Report
Report
GVA
81 Fountain Street
Manchester
M2 2EE
Longton Masterplan
Delivery Approach
15 February 2016
gva.co.uk
gva.co.uk
Stoke-on-Trent City Council
Longton Masterplan Delivery Approach
Contents
1.
Introduction ................................................................................................................ 1
2.
Delivery Mechanisms ................................................................................................ 9
3.
Character Area Delivery Strategy ......................................................................... 18
4.
Delivery Action Plan ................................................................................................ 60
5.
Risk Management ................................................................................................... 64
Prepared By Daniel Roberts .................. Status . Surveyor .................. Date February 16 .....................
Reviewed By Nicola Rigby .................... Status . Associate ................ Date February 16 .....................
For and on behalf of GVA Grimley Ltd
Stoke-on-Trent City Council
Longton Masterplan Delivery Approach
1.
Introduction
1.1
This report has been prepared by GVA on behalf of Stoke-on-Trent City Council as
part of the Longton Masterplan undertaken jointly by Urban Initiatives and GVA.
1.2
The report sits alongside the overarching Masterplan document (under separate
cover) and sets out and assesses project viability, a programme of phased change,
and the delivery strategy for the masterplan.
1.3
The delivery advice included herein relates to the final preferred masterplan option as
set out in the main document, which includes the identification of development sites
(including detailed guidance on building uses and built form), connections and
movement
by all
modes of transport, and
opportunities for public
realm
enhancement.
1.4
This document is set out into the following sections;

Delivery Mechanisms – review of different funds and measures potentially
available to implement the Masterplan

Character Area Delivery Strategy – considering each of the 4 character areas
identified in the Masterplan

Delivery Action Plan – considering actions required over the Short, Medium and
Long term, identifying clear actions, delivery and funding

Risk Management – identification of potential threats to the overall delivery of the
masterplan
1.5
The objective of this report is to provide a clear plan for implementing the Masterplan,
with potential funding sources identified where possible to ensure the delivery of the
Vision.
1.6
The delivery advice utilises development and intervention costs obtained from Davis
Langdon in July / August 2011, based on the specification set out within the main
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masterplan document. Wherever reference is made to project costs within this
document it draws upon the data provided by Davis Langdon as specialist cost
consultancy advisors to the masterplan process.
Masterplan Context
1.7
Longton is one of six towns across the Unitary Authority area of Stoke on Trent. Existing
planning policy, in the form of the Adopted (October 2009) Newcastle under Lyme
and Stoke on Trent Core Strategy prioritises investment in the City Centre, including
the aspiration for its enhancement as a sub-regional commercial centre. Longton,
along with Tunstall, Stoke, Burslem, Fenton, Meir and Kidsgrove in Stoke on Trent and
Wolstanton, Chesterton and Silverdale in Newcastle under Lyme, is identified in the
Core Strategy as a significant urban centre.
1.8
Significant urban centres will play a complementary role to the two strategic centres,
primarily providing retail and services to meet local needs. According to the Core
Strategy, achieving the right balance of development within these centres will be vital
for maintaining the sustainability of all of the centres within the hierarchy.
1.9
There is a legacy of competition across the Stoke on Trent towns, with Longton falling
outside of the Inner Urban Core (which does include the City Centre, Burslem and
Stoke respectively) which has been, and will continue to be a focus for regeneration
activity over the plan period.
1.10
Whilst this may have put the town at a disadvantage in attracting public funding to
deliver regeneration priorities traditionally, the need for investment in the town centre
is not questioned. The masterplan has evidenced and prioritised areas for investment
over the next 15 years that will deliver enhancement to Longton, which serves a
significant catchment within Stoke on Trent. It is critical in the context of competing
centres across the area that Longton continues to see investment, including
increased private sector leverage in order to maintain its positioning.
1.11
The masterplan has at its heart the main objectives of creating new employment,
improving the activity and vitality of the centre, and bringing vacant and derelict sites
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back into use.
1.12
The priorities for action have been identified including a range of interventions
focused on an incremental approach across the town centre. This action plan
composed of smaller projects is considered to be more deliverable in the current and
anticipated medium term commercial and economic outlook.
1.13
A range of mechanisms have been identified in this context as being options for
delivery of the masterplan, considered in more detail within Section 2 of this
document and on a project by project basis within Sections 3 and 4.
1.14
There is an overriding need to ring fence contributions from developers through
Section 106 agreements, and maximise and ring fence the contribution of public
assets in the town to offset revenue costs identified.
Summer 2011 Economy
National Economic Context
1.15
The delivery strategy is set against the context of the UK’s economy. GVA’s June 2011
Economic and Property Market Review states that the view for UK economic growth in
2011 has become steadily more pessimistic in recent months. The latest consensus
view is quoted as 1.5%, well below trend of 2.3% pa, rising to 2.1% in 2012.
1.16
The outlook for overall employment remains weak, as public sector job losses are
expected to accelerate, and the private sector faces challenges in maintaining the
necessary momentum to keep overall employment rising.
1.17
Perhaps more worrying is the medium to longer term economic view. The Office for
Budget Responsibility (OBR) predict trend output growth of 2.35% pa up to the end of
2013 and only 2.1% pa thereafter until Q1 2016.
1.18
GVA’s July 2011 Housing Market Outlook report states that there has been little overall
change in house prices in recent months, although movement from month to month
has been somewhat erratic, with prices rising in some months and falling in others.
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Prices are 1.2% lower than a year ago. Although house prices have been broadly
stable at the UK level over the last year, there have been notable regional
divergences. London has seen a rise in prices of nearly 3% over the last year, in
contrast with the West Midlands which has seen almost a 3% decrease in prices, only
Scotland performed more poorly (Nationwide monthly index, June).
1.19
GVA’s Summer 2011 Development Outlook states that on a national basis
development activity remains somewhat constrained, largely due to capital values
remaining depressed and the lack of availability of development finance. There are
however some signs of a small upturn, with the recent rise in values stimulating activity.
New construction orders were up in most sectors at the end of 2010, by 12-14% in the
retail and office sectors and 66% in the residential sector, but from a very low base. In
contrast, development activity in the industrial sector continues to fall.
1.20
Viability has become an increasingly important factor in town planning over recent
years, with the delivery of new developments being threatened during the economic
downturn. To promote development, local authorities have had to be increasingly
flexible in negotiating Section 106 agreements, necessary to protect site viability.
1.21
Securing funding remains one of the principle hurdles to development, with bank
finance likely to remain restricted for some time. In this environment new methods of
funding need to be explored, and expectations of developers need to be balanced
and reasonable. The limited availability of finance in the regions means that a high
percentage of schemes remain economically unviable at the present time. This
challenging climate for delivery is likely to continue in the short to medium term.
1.22
On top of these challenges, the localism agenda may make new development more,
not less, difficult despite the financial incentives proposed by central government.
Whilst the full impact of localism on delivering development is not yet fully understood,
there is a clear imperative on ensuring that local communities are more engaged in
the development of plans for individual developments. The Masterplan’s preparation
has featured a number of local consultation events and has received positive
engagement and feedback from the community. The level of engagement
undertaken has reduced the risk of localism presenting a major barrier to delivery
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within Longton.
Regional Economic Context
1.23
West Midlands GVA levels1 experienced a 1.03% drop in the growth rate on the onset
of the recession in Q3 2008, compared to a 0.59% decrease in the growth rate
nationally. The growth rate fell until Q1 2010, which represented a 22.39% drop in the
West Midlands GVA growth rate. Since the end of the recession the regional economy
has experienced growth, in line with national trends. However since Q4 2010, the West
Midlands has experienced slower growth than the UK as a whole.
Figure 1 GVA Growth Forecasts, Q1 2000- Q1 2011, UK, West Midlands
Source: Experian, 2009
1
Important to note that GVA levels are based on 2009 data. Therefore all growth rate figures after 2009 are
estimates.
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1.24
Longton Masterplan Delivery Approach
Experian growth forecasts2 have calculated GVA growth for the West Midlands up to
2026. When compared to national trends it is possible to see that the West Midlands
GVA is growing at a similar rate to the national economy, albeit slightly below national
growth rates. In Q4 2026, the regional economy is forecast to be worth £29776.83
million compared to £21399.41 million in Q1 2011.
Figure 2 GVA Growth Forecasts, Q2 2011- Q4 2026, UK, West Midlands
Source: Experian, 2009
Local Context
1.25
The local development market is understood to be slow given the economic
downturn, specifically evidenced within the residential sector. For example, the Ben
2
Experian growth forecasts calculated in 2009 before Comprehensive Spending Review. All growth stated after 2009
is forecast growth, not actual growth.
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Bailey Homes scheme near Stoke on Trent City Centre has recently applied for gap
funding from the Homes and Communities Agency (HCA). The site is cleared and
remediated and therefore the requirement of gap funding indicates the inability of
marginal town centre sites to deliver sufficient developer profit to stimulate
development.
1.26
Other active developments actively marketing in the area are extremely limited. The
Weston Heights scheme by Compendium Living in Weston, to the east of Longton, is a
new mixed development and has received public funding support, including HCA
funding. The products within the scheme are aimed at family living in particular. The
development is part of wider estate redevelopment and has recently opened a sales
office for its later phases of development. The City Waterside development by Redrow
is also marketing properties. The proximity of this development to the City Centre the
focus is towards the first time buyer market with a range of apartments and smaller
family homes.
Economic Summary
1.27
It is clear that the delivery of the masterplan will be challenging, particularly in the
short to medium term given the economic and commercial market outlook at the
time of writing. The interventions proposed within the first phases of delivery are
purposefully incremental in this context.
1.28
It is important to note that as a more positive economic outlook emerges, hopefully in
the medium term, the climate for delivery should become easier. By having this
masterplan in place, Longton will be well positioned to maximise resulting
opportunities.
1.29
A number of key issues should be regarded when considering the viability and
deliverability of the Masterplan.

The UK economy in general and the West Midlands locally are struggling to
recover from the recession. It is anticipated that public sector funding cuts will
exacerbate this struggle in the short to medium term, especially with the large
scale shrinking of employment within the sector. These challenges will likely impact
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on commercial property delivery as occupier demand may fall/ remain static in
towns and cities which are reliant on public sector employment.

Access to finance is becoming increasingly restrained for the real estate sector
which
may
prevent
large
scale
developments
being
bought
forward,
exacerbated by the absence of public funding to provide ‘gap’ assistance as
has been commonplace in the past.

The difficulties accessing mortgage finance due to increasing LTV ratios will result
in many potential residential purchasers being unable to access the owner
occupier market. Consequently there may well be weak demand levels for any
residential scheme bought forward in Longton, in particular within the first time
buyer market.

Large strategic brownfield sites have static land values and therefore it is advised
that a cautious view be applied within estimations of land values for the sites
featured in the Longton masterplan, particularly within the Uttoxeter Road area.
To deliver these sites it is advised that (where possible) they are de-risked,
including for example through the mitigation of abnormal development costs,
and they are programmed / phased when demand for housing in Longton has
increased. This promotes the need to view the overall ambition of the masterplan
as a long term vision.

Developers are not delivering commercial schemes speculatively, due to both risk
and available finance. Therefore potential end occupiers must be considered
and secured before any development can take place.

It is highly unlikely that any apartment scheme will be delivered in Longton in the
short to medium term as they have lost considerable favour with both lending
institutions and developers. The first time buyer market is also extremely
constrained through the lack of finance, as noted in a previous bullet point.
Consequently it is advised that schemes focus on delivering a range of
accommodation types, including a focus on family housing provision.
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2.
Delivery Mechanisms
2.1
A number of potential delivery mechanisms are relevant considerations identified for
the implementation of the Masterplan. These all vary in terms of the risk of delivery
against the level of control the Council will exert over the implementation of the
masterplan vision.
2.2
The Council have been successful in securing a degree of direct public funding into
Longton targeted at specific projects including: Longton Heritage Project (identified in
the masterplan as Project 6) with £600,000 funding secured from English Heritage and
the City Council; the c. £11.5m Centre of Refurbishment Excellence (CoRE) (identified
in the masterplan as Project 16 and contribution to the c. £3m sheltered housing
project about to be delivered on the Clarice Cliff school site (identified in the
masterplan as Project 11 In addition there is potential NHS funding that could
contribute to the delivery of a c. £3m to £4m health centre and associated facilities
on Coronation Avenue in 2012 (identified in the masterplan as Project 13).
2.3
It is clear, however, that a number of projects remain within the masterplan for which
non-public funding means for delivery must be identified. Project specific action plans
are included within Section 3 including the identification of potential sources of
funding. The remainder of this section summarises the different approaches identified
at project level within the action plans.
Development Control
2.4
It is common for Masterplan documents, or the principles they establish, to secure a
form of statutory status from a Local Planning Authority (LPA).
Until this status is
achieved, little material weight may be placed on the documentation as part of the
Development Control process and the strategy is susceptible to challenge.
2.5
Routes to ensure that the masterplan is given sufficient weight to be a planning
consideration should be sought where appropriate. It is intended for the masterplan
to go to the Council Cabinet for approval, and be considered as a material
consideration in determining planning applications in the future. This is particularly
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relevant for individual development sites that have been identified within the
masterplan.
2.6
For the Uttoxeter Road / Town End area a longer-term and flexible strategy that
rationalises land uses is proposed, including the identification of zones of land use for
predominantly employment or residential uses within this key corridor. This approach is
embedded within the masterplan, and therefore protected in the same way as a
material consideration for future masterplans coming forward within the area.
2.7
The Council should further consider the potential to establish a Supplementary
Planning Document to protect and promote the aspirations and site specific
development principles across this area, or encourage the preparation of
Development Briefs working with private landowners and developers. This route is also
identified as potentially being appropriate on other sites outside of the Uttoxeter Road
/ Town End area, as identified in this report. However, should this approach not be
favoured then the Masterplan will have to be considered as a material consideration
only and the appropriate weighting applied to this for individual applications
2.8
The development brief process should be used to consider the constraints a site faces
as well as setting key design parameters for development on the site, set within the
context of a viable development scheme. Undertaking this process in partnership
results in a clear potential benefit to the landowner by providing greater certainty
over the development and clarity through the planning process. Potential
development briefs have been identified at the Tams Pottery Site (Project 4); the
former Wedgwood Pottery site, the former Foley Works site, and the Boundary Works
site (Projects 7, 8, and 9 collectively); and the Edensor High School site, as part of the
developer procurement process (Project 12)
2.9
For further reference refer to the CLG document Planning and Development Briefs: A
Guide to Better Practice (2006) as well as English Partnerships’ Urban Design
Compendium (2007).
Section 106
2.10
Section 106 (S106) Agreements are private, legal agreements negotiated (usually in
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the context of planning applications) between the LPA and the applicant/developer,
and intend to make acceptable development which would otherwise be
unacceptable in planning terms.
2.11
2.12
S106 Agreements typically cover (amongst others):

Public realm works;

Works to provide new / improved public transport links;

Works to highways (i.e. junctions); and

Town centre management support
Some development plans do specify that S106 contributions are a requirement for
planning permission. Although details (i.e. type/costs) are usually negotiated with the
LPA; it is increasingly common for the applicant/developer to offer contributions
upfront. The Council can seek both capital investments and revenue contribution to
ensure the sustainability and long term quality of the investment.
2.13
The current saved Local Policy relevant is from the Core Spatial Plan, Policy CSP10 Planning Obligations. The developer contributions required are based upon
development placing an additional burden on the existing community or area and to
achieve a comprehensive approach to planning. The form of contribution may
therefore be targeted at;

Transport measures, facilities or improvements;

Utility services and/or improvements;

Affordable housing;

Education and community facilities;

Open spaces, sports and recreation facilities;

Environmental improvements and/or mitigation measures;
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
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Such other requirements which may be considered reasonable having regard to
all material considerations.
2.14
The Masterplan promotes a comprehensive planning approach to Longton. Therefore
developments which are considered to have a material impact upon the area may
be subject to providing a contribution towards the local area or community.
2.15
Within Stoke on Trent, contributions have typically focused on the infrastructure
impacts of a site’s development with other monies paid towards education, open
space and public art. For residential schemes, 25% of the units are required to be
affordable (Policy CSP6 – Affordable Housing).
2.16
For the Longton Masterplan, S106 should form a key mechanism to deliver additional
funds for the works to the Town Centre. The Masterplan sets clear objectives and
investments to improve the area and therefore the betterment of development sites
can be linked in to this programme.
2.17
In line with the masterplan objectives, it is suggested that S106 contributions are used
in the primary instance to fund projects that:

Enhance the streetscape on the main routes through the town;

Provide new links through and to the town centre;

Provide new public spaces that provide settings for gathering and a focus for
activity;

Improve connections from the town centre to the Gladstone Pottery museum;
and

Enhance connections from the Tesco store to The Strand, Indoor Market and
Longton Exchange.
2.18
Specific projects that have been identified within the masterplan that are likely to
require ring-fenced S106 contributions from development coming forward within the
town include: traffic management and public realm works within and around
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‘Heathcote Square’, pedestrian crossing facilities, Times Square, The Strand, Market
Street, and Commerce Street (Project 2); and, possibly, a craft and heritage trail
within the Uttoxeter Road / Town End area (Project 17).
New Homes Bonus
2.19
The New Homes Bonus (NHB) introduced by the Department of [Communities and
Local Government (CLG) aims to address the disincentive within the local
government finance system for local areas to encourage growth. Until now, increased
housing in communities has meant increased strain on public services and reduced
amenities.
2.20
The NHB is a payment made by Government to Local Authorities for every dwelling
developed. The Bonus is equivalent to the matching of 6 years of Council Tax
payments for each property, in an upfront payment.
2.21
The NHB scheme commenced in April 2011, and will match fund the additional
Council Tax raised for new homes and properties brought back into use, with an
additional amount for affordable homes, for the following six years.
2.22
The NHB will address this disincentive by providing local authorities with the means to
mitigate the strain the increased population causes, i.e. providing a sum of money to
spend on supporting infrastructure up-front. In addition, in doing so it is intended that
the NHB should help engender a more positive attitude to growth, and create an
environment in which new housing is more readily accepted and promoted.
2.23
The CLG NHB Calculator states that for the Stoke-on-Trent Unitary Authority a payment
of £6,417 may be anticipated for each net additional dwelling. It is however noted
that Stoke on Trent has experienced significant demolitions within its housing stock
with NHB based upon net additional dwellings. However, even in this context Stoke on
Trent received £1,105,641 within the Year 1 payment relative to dwellings delivered.
The ability of the masterplan to maximise the potential contribution that NHB could
make to delivering individual projects is directly linked to whether monies can be ringfenced to where residential development occurs. There are clear links between
strengthening the local housing market in Longton and delivering public realm
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improvements within the town centre, justifying this ring fencing of NHB.
2.24
Development of new housing is proposed on King Street (Project 7, 8, 9, 11), the
Edensor High School site (Project 12), and in the longer term within the Uttoxeter Road
area.
2.25
However, we note that Stoke on Trent has an ongoing programme of housing stock
clearance which may result in low or even negative numbers of net additional
dwellings anticipated in the future. As noted at paragraph 2.23 the NHB relates to net
additional housing delivery specifically. Even if a positive figure is produced then it
may be challenging to ring-fence funding for the Longton Masterplan given other
priorities across Stoke on Trent. However, the consideration of opportunities to ring
fence funds received in the future is promoted through the masterplan.
Land Receipts
2.26
The use of land assets to stimulate regeneration is an area where the Council has a
large amount of both risk and control. Several key assets, in the form of land holdings,
are included within the Masterplan area and these offer potential for re-use for other
Council services and even disposal to generate receipts. These assets notably include
the Edensor High School site (Project 12) within Longton.
2.27
It is noted that decisions on individual site disposals must be taken on a case by case
by the Local Authority, including, as noted, the potential to consider individual
disposals or collective Joint Venture agreements with private sector delivery partners.
In addition, decisions on disposal of public assets will be based on risk and cost
associated with maintaining empty premises and land holdings, and the potential
negative impact of lack of delivery on sites within public control.
2.28
It is however noted that any disposals within the short term may not generate the full
value potential of sites within this commercial and financial market context. The
Council must weigh up any opportunities on a site-by-site basis including for example
noted opportunities to deliver a new health centre and a sheltered housing scheme
on publicly owned sites within Longton.
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2.29
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Should the latter be the case, other approaches such as partnership working or a
Joint Venture may be suitable to help share profits as the market recovers, although
land based Joint Ventures typically tend to be most effective at a larger scale (i.e.
including a range of sites rather than undertaking individual procurement exercises)
and so may be better considered across Stoke-on-Trent as a whole.
2.30
It is anticipated that there will be improvements in the economic and commercial
markets in the medium term, resulting in an easier delivery climate. In addition, the
early win projects identified include those that have been prioritised as they will
create uplift in the local area, which will further improve the climate for investment.
2.31
In today’s market there is a clear distinction in land values between bulk brownfield
development sites against serviced Greenfield plots. The development industry has a
clear preference to reduce its financial commitment to a site through expensive
infrastructure and remediation works. It is also typical for land transactions to have
deferred receipts that again are generated by sales, rather than upfront payments
which the developer then has to recover for the scheme. These trends have the net
impact of placing greater emphasis on the public sector to de-risk land assets it wishes
to see developed in order to attract.
Business Improvement District
2.32
Business Improvement Districts (BIDs) have been operating in the UK since 2003 as
clearly defined geographical areas within which all the businesses vote to collectively
invest in local improvements to enhance and develop their trading environment. A
BID is directly initiated and financed by the commercial sector, therefore any
improvement or addition of services is on top of the ones provided by the local
authority in the area.
2.33
In establishing a BID, businesses within a defined area and business sector(s) vote on
additional services they want to invest in to improve their trading environment. The
vote is open to all tenants; if a majority, both by number and by rateable value,
approve the proposal, all ratepayers will contribute through their business rates.
Businesses must be able to sustain the additional cost – if they are not viable the BID
will not be able to levy sufficient income. The plan voted for has a lifespan of 5 years
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and further proposals will have to be reaffirmed through a vote.
2.34
UKBIDs are currently responsible for the delivery of BIDs in the UK. UKBIDs consist of the
National BIDs Advisory Service and the Association of Town Centre Management
(ACTM), who work in conjunction with strategic organisations such as central
government and trade bodies.
2.35
If supported by local businesses in Longton, a BID could potentially form an important
mechanism to levy additional funds into the town to deliver environmental
enhancements linked to trading, if local support is in place for such an approach.
2.36
It is critical that ongoing liaison continues with the Longton Traders Group to establish
appetite for a BID in the area, and to test and establish an initial boundary for a BID
area. The Council should take a lead in this process.
Other Council Revenue Streams
2.37
The undertaking and completion of the Masterplan in this economic climate also
represents a clear strategic commitment by the Council to Longton Town Centre,
even should funding not be fully available at present. It may also serve as promotional
material, especially when coupled with the early win investments to attract
investment into the town.
2.38
It is suggested that the HCA could be contacted when the next Local Investment Plan
is prepared as this could present a further source of funding. The HCA use the LIP
process to identify priority needs and strategic sites that can deliver against this. At
present, the redevelopment of Longton is not identified as a project for delivery within
the HCA. The completion of the Masterplan and the delivery of the identified early win
projects would present a strong case for promoting the need to redevelop the town
centre. This approach could help secure funding for further affordable homes and
enabling works or for example infrastructure on the Edensor High School Site.
2.39
Other long term investment streams such as the recent Joint European Support for
Sustainable Investment in City Area (JESSICA) announcement for the West Midlands
may also be considered, having a full Masterplan in place and delivering strengthens
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the strategic opportunity of the land and attracting additional funding. This would
focus primarily around the creation of new business space and jobs, particularly in
disadvantaged communities in line with the ERDF principles.
2.40
The timing of commercial development in the Uttoxeter Road area therefore may be
able to lever funding from the JESSICA fund which will take some years to establish
and commence lending/funding. The establishment of the Masterplan and delivery
against this would further enhance the strategic importance of the Uttoxeter Road
area.
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3.
Character Area Delivery Strategy
3.1
The Masterplan identifies four character areas as presented in Image 1 below.
Image 1 – Masterplan Character Areas
3.2
This section considers how each of the Character Areas could be delivered and how
the sites inter-relate.
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Town Centre
3.3
The Town Centre has been identified for new investment, particularly focused on the
public realm, and in comparison to the other 3 Masterplan character areas contains
the largest requirement of public sector investment into the public realm to improve
the environment and encourage investment.
3.4
The masterplan promotes the following key activities to re-vitalise the town centre:

A programme of improvements to enhance the public realm throughout the town
centre, including provision of new public spaces, improved pedestrian crossing
facilities and streetscape improvements. Plans to fully pedestrianise The Strand
have been suspended following the six week trial held in May/June 2011, which
received mixed responses from traders;

Enhancement of the retail offer and the linkages between the successful Tesco
store and the historic retail focus of the centre focused on The Strand, Market
Street and Longton Exchange. The Council will work with the owners of existing
businesses to assist in delivering this change;

Investigation into the potential to raise the profile of the Longton Indoor Market
through improved marketing and better connections to Tesco and the Longton
Exchange. The potential for specialist markets on the new public spaces should
be investigated in collaboration with existing traders;

Improving the offer of cafes, bars and restaurants that will provide places to eat
and drink both during the day and into the evening through encouraging
operators and businesses to locate in Longton and providing a more attractive
environment in which to operate;

Encouraging development that provides a mix of uses that will bring more vitality
and activity to the town centre. Residential uses incorporated within proposals at
upper floors and on minor streets in the town centre will be welcomed;

Promotion
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of
more
street
activities
including
temporary
markets,
street
19
Stoke-on-Trent City Council
Longton Masterplan Delivery Approach
performance and festivals that will attract people to spend more time in the town
centre and bring people together to celebrate;

Refurbishment of historic buildings within the Conservation Area, focused on The
Strand and Market Street; and

Establishment of the Longton Traders Group with the City Council working with
them to encourage investment, improvement and marketing of the town centre
possibly through establishing a Business Improvement District (BID).
Project 1: Longton Exchange
Description
3.5
The Longton Exchange is located in the heart of the town centre and provides a
pedestrianised shopping area that extends to over 11,000m2. The centre was
constructed in the 1960’s and provides pedestrian linkages across the centre linking
Market Street with The Strand and Transport Lane with Chancery Lane. A public space
provides a focus in the centre of the Exchange.
Proposal
3.6
To revitalise the Longton
Exchange through
public
realm and
shop
front
improvements.
Works & Indicative Cost

Remove bollards on Chancery Lane to improve access to car park - £25,000

Public realm improvements throughout the shopping centre - replace paving and
upgrade street furniture.- £138,750

Shopfront improvements - £588,800

Total Cost £752,550

Masterplan Funding Requirement £752,550
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Delivery & Funding
3.7
The Longton Exchange is privately owned. The City Council will need to continue to
work with the current owners to encourage investment. The delivery of this project
should be progressed in the first instance by the owners of the asset, working in
partnership with the Council and local traders.
3.8
It is recommended that on completion of the project, the Council should continue
engagement with the owners of Longton Exchange to discuss ongoing proposals and
investments being made into their asset with the objective to encourage the owners
to continue to contribute to the improvement of the town centre. This should include
maintenance of the Exchange itself.
Timescale
3.9
Short to medium-term (2011 – 2020). Works, including the removal of the bollards,
could be phased with public realm works carried out in advance of the shop front
improvements which could be phased to the medium term, and ongoing longer term
role of the owner within the town centre.
Project 2: Traffic Management and Public Realm Improvements
Description
3.10
The public realm within Longton town centre is dominated by the motor vehicle. A
series of incremental changes are proposed that will reduce this dominance and give
greater priority to pedestrians and cyclists in the centre.
Proposal 2A – Heathcote Square
Proposal
3.11
Redefine the street space at the junction of The Strand and Heathcote Road to close
the eastern end of Heathcote Road to through traffic and create a public square as
a focus for activity and gatherings within the town centre. The space could be
animated by café tables and seating (from premises to the north of the space
including the George and Dragon Public House), and high quality paving, street
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furniture and street trees introduced.
Works & Indicative Cost

Creation of public square 'Heathcote Square', High quality paving and street
furniture. Closure of the east end of Heathcote Road to through traffic, with
essential access only. Includes planting and street furniture - £103,500

Total Cost - £103,500

Masterplan Funding Requirement £103,500
Delivery & Funding
3.12
To be delivered by Stoke on Trent City Council. The works identified are a pure cost
within the town centre as no revenue streams have been identified within this
Masterplan character area.
3.13
Therefore wider delivery mechanisms such as identified S106, and potentially NHB etc
from other character areas (ring-fenced for the town in general) are recommended
to meet the current funding shortfall. Any surplus contributions for land sales or S106s in
other character areas could help address this requirement funding requirement (see
Section 4) of this report.
Timescale
3.14
Short to medium-term (2011 – 2020). This will be dependent on the ability to raise
funding for the works.
Proposal 2B – Enhanced pedestrian crossings on The Strand
Proposal
3.15
Improve the pedestrian crossing experience on The Strand through reconfiguration of
crossings with new surfacing and tabletops that emphasis the crossings and calm
traffic using the street. Introduction of a 20mph speed limit could also be investigated
(this could extend to the entire Town Centre area (defined by The Strand, Market
Street and Commerce Street).
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Works & Indicative Cost

Enhance pedestrian crossing facilities at each of the existing signal controls (4
crossing points) - £78,000

Total Cost - £78,000

Masterplan Funding Requirement £78,000
Delivery & Funding
3.16
To be delivered by Stoke on Trent City Council. The works identified are a pure cost
within the town centre as no revenue streams have been identified within this
Masterplan character area.
3.17
Therefore wider delivery mechanisms such as identified S106, NHB etc are
recommended to meet the current funding shortfall. As within the previous proposal,
any surplus contributions for land sales or S106s in other character areas could help
address this requirement funding requirement (see Section 4 of this report).
Timescale
3.18
Short-term (2011 – 2015). This will be dependent on the ability to raise funding for the
works.
Proposal 2C – Times Square
Proposal
3.19
Rationalise the street space at the junction of The Strand, Market Street and King
Street in order to create a hard paved public space to the front of the Town Hall. This
space will help to emphasise the gateway into the town centre at this location. The
cost relates to the creation of new public space and does not include any road
realignments, signalling alterations.
This approach will need to be tested before
detailed designs and costings can be established.
Works & Indicative Cost

Creation of a public space at Times Square - £143,250
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Stoke-on-Trent City Council

Total Cost -£143,250

Masterplan Funding Requirement £143,250
Longton Masterplan Delivery Approach
Delivery
3.20
To be delivered by Stoke on Trent City Council in the Medium Term. The works
identified are a pure cost within the town centre as no revenue streams have been
identified within this Masterplan character area.
3.21
Therefore wider delivery mechanisms such as identified S106 and potentially NHB etc
are recommended to meet the current funding shortfall. As within the previous two
proposals, any surplus contributions for land sales or S106s in other character areas
could help address this requirement funding requirement (see Section 4 of this report).
Timescale
3.22
Medium-term (2016 – 2020). This will be dependent on the ability to raise funding for
the works.
Proposal 2D – Burgess Shop site, (2-4, The Strand) temporary works
Proposal
3.23
Replace the temporary wooden hoarding on the pavement curtilage with a brick
wall, that secures the site and frontage. The area to the rear could be used for
storage or other use by adjoining properties. This is a temporary use for the site - a
longer term solution is new development to consolidate the street frontage.
Works & Indicative Cost

Temporary works - £10,000

Masterplan requirement - £10,000
Delivery
3.24
The site is in private ownership and so agreement with the landowner or acquisition
will be required. To be delivered by Stoke City Council.
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Timescale
3.25
Short to medium-term (2011 – 2020).
Proposal 2E – The Strand – Footway improvements (Phase 1)
Proposal
3.26
Improve footways along the northern section of The Strand from Times Square to Gold
Street. Works to include new kerbs, footway surfacing (pcc flags) and rationalisation
of street furniture to de-clutter the street. The opportunity to increase width of
footways should be examined.
3.27
The indicative costs are based on a high quality intervention, the street trees and
footway widening are only feasible if the road is reduced to one lane.
Works & Indicative Cost

Footway improvements Phase 1 - Northern end - new kerbs, paving and street
furniture together with introduction of street trees - £342,250

Total Cost - £342,250

Masterplan Funding Requirement £342,250
Delivery
3.28
To be delivered by Stoke on Trent City Council. The works identified are a pure cost
within the town centre as no revenue streams have been identified within this
Masterplan character area.
3.29
Therefore wider delivery mechanisms such as identified S106, NHB etc are
recommended to meet the current funding shortfall. As within the previous three
proposals, any surplus contributions for land sales or S106s in other character areas
could help address this requirement funding requirement (see Section 4 of this report).
Timescale
3.30
Medium-term (2016 – 2020). This will be dependent on the ability to raise funding for
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Stoke-on-Trent City Council
Longton Masterplan Delivery Approach
the works.
Proposal 2F – The Strand – Footway improvements (Phase 2)
Proposal
3.31
Improve footways along the southern section of The Strand from Gold Street to
Commerce Street. Works to include new kerbs, footway surfacing (pcc flags) and
rationalisation of street furniture to de-clutter the street. The opportunity to increase
width of footways should be examined. This could require the reduction of the Strand
to one land with short term parking as a consequence. The costs provided below are
for a high quality intervention and are therefore assumed to be maximum figures.
Works & Indicative Cost

Phase 2 - Southern end - new kerbs, paving and street furniture together with
introduction of street trees - £650,000

Total Cost £650,000

Masterplan Funding Requirement £650,000
Delivery & Funding
3.32
To be delivered by Stoke on Trent City Council. The works identified are a pure cost
within the town centre as no revenue streams have been identified within this
Masterplan character area.
3.33
Therefore wider delivery mechanisms such as identified S106, NHB etc are
recommended to meet the current funding shortfall. As within the previous four
proposals, any surplus contributions for land sales or S106s in other character areas
could help address this requirement funding requirement (see Section 4 of this report).
Timescale
3.34
Long-term (2021 – 2025). This should follow the Stage 1 investments.
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Proposal 2G – Market Street
Proposal
3.35
Reduce Market Street to one lane eastbound from its junction with Times Square to
that with Anchor Road (the street currently provides two lanes eastbound). Provide
lay by parking, opportunity for loading and wider footways that will improve the
pedestrian experience and in turn the environment for traders. Works to include new
kerbs, footway surfacing (pcc flags) and rationalisation of street furniture to de-clutter
the street.
Works & Indicative Cost

Public realm improvements - reduction to one lane eastbound, with footways
widened and introduction of additional lay-by car parking.- £460,000

Total Cost £460,000

Masterplan Funding Requirement £460,000
Delivery & Funding
3.36
To be delivered by Stoke on Trent City Council. The works identified are a pure cost
within the town centre as no revenue streams have been identified within this
Masterplan character area.
3.37
Therefore wider delivery mechanisms such as identified S106, NHB etc are
recommended to meet the current funding shortfall. As within the previous five
proposals, any surplus contributions for land sales or S106s in other character areas
could help address this requirement funding requirement (see Section 4 of this report).
Timescale
3.38
Long-term (2021 – 2025).
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Proposal 2H – Commerce Street
Proposal
3.39
Introduce street tree planting along the street (in those locations where underground
utilities permit). It is intended that this will be a high quality intervention including the
introduction of semi- mature sized trees.
Works & Indicative Cost

Tree planting to improve environment. (semi mature).- £91,000

Total Cost £91,000

Masterplan Funding Requirement £91,000
Delivery
3.40
To be delivered by Stoke on Trent City Council. The works identified are a pure cost
within the town centre as no revenue streams have been identified within this
Masterplan character area.
3.41
Therefore wider delivery mechanisms such as identified S106, NHB etc are
recommended to meet the current funding shortfall. As within the previous six
proposals, any surplus contributions for land sales or S106s in other character areas
could help address this requirement funding requirement (see Section 4 of this report).
Timescale
3.42
Medium-term (2016 – 2020).
Proposal 2I – Commerce Street to Gladstone Pottery Museum link
Proposal
3.43
Examine opportunity to provide a pedestrian route that better connects the
Gladstone Pottery Museum to the Longton Exchange and town centre. This
connection will cross the council owned car park on Commerce Street and the
privately owned site immediately to the east on Chadwick Street.
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Stoke-on-Trent City Council
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Works & Indicative Cost

New 2.5 metre wide pedestrian route from Commerce Street to Chadwick Street
constructed across existing car park and adjacent site.- £38,250

Total Cost £38,250

Masterplan Funding Requirement £38,250
Delivery & Funding
3.44
To be delivered by Stoke on Trent City Council in partnership with the private
landowner of an adjacent site on Chadwick Street. At this stage the works identified
are a pure cost within the town centre as no revenue streams have been identified
within this Masterplan character area. Opportunities to share the cost of the project
with the private landowner should be sought.
3.45
Wider delivery mechanisms such as identified S106, NHB etc are recommended to
meet the current funding shortfall. As within the previous seven proposals, any surplus
contributions for land sales or S106s in other character areas could help address this
requirement funding requirement (see Section 4 of this report).
Timescale
3.46
Medium-term (2016 – 2020).
Project 3: Longton Town Hall
Description
3.47
Longton Town Hall is a prominent Grade II listed building located at the junction of
three of the town centre’s main thoroughfares, The Strand, Market Street and King
Street. The building is currently under utilised with occasional use on the upper floors
and some storage for the Indoor Market on the ground floor. In the medium to longer
term a new function needs to be identified.
Proposal
3.48
To relocate Longton library into the building subject to a more detailed feasibility study
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Stoke-on-Trent City Council
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that assess the space requirements and any other services that may be co-located
with the library. This will bring a new attractor into the town centre whilst providing a
new use for this important civic building.
3.49
Should further feasibility work suggest that this is not a viable proposition options to
market the building for leisure use could be considered. The cost provided is
calculated at £1000/m2 and is considered appropriate to the age of the building.
However, more detailed survey work could provide a more accurate figure should this
be undertaken. The new entrance proposed uses high quality materials appropriate
to the age and setting of the building.
Works & Indicative Cost

Refurbish for relocation of library - £1,720,

Construct new entrance on The Strand - £165,000

Total Cost £18,850,000

Masterplan Funding Requirement £15,000
Delivery & Funding
3.50
A feasibility study to be commissioned by Stoke on Trent City Council to assess viability
of this proposal.
3.51
The Town Hall represents a landmark building within the town centre. Although broad
refurbishment costs have been obtained, at this stage it is recommended that a more
detailed feasibility study should be undertaken for the building to consider co-locating
other Council services within the building, or failing this sourcing a viable market driven
development. The feasibility study should focus on potential uses for the building in its
current form in the first instance, including shared space solutions relating to both the
public and the private sectors.
3.52
The study could potentially be funded internally, rough estimates suggest this could be
£15,000. Should the major capital works described above be proposed then funding
and/or a valuable end use for the building would be required to enable the
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Stoke-on-Trent City Council
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redevelopment.
Timescale
3.53
Short-term study to establish feasibility including more detailed funding / delivery
arrangements. Delivery in the medium-term (2011 – 2020).
Project 4: Tams Pottery site
Description
3.54
The former Tams Pottery is located on a prominent site at the junction of The Strand
and Commerce Street on the southerly approach to the town centre. The building is
vacant and as such presents a poor point of arrival into the Town.
Proposal
3.55
To refurbish the building possibly as part of a wider proposal that could deliver a
mixed-use commercially led development on the site.
Works & Indicative Cost

Refurbish and convert existing to commercial use- £612,000

New building for health/leisure - £154,000

Total Cost £766,000

Masterplan Funding Requirement £0
Delivery
3.56
The Tams Pottery building is locally listed and privately owned. The City Council will
need to work with the current owners to encourage investment.
3.57
The Tams Pottery Site will be redeveloped by the private sector, although this is not
anticipated until the Long Term phase of the delivery of the Masterplan. This
redevelopment places no cost burden upon the masterplan delivery. However the
Council should remain in contact with the landowners and locally active
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Stoke-on-Trent City Council
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agents/developers to ensure that any new enquiries can be met and to encourage
investment.
3.58
It may also be appropriate to prepare a Development Brief with the owner to attract
investment, and to consider in more detail the preferred end use for the site, which
the masterplan has identified as commercial rather than residential uses. As a
minimum a Development Brief would protect the Council’s aspirations to ensure that
the redevelopment of this site provides appropriate scale and massing, and
addresses the road given its landmark / gateway significance.
Timescale
3.59
Long-term (2021 – 2025).
Project 5: Transport Lane Public Toilets
Description
3.60
Public Toilets managed by the City Council are located within a single storey building
on Transport Lane to the north of the Longton Exchange. The toilets are unwelcoming
and service access to the shops is provided to their rear.
Proposal
3.61
To refurbish the building to provide a more welcoming facility for shoppers within the
Town.
Works & Indicative Cost

Refurbish existing toilet facilities- £139,000

Total Cost £139,000

Masterplan Funding Requirement £139,000
Delivery
3.62
To be delivered by Stoke on Trent City Council. The refurbishment of the Transport
Land Public Toilets (Project Ref. 5) places a further cost burden on the Masterplan for
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the Medium Term, as with the wider public realm improvements this will require
external funding from s106 or land disposals (see Section 4 of this report).
Timescale
3.63
Medium-term (2016 – 2020).
Project 6: Longton Heritage Project
Description
3.64
Longton has a rich built heritage but many of the finer buildings are falling in to
disrepair.
Proposal
3.65
The City Council applied for money from English Heritage to carry out renovations
works to a of properties on The Strand and Market Street including The Methodist
Church and Indoor Market on The Strand. An award of £600,000 was made in 2010 to
make a total budget of £762,000. In the region of £330,000 was committed for spend
to March 2011 and a further £432,000 will be committed and/or delivered by 2013.

Masterplan Funding Requirement £0
Delivery & Funding
3.66
Delivery of the project is ongoing at the time of writing. Stoke on Trent City Council
has worked in partnership to successfully secure grants from English Heritage to carry
out renovations to a range of properties. The award will total £762,000 over the short
term of the Masterplan although no further cost burden is anticipated to the
Masterplan delivery itself.
Timescale
3.67
Currently ongoing / early win (2011 – 2013).
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Business Improvement District
Description
3.68
Although not identified as a capital project for funding under the Masterplan,
establishing a Business Improvement District (BID) for the Town Centre could provide a
number of local benefits. As summarised in Section 2, a BID could be used to lever in
funds, as an additional tax levied on local traders (agreed by traders) to invest in
locally agree priorities.
Proposal
3.69
Feasibility work is required to understand how a BID could benefit Longton, including
specific engagement with local traders.
3.70
The Council should continue supporting the Longton Traders Group and explain to it
the principles behind a BID and to assess whether there is interest in pursuing this
approach. This could include reviewing case studies of other BIDS to understand how
applicable the approach could be, including visiting other successful BID areas.
3.71
Should there be sufficient interest and support, it is recommended that the Council
and representatives from the Longton Traders Group could progress the BID concept
through local focus groups and workshops. This should include a local referenda or
similar to establish support, agreement on administration, governance, and coverage
(geographical) and local prioritisation of issues to be addressed through the BID,
including consideration of potential contribution requirements from the traders.
Delivery & Funding
3.72
No immediate cost is identified although there will be a time-input implication for
initial and ongoing liaison between the Council and the Longton Traders Group.
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Timescale
3.73
Short term implementation (2011 – 2015), although the Council should commence
discussions with the Longton Traders Group to start exploring the opportunity as an
early priority.
Town Centre Summary
3.74
Table 1 shows the proposed requirements for the delivery of the Masterplan for the
town centre area, cells highlighted green require potential funding.
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Table 1 - Town Centre Delivery and Funding
Masterplan Funding Requirement
Project
Project
ref:
1
Longton
Exchange (Part
1)
1
Longton
Exchange (Part
2)
2a
Traffic
management
and public
realm
improvements
Traffic
management
and public
realm
improvements
Traffic
2b
2c
2d
2e
2f
2g
2h
management
and public
realm
improvements
Traffic
management
and public
realm
improvements
Traffic
management
and public
realm
improvements
Traffic
management
and public
realm
Traffic
management
and public
realm
improvements
Traffic
Proposal
Delivery Lead
Short
Remove bollards on Chancery Lane to
Private sector led and funded
improve access to car park. Public realm
improvements throughout the shopping
centre - replace paving and upgrade street
furniture.
Refurbish shopfronts through the centre
Private sector led and funded
Creation of public square 'Heathcote
SCC led and funded
Square' on junction of Heathcote Road and
The Strand. High quality paving and street
furniture. Closure of the east end of
Heathcote Road to through traffic, with
Enhance pedestrian crossing facilities at
SCC led and funded
each of the existing signal controls (4
crossing points)
Times Square - Creation of a public space
at Times Square
SCC led and funded
Proposal 2D – Burgess Shop site, (2-4, The
Strand) temporary works
SCC led and funded
£294,400
£294,400
£78,000
£143,250
£10,000
The Strand - Footway improvements Phase 1 SCC led and funded
- Northern end - new kerbs, paving and
street furniture together with introduction of
street trees
£342,250
The Strand - Footway improvements Phase 2 SCC led and funded
- Southern end - new kerbs, paving and
street furniture together with introduction of
street trees
Market Street - Public realm improvements - SCC led and funded
reduction to one lane eastbound, with
footways widened and introduction of
additional lay-by car parking.
£650,000
£460,000
Commerce Street - Tree planting to improve SCC led and funded
environment.
£91,000
New 2.5 metre wide pedestrian route from
Commerce Street to Chadwick Street
constructed across existing car park and
adjacent site
Refurbish for relocation of library. Construct
new entrance on The Strand
SCC led and funded in parnership with adjacent
landowner
£38,250
3
4
Tams Site
Refurbish and convert to commercial use
Private sector led and funded
5
Transport Lane
toilets
Refurbish existing toilet facilities
SCC led and funded
6
Longton
Refurbishment of Longton's heritage assets
Heritage Project (DO NOT PRICE)
SCC Feasibility Study
£15,000
£612,000
£139,000
Work is ongoing
£0
Total Council Requirement
3.75
Long
£81,875
£103,500
management
and public
realm
improvements
Traffic
management
and public
realm
Town Hall
2i
Medium
£81,875
£128,500
£688,500
£1,110,000
A key risk to the delivery of the town centre improvements is the reliance on external
funding. This means that works are at risk of delay or even lack of funding should these
external forces fail to deliver.
3.76
It is also vital to continue to engage with the owners of the Longton Exchange in the
context of the investment requirements identified within the masterplan as this
represents a key land holding in the Town Centre and its improvement could play a
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major role in changing perceptions of the town and attracting further investment by
individual occupiers and businesses across the area.
3.77
The approach outlined covers large scale investments into Longton over a 15 year
time frame. To ease delivery, the approach should be undertaken in increments to
make the process more manageable. This allows the process to gain momentum and
in turn provides greater weight to the overall success of the Masterplan.
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King Street
3.78
The masterplan proposes the following strategy to improve and consolidate the King
Street area:

An enhancement of the main approach, King Street through new development
that provides an attractive frontage to the main street, and improves the public
realm;

Refurbishment and re-use of vacant industrial buildings through mixed-use
development that will deliver both vitality and employment to the area;

Establishment of a new residential quarter to the south side of King Street that will
provide a new residential offer within easy walking distance of the town centre;
and

3.79
Improved connections through the area and to adjacent areas
The land holdings within the area are within multiple private ownerships. However,
there is a shared ambition amongst landowners for the redevelopment of the key
sites.
Project 7: Former Wedgwood Pottery site, King Street
Description
3.80
The former Wedgwood pottery site is the westernmost of the three opportunity sites to
the south of King Street and occupies an area of 1.37 hectares. The site is the largest
of the three and is currently occupied by two large floorplate brick buildings of one or
two storey height that front on to King Street. Immediately to the west are a fine
terrace of two storey Georgian residential properties. The railway line forms the
southern edge of the plot with Sidings Place forming the eastern edge.
Proposal
3.81
To promote the site for residential development laid out to connect with the Old Foley
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Longton Masterplan Delivery Approach
site to the east and to allow for a longer-term connection to the west towards Oldfield
Street (an east-west residential street that runs parallel to King Street). Homes to be
delivered at a density of approximately 50 homes per hectare and to provide a mix of
two and three storey properties that front onto the streets and new open space.
3.82
The character of the development should be urban and the housing design a
contemporary interpretation of the local terraced properties but which provides a
more generous scale to suit families. Properties should both overlook King Street and
the public space at the heart of the scheme with three storey properties on the main
street.
3.83
Streets should be designed to give pedestrian priority with shared surface streets and
parking discretely located so that it does not dominate the public realm. The level
crossing over the railway should be retained at the southern end of Sidings Road with
links to this crossing overlooked by surrounding properties. The open space to be
enclosed by railings and laid to grass with tree planting and children’s play facilities
provided for amenity. This space should link directly with the space provided as part
of the adjoining site to the east.
Site Capacity
3.84
68 new homes would equate to 50 units per hectare; and 2,300m2 public space.
Works & Indicative Cost

Demolition(assumes no asbestos or contamination) - £ 363,350

Residential development - 68nr (code 3) houses (costs inclusive of gardens);
assumes no contamination - £6,120,000

Residential development - Public Open Space; assumes predominantly grassed
areas with localised planting/ trees, footpath, fencing and benches - £92,680

Allowance for demolition and reinstatement to form new access (Scope
unknown) - £200,000

Total Cost £6,776,030
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
Longton Masterplan Delivery Approach
Masterplan Funding Requirement £0
Delivery & Funding
3.85
Stoke on Trent City Council to work with the landowner to ensure that development
proposals for this site are well co-ordinated with proposals for the adjoining sites. To
ensure the principles of the Masterplan are embodied within the proposals it is
recommended that the Council encourages the preparation of a joint Development
Brief for sites 7, 8 and 9.
3.86
The Development Brief would allow the Council to agree more detailed development
principles for the sites such as scale, layout and massing in advance of the
commencement of the planning application process. Other details such as use of
materials and public realm improvements could also be agreed.
Timescale
3.87
Medium-term (2016 – 2020).
Project 8: Former Old Foley Pottery site, King Street
Description
3.88
The former Old Foley pottery site is the middle site of the three opportunity sites to the
south of King Street. The site has planning approval for a 111 unit apartment scheme
however the owners no longer wish to bring this forward for development. The site has
been cleared and an access road has been constructed off King Street and services
installed. This route is reflected in the masterplan proposals for the site.
Proposal
3.89
To promote the site for residential development including connections with the
Wedgwood Pottery site to the west and Boundary Works site to the east. This allows for
a longer-term connection to the west towards Oldfield Street (an east-west residential
street that runs parallel to King Street). However, in order to meet current projected
market requirements for specific types of housing, as of August 2011, the developer
proposed to build around 46no. two and three storey properties that front onto the
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streets and with some new open space.
3.90
The character of the development should be urban and the housing design a
contemporary interpretation of the local terraced properties but which provides a
more generous scale to suit families. Properties should both overlook King Street and
the public space at the heart of the scheme with three storey properties on the main
street.
3.91
Streets should be designed to give pedestrian priority with shared surface streets and
parking discretely located so that it does not dominate the public realm. The open
space forms the eastern portion of a public space to be delivered in two phases
through this site and the former Wedgwood Pottery site to the west. It should be
enclosed by railings and laid to grass with tree planting.
Site Capacity
3.92
Approximately 47 new homes (at 50 units per hectare); and
3.93
1,400m2 public open space.
Works & Indicative Cost

Residential development - 25nr (code 3) houses (costs inclusive of gardens);
assumes no contamination) - £2,250,000

Residential development - Public Open Space; assumes predominantly grassed
areas with localised planting/ trees, footpath, fencing and benches - £57,680

Total Cost £2,307,680

Masterplan Funding Requirement £0
Delivery & Funding
3.94
Stoke on Trent City Council to work with the landowner to ensure that development
proposals for this site are well co-ordinated with proposals for the adjoining sites. To
ensure the principles of the Masterplan are embodied within the proposals it is
recommended that the Council encourages the preparation of a joint Development
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Brief for sites 7, 8 and 9.
3.95
The Development Brief would allow the Council to agree more detailed development
principles for the sites such as scale, layout and massing in advance of the
commencement of the planning application process. Other details such as use of
materials and public realm improvements could also be agreed.
Timescale
3.96
Early win (2011 – 2015).
Project 9: Former Boundary Works site, King Street
Description
3.97
The former Boundary Works site is the easternmost of the three opportunity sites to the
south of King Street. A number of buildings are still in place including a narrow
footprint two-storey industrial building that fronts directly on to King Street. This building
is Grade II listed. A further works building is located to the west and orientated in a
north-south direction. An underpass at the western boundary of the site leads
beneath the railway line to Baths Road to the south.
Proposal
3.98
To promote the site for mixed-use development laid out to connect with the former
Old Foley works site to the west and Albion Works to the east. This allows for a longerterm connection to the west towards Oldfield Street (an east-west residential street
that runs parallel to King Street). The existing works buildings to be retained and
refurbished and additional enterprise space delivered in a new two storey structure.
New homes to be delivered at a density of approximately 50 homes per hectare and
to provide a mix of two and three storey properties that front onto the streets and
blend seamlessly with development on the Old Foley site to the west.
3.99
The character of the development should be urban and the housing design a
contemporary interpretation of the local terraced properties but which provides a
more generous scale to suit families. At the eastern edge of the site where the width
of the site is reduced mews homes or live-work units should be provided.
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3.100
Longton Masterplan Delivery Approach
Streets should be designed to give pedestrian priority with shared surface streets and
parking discretely located so that it does not dominate the public realm. The materials
palette should reflect that proposed on the adjacent sites to the west.
3.101
It is anticipated that improvements to King Street will be delivered as part of the new
development including the planting of semi-mature trees to enhance the approach
into Longton town centre.
Site Capacity
3.102
Approximately 25 new homes (at 50 units / hectare);
3.103
2,980m2 refurbished enterprise space; and
3.104
2,436m2 new enterprise space.
Works & Indicative Cost

Demolition (assuming no asbestos) - £ 125,850

Conversion of existing historic building to enterprise/ managed workspace £1,395,200

Residential development - 25 nr (code 3) houses (costs inclusive of gardens);
assumes no contamination - £2,250,000

New B8 buildings - £1,583,400

Total Cost £5,354,450

Masterplan Funding Requirement £0
Delivery & Funding
3.105
Stoke on Trent City Council to work with the landowner to ensure that development
proposals for this site are well co-ordinated with proposals for the adjoining sites. To
ensure the principles of the Masterplan are embodied within the proposals it is
recommended that the Council encourages the preparation of a joint Development
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Brief for sites 7, 8 and 9.
3.106
The Development Brief would allow the Council to agree more detailed development
principles for the sites such as scale, layout and massing in advance of the
commencement of the planning application process. Other details such as use of
materials and public realm improvements could also be agreed.
Timescale
3.107
Longer-term (2021-2025).
Project 10: Phoenix Timber site
Description
3.108
The Phoenix Timber site is sandwiched between the railway line and A50 at the
western edge of the masterplan area. It is cleared and available for development
accessed from the east.
Proposal
3.109
Planning approval has been granted for ‘bulky good’ use and this will provide
employment adjacent to the town centre.
Works & Indicative Cost

Masterplan Funding Requirement £0
Delivery & Funding
3.110
The site is a privately led development opportunity and will feature a range of big box
occupiers providing a mixed retail offer. The sites are currently being redeveloped
under a full planning permission, no S106 has been agreed.
3.111
There is therefore little scope to lever any funding towards the masterplan for this
development. Confidence may be taken that there is a committed development
partner who has secured a range of tenants, therefore there is good confidence that
this brownfield site will be redeveloped in the short term.
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Timescale
3.112
Early win (2011 – 2013).
Project 11: Clarice Cliff Primary School site on Grafton Road
Description
3.113
The former Clarice Cliff Primary School on Grafton Road is now cleared and a
sheltered housing scheme is proposed to be built on the site.
Proposal
3.114
To demolish the existing school building and redevelop the site to provide sheltered
housing.
Works & Indicative Cost

Masterplan Funding Requirement £0
Delivery & Funding
3.115
The site is in council ownership and has already received funding for its
redevelopment for sheltered residential accommodation. Therefore, within the
delivery of the Masterplan there is no requirement for this site to contribute financially.
3.116
There is confidence that the site will be redeveloped soon because planning
permission was granted on 25 August.
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Timescale
3.117
Early win (2011– 2013).
King Street Summary
3.118
Table 2 below shows the propose requirements for the delivery of the Masterplan for
the King Street area, cells highlighted green require potential Council funding.
Table 2 – King Street Delivery and Funding
Masterplan Funding Requirement
Project
Project
ref:
7
Former
Wedgewood
Pottery site
Proposal
Delivery/Funding Lead
Short
Medium
Residential development and a new public SCC co-ordination role, Private sector funded
open space, street trees on King Street
8
Former Old Foley Residential development, street trees on
Pottery site
King Street
SCC co-ordination role, Private sector funded
9
Boundary Works Mixed-use development. Conversion of
existing historic buildings for enterprise/
managed workspace; residential
development. Street trees on King Street
SCC co-ordination role, Private sector funded
10
Phoenix Timber
Development for bulky goods
Private sector led and funded
11
Grafton Road
School site
Residential development
SCC led, already funded
Long
£6,776,030
£2,340,000
£5,354,450
Total Council Requirement
3.119
The Development Brief would provide greater clarity to the landowners and therefore
simplify the planning process (although one site does have an existing residential
consent), incentivising their co-operation through the process. The brief could also
tackle other constraints such as the Listed Buildings on the Wedgwood site, specifically
around the viability of development on this site as part of the wider development
opportunity across the three sites. The approach could improve dialogue between all
parties and through potential cost savings should lead to the sites working as a whole
(through efficiencies of scale) rather than three enclaves of residential development.
3.120
A number of active developers and private sector landowners have been identified
within the King Street area. There is a key role in this area for the Council to guide the
development market to ensure the objectives of the Masterplan are delivery.
A
development brief prepared with the landowners of Sites 7, 8 and 9 and the
subsequent development of these sites could assist in this matter.
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3.121
Longton Masterplan Delivery Approach
The approach proposed is subject to area specific risks, using a development brief
and S106 would require the three land owners to co-operate with each other.
It is
feasible that the landowners may have slightly different aspirations for the site and
may have different expectations of receipt for the sale of the land. However, to
manage this risk a positive approach to development from the Council and the
process of preparing a Development Brief could provide an opportunity to improve
communications and agreed understanding of delivery.
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South of A50
3.122
The masterplan proposes the following strategy to improve the environment to the
south of the A50, improve the functioning of the residential neighbourhood in this area
and better linking it with the town centre:

An enhancement of the main approach towards the town centre, Trentham
Road, through development of the Spring Garden Road site;

Provision of new homes on the Edensor High School site which will become
available for development when the High School closes in 2013;

Provision of a new health centre on the Greendock Road / Coronation Avenue
site;

Provision of new sports facilities on both the Greendock Road / Coronation
Avenue site

Creation of new managed workspace in the Longton Library on Lightwood Road
when the library is relocated to the town centre; and

Improved connections through the area and to adjacent areas with routes
leading towards the existing crossings over the A50 lined with new buildings that
overlook the routes providing natural surveillance.
3.123
The Council owns several significant sites within the area which allows a greater level
of control on the change that could take place.
Project 12: Edensor High School site
Description
3.124
The Edensor High School site on Edensor Road will be vacated in September 2013
when a new academy is provided elsewhere. The school occupies an extensive site
covering approximately 7.5 hectares to the rear of properties on Greendock Street
and Edensor Road. The school buildings occupy approximately 2.5 hectares with the
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remainder of the site providing sports pitches.
Proposal
3.125
To demolish the school buildings and to redevelop a portion of the site to provide new
homes. The existing area of open space will be retained as part of a new private
sports and leisure facility however the site will be reconfigured so that the new homes
are well connected with the surrounding fabric. Homes will provide family
accommodation with a mix of terraced and semi-detached properties laid out on a
connected network of streets at a density of approximately 35 dwellings per hectare.
The area offers the potential for larger homes in short supply across the region.
Site Capacity
3.126
Approximately 84 new homes (at 35 units / hectare);
3.127
1,200m2 sports centre building; and
3.128
49,000m2 sports pitches and open space.
Works & Indicative Cost

Demolition (assuming no asbestos) - £ 406,350

Residential development - 84nr (code 3) houses (costs inclusive of gardens);
assumes no contamination - £7,560,000

Leisure/ health facility (assumed dry facility) - £ 1,680,000

Residential development - enhancement of Public Open Space; assumes
predominantly grassed areas with localised planting/ trees, footpath, fencing £1,225,000

Total Cost £10,871,350

Masterplan Funding Requirement £0
Delivery & Funding
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Stoke-on-Trent City Council
3.129
Longton Masterplan Delivery Approach
The Edensor High School site represents the Council’s largest single landholding
identified within the masterplan area. The disposal of this site for a mixture of leisure
and residential development was identified within the preparation of the preferred
option and consultation process as a mix of uses that would meet the overall
objectives for the Masterplan, including the associated revenue potential of this
approach.
3.130
The disposal of unencumbered land with a degree of certainty over planning may be
able to raise £10k/unit which would give a typical receipt of £840,000 for the
residential aspects in the medium term. All or part of this could potentially be ringfenced for the Masterplan delivery and therefore it is recommended that the Council
consider securing the disposal receipts to fund town centre improvements to Longton.
3.131
The major residential development identified at the Edensor High School Site should
also provide further revenue from the New Homes Bonus. It is calculated that NHB
from this site in the medium term could generate a further £532,611 (84 homes x
£6,417) and it is recommended that the opportunity to use New Homes Bonus funding
generated to invest back into the Town Centre Improvements through ring fencing of
the funds for the Longton area. However, it is noted that a compelling case would
need to be made to do this on the back of the Council being in receipt of NHB
funding, which will be uncertain in the future, as noted previously.
Timescale
3.132
Medium-term (2016 – 2020).
Project 13: Greendock Street / Coronation Avenue
Description
3.133
This 1.1 hectare vacant site is located to the north of Greendock Street and is defined
by the A50 slip road to the east, Heathcote Road to the north and by vacant industrial
buildings, in multiple ownerships to the south.
Proposal
3.134
To redevelop the site to provide a new health centre to serve the wider community
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with associated car parking. A multi-use games court is also proposed for the site.
Works & Indicative Cost

Masterplan Funding Requirement £0
Delivery & Funding
3.135
A site is in council ownership. The NHS is interested in using this site for a new health
centre for the area. The local community has also identified the site for a new MUGA
(Multi Use Games Area). Should the NHS take the site it is considered that the MUGA
could be funded and delivered by as part of the proposals, should this not be the
case that the MUGA could potentially be funded through the Masterplan and S1096
levied from elsewhere (approximately £100,000).
Timescale
3.136
Medium-term (2016 – 2020).
Project 14: Spring Garden Road site
Description
3.137
This prominent site that extends to 3.66 hectares on the Trentham Road / Spring
Garden Road site is occupied by the former Somerfield foodstore together with a
number of light industrial employment uses on the adjacent Cartwright Industrial
Estate. The site has been the focus of developer interest based on the full
redevelopment of the site.
Proposal
3.138
To redevelop the site to provide a mixed-use development consisting of retail,
employment and leisure uses. The public realm on Trentham Road and Spring Garden
Road would be enhanced as part of the proposals.
Works & Indicative Cost

Masterplan Funding Requirement £0
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Delivery
3.139
The site is in private ownership. Depending on the nature of the proposals and their
perceived impact on the Town Centre, there could be opportunity to gain s106
contributions from the development that may support other initiatives promoted by
the masterplan.
3.140
The Spring Garden Road Site represents a short-medium term opportunity for a
developer to deliver a mixed use scheme. This represents one of the largest private
sector redevelopment opportunities within the Masterplan area to be led by the
private sector. Therefore, it is recommended that careful consideration is given to
raising revenue for the delivery of the Masterplan through s106 contributions.
3.141
Depending on the nature of the proposals, this could deliver a financial contribution
in the medium term. A Development Brief is not considered entirely suitable in this
instance as it would offer little improvement to direct engagement with the
landowner through the planning system.
3.142
The s106 would be used to fund in the first instance Project 2 Traffic Management and
Public Realm Improvements, in particular the Short Term Projects.
Timescale
3.143
Short to medium-term (2011 – 2020).
Project 15: Longton Library
Description
3.144
Longton Library is located out of the Town Centre within the Sutherland Institute
building on Lightwood Road, south of the A50.
Proposal
3.145
To relocate the library to the Town Hall in the town centre with the space within the
existing library converted to managed workspace as with most of the rest of the
building.
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Works & Indicative Cost

Conversion to managed workspace £ 03.

Total Cost £0

Masterplan Funding Requirement £0
Delivery & Funding
3.146
A site is in council ownership. The Longton Library is proposed for redevelopment as a
managed workspace within the Masterplan.
3.147
In headline terms, a net passing rent of £40,523 is estimated for the managed
workspace4.
Headline Rent
8,270 lettable area
Less Occupancy
Less fees
(staff, maintenance,
@ £7/psf
£57,890
@ 10%
£5,789
@ 20%
£11,578
rates, letting agency)
Net Passing Rent
3.148
£40,523
It has been confirmed that there is no cost requirement for the conversion of the
library to managed workspace. Should investment be made into refurbishing the
space to a high quality then a higher rent may be realised. Should the facility be able
to generate a profit based upon the rental calculations above, it may be possible to
uses these revenues to fund wider improvements under the masterplan.
3.149
It is recommended that the Council considers more detailed proposals with regards to
the refurbishment of this building including the potential need for a feasibility study
3
Assumption of no cost for conversion based on consultation with the building managers.
4
This is a purely indicative figure for feasibility purposes only. The terms of any lettings and specification of the space
would need to be considered in more detail before making a firm statement with regards to rental value.
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Longton Masterplan Delivery Approach
looking into the relocation requirements and potential sites / premises for the Library
utilising any surplus revenue from the project to enable this,. Although a revenue may
be feasible, no revenue is assumed in the delivery of the masterplan at this stage.
Timescale
3.150
Medium-term (2016 – 2020).
South of A50 Summary
3.151
Table 3 below shows the propose requirements for the delivery of the Masterplan for
the South of the A50 area, cells highlighted green require potential Council funding.
Table 3 – South of A50 Delivery and Funding
Masterplan Revenue Generated
Project
Project
ref:
12
Edensor High
School site
13
14
15
Proposal
Delivery Lead
Residential development + Leisure facilities
SCC led and funded
Greendock
Street/
Coronation
Spring Garden
Road
Multi-use games court + Health Centre (DO
NOT PRICE)
Private sector led and funded
Mixed use development (DO NOT PRICE)
Private sector led and funded
Longton Library
Conversion to managed workspace
SCC led and funded
Short
Long
£830,000
£0
Total Council Revenue
3.152
Medium
£830,000
The area south of the A50 includes two major redevelopment sites. The area as a
whole is scheduled for redevelopment in the short to medium term with a mixture of
public and private sector interventions
3.153
A key development risk to the development of the Edensor High School is the
recovery of the property market sufficient to generate an interest in the site. The
success may be partly related to wider improvements to the Town Centre. Visible signs
of investment could help improve the receipt achieved.
3.154
A further risk is that posed by the redevelopment of the Spring Garden Road site and
making the link between the redevelopment of the site and securing contributions
towards improvement of the Town Centre through the delivery of medium term
elements of the Masterplan.
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Uttoxeter Road / Town End
3.155
The masterplan proposes a longer term strategy for the distribution of uses within this
area that will better utilise the land, bring similar operators together so that they can
benefit from each others’ expertise and separate uses that do not naturally fit well
together.
3.156
The strategy promotes:

The development of new homes on the high ground around St James the Lesser
Church with the green space around the church forming the focus of a new
residential community;

Investment into existing employment and enterprise assets and a proactive
approach to land uses that encourages clustering of enterprise / creative
industries within a zone close to the town centre;

Retention of employment uses (including warehousing and light industry) in the
area but, where possible, encouraging new employers to locate to the north of
the area around Sutherland Road where the impact on residential uses is
minimized;

Enhancement of the eastern approach to the town through environmental
improvements and redevelopment of dilapidated buildings.

Establishing safe and convenient walking and cycling routes through the area. In
particular, establishment of improved north-south routes across the area that are
overlooked by surrounding development and are safe to use.
3.157
There are mixed fragmented land ownerships in the area; the Council has no
significant interests. Given the long term nature of the proposals within the masterplan
it is therefore considered that a zoning approach would best safeguard the
redevelopment of land in the area. This approach was determined as the preferred
option through the preparation of the Masterplan and consultation exercise to help
guide the land market which is currently fragmented. This approach also introduces
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residential uses into this area.
Project 16: Enson Works – CoRE Project
Description
3.158
Work has begun on the first phase of the Centre of Refurbishment Excellence, CoRE,
at the former Enson Works on Short Street. CoRE will provide the national centre for the
advancement of sustainable refurbishment to be the leading authority on retrofit in
order to increase energy efficiency of housing and commercial building stock.
3.159
The Enson Works site for CoRE will have three main functions:

As a provider of training and skills for the construction industry;

As a demonstrator building and visitor centre for the sharing of knowledge of
latest solutions and refurbishment excellence; and

As a meeting point of industry and teaching in the enhancement of Retrofit and
Sustainable Refurbishment skills.
3.160
Its development in Longton is of major significance for the Town. It will provide an
opportunity for spin off enterprise and showcasing of refurbishment excellence.
Works & Indicative Cost

The redevelopment of the site will cost £11.5m. £8m will be spent in the short term
and £3.5m in the medium term.

The funding has been provided by ERDF, Department of Education, City Council
and the Heritage Lottery Fund

Total Cost £11.5m

Masterplan Funding Requirement £0
Delivery
3.161
The project is a collaboration between Stoke on Trent City Council, Stoke College and
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Building Research Establishment (BRE). The CoRE Project (Project Ref. 18) will be
delivered in the short term through a collaborative approach that includes the
Council bringing much needed additional investment, enterprise and skills to the Town
Centre. Most of the funding for this element has already been secured and therefore
this project places no burden on the Masterplan.
Timescale
3.162
Early win (demolition complete and building of new college due for completion at
end of 2011).
Project 17: Craft Industry and Heritage Trail
Description
3.163
Longton includes a number of fine buildings of heritage value though many are
located off the beaten track and are not fully appreciated as a result.
Project
3.164
To build on the existing concept of a heritage trail through Longton with the
establishment of a craft trail. To facilitate this goal, there is a need for capacity
building amongst the ceramic companies that has a revenue cost.
Possibly one
officer working for an equivalent period of one year would be sufficient.
3.165
The Gladstone Pottery Museum achieves almost 50,000 visitors per annum (around a
third of which are school children). There are 16 ceramic companies in easy walking
distance around the town and several would be interested in becoming points of sale
to accommodate visitors.
Works & Indicative Cost

One project officer working on this project for one year, with on costs, would cost
around £35,000k (not including accommodation).’

Creation of trail that links historic and creative industry assets throughout the
masterplan area. Allowance for leaflets, promotion and signage - £50,000
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
Repainting of street furniture in the Uttoxeter Road area £55,000

Total Cost £140,000

Masterplan Funding Requirement £140,000
Delivery & Funding
3.166
Stoke on Trent City Council in collaboration with local companies and Gladstone
Pottery Museum. Building the capacity of the local companies such that a Craft
Industry and Heritage Trail can be developed would be a key improvement to the
Uttoxeter Road area to improve the public realm and to capitalise on the area’s craft
industries and historic buildings. The delivery of this goal is dependent upon funding for
the identified cost of £50,000 over the short and medium term. The ongoing
maintenance of the heritage infrastructure is also required in the future, there is
potential for this to be funded by the Council’s maintenance department.
3.167
As with Project 17, this funding will have to be found from wider Masterplan area or
funding sources, it is therefore recommended that the Council seeks to secure
additional revenue for the delivery of this project.
3.168
As already intimated it is also proposed that the Council should continue to liaise with
the creative businesses in the area to establish the trail to benefit them through raising
their own business profile.
Timescale
3.169
Short to medium-term (2011 – 2020).
Uttoxeter Road/Town End Summary
3.170
Table 4 below shows the propose requirements for the delivery of the Masterplan for
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Stoke-on-Trent City Council
Longton Masterplan Delivery Approach
the Uttoxeter Road area, cells highlighted green require potential Council funding.
Table 4 – Uttoxeter Road Delivery and Funding
Project
Project
ref:
Proposal
Delivery Lead
16
CoRE Project at
Enson Works
Refurbish and convert this existing listed
building to create a training college (DO
NOT PRICE)
SCC funding and co-ordination role
Short
17
Heritage Trail
Create a trail that links historic and creative SCC funding and co-ordination role
industry assets throughout the masterplan
area. Repainting of Street Furniture
Total Council Requirement
3.171
Medium
Long
£70,000
£70,000
£70,000
£70,000
The Uttoxeter Road improvements are dependent upon wider funding from other
Character Area of the Masterplan which presents a specific risk.
However, with
delivery in the medium to long term, it is also feasible that some of the improvements
could be linked to development sites within the Uttoxeter Road area and delivered
through s106 contributions, in a similar fashion to the King Street Public Realm
Improvements.
3.172
Only two projects have been identified within the Uttoxeter Road area. It is
considered that the zoning approach of the Masterplan would need to gain a form of
status within the planning system to be successfully implemented. The Masterplan acts
as a document that sets out the Vision and rationale for the zoning approach. The
status of the Masterplan therefore provides the Council with the flexibility to guide the
development market but without stifling new schemes.
3.173
Over time, a more detailed approach may be required. In the short to medium term,
the zoning approach proposed should help inform the market of what is expected on
sites, allow tenants and landlords to gradually adapt and consolidate interests. The
private ownerships are significant to this area given the absence of a strong planning
position.
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4.
Delivery Action Plan
4.1
Following the description of the 4 masterplan areas, the recommendations for the
Council have been grouped into the three time periods (short, medium and long
term). This provides a specific list of actions for the implementation of the Masterplan.
Short Term (2011 – 2016)
4.2
The following short term actions have been identified for implementation of the
Masterplan by the Council;

Commission Town Hall Feasibility Study, this could cost up to £15,000.

Liaise with King Street Developers and facilitate Development Brief.

Secure S106 funding for Town Centre improvements/management should a
planning consent come forward on the Spring Garden Road Site (Project Ref. 15)

Secure funding and commission the £103,500 of Traffic Management and Public
Realm Improvements (Project Ref. 2a) and the initial investment of £25,000 into
the Craft Industry and Heritage Trail (Project Ref. 17).

Prepare disposal strategy for Edensor High School Site. If the Council wishes to
pursue this approach they may consider preparing a Development Brief for the
site before disposing through an OJEU process. The method of disposal would
have to reflect the current market conditions and the level of risk that could be
borne by the development market.

Work with Longton Traders Group to establish potential to establish a Longton
Town Centre BID.

Work with local creative businesses to establish potential of a Craft Industry
Heritage Trail and further marketing of these businesses.

Work with the owners of the Burgess Pottery site to commission the temporary
hoardings for £10,000
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Stoke-on-Trent City Council

4.3
Longton Masterplan Delivery Approach
Commence re-painting of street furniture in Uttoxeter Road for £70,000
There is
a funding requirement of £198,500 to secure of the Short Term of the
Masterplan. It is proposed that the remaining requirement could be secured through
the additional funding sources of further s106 contributions (for example the Spring
Garden Road Site), additional Council funds and through raising funds through the
potential BID.
Medium Term (2016 – 2020)
4.4
The following medium term actions have been identified for implementation of the
Masterplan by the Council;

Seek to dispose the Edensor High School Site (Project Ref. 12) and ring fence the
land receipt. At a rate of £10k/unit, this would realise £840,000 of revenue for the
remaining medium term investments.

The second tranche of investment can be made into the Craft Industry and
Heritage Trail (Project Ref. 17) of £70,000

Implement the Town Centre Improvements of 2b, 2c, 2d, 2g, 2h at a cost of
£831,750

Complete the refurbishment of Longton Library for Managed Workspace, this is a
cost neutral activity (Project Ref. 15)
4.5
The costs total £876,750 in the medium term. Assuming the High School receipt can be
ring fenced this would leave a funding shortfall of £36,750 which could again be
secured from wider sources such as s106 or a portion of the New Homes Bonus for the
84 additional dwellings may fund later works. Should this additional funding not be
secured then the Uttoxeter Road improvements could be delayed for the long term.
Failure to ring fence the land receipt for Town Centre improvements places a
significant cost burden on wider funding sources and represents a high risk to overall
delivery.
Long Term (2020 to 2025)
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Stoke-on-Trent City Council
4.6
Longton Masterplan Delivery Approach
The following long term actions have been identified for implementation of the
Masterplan by the Council;

The remaining Town Centre Improvements of 2e and 2f may be implemented at
a cost of £1,110,000.
4.7
The long term projects therefore total £1,253,250 and no clear revenue streams have
been identified. However, this places the emphasis on trying to generate a surplus
revenue stream in the short and medium term to help unlock the later improvements.
Gantt Chart
4.8
The following Gantt Chart summarises the delivery of the Masterplan;
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Stoke-on-Trent City Council
Longton Masterplan Delivery Approach
Table 5 – Delivery Gantt Chart
Short Term
Ref
Project
Area
Action
Lead
3
Town Hall
Town Centre
Commission Town Hall Feasibility Study
Council
2
Traffic management and public realm improvements
Town Centre
Work with Longton Traders Group to establish potential to establish a Longton
Town Centre BID.
Council
10
Phoenix Timber
King Street
Development for bulky goods
Private Sector
Grafton Road School site
King Street
Residential development
Private Sector
16
CoRE Project at Enson Works
Council
Burgess Shop site, (2-4, The Strand)
Uttoxeter
Road
Town
Centre
Refurbish and convert this existing listed building to create a training college
2d
11
Temporary works
Council
6
Longton Heritage Project
Town Centre
Work with local creative businesses to establish potential of a Craft Industry
Heritage Trail and further marketing of these businesses.
Council
14
Spring Garden Road
South of A50
Secure S106 funding for Town Centre improvements/management should a
planning consent come forward on the Spring Garden Road Site (Project Ref. 15)
Council
12
Edensor High School site
South of A50
Prepare disposal strategy for Edensor High School Site.
Council
King Street
Residential development, street trees on King Street
Private Sector
8
Former Old Foley Pottery site
2a
Traffic management and public realm improvements
Town Centre Creation of public square 'Heathcote Square' on junction of Heathcote Road and
The Strand. High quality paving and street furniture. Closure of the east end of
Heathcote Road to through traffic, with essential access only.
2012
2013
Medium Term
2014
2015
Council
3
Town Hall
Town Centre
Refurbish for relocation of library. Construct new entrance on The Strand
Council
14
Spring Garden Road
South of A50
Mixed use development
Private Sector
1
Longton Exchange (Part 1)
Town Centre
Remove bollards on Chancery Lane to improve access to car park. Public realm
improvements throughout the shopping centre - replace paving and upgrade
street furniture.
Private Sector
1
Longton Exchange (Part 2)
Town Centre
Refurbish shopfronts through the centre
Private Sector
17
Heritage Trail
Uttoxeter
Road
Create a trail that links historic and creative industry assets throughout the
masterplan area
Council
12
Edensor High School site
South of A50
Disposal of Edensor High School Site, use funding for Town Centre Improvements
Council
2
Traffic management and public realm improvements
Town Centre
Secure remaining funding for second tranche of TownCentre Improvements
15
Longton Library
South of A50
Complete the refurbishment of Longton Library for Managed Workspace
Council
13
Greendock Street/ Coronation Avenue
South of A50
Multi-use games court + Health Centre
Private Sector
7
Former Wedgewood Pottery site
King Street
Residential development and a new public open space, street trees on King
Times Square - Creation of Street
a public space at Times Square
Private Sector
Council
2c
Traffic management and public realm improvements
Town Centre
2b
Traffic management and public realm improvements
Town Centre
Enhance pedestrian crossing facilities at each of the existing signal controls (4
crossing points)
Council
2e
Traffic management and public realm improvements
Town Centre
The Strand - Footway improvements Phase 1 - Northern end - new kerbs, paving
and street furniture together with introduction of street trees
Council
2h
Traffic management and public realm improvements
Town Centre
Commerce Street - Tree planting to improve environment.
Council
2i
Traffic management and public realm improvements
Town Centre
New 2.5 metre wide pedestrian route from Commerce Street to Chadwick Street
constructed across existing car park and adjacent site
Council
5
Transport Lane toilets
Town Centre
Refurbish existing toilet facilities
Council
2
Traffic management and public realm improvements
Town Centre
Secur funding for the remaining Town Centre Improvements of 2c, 2e and 2f
Council
4
Tams Site
Town Centre
Refurbish and convert to commercial use
Private Sector
9
Boundary Works
King Street
Mixed-use development. Conversion of existing historic buildings for enterprise/
managed workspace; residential development. Street trees on King Street
Private Sector
2f
Traffic management and public realm improvements
Town Centre
The Strand - Footway improvements Phase 2 - Southern end - new kerbs, paving
and street furniture together with introduction of street trees
Council
2g
Traffic management and public realm improvements
Town Centre
Market Street - Public realm improvements - reduction to one lane eastbound,
with footways widened and introduction of additional lay-by car parking.
Council
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Council
63
2016
2017
2018
2019
Long Term
2020
2021
2022
2023
2024
2025
Stoke-on-Trent City Council
Longton Masterplan Delivery Approach
5.
Risk Management
5.1
As with any delivery approach, it is best practice to include a Risk Register. This is
presented in the form of a table and should be managed and updated through the
course of the Masterplan Delivery. The Risk Register scores risks against their impact on
delivery and the likelihood of occurring; these are multiplied to give a cumulative
score.
Table 6 – Impact and Likelihood Scoring
5.2
Impact
Likelihood
1
Minimal Impact
Highly Unlikely
2
Low Impact
Unlikely
3
Some Impact
Possible
4
High Impact
Likely
5
Critical impact
Highly Likely

Low Risk – Cumulative Score of 1 to 8

Medium Risk – Cumulative Score of 9 to 16

High Risk – Cumulative Score of 17 to 25
Using the above approach, the following Risk Register has been prepared. Over the
course of the delivery of the masterplan, the management of the risk register should
aim to reduce the overall scores provided below. The position presented is a starting
point and therefore represents a conservative position.
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Stoke-on-Trent City Council
Longton Masterplan Delivery Approach
Table 7 – Longton Masterplan Risk Register
Risk Item
Risk Description
Impact
Likely-
Score
Mitigation
25
SCC should consider the recommendations of the Masterplan Delivery Approach
hood
Funding
The
Masterplan
needs
to
secure
further
5
5
funding streams to guarantee delivery
Market
Report and seek to secure additional income streams
The development market fails to strengthen,
4
4
16
SCC should consider means to encourage investment and clarify the development
harming the ability to dispose of development
process through partnership working, de-risking sites and providing clarity through
assets
the planning process
Development
Development costs rise over the period of the
Costs
Masterplan
Strategic
The Masterplan fails to get sufficient strategic
Positioning
support to secure funding
Resourcing
The delivery of the masterplan and works
4
3
12
The costs prepared have been set against a 15% contingency which is high. SCC
should monitor cost inflation a consider over the Short Term phase of delivery
5
4
20
On publication, work must be undertaken to secure political backing for delivery
from with the Council and with external partners such as the HCA
5
3
15
requires dedicated staffing, failure to secure
The publication of the masterplan presents an opportunity for the Council to
consider it’s revenue budgeting to ensure sufficient resourcing is provided.
this would threaten ability to deliver
Market
The
majority
of
land
is
within
private
Engagement
ownership, limiting the level of Council control
3
4
12
The Council should continue to liaise with landowners, developers and investors to
encourage the market to engage in positive measures to delivery against the
Vision of the Masterplan
Performance/
Good performance is required against the
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4
16
Over a long term programme, annual reporting and performance indicators
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Stoke-on-Trent City Council
Monitoring
Masterplan
Funding
Reliance on S106
Longton Masterplan Delivery Approach
should be established to ensure the programme can be met.
5
4
20
The proposals are dependent on levering in contributions from the back of wider
investments, greater security to delivery is needed from securing wider funding
sources
Localism
The localism agenda could impede delivery
3
3
9
The masterplanning process has included a number of consultation event and has
taken on board the views of the local community.
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