January 2020 Westhoughton Masterplan - Stage 1 Report: Baseline 1 Westhoughton Stage 1 Report: Baseline A report to Bolton Metropolitan Borough Council January 2020 2 Westhoughton Masterplan - Stage 1 Report: Baseline January 2020 Market Street January 2020 Westhoughton Masterplan - Stage 1 Report: Baseline 3 Contents 1 Introduction 2 Policy Context and Town Centre Trends 3 Socio-economic Baseline to the Town Centres 4 Town Centre Analysis 5 Movement Framework 6 Property and Market Analysis 7 Conclusion and Next Steps 8 Appendices Appendix A – Town Centre Trends Appendix B – Policy Context 4 Westhoughton Masterplan - Stage 1 Report: Baseline January 2020 Westhoughton Town Centre Circa - 1929 - 1930 January 2020 Westhoughton Masterplan - Stage 1 Report: Baseline 5 1. Introduction 1.1 Study Overview • Taking account of the Bolton Council’s One Public 1.4 Structure of this report Estate and Strategic Asset Management Plan 1.1.1 BDP, supported by BE Group and CBO Transport (BDP • A collaborative approach, working with stakeholders 1.4.1 The remainder of this report is structured as follows: team), has been commissioned by Bolton Council to and the community produce masterplan for Westhoughton town centre • Focusing on a small number of deliverable and • Section 2: Policy context and town centre trends (WTC). transformative projects. – Reviews current planning policy context and town centre trends to help identify the key opportunities and the focus for future development. 1.1.2 The masterplan comprises an overarching spatial 1.2.3 This report summarises the baseline work carried out by strategy for the future development of the town centre, the BDP team to underpin the development of masterplan • Section 3: Socio-economic baseline to the town a masterplan framework and key project proposals, proposals for WTC. The purpose of undertaking the centres – Provides an overview of the town centre as supported by an assessment of economic benefits and baseline studies is to understand all of the constraints, it is today in terms of social and economic factors. an outline delivery strategy. issues and opportunities that have a bearing on the future • Section 4: Town centre analysis – Provides detailed of the town centre and any interdependencies that exist. analysis of the town centre’s assets, urban design 1.2 Background to the study and purpose of this and spatial framework, identifies character areas, report and provides an analysis of each character area in 1.3 Introduction to Westhoughton town centre terms of quality of built environment, issues and opportunities. 1.2.1 The client brief identifies the following priorities for the 1.3.1 A well-connected town centre, WTC spans from • Section 5: Movement framework – Provides an town centre: Westhoughton leisure centre to the west of Hall Lee analysis of the transport, movement, public realm and • Attractive environments Brook, to Westhoughton cemetery, which sits to the west parking within the town centre. of St Bartholomew Church. Market Street is the main • Improved residential offer of all types for all ages, • Section 6: Property and Market Analysis – Provides where appropriate spine of the town centre and, owing to the completion of a town centre bypass (A58), is lightly trafficked. The an appraisal of the local and sub-regional property • Connectivity including walking / cycling / public construction of A58 has led to the development of edge market for retail, residential and leisure, office and transport / digital / communities / individuals of town retail including Sainsbury’s, Lidl and McDonald’s. food and drink uses. • Meeting needs and aspirations of all ages Daisy Hill and Westhoughton rail stations sit within less • Section 7: Conclusion and next steps – Identifies the • Creating a sense of pride. than one mile distance from the town centre main spine. potential development areas within the town centre to be explored in the masterplanning process. • Section 8: Appendices – Provides an overview of the 1.2.2 As such, the scope of the masterplanning process for literature review and planning policy background that WTC includes the following: has supported the context within Section 2 of this • Responding to town centre challenges and future baseline report. proofing the town • Understanding the property market and future demand • Identifying opportunities for investment and development 6 Westhoughton Masterplan - Stage 1 Report: Baseline January 2020 Ditchfield Gardens January 2020 Westhoughton Masterplan - Stage 1 Report: Baseline 7 2. Policy Context and Town Centre Trends 2.1 Introduction family businesses that have operated in the same area for nearer to shops could increase the potential for linked several generations) is more than ever beneficial to the visits. 2.1.1 This section of the report considers the national and character and identity of traditional town centre and high streets. It is considered that whilst buying from a high regional town centre trends and patterns of change Town centre living across town centres, identifies potential funding street chain can serve a purpose, with shopping online opportunities to support target interventions in town being even more efficient, it is often more thrilling to find centres and summarises planning policy and strategy something really special from an independent shop than 2.2.7 Revitalising high streets through well planned and context that are particularly relevant to and provide online shopping or shopping from large chain stores designed residential developments is a substantial factor guidance for future development in and around WTC. to rejuvenate town centres. The value of town centre living as part of mixed-use town centre development is More leisure, Food and drink being recognised as more retail investors and shopping 2.2 Town centre trends centre owners are taking more diverse approaches to 2.2.4 Shopping has become just one of a range of activities their assets. Equally, it is recognised that with the UK 2.2.1 Across the UK, town centres are facing challenges to rather than the sole purpose of visits to town and city currently facing a severe housing crisis, there is a need to their future vitality and viability. Many town centres are centres. Consumer demand, combined with population explore all options to increase housing supply, including suffering from falling retail sales, reduced footfall, rising and employment growth, has driven significant growth using property above shops for residential development. vacancies and high maintenance costs. As such, there is in the eating-out market, led by branded quick service a strong emphasis on the requirement for town centres to restaurants and casual dining restaurants. become places of more diverse attractions, providing a Offices and work space range of different activities and uses for all, such as more independent shops, housing, leisure, vibrant food and 2.2.5 One of the key factors driving the better performance of 2.2.8 Both the lack of quality office space and people working drink offers, social and community hubs, business and traditional high streets relative to shopping centres since in and around the city centre to create a demand for high work space and cultural enterprises. 2014, is that their offer has widened, particularly in the street shops and restaurants, is becoming more visible food and beverage sector. There is a large customer in the life of the high streets. Vacant shops are much base who are not in town during the day and the fact that more likely to dominate in weaker towns with fewer 2.2.2 A summary of the current town centre trends is provided town centre footfall has risen in the evening, is evidence businesses, which also have proportionately more retail below. A more detailed review of studies that have been that consumers are visiting town centres that blend retail space in their town centres and fewer high quality offices. used to shape the town centre trends narrative of this opportunities with a social experience. section can be found in ‘Appendix A’ of the report. High quality managed work space, supporting high skilled businesses alongside a proportion of retail space, Local access to public services as well as leisure space such as cafes and restaurants, Fewer ‘High Street’ shops, more independent trades can serve the needs of both workers and residents and bring more people to the high street. 2.2.6 As retailers on high streets are being hit hard by online 2.2.3 As the large chain stores struggle to compete with the competition, town centres need to become community growth of online retailing, independent, artisan traders hubs providing services such as healthcare, social offering a personalised service that cannot be found support, entertainment, leisure, art and culture. The online - from toy shops, book shops and jewellers to provision of community hubs and public services could butchers, fishmongers and bakeries - have a chance prove positive for retailers, as having such attractions to thrive. Retaining independent retailers (often iconic 8 Westhoughton Masterplan - Stage 1 Report: Baseline January 2020 Quality of experience planning for transport modes, and towards putting Future High Streets Fund people first to better shape and manage our streets. This will help create more sustainable, healthy and resilient 2.2.9 Whilst retail is an important part of the town centre mix, 2.3.2 The Future High Streets Fund launched in December places across Greater Manchester and overall leads to an town centres are much more than shopping. People 2018, is an essential part of the Government’s plan improved quality of life for everyone. who visit town centres are there for many reasons, such for high streets, providing co-funding towards capital as to visit cafés, restaurants, pubs, galleries, parks, projects that bring transformative change, drives hairdressers, community hubs, libraries, banks etc., but 2.2.12 The programme has developed action plans for districts economic growth and sustainably improves living there are social factors too that bring people to the town across Greater Manchester, including the Borough of standards.