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Darlington Gateway Strategy a Report for Darlington Borough Council

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Darlington Gateway Strategy a Report for Darlington Borough Council Darlington Gateway Strategy A Report for Darlington Borough Council Building Design Partnership with King Sturge, Regeneris and CIP December 2006 Darlington Gateway Strategy – Strand D CONTENTS Executive Summary 1. Introduction 2. Darlington Gateway – the context for further progress 3. Darlington Gateway – the context for strategy development 4. Darlington Gateway – a strategy to 2020 5. Darlington Gateway - a framework for Sustainable Economic Growth 6. Darlington Gateway - Making it Happen – the Action Plan Appendices Appendix 1 - Town Centre Expansion – Outline Development and Feasibility Assessment Appendix 2 - Employment Land Portfolio (plans) Building Design Partnership with King Sturge, Regeneris and CIP December 2006 Darlington Gateway Strategy – Strand D Executive Summary Introduction 1. This Gateway Strategy updates and develops on the original Darlington Gateway Development Framework, produced in 2003. This strategy is intended to establish economic regeneration priorities and key actions in Darlington for the period 2006 – 2020. Darlington Gateway 2003 2. The Darlington Gateway 2003 highlighted the strong locational and quality of life advantages of Darlington. The strategy identified business/financial services, logistics/distribution and retail as key sectors for Darlington. Darlington’s portfolio of sites and property and future development was to be geared towards these sectors. Darlington Gateway – Assessment to Date 3. The Darlington Gateway has facilitated a strong rate of development activity in the Borough in recent years. 4. At this early stage in the implementation of the Gateway strategy, key indicators present a very positive picture: x Between 2006 and 2010 it is estimated that close to 1.1 million sq ft of floorspace (office and industrial) is set to become available in Darlington under the Gateway banner with the potential to yield around 4300 jobs (c. 860 per annum). x Rental values for office developments have increased and are now approaching £15 sq ft, an important threshold for creating a self-sustaining commercial property market. x The delivery of projects has been comparatively swift and the implementation process has been characterised by efficient planning, effective marketing and a ‘business friendly’ approach. x The Gateway Strategy has stimulated the development of new sites when Darlington had previously seen comparatively few such developments. x Significant public and private sector funding has been drawn into Darlington, and the initiative has further bolstered the already strong track record of partnership working in the Borough. x The Gateway Strategy is firmly embedded in the local policy landscape in Darlington. x The Darlington Gateway has also become a highly visible component of the principal regional and sub-regional strategies in the North East. Lessons and Opportunities 5. Looking to the future, it is clear that the Gateway strategy should carry forward some key lessons and opportunities. These are as follows: Building Design Partnership with King Sturge, Regeneris and CIP December 2006 ii Darlington Gateway Strategy – Strand D x Gateway Strategy 2006-2020 should be based on a clear and straightforward vision. It should maintain the focus on Darlington’s locational and quality of life advantages, highlight the Gateway initiative’s success in developing sites, and draw attention to the new investment opportunities that are available. 6. The strategy should be strengthened by broadening its scope, by more clearly addressing local procurement, developing linkage to deprived neighbourhoods; strengthening the relationship between the provision of skills and sectoral priorities and enhancing business support provision. Baseline Data 7. The updated Gateway Strategy 2006-2020 has been prepared in the light of a number of baseline studies, namely: x Darlington Gateway Development Strategy, An Assessment of Progress so Far; x A Sectoral Opportunities Study including a Creative Industries Sector Report; and x An Employment Land Study. Economic Profile 8. The economy of Darlington has performed strongly over recent years. It has the highest GVA per capita of the North East’s local authorities and has seen a rate of growth in employment over period since 1999 which considerably exceeds that of the region. Darlington’s economy has been strikingly successful at creating new jobs over recent years. However, there remain some signs of concern for the Borough, notably: x wage levels for those who work in Darlington are behind the regional average x there remain instances of deprivation in particular neighbourhoods associated with some localised issues of low rates of economic activity and low skills. x Darlington continues to have a comparatively low rate of start-up enterprise. Future Prospects and Opportunities 9. The most credible scenario suggests that Darlington will generate a headline growth rate of 330 jobs per annum to 2015, a rate which could be maintained to 2020. 10. The baseline research points to a series of agenda items to be reflected in an updated Gateway Strategy. These are: x The success of the Gateway Strategy to date has been based in part on clarity, and a clear relationship with sub-regional and regional strategies; x The principal strength’s of Darlington, in a regional context - quality of life and accessibility - remain valid and a robust basis for further development; x There are opportunities to enhance the quality of life and accessibility offer; Building Design Partnership with King Sturge, Regeneris and CIP December 2006 iii Darlington Gateway Strategy – Strand D 11. Key growth sectors to 2020 are expected to be: x Health x Logistics x Business and financial services x Engineering and Civil Engineering 12. Other growth sectors could include: x Creative industries and digital media x Renewable energy (and recycling) x Chemicals x Retail x Tourism and leisure, including food 13. The maintenance of a robust land supply in suitable locations for all key sectors. Opportunities to capture and accommodate future growth lies in particular in: x continuing to develop a strong record of accommodating office development in key locations in the Borough to reinforce market position and profile. x to develop key supporting infrastructure in the town, not least the town centre; x create opportunities to foster the town centre office market; x encourage the provision of larger, modern industrial accommodation; and x continue to develop Faverdale as a strategy distribution and industrial location. 14. There is benefit in broadening the role of the Gateway Strategy to address: x the promotion of additional growth in higher wage sectors of the economy; x local procurement in the development process. x linking deprived areas to new employment opportunities. x the links between skills and sectoral priorities. x more clearly, the role of business support provision; x the development the Darlington brand and offer, not least the town centre x the integration of the objectives of sustainable development Darlington Gateway – A Strategy for 2020 The Vision 15. The Vision established in the Economic Regeneration Strategy is carried forward and refined for this Strategy. Building Design Partnership with King Sturge, Regeneris and CIP December 2006 iv Darlington Gateway Strategy – Strand D "To develop a more enterprising, vibrant and diverse local economy, situated in a high quality accessible and sustainable environment, that will attract investment to the region, share prosperity and create better employment opportunities for all.’’ Themes 16. The themes for the strategy are as follows: a. Enhancing the Quality of Life offer (with a particular reference to the town centre) b. Enhancing accessibility to and within Darlington c. Maintaining and developing the employment land portfolio to meet the requirements of all sectors of the economy d. Supporting the Growth of High Value Sectors e. Spreading the Benefits of Growth to All f. Raising the profile of the Darlington brand Darlington Gateway – Making it Happen 17. The Strategy report draws together the themes and projects into a clear plan of action. In doing so projects are prioritised and an outline phasing programme in proposed. These projects are in addition to those already underway. Key projects already underway or being considered through feasibility work are as follows: x Central Park x Darlington Markets x Independent Retail Sector Strategy x Commercial Street x Feethams/Beaumont Street x Darlington Eastern Transport Corridor x A66(T) Tees Valley Gateway x Tees Valley Metro x Tees Valley Connect Building Design Partnership with King Sturge, Regeneris and CIP December 2006 v Darlington Gateway Strategy – Strand D 18. The key actions by theme are as follows: Theme: Quality of Life Action A. Parkgate – Development of the Eastern Edge of Town Centre Description This project centres on the creation and delivery of a development framework for the Parkgate areas of the Town Centre. The Parkgate project is considered further in an appendix to this report. It primary elements include: x The development of a planning strategy for the Parkgate area x Public realm and traffic management improvement to key routes x The potential to create a Cultural Hub in the Borough Road area x The assembly of key sites along St Cuthbert’s Way Aims The aims of the project include: x The enhancement of the town centre offer x The creation of a cultural hub and the fostering of creative industries x The creation of opportunities for town centre office
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