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This version Published March 2013 by Blackpool Council.
© 2013 Blackpool Council. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, copied or transmitted without the prior written consent of the publisher except that the material may be photocopied for non-commercial purposes without permission from the publisher.
Printed by Blackpool Council on recycled paper.
Visit Blackpool Council at http://www.blackpool.gov.uk/
Page 1 of 34
Blackpool Town Centre Strategy
Contents
Introduction
The need for a Town Centre Strategy
Vision & Objectives
Wider Town Centre Policy Context
Town Centre Map
2
4
6
8
Blackpool Town Centre Today
Catchment, Visitor Profile and Performance
Retail and Service Provision
Leisure, Entertainment, Culture and Business Tourism
Office Space and Housing
Quality of the Environment
Access and Movement
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14
15
16
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Priorities for Intervention
Priority Themes 1-6 20
Appendices
Five-year Action Plan
Risk Register
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Page 2 of 34
Blackpool Town Centre Strategy
Part 1 - Introduction
This Town Centre Strategy:
■ Outlines a vision for Blackpool Town Centre in 15 years time, supported by six key objectives
■ Describes the town centre today and opportunities for change
■ Identifies priorities for improvement and management of the town centre in line with the six objectives
■ Develops a five-year action plan with delivery mechanisms
Key Aims of the Strategy
■ Improve business confidence and encourage quality investment from private and public sectors
■ Inform future decision making and co-ordinate town centre initiatives to achieve complementary improvements
■ Assist with town centre promotion and marketing
The need for a Town Centre Strategy
The importance of Blackpool Town Centre to the successful regeneration of the resort and the economic prosperity of the Fylde Coast cannot be overstated.
The town centre has a pivotal role to play in driving the local economy and providing over 300,000 residents within Blackpool and the wider Fylde Coast a thriving sub-regional centre which meets their needs in terms of retail, business, social and cultural activities.
Over 6,000 people are employed within the town centre and it generates a non-food retail goods turnover of around £316 million from residents of the catchment area. It is a key part of the resort, with the iconic landmarks of Blackpool Tower and Winter Gardens and a host of shops, cafés, restaurants and bars catering for residents and visitors.
However, the town centre’s influence and status, like the wider resort, has declined as it struggles to compete with alternative retail and leisure attractions, a competitive conferencing market and the increasing influence of competing centres outside the Fylde Coast.
Recent investment in the Houndshill Shopping Centre demonstrates that high quality investment does increase footfall and turnover and stimulate the visitor experience. With commitment for sustained improvement through further investment in Blackpool Tower, the Winter Gardens and the Promenade it is hoped that visitor numbers will further increase.
Page 3 of 34
Blackpool Town Centre Strategy
If we are to successfully position Blackpool Town Centre as the first choice shopping destination for Fylde Coast residents and an attractive place to visit and do business, the town centre needs to carve out a high quality retail offer and combine this with a wider positive leisure, cultural and social experience during the day and into the evening.
Exploiting key assets within the town centre – heritage, coastal frontage and popular tourist attractions - and aligning these with new innovative developments can help define a distinguishing offer and achieve an attractive, thriving town centre.
This approach to making town centres a diverse multifunctional destination for shopping, socialising, creativity, working, living and learning is at the heart of The Portas Review (2011). Blackpool is well positioned to create a unique town centre experience unavailable anywhere else.
To achieve this, we need a strategy that will provide a clear direction for the town centre and co-ordinate planning and management activities. This will help deliver positive change and provide a catalyst for further investment.
As acknowledged in The Portas Review, the public sector alone cannot create vibrant town centres; there is also a role that landlords, retailers and businesses must play. Therefore, we need a strong town centre partnership approach to deliver the strategy.
Town Centre Partnership Approach
There are a diverse range of public and private sector bodies which have a stake in the future of Blackpool Town Centre. Whilst Blackpool Council has a key responsibility to enable and manage change, private landowners own the majority of town centre sites and premises and have a responsibility as long-term investors.
A co-ordinated and comprehensive approach to the improvement of the town centre can only be achieved by a strong town centre partnership approach - led by Blackpool Council, supported by investment agencies and working together with private landowners, local businesses, service providers, developers and all other stakeholders.
Town centre partnerships are already established in Blackpool Town Centre, including the Town Centre BID (Business Improvement District) and the more recently formed Town Team. Crucially we need to grow and develop these partnerships effectively if we are to successfully collaborate on implementing the Town Centre Strategy.
Page 4 of 34
Blackpool Town Centre Strategy
Vision
If Blackpool Town Centre is to become an attractive, thriving centre it must have a very clear vision of what it wants to achieve:
In 2027, Blackpool Town Centre is the thriving heart of Britain’s favourite resort, offering an all year-round high quality shopping, leisure, cultural and entertainment destination.
Residents and visitors from all walks of life choose to spend time here throughout the day and into the evening.
The revitalised Tower and Winter Gardens are major attractions along with an exciting programme of events and festivals.
Blackpool hosts a vibrant outdoor café culture, with attractive streets and spaces providing high quality public realm and strong links between the town centre and the beach.
A high quality integrated transport system allows easy access to the town centre and provides a positive arrival experience.
Page 5 of 34
Blackpool Town Centre Strategy
Objectives
Our vision for Blackpool Town Centre is supported by six objectives:
Objective 1
Re-establish the town centre as the first choice shopping destination for Fylde Coast residents.
Objective 2
Strengthen the town centre as a vibrant leisure, entertainment, cultural and business tourism destination for residents and visitors.
Objective 3
Grow the town centre as a place to do business by creating a Central Business District and creative industries hub.
Objective 4
Create a choice of high quality homes within and around the town centre.
Objective 5
Improve the quality of buildings, streets and spaces and their maintenance and management.
Objective 6
Provide convenient access to the town centre by all modes of travel and enable easier pedestrian movement.
Page 6 of 34
Blackpool Town Centre Strategy
Wider Town Centre Policy Context
The policy framework
The Town Centre Strategy aligns with the following Council plans and strategies:
Blackpool Planning Policy Framework1
■ Blackpool Local Plan 2001-16 (2006)
■ Blackpool Core Strategy 2012-27 (being prepared)
■ Talbot Gateway Planning Brief SPD (2006)
■ Former Central Station (Leisure Quarter) site Development Brief SPD (2011)
Blackpool Local Transport Plan 2011-16 (2011)
The Strategy has also been informed by:
National Planning Policy Framework (NPPF) (2012)
Planning for Town Centres Practice Guide (2009)
North West Regional Spatial Strategy (expected to be abolished imminently)
Fylde Coast Retail Study (2011)
Blackpool Town Centre studies:
■ Town Centre Health Check (2011)
■ Business Appraisal (2009)
■ Retail and Business Strategy Framework (2008)
■ Public Realm Framework (2008)
The Portas Review (2011)
1 It is a non-statutory document and does not directly form part of the Council’s Planning Policy Framework.
What the policies say
To support resort regeneration, the town centre is identified as a key focus for future economic growth, development and investment, in order to address past decline and successfully position it as the first choice shopping destination for Fylde Coast residents and an attractive place to visit and do business.
The emerging Core Strategy2 defines the town centre boundary and a principal retail core which includes the main shopping streets and the majority of large multiple retailers (see Figure 1). It identifies the town centre as the focus for major new retail development in the Borough, and contains a number of planning policies supporting town centre development which:
■ Strengthens the retail offer, with the principal retail core being the main focus for major retail development
■ Introduces quality cafes and restaurants
■ Enhances the quality of buildings, streets and open spaces and connects the different areas of the town centre to improve pedestrian movement
■ Utilises key heritage assets and complements these with new innovative development
■ Grows an office sector
■ Improves access to the town centre
■ Introduces quality homes in the long term
Policies support Council assistance in site assembly where required to facilitate major redevelopment.
2 A key planning document for Blackpool currently being prepared and expected to be adopted in 2013.
Page 7 of 34
Blackpool Town Centre Strategy
Three key town centre sites are identified in the Core Strategy: the Central Business District, Winter Gardens and former Central Station site (see Figure 1). Developing each of these sites will help to transform the role and status of the town centre and adjoining resort core.
Saved policies SR6 and SR7 in the Blackpool Local Plan 2001-16 identify a retail / cafe zone and a mixed-use zone, which contain more diverse uses such as small, independent and specialist retail, professional services, civic, leisure and cultural facilities.
Saved policy SR8 identifies the Promenade frontage between Springfield Road and New Bonny Street as a leisure zone. This area will continue to be promoted as the main town centre location for visitor attractions, leisure retail and drinking establishments. Comprehensive enhancement and redevelopment which introduces quality buildings and higher-end leisure uses will be supported.
Figure 1 illustrates the town centre boundary and the distinctive areas and key sites contained within it, as identified above.
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Reproduced from Ordnance Survey mapping with the permission of the Controller of Her Majesty’s Stationery Office © Crown copyright. Unauthorised reproduction infringes Crown copyright and may lead to prosecution or civil proceedings. Blackpool Borough Council Licence No. 100019178. 2012.
Scale: NTS
Figure 1: Distinctive areas and key sites within Blackpool Town Centre as identified in planning policy
Principal Retail Core
The principal retail core contains the main shopping streets of Church Street, Victoria Street, Bank Hey Street and the Houndshill Shopping Centre. Marks and Spencer, Debenhams, Primark and BHS are the anchor stores that create the highest footfall and a strong draw for shoppers.
Winter Gardens
The Council purchased the Winter Gardens in 2010 and is actively looking to secure medium-long term investment to facilitate major refurbishment and re-establish the complex as a multi-purpose, year round entertainment, leisure and conference venue in the heart of the town centre.
Central Business District (CBD)
The CBD is an important site for a new gateway development in the north-east of the town centre. Redevelopment and enhancement of the area will create an attractive commercial hub and welcoming arrival experience, anchored by new Council offices, Blackpool North railway station and a major new food store. Blackpool Council is currently working in partnership with Muse to deliver Phase 1 of the CBD.
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Promenade Frontage (Leisure Zone)
This Promenade stretch includes the iconic Blackpool Tower at the heart of Blackpool’s Golden Mile and is a key gateway to the town centre from the seafront. Leisure uses are dominant, although these are mostly low-end seasonal and transient uses, which create a negative image and discourage visitors entering the town centre from the seafront.
Former Central Station site
The Council is promoting comprehensive redevelopment of this site for major leisure development of national significance, which would broaden the resort appeal and provide a compelling new reason to visit Blackpool.
Retail / Café Zone and Mixed Use Zone
This area houses an eclectic mix of small retail shops, professional services, civic and cultural activities and a growing café culture around Cedar Square and Birley Street.
St John’s Square has been remodelled to create an attractive public space for hosting events and festivals; and is centrally located to connect surrounding streets including Topping Street, Edward Street and the top end of Church Street, which have grown as a small business hub.
Key buildings include the Town Hall, Central Library, Grundy Art Gallery, St John’s Church, Abingdon Street Market and the Post Office.
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Page 10 of 34
Blackpool Town Centre Strategy
Part 2 - Blackpool Town Centre TodayThis section identifies town centre issues alongside strengths and opportunities for improvement.
Catchment, Visitor Profile and Performance
Issues
■ Whilst the town centre has a large Fylde Coast catchment it struggles to convert residents into shoppers, retaining only 33% of non-food retail expenditure from its catchment1. This is a slight improvement from 29% in 2008 with the opening of the Houndshill Shopping Centre extension, but remains extremely low for a sub-regional centre.
■ Blackpool’s shopper profile lacks affluent families and young professionals who are drawn to out-of-centre retail parks and competing shopping destinations outside the Fylde Coast.
■ Whilst town centre spend is supplemented by resort visitors this is highly seasonal and has been reduced by the loss of business tourism.
■ Blackpool’s nightlife attracts a dominant youth, alcohol-led and price conscious market. Drunkenness and anti-social behaviour has become a deterrent to a wide cross section of visitors and residents.
■ Zone A rents2 averaged £115 per square feet in 2009; and remain the lowest when compared to nearby towns such as Preston and Blackburn.
■ Whilst footfall may have increased, expenditure has not done so in a similar manner. The annual non-food retail goods expenditure from residents of the catchment is around £316 million, with a low sales density of £4,879 per square metre sales. Retail units are under-trading and there is an oversupply of poor quality floor space.
1 Rounded figure (2010). In 1998 this was 43% (rounded), representing a fall of 10% in 12 years
2 “Zone A” is the first 20 feet from the shop window and considered the most valuable space
Strengths and Opportunities
■ Part of what makes the town centre unique is the provision for tourists within its core, boosting non-food retail expenditure by an estimated £75 million per annum (on top of an estimated £316 million from residents of the catchment). Tourism expenditure would support a stronger representation of personal and leisure goods retailers and catering operators.
■ The town centre must claw back current expenditure leakage from its Fylde Coast catchment and increase retention figures. A modest increase in market share would support additional comparison goods floor space of 14,000 square metres (sq.m.) net by 2021; and a further 15,500 sq.m. net by 20263.
Threats
■ Unless the town centre offer is made more attractive, retail expenditure from the catchment will continue to be captured by competing destinations, undermining regeneration efforts in the town.
■ The town centre is vulnerable to competing out-of-centre provision; and it will be important for the Council to control additional floor space and types of retail in out-of-centre locations, to protect the vitality and viability of the town centre.
■ Current trends in supermarket, out-of-centre and on-line shopping are expected to leave traditional town centres fighting for a shrinking share of retail expenditure.
3 Rounded net figures (2011) calculated on basis of 75% of gross figures. This is over and above the existing planning approval at the Central Business District
Page 11 of 34
Blackpool Town Centre Strategy
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Figure 2. Current town centre catchment area (Fylde Coast Retail Study, Roger Tym and Partners 2011)
Page 12 of 34
Blackpool Town Centre Strategy
Retail and Service Provision
Issues
■ Retail and service provision is focused towards the middle and lower-end of the retail spectrum and does not provide the quality or range necessary to attract Fylde Coast residents. The town centre needs a stronger representation of higher-end national and independent retailers and a more diverse range of fashion clothing and footwear, leisure, personal and household goods.
■ The introduction of a new Sainsbury’s food store due to open in 2014 means there is no overall need for further convenience goods floor space.
■ The traditional indoor market on Abingdon Street sells middle to low-end goods without delivering the wider appeal that other markets across Lancashire have developed.
■ In November 2012 the town centre vacancy rate was 18% and 14.5% in the Principal Retail Core1. Whilst vacancies have fallen since 2009, many recently occupied vacant units in the retail core have been taken up by discount retailers and charity shops, reducing the quality of the offer.
■ Apart from Houndshill, retail units do not generally meet modern occupier requirements in terms of unit floor space and flexibility, with many retailers under-spaced in comparison to their national average store size.
■ Church Street provides a key link between the Seafront and the Winter Gardens. The decline of buildings and loss of retailers along here is of particular concern.
■ Peripheral streets lack critical retail mass. Units are generally small, in poor condition and lack drawing power. Many are vacant, suggesting that Blackpool should consolidate the retail core.
■ Early evening shopping is limited, with the Houndshill closing its doors at 6pm. Blackpool’s nightlife may be a barrier to this.
1 Rounded figures obtained from the Council’s own vacancy survey. The town centre figure is somewhat higher than the UK average in October 2012 (11.3%).
Strengths and Opportunities
■ Key development sites present opportunities to enhance convenience and comparison retail and service provision and complement qualitative improvements to the existing retail stock. It will be important to ensure this new provision does not undermine the existing town centre offer.
■ Phase 1 of Central Business District will introduce a major Sainsbury’s food store providing 5,400 sq.m. of net retail floor space, and retail units on the ground floor of the Council office building and Talbot Road multi-storey car park providing 3,100 sq.m of net non-food retail floor space. Further complementary retail space is planned for future phases.
■ Phase 1 development of the Houndshill has strengthened Blackpool’s retail core by attracting new national retailers and providing a quality shopping environment. The Tower Street block (phase 2) and the south-west block bounded by Adelaide Street West, Bank Hey Street and Albert Road (phase 3) each have potential capacity for 3,000 sq.m. of net retail floor space.
■ The Winter Gardens has potential capacity for 5,000 sq.m. of net retail floor space, subject to how this would support a future business model.
Threats
■ The significant number of empty shops in the town centre suggests a symptom of deeper issues in the retail industry than just the current recession or recent relocations into Houndshill Shopping Centre.
■ Blackpool has a 47% higher concentration of financially ‘unhealthy’ retailers than similar towns. This suggests more closures and prolonged difficulties in filling vacant premises.
■ Investor and developer confidence in Blackpool is limited unless it is supported by large levels of public sector pump priming.
Page 13 of 34
Blackpool Town Centre Strategy
Figure 3. Principal Retail Core
Church Street
Victoria Street
Bank Hey Street
Houndshill Shopping Centre
Page 14 of 34
Blackpool Town Centre Strategy
Leisure, Entertainment, Culture and Business Tourism
Issues
■ The Winter Gardens has suffered from a lack of investment with significant levels of under-used floor space. Once a major conferencing venue, it is struggling to compete with larger, more modern venues in the major cities.
■ Both the Grand Theatre and Blackpool Tower have experienced a reduction in visitor numbers in recent years.
■ The Grundy Art Gallery stages popular exhibitions and the adjoining Central Library has recently undergone a £3m refurbishment, although both are peripheral to the main shopping area.
■ Many day-trip visitors to the illuminations choose not to venture beyond the Promenade. To capture their spending potential, there is a need to draw visitors into the town centre.
■ An over-supply of older hotels and guest houses are prevalent on the edge of the town centre, with the majority offering budget accommodation. There are limited hotels within the defined town centre boundary.
■ Whilst there is a healthy representation of restaurants, cafés, coffee bars and takeaways, there is a notable absence of quality dining experiences and family-orientated national chains. The introduction of Heathcotes, Nandos and Pizza Express is starting to address this gap.
■ The evening/night-time economy is based on a heavy drinking culture, which is a deterrent to many visitors and residents. There needs to be a shift towards more family-orientated evening activities, particularly within and adjacent to the principal retail core.
■ The town centre lacks some of the large entertainment uses to draw visitors in, including a cinema and ten pin bowling facility.
Strengths and Opportunities
■ In 2010 Blackpool Council secured European and Government funding to purchase Blackpool Tower and the Winter Gardens. Now in the Council’s ownership, we are able to secure investment and control future uses.
■ There has been considerable investment in the Winter Gardens since 2010, including improvements to public areas and the introduction of two quality Heathcotes dining experiences. In the medium-long term the complex offers opportunities to improve conferencing facilities and locate year-round leisure uses and cultural activity in the heart of the town centre.
■ Merlin Entertainments are managing the operations of new attractions at Blackpool Tower, which is currently undergoing a major development programme of restoration and refurbishment to bring it into the 21st century and increase visitor numbers.
■ The former Central Station site has the potential to deliver a new major leisure development as iconic as Blackpool Tower and the Winter Gardens.
■ Key sites provide opportunities for new, quality leisure development, including national hotel and restaurant chains, within and on the edge of the town centre.
■ Annual events such as the Illuminations, Showzam, Dance Festival, Airshow and Firework Championships highlight the potential that events and festivals provide for increasing town centre footfall and expenditure. St John’s Square and the Tower Festival Headland (on the Promenade on the edge of the town centre) present further opportunities for outdoor events and festivals.
Page 15 of 34
Blackpool Town Centre Strategy
Office Space
Issues
■ The town centre is an important administration centre but is not an established office location, with the market heavily out-of-centre based. It currently does not offer the right opportunities to attract new offices into the town centre.
■ The majority of office employment is government and public sector based; with Blackpool Council accounting for over 75% of office workforce in the town.
Strengths and Opportunities
■ Some success has been achieved in nurturing small businesses in dedicated creative industry space at FYCreatives and Eighty-one Central on Church Street. There is an opportunity to build on this by developing alternative new business start-up space and providing advice and training.
■ The relocation of Council satellite offices into Central Business District will bring over 900 workers into the town centre. Together with further office space planned for future phases, this development could provide the foundation to attract new offices into the town centre.
Housing
Issues
■ Few people live within the town centre boundary, and those that do largely occupy poor quality, rented accommodation.
■ Until the town centre offer improves there are no incentives for developers, or those in search of quality accommodation, to look to the town centre.
■ There is a need to balance the residential offer across Blackpool and provide better quality housing in the inner area which would contribute towards town centre regeneration.
Strengths and Opportunities
■ Up to 400 new, high quality, aspirational homes are planned to be built in the Tyldesley Road / Rigby Road area, south of the town centre and within walking distance. This would help to attract people with higher disposable incomes into the primary town centre catchment area.
■ In the long term, once the town centre has begun to re-establish itself as a thriving sub-regional centre and a renowned cultural, leisure and business destination, this will help to create a demand for high quality homes within the town centre, including the conversion of vacant upper floor accommodation.
Page 16 of 34
Blackpool Town Centre Strategy
Quality of the Environment
Issues
■ The town centre’s environmental quality is mixed. St John’s Square and surrounding streets have benefitted from recent public realm investment and Houndshill provides a pleasant shopping environment, however there are still many areas which are run down and unattractive, with Bank Hey Street in particular need of attention.
■ Successive waves of public realm investment has created confusion about Blackpool’s identity, with inconsistent colour schemes and design styles.
■ There are limited trees and no green spaces in the town centre, largely as a result of Blackpool’s difficult micro-climate.
■ With the exception of shopfront improvements through the Townscape Heritage Initiative, many streets are plagued by poor quality, badly maintained shops at ground floor and upper floors, particularly those which have fallen vacant.
■ Drinking venues within, and adjacent to, the retail core conflict with family based shopping activity. Shoppers have little desire to venture far beyond the Houndshill Shopping Centre.
■ The dilapidated nature of many seafront shops and gateway buildings portray a tired image and do not encourage visitors to venture into the town centre.
■ Many streets are exposed to the seafront and the elements, discouraging movement along them.
Strengths and Opportunities
■ The town centre is rich in heritage, boasting landmark buildings which provide positive focal points and a conservation area.
■ Public realm improvements along Birley Street, Church Street and Abingdon Street encourage increased footfall and support a vibrant outdoor cafe culture.
■ The pedestrianisation of St John’s Square has created an attractive public space in the heart of the town centre. A Townscape Heritage Initiative has introduced quality shopfronts and a cafe culture has emerged, complementing this space. The development of an events programme at St Johns Square will help to create a vibrant space.
■ Major investment to rebuild 3km of the seafront providing coastal protection and environmental enhancement was completed in 2012. This has significantly improved the quality of public space and links between the town centre and seafront. There is an opportunity for the town centre to capitalise on the anticipated increase in footfall and to secure investment in town centre buildings along the Promenade.
■ Proactive management and maintenance of the town centre will be critical, particularly in making the most of the new public spaces.
Threats
■ Without additional intervention, recent public realm investment is unlikely to change current perceptions of the town centre and improve the commercial performance of occupiers or the quality of the building stock.
Page 17 of 34
Blackpool Town Centre Strategy
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Figure 4. Town centre buildings and public realm
Scale: NTS
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Festival House
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Key Landmark Buildings
Reproduced from Ordnance Survey mapping with the permission of the Controller of Her Majesty’s Stationery Office © Crown copyright. Unauthorised reproduction infringes Crown copyright and may lead to prosecution or civil proceedings. Blackpool Borough Council Licence No. 100019178. 2012.
Page 18 of 34
Blackpool Town Centre Strategy
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Figure 5. Key vehicular and pedestrian routes into, and within, the town centre
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Reproduced from Ordnance Survey mapping with the permission of the Controller of Her Majesty’s Stationery Office © Crown copyright. Unauthorised reproduction infringes Crown copyright and may lead to prosecution or civil proceedings. Blackpool Borough Council Licence No. 100019178. 2012.
Page 19 of 34
Blackpool Town Centre Strategy
Access and Movement
Issues
■ The town centre needs to achieve a more cohesive pedestrian layout with identified routes to key shopping streets and an obvious retail circuit which is easier to navigate.
■ Measures are needed to encourage and enhance movement between the Principal Retail Core, Winter Gardens, Blackpool Tower and Central Business District as the key investment sites.
■ Signage is often badly positioned, inconsistent and poorly maintained. Road signs are confusing, advanced directional signage for parking needs improvement, and pedestrian signs are difficult to spot, unreliable and lacking in quantity.
■ Blackpool lacks quality information boards to encourage visitors to move around on foot and to assist them to find key places of interest.
■ The arrival experience onto Talbot Road from Blackpool North railway station is poor.
■ A significant proportion of existing car parking is provided by extensive areas of surface car parks, which have been established in a piecemeal manner and some of which are only temporary.
■ Crime and fear of crime deter people coming into the town centre in the evenings and from using peripheral car parks and Talbot Road multi storey.
■ Town centre car parks are pay and display which do not provide the same flexibility as pay on foot, are difficult to use with limited payment methods, and central car parks close overnight.
■ Some bus services don’t penetrate the retail core due to stops relocating from Corporation Street and St John’s Square, and buses terminating in Talbot Road. There is no bus priority system and a reduced service provision in the evenings.
■ Coach reception facilities are poor and include a temporary facility on New Bonny Street.
■ Whilst the introduction of cycle lanes and hire cycles in the town centre has aimed to improve cycle access, there is generally a lack of cycle parking.
Strengths and Opportunities
■ A Signage Strategy has been completed and a Wayfinding Strategy is being developed, which will ensure future programmed improvements to traffic and pedestrian signing are targeted to optimum effect.
■ The Central Business District redevelopment presents opportunities to enhance the arrival experience from Blackpool North railway station; improve links between Talbot Road and the wider town centre; and remodel and refurbish existing car parks to create more attractive, efficient and user friendly parking facilities.
■ A Parking Strategy is being developed which will seek to make the most efficient and effective use of Blackpool’s existing parking resources, including future management.
■ Actual and perceived barriers between the town centre and seafront have been addressed by remodelling the Promenade to make it more pedestrian friendly and opening up Blackpool Tower between the Promenade and Bank Hey Street.
■ Upgrading the Blackpool-Fleetwood tramway has provided Fylde Coast residents with a quality, frequent and convenient public transport option into the town centre. There is an opportunity to promote this mode of travel to maximise its usage; and improve integration with other modes of travel, including extending the tramway to Blackpool North train station.
■ Development of the former Central Station site presents an opportunity to consider a long term solution for coach facilities.
■ Network Rail has committed to electrify the line between Blackpool North and Manchester, which would allow faster, more frequent trains and the potential to establish a direct line between Blackpool North and other major cities including London and Glasgow.
Page 20 of 34
Blackpool Town Centre Strategy
Part 3 - Priorities for InterventionThis section identifies priority measures to address the issues identified in Part 2. The priorities are arranged into six themes which are colour coded to match the six key objectives.
Re-establish the town centre as the first choice shopping destination for Fylde Coast residents
A vibrant leisure, entertainment, cultural and business tourism destination for residents and visitors
We will achieve objective 1 by focusing on a strong retail offer in the town centre retail core...
■ Encouraging new core retail operators to expand the retail offer and improve quality, particularly in clothing and footwear, convenience, leisure, personal and household goods categories
■ Retaining and supporting existing retailers
■ Reducing vacancy levels and the number of units occupied by discount retailers and charity shops on short-term leases by creating more attractive retail space
■ Further phased development and enhancement of the Houndshill Shopping Centre
■ Developing a complementary retail offer at the Central Business District and in the Winter Gardens (subject to this supporting the business model)
■ Developing specialist markets at St Johns Square to broaden the retail offer
We will achieve objective 2 by enhancing existing attractions and creating new reasons to visit...
■ Enhancing key town centre venues including the Winter Gardens, Blackpool Tower complex and Grand Theatre as year-round, family orientated leisure, entertainment and cultural venues
■ Developing an enhanced conference and business tourism offer
■ Encouraging national chain restaurants, cafes and coffee bars within or adjacent to the main shopping streets to increase shopper dwell time
■ Extending the events and festivals programme in newly created public spaces
■ Developing new illuminations concepts that encourage linked trips into the town centre
■ Co-ordinating activity to develop the town centre evening economy
■ Developing a high quality hotel offer
■ Continuing to work with interested developer(s) to secure major leisure development on the Former Central Station site
■ Securing major leisure uses e.g. town centre cinema
Page 21 of 34
Blackpool Town Centre Strategy
Grow the town centre as a place to do business by creating a central business district and creative industries hub
A choice of quality homes within and around the town centre
We will achieve objective 3 by...
■ Relocating the Council’s satellite offices to the Central Business District, which will grow the town centre based public sector workforce and provide an anchor for future office development
■ Encouraging and promoting speculative office development within the Central Business District
■ Providing additional accommodation within the town centre to attract and retain starter businesses
■ Identifying wider requirements for business/office floor space to ensure that town centre accommodation remains available
■ Exploring with Government and other public sector agencies any opportunity to relocate offices and employment in the town centre
■ Relocating the Police and Law Courts to enable comprehensive redevelopment of the former Central Station site
We will achieve objective 4 by...
■ Ensuring that new residential accommodation created through conversion or sub-division of properties is of a high quality
■ Supporting new residential development on the edge of the town centre and within inner Blackpool which contributes to wider resort and town centre regeneration
In the longer term once the town centre offer improves...
■ Encouraging new residential development within the town centre, including the use of upper floors for residential use
Page 22 of 34
Blackpool Town Centre Strategy
Improve the quality of buildings, streets and spaces and their maintenance and management
Provide convenient access to the town centre by all modes of travel and enable easier pedestrian movement
We will achieve objective 5 by focusing on the main shopping streets...
■ Streetscape improvements along Bank Hey Street, Victoria Street and Adelaide Street West including consistent public realm branding and street cleanliness
■ Improvements to buildings and shopfronts to complement public realm investment and the refurbishment of key buildings
■ Improving external frontages of the Houndshill Shopping Centre and improve integration with adjacent shopping streets
■ Encouraging high quality development on key vacant sites e.g. the former Yates’s site and Post Office building
■ Continuing to monitor drinking venues and reducing conflict between drinking venues and shopping streets; and improving night-time security and public order
■ Improving the Promenade building frontage and other town centre gateway buildings
■ Improving the arrival experience at Blackpool North onto Talbot Road
We will achieve objective 6 by focusing on key arrival points and pedestrian routes...
■ Improving navigation into and around the town centre and resort for motorists and pedestrians with better signage and information boards
■ Improving and remodelling the highway network at Central Business District
■ Improving bus routing and infrastructure
■ Continuing to strengthen connections between the town centre and seafront
■ Completing a town centre parking strategy and reviewing existing parking facilities, including access and management arrangements
■ Refurbishing Talbot Road multi-storey car park and resurfacing Banks Street car park
■ Considering long term car and coach parking solutions when redeveloping the former Central Station site
■ Developing the upgraded Blackpool-Fleetwood tramway further to improve integration with other modes of travel and maximise its usage
■ Electrification of the line between Blackpool North and Manchester
Page 23 of 34
Blackpool Town Centre Strategy
Appendix 1
Town Centre Action Plan
This section outlines a Five-year Action Plan to deliver the priorities identified in Part 3 of the Town Centre Strategy. Those actions marked with a ‘P’ in the first column are considered an immediate priority to be progressed over the next 6 months.
The first column is colour coded to identify which of the six objectives (and priority themes) are being met:
Key Objective
Re-establish the town centre as the first choice shopping destination for Fylde Coast residents
A vibrant leisure, entertainment, cultural and business tourism destination for residents and visitors
Grow the town centre as a place to do business by creating a central business district and creative industries hub
A choice of quality homes within and around the town centre
Improve the quality of buildings, streets and spaces and their management and maintenance
Provide convenient access to the town centre by all modes of travel and enable easier pedestrian movement
The third column identifies what has been achieved over the last eighteen months, since June 2011 when the action plan was first drafted. The fourth column identifies key officers and stakeholders involved in implementing the action, including individuals and groups. The fifth column outlines an estimated timescale.
The Action Plan is a working document and will be monitored and updated on a regular basis by the Town Centre Steering Group, who will meet on a quarterly basis and comprise of the following officers:
John Donnellon (Lead Officer / Chair)
Rob Green
Philip Welsh
Steven Waterfield
Jane Saleh
Paolo Pertica
Peter Cross
Natalie Wyatt
Where separate working groups or project groups are identified in the Action Plan, these will operate as delivery arms of the Steering Group.
Page 24 of 34
Acti
onA
chie
vem
ent
to d
ate
Stak
ehol
ders
Tim
esca
le
Part
1: B
uild
ings
and
Use
s
1.1
P
Esta
blis
h a
wor
king
gro
up to
focu
s on
bui
ldin
gs in
Chu
rch
Stre
et, V
icto
ria
St &
Ban
k H
ey S
t:
■D
evel
op in
telli
genc
e on
vac
anci
es, t
rend
s an
d sh
ort-
term
leas
ehol
ders
and
con
tinue
re
gula
r m
onito
ring
■Se
t up
a da
taba
se o
f ow
ners
, occ
upie
rs a
nd a
gent
s of
reta
ined
pre
mis
es
■Es
tabl
ish
a di
alog
ue w
ith o
wne
rs /
age
nts
of v
acan
t pre
mis
es to
impr
ove
thei
r ap
pear
ance
(e.g
. tem
p ae
sthe
tic m
easu
res)
and
iden
tify
shor
t-lo
ng te
rm s
oluti
ons
to
redu
ce v
acan
cies
■Es
tabl
ish
a di
alog
ue w
ith o
wne
rs /
age
nts
of p
rem
ises
with
sho
rt-t
erm
leas
ehol
ders
an
d w
ork
with
them
to id
entif
y su
itabl
e lo
ng te
rm te
nant
s
■In
vesti
gate
am
alga
mati
on o
f uni
ts o
r sm
all b
lock
dev
elop
men
t opp
ortu
nitie
s (b
ased
on
ow
ners
hip
patt
erns
) to
prov
ide
larg
er, m
ore
attra
ctive
reta
il fo
rmat
s
■En
gage
with
reta
il, re
stau
rant
and
caf
e ch
ains
abs
ent f
rom
the
tow
n ce
ntre
, lin
king
w
ith e
xter
nal a
gent
s ac
ting
on b
ehal
f of t
he C
ounc
il fo
r th
e CB
D (A
201
1 FS
P to
wn
cent
re s
tudy
iden
tifies
pot
entia
l ope
rato
rs to
targ
et)
■In
vesti
gate
mea
ns o
f sec
urin
g im
prov
emen
ts to
bui
ldin
gs a
nd s
hopf
ront
s w
ithin
the
mai
n sh
oppi
ng s
tree
ts th
roug
h en
gage
men
t with
ow
ners
■Li
aise
with
enf
orce
men
t to
cons
ider
a p
rogr
amm
e of
con
cent
rate
d ta
rgeti
ng /
acti
on
espe
cial
ly in
situ
ation
s w
here
the
owne
r ch
oose
s no
t to
enga
ge w
ith th
e Co
unci
l
■A
gree
d va
canc
y de
finiti
on a
nd
surv
ey b
ound
ary
for
map
ping
va
canc
ies
(upd
ated
qua
rter
ly)
■O
btai
ned
free
hold
title
dat
a an
d st
arte
d to
col
late
pro
pert
y /a
gent
dat
abas
e fo
r ke
y bl
ocks
■Pa
per
draft
ed o
utlin
ing
bloc
k am
alga
mati
on d
evel
opm
ent
oppo
rtun
ity
■Pr
imar
k ca
nopy
repa
inte
d &
di
alog
ue w
ith o
ther
pro
perti
es
on B
ank
Hey
Str
eet o
ngoi
ng
■10
bui
ldin
g fa
cade
s on
Chu
rch
St ta
rget
ed fo
r im
prov
emen
t
■To
wn
Team
task
ed w
ith u
sing
£1
00k
Hig
h St
reet
Inno
vatio
n Fu
nd to
fill
empt
y sh
ops
Rob
Gre
en,
Lee
Burr
ell
Jane
Sal
eh,
Dav
id P
ratt
, Ph
ilip
Wel
sh,
Sora
ya R
igby
, D
an A
lexa
nder
, Ti
m C
ogla
n,
Paol
o Pe
rtica
, To
wn
Cent
re B
ID,
Tow
n Te
am,
Nati
onal
/ re
gion
al a
gent
s,N
ation
al re
tail
chai
ns
Reta
il ta
sk
grou
p es
tabl
ishe
d
Oct
‘11
Ong
oing
–
but c
onta
ins
sign
ifica
nt
long
er te
rm
outc
omes
1.2
P
Conti
nue
to b
uild
a w
orki
ng re
latio
nshi
p w
ith th
e ow
ners
of H
ound
shill
Sho
ppin
g Ce
ntre
to:
■H
elp
fill l
ong-
term
vac
anci
es /
rece
ntly
vac
ated
uni
ts
■Re
view
opti
ons
for f
urth
er p
hase
d de
velo
pmen
t and
enh
ance
men
t (i.e
. pha
se 2
dev
’t)
■Su
ppor
t fur
ther
inve
stm
ent i
nclu
ding
impr
ovem
ents
to th
e ex
tern
al fr
onta
ges
■En
sure
inte
grati
on o
f HH
car
par
k w
ith w
ider
tow
n ce
ntre
car
par
king
, acc
ess
&
mov
emen
t
■D
evel
op c
ross
mar
ketin
g w
ith o
ther
key
ope
rato
rs a
nd th
e w
ider
tow
n ce
ntre
Not
e: T
ower
Str
eet b
lock
(pha
se 2
) and
the
SW b
lock
bou
nd b
y Ad
elai
de S
t Wes
t, Ba
nk H
ey
St &
Alb
ert R
d (p
hase
3) e
ach
have
pot
entia
l cap
acity
for 3
,000
sq.m
net
reta
il flo
or s
pace
■N
ew o
pera
tors
in v
acan
t uni
ts
(Bui
ld-a
-Bea
r, Th
e Fr
agra
nce
Shop
, Tre
spas
s, D
uffer
& V
isio
n Ex
pres
s)
■O
ngoi
ng d
ialo
gue
re. n
ew
oper
ator
s, p
hase
2 d
ev’t
and
cr
oss
mar
ketin
g
■£1
.5m
inve
stm
ent i
n H
H
car
park
Rob
Gre
enA
lan
Cavi
ll,
Step
hen
Wat
erfie
ld
J Sal
eh, G
Jo
hnst
on,
Blac
ksto
ne
and
Cata
lyst
Ca
pita
l, Sa
vills
, Ce
ntre
Man
ager
, M
anag
ing
agen
ts
Ong
oing
–sh
ort t
erm
ou
tcom
e is
to fi
ll re
mai
ning
va
cant
uni
ts
1.3
P
Even
ing
econ
omy
- est
ablis
h a
wor
king
gro
up to
co-
ordi
nate
acti
vity
to s
timul
ate
the
even
ing
econ
omy
and
footf
all i
nclu
ding
new
leis
ure
uses
and
ext
ende
d op
erati
ng h
ours
, al
ongs
ide
com
plem
enta
ry c
ar p
arki
ng a
nd e
vent
pro
gram
mes
■In
itial
dis
cuss
ions
ove
r po
tenti
al d
evel
opm
ent o
f a
mul
ti-sc
reen
cin
ema
&
asso
ciat
ed le
isur
e off
er
Tow
n Te
am
P W
elsh
, N W
yatt
, P
Perti
ca, P
Cro
ss,
Tow
n Ce
ntre
BID
Ong
oing
Page 25 of 34
Acti
onA
chie
vem
ent
to d
ate
Stak
ehol
ders
Tim
esca
le
1.4
P
Win
ter
Gar
dens
- Th
e ex
istin
g Pr
ojec
t Gro
up /
Boa
rd w
ill c
ontin
ue to
:
■D
eter
min
e th
e fu
ture
ope
ratio
n of
the
build
ing
whe
n th
e ex
istin
g m
anag
emen
t co
ntra
ct c
omes
to a
n en
d
■D
evel
op a
nd a
gree
a b
usin
ess
mod
el fo
r fu
ture
dev
elop
men
t and
impr
ovem
ent
that
refle
cts
the
curr
ent f
undi
ng e
nviro
nmen
t and
whi
ch id
entifi
es p
oten
tial p
riva
te
sect
or in
vest
men
t (de
rive
d fr
om th
e 20
12 P
IN e
xerc
ise)
■Re
furb
ishm
ent p
roje
cts
incl
udin
g en
tran
ces,
dom
e an
d flo
ral h
all
■O
peni
ng o
f tw
o H
eath
cote
s di
ning
exp
erie
nces
Ala
n Ca
vill
S
Wat
erfie
ld,
C Ca
rrin
gton
, N
Wya
tt,
Win
ter G
arde
ns
Trus
t
Ong
oing
1.5
P
Blac
kpoo
l Tow
er -
The
exis
ting
Proj
ect G
roup
/ B
oard
will
con
tinue
to:
■O
vers
ee c
ompl
etion
of t
he e
xter
nal r
enov
ation
wor
ks
■Ev
alua
te o
ption
s fo
r the
Tow
er L
oung
e (T
L) e
.g. m
ore
rest
ricte
d ac
cess
from
Ban
k H
ey
St, m
ake
it a
mor
e fa
mily
-bas
ed o
ffer a
nd e
vent
ually
repl
ace
it w
ith n
ew le
isur
e us
es
■Bl
ackp
ool T
ower
Eye
with
4D
ci
nem
a an
d du
ngeo
n
■Im
prov
emen
ts to
Ban
k H
ey S
t en
tran
ce &
faça
de
■So
me
rest
rict
ed a
cces
s fr
om T
L on
to B
ank
Hey
St
Step
hen
Wat
erfie
ld
Mer
lin,
Anto
ny H
ill,
Carl
Carr
ingt
on,
Gar
y Jo
hnst
on,
Tim
Cog
lan
Ong
oing
-
Look
to
clos
e th
e TL
by
201
4
1.6
Gra
nd T
heat
re -
■Al
ign
thea
tre
prog
ram
min
g to
aud
ienc
e re
sear
ch re
sults
■Fa
cilit
ate
new
caf
é an
d bo
x offi
ce fa
ciliti
es a
djoi
ning
thea
tre
■M
ore
vari
ed p
rogr
amm
e in
c.
Nati
onal
The
atre
pro
ducti
ons
■N
ew s
tatu
s as
a N
ation
al
Portf
olio
Org
anis
ation
■3y
r fu
ndin
g fr
om A
rts
Coun
cil
for
new
dan
ce p
rogr
amm
e
P H
amilt
on,
A C
avill
G
rand
The
atre
Tr
ust
Arts
Cou
ncil
Ong
oing
1.7
Iden
tify
site
s an
d op
port
uniti
es fo
r ne
w le
isur
e (in
clud
ing
natio
nal c
hain
hot
els
/ re
stau
rant
s), r
etai
l and
/or
office
dev
elop
men
t inc
ludi
ng:
■Fo
rmer
Yat
es’s
site
- w
ork
with
the
new
ow
ner t
o br
ing
forw
ard
high
qua
lity
deve
lopm
ent
■Po
st O
ffice
bui
ldin
g - e
valu
ate
a ra
nge
of o
ption
s fo
r fut
ure
use
& s
eek
pote
ntial
fund
ing
■PP
for
new
bui
ldin
g on
For
mer
Ya
tes’
s si
te fo
r re
stau
rant
, re
tail
& o
ffice
use
s (M
ay
’12)
- di
alog
ue o
ngoi
ng re
. co
nditi
ons
Rob
Gre
enG
John
ston
, J
Sale
h,
C Ca
rrin
gton
, P
Cros
s,
S W
ater
field
Ong
oing
-
Influ
ence
d by
del
iver
y of
the
CBD
1.8
FYCr
eati
ves
and
Eigh
ty -O
ne C
entr
al (f
orm
er P
onde
n M
ill b
uild
ing,
Chu
rch
Stre
et):
■En
cour
age
the
dev’
t of fl
exib
le st
arte
r/gr
ow-o
n offi
ce s
pace
for n
ew &
gro
win
g bu
sine
sses
■Bu
ild o
n th
e su
cces
s of
exi
sting
offi
ce s
pace
, by
deve
lopi
ng a
ltern
ate
low
-cos
t ‘m
essy
’ st
udio
spa
ce fo
r arti
sts
and
crea
tive
busi
ness
es
■En
sure
qua
lity
busi
ness
adv
ice,
trai
ning
and
net
wor
king
is a
vaila
ble
that
mee
ts th
e ne
eds
of th
ese
busi
ness
es
■Re
furb
ishm
ent o
f for
mer
Po
nden
Mill
to c
reat
e ‘e
ight
y-on
e ce
ntra
l’ - 1
2 ne
w o
ffice
su
ites
for
crea
tive
busi
ness
es
Pete
r Leg
gPh
ilip
Wel
sh,
Dav
id P
ratt
Ong
oing
1.9
Wor
k w
ith h
olid
ay a
ccom
mod
ation
ow
ners
with
in a
nd o
n th
e ed
ge o
f the
tow
n ce
ntre
to
impr
ove
the
ratio
of n
ation
ally
acc
redi
ted
hote
ls a
nd g
uest
hou
ses
■33
0 ac
cred
ited
prop
ertie
s in
B’
pool
reco
rded
Nov
‘12
Nat
alie
Wya
ttSt
ay B
lack
pool
, ho
telie
rs
Ong
oing
Page 26 of 34
Acti
onA
chie
vem
ent
to d
ate
Stak
ehol
ders
Tim
esca
le
1.10
Supp
ort a
redu
ction
in h
olid
ay a
ccom
mod
ation
in a
ppro
pria
te lo
catio
ns o
n th
e ed
ge
of th
e to
wn
cent
re to
elim
inat
e po
or q
ualit
y st
ock
(in a
ccor
danc
e w
ith th
e H
olid
ay
Acc
omm
odati
on S
PD a
dopt
ed M
arch
201
1)
■17
plg
app
s ap
prov
ed fo
r CO
U
to re
side
ntial
on
the
edge
of
the
tow
n ce
ntre
sin
ce 2
011
J Sal
eh, G
John
ston
Prop
erty
ow
ners
, ho
telie
rs
Ong
oing
1.11
Supp
ort q
ualit
y re
side
ntial
flat
con
vers
ions
in u
pper
floo
rs in
app
ropr
iate
tow
n ce
ntre
are
as
whi
ch m
eet t
he N
ew H
omes
from
Old
Pla
ces
SPD
(unl
ess
they
are
per
mitt
ed d
evel
opm
ent –
ne
w p
d rig
hts
intr
oduc
ed O
ct ’1
2 pr
ovid
es m
ore
scop
e to
cha
nge
use
with
out p
p)
■D
ialo
gue
ongo
ing
G Jo
hnst
on, J
Sal
ehTi
m C
ogla
nO
ngoi
ng
1.12
Drin
king
ven
ues
-
■Ex
plor
e a
mar
ketin
g st
rate
gy to
enc
oura
ge a
cha
nge
in d
rink
ing
patt
erns
■Co
ntinu
e to
revi
ew li
cens
ing
of e
xisti
ng v
enue
s an
d co
nsid
er in
trod
ucin
g Ea
rly
Mor
ning
Res
tric
tion
Ord
ers
(EM
ROs)
and
Lat
e N
ight
Lev
ys (L
NL)
■Co
ntinu
e to
exe
rcis
e st
rict
lice
nsin
g an
d pl
anni
ng c
ontr
ol o
ver
the
crea
tion
of n
ew
drin
king
ven
ues
outs
ide
the
‘Lei
sure
Zon
e’
■W
orki
ng g
roup
to e
xplo
re
mar
ketin
g st
rate
gy
■Re
gs fo
r EM
ROs
and
LNL
cam
e in
to fo
rce
Oct
’12
& c
onsi
dere
d at
the
Nov
’12
Lice
nsin
g Co
mm
ittee
Mar
k M
arsh
all
G Jo
hnst
on,
T Co
glan
, J S
aleh
, To
wn
Cent
re B
ID,
Lanc
ashi
re P
olic
e,
land
lord
s
Ong
oing
1.13
Mon
itor t
he lo
catio
n of
con
trov
ersi
al u
ses
in th
e to
wn
cent
re a
nd w
ork
with
land
lord
s to
en
cour
age
mor
e ap
prop
riate
use
s ■
Initi
al w
ork
to c
onsi
der
reso
urce
impl
icati
ons
Mar
k M
arsh
all
Land
lord
sG
John
ston
Dep
ende
nt
on fu
ndin
g
1.14
Prep
are
new
des
ign
guid
ance
on
shop
fron
ts in
clud
ing
the
intr
oduc
tion
and
rete
ntion
of
shop
fron
t can
opie
sJa
ne S
aleh
Gar
y Jo
hnst
on
2013
1.15
Pro-
activ
e en
gage
men
t with
ow
ners
to p
rom
ote
upgr
adin
g th
e Pr
omen
ade
build
ing
fron
tage
, an
d co
nsid
er a
targ
eted
enf
orce
men
t pro
gram
me
of a
ction
whe
re n
eces
sary
■Im
prov
emen
ts to
Tow
er,
Mr
Ts, P
alati
ne C
entr
e &
on
goin
g w
orks
to B
urge
r Ki
ng
■Co
ntinu
ed u
se o
f s21
5 N
otice
s
T Co
glan
, D P
ratt
G
John
ston
, R
Gre
en
Ong
oing
Part
2: K
ey D
evel
opm
ent S
ites
2.1
P
Cent
ral B
usin
ess
Dis
tric
t - T
he e
xisti
ng P
roje
ct G
roup
/Boa
rd w
ill c
ontin
ue to
del
iver
pha
se 1
:
■N
ew o
ffice
acc
omm
odati
on fo
r Bl
ackp
ool C
ounc
il (a
ncho
r te
nant
) and
the
priv
ate
sect
or w
ith s
ome
anci
llary
reta
il at
gro
und-
floor
■N
ew 8
000s
q.m
Sai
nsbu
ry’s
food
sto
re w
ith p
oten
tial p
etro
l filli
ng s
tatio
n
■Re
mod
el a
nd re
furb
ish
Talb
ot R
oad
mul
ti-st
orey
car
par
k
■Re
surf
ace
Bank
s St
reet
sur
face
car
par
k
■Su
ppor
ting
infr
astr
uctu
re &
pub
lic re
alm
impr
ovem
ents
incl
udin
g ne
w p
ublic
squ
are
■Co
unci
l offi
ce c
onst
ructi
on &
hi
ghw
ay w
orks
sta
rted
■Ta
lbot
Roa
d m
ulti-
stor
ey
car
park
refu
rbis
hmen
t &
supe
rmar
ket c
onst
ructi
on d
ue
to c
omm
ence
Nov
‘12
■Ba
nks
Stre
et to
be
refu
rbis
hed
Sum
mer
’13
Step
hen
Wat
erfie
ldAn
tony
Hill
Ru
ssel
l Dav
ies
Pete
r Cro
ss
Gar
y Jo
hnst
on
Paol
o Pe
rtica
N
eil
Mac
key
Mik
e Ki
rkm
an
Stev
e M
aher
Mus
e, A
rup
Gro
up
esta
blis
hed
Mar
ch ‘1
1
Phas
e 1
com
plet
ed
by 2
014
Page 27 of 34
Acti
onA
chie
vem
ent
to d
ate
Stak
ehol
ders
Tim
esca
le
2.2
Cent
ral B
usin
ess
Dis
tric
t - T
he e
xisti
ng P
roje
ct G
roup
/ Bo
ard
will
liai
se w
ith M
USE
and
pr
ivat
e se
ctor
par
tner
s to
del
iver
furt
her p
hase
s:
■N
ew, c
ompl
emen
tary
offi
ce /
hot
el /
reta
il de
velo
pmen
t
■Re
furb
ish
and
rem
odel
the
Wilk
inso
n bu
ildin
g to
pro
vide
an
impr
oved
faça
de a
nd s
pace
■Im
prov
emen
ts to
the
railw
ay s
tatio
n an
d im
prov
ed p
edes
tria
n co
nnec
tivity
to m
ore
inte
grat
ed p
ublic
tran
spor
t opti
ons
(incl
udin
g bu
s, tr
am a
nd ra
il se
rvic
es)
■D
ialo
gue
ongo
ing
with
MU
SE
and
key
stak
ehol
ders
to
prog
ress
a v
iabl
e se
cond
pha
se
Step
hen
Wat
erfie
ldA
Hill
, R D
avie
s,
P Cr
oss,
G
John
ston
P
Perti
ca, N
Mac
key
T Ra
yner
, S M
aher
, M
use,
Aru
p
Furt
her
phas
es
deliv
ered
po
st 2
014
2.3
P
Form
er C
entr
al S
tatio
n si
te -
The
existi
ng P
roje
ct G
roup
will
con
tinue
to w
ork
with
G
reen
bank
& A
ssoc
iate
s to
del
iver
a m
ajor
leis
ure
deve
lopm
ent:
■W
ork
to c
ondi
tions
of e
xclu
sivi
ty a
gree
men
t / p
rom
ote
OJE
U c
ompl
iant
pro
cure
men
t
■A
gree
dev
elop
men
t in
acco
rdan
ce w
ith th
e A
dopt
ed D
evel
opm
ent B
rief
SPD
in
clud
ing
mix
of u
ses,
des
ign,
inte
grati
on/r
eloc
ation
of e
xisti
ng u
ses,
wid
er
infr
astr
uctu
re u
pgra
des
■Id
entif
y si
tes
and
fund
ing
optio
ns to
relo
cate
the
Polic
e an
d La
w C
ourt
s; a
nd lo
bby
Cent
ral G
over
nmen
t and
the
Polic
e Co
mm
issi
oner
■Es
tabl
ish
a de
velo
pmen
t agr
eem
ent /
join
t ven
ture
agr
eem
ent
■H
elp
to s
ecur
e pl
anni
ng p
erm
issi
on a
nd re
late
d co
nsen
ts
■Co
mpl
ete
com
puls
ory
purc
hase
ord
er /
hig
hway
ord
ers
and
relo
catio
n st
rate
gy
■D
ialo
gue
ongo
ing
with
G
reen
bank
& A
ssoc
iate
s to
de
velo
p a
viab
le s
chem
e w
hich
sa
tisfie
s th
e D
evel
opm
ent B
rief
■Ke
y offi
cers
met
with
Tre
asur
y O
ct ’1
2 to
dis
cuss
relo
catio
n of
La
w C
ourt
s
■In
itial
exp
lora
tory
wor
k un
derw
ay o
ver
pote
ntial
al
tern
ative
site
s fo
r po
lice
HQ
Rob
Gre
enG
reen
bank
&
Asso
ciat
es,
Lanc
ashi
re P
olic
e,
HM
Cou
rts,
J D
onne
llon,
J Sa
leh,
G Jo
hnst
on,
S W
ater
field
, P
Cros
s, C
Bai
nes,
M
erlin
, Mus
e, U
U,
ENW
, lan
dow
ners
Secu
re d
ev’t
fu
ndin
g by
20
13
Plan
ning
pe
rmis
sion
/
iden
tify
site
s /
CPO
&
relo
catio
n by
201
4
Phas
e 1
dev
star
ts 2
015
Part
3: E
vent
s
3.1
Dev
elop
a s
peci
alist
out
door
mar
kets
and
eve
nts
prog
ram
me
focu
sed
on S
t Joh
n’s
Squa
re,
whi
ch c
apita
lises
on
othe
r eve
nts
taki
ng p
lace
(see
3.5
bel
ow)
■To
wn
Cent
re B
ID a
dopt
ed
resp
onsi
bilit
y
■PT
Eve
nts
Offi
cer
post
cre
ated
Tow
n Ce
ntre
BID
P W
elsh
, N W
yatt
,D
Pra
tt, L
egal
Ong
oing
3.2
Dev
elop
a p
rogr
amm
e of
eve
nts
aim
ed a
t inc
reas
ing
footf
all w
ithin
the
Win
ter G
arde
ns a
nd
high
lighti
ng th
e to
wn
cent
re’s
cultu
ral o
ffer
■D
iver
se ra
nge
of c
ultu
ral
even
ts &
festi
vals
hel
d in
201
2;
prog
ram
me
for
2013
bei
ng
deve
lope
d
N W
yatt
/ P
Ham
ilton
S W
ater
field
, Cr
own
Leisu
re,
Arts
Cou
ncil
Ong
oing
3.3
Crea
te a
mar
ketin
g ca
mpa
ign
and
colla
tera
l to
enco
urag
e pr
ivat
e-se
ctor
led
orga
nise
rs
to p
rogr
amm
e ev
ents
on
the
Tow
er F
estiv
al H
eadl
and
and
esta
blis
h st
anda
rd o
pera
tiona
l pr
oced
ures
e.g
. clo
sure
of t
he P
rom
enad
e
■El
ton
John
, The
Wan
ted
&
McF
ly c
once
rts
& il
lum
inati
ons
switc
h-on
hel
d in
201
2
Nat
alie
Wya
ttPe
ter C
ross
Ong
oing
3.4
Dev
elop
a jo
int c
ampa
ign
with
tow
n ce
ntre
att
racti
ons
/ bu
sine
sses
to c
apita
lise
on
orga
nise
d ev
ents
taki
ng p
lace
(e.g
. Illu
min
ation
s, S
how
zam
, Dan
ce F
estiv
al)
Nat
alie
Wya
ttTC
bus
ines
ses,
W
inte
r Gar
dens
, P
Wel
sh, R
Rya
n
Ong
oing
Page 28 of 34
Acti
onA
chie
vem
ent
to d
ate
Stak
ehol
ders
Tim
esca
le
3.5
Dev
elop
new
illu
min
ation
con
cept
s th
at e
ncou
rage
vis
itors
out
of t
heir
car
s an
d in
to th
e to
wn
cent
re ■
Enha
nced
illu
min
ated
road
se
ction
in fr
ont o
f Tow
er
■“W
elco
me
to B
rilli
ance
” ga
tew
ay o
n W
est S
tree
t
■W
ider
revi
ew o
f illu
min
ation
s un
derw
ay
Rich
ard
Ryan
Tow
n Ce
ntre
BID
,TC
ope
rato
rs
Ong
oing
Part
4: S
tree
ts, s
pace
s an
d m
ovem
ent
4.1
Mai
n sh
oppi
ng s
tree
ts in
nee
d of
pub
lic re
alm
impr
ovem
ent –
■D
eep
clea
n an
d se
al V
icto
ria S
tree
t, Ba
nk H
ey S
tree
t & A
dela
ide
Stre
et W
est
■St
anda
rdis
e si
gnag
e, li
tter
bin
s an
d be
nche
s in
Ban
k H
ey S
tree
t, Vi
ctor
ia S
tree
t and
Ad
elai
de S
t Wes
t to
com
plem
ent m
oder
n st
reet
furn
iture
in C
hurc
h St
reet
■In
trod
uce
soft
land
scap
ing
into
Ban
k H
ey S
tree
t e.g
. pla
nter
s
■Re
surf
ace
Bank
Hey
Str
eet,
Adel
aide
Str
eet W
est a
nd b
ottom
of V
icto
ria S
tree
t (E
stim
ates
: Ban
k H
ey S
t / b
ottom
of V
icto
ria S
t £1.
2m g
rani
te s
ets;
£60
0k c
oncr
ete
sets
; £1
50k
tarm
ac. A
dela
ide
St W
est £
850k
gra
nite
set
s; £
450k
con
cret
e se
ts; £
110k
tarm
ac)
■Cl
ean
& s
eal o
f Ban
k H
ey S
t,
Vict
oria
St &
Ade
laid
e St
Wes
t A
pril
‘12
■Li
tter
bin
s st
anda
rdis
ed A
pr
’12
& b
olla
rds
pain
ted
■Ta
lbot
Squ
are
resu
rfac
ed &
re
mod
elle
d w
ith n
ew tr
affic
sign
als
July
‘12
Paol
o Pe
rtica
Clar
e N
olan
-Bar
nes
J Eva
ns, P
Cro
ss,
Tow
n Ce
ntre
BID
, sh
op o
wne
rs,
Mer
lin,
Gro
undw
ork,
uti
lities
com
pani
es
Spri
ng 2
013
Dep
ende
nt
on fu
ndin
g
4.2
Litt
er c
ontr
ol a
nd e
nfor
cem
ent -
■Pr
ioriti
se m
ain
shop
ping
stre
ets
and
publ
ic s
pace
s w
ithin
the
tow
n ce
ntre
and
key
ap
proa
ch ro
utes
into
the
tow
n ce
ntre
for r
egul
ar li
tter
swee
ps
■Ex
plor
e th
e op
tion
of in
trod
ucin
g vo
lunt
ary
/ non
-vol
unta
ry li
tter
con
trol
noti
ces
and
vary
ing
prem
ise
licen
sing
con
ditio
ns o
r rat
es to
con
trib
ute
tow
ards
cle
anin
g
Paol
o Pe
rtica
Mar
k M
arsh
all,
Jez
Evan
s,
Tow
n Ce
ntre
BID
Ong
oing
- de
pend
ent
on fu
ndin
g
4.3
Nig
ht-ti
me
secu
rity
/ p
ublic
ord
er -
■M
aint
ain
CCTV
mon
itorin
g le
vels
and
eng
age
with
indi
vidu
al b
usin
esse
s to
impr
ove
parti
cipa
tion
and
the
use
of C
CTV
at in
divi
dual
ven
ues
■Co
ntinu
e to
sup
port
the
rest
/ rec
uper
ation
and
tria
ge fa
cilit
y (N
ight
Saf
e H
aven
)
■M
aint
ain
taxi
stew
ardi
ng in
Que
en S
tree
t
■In
vesti
gate
the
impr
ovem
ent o
f nig
ht-ti
me
car p
arki
ng a
cces
s
■D
evel
opm
ent o
f Nig
ht S
afe
Hav
en (s
hort
liste
d fo
r a
natio
nal a
war
d)
■Fu
ndin
g se
cure
d fo
r 20
12-1
3 to
con
tinue
taxi
ste
war
ding
in
Que
en S
tree
t 1-4
am
Paol
o Pe
rtica
Tow
n Ce
ntre
BID
,La
ncas
hire
Pol
ice,
Prim
ary
Care
Trus
t,Ta
xi op
erat
ors,
Nig
ht-ti
me
venu
es
Ong
oing
4.4
Com
plet
e a
Park
ing
Stra
tegy
for
the
tow
n ce
ntre
and
reso
rt c
ore
-
■Re
view
exi
sting
par
king
pro
visi
on (o
n an
d off
-str
eet)
and
occ
upan
cy le
vels
■D
evel
op a
ction
s to
impr
ove
the
qual
ity a
nd e
ffici
ency
of p
arki
ng p
rovi
sion
whi
ch
supp
orts
the
vita
lity
and
viab
ility
of t
he to
wn
cent
re
■St
rate
gy in
dra
ft a
nd a
wai
ting
deci
sion
on
how
to p
rogr
ess
Pete
r Cr
oss
Jere
my
Wal
ker,
Paol
o Pe
rtica
, A
nton
y H
ill,
Jane
Sal
eh
Ong
oing
Page 29 of 34
Acti
onA
chie
vem
ent
to d
ate
Stak
ehol
ders
Tim
esca
le
4.5
P
Esta
blis
h a
Tran
spor
t Gro
up to
revi
ew a
nd im
prov
e -
■Ad
vanc
ed d
irecti
onal
sign
age
to c
ar p
arks
and
maj
or a
ttra
ction
s alo
ng k
ey ro
utes
(o
ptim
ising
UTM
C &
Var
iabl
e M
essa
ge S
igni
ng);
and
rem
ove
redu
ndan
t sig
nage
■Ve
hicu
lar a
cces
s to,
and
man
agem
ent o
f, ca
r par
ks to
bal
ance
the
need
s of d
iffer
ent u
ser
grou
ps a
nd e
ncou
rage
long
er st
ays (
indi
rect
ly re
late
d to
the
park
ing
stra
tegy
)
■Bu
s rou
tein
g an
d in
fras
truc
ture
, inc
ludi
ng b
us st
op lo
catio
ns a
nd sh
elte
rs, b
us p
riorit
y m
easu
res a
long
key
rout
es, b
us in
form
ation
and
pro
moti
on
■Pe
dest
rian
way
findi
ng si
gnag
e / i
nfor
mati
on b
oard
s to
dire
ct p
edes
tria
n tr
affic
to a
nd fr
om
desti
natio
ns, i
nclu
ding
link
ages
bet
wee
n pu
blic
tran
spor
t and
the
cycl
e-hi
re sc
hem
e
■Pe
dest
rian
faci
lities
e.g
. cro
ssin
g po
ints
/ se
ating
pro
visio
n an
d fu
rthe
r ped
estr
iani
satio
n
■Ta
xi ra
nk lo
catio
ns to
pro
vide
goo
d co
vera
ge a
cros
s the
tow
n ce
ntre
■Lo
adin
g ar
rang
emen
ts in
clud
ing
use
/ acc
ess t
o Te
mpl
e St
reet
■Fa
ciliti
es fo
r coa
ches
and
thei
r pas
seng
ers
Not
e: F
undi
ng s
ourc
es in
clud
e th
e Lo
cal T
rans
port
Pla
n, B
etter
Bus
Are
a Fu
nd (B
BAF)
, S1
06 m
onie
s an
d sp
onso
rshi
p op
port
uniti
es
■So
me
impr
oved
adv
ance
d di
recti
onal
sig
nage
■£1
m s
ecur
ed fr
om B
BAF
-par
tially
spe
nt im
prov
ing
bus
routi
ng (C
oron
ation
St)
& b
us
stop
pro
visi
on (C
orpo
ratio
n /
Mar
ket S
t)
■Pr
omen
ade
com
plet
ed w
ith
impr
oved
cro
ssin
g po
ints
to
tow
n ce
ntre
■O
ngoi
ng d
ialo
gue
with
st
akeh
olde
rs &
cou
ncill
ors
re.
acce
ss a
nd m
ovem
ent i
ssue
s
Pete
r Cro
ssKa
ren
Gal
low
ay,
Will
Brit
ain,
Jere
my
Wal
ker,
Caro
l Bra
cegi
rdle
, M
atthe
w E
dwar
ds,
Paol
o Pe
rtica
, N
atal
ie W
yatt
,H
ighw
ays
Agen
cy,
Bus
/ tax
i / c
oach
op
erat
ors,
LCC,
Sus
tran
s,
Arup
, N
etw
ork
Rail
Impl
emen
t ac
tions
20
11-1
5 de
pend
ent
on fu
ndin
g
4.6
Dev
elop
the
upgr
aded
tra
mw
ay fu
rthe
r by
:
■Pr
omoti
ng th
e tr
amw
ay a
s a
sust
aina
ble
mod
e of
tran
spor
t int
o th
e to
wn
cent
re fo
r vi
sito
rs, s
hopp
ers
and
com
mut
ers
to m
axim
ise
its u
sage
■Co
ntinu
ing
to p
rogr
ess
disc
ussi
ons
abou
t a fu
ture
tram
link
bet
wee
n th
e Pr
omen
ade
and
Blac
kpoo
l Nor
th s
tatio
n
■O
ngoi
ng d
ialo
gue
re. p
oten
tial
maj
or s
chem
e fu
ndin
g fo
r th
e tr
am li
nk fr
om a
futu
re L
ocal
Tr
ansp
ort B
ody
expe
cted
to b
e fo
rmed
Pete
r Cro
ssKa
ren
Gal
low
ay,
Will
Brit
ain,
Jere
my
Wal
ker,
Matt
hew
Edw
ards
, LC
C, N
etw
ork
Rail
Dep
ende
nt
on fu
ndin
g (c
ould
be
as e
arly
as
2015
-16)
Part
5: P
rom
otion
, Com
mun
icati
on a
nd In
form
ation
Man
agem
ent
5.1
Esta
blis
h a
reta
iler
supp
ort n
etw
ork
to c
reat
e cl
oser
liai
son
with
reta
ilers
and
age
nts
with
a p
artic
ular
focu
s on
the
reta
il co
re ■
Tow
n Te
am lo
okin
g at
way
s of
off
erin
g pr
actic
al s
uppo
rt a
nd
trai
ning
for
TC re
taile
rs
Phili
p W
elsh
Tow
n Te
am,
Tow
n Ce
ntre
BID
Ong
oing
5.2
Com
pile
/ is
sue
prom
otion
al b
roch
ure
to m
arke
t th
e to
wn
cent
re a
s a
loca
tion
for
reta
il, fo
od &
dri
nk in
vest
men
t (A
201
1 FS
P to
wn
cent
re r
epor
t id
entifi
es p
oten
tial
oper
ator
s to
targ
et)
■D
raft
bro
chur
e pr
oduc
edRo
b G
reen
N W
yatt
, D P
ratt
,P
Wel
sh
Ong
oing
5.3
Dev
elop
the
“Ta
ke a
Fre
sh L
ook”
mar
ketin
g ca
mpa
ign
for
conf
eren
ce &
bus
ines
s to
uris
m a
nd fo
rmati
on o
f a b
usin
ess
tour
ism
cam
paig
n gr
oup;
and
impr
ove
mon
itor
ing
of t
he e
cono
mic
impa
ct o
f con
fere
nces
on
the
tow
n ce
ntre
and
vis
itor
eco
nom
y
Nat
alie
Wya
ttP
Wel
sh,
key
hote
ls,
Plea
sure
Bea
ch,
Win
ter
Gar
dens
Ong
oing
Page 30 of 34
Acti
onA
chie
vem
ent
to d
ate
Stak
ehol
ders
Tim
esca
le
5.4
Esta
blis
h a
priv
ate
sect
or le
isur
e gr
oup
and
data
base
of m
ajor
ope
rato
rs
(dev
elop
ers
and
site
s)
■Sm
all t
ask
grou
p fo
rmed
th
roug
h th
e ED
C to
con
tinue
un
der
the
Mar
ketin
g Bl
ackp
ool
umbr
ella
Rob
Gre
enN
Wya
tt, P
W
elsh
, BBL
G,
Tour
ist B
oard
, Vi
sit E
ngla
nd,
key
oper
ator
s,
Gre
enba
nk
Ong
oing
–
grou
p pa
rt
esta
blis
hed
5.5
Esta
blis
h a
soun
d ba
sis
for
asse
ssin
g th
e im
pact
of t
he v
isito
r ec
onom
y on
the
tow
n ce
ntre
(i.e
. spe
nd n
ot fo
otfal
l/vi
sito
r nu
mbe
rs) a
s pa
rt o
f wid
er m
onito
ring
of t
he
visi
tor
econ
omy
■Re
sear
ch b
eing
car
ried
out
at
the
Win
ter
Gar
dens
/ T
ower
m
ay g
ive
a be
tter
insi
ght i
nto
patt
erns
of v
isito
r sp
end
Phili
p W
elsh
D A
lexa
nder
, S
Rigb
yD
Jack
son,
N
Wya
ttM
erlin
Spri
ng 2
012
5.6
Dev
elop
Mar
ketin
g Bl
ackp
ool’s
role
as
an in
war
d in
vest
men
t lea
d fo
r offi
ce d
evel
opm
ent
with
in th
e to
wn
cent
re a
nd to
impr
ove
inve
stor
con
fiden
ce in
Bla
ckpo
ol:
■D
evel
op w
orki
ng c
onta
cts
with
exi
sting
offi
ce a
ccom
mod
ation
bus
ines
ses
■D
evel
op re
latio
nshi
p w
ith p
ublic
sec
tor/
Cent
ral G
over
nmen
t
■U
nder
stan
d ex
istin
g m
arke
t / o
ccup
iers
sca
le, q
ualit
y an
d pe
rcep
tion
■Re
sear
ch e
xisti
ng o
ffice
/w
orkf
orce
por
tfol
io a
nd im
pact
of d
owns
izin
g as
wel
l as
oppo
rtun
ities
from
relo
catio
n /
de-c
entr
alis
ation
/ c
onso
lidati
on
■En
gage
with
loca
l, re
gion
al &
nati
onal
age
nts
thro
ugh
the
Fyld
e Co
ast E
DC
agen
ts g
roup
■O
ngoi
ng d
ialo
gue
with
som
e ex
istin
g Bl
ackp
ool /
Fyl
de
Coas
t bus
ines
ses
(pub
lic &
pr
ivat
e se
ctor
) to
esta
blis
h fu
ture
requ
irem
ents
Rob
Gre
enJ D
onne
llon,
A
Cavi
ll, N
Wya
tt,
S W
ater
field
, S
Butt
erfie
ld, L
CC,
Wyr
e BC
, Fyl
de B
C,Lo
cal/
regi
onal
ag
ents
, de
velo
pers
, DW
P,
GPU
, LEP
, La
ncas
hire
Cou
nty
Deve
lopm
ents
Ltd
Ong
oing
5.7
Conti
nue
to e
ngag
e w
ith C
entr
al G
over
nmen
t and
Net
wor
k Ra
il to
ele
ctri
fy th
e lin
e be
twee
n Bl
ackp
ool N
orth
and
Man
ches
ter;
and
max
imis
e op
port
uniti
es fr
om th
e el
ectr
ifica
tion
incl
udin
g fa
ster
, mor
e fr
eque
nt tr
ains
and
est
ablis
hing
a d
irect
trai
n lin
e be
twee
n Bl
ackp
ool N
orth
and
oth
er m
ajor
citi
es in
clud
ing
Lond
on a
nd G
lasg
ow
John
Don
nello
nP
Cros
s,
N W
yatt
, BB
LG,
Net
wor
k Ra
il
Elec
trifi
catio
n to
be
com
plet
ed b
y 20
16
Page 31 of 34
Blackpool Town Centre Strategy
Appendix 2
Risk Register
This section contains a risk assessment which has been prepared to identify factors that may hinder the successful implementation of the Town Centre Strategy, along with appropriate mitigation to try and limit the risk.
The risk register is a working document and will be monitored and updated on a regular basis by the Town Centre Steering Group.
Key to scoring
I = Impact (5 = Catastrophic, 4 = Major, 3 = Moderate, 2 = Minor, 1 = Insignificant)
L = Likelihood (5 = Almost Certain, 4 = Likely, 3 = More than even, 2 = Less than even, 1 = Improbable)
No. Description of Risk Gross Risk Score Controls & Mitigation Net Risk Score Risk Owner
I L GS I L NS
1 Further downturn in the economy making new investment difficult to secure
5 4 20 Continue to work with the economy by targeting areas of the economy that are more active
4 4 16 Town Centre Steering Group
2 Costs to deliver actions underestimated or subject to change in circumstances in the future (e.g. change in budget pressures)
4 4 16 More detailed costs worked up in Business Plans alongside contingency plans
3 3 9 Town Centre Steering Group
3 Unsuccessful in securing major scheme funding for a tram link to Blackpool North Station
4 3 12 Identify potential alternative funding or develop contingency methods to improve integration of the public transport network
3 3 9 Town Centre Steering Group
4 Failure to deliver further phases of the Central Business District
5 2 10 Ongoing dialogue with Muse to develop a viable 2nd phase; or develop contingency methods for future development/ improvement of sites which would not undermine phase 1 e.g. improvements to Blackpool North
4 2 8 Central Business District Project Group/Board
Page 32 of 34
Blackpool Town Centre Strategy
No. Description of Risk Gross Risk Score Controls & Mitigation Net Risk Score Risk Owner
I L GS I L NS
5 Failure to secure investment for new development and improvement in the Winter Gardens to support the business model and enable it to fulfil its role as a key leisure and entertainment venue for the resort
5 3 15 Develop a clear, coherent vision, strategy and business plan for the future of the Winter Gardens and maximise engagement/buy-in to the business model from primary and secondary stakeholders
4 2 8 Winter Gardens Project Group / Board
6 Current developer chooses not to pursue redevelopment of the former Central Station site
4 3 12 Promote and market the site to an international audience. Identify interim measures to improve the site's appearance
3 3 9 Town Centre Steering Group
7 Ability to retain staff responsible for delivering on actions and staff resources to meet timescales
4 4 16 The Town Centre Steering Group will monitor implementation and ensure the right staff / resources are in place or alter the programme accordingly
3 4 12 Town Centre Steering Group
8 Uncoordinated delivery of actions as a result of poor communication
4 3 12 Communication Plan produced by Steering Group and circulated to all officers involved in delivery or working on linked pieces of work/projects
4 2 8 Town Centre Steering Group
9 Difficulty engaging with key stakeholders / businesses
4 3 12 Use existing mechanisms to engage (e.g. the Business Liaison Group, Town Centre BID, Town Team or Council’s Enforcement Team) and circulate a Communication Plan if necessary
4 2 8 Town Centre Steering Group
Page 33 of 34
Blackpool Town Centre Strategy
No. Description of Risk Gross Risk Score Controls & Mitigation Net Risk Score Risk Owner
I L GS I L NS
10 Opposition to actions by town centre businesses, operators or the general public (community buy-in)
4 3 12 Consult and engage with key stakeholders when delivering actions as appropriate to improve community buy-in; and use different engagement methods as appropriate
4 2 8 Town Centre Steering Group
11 Securing planning consent
5 2 10 Early involvement of colleagues in Planning as appropriate
3 1 3 Town Centre Steering Group
12 Difficulty with tracing / contacting property owner(s) to fulfil legal requirements
3 2 6 Title info is available for most town centre premises and is mapped. Regular review will help keep records up-to-date
3 1 3 Town Centre Steering Group
13 New legislation may be introduced which allows commercial properties to change to residential use without the need for planning permission (and without any restrictions on permitted changes e.g. location or size of property)
4 3 12 Depending on the announcement made (and the consequences on town centre premises), look to implement an article 4 direction to retain some control over change of use
3 1 3 Planning Dep’t
Contact us
Blackpool Council, Built Environment PO Box 17, Corporation Street, Blackpool, FY1 1LZ
T: (01253) 477477 E: [email protected] W: www.blackpool.gov.uk
J110627 0413