Todmorden Town Investment Plan Section 1

Todmorden Town Investment Plan Section 1

Building a foundation to deliver opportunities for all 2Sources: Todmorden TodConnect Town Investment Plan Section 1 Contents

Foreword 7

Executive Summary 10 - 15

Context Analysis Introducing our Town 18 Todmorden Town Fund Boundary 19 Orientation of our Town Deal Area 20 - 23 The Need for Change in Todmorden 24 - 39 The Key Opportunities in Todmorden 40 -43

Strategy The Vision for Todmorden 46 Strategic Objectives 47 Strategic Alignment 48 - 51 Realising the Vision and Objectives 52 Spatial Strategy 54 Logic Map of Todmorden Town Investment Plan 55 Urban Regeneration, Planning & Land Use Projects 56 - 67 Arts, Culture & Heritage Projects 68 - 77 Skills & Enterprise Infrastructure Projects 78- 83 Local Transport Projects 84 - 91 Achieving Transformational Change 93 - 95

Engagement and Delivery Credibility by Consultation 99 Historic Engagement 99 Town Deal Engagement 99 - 100 Future Stakeholder Engagement 101 - 104 Delivery Plan 105 - 113

Acknowlegdements 114

Appendices Evidence Base Project Prioritisation Town Deal Engagement Report Youth and Community Engagement Report Delivery Programme Letters of Support

“Todmorden Town Hall “It is exciting to see “My first visit to “I am delighted to see that the is a wonderful testimony to a town centre hotel in the Todmorden was about 30 Town Investment Plan includes the radical entrepreneurial town investment plan. This years ago when we cycled some much-needed additional spirit which built our town will improve the visitor from Manchester along the housing provision in the town and helped it prosper in experience and support canal and it’s still the best centre area which will be both the 19th century. The Town a more vibrant market place for gentler rides which affordable and environmentally Investment Plan offers town centre. It will be a still get you out into the friendly. In addition, it promises us a once in a generation base for business, arts, countryside. to help boost local skills and opportunity to not only culture, heritage & active Todmorden is a great place employment opportunities” restore its Victorian leisure visitors and create to live if you want to get heritage but ensure this additional revenue for local straight into the hills on iconic building serves businesses” foot or by bike but this is not the community for many practical for everyone who generations to come“ wants to be out in the fresh “Local food and low carbon air. The improvements to the transport are part of what our towpath will make it more future needs to look like. Put accessible and ensure it can them together in an Enterprise be enjoyed by all residents Centre and we get actions not and visitors. This is such words. Result.” an inclusive project and I’m delighted we can make a difference”

4 Todmorden Town Investment Plan Section 1 “Yes, this (Well “The commitment surfaced dedicated road “Todmorden Learning to investment in Fielden bike tracks, for traffic free “I’ve championed Centre and Community Hub Hall is most welcome and travel in the valley and development of Riverside brings together people of alongside other funding beyond). I tried using the with passion for four years the kindest, most active & including local support path that runs from behind now as Upper Calder innovative town. helps to secure and develop the bus station to Hallroyd Valley Renaissance Chair. In the College we are this historic building, and Crescent on the cargo Our mission was always, pioneering development provide community facilities bike the other week and wider community access, of courses and careers and some new social it ended up spinning 180 maximising it as a resource to tackle the climate housing” for sport, recreational emergency, as well as activities, education providing sports, arts, “Well surfaced and training. We’re also cooking, learning, family dedicated road bike tracks, ambitious to facilitate the functions, gigs, workshops for traffic free travel in the visitor economy, generating “Some new boards/leaflets & hot-desking. valley and beyond. These supportive income to aid with walking/running/biking Town Deal funding will could potentially be part viability and sustainability” routes? So just some sprucing establish top facilities for of the national network, up(of the paths) that an ad for our town to be a dynamo of which could also attract campaign? Calderdale’s hills the new green economy” more people to the town“ very much seem to be ‘hidden gems’, some signs describes it as ‘magnificently modest’ - “Away from road walking people don't know paths to local schools. This what’s here!“ would mean a higher level of maintainence on paths already there that kids could take from houses to schools. Making new ones that don’t follow roads.“

TIP Section 1 5 “Artists are in crisis, “An arts centre and “More studio space “Our town has nothing targeted at organisations to facilitate and more affordable been lucky to have a individuals during COVID. arts would be a real asset to studio space is essential. wonderful theatre for We need to recognise this town and community. When artists are able to over 100 years. the fact that many of our Existing sites could be work and are supported Entirely run by resident artists cannot utilised I think. I think we to work they transform volunteers, inspiring support themselves or do need more affordable areas/towns.“ many a successful arts sustain their practice NOW studio space(I can’t find any career, with a hugely and in the forthcoming currently) The creativity in enthusiastic local recession.“ this part of the valley could population and eager be developed with some local business support, funding as an outstanding the theatre attracts the asset to the community.“ attention of national “ I think there is huge “I believe we need to touring acts across potential for an arts focused make space for artists via diverse art-forms and development in Todmorden. adequate and affordable “With shared, well- mounts ambitious, Right now there are a lot studio space. It’s the bed-rock equipped workshops, award-winning amateur of artists in the area and of a town’s creative ecology. classrooms, rehearsal spaces productions. It’s time essentially that is what The more artists/makers we and a new venue/art café, to unlock its potential it takes to work - having have, visible, practising in Murmuration Workshops will and make it fit for a new artists.” town, the more stuff happens be the new heart and hearth century.” - open studio events, galleries for the arts in Todmorden and to open, shops/cafes offer will help countless creative locally made work.“ businesses flourish.”

6 Todmorden Town Investment Plan Section 1 Foreword

Todmorden is an extraordinary market town. From make good the promises of the past and invest in Co -Chairs its Nobel Prizewinners and claim to fame as the the priorities identified through many community CMBC Member Co-Chair – Todmorden Ward Councillor birthplace of the citizens’ food movement, Incredible consultations. Those priorities include the need Councillor Silvia Dacre Edible, right through to its wonderful orchestras, for an enhanced skills base, new enterprise and Private Sector Co-Chair choirs, theatre and festivals – Todmorden folk performance spaces, a stronger visitor economy, Dr Tim Benjamin certainly punch well above their weight. a green infrastructure, more affordable and better Board Members homes, and a sustainable and resilient future. CMBC Member – Todmorden Ward Councillor: Over the years though, the lack of investment in its Councillor Susan Press infrastructure and significant buildings has weakened The projects are as amazing as they are relevant CMBC Member – Calder Ward Councillor: the town’s ability to embrace an inclusive prosperity and diverse, ranging from an Enterprise Centre Councillor Josh Fenton-Glynn which helps all of its citizens prosper in turn. for local food skills and active travel, to making Todmorden Town Council: Todmorden Community Learning Centre a centre Town Councillor Denis Skelton

The data clearly shows that Todmorden does not of excellence for sustainable building skills. They Private Sector: provide local opportunities for young working- age also include enhanced civic spaces for our many Stephen Curry people to access employment. Meanwhile, its festivals, significantly increased work and business Tony Lawson topography makes it vulnerable to climate change spaces for our artists and entrepreneurs, and homes Pam Warhurst CBE incidents, particularly flooding. And yet, nothing to be proud of in the heart of our town, showcasing Community and Voluntary Sector: has weakened the heartbeat of Todmorden and its the very best of sustainable design and building. Andrew Kim determination to be a beacon market town for 21st Other exciting projects will see visitors and locals Frankie Mullen century commerce, creativity and well-being. benefitting from improved green spaces and James Duffy investment in our wonderful park, a programme of Barbara Jones That is why so many Todmorden residents proposed improvements for our Grade 1 listed Town Hall and Conservative MP for Calder Valley: projects each of which were rich in opportunities community-run theatre, and the creation of vital Craig Whittaker MP and aspiration. Projects connected by the threads of visitor facilities bringing together all that is best from Representative from West Yorkshire Combined Authority: resilience, health, enterprise and creativity. Projects our local producers and services. Rebecca Greenwood that collectively invest in a better future for the town: for the young to grow up with hope, and the old to With the passion of Todmorden folk backing us all live with respect and dignity. This is the moment to the way, we firmly believe that we have a programme realise our ambitions for the town. of works that will build on what’s already great and unique about Todmorden, but also ensure its survival Over five months, the board has worked to identify and prosperity in changing times and climate. It’s threats and opportunities, rigorously scrutinising fun, it’s aspirational, it’s boldly ambitious, and it’s the evidence base for investment. It has talked to eminently achievable, too. More than anything, it individuals and organisations across the spectrum of shouts… interests and pulled together the many great projects contained within this plan. Its ambition is simple: to Todmorden, we’re ready for the challenge.

TIP Section 1 7 Incredible Edible Harvest Festival

8Sources: Todmorden Craig Shaw Town Photography Investment Plan Section 1 EXECUTIVE SUMMARY

TIP Section 1 9 EXECUTIVE SUMMARY

Our vision is a thriving market town which capitalises on its unique landscape, its environment, and its renowned community activism and enterprising spirit. Todmorden will have a strong visitor economy and be a beacon for social and environmental enterprise, creative industries and healthy living.

Building a foundation to deliver opportunities for all

Todmorden is a unique and award-winning Market To realise this bold but necessary vision, the Town Deal Board engaged the local Town located at the western end of the Upper Calder community to put forward project ideas which culminated in over 40 potential projects. Valley. Sitting at the meeting point of three valleys, its These have been assessed and refined to create a transformational package of projects landscape, geography and ecology shape this historic, that are underpinned by the three strands of the Calderdale Inclusive Economy Strategy former industrial market town. Todmorden is a net (2018-2024): exporter of labour because of being well connected by rail and road. Due to its location, the town has • Health & well-being – optimising the health and well-being of people in Todmorden strong economic, social and cultural links beyond West throughout the course of their lives. Yorkshire to Lancashire and Greater Manchester. • Inclusive growth – helping local people develop new skills and secure more and better-quality jobs, leading to increased household incomes and an economy from Full of potential, Todmorden is characterised by small which everyone benefits. businesses and a richness of grassroot, voluntary • Creating a sustainable future – resilient individuals and communities living in healthy community organisations. The residents are deservedly environments but also ensuring growth is clean, in order to meet zero carbon target renowned for their self-belief, resilience, community of 2038. spirit, enterprise and activism. This Town Investment Plan draws upon the strengths of Todmorden and its All of this will be delivered with the unique Calderdale kindness. community enterprise and ambition to see the change needed to overcome the challenges it faces.

10 Todmorden Town Investment Plan Section 1 Todmorden Folk Festival Sources: Craig TIP Shaw Section Photography 1 11 The focus for investment in Todmorden is based on key areas of opportunity and need stretching from the neighbourhoods of Walsden to the south, and Lydgate in the north. The main investment will be in the Heart of Todmorden Town Centre where improvements to public realm and the creation of a new civic space will ensure the Town Centre has a focal point for economic activity. This space will link key facilities such as the market, a new Enterprise Centre, the extended Hippodrome Theatre and the re-vitalised Grade I listed Town Hall. Annual events will utilise this civic space and showcase Todmorden’s rich arts, culture and heritage.

Development of net zero carbon affordable housing will further animate the Heart of Todmorden and create footfall and activity throughout the day into evening. Provision of new visitor accommodation on the canal side within walking distance of the civic space, will enable visitors to extend their length of stay to the benefit of the local economy. It will also support the use of the Heart of the Town as a conference campus maximising the opportunities for the Todmorden Community Learning Centre & Community Hub and other organisations to host conferences. The Learning Centre & Community Hub will play an important role in educating the local and wider community on climate resilience, building on Todmorden’s reputation for sustainability and providing people with the opportunity to develop specialist skills in this growing sector.

Reducing Todmorden’s environmental impact is at the centre of this Town Investment Plan. This will be achieved through investments in active travel infrastructure that will connect the Upper Calder Valley and specific interventions at Centre Vale Park, in Lydgate, Walsden and at the Riverside Outdoor Activity, Recreation and Sports Park. This will reduce car dependency and make Todmorden a more attractive, accessible place to live, work and visit. Todmorden’s Town Investment Plan will achieve clean, inclusive growth resulting in increased health and well- being for its residents.

12 Todmorden Town Investment Plan Section 1 Aerial visual of Tomorden Town Centre Project Prosals

Heart of Todmorden Masterplan Sources: Bauman Lyons Architects

TIP Section 1 13 Financial overview of Todmorden Town Investment Plan

Project 2020/21 2021/22 2022/23 2023/24 2024/25 Total 1.0 Heart of Todmorden £293,750 £221,250 £802,000 £2,208,000 £0 £3,525,000 1.1 Affordable Living in the Heart £217,750 £73,750 £716,750 £716,750 £0 £1,725,000 of Todmorden 1.2 Enterprise in the Heart of £208,750 £95,000 £940,000 £1,931,250 £0 £3,175,000 Todmorden 1.3 Staying in the Heart of £150,031 £0 £135,531 £1,653,115 £1,061,323 £3,000,000 Todmorden 2.0 Todmorden Town Hall £50,000 £698,500 £698,500 £0 £0 £1,447,000 2.1 Hippodrome Theatre £250,000 £575,600 £0 £0 £0 £825,600 2.2 Riverside Outdoor Activity, £50,000 £70,000 £610,000 £0 £0 £730,000 Recreation and Sports Park 2.3 Centre Vale Park & Fielden £150,000 £50,000 £688,000 £250,000 £0 £1,138,000 Hall 3.0 Tod Learning Centre & £0 £860,000 £500,000 £500,000 £0 £1,860,000 Community Hub 3.1 Murmuration Workshops £0 £50,000 £200,000 £380,000 £68,000 £698,000 4.0 Active Todmorden £423,156 £275,000 £1,979,372 £283,333 £283,333 £3,244,194 4.1 Walsden Cycle Hub & All £262,500 £980,000 £357,500 £0 £0 £1,600,000 Ability Cycle Centre Sub-Total £2,105,937 £4,099,100 £7,807,653 £7,610,448 £1,344,656 £22,967,794 Project Management, Monitoring £195,000 £170,000 £170,000 £170,000 £170,000 £875,000 & Evaluation Full Business Case Capacity £200,000 £0 £0 £0 £0 £200,000 Funding Risk Contingency £95,840 £191,680 £287,520 £287,520 £95,840 £958,400 Total £2,596,658 £4,460,541 £8,264,815 £8,067,609 £1,610,377 £25,000,000

14 Todmorden Town Investment Plan Section 1 Aerial visual of Tomorden Town Hall and Heart of Town Centre project proposals Aerial view from the West on Tomorden Town Hall and Heart of Town Centre proposals

Aerial visual of Enterprise Centre, Affordable House & Live/Work Project proposals Aerial visual of Tomorden Town Hall, Civic Space and visitor accommodation project proposal.

Sources: Bauman Lyons Architects TIP Section 1 15 Business Green Pledge Source:TodConnect 16 Todmorden Town Investment Plan Section 1 CONTEXT ANALYSIS

TIP Section 1 17 CONTEXT ANALYSIS

Introducing our Town

Todmorden is a unique and award-winning Market Town. Located in the Upper Calder Valley at the meeting point of three valleys, the landscape, geography and ecology shape this historic market town, which developed in the late 18th and early 19th century due to the cotton and woollen industries, Rochdale canal and railway station development. The town is already well connected with rail and road Source: TodConnect Source:TodConnect links, meaning it has strong economic, social Todmorden In Bloom Incredible Edible Todmorden Todmorden in Bloom is a voluntary group dedicated to A Community Benefit Society maintaining the community spirit and cultural links extending well beyond West creating a big, bright, beautiful blooming community in the and ethos of Incredible Edible. Growing food to share, running Yorkshire, and which makes it a net exporter of heart of the Pennines. They look after 25 pocket gardens,130 festivals and cooking demos, and supporting businesses and labour. hanging baskets, 45 barrier baskets and Todmorden and other local groups. Walsden Railway Stations. However, it is characterised by small businesses and a richness of grassroot voluntary community organisations, such as: Todmorden in Bloom; University of the Third Age; Incredible Edible Todmorden, Dementia Friendly Todmorden and Todmorden Orchestra. The residents are widely and deservedly renowned for their self-belief, resilience, community spirit, enterprise and activism.

This Town Investment Plan draws upon the many existing strengths of Todmorden as well Dementia Friendly Todmorden Source:TodConnect Todmorden Orchestra Source:Tim Benjamin as its very real potential, and it will deliver the Dementia Friendly Todmorden are a volunteer run group who A symphony orchestra which is a thriving part of Todmorden’s bold yet achievable change urgently needed to aim to make the town a dementia friendly community. The cultural life, with a loyal following. Conducted by Nicholas overcome genuine challenges that hamper the group work closely with West Yorkshire Police Todmorden and Concannon Hodges, the orchestra performs some of the UK’s town and disadvantage its people. West Yorkshire Fire & Rescue. most talented soloists at Todmorden’s magnificent, Grade I-listed Town Hall.

18 Todmorden Town Investment Plan Section 1 Todmorden Town Fund Boundary

Our Town Investment Plan boundary is defined by the unique topography of the steep sided Upper Source: Draft Neighbourhood Plan Calder Valley. The rationale for extending the boundary to incorporate the Burnley Road and Rochdale Road valleys is driven by: • the role Todmorden Town Centre plays in Source: © Crown copyright and database rights 2020 Ordnance Survey 0100023069. the Upper Calder Valley acting as the main service centre for smaller settlements such as Lydgate, Cornholme and Walsden. Key Statistics: • the role that these smaller settlements play • Population: 12,440 (2019) • Manufacturing, health & retail are key sectors in as gateways to Calder Valley and Todmorden terms of jobs from Lancashire and Greater Manchester. • 1 of 6 town centres in Calderdale - 5th largest in • the challenges the town centre faces terms of retail floorspace • 25-30 mins to Manchester by rail with flooding, means that settlements up • Under 1 hour to Leeds by rail the valley are important, particularly for recreation.

Todmorden and Leeds City Region Source: Hearts of Pennines

TIP Section 1 19 Orientation of our Town Deal Area

The focal point of the Investment Plan is the town centre, the heart of Todmorden, but it also extends along the Burnley Road corridor (to the northwest) and the Rochdale Road corridor (to the south).

Todmorden Town Centre The majority of the town centre core is designated as a Conservation Area and there are several key cultural and heritage assets most notably the Town Hall.

Todmorden is the fifth largest retail town centre in Calderdale in terms of retail footprint behind Halifax, Brighouse, Elland and Hebden Bridge. The retail offer in the town is heavily focused on the convenience sector with Morrisons, Lidl and One Stop, with an Aldi opening in 2021. Todmorden’s comparison retail offer is predominantly made up of independent retailers, with the Market at the heart of the town’s success.

There are a small handful of national retailers such as B&M, Boots, Halifax, William Hill and a number of charitable organisations. However, national retailers are in decline and two banks Source: © Crown Copyright And Database Rights 2020 Ordnance Survey 0100023069. have vacated the town. The Towns Fund represents an opportunity to re-energise the Covid-19 footfall impact Town Centre town centre and capitalise on local business (January-November 2020, Google Mobility): Primary Shopping Area and enterprise to make it a more attractive •Footfall in retail and recreation locations in Calderdale decreased by 45% place for residents, businesses and visitors. •Use of public transport in Calderdale has declined by 34% Primary Frontage •Footfall in areas of work declined by 34% in Calderdale Conservation Area

20 Todmorden Town Investment Plan Section 1 Grade I Listed Town Hall Rochdale Canal & River Calder Railway Viadust & Todmorden Outdoor Market Source: Craig Shaw Photography Source: Ian Wright Source: Craig Shaw Photography

Todmorden Indoor Market Hippodrome Theatre Todmorden Train Station Source: Craig Shaw Photography Source: Craig Shaw Photography Source: Craig Shaw Photography

Town Centre Key Cultural and Heritage Assets

TIP Section 1 21 Burnley Road Corridor Burnley Road begins in the town centre and provides links north to Burnley via the small settlements of Lydgate and Cornholme. There are a number of key assets along the Burnley Road corridor.

Todmorden Community College Todmorden Bus Station Source: Craig Shaw Photography Source: TodConnect

Views of Burnley Road to railway viaduct and aerial of Burnley Road corridor Centre Vale Park Fielden Hall Source: Todmorden U3A Photography Group Source: Craig Shaw Photography

Source: TodConnect Todmorden Sport Centre Todmorden High School Source: Calderdale Council Source: Halifax Courier

22 Todmorden Town Investment Plan Section 1 Rochdale Road Corridor Rochdale Road also begins in the heart of the town centre and provides links south to Rochdale and Manchester via the settlements of Walsden and Littleborough. Todmorden and Walsden effectively merge along the Rochdale Road in a mix of residential and employment uses. The two settlements are also connected by rail and the Rochdale Canal. The corridor provides walking and cycling links up to the moorlands home to various reservoirs and dramatic scenery. For those travelling into Calderdale from Greater Manchester, this corridor acts as a gateway to Stoodley Pike the Borough and town. Source: Ian Wright

Walsden Train Station Riverside Sports Centre Source: Visit Calderdale Source: Craig Shaw Photography

Withens Clough Reservoir Source: Geography.org To be Replace for Better Quality

Gorpley Reservoir Canal Network Source: Lancashire Telegraph & Geographical Source: ShireCruisers.co.uk

TIP Section 1 23 The Need for Change in Todmorden

The Town Investment Plan is underpinned by an evidence base (Appendix 1) setting out the challenges and need for change in Todmorden. This section summarises the evidence base across Arts, Culture four themes: A. Arts, culture & heritage & Heritage B. Education, skills & employment C. Critical infrastructure & housing D. Health & well-being Education, Underpinning the need for change and threatening the vitality Skills & and sustainability of the town, is its demographics. Todmorden’s population increased by 0.89% from 2015 to 2019. This modest, Employment sustainable growth masks over a decline in the working age population of Todmorden. Indicating that people either do not feel they can remain here or do not wish to stay. Critical Infrastructure There is a clear need to retain and attract people of working age to improve the economic stability and sustainability of the & Housing Town. We believe that this trend can be reversed by addressing the challenges and needs identified across the four themes with the central aim to make Todmorden a more attractive place for residents, businesses and visitors alike. Health & Well-being

CleanClean Inclusive GrowthGrowth Growth

Todmorden change in population estimates by age group (2015-2019)

24 Todmorden Town Investment Plan Section 1 Integrate Todmorden was set up in 2005 to provide activities for young Muslims living in Todmorden. In 2010, we broadened our work to help and support everyone living in Todmorden. Sources: Integrate Todmorden

Todmorden is named winner of a Great British High Street Award 2018 Todmorden Food Festival Our Planet TOD Judging Day Source: TodConnect Source: TodConnect Source: TodConnect

TIP Section 1 25 A. Arts, Culture & Heritage

The arts and culture industries boost local economies in five ways: by attracting visitors; creating jobs and developing skills; attracting and retaining businesses; revitalising places; and development local talent. These industries’ aggregated turnover provided an estimated £10.8 bn of Gross Value Added to the UK Economy in 20191.

Todmorden is home to an array of arts, cultural and heritage assets. The town has an established Todmorden Folk Festival 2016 attracted around 1,500 visitors Todmorden Carnival 2016 festival and events programme as well as recognised to the town Source: Craig Shaw Photography Source: Craig Shaw Photography organisations such as Incredible Edible that attract visitors from across the country.

Whilst this sector has been negatively impacted by Covid-19, there is great potential in Todmorden to capitalise on its location, connectivity and community enterprise to create a visitor destination in the Upper Calder Valley built on its local arts, culture and heritage industries. To achieve this, there is a need to improve: • the quality of civic and open space, Todmorden Book Festival 2019 - From What IS to What If with Rob Todmorden Country Fair 2018 attracted around 6,000 visitors Hopkins at St Mary’s Church Source: Craig Shaw Photography • the experience of the town centre including Source: todmordenbookfestival.co.uk connectivity to its assets, • the quantity and quality of overnight accommodation.

1 Contribution of the arts & culture industry to the UK economy, Centre for Economics & Business Research, 2019

Todmorden Lamplighter Festival 2013 attracted around 5,000 visitors Todmorden Lamplighter 2018 Source: Craig Shaw Photography Source: Craig Shaw Photography

26 Todmorden Town Investment Plan Section 1 Key challenge – Lack of quality of civic space and underutilised assets The majority of the town centre core is designated as a Conservation Area and there are a number of listed buildings that welcome visitors from the train station. The Grade I Listed Town Hall is a key landmark located in the very centre of the town at the confluence of roads linking to Burnley, Halifax and Rochdale. However, its setting is dominated by road Site Boundary infrastructure and vehicles, meaning accessibility Railway Train Station to the building is poor, particularly for those with Buildings a physical disability. The Town Hall has volunteers Conservation Area who run tours and events, which had been growing Listed Building between 2015-2018. However, in 2018 a reduction in revenue funding required organisational change, and Covid-19 has inevitably derailed tours and events since then.

It is not just physical buildings that are underused, but public space too (see images on page 29). The area shaded in red is known as Rose Street / Town Centre Conservation Area and Heritage Assets Bramsche Square, which is used primarily for public Source: Reproduced by permission of Ordnance Survey on behalf of HMSO. © Crown copyright and database car parking. Part of the site has been undeveloped right 2018. Ordnance Survey Licence number 100023069. since the health centre was demolished in 2010. The community, supported by Incredible Edible, has turned part of the site into an area of green space, which has proved popular with residents and visitors.

Still, this area actually has the potential to become the vibrant heart of the town by creating a civic space for celebrations and events. Additionally, it will link the three heritage and community assets of the Town Hall, the market and the Methodist Hall, as well as providing better connectivity and visibility north through the outdoor market towards the railway viaduct. Grade I Listed Town Hall Town Hall Visitor Numbers 2015-2018* TIP Section 1 27 to increase it is more likely to be an independent Key challenge – Lack of and diversity of overnight operator but this would require grant funding as Calderdale Tourism Statistics (Cambridge, 2019): accommodation the market would not deliver this without support. • Spend £396.7 m (+14% on 2018) Leisure and business travel are key drivers of the Croft Mill in Hebden Bridge is a successful local • 8.2 m visitors (+26% on 2018) overnight accommodation market. Todmorden and example of an independent apartment hotel type of • 0.32 m overnight stays (+7% on 2018) its surrounding countryside is a popular destination accommodation. • £72.77 m generated by overnight visits (+0.4% from 2018) for outdoor activities and leisure visits as well as • 6,263 jobs directly supported (+14% from Incredible Edible which was founded in the town and If the shortfall of overnight accommodation in the 2018) is a driver of tourism. The business market is smaller, town centre could be addressed, it would enable • 7,930 jobs indirectly supported by industry but Weir Minerals is an example of an international the town to benefit economically from increased (+14% from 2018) firm that requires accommodation occasionally. visitor spend (due to longer stays) that would in turn However, the town’s limited supply is considered support job creation through increased demand. insufficient to meet demand in terms of the number Key Highlights from Overnight and quality of bed spaces (see Appendix 1). Accommodation Report (See Appendix 1):

There are just 17 rooms in traditional hotels or bed • Todmorden will lose bed space, rather than gain it, if left to market forces. and breakfast accommodation in the town centre, • Investment in the town centre through with a further 3 rooms along the Burnley Road Towns Fund will contribute towards corridor. All of these are independent, and the developing a stronger USP for the town to attract leisure visits. future of the accommodation is uncertain as both • Environmentally conscious travel a growth The Queen’s Hotel and Lindores B&B have been put area – incorporating electric vehicle on the market in recent years. (see Appendix 1). Queen’s Hotel Staff of Life Inn Budget Chain charging points important to capture Lindores B&B Other Independent market which will grow. The remaining supply in the Todmorden Town Fund • Increased demand for staycation leisure area is predominantly in the form of self-catered Map of overnight accommodation supply in and around Todmorden nearer to home, with economic tightening accommodation. However, the supply of this form Source: Google My Maps and obstacles to European travel for of accommodation fluctuates and the provision is budget travellers. Name Type No.of Average Google • Increased demand for UK based mini- heavily focused on the leisure market and groups of Rooms room rate Rating (5) breaks in rural locations, over the coming visitors, with only 13% of rooms available individually. Queen’s Hotel Independent 10 £70 4.0 years, in response to health and leisure OL14 7AA Hotel needs. • Increased demand for affordable facilities In 2018 the Rose Street / Bramsche Square site was Lindores B&B Bed & 7 £52 4.4 due to less disposable income.able OL14 5EX breakfast market tested with hotel operators and the feedback income. from these larger operators was that Todmorden Staff of Life Inn Bed & 3 No pricing 4.7 OL14 8JF breakfast did not have the business drivers to viably sustain Self-Catering (Holiday Lets /Air 39 £66 N/A *Note – no complete data for 2018 onwards due to loss of their operational model (see Appendix 1). The BnB) revenue funding from Heritage Lottery Source: Calderdale Council report concluded that if supply in Todmorden is Total 59

28 Todmorden Town Investment Plan Section 1 Undeveloped area of land at Rose Street Dominance of outdoor market stalls Source: Craig Shaw Photography Source: Craig Shaw Photography

Disconnect between heritage assets and dominance of vehicle infrastructure Lack of permeability through the outdoor market Source: Craig Shaw Photography Source: Todmoden U3A Photography Group

TIP Section 1 29 B. Education, skills & employment

Although Todmorden is a relatively small market care sector with Asquith Hall, Pennine Lodge, Key Statistics: • With the exception of Walsden, the whole town and a net exporter of labour (with more Waterside Lodge, Millreed Lodge and Clouhside of the Town Deal area is within the most people travelling out of the area for work than Nursing Home deprived and second most deprived travelling in), self-containment is high, with 70.3% • Retail – there are a large number of independent quintiles. of the population living and working in Todmorden businesses but the largest employers in the • 0% of the population occupy the 3rd, 4th and least deprived quintiles compared to (Census 2011). The town primarily comprises small sector are B&M, Boots, Morrisons, Lidl and the 48% in Calderdale and 52% in Yorkshire & businesses, with 89% micro in size (0-9 people) new Aldi store will provide more opportunities in the Humber. (ONS 2019) and ONS data indicates that there was a this sector. • The Experian Financial Viability Model indicates that 44% of the population are significant increase in business counts in 2019. within the 30% most financially vulnerable We consider the impact of Covid-19 on these key on a national comparator. sectors in Todmorden as part of our more detailed • The number of children living in low- evidence base at Appendix 1. income families increased by 8% between To 2017/18be Replace and 2018/19for Better (Local Quality Government Association 2020). As a result of Covid-19, there is an opportunity to capitalise on Todmorden’s location and connectivity with people seeking to move out of major conurbations and work more flexibly from or closer to home.

Business counts in Todmorden Town Fund Area Source: ONS UK Business Counts 2020 Key challenge – Employment opportunities and high levels of deprivation Despite the successes of Todmorden, the ongoing Despite being characterised by smaller independent demographic changes indicates that the town may business, there are some larger businesses which act not be providing local opportunities for young as key employers for the town in terms of jobs: Weir Minerals working-age people to access employment, Source: www.global.weir especially as the town is characterised by high levels • Manufacturing – Weir Minerals is an international of deprivation and economic inactivity. firm of engineers that manufacture machinery for mining, infrastructure, oil and gas. There Covid-19 will have compounded this issue as it has are other manufacturing companies providing significantly increased the Universal Credit claimant products nationwide such as HDI, Premier Range count for residents between 16 and 64. and Longcroft Engineering. • Health – Todmorden Health Centre is home

to Todmorden Group Practice and Calder Universal Credit claimant count, October 2013-October 2020 Community Practice. There is also an active Todmorden Health Centre Source: ONS 2020 Source: My Dementia Network

30 Todmorden Town Investment Plan Section 1 Key challenge – Educational attainment and skills development High levels of deprivation are linked to and will aggravate other issues such as education attainment and skills development: • In 2019 61.5% of children achieved a ‘good level’ of development in early years foundation, lower than Calderdale (70%) and national averages (72%). • 23.4% of Todmorden’s population have no qualifications compared to the national average 22.7%. • There is a lower percentage of the population with level 1-3 qualifications compared to Calderdale, West Yorkshire, Yorkshire & Humber and England.

In Todmorden, there are six primary schools and one secondary school, but no longer any sixth form provision. Todmorden Community College was an Adult Learning centre offering a wide range of courses for adults but now offers only Maths and English courses for adults aged 19 years and over. It also accommodates the Children's Centre, evening youth facilities and the offices of the Town Council.

The building is subject to an Asset Transfer from Calderdale Council to Todmorden Learning Centre and Community Hub Charitable Community Benefit Society. This will secure the future of post 16 learning and skills development, particularly in sustainable building and renewable energy, as routes to future employment. Index of multiple deprivation by quintile, 2019 Source: www.global.weir Source: Indices of Multiple Deprivation, Ministry for Housing, Communities and Local Government However, the Towns Fund represents an opportunity to invest in the

Most deprived quintile building to improve its sustainability and bring it back into use for Second most deprived quintile wider adult education and skills development along with community Third most deprived quintile activities and interaction. Fourth most deprived quintile Least deprived quintile Todmorden Study Area Calderdale Local Authority Area Settlements

Universal Credit claimant count, October 2013-October 2020 Source: ONS 2020 Source: My Dementia Network

TIP Section 1 31 C. Critical infrastructure & housing

Todmorden is a well-connected town by rail and In Todmorden, business premises are generally Key challenge – Affordable spaces for road to wider West Yorkshire but also Lancashire dated and of poor quality - very few non-domestic arts and creative sector and Greater Manchester. However, there is a need properties have a high energy efficiency rating. Todmorden has a vibrant arts and to provide the infrastructure for both business and creative scene with 9.3% of the households in order to: population employed in the sector – the • address the challenges relating to education, 9th highest in England and Wales4 . The skills and employment, and sector also plays an important role in • reverse the trend of a declining working age attracting visitors to the town through its population. events programme.

Topography and flooding are two key issues in the The Arts Council’s evidence review5 Upper Calder Valley meaning that land supply is tight indicates that while the arts and culture and infrastructure for new development is costly. industry pays nearly five and half A lack of private sector investment has resulted Energy performance of non-domestic property in OL14 times more than the UK median salary, in the local community seeking to take on the Source: AspinallVerdi using Open Data Communities practising artists as a subsector of responsibility of providing infrastructure for business From April 2018, it became unlawful to issue a new the industry tend to earn a lower than and residents. For example, the Todmorden Learning lease, extension or renewal for properties with average wage. Centre & Community Hub Benefit Society in terms ratings of F and G. 54% of offices and workshops of educations and skills and the Upper Calder Valley in Todmorden fall below this standard and 18% of Consequently, Todmorden is reported Community Land Trust retail / leisure space. This could result in the majority as being in the top 10% of places of supply being unavailable for occupation without nationally, with the highest exposure Key challenge – Lack of affordable and modern significant works and investment. to the impact of Covid-194. The report business space suggests that without intervention, ex- The lack of affordable and modern business space For tenants, there is a lack of available alternative industrial towns will be less resilient to has been a theme in local consultation, first identified space identified in property market research impact of Covid-19 and it will exacerbate in the Todmorden Town Plan (2013)2 . This set out evidence base. Currently, there is only one office economic decline, social isolation, an aspiration for new managed workspace facilities suite totalling 468 sq. ft. being visibly marketed under-employment and poor well-being. with high-speed broadband. The need to address online at a rent of approximately £17 per sq. ft. This the issue continues in the Draft Neighbourhood Plan is comparatively more expensive than competing (2019)3 with: supply locally in Hebden Bridge, Littleborough and 70% of respondents indicated a need for more office Cragg Vale. The lack of supply and affordability of space and 75% indicated a need for more workshops business accommodation is a barrier to both the and light industrial space set-up and attraction of businesses to locate in Todmorden. 4 The effect of the Covid-19 pandemic on our towns and 2 Town Plan for Todmorden, 2013 cities, Centre for Towns 3 Draft Todmorden Neighbourhood Plan (2019) 5 Draft Todmorden Neighbourhood Plan, 2019, page 49 32 Todmorden Town Investment Plan Section 1 In Todmorden there is existing studio space at Grumpy’s Mill on Blind Lane, Platform One, Rise Arts & creative events: Lane and Tod Studios, Stansfield Road. However, • Music for the Many: 10 concerts engagement through the Neighbourhood Plan annually with an average audience of 50 process, identified a lack of suitable workspace for people the creative and digital industries6. • Todmorden Brass Band: annual Carol Concert attracts in excess of 100 people • Todmorden Orchestra: 3-4 concerts As part of our engagement with the community annually in Town Hall, each attracting around the Towns Investment Plan, various up to 200 people organisations and businesses seeking physical space • Plus, other smaller events by have been identified, in particular from within the Todmorden Choral concerts and the arts and creative sector. We believe that this demand Chamber Music Series. • Approx. 25% of larger audiences from from businesses, through the Town Investment out of town Plan project identification process, is evidence of the challenge in finding affordable premises in Todmorden. Hippodrome Theatre in numbers: The Hippodrome Theatre is another type of space • Attracted 15,950 visitors in 2019. • 40% of audience outside of the for the creative sector, run by Todmorden Amateur Todmorden Town Fund area with trips Operatic and Dramatic Society (TAODS). The theatre from as far as North Wales. is not only a cultural attraction but plays a key role • 94% of youth members said the in providing the local community with learning theatre gave them access to the Todmorden Orchestra performing arts sector that they would opportunities in the arts and creative sector. Without Source:Tim Benjamin more physical space, the theatre will be unable to not have had otherwise. expand and continue to fulfil its important role in • 95% of youth members said the theatre developed their confidence improving educational attainment and health and and self-esteem. mental well-being, while contributing to the local • 95% of youth members said that the economy7. Despite extending their youth theatre theatre made them feel part of a programme in 2000, TAODS still have perpetual community. waiting-lists and, in some instances young people • 85% of youth members said that the must wait for up to 2 years to be auditioned for a theatre developed skills now relied on in their career or further studies. place.

6 Draft Todmorden Neighbourhood Plan, 2019, page 49 Music for the Many 7 The Value of Arts & Culture to People and Society, 2014 Source: geograph.org.

TIP Section 1 33 Key challenge – Poor digital connectivity High quality digital infrastructure is fundamental to economic success and digital advances in the region are driving productivity, competitiveness and growth – both for digital/technology business but also for enabling wider change, better performance and innovation in businesses of differing sizes and sectors8. Ultra-fast broadband connectivity is a key challenge for all businesses and enterprises in Todmorden and currently connectivity in the town is poor with the majority of the Towns Fund area having no ultra-fast coverage.

However, Openreach are currently well advanced with respect to the roll out of their Superfast Programme, this is approaching 100% coverage. The delivery of full fibre is also underway and this will enable both homes and businesses to access higher (100 Mbps) speeds. Full coverage >90% to 99% Towns Funding is therefore not been sought for >75% to 90% strategic infrastructure, however, providing high- >50% to 75% 50% or less speed broadband is a key requirement for attracting No coverage and retaining both business and residents in Todmorden Study Area Todmorden. Calderdale Local Authority Area Settlements Ultra-fast broadband connectivity in Todmorden Source: OFCOM 2020

8 WYCA Strategic Economic Plan, 2016-2036

34 Todmorden Town Investment Plan Section 1 Key challenge – Housing affordability and In Calderdale, the delivery of new build housing Todmorden has an acute need for affordable housing supply has not met annual targets resulting in the Council affordable housing that is unlikely to be Housing is closely linked to employment and income having to prepare a Housing Delivery Test Action met through normal channels of delivery. - 13.95% of Todmorden’s population are claiming Plan10 this year. In the United Kingdom, the Alternative means of delivery need to be housing benefit (CMBC 2017) which is higher than delivery of affordable housing is heavily reliant considered – the assessment suggests the Calderdale average. Housing Needs Assessment9 upon developers directly delivering a percentage allocating sites exclusively for affordable concluded that there are extreme affordability issues of affordable housing. The most recent Strategic housing and the use of community land for those on single lower quartile incomes. Indeed, Housing Market Assessment11 for the borough trusts. single earning households with lower quartile estimated a need for 193 affordable homes per incomes are unable to afford even ‘affordable’ tenure annum. Topography is a key challenge in Todmorden Furthermore, Todmorden is largely types. In Todmorden, 8.5% of households comprise and the Action Plan5 indicates the issue is a lack of characterised by terraced home and a lone parent with dependent children, compared large unconstrained sites and an over-reliance on given the town’s ageing population, to 7.5% across Calderdale. The data also indicates small, brownfield constrained sites. coupled with affordability issues that while dual-earning households can afford all for those people on lower incomes, ‘affordable’ housing tenure types, their ability to In addition, the strength/value of the housing future housing developments should access market housing is challenging: particularly market in Todmorden is weaker than other parts of consider providing cheaper, smaller new build products, given their price premium. the Borough area and consequently in Todmorden dwelling types such as flats. A life- the provision of affordable housing will be sought stage modelling exercise shows that only on sites of 15+ dwellings and the proportion the greatest percentage of new homes will be 25% (less than Hebden Bridge further east should be 1-bed (35.4%) and 2-bed along the Calder Valley where 35% affordable (39.4%). housing provision will be sought on sites of more than 10 units). Affordable housing calculations Calderdale’s common residential undertaken for the Todmorden Housing Needs development constraints Assessment indicate that 10.78 homes per annum • 60% of sites have flooding issues, meaning increased development cost. are likely to be needed for affordable rent during the • 56% of sites have challenges around nature Neighbourhood Plan period (15 years). conservation, increasing cost. • Heritage assets create challenges for 37% With new-build housing in short supply, there is of sites, meaning more cost. • Tight land supply due to topography means a significant price premium for better quality and that 27% of sites have issues with adjacent more environmentally sustainable housing. As a land uses, which can result in lower result of land supply, market strength/value and development densities. • Between April 2015 and March 2019, only housing affordability issues, the Todmorden Housing 11% of sites exceeded the 10-dwelling Needs Assessment (2020) drew a stark conclusion: threshold that requires commercial Housing affordability analysis (using lower quartile incomes) developers to deliver on-site affordable Source: AspinallVerdi recreation of AECOM Draft Housing Needs Assessment, April 2020 housing. 9 Draft Todmorden Housing Needs Assessment, AECOM April 2020 10 Calderdale Housing Delivery Test Action Plan, August 2020 11 Calderdale Strategic Housing Market Assessment, May 2018 TIP Section 1 35 D. Health & well-being

Physical and mental well-being have a significant Key challenge – Increasing use of active modes of travel and reducing C02 impact on overall well-being and link closely to all The need to increase the use of active modes of travel has never been more challenges that Todmorden faces. Covid-19 has important given the commitment to be net zero carbon. In Calderdale, highlighted the importance of both physical and emissions per square kilometre are lower than the rest of West Yorkshire, but mental well-being even more. Small increases in higher per capita. According to BEIS, C02 emissions are higher from domestic physical activity – especially among the least active property than industry, commercial and transport. However, from 2005 to 2018 people –can bring great health benefits, including more progress has been made in C02 reductions among domestic, industry lower death rates and lower rates of heart disease and commercial property than transport. In order to achieve C02 reductions in and depression12 . Active travel is an effective way transport, there is a need to improve pedestrian and cycle infrastructure. An to increase regular exercise and also good for health interactive map illustrates these issues but is also a common theme and aim and well-being, as well as good for the environment. in numerous strategic policy documents13 which have been prepared and are underpinned by consultation: The Calderdale Corridor Improvement Programme • Upper Calder Valley Renaissance Masterplan (2004) (funding already secured) is to provide a number of • Town Plan for Todmorden (2013) pedestrian improvements in the town centre (over • Rose Street and Bramsche Square Site Unlocking Study (2018) 2021/22-2022/23) that can be the catalyst for further • The Draft Todmorden Neighbourhood Plan (2019) change. The Towns Fund provides an opportunity to build on this and enable more active modes of travel 13 All documents cited are available here to improve the physical and mental health and well- being of Todmorden’s residents, but also contribute towards achieving Calderdale’s net zero carbon target by 2038.

Cycling and walking are the healthiest and most sustainable forms of travel and willingness to use these methods in Todmorden is high. The Census indicated 14.4% of people cycled or walked to work - higher than Brighouse, Elland & Sowerby Bridge. However, travel to work in Todmorden is still dominated by the car, with 61% of all journeys made this way.

C02 emissions per capita and per km2 2018 Source: Department for Business, Energy and Industrial Strategy 2020 12 Putting Health into Place, NHS 2019

36 Todmorden Town Investment Plan Section 1 Active Calderdale have the vision of making Calderdale the most active borough in the north by 2024. 78.1% of residents are active Aims of the Draft Todmorden for over 30 minutes per week, the third highest across the north. Neighbourhood Plan: • prioritise pedestrians and cyclists An Active People Survey in 2019 identified that 64.6% of people in • to improve air quality and reduce C02 Todmorden are active for over 150 minutes per week, higher than • reduce congestion and the impact on the Calderdale average (61.4%). This ambition will help contribute road network towards improving physical and mental well-being discussed next • better utilise canal & riverside corridors Key challenge – Improving physical and mental well-being • address accessibility and movement throughout the town for all In comparison to other wards in Calderdale, Todmorden has the • improve built environment and public lowest life expectancy for females and the second lowest for males. realm around train and bus station The standardised mortality ratio (SMR) for all causes of death over • promote increased use and the age of 65 is 125 in Todmorden compared to 105 for Calderdale. accessibility of public transport This is driven by a high SMR for respiratory conditions and in • improve and promote access and particular cerebrovascular disease. Amongst the over 75s, the SMR is routes to countryside 197 for Todmorden compared to 103 for Calderdale.

Causes of these issues including smoking, obesity, a poor diet and lack of exercise. Census data shows that Todmorden’s population has a greater proportion of residents with a long-term health problem or disability when compared to Calderdale and the national average.

It is not just physical health where there are serious challenges for Todmorden and Calderdale, but mental health too. The Calderdale Economic Strategy identifies this as an issue, with 68.5% of residents having mental health conditions. The suicide rate for Calderdale per 100,000 of the population is 14.8 which is the highest across West Yorkshire and higher than the Yorkshire & Humber and national averages (see Figure 1.15). The British Medical Association14 has warned that Covid-19 could have a considerable impact on mental health, worsening these already worrying figures.

Life expectancy at birth, by sex, 2013/15 Source: Public Heath England, calculated from ONS data by CMBC 2013/2015 14 https://www.bma.org.uk/media/2750/bma-the-impact-of-covid-19-on-mental-health-in- england.pdf

TIP Section 1 37 Positive Example: Your.Tod.Squad and Todmorden Kindness Covid-19 Help Group established a website to enable the community to give, find help and kindness in Todmorden throughout the Covid-19 crisis.

Impact of Covid-19: • We do not have Todmorden specific data given the relatively small size of the population. However, an IFS Deaton Review of Inequalities made some key findings related to Covid-19 considered relevant to Percentage of the population with long term health problem or disability which limits activities, 2011 the Town: Source: Census 2011, ONS • Inequalities between high and low paid exacerbated • Inequalities between graduates and non-graduates exacerbated, the latter more likely to work in ‘locked down’ sectors unable to work at home • The numbers of people self- employed has fallen by nearly 10% in 2020 • Educational inequalities exacerbated – pupils at private schools twice as likely to get daily online lessons and pupils from better-off homes more likely to receive active support from schools and have a better home learning Suicide rate per 100,000 environment Source: Public Health England, 2017-2019 • Between March and July 2020, mortality rates were twice as high in the most deprived areas as in the least deprived

38 Todmorden Town Investment Plan Section 1 Key challenge – Improving access to sports and recreational space

Closely linked to health and well-being and one of the principles from ‘Putting Health into Place’ is enabling access to sports and recreational space. While Todmorden has an abundance of moorland/ upland pastures in close proximity and recreational open space in the town, previous studies and stakeholder feedback from historic and recent Moorland Fringes / engagement have identified the following the Upland Pastures key challenges: Open space Todmorden Sports • improving the legibility and connectivity Centre to these spaces – ensuring this Open space and sports provision in Todmorden Town Centre accommodates the needs of everyone. Source: © Crown copyright and database rights 2020 Ordnance Survey 0100023069 • improving the quality of these spaces in particular Centre Vale Park which provides outdoor facilities that complement the indoor sports provision in the adjoining Todmorden Sports Centre shown below. • flooding of Centre Vale Park’s outdoor facilities (the majority of the valley bottom in flood zone 3) means there is a need for alternative provision.

The Calderdale Playing Pitch Strategy (2017) Flood Defences identifies a shortfall of six full size 3G pitches Main river based on the FA training model. Currently, Flood Zone 3 Flood Zone 2 there is no provision in the Upper Calder Valley Todmorden Study Area and the Pitch Strategy identifies a shortfall of Calderdale Local Authority Area 2 pitches in this location Settlements Flood risk and resilience in Todmorden Source: Environment Agency, 2020

TIP Section 1 39 The Key Opportunities in Todmorden

Bringing together the analysis presented above in terms of the challenges, needs, assets and strengths of Todmorden, we set out the key opportunities for Todmorden through the Town Investment Plan.

Arts, Culture & Heritage

Challenges & needs Assets & strengths Opportunities

• Underused cultural and • Strong community participation • To improve the use of cultural heritage assets • Conservation Area designation and heritage assets to grow the • Lack of overnight and listed buildings visitor economy accommodation • Heritage and cultural assets • To deliver overnight • Dominance of car parking and in public and third sector accommodation hard landscaping ownership • To create a better town centre • Legibility and accessibility to • Natural environment at the civic space for events canal, River Calder & open confluence of three valleys with • To improve visual links from space a river and canal town centre to modes of public • Poor links and accessibility to • Existing arts and cultural transport railway station attractions • To improve legibility around the • To improve the town centre • Established community events town centre experience programme • To improve movement around • The negative impact of • Active voluntary and town centre for all, including Covid-19 on the arts / cultural community groups managing those with disabilities sector and maintaining public spaces • To improve connectivity e.g. Pollination Street between town centre and green spaces

Source: Craig Shaw Photography

40 Todmorden Town Investment Plan Section 1 Education, skills & employment

Challenges & needs Assets & strengths Opportunities

• Lack of local employment • Key core sectors with potential • Focused around areas for opportunities – net exporter of for growth growth in Todmorden: arts labour • Community enterprise and /culture, hospitality, eco- • High levels of deprivation significant growth in business tourism, environmentally • Increased Universal Credit counts sustainable construction and claimant count due to Covid-19 • High % of population in food production: • Increasing number of children apprenticeships • Create spaces for education living in low-income families • High % of population with level and skills development • High percentage of population 4 qualifications • Create job opportunities, with no qualifications • High levels of self-containment particularly for younger people • Low percentage of population (people working and living in • Provide affordable space with level 1, 2 & 3 qualifications Todmorden) for small and medium sized • Low productivity in terms of businesses Gross Value Added per person • Increase the working-age • Lack of affordable and modern population business space

Source: Tod Connect

TIP Section 1 41 Critical infrastructure & housing

Challenges & needs Assets & strengths Opportunities

• Lack of affordable and modern • Town Centre Council owned • To provide better access to and business space development land infrastructure for active modes • Poor energy efficiency of • Community Land Trust with a of travel business premises and risk of good track record of delivery • To deliver affordable housing space being redundant and management • To deliver live-work space • Empty and underused mill • Railway connectivity • To reverse working age buildings • Community enterprise and population decline • Affordable housing shortage significant growth in business • To provide modern, affordable • Affordability challenges for low- counts business space income households • High levels of self-containment • To capitalise on increase • Reducing C02 per capita (working and living in in working closer to home • Poor digital connectivity Todmorden) following Covid-19 • Flat and compact town centre to enable / encourage active travel

Source: Craig Shaw Photography

42 Todmorden Town Investment Plan Section 1 Health & well-being

Challenges & needs Assets & strengths Opportunities

• Ageing population • High % of people walking and • Reduce the reliance on the • Low life expectancy at birth cycling to work compared to private car for local journeys • High % of long-term health rest of Calderdale • Improve legibility and issues and disabilities • High levels of pedestrian and accessibility to open space • High % of population with cycle traffic through Todmorden • Improve awareness of leisure mental health issues and • Youth participation in sport network comparatively high suicide rate • Local organisations and • Improve infrastructure to enable per 100,000 charities with expertise stronger uptake of active and • To improve the quality of sports low carbon transport modes and recreation space • Improve accessibility and • Poor legibility and connectivity movement around town centre to open space for those with disabilities – • Open space in flood zone 3 enabling independence restricting use • No provision of 3G all-weather pitch in Upper Calder Valley

Source: Craig Shaw Photography

TIP Section 1 43 Todmorden U3A Photography Group Walk Source:U3A Photography Group 44 Todmorden Town Investment Plan Section 1 STRATEGY

TIP Section 1 45 STRATEGY

The Vision for Todmorden

Todmorden and its active, passionate community have been developing their vision for the future over a number of years, which had resulted in a Draft Neighbourhood Plan in 2019. The Towns Fund represents a unique, much needed and well-deserved opportunity to start to realise the town’s excellent potential. The Todmorden Town Investment Plan brings together years of engagement to refine and shape the vision and objectives for the town. This has been a collaborative process involving the Town Board, Health & Inclusive its Communications Sub-Group which has led on engagement, and professional consultancy. Well-being Growth

The Vision for Todmorden

Our vision is a thriving market town which capitalises on its unique landscape, its environment, and its renowned community activism and enterprising spirit. Clean Todmorden will have a strong visitor economy and be a beacon for social and environmental enterprise, creative industries and healthy living. Growth

The vision is underpinned by three cross-cutting themes that align to the Calderdale Inclusive Economy Strategy (Vision 2024). • Health & well-being – optimising the health and well-being of people in Todmorden throughout the course of their lives. • Inclusive growth – helping local people develop new skills and secure more and better quality jobs, leading to increased household incomes and an economy from which everyone benefits. • Creating a sustainable future – resilient individuals and communities living in healthy environments but also ensuring growth is clean to meet zero carbon target of 2038.

46 Todmorden Town Investment Plan Section 1 Strategic Objectives

Alignment to challenges / needs

Redevelop the heart of the town centre to create a vibrant destination which is Retaining / attracting attractive to visitors and residents alike. It will have high quality, public spaces and working age population facilities, a more diverse range of uses and activity Lack of quality civic space & underutilised assets To improve the town centre experience and be friendly for walkers, cyclists and people with limited mobility Lack of and diversity of overnight accommodation

Employment opportunities & To maximise the potential of our cultural and heritage assets high levels of deprivation

Educational attainment & skills development Build on the strength of the town’s arts, music and cultural sectors

Lack of affordable & modern business space Provide opportunities and modern workspaces for small and medium sized businesses, particularly in the creative sector Lack of affordable spaces for arts & creative sector

Provide high quality opportunities in education and training as a foundation for a Housing affordability & creative, prosperous and more sustainable future affordable housing supply £ £ £ Poor digital connectivity £ Grow the visitor economy to become the gateway to the Calder Valley, and to Leeds £ and Manchester conurbations, with excellent transport links, exceptional outdoor pursuits, outstanding recreational spaces and commercial opportunities Improving access to sports & recreation space

Deliver environmentally sustainable projects and reduce carbon emissions Use of active modes of travel & reducing C02

Contribute towards post Covid-19 recovery Mental & Physical Health

TIP Section 1 47

£ Strategic Alignment

Our Town Investment Plan is embedded by various strategic policy documents at a national, regional and local level. The key ones are summarised below.

Policy / Strategy Summary Todmorden Town Investment Plan Alignment UK Industrial Strategy Five foundations for a transformed economy: • Creating spaces for small, medium sized businesses (2017) • Become the best place to start and grow a business • Creating spaces for learning and development • Become the world’s most innovative economy • Developing skills in sustainability and zero-carbon technologies • Upgrade the UK’s infrastructure network • Creating transformational places that will create employment and • Ensure prosperous communities across the UK economic growth • Create good jobs and greater earning power • Delivering pedestrian and cycle infrastructure that will improve connectivity, health and well-being and productivity UK Clean Growth Clean growth means growing our national income while • Delivery of energy efficient housing Strategy (2017) cutting greenhouse gas emissions. It will increase our • Improving and delivering energy efficient(cy) work spaces productivity, create good jobs, boost earning power and • Creating a shift towards low carbon transport help protect the climate and environment upon which life • Enhancing the benefits and value of natural resources depends. National Planning Policy Sustainable development – meet the needs of the present • Investment to build a strong, responsive and competitive economy Framework (2019) without comprising ability of future generations to meet • Investment to improve communities’ health, social and cultural their own needs. The three objectives are: Economic, well-being Social and Environmental. • Protecting and enhancing our natural, built and historic environment Making Homes Happen Intervening in the housing market to ensure more • Unlocking public land where the market would not (2018/19-2022/23) homes are built in areas of greatest needs. To improve • Delivering community-led housing that will improve affordability affordability and help improve neighbourhoods and grow • Creating a more resilient and diverse housing market with communities by challenging traditional norms to build affordable rent apartments and live-work accommodation better homes faster. Arts Council England To value creativity and make cultural experiences • Creating spaces for learning and business in the creative sector Strategy (2020-2030) accessible for all focusing on three outcomes: creative • Creating new outdoor spaces to showcase arts and culture people; cultural communities and a creative and cultural • Investing and bring all of the community into existing arts, cultural country. and heritage venues / spaces

48 Todmorden Town Investment Plan Section 1 Policy / Strategy Summary Todmorden Town Investment Plan Alignment Historic England Five foundations for a transformed economy: • Creating spaces for small, medium sized businesses Corporate Plan (2020- • Become the best place to start and grow a business • Creating spaces for learning and development 2023) • Become the world’s most innovative economy • Developing skills in sustainability and zero-carbon technologies • Upgrade the UK’s infrastructure network • Creating transformational places that will create employment and • Ensure prosperous communities across the UK economic growth • Create good jobs and greater earning power • Delivering pedestrian and cycle infrastructure that will improve connectivity, health and well-being and productivity Gear Change (2020) Clean growth means growing our national income while • Delivery of energy efficient housing cutting greenhouse gas emissions. It will increase our • Improving and delivering energy efficient(cy) work spaces productivity, create good jobs, boost earning power and • Creating a shift towards low carbon transport help protect the climate and environment upon which life • Enhancing the benefits and value of natural resources depends. Ten Point Plan for Green To achieve net zero carbon emissions by 2050 by: • Investment to build a strong, responsive and competitive economy Industrial Revolution • Advancing offshore wind • Investment to improve communities’ health, social and cultural (2020) • Jet zero and green ships well-being • Greener buildings • Protecting and enhancing our natural, built and historic • Protecting our natural environment environment • Green finance and innovation • Accelerating shift towards zero emissions with electric charging • Investing in carbon capture, usage and storage points Driving the growth of low carbon hydrogen • Investment in cycling and walking infrastructure to make it more • Delivering new and advanced nuclear power accessible and safer for everyone • Accelerating the shift to zero emissions vehicles • Green public transport, cycling & walking

TIP Section 1 49 Policy / Strategy Summary Todmorden Town Investment Plan Alignment West Yorkshire To grow a more inclusive, resilient, sustainable economy • Achieving inclusive growth by delivering infrastructure focused Combined Authority with more productive businesses, better levels of on well-being, connectivity, accessibility, learning / skills and Covid-19 Recovery Plan skills and entrepreneurialism, less inequality, better employment (2020) environmental sustainability. • Achieving sustainable development by utilising brownfield land / property and capitalising on pro-environmental behaviours that already exist in Todmorden Welcome to Yorkshire Our Strategy aims to support businesses, attractions and • Creating new spaces for events and visitors to drive footfall and Covid-19 Recovery Plan the wider tourism sector as they reopen, recover and lengthen the stay of tourists to increase tourism spend and support for Tourism (2020) rebuild over the coming months and years. the hospitality • Capitalising on growth of domestic tourism and Todmorden’s rich heritage, unique landscape, location and community entrepreneurialism through direct investment in assets, connectivity improvements, new overnight accommodation and by developing the brand that ‘There is MORe in TodMORden’ West Yorkshire Future The objectives of the Future Mobility Strategy are to: • Investment in cycling and walking infrastructure to make it more Mobility Strategy (2020) support and enable inclusive growth; contribute towards accessible and safer for everyone our ambition of becoming zero carbon by 2038 and help to • Gradually reduce parking provision to reduce reliance on cars tack the climate emergency; help us achieve our targets • Creating a cycling eco-system opening up opportunities for all to increase use of bus, rail, walking and cycling whilst • Improvements to physical accessibility of buildings and spaces reducing car use; help to better plan and manage our making them more inclusive transport networks to transform the affordability, ease and experience of the people using it; and contribute towards the region’s recovery from the COVID-19 crisis. Active Calderdale A physical activity strategy to deliver the most active • Investment in cycling and walking infrastructure to make it more Strategy (2017) & Borough in the North of England, by 2024. Delivered accessible and safer for everyone Calderdale Cycling through Active Communities, Active Sport and Active • Creating a cycling eco-system opening up opportunities for all Strategy (2017) Parks, Open Spaces & Environments. • Investment in sports infrastructure and public green space

50 Todmorden Town Investment Plan Section 1 Policy / Strategy Summary Todmorden Town Investment Plan Alignment Calderdale Inclusive The vision of a more inclusive growing economy which • Investment to create better space for small, medium sized Economy Strategy benefits everyone, reducing inequality and building a businesses (2018-2024) financially and more environmentally sustainable future. • Investment in facilities to enable learning and skills development • Delivering critical infrastructure and housing that will reduce inequality and improve physical and mental well-being • Transformational change that will attract/ retain younger working age people • Creating spaces in which people wish to live, work and visit Calderdale Council Calderdale in 2032 is a great place to live, work, invest • Delivering sustainable development and responding to climate Submission Draft Local and visit, which has capitalised on its strategic position change Plan (2020) between Leeds and Manchester within metropolitan • Creating a resilient and more sustainable economy founded upon northern England, managing growth, change and enterprise the needs of its people within its precious Pennine • Development to meet housing needs Environment. • Investment in green infrastructure and the natural environment • Reducing car dependency and improving provision of sustainable transport modes

Todmorden Draft Todmorden will be an innovative and resilient town • Investment in public spaces to benefit the local community, attract Neighbourhood Plan that responds effectively to the changing needs of its visitors and generate economic activity in the heart of the town (2019) community. Emerging economic sectors will provide centre new jobs and new housing will be developed in line with • Investment in facilities to enable learning and skills development community aspirations so that people of all ages have • Delivery of affordable housing access to appropriate housing of a high quality. Tourism • Investment in existing arts, cultural and heritage assets to support and leisure opportunities will be expanded to develop and grow opportunities in tourism and leisure Todmorden as a thriving town for residents and visitors alike.

TIP Section 1 51 Realising the Vision and Objectives

Todmorden’s residential and business communities With three points available for each criteria, projects Shortlisting & project prioritisation process were scored and then ranked, with the strongest and its passionate third sector groups have been Step 1 projects attaining the highest score (out of a total of fundamental in coming forward with project Engage community to assemble 12). All projects shortlisted scored at least 8/12. In proposals and ideas that will realise the vision and potential projects strategic objectives to create transformational some instances, we have merged complementary change in the town. This unique process resulted in projects where it will create efficiencies in delivery over 40 potential projects and demonstrates the level and achieve greater transformational change. of community engagement and enterprising spirit in Step 2 Todmorden that will make the vision and objectives Following Town Board approval of the shortlist Direction of travel session with achievable. projects an action plan was put in place to further FutureGov develop projects. This enabled further stakeholder To select the key projects, the next step was to engagement and resulting in the projects being quantitatively assess the longlist of options against prioritised and assessed against the Board’s local Step 3 the criteria set out below. evaluation criteria and Town Fund criteria using the Evaluation of project longlist against • Strategic alignment – identifying whether project prioritisation tool (provided at Appendix 2). criteria to identify shortlist the projects met one of the Towns Fund Intervention Framework criteria. Through this As a result of this process, we are requesting £25m process consultants have used previous project of investment through the Towns Fund programme experience to consider how much of an impact to deliver the transformational change that Step 4 potential projects would have, and whether they Todmorden needs to realise its vision and objectives. Further development of projects and fit and align with wider strategic priorities. Below, we set out our spatial strategy to illustrate check & challenge with FutureGov • Evidence of need – comparing the potential how the package of shortlisted projects interrelate project outputs to the challenges and needs with one another. We then provide an overarching identified in the evidence base. logic map to show how the combined package of Step 5 • Potential for co-funding – whether projects have projects will result in transformational change for Final refinement of projects and co-funding potential and indeed progress to Todmorden. assessment using prioritisiation tool to securing the funds. shortlist projects • Achievability (deliverability) – how deliverable is the project in the Towns Fund programme based on understanding of cost, co-funding, delivery mechanism and end-use sustainability. Projects with significant interdependencies such as securing land ownership and planning scored lower.

52 Todmorden Town Investment Plan Section 1 Spatial Strategy

Shaped by its landscape, geography and history, Todmorden is centred at the meeting point of three valleys and stretches out along the valley floors. The town is inherently defined by its green and blue infrastructure, with movement patterns reaffirming this spinal framework. Its town centre, at the convergence of these valleys, is the focus for commercial, civic and social interactions.

The spatial focus for investment in Todmorden is based on key areas of opportunity and need stretching from the neighbourhoods of Walsden to the south, and to Lydgate in the north across the Town Deal boundary with the main proposed investment being the Town Centre.

The capital projects proposed will strengthen the existing economic and social ecologies and enable them to flourish by providing enhanced active travel infrastructure connecting the Upper Calder Valley and specific Towns Fund interventions in Lydgate, Walsden and at Riverside Outdoor Activity, Recreation and Sports Park. This improved connectivity, will also attract and strengthen the visitor economy and help to free the town from overreliance on the car.

The aim of the spatial strategy is to utilise the new public realm and civic space as a focal point for economic activity in the town centre between key facilities such as the market, new Enterprise Centre, Hippodrome Theatre and the re-vitalised Grade I listed Town Hall. Annual events will utilise this space and showcase Todmorden’s rich arts, culture and heritage. Residential development will further animate the heart of the town centre and create footfall and activity throughout the day into evening.

Provision of new visitor accommodation on the canal side within walking distance of the civic space will enable visitors to lengthen their stay in Todmorden, with wider economic benefits. It will support the use of the heart of the town as a conference campus maximising the opportunities for various organisations to host conferences. The Todmorden Learning Centre and Community Hub will play an important role in educating the local and wider community on climate resilience, building on Todmorden’s reputation for sustainability and providing people with the opportunity to develop specialist skills in this growing sector.

TIP Section 1 53 54 Todmorden Town Investment Plan Section 1 Logic Map of Todmorden Town Investment Plan

Monitoring and Evaluation of project outputs, outcomes and impacts will ensure that Key Challenges and Needs: Todmorden will realise its vision and strategic objectives. • Ageing population and reducing working age population • Underused cultural / heritage assets • Lack of overnight accommodation to support visitor economy Key Impacts: • Deprivation, poor educational attainment & productivity • A vibrant town centre of residents, business & visitors • Lack of affordable and modern business space for smaller enterprises • Reduced employment deprivation • Affordable spaces for the arts and creative sector • Reduction in C02 emissions • Poor digital connectivity • Reduced income deprivation • Housing affordability and affordable housing supply • Increase in working age population • Increasing active modes of travel and reducing C02 • Affordable accommodation in perpetuity for business & residents • Improving physical and mental well-being • Reduced health deprivation • Improving access to sports and recreational space • Reduced reliance on vehicles

Market Failures: Key Outcomes: • Increase in educational attainment • Public goods and negative externalities e.g. Physical infrastructure • Increase in visitor numbers • Increase in employment • Market power – up-front infrastructure costs, in particular to overcome potential • Increase in cultural events • Increase in use of active travel flooding issues, mean that the rate of return is not sufficient to attract private • Improved perceptions of place • Improved air quality sector investment into Todmorden (with the exception of convenience retail) • Increased economic activity • Increase in use of public spaces • Imperfect information – property market activity in Todmorden has been primarily • Increase in tourism spend • Increase in physical activity limited to convenience retail, so there is a lack of cost and value evidence to • Increase in business counts • Improvements in physical and mental support private sector decision-making in developing other uses • Increase in business resilience well-being • Increase in skills • Reduced housing inequality

Vision: Key Activities Key Outputs Our vision is a thriving, resilient market town which capitalises on its unique 1.0: Public Places in Heart of Tod • 1,887 sqm of new workspace landscape, its environment, and its renowned community activism and enterprising 1.1: Affordable Living in Heart of Tod • 1,080 sqm of new creative space spirit. Todmorden will have a strong visitor economy and be a beacon for social and 1.2: Enterprise in Heart of Tod • 4 new courses at learning centre environmental enterprise, creative industries and healthy living. 1.3: Staying in the Heart of Tod • 6 buildings restored 2.0: Todmorden Town Hall • 5,250 sqm brownfield land back in use • 30 overnight accommodation beds Underpinning the vision and objectives are three cross-cutting themes that align to 2.1: Hippodrome Theatre • 35 affordable dwellings the Calderdale Inclusive Economy Strategy (Vision 2024): 2.2: Centre Vale Park & Fielden Hall • 3,665 sqm improved public spaces Inclusive Growth | Health & Well-Being | Clean Growth 2.3: Riverside Outdoor Activity, Recreation and Sports Park • 15.2km of new or upgraded cycleways / 3.0: Todmorden Learning Centre footpaths 3.1: Murmuration Workshops • 3G all-weather sports pitch 4.0: Enabling Active Travel • 2 refurbished indoor sports facilities Inputs Required 4.1: Walsden Cycle Hub & All Ability • 6 new/ refurbished outdoor sports facilities Approx. £42m of capital investment with £25m from the Towns Fund Cycle Centre • 8 electric charging points • 288 new cycle parking spaces

TIP Section 1 55 Urban Regeneration, Planning & Land Use Projects

We have a series of achievable projects that together will re-invent the town centre into a thriving place for people to live, work and visit. The planned investment Challenges & Needs will improve the perception of place and will bring people into the town centre • Lack of quality civic space & underutilised assets to increase footfall and dwell time. These projects complement the planned • Lack of overnight accommodation investment in arts, culture and heritage assets as well as our Active Todmorden • Lack of affordable / modern workspace • Poor energy efficiency of workspace project to improve pedestrian and cycle connectivity. Together, these interventions • Housing affordability & affordable will regenerate and boost the heart of Todmorden and measurably strengthen the housing supply local economy to create a more sustainable future for the town. Indirect benefits What does success look like? will include a happier and healthier population, and significant long-term cost √ Sustainable & environmentally resilient √ A well-connected place savings associated with this. √ A thriving local economy √ Access to quality spaces √ A suitable place to live for all 1.0 Public Places in the Heart of Todmorden 1.2 Enterprise in the Heart of Todmorden √ A strong sense of local identity A new flexible Bramsche Square will act as a meeting A new 905 sqm enterprise centre will bring √ A creative and innovative community place and event space linking Todmorden Market, business, the community and visitors into the heart the Central Methodist Church and Grade I listed Strategic alignment of Todmorden to create a focal point for economic • National Planning Policy Framework Town Hall. The outdoor market stalls will become activity. The hub will incorporate physical space • Planning Practice Guidance flexible, creating stronger visual links and improved to link up with the Active Todmorden project and • Energy White Paper movement through the heart of Todmorden. The Walsden Cycle Hub. • West Yorkshire Combined Authority Incredible Edible Pollination Gardens will be Spatial Priority Areas reimagined to remain a key community asset. 1.3 Staying in the Heart of Todmorden • Leeds City Region Strategic Economic Overnight accommodation will be delivered at a Plan 1.1 Living in the Heart of Todmorden canal-side location to improve and diversify the • Calderdale Submission Draft Local Plan Thirty affordable apartments and three live-work town’s offer and also, crucially, increase the number • Calderdale Council Inclusive Economy houses will be delivered and managed by the Upper of rooms in the town by 22, therefore facilitating Strategy • Calderdale Visitor Economy Strategy Calder Valley Community Land Trust in partnership planned growth in cultural and tourism activities. with Homes England. The Towns Fund investment • Draft Todmorden Neighbourhood Plan will overcome flooding issues with the brownfield site and enable these homes to be zero carbon.

56 Todmorden Town Investment Plan Section 1 TIP Section 1 57 Project 1.0: Public Places in the Heart of the Todmorden

Bramsche Square is strategically located between A pavement fountain is proposed to attract families to three key heritage assets in the heart of the town dwell longer in town. The pavement fountain is also Towns Fund Alignment: centre: Todmorden Market, Central Methodist Church a response to climate change adaptation with further √ Urban regeneration, planning & land- and Grade I listed Todmorden Town Hall. In its current adaptations included such as rain gardens, additional use Arts, culture & heritage use as a public car park, the square is car dominant shading through new tree planting, and water filling √ Enterprise Infrastructure √ Covid-19 recovery plan and negatively detracts from these heritage assets station. The space will be designed for flexible, √ Clean growth as well as Pollination Gardens. This project involves multipurpose uses including short term car parking. reducing the amount of car parking by turning Bramsche Strategic Alignment: Square into a new public square and civic space with a Towns Fund investment required to overcome public √ National Planning Policy Framework Planning Practice Guidance reconfigured Pollination Gardens. The outdoor market goods and co-ordination failures: public space is a √ √ Our Green Future stalls will be replaced with more modern retractable public good for which there is no market for delivering √ Leeds City Region Destination Plan stalls that enable the space to be used more flexibly. such space. This is because there are positive √ Calderdale Submission Draft Local Plan Infrastructure of services will be provided within the externalities associated with investment in public realm √ Calderdale Visitor Economy Strategy pavement to support the successful programme of which does not directly benefit the private sector. There √ Draft Todmorden Neighbourhood Plan festivals as well as hosting of specialty markets. is also co-ordination failure between private sector organisations that could reduce their cost and realise benefits through collaboration.

Context Input Output Outcome Impact • Underused cultural and Total Cost: £3.525m • 1,850 sqm of new civic space • Improved biodiversity and rain • Increased economic activity in heritage assets for events water management the town centre • Dominance of car parking and Acquisition: N/A • Reconfigured and improved • Improved wheelchair • Increase in visitor numbers hard landscaping public green space (650 sqm), accessibility from outside of Calderdale • Legibility and accessibility to Delivery: including planting area for • Improved perceptions of place • Reduced health deprivation in canal, River Calder & open • Outdoor market £1.250m produce by residents, businesses & the town centre space • Civic space £1.750m • Reconfigured, flexible space visitors • Reduced vehicle flows and • Poor links and accessibility to • Pollination Garden £0.525m (1,165 sqm) for outdoor • Increase in trips by foot and reliance upon car railway station market traders bicycle • Reduced C02 emissions per • Need to improve the town Funding: 100% Towns Fund | 0% • Water filing station • Increase in visitors to town capita / per km2 centre experience Co-Funding • Sustainable Urban Drainage centre events • Need to create a better town and infrastructure for events • Increase in land and property centre civic space for events values

58 Todmorden Town Investment Plan Section 1 Context Input Output Outcome Impact • Underused cultural and Total Cost: £3.525m • 1,850 sqm of new civic space • Improved biodiversity and rain • Increased economic activity in heritage assets for events water management the town centre • Dominance of car parking and Acquisition: N/A • Reconfigured and improved • Improved wheelchair • Increase in visitor numbers hard landscaping public green space (650 sqm), accessibility from outside of Calderdale • Legibility and accessibility to Delivery: including planting area for • Improved perceptions of place • Reduced health deprivation in canal, River Calder & open • Outdoor market £1.250m produce by residents, businesses & the town centre space • Civic space £1.750m • Reconfigured, flexible space visitors • Reduced vehicle flows and • Poor links and accessibility to • Pollination Garden £0.525m (1,165 sqm) for outdoor • Increase in trips by foot and reliance upon car railway station market traders bicycle • Reduced C02 emissions per • Need to improve the town Funding: 100% Towns Fund | 0% • Water filing station • Increase in visitors to town capita / per km2 centre experience Co-Funding • Sustainable Urban Drainage centre events • Need to create a better town and infrastructure for events • Increase in land and property centre civic space for events values

Source: Craig Shaw Photography TIP Section 1 59 Paving the Way for City Change - Brighton's New Road Source: Gehl People

60 Todmorden Town Investment Plan Section 1 Multipurpose Civic Space, Crowle Multipurpose Civic Space, Hull Source: Bauman Lyons Architects Source: Bauman Lyons Architects

Pollination Street Urben Rain Garden Source: Craig Shaw Photography Source: EPA (water.epa.gov)

TIP Section 1 61 Project 1.1: Affordable Living in the Heart of Todmorden

The Rose Street site is Council owned and has been an The scheme will be a demonstrator of low energy, underutilised area of hard standing in the heart of the sustainable housing in flood zone. Car parking including Towns Fund Alignment: town centre, since a health care centre was demolished six electric charging points, bicycle tools storage, √ Urban regeneration, planning & in the mid-2000s. The site is in Flood Zone 3 - this is a batteries for PVs, air source heat pumps, bins and land-use key development constraint. The Council unsuccessfully storage will all be accommodated under the podium. √ Enterprise infrastructure marketed the site in 2017 and feasibility studies since There will be rain gardens to all sides of the podium and √ Covid-19 recovery plan Clean growth have explored the potential for housing, but viability all apartment doors on the podium will be accessed √ has been an issue due to up-front infrastructure costs from a traffic free shared garden. Strategic Alignment: to mitigate constraints such as flooding but also deliver √ National Planning Policy Framework policy requirements. The Calder Valley Community Land Trust Ltd (CVCLT) √ Planning Practice Guidance have been identified as a local delivery partner. CVCLT √ Making Homes Happen √ Our Green Future Towns Fund investment is required to deliver a podium were established in 2014 and is an Investment Partner √ West Yorkshire Low Emissions Strategy (above flood level) that will create a development with Homes England and a Registered Provider of Social √ Calderdale Submission Draft Local Plan platform and enable co-funding to be leveraged Housing. CVCLT are able to access to grant-funding √ Calderdale Inclusive Economy Strategy to deliver 30 zero carbon apartments (including 2 for developments from the Government’s Affordable √ Draft Todmorden Neighbourhood Plan wheelchair accessible apartments) and 3 zero carbon Homes Programme and this will ensure that housing affordable live-work units. delivered in the heart of the town centre is genuinely affordable in perpetuity.

Context Input Output Outcome Impact • Site in flood zone 3 Total Cost: £7.075 m • 0.42 ha Remediation of • Reduced housing shortage • Reduced levels of deprivation • Affordable housing shortage brownfield land • Reduced housing inequality • Increase in working age • Affordability challenges for Acquisition: N/A • Development of 30 quality, • Increase in land value population low-income households zero carbon affordable • Improved perceptions of place • Reduced C02 emissions per • Poor digital connectivity Delivery: £7.075 m residential apartments by residents, businesses & capita • High levels of self- • Development of 3 zero carbon visitors • Increase in self-containment containment (working and Funding: 24% Towns Fund | 76% and affordable live-work • Increase in local spend • Increased economic activity in living in Todmorden) Co-Funding accommodation • Improved perceptions of the town centre • Need to retain and attract Upper Calder Valley Land Trust will • 6 x Electric charging points safety working age population leverage Homes England funding. • Temporary construction jobs • Reducing C02 emissions per capita

62 Todmorden Town Investment Plan Section 1 Rose Street Site Aerial View of Rose Street Site Source: Craig Shaw Photography Source: Craig Shaw Photography

Flood Proof Housing Low Carbon Housing Source: ZED Factory Source: Stride Treglown, Swansea

TIP Section 1 63 Project 1.2: Enterprise in the Heart of Todmorden

A high quality new three storey building is proposed on future pandemics. The upper floors will accommodate a Towns Fund Alignment: Council owned land. The proposed building will be 905- mix of co-working and office spaces. There will be a Fast √ Urban regeneration, planning & 1,200 sqm and will co-locate a variety of local business Broad band connection, 24-hour security and a café land-use enterprise start-ups and SMEs seeking to capitalise on operation integrated into the co-working offer. √ Enterprise infrastructure changing working habits due to Covid-19. The scheme √ Covid-19 recovery plan √ Clean growth will be an exemplar of low carbon building and designed Towns Fund investment is required to overcome market to the highest quality in keeping with the conservation failures of imperfect information and market power. As a Strategic Alignment: area status of the site. A Food Hub and Mobility Hub are small market town there is a lack of market information √ National Planning Policy Framework the proposed anchor tenants occupying ground floor and transparency that encourages private sector √ UK Industrial Strategy Gear Change and sharing central public space with a café. The atrium investment in workspace and enterprise. The up-front √ √ WYCA Spatial Priority Areas forms a direct link between the new Civic Square and infrastructure costs of such a project would also not √ Calderdale Submission Draft Local the Pollination Gardens and will double up as a Winter attract private sector investors due to the development Plan Garden. The ground floor units will have shop windows risk and end use being of low commercial value √ Calderdale Inclusive Growth to the outside as well as trading within the atrium for comparative to major conurbations such as Manchester Strategy √ Calderdale Visitor Economy Strategy animation as well futureproofing the businesses for and Leeds. √ Draft Todmorden Neighbourhood Plan

Context Input Output Outcome Impact • Lack of affordable and modern Total Cost: £3.175 m • Increase in the amount and • Increase in land value • Increased employment business space diversity of high quality, • Improved perceptions of place opportunities • Poor energy efficiency of Acquisition: N/A affordable commercial space by residents, businesses & • Reduced employment business premises and risk of (905-1,200 sqm) visitors deprivation redundant spaces Delivery: £3.175 m • Increase in the amount of • Increase in business counts • Reduce income deprivation • Poor digital connectivity shared working spaces • Increase in no. of enterprises • Increase in working-age • Town Centre Council owned Funding: 100% Towns Fund • 450 sqm of remediated utilising commercial spaces population development land Co-funding opportunities via brownfield land • Increase in no. of start-ups • Reduced C02 emissions per • High levels of self- WYCA to be explored through FBC • Temporary construction jobs utilising business incubation capita / per km2 containment (working and process and co-working spaces • Increase in self-containment living in Todmorden) • Increase in land and property • Increase in use of active • Community enterprise and values modes of travel to work significant growth in business • Increased economic activity in counts town centre • Reducing C02 emissions per capita /km2

64 Todmorden Town Investment Plan Section 1 Aerail view of Pollination Street Food Enterprise Market, Copenhagen Source: Craig Shaw Photography Source: canal-midi.info

Start-up Space Cafe and Bicycle Heaven, York Source: Peter Cook for Architects Journal Source: Indieyork.co.uk

TIP Section 1 65 Project 1.3: Staying in the Heart of Todmorden

A 20-22 room boutique hotel is proposed on the Lever Towns Fund investment is required to overcome market Street Council owned car park which will be adjacent failures of imperfect information and market power. As a Towns Fund Alignment: to recently refurbished public realm alongside the small market town there is a lack of market information √  Urban regeneration, planning & land-use Rochdale Canal. The site is currently within a flood and transparency that encourages private sector √  Arts, Culture & Heritage zone 3, within 5 minutes’ walk of the Civic Square and investment in overnight accommodation. The up-front √  Local Transport the train station. The proposed development is for a 5 infrastructure costs of such a project would also not √  Covid-19 recovery plan  Clean growth Star 1,200 sqm eco-hostel / eco-hotel with sympathetic attract private sector investors due to the development √ urban design, carbon positive eco-build and eco- risk and end use being of low commercial value Strategic Alignment: operation. comparative to major conurbations such as Manchester √ National Planning Policy Framework and Leeds. √ UK Tourism Action Plan Built over three floors, it is proposed to reserve the √ Visit Britain & Visit England 5-Year Strategy √  Leeds City Region Strategic Economic Plan ground floor uses for a communal function such as √ Welcome to Yorkshire Recovery Plan café, co working space and ancillary facilities and some √ Leeds City Region Destination Plan electric vehicle parking and 2x EV charging points. The √ Calderdale Inclusive Growth Strategy two upper floors will contain a variety of hotel rooms √ Calderdale Visitor Economy Strategy √ Calderdale Submission Draft Local Plan including bunk beds, family rooms and standard double √ Draft Todmorden Neighbourhood Plan rooms. The Hotel will be unique and a destination in its own right.

Context Input Output Outcome Impact • Established community events Total Cost: £3.000 m • 600 sqm of brownfield land • Increase in overnight visits • Increased economic activity in programme remediated • Increase in visits from outside town centre • Lack of overnight Acquisition: N/A • Delivery of new eco-friendly towns fund area • Reduced C02 emissions per accommodation overnight accommodation • Improved perceptions of place capita / per km2 • Dominance of car parking and Delivery: £3.000 m with 20-22 en-suite rooms by residents, businesses & • Increase in use of active hard landscaping • 1,200 sqm of floorspace visitors modes of travel • Need to improve the town Funding: 100% Towns Fund created • Increase in number of visitors • Reduced employment centre experience Co-funding opportunities via • 2 x Electric charging points to arts, cultural & heritage deprivation • Reducing C02 emissions per WYCA to be explored through FBC • Temporary construction jobs events / venues • Reduce income deprivation capita process. • Increased spend in town • Increase in working-age centre population • Direct and indirect operational • Increase in tourism jobs jobs

66 Todmorden Town Investment Plan Section 1 Source: Craig Shaw Photography TIP Section 1 67 Arts, Culture & Heritage Projects

Our chosen projects target key existing assets with the aim of investment to unlock their potential and turn Todmorden into a Challenges & Needs destination but also a more attractive place to live and work. There • Lack of quality civic space & underutilised assets is a synergy between these projects and our investment in the Active • Poor legibility and accessibility to open Todmorden project which will improve movement and legibility space • Negative impact of Covid-19 on arts / around the town centre as well as improvements to pedestrian and cultural sector cycle infrastructure that link these key assets in the town centre and • Long-term health issues and disabilities • Open space in flood zone 3 the Burnley and Rochdale Corridors. What does success look like? √ Sustainable & environmentally resilient 2.0 Todmorden Town Hall 2.2 Riverside Outdoor Activity, Recreation and √  A well-connected place The refurbished and regenerated Grade I listed Sports Park √  A thriving local economy Town Hall will be a focal point for the civic life. Riverside Outdoor Activity, Recreation and Sports √  Access to quality spaces We want to open up this heritage asset to the Park will be a place for multi-sport and recreation √  A healthy community √  A strong sense of local identity community and support learning for all ages, outside of the town centre providing an alternative √  A creative and innovative community building on the success of the heritage resource to Todmorden Sports Centre. Investment will centre and volunteer-guided tours. It will be an be used to refurbish and modernise the pavilion Strategic alignment improved, more accessible space for public events, building so it is fit for purpose and deliver an all- • National Planning Policy Framework community engagement, concerts, exhibitions, weather pitch that enables the community to access • Planning Practice Guidance meetings and celebrations. recreational space all year round. • Historic England Corporate Plan • West Yorkshire Strategic Economic Framework 2.1 Hippodrome Theatre 2.3 Centre Vale Park & Fielden Hall • Welcome to Yorkshire Recovery Plan • Leeds City Region Strategic Economic Todmorden Amateur Operatic and Dramatic Society A comprehensive project to restore and intensify use Plan (TAODS) own and operate the Hippodrome and its of the bandstand and town’s principal green space. • Calderdale Vital Signs productions form a strong cultural and economic It will strengthen the parks role as a community • Calderdale Playing Pitch Strategy asset for the town attracting 15,950 visitors in 2019. hub and fulfil its potential for greater economic • Active Calderdale The Herald building next to the existing theatre and social benefit as a centre for sport, recreation, • Calderdale All Age Disability Strategy will be acquired and redesigned and refurbished outdoor events and celebrations. Calder Valley Land • Calderdale Visitor Economy Strategy • Calderdale Inclusive Covid-19 Recovery to create a multi-purpose, fully accessible space to Trust will turn the adjoining Grade II listed Fielden • Draft Todmorden Neighbourhood Plan complement the existing theatre. This space will be Hall into an exemplar for heritage buildings with fit for the 21st century, more visible and easier for modern eco-performance standards, with the hall’s residents and visitors to use. Masters House and Old School House available for affordable rent.

68 Todmorden Town Investment Plan Section 1 TIP Section 1 69 Project 2.0: Todmorden Town Hall

The project is to re-invent the 1875 built Grade I The Town Hall will become an attractive and fully listed building to create an open and welcoming accessible building available for events, functions and Towns Fund Alignment: Heritage Centre and community hub that is financially workspace. √ Urban regeneration, planning & land-use Arts, culture & heritage sustainable. Co-Funding has already been spent on √ Enterprise Infrastructure some works and the Towns Funding will enable: Towns Fund investment is required to overcome the √ Covid-19 recovery plan • Refurbishment and adaptations including reopening market failures: merit good, positive externalities & √ Clean growth of the main entrance. market power. Facilities like the Town Hall could be Strategic Alignment: • Works to the public realm and to main access to classified as a ‘merit good’, as people underestimate the √ National Planning Policy Framework enable use by less able people. benefit of the good. The benefit is primarily captured √  Historic England Corporate Plan • Remodelling of internal spaces to enable a range of by individuals and society, not the investor. As a small √  Visit Britain & Visit England 5-Year Plan uses (including information centre, event space and market town, the private sector would not be attracted √  West Yorkshire Strategic Economic workspace) /activities simultaneously. to invest in such a facility because of the up-front Framework √  Welcome to Yorkshire Recovery Plan • The Main Hall will be fully refurbished and become infrastructure costs which would not be offset by the √  Leeds City Region Destination Plan an attractive useable venue for hire. relatively low commercial value of the end use √  Calderdale Vital Signs √  Calderdale All Age Disability Strategy √  Calderdale Visitor Economy Strategy √  Calderdale Submission Draft Local Plan √  Draft Todmorden Neighbourhood Plan

Context Input Output Outcome Impact • Need to improve the use of Total Cost: £1.57m • Upgraded main hall, former • 60 new volunteers and 6 new • Local economic benefit of cultural and heritage assets courtroom and Cockroft rooms roles created increased visitor numbers with • Need to create a better town Acquisition: N/A for multi-purpose use hire • Visitor numbers increased longer dwell times. centre civic space for events • Increase in amount / diversity • 2,000 local school children • A healthier community with • Need to improve the town Delivery: £1.57m of high-quality, affordable from 7 schools engaging and over 3,000 people taking centre experience Revenue: N/A commercial floorspace taking part in their heritage, part in activities tackling • Need to grow the visitor • A new information and currently it is 1-2 schools per isolation and promoting active economy Funding: £1.45m Towns Fund | heritage centre year lifestyles. • Lack of affordable and modern £0.122m Co-Funding • Heritage features of the • Improved perceptions of place • Increase in visits from outside business space building restored and by residents /visitors towns fund area • Poor mental and physical protected • No. of start-ups / scale-ups • Increased economic activity in well-being utilising business spaces town centre • Increase in town centre spend from visitors

70 Todmorden Town Investment Plan Section 1 Source: TodConnect TIP Section 1 71 Project 2.1: Hippodrome Theatre

The project involves the acquisition of the Herald The space will extend the performance options open building next to the Hippodrome that will be developed to our current members and volunteers. It will lead to Towns Fund Alignment: as a new theatre and arts venue for the town. To improved arts, cultural and heritage offer that is more √ Arts, culture & heritage achieve this, the existing Theatre will be integrated visible and easier for residents and visitors, resulting in √ Skills & Enterprise infrastructure with the Herald building and through conversion and increased visitor numbers. √ Covid-19 recovery plan √ Clean growth refurbishment, a multi-purpose, fully accessible space will be created for teaching, rehearsal, production Towns Fund investment is required to overcome the Strategic Alignment: and performances. The ground floor is a single market failures: imperfect information and market √ National Planning Policy Framework space and will be reconfigured as performance and power. As a small market town there is a lack of market √ Historic England Corporate Plan Visit Britain & Visit England 5-Year Plan rehearsal space. Further work will create rooms information and transparency that encourages private √ √ West Yorkshire Strategic Economic upstairs for workshops and storage that will improve sector investment in Todmorden’s arts & cultural Framework the sustainability of the CIO which currently has to rent sectors. This results in third sector organisations √ Welcome to Yorkshire Recovery Plan storage space. fulfilling a vital role. The up-front infrastructure costs √ Leeds City Region Destination Plan of such a project would also not attract private sector √ Calderdale Vital Signs √ Calderdale Adult Learning Strategic Plan The design includes environmentally friendly investors due to the end use being of low commercial √ Calderdale All Age Disability Strategy developments including turf rooves and grey water value. √ Calderdale Visitor Economy Strategy recycling. The additional floorspace will extend our √ Draft Todmorden Neighbourhood Plan youth theatre provision and offer more opportunities for training through classes which are fully subscribed.

Context Input Output Outcome Impact • Underused buildings (Herald Total Cost: £0.826 m • 100 sqm of new creative / • 20 additional performances • Improved skills in arts and Building) venue spaces per annum cultural sector • Need to improve accessibility Acquisition: £0.22m • 40 sqm of retail space • Annual visitors up to 20,735 • Increased economic activity in (for all) to arts and cultural • 50 sqm of storage space from 15,950 town centre facilities Delivery: £0.58m • 500 volunteer and member • Improved perceptions of place • Increase in % of visitors • Meet demand from local opportunities by residents travelling from outside Town community for more courses Funding: 100% Towns Fund • Increase in capacity and Fund area and classes in arts / creative Co-funding opportunities to be accessibility to new skills • Improved mental well-being sector explored through Full Business facilities for local people • Increase in working-age • Help overcome negative Case process which could reduce population impact of Covid-19 on the arts Towns Fund requirement. • Increase in town centre spend / cultural sector from visitors • Need to reduce C02 emissions per capita

72 Todmorden Town Investment Plan Section 1 Source: Tales from Paradise Heights TIP Section 1 73 Project 2.2: Riverside Outdoor Activity, Recreation and Sports Park

Riverside is a prime outdoor recreational and sports primary schools use. The investment will also deliver a site, conveniently located between the Rochdale canal 3G all weather pitch, the use of which is of interest to a Towns Fund Alignment: towpath and main Rochdale to Todmorden road. This local professional club and a new rugby club. The output √ Arts, culture & heritage community asset has been underutilised for 20 years from investment would be a self-sustaining enterprise, √ Skills infrastructure with just one football club using the facility bi-weekly. generating an income to support the sustainability of the √ Covid-19 recovery plan √ Clean growth The pavilion building is structurally sound but has usually grant supported sports element. lacked investment. Strategic Alignment: This location is now the leading option as the most level √ National Planning Policy Framework Upper Calderdale Valley Renaissance (UCVR), an site in the valley. Interest in an investment partnership √ Visit Britain & Visit England 5-Year Plan Towards an Active Nation established social enterprise, took ownership of from a local professional club and new Rugby club √ √ West Yorkshire Strategic Economic the site in 2016 and undertook essential repairs and has added to the viability of this proposal. The output Framework created a training and community space. It now needs from investment would be a self-sustaining enterprise, √ Welcome to Yorkshire Recovery Plan intervention and financial support to modernise the generating an income to support the sustainability of the √ Leeds City Region Destination Plan building and kick-start the realisation of the site's usually grant supported sports element. √ Calderdale Playing Pitch Strategy √ Active Calderdale Strategy potential. It will provide accommodation for walkers, √ Calderdale Visitor Economy Strategy cyclists and water sports users and an engaging Forest √ Draft Todmorden Neighbourhood Plan School (proven to support the national curriculum) and its community use will expand to the local scouts and

Context Input Output Outcome Impact • Need to improve the quality of Total Cost: £1.885m • Upgraded sports facilities • Number of visitors to arts, • Reduction health deprivation sports and recreation space • New 3G all-weather pitch cultural and heritage venues • Increase in % of visitors from • Open space in Todmorden Acquisition: N/A • Visitor Accommodation • Perceptions of place by outside of Calderdale Town Centre in flood zone 3 • Educational facilities residents and visitors • Youth Engagement enhanced restricting use Delivery: £1.885m • Community space • Improved physical and mental • Improved visitor economy • Low life expectancy at birth • Modernised pavilion and well-being opportunities • High % of long-term Funding: 39% Towns Fund | 61% community space • Increase in participation in • Covid Recovery through • health issues and disabilities Co-Funding • Access improvement physical activity outdoor activities and field • High % of population with • Parking surface improvements • Awareness of natural study education mental health issues and • Employment surroundings comparatively high suicide • Visitor accommodation' before • Access to national trails rate per 100,000 the 20 campsite pitches • Accessibility • Visitor economy active breaks • A self-sustaining enterprise

74 Todmorden Town Investment Plan Section 1 Bellholme Sports Ground Project Riverside Outdoor Activity, Recreation and Sports Park Source: Upper Calder Valley Renaissance Source: Riverside Sports, Activity and Training Centre - Bellholme Sports Ground Facebook Group

TIP Section 1 75 Project 2.3: Centre Vale Park & Fielden Hall

A comprehensive project to restore and intensify the • Refurbishment of the Grade II listed bandstand and use of Centre Vale Park, strengthening its role as the performance area for open-air entertainment Towns Fund Alignment: town’s principal green space and bolstering its role as a • Create a fourth tennis court, restore the quality of √ Arts, culture & heritage social, community hub alongside upgraded facilities in the existing courts and secure their sustainable use √ Regeneration, planning & land use the adjoining Fielden Hall. Specifically, the project will with the relocation of the Todmorden Tennis Club to √ Skills infrastructure √ Covid-19 recovery plan include: the park √ Clean growth • Works to improve the environmental performance • Install water bottle filling stations in the park for of the Grade II Listed Fielden Hall health and environmental reasons Strategic Alignment: • Acquisition and restoration of two residential √ National Planning Policy Framework Making Homes Happen properties that book-end Fielden Hall, these will be Towns Fund investment required to overcome public √ √ Towards an Active Nation refurbished to deliver 2 environmentally sustainable goods and co-ordination failures: public space is a √ Visit Britain & Visit England 5-Year Plan affordable rented units. public good for which there is no market for delivering √ Welcome to Yorkshire Recovery Plan • A new hard surfaced ball court/ multi-use games such space. This is because there are positive √ Leeds City Region Destination Plan area externalities associated with investment in public realm √ Calderdale All Age Disability Strategy √ Calderdale Playing Pitch Strategy • An extended and refurbished bowling pavilion that which does not directly benefit the private sector. There √ Active Calderdale Strategy will cater for disabled and non-disabled players, is also co-ordination failure between private sector √ Calderdale Visitor Economy Strategy host regional and national competitions and provide organisations that could work together to reduce their √ Draft Todmorden Neighbourhood Plan enhanced community meeting space cost but realise the same level of benefits.

Context Input Output Outcome Impact • Underused cultural and Total Cost: £1.810m • 1 refurbished bandstand • Improved perceptions of place • Reduction in % of population heritage assets • 1 x new multi-use games area by residents, businesses & with long-term health or • Need to improve legibility/ Acquisition: £0.430m of which • 3 x new tennis courts visitors disabilities accessibility to open space £0.370K already secured by Calder • 1 x new pavilion for tennis & • Increase in visitors to arts, • Reduction in suicide rate per • Need to improve the town Valley CLT who are seeking the kiosk cultural & heritage events / 100,000 centre experience remainder from Homes England • Improved energy efficiency of venues • Increase in visitor numbers • Reducing C02 emissions per Grade II Fielden Hall • 200 veterans supported from outside of Calderdale capita/km2 Delivery: £1.380m • 2 affordable rent houses • Increase in participation in • Increase in working age • Affordable housing shortage physical activity population • Affordability challenges for Funding: 63% Towns Fund | 37% • Reduced C02 emissions • Increase in spend from visitors low-income households Co-Funding • Reduced housing inequality

76 Todmorden Town Investment Plan Section 1 Source: Ian Wright TIP Section 1 77 Skills & Enterprise Infrastructure Projects

Todmorden is renowned for its community enterprise and entrepreneurialism meaning it is a key theme running throughout all Challenges & Needs • Lack of local employment opportunities our projects which collectively will create a thriving local economy • High levels of deprivation and more opportunities for employment. The Enterprise Centre in the • Increased Universal Credit claimant count due to Covid-19 Heart of Todmorden will be central to this. The other two core projects • Increasing number of children living in low-income families under this intervention theme are unique but both have elements • High percentage of population with no of skills and enterprise creating spaces for businesses but also qualifications • Lack of affordable / modern business opportunities to learn and develop skills. space • Poor energy efficiency of business premises 3.0 Learning in Todmorden 3.1 Creative Workspaces in Todmorden • Empty and underutilised mill buildings The former college building will once again be a Robinwood Mill is an historic building in Todmorden, • Poor digital connectivity centre for education and skills development. The built in 1804 by renowned architect William Fairburn. What does success look like? Todmorden Learning Centre & Community Hub This project will convert the partly dilapidated mill √ A thriving local economy will be a centre for climate change education, building and unused spaces into artists workshops √ Skills for the future agroecology, sustainable living and natural building. / studios and repurpose storage spaces to create a √ A creative & innovative community The centre will provide teaching, researching, café and venue space. A not-for-profit company will √ Sustainable & environmentally resilient enterprise and workshop accommodation. be established and will secure a 20-year lease for Strategic alignment Approximately 20% of the building will be occupied the owners. • National Planning Policy Framework by existing tenants, the Children’s Centre, Youth Club • Planning Practice Guidance and Town Council. Over time Murmuration Workshops will become a • UK Industrial Strategy cultural hub which will give hands-on vocational • Leeds City Region Strategic Economic training in the arts and give local creatives accesses Plan to affordable space and equipment to grow their • Calderdale Submission Draft Local Plan • Calderdale Inclusive Economy Strategy businesses. By achieving this, it will attract visitor • Calderdale Inclusive Covid-19 Recovery traffic and boost culture to the north part of • Calderdale Adult Learning Strategic Plan Todmorden. • Draft Todmorden Neighbourhood Plan

78 Todmorden Town Investment Plan Section 1 TIP Section 1 79 Project 3.0: Learning in Todmorden

The former college building has been asset transferred • restore the sports hall and gym to its original 400 to TLCCH CBS. The CBS is constitutionally bound to seat capacity to allow functions, conferences and Towns Fund Alignment: serve its community above all other interests. The concerts. √ Arts, culture & heritage college building is well-designed and remains fit for √ Skills infrastructure purpose with all services and full disabled access to Towns Fund investment is required to overcome the √ Enterprise infrastructure √ Covid-19 recovery plan 95% of the building. Facilities include a hall, stage, gym, market failures: merit good, positive externalities & √ Clean growth classrooms, conference rooms, workshops, offices market power. Education facilities are a ‘merit good’, and a children’s centre. The Towns Fund will enable the people underestimate the benefit of the good. The Strategic Alignment: TLCCH to: benefit is primarily captured by individuals and society, √ National Planning Policy Framework New Green Economy • improve thermal efficiency, which will reduce not the investor. As a small market town, the private √ √ UK Clean Growth Strategy reliance on fossil fuels and reduce overheads. sector would not be attracted to invest in such a facility √ Our Green Future • improve ventilation, which improves indoor air because of the up-front infrastructure costs which √ Towards an Active Nation quality and will result in less reliance again on fossil would not be offset by the relatively low commercial √ West Yorkshire Low Emissions Strategy fuels to run mechanical equipment and will reduce value of the end use. √ Leeds City Region Strategic Economic Plan √ Leeds City Region overheads. √ Draft Todmorden Neighbourhood Plan • install public access Wi-Fi and high-speed broadband for business users.

Context Input Output Outcome Impact • Lack of local working Total Cost: £10.865m • Improved skills facilities • Increase in number of new • Improved skills in low carbon opportunities – net exporter of • Indoor sports spaces provided learners assisted technologies labour Funding: £1.86 m Towns Fund • Fire systems upgraded • Increase in number of visitors • Improved skills in sustainable • Poor educational attainment • 35 rooms made available for to arts, culture and heritage farming and agriculture • High levels of deprivation Majority of cost / co-funding is hire and let events / venues • Improved skills in building and • High percentage of population related to asset transfer from • 4 conferences hosted per • Improved perceptions of place repairs with no qualifications Council. annum by residents, visitors and • Increased public awareness • Lack of affordable and modern • 4 courses delivered per annum businesses of sustainability and carbon business space Sports England have approved a (Increase in breadth of local • Increase in % of learners efficiencies £50,000 grant with an additional skills and education) gaining relevant experience • Increase in % of visitors £5,000 project management grant. • Increase in % of working-age travelling from outside towns population with qualifications fund area

80 Todmorden Town Investment Plan Section 1 Source: Craig Shaw Photography TIP Section 1 81 Project 3.1: Murmuration Workshops at Robinwood Mill

Robinwood Mill was built in 1804 by renowned architect The fund will purchase high quality equipment, tools William Fairburn and is the only timber-floored mill and furnishings for all the workshops. Murmuration by Fairburn in the country. In 1992 an arson attack Workshops, a new not-for-profit organisation will enter Towns Fund Alignment: destroyed about 55% of the mill which led to it being into a 10-year lease with Robin Wood Property Services √ Arts, culture & heritage √ Skills infrastructure de-listed. Robin Wood Property Services purchased the to ensure the space remains affordable for artists. √ Enterprise infrastructure mill and have been building it back, as vibrant, multi-use Murmuration Workshops will operate by offering user’s √ Covid-19 recovery plan space housing their animal feed and country store, a session rates (day, hour, month) after an initial induction √ Clean growth brewery, several industrial units and artist studios. Over fee and with the option to pay for annual membership. Strategic Alignment: time, more and more of the spaces have been taken-up √ National Planning Policy Framework by artists. √ Arts Council England Strategy √ Leeds City Region Strategic Economic Plan The mill currently has several derelict and unused √ WYCA Spatial Priority Area spaces but it is not commercially viable to re-develop √ Calderdale Adult Learning Strategic Plan √ Calderdale Inclusive Economy Strategy these spaces due to the low commercial value of the √ Todmorden Draft Neighbourhood end use. The Town Fund investment would pay for the renovations of the mill to convert unused spaces into artists workshops and repurpose storage spaces to cafe and venue space.

Context Input Output Outcome Impact • Lack of affordable and modern Total Cost: £0.776m • Redevelopment / restoration • 10 start-ups utilising business • Improved level of skills in arts business space of 500 sqm dilapidated mill incubation and co-working / creative sector • Lack of affordable spaces for Acquisition: N/A building spaces • Increase in employment arts & creative sector • 8-10 studio spaces for arts / • Number of new learners opportunities • Poor educational attainment & Delivery: £0.776m creative sector assisted • Increase in business counts skills development • Artist classes provided • Number of visitors to arts, • Increase in business resilience • Lack of employment Funding: 90% Towns Fund | 10% • 8 overnight beds cultural & heritage venues • Increase in self-containment opportunities & high levels of Co-Funding • Increase in number of visitors • Increase in working age- deprivation to Todmorden from outside of population the towns fund area

82 Todmorden Town Investment Plan Section 1 Source: Craig Shaw Photography TIP Section 1 83 Local Transport Projects

Todmorden is well connected by rail and road for a rural market town. The planned interventions through the Town Investment Plan will improve Challenges & Needs • Low life expectancy at birth the experience and connectivity of Todmorden for the pedestrian and • High % of long-term health issues and bicycle. New and improved infrastructure will connect key projects in the disabilities • High % of population with mental health Town Investment Plan: from the Heart of the Todmorden to Murmuration issues and comparatively high suicide rate per 100,000 Workshops at Robinwood Mill and Centre Vale Park north of the town centre; • To improve the quality of sports and and south out to the Walsden Cycle Hub & All Ability Cycle Centre. These recreation space • Poor legibility and connectivity to open interventions will contribute towards creating a healthy and sustainable space Todmorden. What does success look like? √ Sustainable & environmentally resilient Active Todmorden Walsden Cycle Hub & All Ability Centre √ A well-connected place The Active Todmorden project will provide a high The Walsden Cycle Hub will provide a community √ Access to quality spaces quality, fully accessible walking and cycling network amenity and bolster economic activity in Walsden √ A healthy community connecting key arrival points and destinations through provision of a community space including Strategic alignment across the town. It will connect all parts of the meeting rooms, office space, a café and cycling • National Planning Policy Framework Todmorden Towns Fund area and all projects in the facilities (cycle shop, bike loan and hire, and • Planning Practice Guidance Town Investment Plan: from the Heart of the Town secure parking). It will be complemented by the • UK Clean Growth Strategy Centre proposals to Murmuration Workshops at development of an All-Ability Cycle Centre nearby to • Towards an Active Nation Robinwood Mill and Centre Vale Park to the north provide a regional location for all ability cycling. • West Yorkshire Low Emissions Strategy and to the Walsden Hub & All Accessibility Cycle • Leeds City Region Strategic Economic Plan Centre and Riverside Outdoor Activity, Recreation Through improvements to the canal towpath • Calderdale Vital Signs and Sports Park to the south. Specifically, the project between Walsden and Todmorden, the cycle hub • Calderdale Visitor Economy Strategy will complement and be complemented by the other will help residents and visitors to access cycling • Calderdale Inclusive Covid-19 Recovery initiatives to promote walking and cycling, including opportunities across the towns fund area. The • Draft Todmorden Neighbourhood Plan the Enterprise Hub in Todmorden Town Centre project will support Todmorden’s aims of becoming a and the Cycling Hub and All Ability Cycle Centre at visitor destination and renowned centre for cycling, Walsden. It supports the broader project ambitions with attendant economic benefits of drawing spend of becoming an exemplar low carbon town, with into the area. high levels of active and sustainable transport use at the same time as supporting growth in the visitor economy by developing a visitor leisure walking and cycling offer.

84 Todmorden Town Investment Plan Section 1 Off-road - existing Off-road - proposed

TIP Section 1 85 Project 4.0: Active Todmorden

The project will enable all ages and abilities to walk or These physical enhancements will be complemented by cycle for everyday journeys and make the natural assets a legibility strategy and programme to provide signing, Towns Fund Alignment: of the area more accessible to enable leisure use by wayfinding and interpretation, improving the awareness √ Local transport local residents and tourist visitors. It will: and attractiveness of destinations and amenities. √ Covid-19 recovery plan • provide an accessible, attractive, legible Walking and cycling itineraries will be developed for √ Clean growth pedestrian environment in the town centre and on key leisure visitors to support the broader ambition for the Strategic Alignment: approaches along the three main corridors and to/from area to become a hub for leisure walking and cycling. √ National Planning Policy Framework the Rail Station. √ Transport & Road Investment Strategy • create a spine walking and cycling network, Towns Fund investment is required to overcome a public √ Creating a Transport Decarbonisation Plan Gear Change using the Rochdale Canal corridor to provide goods market failure. It is highly unlikely that the free √ √ Ten Point Plan for Green Industrial connections east and south, and the Burnley Road markets or public sector locally would-be able fund Revolution corridor for connections north. There will be easy the level of infrastructure and investment required to √ Leeds City Region Strategic Economic Plan access to this core network from residential areas and achieve the outputs, outcomes and impacts planned. √ West Yorkshire Low Emissions Strategy key public destinations from low traffic neighbourhoods. √ West Yorkshire Transport Strategy √ Active Calderdale Strategy √ Calderdale Cycling Strategy √ Calderdale All Age Disability Strategy √ Draft Todmorden Neighbourhood Plan

Context Input Output Outcome Impact • High % of long-term health Total Cost: £5.728m • New or upgraded cycle and • Increase in use of active travel • Reduction in C02 per capita / issues and disabilities walking paths modes per km2 • Topographical challenges for Acquisition: N/A • New cycle parking • Improved perceptions of place • Increase in % of people those with limited mobility • Signage of cycle network by residents /visitors walking / cycling to work • High % of population with Delivery: £3.244m • Provision of specialist digital • Increase in number of visitors • Improved air quality mental health issues technologies to support to arts, cultural and heritage • Reduction in health • Need to reduce the reliance Funding: 57% Towns Fund | 43% specific sectors (leisure events /venues deprivation on the private car for local Co-Funding walkers and cyclists) • Improved commuter flows • Increase in life expectancy journeys • Upgrades to accessibility of • Reduction in trips by vehicles • Increased economic activity • Need to improve infrastructure train station • Increase in participation in to enable take-up of active / • Upgraded walking paths physical activity low carbon transport • Poor legibility and connectivity to open space • Potential to grow outdoor recreation visitor economy

86 Todmorden Town Investment Plan Section 1 active calderdalecalderdale An Active Population VISION 2024

More residents walking More residents walking What does an active More residents More residents taking part and cycling for travel and cycling for leisure population look like? taking part in sport in active recreation and leisure

More residents retaining People living More residents feel a sense of Reduced levels of a healthy body weight independently for longer belonging to their neighbourhood anxiety and depression

Savings through prevention More residents using Why does an active Less cars on the roads Increased volunteering of Public Sector spending parks and open spaces population matter? and development

Stronger and more Reduced isolation and loneliness Improved air quality More residents feel cohesive communities happier and healthier Reduced demand on Increased social trust healthcare services

A sustainable future Impacts of an Reduced inequalities A thriving economy active population

#activecdale #VisionCdale2024

Source: Active Calderdale

TIP Section 1 87 The Active Travel Network will create safe, accessible walking and cycling links along the 3 key corridors, east and south along the Rochdale canal and north along the Burnley Road. In so doing, it will connect the main residential areas, all of the Towns Fund projects and key amenities including Centre Vale Park, Todmorden Sports Centre, Todmorden Secondary school, health centre and supermarkets. In the town centre, the north-south walk and cycle route will link the Rochdale Canal with the River Calder, bus station and Burnley Road corridor. Pedestrian enhancements will be carried out throughout the town centre, including the Station Gateway.

Off-road - existing Off-road - proposed

88 Todmorden Town Investment Plan Section 1 TIP Section 1 89 Project 4.1: Walsden Cycle Hub & All Accessibility Cycle Centre

The Walsden Hub will provide a major new amenity, conservation work to improve the natural habitat of Towns Fund Alignment: bolstering economic activity whilst rescuing an historic the space. √ Local transport building, removing a dilapidated building and uplifting √ Culture & heritage the environment in the heart of Walsden. A small visitor centre will store equipment and √ Skills & enterprise infrastructure provide teaching and changing space. As well as √ Covid-19 recovery plan √ Clean growth It will provide community space, including a village hall, offering structured taught sessions to disabled meeting rooms, office space (for independents, SME’s people, the facility will be available for the whole Strategic Alignment: and hot-desking), library services, community tool community of Walsden to use and will be able to host √ National Planning Policy Framework share, a community garden, a café, cycling shop, cycle Bikeability off-road training as well as conservation √ Transport & Road Investment Strategy Our Green Future maintenance, bike hire, e-cargo bike share, car club and and ecology education opportunities. It will be fully √ √ Creating a Transport Decarbonisation Plan more. It will be complemented by the development of accessible from the upgraded Rochdale Canal. √ Gear Change an All-Ability Cycle Centre which will provide a regional Providing another hub for residents and visitors to √ Ten Point Plan for Green Industrial Revolution centre that offers people with additional mobility access walking and cycling opportunities will support √ Leeds City Region Strategic Economic Plan needs the chance to experience cycling in a safe, Todmorden’s aims of becoming a renowned centre √ West Yorkshire Low Emissions Strategy √ West Yorkshire Transport Strategy supported environment. It will use a parcel of available for walking and cycling and for attracting visitors, √ Leeds City Region Destination Plan land between the canal and railway and set out an all with attendant economic benefits of drawing spend √ Active Calderdale Strategy ability cycling trail whilst undertaking landscaping and into the area. √ Calderdale Cycling Strategy √ Calderdale All Age Disability Strategy

Context Input Output Outcome Impact • High % of long-term health Total Cost: £2.41m • Remediation and • Increase in visitors to arts, • Increase in participation in issues and disabilities redevelopment of abandoned cultural /heritage venues physical activity • High % of population with Acquisition: £400,000 / dilapidated sites • Increase of people with • Reduction in C02 per capita / mental health issues • New, upgraded or protected reduced mobility receiving per km2 • Need to improve awareness of Delivery: £2.01m community hubs, spaces or support with getting active • Increase in visitors from and access to leisure network assets, where this links to • Increase in enterprises outside Towns Fund area • Need to improve infrastructure Funding: 66% Towns Fund | 34% local inclusive growth utilising high quality, • Improved air quality to enable take-up of active Co-Funding • New cycle paths affordable and sustainable • Reduction in health travel • Increase in the amount commercial spaces deprivation • Potential to grow outdoor of shared workspace or • Increase of people who work • Increase in life expectancy recreation visitor economy innovation facilities remotely at least some of the • Increased economic activity • Need to provide amenities, time office space for SMEs / • Perception of place by independents in Walsden residents, businesses and visitors 90 Todmorden Town Investment Plan Section 1 Cycling Cafés : Bike Rent and Repair Source: Lock 7

Walsden Methodist Chapel and Library Alice in Wonderland – Role With It Cycle Event 2013 Source: Google Maps Source: Craig Shaw Photography

TIP Section 1 91 92 Todmorden Town Investment Plan Section 1 Achieving Transformational Change

Below we bring together our projects to illustrate the transformational impact they will have on addressing the key challenges in the Town. Lack of quality civic space & underutilised assets Lack & limited diversity of overnight accommodation Employment opportunities & high of deprivationlevels Educational attainment & skills development Lack of affordable & modern business space Lack of affordable spaces arts for & creative sector Poor digital connectivity affordabilityHousing & affordable housing supply Use of active modes of travel & reducing C02 Improving access to sports & recreation space Improving physical and mental well-being 1.0 Public Places in the Heart of Todmorden 1.1 Affordable Living in the Heart of Todmorden 1.2 Enterprise in the Heart of Todmorden 1.3 Staying in the Heart of Todmorden 2.0 Todmorden Town Hall 2.1 Hippodrome Theatre 2.2 Riverside OARSP 2.3 Centre Vale Park & Fielden Hall 3.0 Todmorden Learning Centre & Community Hub 3.1 Murmuration Workshops at Robinwood Mill 4.0 Enabling Active Travel 4.1 Walsden Cycle Hub & All Ability Cycle Centre

TIP Section 1 93 Through our package of projects, we will create transformational change in Todmorden to realise our strategic objectives.

Vision & Alignment to What does success look like? Projects Projects Urban Regeneration, Arts, Culture & Skills & Enterprise Local Transport Planning & Land Use Heritage Redevelop the heart of • Increased economic activity √  All projects √ 2.0 Todmorden √ 4.0 Active the town centre to create a • Increased footfall/dwell time Town Hall Todmorden vibrant destination… • Increase in visits and spend √ 2.1 Hippodrome • Increase in working-age population Theatre

Improve town centre • Increase in active travel √ 1.0 Public Places √ 4.0 Active experience and be friendly • Increase in leisure trips in the Heart of Todmorden for walkers, cyclists • Reduced health deprivation Todmorden and people with limited mobility Maximise the potential of • Increase in business counts √ 1.0 Public Places √  All projects √ 3.1 Murmuration √ 4.0 Active our cultural & heritage • Increase in events in the Heart of Workshops at Todmorden assets Todmorden Robinwood Mill

Build on the strength of • Increase in business counts √ 2.0 Todmorden √ 3.1 Murmuration √ All projects the town’s arts, music & • Stronger business resilience Town Hall Workshops at cultural sectors. √ 2.1 Hippodrome Robinwood Mill Theatre √ 2.2 Riverside OARSP Provide opportunities and • Increase in participation in physical activity √ 1.2 Enterprise √ 2.0 Todmorden √ All projects modern workspaces for • Reduced health deprivation in the Heart of Town Hall small and medium sized • Increase in business counts Todmorden √ 2.1 Hippodrome businesses… • Stronger business resilience Theatre • Reduced housing inequality

94 Todmorden Town Investment Plan Section 1 Vision & Alignment to What does success look like? Projects Projects Urban Regeneration, Arts, Culture & Skills & Enterprise Local Transport Planning & Land Use Heritage Provide high quality • Increase in active travel √  1.2 Enterprise √  2.1 Hippodrome √ 3.0 Learning in opportunities in education • Increase in leisure trips in the Heart of Theatre Todmorden and training… • Reduced health deprivation Todmorden √ 3.1 Murmuration Workshops at Robinwood Mill

Grow the visitor economy • Increase in leisure trips √ 1.0 Public Places √  All projects √ 3.1 Murmuration √ All projects to become the gateway to • Increase in business trips in the Heart of Workshops at the Calder Valley, and to • Increase in overnight trips Todmorden Robinwood Mill Leeds and Manchester... • Increase in tourism spend √ 1.2 Enterprise in the Heart of Todmorden √ 1.3 Staying in the Heart of Todmorden Deliver environmentally • Increase in employment √  All projects √ All projects √  All projects √ All projects sustainable projects & • Reduce claimant counts reduce carbon emissions.

Contribute towards post • Increase in employment √  All projects √ All projects √ All projects √ All projects Covid-19 recovery • Reduce claimant counts

TIP Section 1 95 There is More in Todmorden Launch Source: Craig Shaw Photography 96 Todmorden Town Investment Plan Section 1 ENGAGEMENT AND DELIVERY

TIP Section 1 97 ENGAGEMENT AND DELIVERY

Development of this Town Investment Plan has been With the opportunity for Todmorden to overseen by the Todmorden Town Deal Board. The benefit from the Town Fund, this brand Board was established in July 2020 by Calderdale continues as a positive and recognisable Council, which advertised and interviewed for the town identity for promoting unity of Board Members. The majority of Board Members purpose in the projects and structures are volunteers from the public, private business and of this Town Investment Plan. With the community sectors – all of whom either live in or have brand identity, guidelines and tools close links with the area and are passionate about the being available for everyone to use, town’s future. The Board also includes Calderdale it will continue ensures cohesiveness councillors (ward members for Todmorden and across Todmorden’s assets both existing Calder wards); a representative from Todmorden Our brand is the unifying identity that represents and new but also across time, regardless Town Council; the Member of Parliament for Calder Todmorden’s close, cohesive community, where ‘the of when a project was delivered and by Valley; and a representative of WYCA. whole is much greater than the sum of its parts’. what means. Emerging from a ‘Destination Tod’ workshop in [Meet the Board] January 2019 it is supported and used by the town’s business owners and community groups to promote As Todmorden’s local champion, the Board’s purpose collective pride and positivity about the town and is to guide, steer and influence the transformation what it has to offer. of the town with an objective to drive inclusive, sustainable, long term economic growth. It provides a strategic voice for the whole of the town, representing the diverse range of voices and perspectives from the community.

The Board has met bi-monthly since July (with additional interim meetings) to devise a vision and strategic objectives for Todmorden; consider and shortlist projects for the Town Investment Plan; and oversee the drafting and finalising of the Investment Plan. A Board Communications Sub-Group is responsible for Board messaging, communications and promotion of engagement events. Currently minutes are available on Calderdale Council’s website and the Todmorden Town Deal Board website. Previous masterplan documents

98 Todmorden Town Investment Plan Section 1 Credibility by Consultation Historic Engagement Town Deal Engagement Everything presented in this Investment Plan has Todmorden is fortunate in also being able to draw In addition to the Citizens Assemblies been generated through ongoing engagement with a on 17+ years of engagement with its communities mentioned above, stakeholder passionate community. and local businesses (see Appendix 3) from which engagement on both the strategic the following themes and desired outcomes have vision and shortlisted projects has With limited time, our approach to engagement and consistently emerged: been undertaken in a number of ways improved decision-making about the Town Deal used • the need for a people-friendly and vibrant public including: Citizens Assemblies to allow Todmorden’s residents square; and businesses to learn about and deliberate • the importance of the town’s heritage and • Creation of a Todmorden Town upon the Town Deal projects. Two online Citizens uniqueness and associated tourism/visitor Deal Website Assemblies were held on 7 January and attended by opportunities but also the need for overnight This went live in November 2020 and 170 residents and businesses. accommodation; publicises information about the Towns • providing locally affordable housing and Deal process and progress as well as The feedback has been overwhelmingly positive with improved sport and recreation facilities engagement events and feedback. support for the Assembly and use of technology to • a focused need for business support and undertake engagement; support also for the vision encouraging new businesses and start-ups in • Social Media and productive comments offered particularly about the town The website is complemented by a the need for safe cycling and improved connectivity • encouraging more walking and cycling Twitter feed @Tod_Town Deal but to areas on the edge of the town; improving visitor • the importance of the town’s community spirit individual Board Members have used accommodation but reconsidering its location; and individuality, its market and shops and its also used their own accounts and local support for and ideas for redeveloping the ‘Heart location and transport links Facebook groups to raise awareness of Todmorden’ projects while respecting the local and engage on particular themes or vernacular and context; and getting young people This feedback has been the starting point for projects such as: involved in the discussions. identifying the community’s aspirations for change in √ Todmorden Arts and Culture Ideas Todmorden. This has been supplemented with more Facebook group 93% of attendees who took part in the polls recent conversations and debates, held through a √ Todmorden Harriers Facebook confirmed they wished to participate in future number of platforms and forums, about Todmorden’s group discussion of outdoor assemblies. needs and Town Deal opportunities. pursuits/active travel proposals, √ Walsden Residents Forum Facebook group discussion of Walsden Cycling Hub Reports on the outcomes are available here.

TIP Section 1 99 • Youth Engagement √ Quality affordable accommodation and Increased accessibility throughout the The Headteacher of Todmorden High School addressing weak environment were town remains a top priority, as does facilitated a workshop with 12 pupils across all year highlighted issues improved cycling connectivity. groups (11–16-year-olds) and representatives of the √ Better quality food & beverage plus Town Deal Board and consultants. overnight accommodation were key This feedback, along with the identified weaknesses needs of the town, has generated • Vision Statement Feedback (December 2020) √ Market traders highlighted need for key opportunities for Todmorden. Using Todmorden’s Scout Post Service, the Board investment in the entrance and signage, but The town’s residents and business sought to raise awareness of and encourage also opportunities to extend offer i.e. food communities, and its passionate third participation in the Citizens Assemblies by delivering √ Local business support, networking sector groups, have all been central postcards to all Todmorden households. So far, 30 and promotion were also highlighted as in coming forward with, shaping and households have also used the postcards to share opportunities lending support to project ideas and their personal views about the Town Deal Vision proposals. It is this collaborative Statement. Key themes from previous engagement activities community spirit and enthusiasm that A report on the Scout Post exercise and residents’ remain important to Todmorden’s community, has fashioned this Town Investment feedback on the Vison Statement is available on the including celebrating the town’s heritage and Plan. TTDB website. A complementary exhibition at the redeveloping/revitalising the area around outdoor market was planned to be held on 5 January the Town Hall and market; arts and cultural 2021 but had to be cancelled because of further activities and events; visitor accommodation; COVID-19 restrictions. and opportunities for young people such as apprenticeships, training and employment along • Business Survey with better leisure options including sporting Engagement with business has been undertaken activities and space to meet in the town centre. through members of the Towns Board and Tod Young people who participated specifically Connect. An online survey was undertaken which mentioned climate change, improvements remains open. Key findings include: to sports and parks facilities, visitor √ 64% reported decrease in business in the last year accommodation and a library in Walsden. the remainder the same or increase Calder Valley Scouts Source: Halifax Courier √ Over two thirds run a business from home – all but one is an SME √ Poor broadband connectivity was reported as an issue – new accommodation would be route to assist businesses

100 Todmorden Town Investment Plan Section 1 Future Stakeholder Engagement

Significant engagement opportunities are being and the Eastern European and Asian communities immediate aspiration for more free planned through the next stages of the TIP lifecycle in Todmorden. Integrating these communities will indoor spaces and activities; and delivery of projects. This will happen at both be key to the long-term success and legacy of this • establishing online and offline a project specific level through the business case Investment Plan and therefore we are developing a communication networks to stay process and on a holistic level across all the whole Youth and Community Engagement Strategy. connected with youth and ensure Town Deal. people know about and get involved Drawing from best practice principles we aim to: in opportunities being created; and To help publicise the outcome of this Town • Ensure that engagement is focused on • building structures led by the youth Investment Plan, a Co-Produced Participatory recognising and building the strengths, to ensure youth trust and decision Film is being planned. The intention is to set up a aspirations and skills of young people; making is embedded in the Town and small film collective/cooperative with residents in • Work towards inclusive best practice so that these projects. order to document and make films about the Town all youth have an equal opportunity to benefit Deal process and proposed projects. Training (for and participate in the Town Deal Work towards Dissemination of information and example in conducting interviews) is envisaged, and having different degrees of involvement, the opportunity to get involved in the information obtained will be used as evidence responsibility and diverse options for activities discussions will continue through in developing the business case over the next 12 that youth can get involved in, thereby ensuring Social Media, including the Todmorden months. young people can engage in ways that best suit Town Deal website, its Twitter feed, them; and recently created Instagram and The Town Deal Board will establish Project Specific • Support young people to have direct decision Facebook accounts @TodTownDeal. Co-Production Teams to bring together project making control over activities and actions that sponsors and end users as well as sustaining strong relate to them and avoid tokenistic engagement; The Town Deal Board recognises that links with interdependent projects. This approach • Maintain fun and creativity as essential building a significant proportion of Todmorden will strengthen and expedite the production of robust blocks for all activities, particularly when residents do not use online platforms business plans and help manage identified risks working with younger youth and in the context of to gather news and information and around design, costs and delivery. Project complexity Covid-19; therefore the need for Printed Materials and dependencies will inform the frequency of • Work in an integrated way with existing services will continue. Evaluation of the Scout workshops but the expectation is for monthly and stakeholders and in spaces where youth feel Post will inform future town-wide reporting as a minimum. Where required, we will safe notifications, and an Information/ provide support in growing capacity for governance Feedback Point at the Cargodale stall in within the co-production team. (See Appendix 6) The strategy is being finalised but key areas for the Indoor Market will be created. action include: Experience from previous engagement events have • integrating youth and community aspirations highlighted lower participation from young people into projects, for example starting with the most

TIP Section 1 101 Engagement with private sector businesses is being undertaken via a short survey, information from which will be an important ‘It was a privilege to be ‘It was great to hear about component in developing the business case for Todmorden’s asked to present the Board’s plans that we in Todmorden projects. Working with Todconnect, which facilitates networking progress on this ambitious have come up with for the and support between Todmorden’s businesses, a Business and imaginative vision and town - and to see so many Focus Group will be created and regularly convened to maintain plan for our town. The passion other Todmorden people on ongoing two-way dialogue with the local private sector. and commitment to Tod the Zoom. I think we’ve really shone through from everyone missed out on being able The use of Citizen Assemblies will continue to be an important who took part and reflected to meet new people during tool for on-going engagement. Further assemblies will be the fantastic community lockdown so the opportunity arranged once the Towns Fund outcome is known, which will cooperation we are known to hear other people and enable residents and businesses to deliberate upon the amount for. It’s vital to build on our comment on plans was so of funding offered and the impact for projects as well as the strengths - our enterprising important and heartening. business case process. Future Citizens Assemblies will likely spirit, our unique heritage, our Especially as so much has take place quarterly, but additional meetings may be required at arts and music and our amazing changed about the way we other key times. landscape to lay the foundation all work and travel in the last of sustainable growth for our year. I hope there will be more lovely market town.’ of these events.’

Pam Warhurst, Participant, Beate Kubitz Town Deal Board member

102 Todmorden Town Investment Plan Section 1 ‘We’re always saying ‘The Citizens Assembly ‘We hope that Citizens’ “I love the idea of we’re left behind – now is was an excellent platform Assemblies will be part of everything and Todmorden a chance to catch up! This to engage with the wider an ongoing collaborative will be a better and stronger is your chance. If you’re not community. I commend the programme of engagement place with the help of us all.” in it, you won’t know what’s board for its innovative use, to enable us to reach as wide happening. The choice is which allowed residents of and diverse a demographic Amelia, Year 7 either to moan about it or Todmorden to have their say in of Todmorden’s residents jump straight in. We should the development of the Town as possible as the Town all get behind this great plan. We have people from Investment Plan moves opportunity for our town. diverse backgrounds who forward. We were delighted It’s not every day you get a are not always confident in at the great turnout for the chance to bid for £25 million.’ talking in large formal forums, sessions because it shows at times their insular lifestyle Todmorden is a town ready to Participant Mary Clear, makes them unaware of what roll its sleeves up in 2021 and Chair, Incredible Edible is happening around them. get stuck in. The questions put The Citizen Assembly and the to us from participants were way it was promoted allowed thoughtful and direct resulting the board to be as inclusive as in very useful feedback which possible.’ we have fully taken on board.’

Participant, Nadeem Mir, Stephen Curry, Chair, Integrate Todmorden Town Deal Board member

TIP Section 1 103 “Hi my name is Margot “It’s important to keep “It was amazing for us “It is great that the and one thing that I think places like the Hippodrome to see the potential plans for Todmorden Town Fund are is really great is the idea of open because it is used for Todmorden, I know I’m not including young people having some sort of hotel many things such as dance the only one who was very from the area on where for travellers to go to if they recitals and performances- inspired by the group and to spend this money, as just want a quick place to to give people opportunities there passion for their project. stay over night. I think this is to potentially change their I can't wait to see the results!” we are a large part of the a good idea because there life” community who will benefit is a lot of people who go out Amilia, Year 11 from this investment in the cycling or even just waking Eve, Year 10 future. I really like the idea and need somewhere to stay of the Community College over night.” being refurbished to be used by anyone. This is a great Margot, Year 8 opportunity to level up not only Todmorden but the whole area.”

Oscar, Year 11 “I think that people our age would like a youth centre where you can go inside because there’s not a lot of place to go with your friends that is dry. There could also be some space where you could go to get support with your mental health or any private concerns.”

Bryony, Year 8

104 Todmorden Town Investment Plan Section 1 Delivery Plan

Governance Structure CMBC Cabinet Town Deal Board A robust governance structure will be established for both projects and the programme, in the business Regeneration case development stage. Through this structure, the Directorate, CMBC projects will be delivered in line with the pre-agreed Independent budget and schedule. This structure will provide Assurance Panel both vertical and horizontal lines of accountability Programme Manager, where each person and organisation involved in Towns Regeneration delivery of the various projects must report on & Resilience, CMBC Project Board progress, spend and outcomes regularly.

At the core of the proposed delivery structure is Todmorden Town Project Delivery the Project Board that is responsible for providing Deal Project Manager Teams overall direction to the project, approving the (CMBC) business cases and the completion of project stages. The Board will ensure that the project is adequately As well as being the accountable and delivery body resourced for the monitoring of major project risks. for the Todmorden Town Investment Plan, Calderdale The Project Board will report vertically to the Town Council is the key delivery partner for a number of Board comprising members from public, private, constituent projects. The Council has a strong track- and third sectors, as well as to the Council’s Cabinet. record of delivering regeneration schemes to pre- This ensures the project is ultimately accountable to agreed timescales and budget. the Board and Cabinet who can monitor spending, progress and support in the management of any Examples include the schools capital build risks that cannot be fully controlled within the programme, the delivery of new and refurbished project delivery team. council offices in Halifax, and extensive transport and infrastructure projects across the borough. We also The Project Board will be chaired by a Senior have a number of strong experienced community Responsible Officer (SRO). The SRO has executive sector project proposers. responsibility for the project and is the owner of the business case. The SRO is a position of leadership within the Project Board and, as such, will be held by a senior Council official with experience in delivering large capital projects for the Council. The SRO will have ultimate responsibility for approvals and the decisions of the Project Board.

TIP Section 1 105 Programme and Project Management Structure Delivery Partners Role The Programme Manager will run the project on Chipps Chippendale Chipps Chippendale is the editor of Singletrack MTB Magazine in the a day-to- day basis on behalf of the Council as & Empowered People UK. Empowered People are a registered charity that help people with accountable body, and will be tasked with ensuring disabilities access and participate in cycling. They will be partners for the project is capable of achieving the benefits delivery but also operate and manage the Walsden Cycle Hub & All Ability defined in the project brief, managing the drawdown Cycle Centre. of professional fees, monitoring the performance of external consultants against their appointment Robin Wood Local land and property owner that owns Robinwood Mill will refurbish in criteria, and chair of the Project Team. Property Services partnership with not-for-profit Murmuration Workshops. and Murmuration The Programme Manager will work with two project Workshops managers, plus the support of legal and finance Todmorden Amateur Landowner and operator of the 480-seat performance venue the officers, each of whom will have the required Operatic & Dramatic Hippodrome Theatre. TAODS will acquire the adjacent property and experience to ensure schemes are delivered to the Society CIO procure the development of their extension. quality requirements agreed with MCHLG, including Todmorden Learning Landowner and operator of Todmorden Learning Centre and Community the delivery of benefits, both financial and non- Centre Community Hub. The CBS will utilise its own expertise and volunteer base to deliver financial. Benefit Society CIO the refurbishment works to the former college building providing skills and training opportunities. Where the Council is not the project sponsor, the Upper Calder Valley Registered provider for affordable housing delivery and management. Programme Manager will work with the partners to Community Land The UCV Community Land Trust will work with Calderdale Council and develop business cases (discussed in more detail Trust Homes England to deliver the much-needed affordable housing in the shortly) for each project. The teams will be comprised Heart of Todmorden. of project sponsors, relevant Council officers and Upper Calder Valley UCVR (Phase 2) is a social enterprise company limited by guarantee consultants. As community enterprise is at the heart Renaissance with a broad remit of undertaking research, business engagement, of our Town Investment Plan, community and local acting as an accountable body for funding projects and as landowner organisations will play a key role in delivery. of the Riverside site. UCVR will work with the Council and the Football We summarise the delivery partners as follows. Association to deliver the Riverside Outdoor Activity, Recreation and Sports Park.

106 Todmorden Town Investment Plan Section 1 Investment Panel Social Value In addition to the current governance structure, we Calderdale Council strongly upholds social value propose to set up an investment panel to maximise principles as outlined in its Social Value Charter and the investment being leveraged into Todmorden. is committed to keeping local services in the hands The Town Investment Plan has a total value of of local community organisations, recently signing £42 million, with a Towns Fund ask of £25 million, up to the Keep it Local Network. By commissioning and we want this to be just the start of significant local organisations to deliver the plan, we believe we investment of public and private sector. We can build strong, resilient communities that benefit envisage representatives with regional and national the whole borough and local economy. profile sitting on this panel, which will be both an ambassadorial vehicle, selling Todmorden to those Risk Register with funding to invest, and a support / mentoring An outline project risk register has been prepared, body, offering organisations that have brought identifying the likelihood and impact of each risk in forward projects in the Town Investment Plan, and addition to actions to mitigate these risks. Risks are those that didn’t make the final plan, advice on how to to be managed through regular reviews of the risk develop their business plans and funding strategies. register and identification of potential risks to the project. The project will implement a hierarchy of Delivery Capability risk management that aims to eliminate risks where The Council has a strong track record of delivering possible, then mitigate any impacts of foreseeable regeneration schemes to pre-agreed timescales risks. This will be done formally at project site and budgets across Calderdale and continues to do meetings and Project Board meetings. Early so with many ongoing projects. The recruitment of development work on projects has been conducted a specific project team to increase delivery capacity to develop the Town Investment Plan Section 2 will be prioritised. The intention is to deliver the including the identification of project risks and schemes by awarding a number of contracts through mitigation action to overcome these. the Council’s competitive tendering procedure to ensure that any resulting contract is awarded on the Business Case Development Plan most economically advantageous basis. The Council In order to unlock the Town Deal funding, each will oversee and monitor the progress of the works as project in the Town Investment Plan will develop a Employer or Client. HM Treasury compliant Full Business Case (FBC) within 12 months from the draft Heads of Terms being agreed. This process will be managed by the Towns Fund Coordinator at Calderdale Council.

TIP Section 1 107 Where the Council is not the project sponsor, the Case Next Steps responsibility will lie with the delivery partner but Strategic: The Towns Fund project shortlisting process has ensured that all projects this will be a collaborative process to ensure that Making the case for have a strong strategic fit. SMART objectives will be identified for each the business cases are prepared in accordance with change & illustrating project and further stakeholder engagement will take place guidance and in a timely manner. strategic fit The FBCs will be assessed by an Independent Economic: Optioneering for projects has been considered and this will be updated Assurance Panel that will be established by the Town Demonstrating with a Cost Benefit assessment for each short-listed option to confirm Board following draft Heads of Terms agreement. the project offers the preferred option represents Value for Money. This will need to be adequately resourced and where additionality & Value capacity allows will include suitable representation for Money from West Yorkshire Combined Authority and Leeds Commercial: Evidence of need / demand will be reviewed and refined for each project. City Region Local Enterprise Partnership. The panel Demonstrating the A detailed procurement plan will be prepared for the preferred option. will report their recommendations on the FBCs to the preferred option is All necessary statutory and regulatory consents will be secured or Town Board. viable with well- evidence provided to ensure compliance. For example: planning / listed structured deal(s) building consents; freehold or leasehold arrangements; State Aid; and The Town Board will assess the recommendations between public & Construction Design & Management Regulations (2015). and advise the Council. Once FBCs have been private sectors approved, the Council will prepare a Town Deal Financial: Project costs have been estimated and profiled as part of the Town Summary Document in accordance with Towns Fund Demonstrating Investment Plan. This will be updated and reviewed along with guidance. This document will be signed off by the affordability & the confirming co-funding. Town Board and will go through the Council’s own funding requirement assurance framework process to secure Cabinet of preferred option approval. This will be provided to the Towns Hub for Management: Programme level delivery and management strategies set out in this scrutiny and approval before funding is drawn down Demonstrating robust Town Investment Plan will be implemented. Project specific delivery and to enable delivery. arrangements for management arrangements will be further developed and defined. This delivery, monitoring will include: The five cases of a business case and the broad next & evaluation a) change management strategy steps are summarised (right), along with the RIBA b) benefits realisation strategy; Plan of Work 2020 and PRINCE2 process (page over) c) risk management strategy; that illustrates the methodologies used to develop d) communication & engagement strategy; and projects. e) post project evaluation strategy.

108 Todmorden Town Investment Plan Section 1 RIBA Plan of Work 2020 1. Start up The processes illustrate the framework for how The majority of the work in the 12-month period the project projects will be managed and progressed. Projects from agreeing draft Heads of Terms will be in 2. Initiate are at varying stages and upon approval of the Gateway 3 with projects taken to RIBA Stage 3 the project Town Investment Plan, specific programmes will culminating in FBCs. 7. Close be developed for each project using the most the project appropriate methodology (Gateway 1). A Town Deal Summary Document will be prepared PRINCE 2 PROCESS 3. Direct for the Towns Hub summarising these. Once this the project Given the work done through the Town Investment is agreed and funding is released, projects will go through Gateways 4-6 which in summary is detailed 6. Manage stage Plan and approval of projects by the Town Board, boundary design, construction, occupation and evaluation. projects will quickly move through Gateway 1 under 4. Control delegated powers. Projects will then be developed in stages 5. Manage detail with Gateway 2 an interim approval process on product delivery the way to completion of Full Business Cases (FBCs - discussed in the following page).

0. Strategic 1. Preparation 2. Concept 3. Spatial 4. Technical 5. Manufacturing 6. Handover 7. Use definition & briefing design coordination design & Construction

Gateway 1 Gateway 2 Gateway 3 Gateway 4 Gateway 5 Gateway 6 • Project due diligence • Outline Business Case or • Full Business Case • Technical design • Close down reporting • Monitoring and Full Business Case early • Planning submission / • Tender report evaluation reporting review approval • Construction contract • Sales / letting strategy • Post completion plan Programme Manager (Towns Programme Manager (Towns Cabinet approval following Major Projects approval Project specific evaluation & monitoring Regeneration & Resilience) Regeneration & Resilience) Assurance Panel Review

TIP Section 1 109 Town Deal Financial Summary In addition to project specific costs, we wish to utilise The tables below set out the financial ask of the the full £25 million of Towns Funding available as a Todmorden Town Investment Plan. contingency to manage and mitigate risk. This will help individual projects: Financial Ask of Projects from Towns Fund • Deal with any financial risks such as VAT, which Project Capital Revenue Total has not been currently identified 1.0 Public Places in the £3.525m £0.00m £3.525m • Achieve net zero carbon or being more climate Heart of Todmorden positive 1.1 Affordable Living in £1.725m £0.00m £1.725m • Improve the digital connectivity element of the Heart of Todmorden projects 1.2 Enterprise in the £3.175m £0.00m £3.175m Heart of Todmorden Through the FBC process monies will be allocated 1.3 Staying in the Heart £3.000m £0.00m £3.00m to projects on a case-by-case basis in order of of Todmorden strategic priority. The Towns Hub will have the 2.0 Todmorden Town £1.447m £0.00m £1.447m opportunity to review this via the Town Deal Hall Summary Document. Any funding not utilised will 2.1 Hippodrome Theatre £0.826m £0.00m £0.826m be spent on decarbonising further the Todmorden Town Investment Plan through mass tree planting 2.2 Riverside OARSP £0.730m £0.00m £0.730m for example. 2.3 Centre Vale Park & £1.138m £0.00m £1.138m Fielden Hall 3.0 Tod Learning Centre £1.860m £0.00m £1.860m & Community Hub 3.1 Murmuration £0.698m £0.00m £0.698m Total Financial Ask of Town Fund Budget Workshops Project Management, Monitoring & Evaluation £0.875m 4.0 Active Todmorden £3.244m £0.00m £3.244m Full Business Case Capacity Funding £0.200m 4.1 Walsden Cycle £1.600m £0.00m £1.600m Risk Contingency £0.958m Hub & All Ability Cycle Centre Sub-Total £2.033m Projects Sub-Total £22.968m £0.00m £22.968m Projects Sub-Total £22.967m Total Town Fund Ask £25.000m

110 Todmorden Town Investment Plan Section 1 Co-Funding Town Deal Accelerated Funding We have included co-funded where there is certainty In 2020 we received accelerator funding, a sum of and confidence of co-funding being secured through £500,000 to support some “early-win” projects in the FBC process. Discussions have been held with Todmorden alongside the development of the Town West Yorkshire Combined Authority (WYCA), which Investment Plan. will become a Mayoral Combined Authority (MCA) later in the year. Officers have been involved with the These include new Christmas lights for the town, development of our bid and are aware of the projects. refurbishment of the railings of our beautiful Town Hall, improvements to the Hippodrome Theatre, It can also be confirmed that Todmorden is within support of the expansion of Cargodale, e-bike the designated Spatial Priority Areas which will be delivery service and perhaps most excitingly, the utilised by the MCA to direct funding. It is not possible development of a Wheelspark in Centre Vale Park at this stage to quantify the likely co-funding which being delivered by Todmorden Council, with design could be secured from Combined Authority funding input from students at Todmorden High School. programmes including gainshare investments secured through the devolution deal as these are currently in development. It is our intention to engage closely and during the 12-month business case process to move forwards with securing more co- funding and potentially reducing the amount of Towns Funding required.

At the current time it is not possible to quantify what amount could be secured and therefore the Towns Fund Ask excludes such co-funding for key projects such as Enterprise in the Heart of Todmorden and Staying in the Heart of Todmorden. The Assurance Framework that will be adopted by Todmorden Towns Board will be developed in conjunction with the updated Assurance Framework which the MCA are putting in place, this will enable projects to be presented simultaneously.

TIP Section 1 111 Delivery Programme

The table below is a summary of the detailed delivery programme at Appendix 5. The programme acts as a broad plan for the delivery of each project. This will be further refined and developed early on in the Full Business Case process.

Project Acquisition Planning Full Business Start Practical Occupation / Consents Case Approval on Site Completion Operational Start 1.0 Public Places in the Heart N/A Full in 2021/22 Q3 2021/22 Q4 2023/24 Q2/3 2024/25 Q2/3 2024/25 of Todmorden 1.1 Affordable Living in the N/A Full in 2021/22 Q3 2021/22 Q4 2023/24 Q2/3 2025/26 Q2/3 2025/26 Heart of Todmorden 1.2 Enterprise in the Heart of N/A Full in 2021/22 Q4 2021/22 Q2 2023/24 Q2/3 2024/25 Q2/3 2024/25 Todmorden 1.3 Staying in the Heart of N/A Full in 2021/22 Q4 2021/22 Q1 2024/25 Q2/3 2025/26 Q2/3 2025/26 Todmorden 2.0 Todmorden Town Hall N/A Already secured Q2 2021/22 Q4 2021/22 Q2 2023/24 Phased from Q2 2022/23 2.1 Hippodrome Theatre Acquisition in 2021/22 Full in 2021/22 Q2 2021/22 Q4 2021/22 Q3/4 2022/23 Q3/4 2022/23

2.2 Riverside OARSP N/A Full in 2022/23 Q3 2021/22 Q2 2023/24 Q4 2023/24 Q4 2023/24 2.3 Centre Vale Park & Buildings adjoining Fielden Full in 2022/23 Q3 2021/22 Phased from Q2 Q1/2 2024/25 Phased from Q3/4 Fielden Hall Hall in 2021 2023/24 2023/24 3.0 Tod Learning Centre & Asset transfer due to N/A Q2 2021/22 Q3/4 2021/22 Phased from Q4 Phased from Q4 Community Hub complete Q1 2021 2021/22 2021/22 3.1 Murmuration Workshops N/A Full in 2021/22 Q3 2021/22 Q1 2023/24 Q2 2024/25 Q2 2024/25 4.0 Active Todmorden N/A Approvals Q4 2021/22 2022/23 2025/26 Phased from 2021/22-2022/23 2023/24 4.1 Walsden Cycle Hub & All Acquisition of land for All Full in 2021/22 Q3 2021/22 2022/23 2024/25 Phased from Ability Cycle Centre Ability Cycle Centre in 2023/24 2021/22. Acquisition of building for the hub post funding award in 2022/23

112 Todmorden Town Investment Plan Section 1 Town Fund Financial Profile

The table below profiles the £25 million of towns funding per project. In order to develop projects through the Full Business Case process we require further capacity funding through 2021/22

Project 2020/21 2021/22 2022/23 2023/24 2024/25 Total 1.0 Public Places in the Heart of Todmorden £293,750 £221,250 £802,000 £2,208,000 £0 £3,525,000 1.1 Affordable Living in the Heart of Todmorden £217,750 £73,750 £716,750 £716,750 £0 £1,725,000 1.2 Enterprise in the Heart of Todmorden £208,750 £95,000 £940,000 £1,931,250 £0 £3,175,000 1.3 Staying in the Heart of Todmorden £150,031 £0 £135,531 £1,653,115 £1,061,323 £3,000,000 2.0 Todmorden Town Hall £50,000 £698,500 £698,500 £0 £0 £1,447,000 2.1 Hippodrome Theatre £250,000 £575,600 £0 £0 £0 £825,600 2.2 Riverside OARSP £50,000 £70,000 £610,000 £0 £0 £730,000 2.3 Centre Vale Park & Fielden Hall £150,000 £50,000 £688,000 £250,000 £0 £1,138,000 3.0 Tod Learning Centre & Community Hub £0 £860,000 £500,000 £500,000 £0 £1,860,000 3.1 Murmuration Workshops £0 £50,000 £200,000 £380,000 £68,000 £698,000 4.0 Active Todmorden £423,156 £275,000 £1,979,372 £283,333 £283,333 £3,244,194 4.1 Walsden Cycle Hub & All Ability Cycle Centre £262,500 £980,000 £357,500 £0 £0 £1,600,000 Sub-Total £2,105,937 £4,099,100 £7,807,653 £7,610,448 £1,344,656 £22,967,794 Project Management, Monitoring & Evaluation £195,000 £170,000 £170,000 £170,000 £170,000 £875,000 Full Business Case Capacity Funding £200,000 £0 £0 £0 £0 £200,000 Risk Contingency £95,840 £191,680 £287,520 £287,520 £95,840 £958,400 Total £2,596,658 £4,460,541 £8,264,815 £8,067,609 £1,610,377 £25,000,000

TIP Section 1 113 ACKNOWLEDGEMENT

The board would like to thank our consultant team: The Calderdale Council team was led by

Atam Verdi and Josh Wedge Karen Houghton (Programme Manager Towns of Aspinall Verdi Regeneration and Resilience)

Irena Bauman and Choon Yuan Wang who would like to thank the following officers: of Bauman Lyons Architects Building a foundation to Andy Geall, Bobsie Robinson, Diana Greenwood, deliver Andrew Gaunt John Catanach, John Walker, Lauren Clarkson, opportunities for all of Bernard Williams Cost Consultants Maria Curran, Richard Armitage, Sarah Richardson and in particular Daisy Wilde for supporting the Martin Higgitt board alongside a full-time role as Neighbourhood of Martin Higgitt Consultants Coordinator.

The communications sub-group of the board are Additional Acknowledgments grateful to: Angela Richards Designer - logo and support to Rhona Pringle Alan re website of CAG consultants for facilitating citizen’s assemblies UCVR – Gathered and posted initial consultation Shannon Jackson evidence, facilitated Data control CA event, and fund for her Youth Engagement strategy holder.

Alan Rogers of Customology for web design

Eileen Kelly for social media support

Will Lake for copywriting and editing

And the members of 8th and 26th Calder Valley Scouts for delivery

114 Todmorden Town Investment Plan Section 1