Agenda item

Purpose: to make comments on the current and future support proposed for the district’s market towns (Henley, Thame and Wallingford) so that Cabinet can take these into account before considering the proposed growth bid as part of the council’s budget setting process.

The Wallingford market town co-ordinator, Chair of Wallingford Partnership, Wallingford Town Clerk, and Director of the Henley Partnership will attend to speak to the committee, along with representatives from Henley and Thame town councils.

If committee members have specific questions, these should be submitted to democratic services in advance to ensure that answers can be given at the meeting.

The committee considered the report of the Head of Economy, Leisure and Property setting out the current and proposed support for the three market towns of Henley on Thames, Thame, and Wallingford.

Ms Suzanne Malcolm, Economic Development Manager, and Mrs Judith Nimmo-Smith, Cabinet member, introduced the report. Representatives from the three market towns spoke to the committee and answered questions as summarised below.

Thame and Chinnor

Mr Peter Woodman, representing 21^st Century Thame, explained how the council funding supported a number of initiatives to help businesses. These included a loyalty card scheme supported by about forty per cent of shops; equipment and furniture for hire by charities and organisations; and leaflets to promote the town’s leisure attractions. Expanding the loyalty scheme, keeping the leaflets current, and funding new projects required funds and would not happen as easily or at all without the district council’s contribution. Shops in Chinnor had approached the town and work to integrate the two community’s businesses and help Chinnor’s shops was underway.

Ms Helen Stewart, Thame Town Clerk, said that Thame’s business community did not have strong common issues to unite it and there was a low vacancy rate. The current support worked well as all the funding went towards specific projects focussed on maintaining Thame’s viability as a market town; the business community supported the model and was involved; and matching funding was provided by a wide variety of groups. Projects were successful, sustainable, and cost-effective. A small group from the town council, the district council and 21^st Century Thame agreed and oversaw the projects.

Businesses were generally positive and there was little support for major initiatives, but there were new challenges posed by proposals for a large supermarket. Business buy-in was not measured by attendance at meetings; the work was strongly supported by independent shops. The number of events attracting people into the town (such as the arts, food, and Christmas events) was increasing. It was hard to quantify the increase in trade as a result of schemes but traders and customers were positive about them.

The Neighbourhood Plan’s economic section emphasised walking and cycling links to the town. The increased population and a new supermarket gave an opportunity to encourage new residents from the town and outlying villages to use Thame’s specialist shops rather than shop elsewhere.

Henley on Thames

Mr Mike Kennedy, Henley on Thames Town Clerk, said that the part-time town centre manager provided an accessible contact between local businesses; with the Henley Partnership; and with the local authorities. The manager co-ordinated schemes funded by the district and town councils (for example training and the shop-front improvement scheme), and was involved in larger events. Sponsorship for Henley in Bloom, the Christmas lights and shop front improvements all helped improve the town’s profile.

The town council understood the constraints on the district council and was grateful for the continuing support. The town could make use of a full-time manager if funds were available. The business action plan for Henley to 2016 sought to promote the town as a world-class all-round destination for business, leisure and commerce and included a budget to promote tourism.

Wallingford

Ms Kate Rayner, Wallingford Market Town Co-ordinator, said that the benefits to the town included successful projects, new partnerships, a resource to cover everything from strategic planning to helping with events, and a closer working relationship between the town and the district council. A shop front improvement scheme was underway; a locker bank for internet deliveries was installed recently; newsletters and a proposed business breakfast helped the business community; and improvements to the town and on-line promotion encouraged visitors. Businesses were enthusiastic about starting projects and the vacancy rate was reducing.

Mr Derrick Hoare, Chairman of the Wallingford Partnership, said the co-ordinator’s remit, enthusiasm and expertise were essential to the town’s success. The economic development plan for Wallingford could not be delivered without the co-ordinator to build relationships and deliver projects as no-one else had the time or resources to do the work.

Mr Jamie Baskeyfield, Wallingford Town Clerk, said that the co-ordinator’s role provided very good value for Wallingford and should continue. Businesses were very enthusiastic. It would cost far more to deliver the projects in the town’s action plan without the co-ordinator working with the business partnership and the town council. There was enough profitable work for a full-time post. It may be possible to bring in matched funding, and specific measures as well as specific objectives may be needed.

The town council hoped that the southern end of St Martin’s Street could be revitalised soon. A pro-active approach to encourage agents to let commercial properties to business people was required. Discussions with Morrison’s to have the town centre and proposed supermarket working in cooperation were on-going and a plan to signpost and link the two sites was in development.

There were regular discussions on how to encourage boaters to come into the town. The district council’s extension of their moorings had increased footfall. The town council had extended their moorings, improved the surrounding area and added signs, but even if land could be found additional moorings were expensive to provide.

The formal partnership had successfully applied for South East England Development Agency (SEEDA) funding and matched funding to provide the website, flags, Christmas decorations, wifi and leaflets and an audio trail, all of which had encouraged people to visit.

Mrs Nimmo-Smith and Ms Malcolm said that the support for market towns had developed into three distinct models to support the different needs of each town. The recommendation was to support a growth bid for an additional two years’ funding to maintain the service. They were aware of Henley’s and Wallingford’s view that the work could be expanded, and Thame Neighbourhood Plan’s economic strategy. The district council would continue to provide a district-wide strategic overview, support for businesses, and forums. Economic Development’s infrastructure fund encompassed the larger villages and officers were developing schemes in Chinnor and Sonning Common.

Members of the committee commented:

·          It was encouraging that Thame was working with Chinnor. The Cabinet member was asked to continue and extend support for the larger villages; Chinnor in particular.

·          Advertising in local village/parish magazines would help promote businesses in the extended zones around the towns.

·          The town should develop detailed plans to benefit from the proposed Morrison’s supermarket in Wallingford in preparation.

·          Was the focus on economic development strong enough as many of the initiatives provided social or cultural benefits but there was not enough emphasis on economic growth and increased revenue?

·          The three business communities, officers, and the Cabinet member were to be congratulated on developing individual successful solutions, delivering projects and providing strategic support.

·          The report’s proposed recommendations and revenue provided value for money for businesses and residents and were supported by the committee.

The committee agreed to recommend that Cabinet endorse the proposals in the report:

a)     to extend the contract for the Wallingford market town co-ordinator for a period of two years to 31 March 2016, subject to confirmation of £5,000 funding from Wallingford Town Council

b)     to agree that the Wallingford market town co-ordinator spends one day a week based at Wallingford Town Council offices

c)      to support the provision of maternity cover whilst the current Wallingford market town co-ordinator is on maternity leave

d)     to provide Henley Town Council with a contribution of £10,000 a year for 2014/15 and 2015/16 towards the Henley town centre manager role, subject to confirmation of £5,000 funding from Henley Town Council (and £1,000 from Henley Partnership)

e)     to provide £10,000 a year for 2014/15 and 2015/16 as a funding pot for Thame to support projects and project delivery in the town.