafe zone and a mixed-use zone, which contain more diverse uses such as small, independent and specialist retail, professional services, civic, leisure and cultural facilities. Saved policy SR8 identifies the Promenade frontage between Springfield Road and New Bonny Street as a leisure zone. This area will continue to be promoted as the main town centre location for visitor attractions, leisure retail and drinking establishments. Comprehensive enhancement and redevelopment which introduces quality buildings and higher-end leisure uses will be supported. Figure 1 illustrates the town centre boundary and the distinctive areas and key sites contained within it, as identified above.

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Figure 1: Distinctive areas and key sites within Blackpool Town Centre as identified in planning policy

CHURCH STREET CHURCH READ’S AVENUE READ’S

COOKSON STREET HORNBY ROAD HORNBY

C KING STREET

ADELAIDE STREET ADELAIDE CHARNLEY ROAD CHARNLEY

CHURCH STREET CHURCH

HIGH STREET DEANSGATE CENTRAL DRIVE

TOPPING STREET TOWN CENTRE BOUNDARY TOWN CENTRE BOUNDARY ROAD ALBERT

F STREET HAVELOCK

TALBOT ROAD TALBOT

VANCE ROAD VANCE

SPRINGFIELD ROAD SPRINGFIELD ABINGDON STREET

HULL ROAD HULL

CHURCH STREET CHURCH CHAPEL STREET CHAPEL

BIRLEY STREET QUEEN STREET QUEEN

CLIFTON STREET

CORPORATION STREET

VICTORIA STREET VICTORIA BANK HEY STREET MARKET STREET

PROMENADE PROMENADE TALBOT SQUARE D PROMENADE

A Principal Retail Core C Central Business District (CBD) The principal retail core contains the main The CBD is an important site for a new gateway shopping streets of Church Street, Victoria Street, development in the north-east of the town centre. Bank Hey Street and the Houndshill Shopping Redevelopment and enhancement of the area Centre. Marks and Spencer, Debenhams, Primark will create an attractive commercial hub and and BHS are the anchor stores that create the welcoming arrival experience, anchored by new highest footfall and a strong draw for shoppers. Council offices, Blackpool North railway station and a major new food store. Blackpool Council B Winter Gardens is currently working in partnership with Muse to deliver Phase 1 of the CBD. The Council purchased the Winter Gardens in 2010 and is actively looking to secure medium-long term investment to facilitate major refurbishment and re-establish the complex as a multi-purpose, year round entertainment, leisure and conference venue in the heart of the town centre.

Scale: NTS

Reproduced from Ordnance Survey mapping with the permission of the Controller of Her Majesty’s Stationery Office © Crown copyright. Unauthorised reproduction infringes Crown copyright and may lead to prosecution or civil proceedings. Blackpool Borough Council Licence No. 100019178. 2012.

CHURCH STREET CHURCH READ’S AVENUE READ’S

COOKSON STREET HORNBY ROAD HORNBY

KING STREET

ADELAIDE STREET ADELAIDE CHARNLEY ROAD CHARNLEY

CHURCH STREET CHURCH

HIGH STREET DEANSGATE CENTRAL DRIVE

TOPPING STREET TOWN CENTRE BOUNDARY TOWN CENTRE BOUNDARY ROAD ALBERT

HAVELOCK STREET HAVELOCK

TALBOT ROAD TALBOT

VANCE ROAD VANCE

SPRINGFIELD ROAD SPRINGFIELD ABINGDON STREET

HULL ROAD HULL CHURCH STREET CHURCH

E STREET CHAPEL

BIRLEY STREET A QUEEN STREET QUEEN

CLIFTON STREET

CORPORATION STREET

VICTORIA STREET VICTORIA BANK HEY STREET MARKET STREET

PROMENADE PROMENADE TALBOT SQUARE

PROMENADE

D Promenade Frontage (Leisure Zone) F Retail / Café Zone and Mixed Use Zone This Promenade stretch includes the iconic This area houses an eclectic mix of small retail Blackpool Tower at the heart of Blackpool’s shops, professional services, civic and cultural Golden Mile and is a key gateway to the town activities and a growing café culture around Cedar centre from the seafront. Leisure uses are Square and Birley Street. dominant, although these are mostly low-end St John’s Square has been remodelled to create seasonal and transient uses, which create a an attractive public space for hosting events negative image and discourage visitors entering and festivals; and is centrally located to connect the town centre from the seafront. surrounding streets including Topping Street, Edward Street and the top end of Church Street, E Former Central Station site which have grown as a small business hub. The Council is promoting comprehensive Key buildings include the Town Hall, Central redevelopment of this site for major leisure Library, Grundy Art Gallery, St John’s Church, development of national significance, which Abingdon Street Market and the Post Office. would broaden the resort appeal and provide a compelling new reason to visit Blackpool. N Blackpool Town Centre Strategy

Part 2 - Blackpool Town Centre Today This section identifies town centre issues alongside strengths and opportunities for improvement.

Catchment, Visitor Profile and Performance

Issues Strengths and Opportunities ■■ Whilst the town centre has a large Fylde Coast ■■ Part of what makes the town centre unique is catchment it struggles to convert residents into the provision for tourists within its core, boosting shoppers, retaining only 33% of non-food retail non-food retail expenditure by an estimated expenditure from its catchment1. This is a slight £75 million per annum (on top of an estimated improvement from 29% in 2008 with the opening £316 million from residents of the catchment). of the Houndshill Shopping Centre extension, but Tourism expenditure would support a stronger remains extremely low for a sub-regional centre. representation of personal and leisure goods retailers and catering operators. ■■ Blackpool’s shopper profile lacks affluent families and young professionals who are drawn to ■■ The town centre must claw back current out-of-centre retail parks and competing shopping expenditure leakage from its Fylde Coast destinations outside the Fylde Coast. catchment and increase retention figures. A modest increase in market share would support ■■ Whilst town centre spend is supplemented by additional comparison goods floor space of 14,000 resort visitors this is highly seasonal and has been square metres (sq.m.) net by 2021; and a further reduced by the loss of business tourism. 15,500 sq.m. net by 20263. ■■ Blackpool’s nightlife attracts a dominant youth, alcohol-led and price conscious market. Threats Drunkenness and anti-social behaviour has become ■ Unless the town centre offer is made more a deterrent to a wide cross section of visitors and ■ attractive, retail expenditure from the catchment residents. will continue to be captured by competing ■■ Zone A rents2 averaged £115 per square feet in destinations, undermining regeneration efforts in 2009; and remain the lowest when compared to the town. nearby towns such as Preston and Blackburn. ■■ The town centre is vulnerable to competing out-of- ■■ Whilst footfall may have increased, expenditure has centre provision; and it will be important for the not done so in a similar manner. The annual non- Council to control additional floor space and types food retail goods expenditure from residents of the of retail in out-of-centre locations, to protect the catchment is around £316 million, with a low sales vitality and viability of the town centre. density of £4,879 per square metre sales. Retail ■ Current trends in supermarket, out-of-centre and units are under-trading and there is an oversupply ■ on-line shopping are expected to leave traditional of poor quality floor space. town centres fighting for a shrinking share of retail expenditure. 1 Rounded figure (2010). In 1998 this was 43% (rounded), representing a fall of 10% in 12 years 3 Rounded net figures (2011) calculated on basis of 75% of gross 2 “Zone A” is the first 20 feet from the shop window and figures. This is over and above the existing planning approval considered the most valuable space at the Central Business District

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Figure 2. Current town centre catchment area (Fylde Coast Retail Study, Roger Tym and Partners 2011)

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Retail and Service Provision

Issues Strengths and Opportunities ■■ Retail and service provision is focused towards the ■■ Key development sites present opportunities to middle and lower-end of the retail spectrum and enhance convenience and comparison retail and does not provide the quality or range necessary service provision and complement qualitative to attract Fylde Coast residents. The town centre improvements to the existing retail stock. It will be needs a stronger representation of higher-end important to ensure this new provision does not national and independent retailers and a more undermine the existing town centre offer. diverse range of fashion clothing and footwear, ■■ Phase 1 of Central Business District will introduce a leisure, personal and household goods. major Sainsbury’s food store providing 5,400 sq.m. of ■■ The introduction of a new Sainsbury’s food store net retail floor space, and retail units on the ground due to open in 2014 means there is no overall need floor of the Council office building and Talbot Road for further convenience goods floor space. multi-storey car park providing 3,100 sq.m of net non- ■■ The traditional indoor market on Abingdon Street food retail floor space. Further complementary retail sells middle to low-end goods without delivering space is planned for future phases. the wider appeal that other markets across ■■ Phase 1 development of the Houndshill has Lancashire have developed. strengthened Blackpool’s retail core by attracting ■■ In November 2012 the town centre vacancy rate new national retailers and providing a quality was 18% and 14.5% in the Principal Retail Core1. shopping environment. The Tower Street block Whilst vacancies have fallen since 2009, many (phase 2) and the south-west block bounded by recently occupied vacant units in the retail core Adelaide Street West, Bank Hey Street and Albert have been taken up by discount retailers and Road (phase 3) each have potential capacity for charity shops, reducing the quality of the offer. 3,000 sq.m. of net retail floor space. ■■ Apart from Houndshill, retail units do not generally ■■ The Winter Gardens has potential capacity for meet modern occupier requirements in terms of 5,000 sq.m. of net retail floor space, subject to how unit floor space and flexibility, with many retailers this would support a future business model. under-spaced in comparison to their national average store size. Threats ■■ Church Street provides a key link between the ■■ The significant number of empty shops in the town Seafront and the Winter Gardens. The decline centre suggests a symptom of deeper issues in the of buildings and loss of retailers along here is of retail industry than just the current recession or particular concern. recent relocations into Houndshill Shopping Centre. ■■ Peripheral streets lack critical retail mass. Units are ■■ Blackpool has a 47% higher concentration of generally small, in poor condition and lack drawing financially ‘unhealthy’ retailers than similar power. Many are vacant, suggesting that Blackpool towns. This suggests more closures and prolonged should consolidate the retail core. difficulties in filling vacant premises. ■■ Early evening shopping is limited, with the ■■ Investor and developer confidence in Blackpool Houndshill closing its doors at 6pm. Blackpool’s is limited unless it is supported by large levels of nightlife may be a barrier to this. public sector pump priming.

1 Rounded figures obtained from the Council’s own vacancy survey. The town centre figure is somewhat higher than the UK average in October 2012 (11.3%).

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Figure 3. Principal Retail Core

Church Street

Victoria Street

Bank Hey Street

Houndshill Shopping Centre

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Leisure, Entertainment, Culture and Business Tourism

Issues Strengths and Opportunities ■■ The Winter Gardens has suffered from a lack of ■■ In 2010 Blackpool Council secured European and investment with significant levels of under-used Government funding to purchase Blackpool Tower floor space. Once a major conferencing venue, it and the Winter Gardens. Now in the Council’s is struggling to compete with larger, more modern ownership, we are able to secure investment and venues in the major cities. control future uses. ■■ Both the Grand Theatre and Blackpool Tower have ■■ There has been considerable investment in experienced a reduction in visitor numbers in the Winter Gardens since 2010, including recent years. improvements to public areas and the introduction of two quality Heathcotes dining experiences. ■■ The Grundy Art Gallery stages popular exhibitions In the medium-long term the complex offers and the adjoining Central Library has recently opportunities to improve conferencing facilities undergone a £3m refurbishment, although both and locate year-round leisure uses and cultural are peripheral to the main shopping area. activity in the heart of the town centre. ■■ Many day-trip visitors to the illuminations choose ■ Merlin Entertainments are managing the not to venture beyond the Promenade. To capture ■ operations of new attractions at Blackpool their spending potential, there is a need to draw Tower, which is currently undergoing a major visitors into the town centre. development programme of restoration and ■■ An over-supply of older hotels and guest houses refurbishment to bring it into the 21st century are prevalent on the edge of the town centre, with and increase visitor numbers. the majority offering budget accommodation. ■ The former Central Station site has the potential to There are limited hotels within the defined town ■ deliver a new major leisure development as iconic centre boundary. as Blackpool Tower and the Winter Gardens. ■■ Whilst there is a healthy representation of ■ Key sites provide opportunities for new, quality restaurants, cafés, coffee bars and takeaways, ■ leisure development, including national hotel and there is a notable absence of quality dining restaurant chains, within and on the edge of the experiences and family-orientated national chains. town centre. The introduction of Heathcotes, Nandos and Pizza Express is starting to address this gap. ■■ Annual events such as the Illuminations, Showzam, Dance Festival, Airshow and Firework ■■ The evening/night-time economy is based on a Championships highlight the potential that events heavy drinking culture, which is a deterrent to and festivals provide for increasing town centre many visitors and residents. There needs to be footfall and expenditure. St John’s Square and a shift towards more family-orientated evening the Tower Festival Headland (on the Promenade activities, particularly within and adjacent to the on the edge of the town centre) present further principal retail core. opportunities for outdoor events and festivals. ■■ The town centre lacks some of the large entertainment uses to draw visitors in, including a cinema and ten pin bowling facility.

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Office Space

Issues Strengths and Opportunities ■■ The town centre is an important administration ■■ Some success has been achieved in nurturing small centre but is not an established office location, businesses in dedicated creative industry space with the market heavily out-of-centre based. It at FYCreatives and Eighty-one Central on Church currently does not offer the right opportunities to Street. There is an opportunity to build on this by attract new offices into the town centre. developing alternative new business start-up space and providing advice and training. ■■ The majority of office employment is government and public sector based; with Blackpool Council ■■ The relocation of Council satellite offices into accounting for over 75% of office workforce in the Central Business District will bring over 900 workers town. into the town centre. Together with further office space planned for future phases, this development could provide the foundation to attract new offices into the town centre.

Housing

Issues Strengths and Opportunities ■■ Few people live within the town centre boundary, ■■ Up to 400 new, high quality, aspirational homes are and those that do largely occupy poor quality, planned to be built in the Tyldesley Road / Rigby rented accommodation. Road area, south of the town centre and within walking distance. This would help to attract people ■■ Until the town centre offer improves there are no with higher disposable incomes into the primary incentives for developers, or those in search of town centre catchment area. quality accommodation, to look to the town centre. ■■ In the long term, once the town centre has begun ■■ There is a need to balance the residential offer to re-establish itself as a thriving sub-regional across Blackpool and provide better quality housing centre and a renowned cultural, leisure and in the inner area which would contribute towards business destination, this will help to create a town centre regeneration. demand for high quality homes within the town centre, including the conversion of vacant upper floor accommodation.

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Quality of the Environment

Issues Strengths and Opportunities ■■ The town centre’s environmental quality is mixed. ■■ The town centre is rich in heritage, boasting St John’s Square and surrounding streets have landmark buildings which provide positive focal benefitted from recent public realm investment points and a conservation area. and Houndshill provides a pleasant shopping ■■ Public realm improvements along Birley Street, environment, however there are still many areas Church Street and Abingdon Street encourage which are run down and unattractive, with Bank increased footfall and support a vibrant outdoor Hey Street in particular need of attention. cafe culture. ■■ Successive waves of public realm investment has ■■ The pedestrianisation of St John’s Square has created confusion about Blackpool’s identity, with created an attractive public space in the heart of inconsistent colour schemes and design styles. the town centre. A Townscape Heritage Initiative ■■ There are limited trees and no green spaces in has introduced quality shopfronts and a cafe the town centre, largely as a result of Blackpool’s culture has emerged, complementing this space. difficult micro-climate. The development of an events programme at St Johns Square will help to create a vibrant space. ■■ With the exception of shopfront improvements through the Townscape Heritage Initiative, ■■ Major investment to rebuild 3km of the seafront many streets are plagued by poor quality, badly providing coastal protection and environmental maintained shops at ground floor and upper floors, enhancement was completed in 2012. This has particularly those which have fallen vacant. significantly improved the quality of public space and links between the town centre and seafront. ■■ Drinking venues within, and adjacent to, the retail There is an opportunity for the town centre to core conflict with family based shopping activity. capitalise on the anticipated increase in footfall Shoppers have little desire to venture far beyond and to secure investment in town centre buildings the Houndshill Shopping Centre. along the Promenade. ■■ The dilapidated nature of many seafront shops and ■ Proactive management and maintenance of the gateway buildings portray a tired image and do not ■ town centre will be critical, particularly in making encourage visitors to venture into the town centre. the most of the new public spaces. ■■ Many streets are exposed to the seafront and the elements, discouraging movement along them. Threats ■■ Without additional intervention, recent public realm investment is unlikely to change current perceptions of the town centre and improve the commercial performance of occupiers or the quality of the building stock.

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Figure 4. Town centre buildings and public realm

CHURCH STREET CHURCH READ’S AVENUE READ’S

COOKSON STREET HORNBY ROAD HORNBY

KING STREET

ADELAIDE STREET ADELAIDE CHARNLEY ROAD CHARNLEY

CHURCH STREET CHURCH

HIGH STREET DEANSGATE CENTRAL DRIVE

TOPPING STREET TOWN CENTRE BOUNDARY

TOWN CENTRE BOUNDARY ROAD ALBERT HAVELOCK STREET HAVELOCK GA ER RD T E N N S

TALBOT ROAD TALBOT

VANCE ROAD VANCE

SPRINGFIELD ROAD SPRINGFIELD ABINGDON STREET

HULL ROAD HULL CHURCH STREET CHURCH STREET CHAPEL

BIRLEY STREET QUEEN STREET QUEEN

CLIFTON STREET

CORPORATION STREET

VICTORIA STREET VICTORIA BANK HEY STREET MARKET STREET

PROMENADE PROMENADE TALBOT SQUARE

PROMENADE

Key Key Landmark Buildings Buildings in town centre area Festival House Conservation Area Blackpool Tower Key vacant site / building Central Library Recent public realm investment Comedy Carpet Public realm in need of investment Grundy Arts Gallery

GA ER RD T E N N S I W Winter Gardens Grand Theatre N

Scale: NTS

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Figure 5. Key vehicular and pedestrian routes into, and within, the town centre

P STREET CHURCH

P P AVENUE READ’S

COOKSON STREET P HORNBY ROAD HORNBY

KING STREET

P STREET ADELAIDE

P ROAD CHARNLEY

P P STREET CHURCH

HIGH STREET P DEANSGATE CENTRAL DRIVE

TOPPING STREET TOWN CENTRE BOUNDARY

TOWN CENTRE BOUNDARY ROAD ALBERT HAVELOCK STREET HAVELOCK

P ROAD TALBOT

VANCE ROAD VANCE SPRINGFIELD ROAD SPRINGFIELD ABINGDON STREET

P ROAD HULL CHURCH STREET CHURCH P STREET CHAPEL

BIRLEY STREET QUEEN STREET QUEEN P CLIFTON STREET P P CORPORATIONP STREET

VICTORIA STREET VICTORIA BANK HEY STREET P MARKET STREET PROMENADE PROMENADE TALBOT SQUARE

PROMENADE

Key

Buildings in town centre area Blackpool North train station Pedestrian areas Blackpool Central coach station Main routes into town centre P Car park - Council Main route, one-way P Car park - Private Main pedestrian routes N Scale: NTS

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Access and Movement

Issues Strengths and Opportunities ■■ The town centre needs to achieve a more cohesive ■■ A Signage Strategy has been completed and a pedestrian layout with identified routes to key Wayfinding Strategy is being developed, which shopping streets and an obvious retail circuit which will ensure future programmed improvements is easier to navigate. to traffic and pedestrian signing are targeted to ■■ Measures are needed to encourage and enhance optimum effect. movement between the Principal Retail Core, Winter ■■ The Central Business District redevelopment Gardens, Blackpool Tower and Central Business presents opportunities to enhance the arrival District as the key investment sites. experience from Blackpool North railway station; ■■ Signage is often badly positioned, inconsistent improve links between Talbot Road and the wider and poorly maintained. Road signs are confusing, town centre; and remodel and refurbish existing car advanced directional signage for parking needs parks to create more attractive, efficient and user improvement, and pedestrian signs are difficult to friendly parking facilities. spot, unreliable and lacking in quantity. ■■ A Parking Strategy is being developed which will ■■ Blackpool lacks quality information boards to seek to make the most efficient and effective use encourage visitors to move around on foot and to assist them to find key places of interest. of Blackpool’s existing parking resources, including future management. ■■ The arrival experience onto Talbot Road from Blackpool North railway station is poor. ■■ Actual and perceived barriers between the town centre and seafront have been addressed by ■ A significant proportion of existing car parking is ■ remodelling the Promenade to make it more provided by extensive areas of surface car parks, which have been established in a piecemeal manner pedestrian friendly and opening up Blackpool Tower and some of which are only temporary. between the Promenade and Bank Hey Street. ■■ Crime and fear of crime deter people coming into ■■ Upgrading the Blackpool-Fleetwood tramway the town centre in the evenings and from using has provided Fylde Coast residents with a quality, peripheral car parks and Talbot Road multi storey. frequent and convenient public transport option into the town centre. There is an opportunity to ■■ Town centre car parks are pay and display which do not provide the same flexibility as pay on foot, are promote this mode of travel to maximise its usage; difficult to use with limited payment methods, and and improve integration with other modes of travel, central car parks close overnight. including extending the tramway to Blackpool North train station. ■■ Some bus services don’t penetrate the retail core due to stops relocating from Corporation Street and ■■ Development of the former Central Station site St John’s Square, and buses terminating in Talbot presents an opportunity to consider a long term Road. There is no bus priority system and a reduced solution for coach facilities. service provision in the evenings. ■■ Network Rail has committed to electrify the line ■■ Coach reception facilities are poor and include a between Blackpool North and Manchester, which temporary facility on New Bonny Street. would allow faster, more frequent trains and ■■ Whilst the introduction of cycle lanes and hire cycles the potential to establish a direct line between in the town centre has aimed to improve cycle Blackpool North and other major cities including access, there is generally a lack of cycle parking. London and Glasgow.

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Part 3 - Priorities for Intervention This section identifies priority measures to address the issues identified in Part 2. The priorities are arranged into six themes which are colour coded to match the six key objectives.

Re-establish the town centre as the first choice A vibrant leisure, entertainment, cultural and business shopping destination for Fylde Coast residents tourism destination for residents and visitors

We will achieve objective 1 by focusing on a strong We will achieve objective 2 by enhancing existing retail offer in the town centre retail core... attractions and creating new reasons to visit... ■■ Encouraging new core retail operators to expand ■■ Enhancing key town centre venues including the the retail offer and improve quality, particularly Winter Gardens, Blackpool Tower complex and in clothing and footwear, convenience, leisure, Grand Theatre as year-round, family orientated personal and household goods categories leisure, entertainment and cultural venues ■■ Retaining and supporting existing retailers ■■ Developing an enhanced conference and business tourism offer ■■ Reducing vacancy levels and the number of units occupied by discount retailers and charity shops ■■ Encouraging national chain restaurants, cafes on short-term leases by creating more attractive and coffee bars within or adjacent to the main retail space shopping streets to increase shopper dwell time ■■ Further phased development and enhancement ■■ Extending the events and festivals programme in of the Houndshill Shopping Centre newly created public spaces ■■ Developing a complementary retail offer at ■■ Developing new illuminations concepts that the Central Business District and in the Winter encourage linked trips into the town centre Gardens (subject to this supporting the business ■■ Co-ordinating activity to develop the town model) centre evening economy ■■ Developing specialist markets at St Johns Square ■■ Developing a high quality hotel offer to broaden the retail offer ■■ Continuing to work with interested developer(s) to secure major leisure development on the Former Central Station site ■■ Securing major leisure uses e.g. town centre cinema

Page 20 of 34 Blackpool Town Centre Strategy

Grow the town centre as a place to do business A choice of quality homes within and around the by creating a central business district and creative town centre industries hub

We will achieve objective 3 by... We will achieve objective 4 by... ■■ Relocating the Council’s satellite offices to the ■■ Ensuring that new residential accommodation Central Business District, which will grow the created through conversion or sub-division of town centre based public sector workforce and properties is of a high quality provide an anchor for future office development ■■ Supporting new residential development on ■■ Encouraging and promoting speculative office the edge of the town centre and within inner development within the Central Business District Blackpool which contributes to wider resort and town centre regeneration ■■ Providing additional accommodation within the town centre to attract and retain starter In the longer term once the town centre offer businesses improves... ■■ Identifying wider requirements for business/ ■■ Encouraging new residential development within office floor space to ensure that town centre the town centre, including the use of upper accommodation remains available floors for residential use ■■ Exploring with Government and other public sector agencies any opportunity to relocate offices and employment in the town centre ■■ Relocating the Police and Law Courts to enable comprehensive redevelopment of the former Central Station site

Page 21 of 34 Blackpool Town Centre Strategy

Improve the quality of buildings, streets and spaces Provide convenient access to the town centre by and their maintenance and management all modes of travel and enable easier pedestrian movement

We will achieve objective 5 by focusing on the main We will achieve objective 6 by focusing on key arrival shopping streets... points and pedestrian routes... ■■ Streetscape improvements along Bank Hey ■■ Improving navigation into and around the town Street, Victoria Street and Adelaide Street West centre and resort for motorists and pedestrians including consistent public realm branding and with better signage and information boards street cleanliness ■■ Improving and remodelling the highway network ■■ Improvements to buildings and shopfronts to at Central Business District complement public realm investment and the ■■ Improving bus routing and infrastructure refurbishment of key buildings ■■ Continuing to strengthen connections between ■ Improving external frontages of the Houndshill ■ the town centre and seafront Shopping Centre and improve integration with adjacent shopping streets ■■ Completing a town centre parking strategy and reviewing existing parking facilities, including ■ Encouraging high quality development on key ■ access and management arrangements vacant sites e.g. the former Yates’s site and Post Office building ■■ Refurbishing Talbot Road multi-storey car park and resurfacing Banks Street car park ■■ Continuing to monitor drinking venues and reducing conflict between drinking venues and ■■ Considering long term car and coach parking shopping streets; and improving night-time solutions when redeveloping the former Central security and public order Station site ■■ Improving the Promenade building frontage and ■■ Developing the upgraded Blackpool-Fleetwood other town centre gateway buildings tramway further to improve integration with other modes of travel and maximise its usage ■■ Improving the arrival experience at Blackpool North onto Talbot Road ■■ Electrification of the line between Blackpool North and Manchester

Page 22 of 34 Blackpool Town Centre Strategy

Appendix 1

Town Centre Action Plan This section outlines a Five-year Action Plan to deliver The third column identifies what has been achieved the priorities identified in Part 3 of the Town Centre over the last eighteen months, since June 2011 when Strategy. Those actions marked with a ‘P’ in the first the action plan was first drafted. The fourth column column are considered an immediate priority to be identifies key officers and stakeholders involved in progressed over the next 6 months. implementing the action, including individuals and groups. The fifth column outlines an estimated The first column is colour coded to identify which of timescale. the six objectives (and priority themes) are being met: The Action Plan is a working document and will be Key Objective monitored and updated on a regular basis by the Town Re-establish the town centre as the first choice Centre Steering Group, who will meet on a quarterly shopping destination for Fylde Coast residents basis and comprise of the following officers: A vibrant leisure, entertainment, cultural and John Donnellon (Lead Officer / Chair) business tourism destination for residents and visitors Rob Green Grow the town centre as a place to do business Philip Welsh by creating a central business district and Steven Waterfield creative industries hub A choice of quality homes within and around Jane Saleh the town centre Paolo Pertica Improve the quality of buildings, streets Peter Cross and spaces and their management and maintenance Natalie Wyatt Provide convenient access to the town centre Where separate working groups or project groups by all modes of travel and enable easier are identified in the Action Plan, these will operate as pedestrian movement delivery arms of the Steering Group.

Page 23 of 34

Timescale Ongoing – Ongoing short term outcome fill is to remaining vacant units Ongoing Retail task task Retail group established Oct ‘11 – Ongoing but contains significant term longer outcomes

Stakeholders Rob Green Rob Alan Cavill, Stephen Waterfield J Saleh, G Johnston, Blackstone and Catalyst Savills, Capital, Manager, Centre Managing agents Team Town Wyatt, N P Welsh, P Cross, P Pertica, BID Centre Town Rob Green, Green, Rob Lee Burrell Jane Saleh, Pratt, David Philip Welsh, Rigby, Soraya Dan Alexander, Tim Coglan, Pertica, Paolo BID, Centre Town Team, Town National/ agents, regional retail National chains

Initial discussions over Initial discussions over of development potential cinema & a multi-screen offer leisure associated New operators in vacant units in vacant operators New The Fragrance (Build-a-Bear, & Vision Duffer Shop, Trespass, Express) new dialogue re. Ongoing phase 2 dev’t and operators, marketing cross in HH £1.5m investment park car Agreed vacancy definition and definition vacancy Agreed mapping boundary for survey quarterly) (updated vacancies title data freehold Obtained property collate to and started blocks key for database /agent outlining block drafted Paper development amalgamation opportunity & repainted Primark canopy dialogue with other properties ongoing Street on Bank Hey on Church 10 building facades improvement for St targeted with using tasked Team Town Innovation £100k High Street shops fill empty Fund to ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ Achievement to date to Achievement ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ Develop intelligence on vacancies, trends and short-term leaseholders and continue and continue leaseholders and short-term trends on vacancies, intelligence Develop monitoring regular units vacated recently / vacancies Help fill long-term Set up a database of owners, occupiers and agents of retained premises of retained and agents occupiers of owners, up a database Set phase 2 dev’t) (i.e. and enhancement development phased for further options Review Establish a dialogue with owners / agents of vacant premises to improve their improve to premises of vacant / agents a dialogue with owners Establish to term solutions short-long and identify measures) (e.g. aesthetic temp appearance vacancies reduce frontages the external to including improvements Support further investment Establish a dialogue with owners / agents of premises with short-term leaseholders leaseholders with short-term of premises / agents a dialogue with owners Establish tenants term long suitable identify with them to and work car parking, access & centre town car park with wider of HH integration Ensure movement Investigate amalgamation of units or small block development opportunities (based of units or small block development amalgamation Investigate formats retail attractive more larger, to provide patterns) on ownership centre town and the wider operators key with other marketing cross Develop Engage with retail, restaurant and cafe chains absent from the town centre, linking centre, the town from chains absent and cafe restaurant with retail, Engage town FSP for the CBD (A 2011 acting on behalf of the Council agents with external target) to operators potential identifies study centre Investigate means of securing improvements to buildings and shopfronts within the to buildings and shopfronts means of securing improvements Investigate with owners engagement through main shopping streets Liaise with enforcement to consider a programme of concentrated targeting / action / action targeting of concentrated a programme consider to Liaise with enforcement with the Council to engage owner chooses not the where especially in situations ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ Action St : Hey St & Bank Victoria Street, on buildings in Church focus to group a working Establish ■ to: of Houndshill Shopping Centre owners with the relationship working to build a Continue ■ the stimulate to activity co-ordinate to group a working - establish economy Evening hours, operating extended uses and leisure including new and footfall economy evening programmes parking and event car complementary alongside ■ ■ ■ ■ ■ ■ ■ ■ Bank Hey St West, Adelaide block bound by SW block (phase 2) and the Street Tower Note: floor space retail net for 3,000sq.m capacity potential 3) each have Rd (phase St & Albert ■ ■ ■ Part 1: Buildings and Uses Part 1.1 P 1.3 P 1.2 P

Page 24 of 34 Timescale Ongoing Ongoing - Ongoing Look to close the TL 2014 by Ongoing Ongoing - Ongoing Influenced delivery by of the CBD Ongoing

Stakeholders Stephen Waterfield Stephen Natalie Wyatt Natalie Blackpool, Stay hoteliers Merlin, Hill, Antony Carl Carrington, Gary Johnston, Tim Coglan Alan Cavill S Waterfield, C Carrington, Wyatt, N Gardens Winter Trust P Hamilton, A Cavill Theatre Grand Trust Arts Council Green Rob J G Johnston, Saleh, C Carrington, P Cross, S Waterfield Peter Legg Peter Philip Welsh, Pratt David 330 accredited properties in properties 330 accredited ‘12 Nov recorded B’pool Refurbishment projects projects Refurbishment dome and including entrances, hall floral Heathcotes Opening of two dining experiences with 4D Eye Blackpool Tower cinema and dungeon St Bank Hey to Improvements & façade entrance TL access from Some restricted St Bank Hey onto inc. programme varied More productions Theatre National as a National status New Organisation Portfolio Arts Council 3yr funding from dance programme new for building on Former new PP for restaurant, for site Yates’s & office uses (May retail re. ’12) - dialogue ongoing conditions Refurbishment of former of former Refurbishment ‘eighty- create Mill to Ponden office - 12 new one central’ businesses creative for suites ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ Achievement to date to Achievement ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ (former Ponden Mill building, Church Street): Mill building, Street): Church Ponden (former - The existing Project Group / Board will continue to: continue will / Board Group Project - The existing Eighty -One Central Eighty Determine the future operation of the building when the existing management management existing of the building when operation the future Determine an end to comes contract works renovation external of the completion Oversee results research audience to programming Align theatre high quality bring forward to owner with the new - work site Yates’s Former development Develop and agree a business model for future development and improvement and improvement development future a business model for and agree Develop private potential and which identifies funding environment the current reflects that the 2012 PIN exercise) from (derived investment sector Bank Hey from access restricted e.g. (TL) Lounge more Tower for the options Evaluate uses leisure replace it with new eventually and offer family-based it a more make St, theatre facilities adjoining office and box café new Facilitate funding potential use & seek for future options of range a evaluate building - Office Post Encourage the dev’t of flexible starter/grow-on office space for new & growing new & for office space starter/grow-on the dev’t of flexible Encourage businesses ‘messy’low-cost alternate developing by office space, of existing Build on the success businesses and creative artists space for studio needs the meets that is available and networking training advice, quality business Ensure businesses of these ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ Action to: continue will / Board Group Project - The existing Gardens Winter ■ Blackpool Tower ■ - Theatre Grand ■ hotels / national chain (including new leisure for and opportunities sites Identify including: development office and/or retail restaurants), ■ and FYCreatives to centre town of the within and on the edge owners accommodation with holiday Work houses and guest hotels accredited of nationally the ratio improve ■ ■ ■ ■ ■ ■ ■ 1.4 P 1.6 1.5 P 1.7 1.8 1.9

Page 25 of 34 Timescale Ongoing Ongoing Group established ‘11 March Phase 1 completed 2014 by 2013 Dependent Dependent on funding Ongoing Ongoing

Stakeholders J Saleh, G Johnston owners, Property hoteliers J Saleh G Johnston, Tim Coglan Waterfield Stephen Hill Antony Russell Davies Cross Peter Gary Johnston Pertica Paolo Mackey Neil Kirkman Mike Maher Steve Arup Muse, Jane Saleh Gary Johnston Mark Marshall Landlords G Johnston T Coglan, D Pratt G Johnston, R Green Mark Marshall G Johnston, T Coglan, J Saleh, BID, Centre Town Police, Lancashire landlords 17 plg apps approved for COU COU for approved 17 plg apps of on the edge residential to since 2011 centre the town Dialogue ongoing consider to work Initial implications resource Tower, to Improvements & Centre Palatine Mr Ts, King Burger to works ongoing use of s215 Notices Continued Working group to explore explore to group Working strategy marketing and LNL came EMROs for Regs Oct ’12 & considered force into ’12 Licensing the Nov at Committee & construction Council office started works highway multi-storey Road Talbot & park refurbishment car due construction supermarket ‘12 Nov commence to be refurbished to Street Banks Summer ’13 ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ Achievement to date to Achievement ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ Explore a marketing strategy to encourage a change in drinking patterns in drinking patterns a change to encourage strategy a marketing Explore and the private tenant) for Blackpool Council (anchor office accommodation New ground-floor at with some ancillary retail sector Continue to review licensing of existing venues and consider introducing Early introducing consider venues and existing licensing of review to Continue (LNL) Levys Night and Late (EMROs) Orders Morning Restriction station filling petrol with potential store food 8000sq.m Sainsbury’s New Continue to exercise strict licensing and planning control over the creation of new of the creation over control strict licensing and planning exercise to Continue Zone’ outside the ‘Leisure drinking venues car park multi-storey Road Talbot and refurbish Remodel Resurface Banks Street surface car park car surface Street Banks Resurface Supporting infrastructure & public realm improvements including new public square public square including new realm improvements & public Supporting infrastructure ■ ■ ■ ■ ■ ■ ■ ■ Action edge on the locations in appropriate accommodation in holiday Support a reduction with the Holiday (in accordance poor quality stock eliminate to centre of the town 2011) March SPD adopted Accommodation areas centre town in appropriate floors in upper conversions flat Support quality residential – development permitted are they Old Places SPD (unless from Homes New the which meet without pp) use change to scope more provides Oct ’12 introduced pd rights new - venues Drinking ■ to work with landlords and centre town in the uses controversial of the location Monitor uses appropriate more encourage of retention and including the introduction design guidance on shopfronts new Prepare canopies shopfront building frontage, Promenade the upgrading to promote owners with engagement Pro-active necessary of action where programme enforcement a targeted and consider 1: phase to deliver continue will Group/Board Project - The existing Business District Central ■ ■ ■ ■ ■ ■ ■ 1.10 1.11 1.12 1.15 1.14 Sites Development 2: Key Part 2.1 P 1.13

Page 26 of 34 Timescale Further phases delivered 2014 post Ongoing Ongoing Ongoing Ongoing Secure dev’tSecure funding by 2013 Planning permission / identify / CPO sites & relocation 2014 by Phase 1 dev 2015 starts

Stakeholders Stephen Waterfield Stephen R Davies,A Hill, GP Cross, PJohnston N Mackey Pertica, Maher, S Rayner, T Arup Muse, Natalie Wyatt Natalie businesses,TC Gardens, Winter R Ryan P Welsh, Town Centre BID Centre Town N Wyatt, P Welsh, Legal D Pratt, N Wyatt/ P Hamilton S Waterfield, Leisure, Crown Arts Council Wyatt Natalie Cross Peter Rob Green Rob &Greenbank Associates, Police, Lancashire HM Courts, JJ Donnellon, G Johnston, Saleh, S Waterfield, C Baines,P Cross, UU, Muse, Merlin, landowners ENW, Town Centre BID adopted BID adopted Centre Town responsibility created Officer post Events PT of cultural range Diverse held in 2012; & festivals events 2013 being for programme developed & John, The Wanted Elton & illuminations McFly concerts held in 2012 switch-on Dialogue ongoing with MUSE Dialogue ongoing to stakeholders and key phase a viable second progress Dialogue ongoing with Dialogue ongoing to & Associates Greenbank a viable scheme which develop Brief Development the satisfies Treasury met with officers Key of discuss relocation Oct ’12 to Courts Law work exploratory Initial potential over underway for police HQ sites alternative ■ ■ ■ ■ ■ ■ ■ ■ Achievement to date to Achievement ■ ■ ■ ■ ■ ■ ■ ■ New, complementary office / hotel / retail development development retail / office / hotel complementary New, procurement compliant OJEU / promote agreement exclusivity of conditions to Work Refurbish and remodel the Wilkinson building to provide an improved façade and space façade an improved provide the Wilkinson building to and remodel Refurbish SPD Brief Development with the Adopted in accordance development Agree uses, wider existing of including mix of uses, design, integration/relocation upgrades infrastructure Improvements to the railway station and improved pedestrian connectivity to more to more connectivity pedestrian and improved station the railway to Improvements rail services) and (including bus, tram options public transport integrated Law Courts; and lobby Police and the relocate to and funding options sites Identify Commissioner and the Police Government Central Establish a development agreement / joint venture agreement venture / joint agreement a development Establish Help to secure planning permission and related consents planning permission and related secure Help to Complete compulsory purchase order / highway orders and relocation strategy and relocation orders / highway order purchase compulsory Complete ■ ■ ■ ■ ■ ■ ■ ■ ■ Action with MUSE and will liaise / Board Group Project - The existing Business District Central phases: further deliver to partners sector private ■ work with to continue will Group Project - The existing site Station Central Former development: a major leisure deliver to & Associates Greenbank ■ Square, on St John’s focused programme and events markets outdoor a specialist Develop 3.5 below) place (see taking on other events which capitalises and Gardens within the Winter footfall increasing at aimed of events a programme Develop offer cultural centre’s town the highlighting led organisers private-sector to encourage collateral campaign and a marketing Create operational standard Headland and establish Festival on the Tower events programme to of the Promenade e.g. closure procedures on capitalise to / businesses attractions centre with town campaign a joint Develop Festival) Dance place (e.g. Showzam, Illuminations, taking events organised ■ ■ ■ ■ ■ ■ ■ 2.2 2.3 P 3.2 3.3 3.4 Part 3: Events Part 3.1

Page 27 of 34 Timescale Spring 2013 Dependent on funding Ongoing Ongoing - Ongoing dependent on funding Ongoing Stakeholders Clare Nolan-BarnesClare P Cross, J Evans, BID, Centre Town shop owners, Merlin, Groundwork, companies utilities BID, Centre Town Police, Lancashire Trust, Primary Care operators, Taxi venues Night-time Richard Ryan Richard BID, Centre Town operators TC Pertica Paolo Mark Marshall, Evans, Jez BID Centre Town Paolo Pertica Paolo Pertica Paolo Cross Peter Walker, Jeremy Pertica, Paolo Hill, Antony Jane Saleh Enhanced illuminated road road Enhanced illuminated Tower of section in front Brilliance” to “Welcome Street on West gateway of illuminations Wider review underway Clean & seal of Bank Hey St, Clean & seal of Bank Hey St & Adelaide West Victoria April ‘12 Apr standardised bins Litter painted ’12 & bollards & resurfaced Square Talbot traffic with new remodelled signals July ‘12 Safe of Night Development a for (shortlisted Haven award) national 2012-13 for Funding secured in stewarding taxi continue to 1-4am Queen Street awaiting and in draft Strategy progress to decision on how ■ ■ ■ ■ ■ ■ ■ ■ ■ Achievement to date to Achievement ■ ■ ■ ■ ■ ■ ■ ■ ■

and enforcement - and enforcement Deep clean and seal Victoria Street, Bank Hey Street & Adelaide Street West Street & Adelaide Street Bank Hey Street, and seal Victoria Deep clean and Street Victoria Street, bins and benches in Bank Hey litter signage, Standardise Street in Church furniture modern street complement to St West Adelaide e.g. planters Street Bank Hey into soft landscaping Introduce Street of Victoria and bottom West Street Adelaide Street, Bank Hey Resurface sets; concrete sets; £600k St £1.2m granite of Victoria St / bottom Bank Hey (Estimates: £110k tarmac) sets; £450k concrete sets; granite £850k St West Adelaide £150k tarmac. key and centre town and public spaces within the streets main shopping Prioritise sweeps litter regular for centre town the into routes approach notices and control litter / non-voluntary voluntary of introducing the option Explore cleaning towards contribute to rates or licensing conditions premise varying improve with individual businesses to and engage levels CCTV monitoring Maintain venues at individual use of and the CCTV participation Haven) Safe (Night facility and triage recuperation rest/ to support the Continue Street in Queen stewarding taxi Maintain car parking access of night-time improvement the Investigate levels and occupancy (on and off-street) parking provision existing Review provision which efficiency of parking quality and the to improve actions Develop centre and viability of the town supports the vitality ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ Action the and into cars out of their visitors encourage that concepts illumination new Develop centre town – improvement in need of public realm Main shopping streets control Litter - security / public order Night-time - core and resort centre the town for Strategy a Parking Complete ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ 3.5 4.2 4.4 Part 4: Streets, spaces and movement 4: Streets, Part 4.1 4.3

Page 28 of 34 Timescale Implement Implement actions 2011-15 dependent on funding Dependent Dependent on funding be (could as early 2015-16) Ongoing Ongoing Ongoing

Stakeholders Matthew Edwards, Matthew Pertica, Paolo Wyatt, Natalie Agency, Highways / coach Bus / taxi operators, Sustrans, LCC, Arup, Rail Network Cross Peter Galloway, Karen Will Britain, Walker, Jeremy Edwards, Matthew Rail Network LCC, Natalie Wyatt Natalie P Welsh, hotels, key Beach, Pleasure Gardens Winter Peter Cross Peter Galloway, Karen Will Britain, Walker, Jeremy Bracegirdle, Carol Philip Welsh Team, Town BID Centre Town Green Rob D Pratt, N Wyatt, P Welsh Some improved advanced advanced Some improved signage directional BBAF from £1m secured bus improving -partially spent St) & bus (Coronation routing / (Corporation provision stop St) Market with completed Promenade to points crossing improved centre town dialogue with Ongoing re. & councillors stakeholders issues access and movement of ways looking at Team Town support and practical offering retailers TC for training produced brochure Draft Ongoing dialogue re. potential potential dialogue re. Ongoing the major scheme funding for Local a future link from tram be to Body expected Transport formed ■ ■ ■ ■ ■ ■ ■ Achievement to date to Achievement ■ ■ ■ ■ ■ ■ ■ to review and improve - and improve review to further by: tramway upgraded Transport Group Transport Promoting the tramway as a sustainable mode of transport into the town centre for centre town the into mode of transport as a sustainable the tramway Promoting its usage maximise to and commuters shoppers visitors, Advanced directional signage to car parks and major attractions along key routes key along attractions and major car parks to signage directional Advanced signage redundant remove Signing); and Message Variable UTMC & (optimising user of different needs balance the to parks car of, and management to, access Vehicular the parking strategy) to related (indirectly stays longer and encourage groups bus priority and shelters, locations including bus stop and infrastructure, Bus routeing and promotion bus information routes, along key measures to and from traffic pedestrian to direct boards / information signage wayfinding Pedestrian scheme cycle-hire transport and the public between including linkages destinations, pedestrianisation and further provision / seating points e.g. crossing facilities Pedestrian centre town the across coverage good to provide locations rank Taxi Street Temple including use / access to Loading arrangements and their passengers coaches for Facilities the Promenade link between tram discussions about a future to progress Continuing and Blackpool North station ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ Action a Establish ■ ■ ■ ■ ■ ■ ■ ■ Fund (BBAF), Bus Area Plan, Better Transport include the Local Funding sources Note: opportunities S106 monies and sponsorship the Develop ■ and agents closer liaison with retailers create to support network a retailer Establish core retail focus on the with a particular for as a location centre town the to market brochure promotional / issue Compile potential identifies report centre town (A 2011 FSP & drink investment food retail, target) to operators & business conference for campaign Look” marketing a Fresh “Take the Develop monitoring and improve campaign group; tourism of a business and formation tourism economy and visitor centre town on the impact of conferences economic of the 4.5 P 4.6 Part 5: Promotion, Communication and Information Management Management Information and Communication 5: Promotion, Part 5.1 5.2 5.3

Page 29 of 34 Timescale Ongoing Electrification beto by completed 2016 Ongoing – Ongoing part group established Spring 2012

Stakeholders Rob Green Rob J Donnellon, N Wyatt, A Cavill, S Waterfield, LCC, S Butterfield, BC, Fylde BC, Wyre regional Local/ agents, DWP, developers, LEP, GPU, County Lancashire Ltd Developments John Donnellon P Cross, BBLG, N Wyatt, Rail Network Rob Green Rob P N Wyatt, BBLG, Welsh, Board, Tourist Visit England, operators, key Greenbank Philip Welsh D Alexander, S Rigby D Jackson, N Wyatt Merlin Small task group formed formed group Small task continue the EDC to through Blackpool under the Marketing umbrella out at being carried Research / Tower Gardens the Winter into insight a better give may spend of visitor patterns Ongoing dialogue with some Ongoing Blackpool / Fylde existing businesses (public & Coast establish to sector) private requirements future ■ ■ ■ Achievement to date to Achievement ■ ■ ■

Engage with local, regional & national agents through the Fylde Coast EDC agents group EDC agents Fylde Coast the through agents & national regional with local, Engage Develop working contacts with existing office accommodation businesses accommodation office with existing contacts working Develop Develop relationship with public sector/Central Government with public sector/Central relationship Develop Understand existing market / occupiers scale, quality and perception scale, / occupiers market existing Understand Research existing office /workforce portfolio and impact of downsizing as well and impact of downsizing portfolio /workforce office existing Research / consolidation / de-centralisation relocation opportunities from ■ ■ ■ ■ ■ ■ Action of major operators and database group leisure sector a private Establish and sites) (developers on the town economy assessing the impact of visitor a sound basis for Establish of the as part of wider monitoring numbers) (i.e. spend not footfall/visitor centre development for office lead investment role as an inward Blackpool’s Marketing Develop in Blackpool: confidence investor improve and to centre within the town ■ to electrify the line Rail and Network Government with Central to engage Continue the opportunities from and maximise Blackpool North and Manchester; between train line a direct establishing trains and frequent more faster, including electrification Blackpool North and other major cities including London Glasgow between visitor economy visitor ■ ■ ■ 5.4 5.7 5.5 5.6

Page 30 of 34 Blackpool Town Centre Strategy

Appendix 2

Risk Register Key to scoring This section contains a risk assessment which has been I = Impact (5 = Catastrophic, 4 = Major, 3 = Moderate, prepared to identify factors that may hinder the successful 2 = Minor, 1 = Insignificant) implementation of the Town Centre Strategy, along with L = Likelihood (5 = Almost Certain, 4 = Likely, appropriate mitigation to try and limit the risk. 3 = More than even, 2 = Less than even, 1 = Improbable) The risk register is a working document and will be monitored and updated on a regular basis by the Town Centre Steering Group.

No. Description of Risk Gross Risk Score Controls & Mitigation Net Risk Score Risk Owner I L GS I L NS 1 Further downturn in the 5 4 20 Continue to work 4 4 16 Town Centre economy making new with the economy by Steering investment difficult to targeting areas of the Group secure economy that are more active 2 Costs to deliver actions 4 4 16 More detailed costs 3 3 9 Town Centre underestimated or worked up in Business Steering subject to change in Plans alongside Group circumstances in the contingency plans future (e.g. change in budget pressures) 3 Unsuccessful in securing 4 3 12 Identify potential 3 3 9 Town Centre major scheme funding for alternative funding or Steering a tram link to Blackpool develop contingency Group North Station methods to improve integration of the public transport network 4 Failure to deliver further 5 2 10 Ongoing dialogue with 4 2 8 Central phases of the Central Muse to develop a viable Business Business District 2nd phase; or develop District contingency methods Project for future development/ Group/Board improvement of sites which would not undermine phase 1 e.g. improvements to Blackpool North

Page 31 of 34 Blackpool Town Centre Strategy

No. Description of Risk Gross Risk Score Controls & Mitigation Net Risk Score Risk Owner I L GS I L NS 5 Failure to secure 5 3 15 Develop a clear, 4 2 8 Winter investment for new coherent vision, strategy Gardens development and and business plan for Project Group improvement in the the future of the Winter / Board Winter Gardens to Gardens and maximise support the business engagement/buy-in to model and enable the business model from it to fulfil its role as primary and secondary a key leisure and stakeholders entertainment venue for the resort 6 Current developer 4 3 12 Promote and market the 3 3 9 Town Centre chooses not to pursue site to an international Steering redevelopment of the audience. Identify interim Group former Central Station site measures to improve the site's appearance 7 Ability to retain staff 4 4 16 The Town Centre 3 4 12 Town Centre responsible for delivering Steering Group will Steering on actions and staff monitor implementation Group resources to meet and ensure the right timescales staff / resources are in place or alter the programme accordingly 8 Uncoordinated delivery 4 3 12 Communication Plan 4 2 8 Town Centre of actions as a result of produced by Steering Steering poor communication Group and circulated to Group all officers involved in delivery or working on linked pieces of work/ projects 9 Difficulty engaging 4 3 12 Use existing mechanisms 4 2 8 Town Centre with key stakeholders / to engage (e.g. the Steering businesses Business Liaison Group Group, Town Centre BID, Town Team or Council’s Enforcement Team) and circulate a Communication Plan if necessary

Page 32 of 34 Blackpool Town Centre Strategy

No. Description of Risk Gross Risk Score Controls & Mitigation Net Risk Score Risk Owner I L GS I L NS 10 Opposition to actions by 4 3 12 Consult and engage with 4 2 8 Town Centre town centre businesses, key stakeholders when Steering operators or the general delivering actions as Group public (community buy-in) appropriate to improve community buy-in; and use different engagement methods as appropriate 11 Securing planning 5 2 10 Early involvement of 3 1 3 Town Centre consent colleagues in Planning as Steering appropriate Group 12 Difficulty with tracing 3 2 6 Title info is available 3 1 3 Town Centre / contacting property for most town centre Steering owner(s) to fulfil legal premises and is mapped. Group requirements Regular review will help keep records up-to-date 13 New legislation may be 4 3 12 Depending on the 3 1 3 Planning introduced which allows announcement made Dep’t commercial properties (and the consequences to change to residential on town centre premises), use without the need for look to implement an planning permission (and article 4 direction to without any restrictions retain some control over on permitted changes e.g. change of use location or size of property)

Page 33 of 34 J110627 0413

Contact us Blackpool Council, Built Environment T: (01253) 477477 PO Box 17, Corporation Street, E: [email protected] Blackpool, FY1 1LZ W: www.blackpool.gov.uk