Wellington 2020 Setting out a vision for the future of

Transcription

Wellington 2020
Setting out a vision for the future
of Wellington centre
Report to Wellington Town Council
January 2014
OPM
WELLINGTON 2020: SETTING OUT A VISION FOR THE CENTRE OF WELLINGTON
CLIENT
WELLINGTON TOWN COUNCIL
TITLE
WELLINGTON 2020
DATE MODIFIED
DECEMBER 2013
STATUS
FINAL
CLASSIFICATION
OPEN
OPM PROJECT CODE
9559
AUTHOR
ROB FRANCIS
QUALITY ASSURANCE BY
EWAN KING, DIRECTOR
MAIN POINT OF CONTACT
ROB FRANCIS
OPM
252b Gray’s Inn Road
London
WC1X 8XG
Tel:
Fax:
Web:
Email:
0845 055 3900
0845 055 1700
www.opm.co.uk
[email protected]
If you would like a large text version of this
document, please contact us
CLASSIFICATION: OPEN
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Contents
Introduction ............................................................................................................... 5
About this study ........................................................................................................... 5
What’s the national context? ....................................................................................... 6
What’s the local context? ............................................................................................ 7
Key messages from this study .................................................................................... 8
Survey data: main messages ................................................................................. 10
Background ............................................................................................................... 11
Who responded to the survey? ................................................................................. 11
Shopping habits......................................................................................................... 12
Comparisons with other towns .................................................................................. 13
Town visits ............................................................................................................ 13
Town shops .......................................................................................................... 14
Town pubs, cafes and restaurants ....................................................................... 15
Meeting friends ..................................................................................................... 16
Useful services ..................................................................................................... 17
Leisure and cultural activities ............................................................................... 18
Ease of parking .................................................................................................... 19
Pleasant environment........................................................................................... 20
Views about Wellington ............................................................................................. 21
Events........................................................................................................................ 22
Wellington in 2020 ..................................................................................................... 23
Main messages from the survey ............................................................................... 24
................................................................................................................................... 25
Research & debate .................................................................................................. 25
Over-supply of physical retail space ......................................................................... 26
Town centre vacancy rates and changing nature of occupancy ......................... 26
Retail polarisation ................................................................................................. 27
The march of online shopping ................................................................................... 28
The expansion of supermarkets into the convenience sector .................................. 30
Local forces, drivers and trends ................................................................................ 30
The Southwater Development and Telford Town Centre .................................... 30
Housing and population growth in Telford & Wrekin............................................ 31
The growth of residential development in the centre of Wellington ..................... 32
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Learning from other areas ......................................................................................... 35
Example One: Incredible Edible ........................................................................... 36
Example Two: Bedale Community Bakery........................................................... 37
Example Three: Arts and Crafts Community Gallery, Colwyn Bay ..................... 38
Example Four: West Norwood FEAST ................................................................ 38
The vision and achieving it .................................................................................... 40
Retail in 2020 ............................................................................................................ 41
Eating, drinking and socialising in 2020 .................................................................... 42
Arts, culture and events in 2020 ............................................................................... 43
Streetscape and design in 2020 ............................................................................... 44
Living in the town in 2020.......................................................................................... 45
Community spirit, energy and action in 2020............................................................ 45
Practical actions the town council and its partners can take .................................... 46
Retail: practical actions ........................................................................................ 47
Wellington as a place to spend leisure time and socialise: practical actions ...... 49
Streetscape and design: practical actions ........................................................... 50
Arts, culture and events in Wellington: practical actions ..................................... 50
Encouraging appropriate housing development in the centre: practical actions . 51
Building community spirit, energy and actions: practical actions......................... 51
Concluding thoughts ................................................................................................. 52
Appendix 1 ............................................................................................................... 53
Workshop with Wellington Town Councillors: 6th August 2013 ................................ 53
Appendix 2 ............................................................................................................... 56
‘Future Farm’ workshop: 12th October 2013 ............................................................. 56
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1
Introduction
‘High streets and town centres that are fit for
the 21st century need to be multifunctional
social centres, not just competitors for
stretched consumers. They must offer
irresistible opportunities and experiences
that do not exist elsewhere. They need to be
rooted in the interests and needs of local
people, and able to meet the demands of a
rapidly changing world.’
st
21 Century Town Centres, Action for Market Towns, 2013
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About this study
What is this document for?
 This document sets out a vision for Wellington centre in 2020. It focuses
specifically on the future functions and prosperity of the centre of Wellington,
defined here as the area within and just outside the ring road. As such, it does
not purport to be a comprehensive vision for life in Wellington – important issues
such as education and skills, health and wellbeing are outside its remit. Rather it
is concerned with how the centre of Wellington can respond to local and national
trends and pressures in the years ahead.
 As important as the vision statements are the proposed actions to help make
this vision a reality. The intention is that this report at least serves as a starting
point for conversations which lead quickly to practical actions.
 As such, the aim of this document is to move beyond warm words and wish lists
towards a vision for Wellington centre which is not only positive but realistic and
achievable.
What informed the creation of this document?
 A review of key national studies relating to the future of town centres, including
reports by Mary Portas, Bill Grimsey, Beyond Retail and Action for Market
Towns;
 Depth interviews with professionals working locally in retail, housing, economic
development and urban design;
 An online survey of 213 responses, all of whom either lived, worked or studied in
the TF1, TF5 or TF6 areas. This survey explored residents current habits,
preferences, perceptions and ambitions relating to Wellington and in contrast to
other local towns;
 Workshops and further semi-structured interviews with town council members,
local residents and local businesses.
What’s the national context?

Nationwide, town centres continue to suffer not only the effects of the current
economic climate, but also of longer term, systemic challenges relating to
changing shopping habits, most importantly out-of-town shopping and
increasingly internet shopping. There is an on-going debate about the future of the
high street. The Portas Report and other recent studies talk about the need for
traditional centres to look beyond retail and embrace other social and cultural
functions to remain relevant and vibrant. Some commentators also talk about the
need to turn our smaller town centres back into places which feel more like ‘urban
villages’, relying less on retail and which encourage more mixed development
including housing and small venues for socialising.

There are also some exciting and inspiring small business and community-led
responses to these challenges. One example is the growth of pop-up shops which
can kick-start more sustained revival of high town centres through creative,
temporary use of vacant space. As illustrated in the examples cited from other towns
later in this report, there are also ways in which local people are increasingly at the
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forefront of new forms of regeneration through collective positive action to improve a
town. Flashes of this activity is already evident in Wellington – the pop-up shop in
New Street, for instance, and from the community, the Peace Garden, H2A events
and Clifton projects.
What’s the local context?

Wellington is experiencing challenges similar to those of many smaller towns,
compounded here by the proximity of the regionally-significant shopping
destination of Telford Centre. Wellington’s location, population diversity and retail
offer makes it better placed to survive and thrive than some other borough towns.
Wellington Market is as seen by most people as an asset, although some question
whether it fulfils its potential, and likewise we have several independent shops of the
sort that a successful market town would expect to host, but as the online survey
indicates, local people
 Wellington has a population larger than any Shropshire town after Telford as a
whole and Shrewsbury. The town council area and its neighbouring parishes
comprise nearly 20,000 households and 50,000 people. Wellington centre is wellconnected by road and rail, and has a large daytime catchment thanks to two large
FE colleges. Average incomes in Wellington are lower than in other market towns in
the region, but taking its larger population into account, it is clear that the actual
number of people with middle and higher incomes is often equal to or greater than in
towns such as Newport and Much Wenlock. This message needs conveying to
potential business start-ups.
The new Civic Centre
development on Larkin Way
 Wellington’s buildings and street layout give it the potential to be an attractive,
welcoming town centre where people enjoy spending time with friends and family
– at cafes and coffee shops, pubs and restaurants, and small-scale leisure and
cultural venues.

There is a general sense amongst businesses and local people that quality
shops in Wellington are being replaced by less desirable alternatives. The loss
of quality independents like Number Eight Books, Wrekin Rambler and Telford
Musical Instruments in the last 12 months compounds a feeling of uncertainty, as
does the pattern of replacement businesses in some vacant units (e.g. a wallpaper
shop to betting shop / a card shop to Cash Converters / Dorothy Perkins to charity
shop etc.). There are also positive signs, however, such as the success of the New
Street pop-up shop, and also of Francis James, both of which prove there is a
sustainable market for a more individual, quality retail offer in Wellington.
 Perception, appearance and ‘brand’ are topics that have been discussed at
length by previous reports, and there have been improvements on several fronts,
but too many local people still view Wellington negatively, as the About Town survey
results show.

Recent developments have laid the foundations for future success and raise
questions about how we build on those successes: the new library and civic
offices have brought new life to part of the town, but are there ways to maximise its
impact? Repaving and shop front restoration programmes have improved the
appearance of the town centre, but what more could we do to better present the
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
town? Residential conversions of upper floors within the principle shopping area
were encouraged under the HTI scheme, and we are now seeing more of this
development at sites like The Bank on Church Street – should we be wary of this or
supportive?
Current opportunities need to be seized: Some large sites are currently for sale in
the centre of the town (much of Walker Street and the former Arrive depot). These
offer significant opportunities to enhance the town both in terms of appearance and
function. At present, all the town council or residents can do is react to the plans
submitted by others, so what can we do to influence those plans upstream? Should
we be talking to the borough council, to architects and developers about these sites’
potential?
Key messages from this study
There will be no ‘magic bullet’ that can solve Wellington’s challenges.


Progress on some fronts will demand large scale, strategic action led by Telford
& Wrekin Council, such as interventions to actively promote certain types of
development on key sites.
Potentially just as important, however, will be a series of smaller actions rooted
in the ideas, skills and energy of Wellington’s residents and businesses – a
more bottom-up approach.
Wellington Town Council will need to a lead on both types of activity, proactively
working with the borough on strategic issues at one end, and at the other end
working to foster new networks amongst residents and businesses, helping to
identify and bring together the opportunities and the individuals which lead to
new enterprises starting up and new community projects getting off the ground.
It is tempting to look at towns like Ludlow with its food offer or Hay with its bookshops
and ask ‘what should be Wellington’s one unique selling point?’ But that would be
misplaced. Wellington does certainly need to differentiate itself from Telford Centre and
from other local towns, but that differentiation is more likely to come from a range of
characteristics which make up the whole – rather than one star attraction.
Moreover, whilst a stronger, more diverse retail offer will need to part of the mix, retail
can only be part of what sustains Wellington centre into the future. Buildings and open
spaces need to be maximised to meet other demands as well – demands for other sorts
of business activity beyond traditional retailing; for places to eat, drink and socialise; for
cultural and leisure time experiences; and for well-designed housing.
There is demand and support for more quality independent shops in Wellington
centre. The online survey commissioned for this project is evidence of that, as is the
success of the Wellington Pop-Up Shop, which has been providing shoppers with a
quality, handmade offer that is otherwise under-represented in Wellington today. In the
future, decreasing numbers of people will be using Wellington centre to do the bulk of
their weekly shopping. It can nonetheless be a popular ‘top-up’ destination, based on a
good core of quality independent retailers, as well as continued provision of budget
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shopping options. Wellington’s retail brand will have ‘homemade and well-made’ at its
core – from bakers to brewers, butchers to market gardeners – and as such, marking it
out as distinctive to the Telford Centre offer.
A successful Wellington in 2020 will not be one built solely on a revival in retail. A
series of recent national reports agree that there is too much retail floor space in the UK,
with retailers focusing their attention on the already strong centres (such as Telford and
Shrewsbury). Changing consumer shopping habits, most recently online shopping,
mean that large sections of our town and city centres will be increasingly unfit for
purpose in their current state. As such Wellington, along with many other small and midsized town centres, should be prepared to shrink and consolidate its dedicated retail
space in the years ahead. The consequences of not doing this may be more empty
shops and more low quality shops, which will in turn impact on the attractiveness and
viability of the whole town centre.
Leisure and hospitality will need to be an important part of a revived Wellington in
2020. The centre of the town will need to be a place for socialising, for spending free
time with friends and family. The popularity of the Wetherspoons pub in Wellington has
proved the demand for daytime eating and drinking in a comfortable environment, and a
fuller range of coffee shops, pubs and restaurants need to be encouraged to make the
town centre more attractive to more people.
Wellington should also seek opportunities to fill gaps in Telford’s arts and cultural
offer as a form of differentiation. The ambitious Clifton project would be a major asset
in that respect, and the Mythstories Museum proposed for the old library site also has
the potential to make a significant contribution to Wellington’s wider cultural offer.
Smaller projects to make more creative use of space in the town should also be
promoted – from gallery sections within existing shops and cafes to high profile outdoor
market events.
Residential development should be encouraged in the centre of Wellington. This
must be sensitively designed and site-appropriate, contributing to the town centre’s
character rather than undermining it. Many Wellington centre buildings have the
potential for conversion to residential use:

around the fringes of the town centre (as is already happening) in what has
previously been commercial or public agency space;

on upper floors above shops;

on some larger sites within and near to the ring road (e.g. Walker Street,
Charlton Street, the former Charlton Arms, High Street).
A combination of older people’s housing and apartments aimed at young single people
and couples would allow the town to grow a mixed community within the central area of
the Wellington. These will mostly be small scale developments – including sensitive
renovations of old buildings – with one or two significant developments on larger,
previously vacant sites. This growth of residential space would help to make Wellington
centre a place that’s busy for more hours of the day and more days of the week.
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Survey data:
main messages
Over two hundred people responded to an
online survey about their views and experiences
of Wellington as it is today. What does that
survey tell us?
It’s clear from the survey results that there is a huge appetite for more quality
independent shops, better cafes, pubs and restaurants, and more events, leisure and
cultural facilities / activities in the centre of Wellington. This demand comes from
across people of different ages and income levels.
As it stands, the town’s offer is viewed less positively than Shrewsbury and Ironbridge
on all fronts except the accessibility of ‘useful services’ and ease of parking.
Comparison with Telford Centre gives more of a mixed picture – most survey
respondents see Telford Centre as stronger on retail offer, but on other fronts it
scored similarly to Wellington or worse.
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Background
 An online survey was designed and launched as part of the visioning exercise. The
survey was online-only in order to minimise administration and make it possible to
conduct within the agreed budget for the work.
 The survey was open to anyone living, working or studying in either the TF1, TF5 or
TF6 areas. For all those responding to the survey, therefore, Wellington centre is the
nearest centre to where they live or work/study.
 The survey was live for three weeks, during which time it was promoted through the
local press, social media including Twitter and Facebook, and the town council
website.
Who responded to the survey?
 213 responses were received. All survey respondents either lived, worked or studied
in the TF1, TF5 or TF6 areas. Almost three quarters (72%) lived in the TF1 area, just
over half (53%) in the main part of Wellington itself. Dothill, Shawbirch and
Admaston were the areas next-best represented, with 8% of respondents living in
each.
 A quarter of respondents were aged 18-34, a fifth are 35-44, a quarter are 45-54, and
a fifth are aged 55-64. Over-65s accounted for 14% of respondents.
 Over a third of respondents (36%) had household incomes under £30,000. Just over
a quarter (29%) had household incomes of between £30-50,000. A fifth (19%) had
household incomes over £50,000. 14% said they didn’t know.
 Nearly half of respondents (48%) had a degree, whilst a further fifth (19%) had higher
education qualifications.
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Shopping habits
More respondents shop online every week than use independent town centre
shops.
 Over a third of respondents use small supermarkets (36%), local convenience stores
(35%) and large out-of-town supermarkets (34%) every week. That compares to less
than a quarter (23%) report using independent shops every week – fewer than the
proportion which shops online every week (29%).
 This is a stark reminder of the continued growth of online shopping, and the need for
independent town centre businesses to harness that power themselves, rather than
losing ground to other businesses with a digital profile.
Very rarely or
never
Once a year or
more
Once every six
months or more
90
80
70
60
Once every three
months or more
50
Once a month or
more
30
Once a fortnight or
more
Once a week or
more
100
40
20
10
0
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Comparisons with other towns
Town visits
Wellington is the most visited town of those listed, followed by Telford,
Shrewsbury and Ironbridge.
 Over two thirds of survey respondents spend time in Wellington centre every week,
either because they live or work there (39%) or because they make a visit (30%).
 These figures were much lower for other local towns: only a minority visit Telford or
Shrewsbury weekly or even fortnightly. It is more common for respondents to visit
Shrewsbury and Telford Centre between once a month and once every three
months (52% and 50% respectively).
 Most respondents report hardly ever or never visiting Oakengates (53%), Shifnal
(71%), Madeley (78%) and Dawley (86%).
100.0
90.0
80.0
70.0
60.0
50.0
40.0
I visit very rarely or never
I visit once a year or more
I visit once every 6 months
or more
30.0
I visit once every 3 months
or more
20.0
I visit once a month or more
10.0
0.0
I visit once a fort-night or
more
I visit once a week or more
I live or work in this town
centre
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Town shops
 The great majority of respondents are positive about the shopping offer in
Shrewsbury (91%) and in Telford Centre (77%).
 Of those familiar with Ironbridge and Newport, over half are positive about the
shopping offer in those towns.
 Only a quarter of respondents are positive about the shopping offer in Wellington.
100
90
80
70
60
50
40
30
20
10
Don't know
Negative total
Positive total
0
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Town pubs, cafes and restaurants
Wellington is seen more favourably than Telford Centre, but less favourably
than Shrewsbury and Ironbridge.
 The great majority of respondents are positive about the cafes, pubs and restaurants
on offer in the centre of Shrewsbury (87%) and Ironbridge (71%).
 A narrow majority of respondents (57%) are negative about the cafes, pubs and
restaurants in Wellington, compared to 39% who are positive. This is a better
response than for Telford Centre, which only 29% of respondents consider to have a
very good or quite good food & drink offer.
 Most respondents were not familiar enough with the other towns to comment. Of
those who were, however, majorities were positive about cafes, pubs and
restaurants in Shifnal and Newport, and negative about those in Oakengates,
Madeley and Dawley.
100
90
80
70
60
50
40
30
Don't know
20
Negative total
10
Positive total
0
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Meeting friends
 The great majority of respondents are positive about Shrewsbury as a place to meet
up with friends (88%). Around two thirds of respondents were positive about
Ironbridge (64%), with almost a third not knowing enough to comment.
 Wellington and Telford Centre scored very similarly to each other, with a near even
split between positive and negative responses in both cases.
 Fewer than half of respondents knew the other towns well enough to comment. Of
those who did, majorities were positive about Shifnal and Newport, whilst majorities
were negative about Oakengates, Dawley and Madeley.
100
90
80
70
60
50
40
Don't know
30
Total negative
20
Total positive
10
0
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Useful services
Wellington scores well as a place to find useful services
 Almost all respondents (95%) were positive about Wellington as a place to find
‘useful services’ (indicated in the survey as referring to banks, post offices etc).
 Telford (84%) and Shrewsbury (83%) also scored highly.
 Ironbridge received the most negative response, 43% judging it not very good or
poor, against just 4% who were positive.
100
90
80
70
60
50
40
Don't know
30
Negative total
20
Positive total
10
0
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Leisure and cultural activities
 Over three quarters of respondents (77%) were positive about Shrewsbury’s leisure
and cultural offer, and almost half (48%) were positive about Ironbridge. In both
cases, these proportions are much higher when the ‘don’t know’ responses are
taken out of the equation.
 A slim majority of respondents were positive about Wellington rather than negative.
 For Telford Centre, there were more negative than positive responses – 62%
compared to 28%.The same was true of the other towns.
 Some respondents objected to the conflation of ‘leisure and culture’, as they felt that
whilst Wellington has a relatively good record on leisure, it has much less to offer
around culture, which they felt this question masked.
100
90
80
70
60
50
40
Don't know
30
Negative total
20
Positive total
10
0
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Ease of parking
Eight out of ten respondents are positive about ease of parking in Wellington
 The great majority of respondents were positive about the ease of parking in
Wellington centre (83%). Of those who were familiar with Oakengates (almost two
thirds of respondents), a similar proportion were positive about ease of parking in
that town centre.
 The response was slightly less positive for Telford Centre, at 76%.
 In the case of Shrewsbury, Shifnal and Ironbridge, there were more negative than
positive responses amongst respondents who knew those towns.
100
90
80
70
60
50
40
Don't know
30
Negative total
20
Positive total
10
0
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Pleasant environment
Most respondents do not feel that Wellington has a pleasant environment.
Respondents are much more positive about Shrewsbury, Ironbridge and
Newport, but fewer are positive about Telford Centre.
 Over 90% of respondents were positive about Shrewsbury as a pleasant place to
spend time, and over 80% were positive about Ironbridge.
 Only around half of respondents felt familiar enough with Newport and Shifnal to give
answers, but of those who did, strong majorities were positive about those centres
as places to spend time.
 A slim majority of respondents were negative about Wellington (58% compared to
42%).
 Telford Centre scored less well than Wellington; two thirds (66%) were negative
about how pleasant it felt to spend time there, compared to a third (32%) who were
positive.
 Of those who knew Oakengates, Madeley and Dawley, strong majorities were
negative about how pleasant those centres felt.
100
90
80
70
60
50
40
Don't know
30
Negative total
20
Positive total
10
0
20
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Views about Wellington
Respondents were asked about the extent to which they agreed or disagreed with a
series of ten statements about Wellington.
 The majority of respondents (71%) agreed with the statements that ‘Wellington
Market is a great place to wander round’; that Wellington’s shopkeepers are friendly
and helpful (63%); and that Wellington is a good town for shopping on a budget
(60%).
 Opinion was much more divided on the statements that Wellington has a good
community feel (45% agree, 33% disagree); that is has lots of character (44%
agree, 30% disagree); and that the town hosts some great events (40% agree, 30%
disagree). In each case, between a fifth and a third of respondents were not sure or
had mixed views.
 To the statement ‘it’s a great place to meet up with friends’, there were more negative
responses (41%) than positive responses (27%), and again, a large minority did not
answer either way (29%).
 The lowest level of agreement was with the statements that Wellington is a great
place to shop for quality food and drink (23% agreed); that it’s a great place to shop
for gifts (11% agreed) and that it ‘has everything I’d expect from a market town’
(20% agreed). This demonstrates that for most respondents, Wellington is failing to
live up to its market town brand.
Don't know
Disagree total
Neither agree
nor disagree
Agree total
100
90
80
70
60
50
40
30
20
10
0
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Events
Respondents were asked what sort of events they would like to see more of in
Wellington, what sort they thought there were already enough of, and which wouldn’t
interest them.
 Over 80% of respondents wanted to see more specialist markets and fairs (86%),
and film screenings (82%). In both cases, about half of those respondents wanted to
see a lot more.
 Between two thirds and three quarters of respondents wanted to see more concerts
(74%); more heritage events (72%) and more theatre performances (69%). Half
(51%) wanted to see more guest talks and lectures.
Don’t know /
don’t have an
opinion
100
90
80
These wouldn't
really interest me
70
60
I think it’s fine as
it is
50
40
30
I would like to see
some more
I would like to see
a lot more
20
10
0
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Wellington in 2020
Respondents were asked to imagine Wellington as it might be in the year 2020, and to
indicate what they personally would like to see more or less of in Wellington town centre,
compared to how things are today.
100
90
80
70
60
50
40
Don’t know / don’t have an
opinion
30
I would like to see fewer /
less
20
0
Good quality independent shops
Shops & stalls selling local produce…
Attractive, well-maintained buildings…
Good quality events
Places to socialise and meet friends
Outdoor markets, fairs and festivals
Nice cafes and coffee shops
Good pubs and restaurants
Good quality leisure / cultural facilities
Well-designed housing above shops…
Hotel accomodation
Car parking
Big name supermarkets
Discount stores
Charity shops
Betting shops
10
I think it’s fine as it is
I would like to see some
more
I would like to see a lot
more
 The vast majority of respondents wanted to see more quality independent shops
(98%), more shops and stalls selling locally-made products (95%), more nice cafes
and coffee shops (90%), and more good pubs and restaurants (85%). In each case,
most respondents wanted to see ‘a lot more’.
 Respondents also demonstrated a strong desire for an increase in attractive
buildings and public spaces (94%), more good quality events (92%), more places to
socialise and meet friends (90%), more outdoor markets, fairs and festivals (90%),
and more good quality leisure and cultural facilities (82%).
 Almost three quarters of respondents (73%) wanted to see more well-designed
housing above shops or on vacant town centre sites. Over two thirds of respondents
(68%) wanted to see more hotel accommodation in the town.
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 When it came to big name supermarkets, most respondents (59%) thought the
current provision was ‘fine as it is’. A fifth (21%) wanted to see more in the centre –
the same proportion that wanted to see fewer (19%), demonstrating the divided
opinions that exist on this issue.
 There was a relatively small difference between the proportion of respondents who
wanted to see more car parking (53%) and those who thought current provision was
fine as it is (44%).
 Around half of respondents (54%) wanted to see fewer discount stores, whilst a third
(34%) thought it was fine as it is.
 There was a strong preference against charity shops and betting shops; in both
cases, 80% of respondents wanted to see fewer in the centre of Wellington in future.
Main messages from the survey
Against most of the measures given, Shrewsbury and Ironbridge scored more highly
than Wellington, the key exceptions being ease of parking and access to ‘useful
services’, where Wellington was viewed more favourably. Comparison with Telford
Centre is more variable – as a place to spend time, and a place to visit pubs, cafes and
restaurants, Telford Centre scores similarly to Wellington or lower. A large proportion of
respondents did not know the other local towns well enough to give views on them, but
where they did, Shifnal and Newport generally scored more favourably whilst
Oakengates, Madeley and Dawley scored less favourably.
Most respondents held a low opinion of the shopping, eating and drinking offers in
Wellington, compared to Shrewsbury and Ironbridge in particular. Opinion was more
divided over the leisure and cultural offer in Wellington, and its events. Looking ahead to
Wellington in 2020, there is an overwhelming desire for these things to be improved,
with more quality independent shops, better cafes, pubs and restaurants, and more
events, leisure and cultural facilities / activities. Respondents showed a big appetite for
more events in the centre of the town. There was overwhelming support for more
specialist markets, fairs and festivals, and more film screenings, which more than 8 out
of 10 people wanted to see.
Respondents do not have expectations of Wellington as a solely commercial centre in
the future – there is high support for more (good quality) housing to be built in the centre,
either above shops or on vacant sites. Most people would also like to see hotel
accommodation in the town.
Car parking is an area where Wellington already scores highly with respondents,
compared to other towns. When asked about desires for the future, the majority in favour
of more parking was much slimmer than for the other local features listed – almost as
many thought it was ‘fine as it is’.
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3
Research &
debate
CHAPTER SUMMARY
The future of Britain’s traditional town centres
has been a hot topic in recent years. The
Government-commissioned report by Mary
Portas has been followed by reviews from retail
expert Bill Grimsey, Beyond Retail and Action
for Market Towns, amongst others. What do
those reports tell us about the trends that
Wellington has to be prepared for and what the
town might do to respond?
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Over-supply of physical retail space
Commentators agree that existing levels of physical retail space cannot be sustained
into the future. The economic downturn has only served to expose what is a longer term
issue, caused by changing shopping habits and the response of big retailers to focus
their energy on the strongest centres.
Town centre vacancy rates and changing nature of occupancy
Data collected nationwide during the first half of 2013 found that town centre vacancy
rates are running at an average of 14% in England. The figure is generally lower in the
South, and higher in the North and Midlands. The picture in Wellington closely reflects
the national average – as of Autumn 2013, approximately 13% of ground floor
commercial premises in the central area of Wellington (i.e. within the ring road) were
vacant.
As the Grimsey Review highlights, however, relatively stable vacancy rates in many
towns can mask a more serious issue, which is the occupational change in churn,
business type and perceived quality. The table below shows the highest ‘risers and
fallers’ in the top 500 British town centres 2012.
Example occupational net changes in top 500 GB town centres in 2012
RISERS
UNITS
FALLERS
UNITS
Charity Shops
+174
Women’s clothing
- 264
Pawnbrokers
+128
Recruitment agencies
- 210
Convenience stores
+113
Computer games
- 187
Cheque cashing
+64
Card and poster shops
- 184
Nail salons
+106
Toy shops
- 119
1
1
The Grimsey Review, 2013, p9
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What does this mean for Wellington?
Grimsey’s analysis resonates in Wellington. Whilst the town has more vacant properties
than would historically have been the case, Wellington is performing slightly better
than the national average, and slightly better than the regional average. An arguably
bigger issue impacting negatively on business and customer perceptions of the town is
the reduced range and quality of the offer across those units which are occupied.
Like most other town centres, Wellington should be prepared to reduce the level of
retails space and proactively plan for alternative uses to be extended. Specifically, this
could mean:
 Encouraging a concentration of retail in the very centre of the town (e.g. New Street,
Market Square & off-shoot streets, Market Street)
 Encouraging outlying retail businesses into this central area
 Proactively planning for other commercial functions (hospitality, workshop space,
office space etc.) in other parts of the centre
Retail polarisation
As highlighted in the Beyond Retail report, multiple retailers are increasingly selective
about where they locate. This means that ‘the strong centres are getting stronger,
providing a complete retail and leisure experience for today’s consumer’. Equally, at the
other end of the retail spectrum, many local and neighbourhood centres have fared well,
providing a convenience offer and satisfying the day to day retail needs of very local
populations, often anchored by a major supermarket convenience store (e.g.
Sainsbury’s Local or Tesco Express). Against this backdrop, it is medium sized towns
that are hit hardest.
‘The middle ground towns are being squeezed —
often leaking trade to the more dominant centres
and having lost a number of multiples and anchor
units during the recession… Historically, such towns
have had a reasonably large comparison shopping
function. Now, demand from multiples is weak and
the space offered is often of the wrong size and
configuration, and in the wrong location to meet
today’s retailer requirements.’2
2
Beyond Retail: redefining the shape and purpose of town centres, November 2013, p18
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



This process described above has been very visible in Wellington, beginning in the
80s and 90s as stores like Comet closed their Wellington branches and relocated to
new Telford Centre units, but it has accelerated in recent years. This is not merely a
short term impact of the economic downturn – the likes of Dunelm and WHSmith are
unlikely ever to return, at least in large premises.
This national trend reminds us, should we be in any doubt, that a revival in
Wellington’s fortunes will not come from attracting major national brands into large
units.
The growth of the convenience sector and ‘click and collect’ in the years ahead may
provide a route for some of national brands to establish a foothold in the town, but in
smaller units than would have been expected in the past.
This suggests that some of Wellington’s biggest post-war retail units (e.g. the former
WHSmith building) will be increasingly difficult to let in future, at least for retail uses.
The march of online shopping
 One of the recent Local Data Company reports on retail patterns summed up one
major trend in its title: ‘From bricks to clicks’. Online shopping is growing a pace, and
will continue to do so in the next decade, inevitably reducing the need for (and
commercial viability of) physical shopping space.
 This will impact on larger city centres and retail parks, as well as smaller centres like
Wellington. Already, we are seeing the impact on big retailers like Tesco, who are
now building very few out-of-town ‘mega stores’ like Tesco Extra on the Wrekin
Retail Park – as they know these will become less and less cost effective in the
years ahead.
Amongst Wellington Online
Survey respondents, more
people shopped online once a
week than shopped at town
centre independents.
‘Soon the physical store will be only one of the
channels that a retailer will deploy. The size of
physical retail will shrink considerably over the next
10 -20 years. Online shopping will account for 2535% share of the wallet by 2020, with predicted loss
of 4000 retail stores by 2015’ 3
3
ConLumino study on high street sales, cited in The Grimsey Review 2013, p17
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 Like the growth of out-of-town retail, online shopping presents new forms of
competition for town centre businesses to cope with. The key difference,
however, is that online shopping can also be harnessed as an opportunity. The
internet is allowing thousands of small businesses in the UK to raise their profile and
build a local consumer following. Moreover, increasing numbers of those businesses
are building online shopping components into their websites, so that they can benefit
from internet sales just as larger businesses do.
‘Town centres must adapt and take advantage of
technology to market the town to drive footfall, and
to assist independents and SMEs which might not
have the resources or capabilities required to take
advantage of ever advancing technological
capabilities.’4
 Within Wellington there are some examples of small retail businesses which
are already harnessing the power of online shopping. The Fancy Dress
Company and Jayne’s Fishing Tackle, for instance, both have very professional
websites where customers can buy from a wide range of stock online. This means
that their town centre premises act both as traditional shops at the front and packing
/ mailing units at the back.
‘Why just go for Wellington when you can go for whole country? If people are local they’ll
still come to the shop, and try things on, but the internet widens your catchment. It’s
definitely lucrative – I’d say early on our trade was 90% shop and 10% online. Now it’s
more like 50/50. We’ve grown both sides the business – if you invest more in the
internet then you get carried through your quiet times, like January.’ (Fancy Dress
Company, Wellington)
In the short term, more small businesses in Wellington need to make better use of
social media (Twitter, blogging etc.) to raise their profile and communicate with
potential customers. Short to medium term, more also need to invest in building
websites which enable online shopping. Most ambitious of all, and longer term,
Wellington’s businesses, public services, community groups and individual
residents will need to be better networked via the sort of digital infrastructure
proposed by the Grimsey Reviews. This would comprise a bottom-up set of Web
based, cloud-hosted tools that are standard and easy to use. This will enable
retail, services and customers to see each other in real-time, respond to mutual
needs fast and become an adaptive, reactive network.
4
Beyond Retail: redefining the shape and purpose of town centres, November 2013, p10
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The expansion of supermarkets into the convenience sector
 Since the 1990s, one of the biggest developments in retail has been the expansion of
large out of town supermarkets (such as Tesco Extra at Wrekin Retail Park).
 This growth has now ended, however, and the big supermarket chains have turned
their attention to opening new convenience store outlets (Tesco Express,
Sainsbury’s Local etc).
 This reflects changing shopping habits since 2008, with the average ‘weekly shop’
shrinking as people retrench to a core grocery shop then top-up as they need do
during the week. The convenience store market is expected to grow from £35 billion
in 2013 to £46 billion in 2018.
 The economic downturn aside, there is also likely to be a longer term shift away from
big supermarkets as more people shop online and have their ‘big shop’ delivered.
Whilst out-of-town
supermarket development
has slowed dramatically, the
convenience sector is
growing.
In common with many towns, Wellington’s shoppers are taken away from the centre by
supermarkets. Tesco and Sainsbury’s are located on retail park sites, one in Telford
Centre, and whilst Morrisons is more helpfully within walking distance of Wellington’s
main shopping streets, it is nonetheless set apart from the main retail area and thus
does not have a necessarily symbiotic relationship with shops in the centre.
In this context, the growth of smaller convenience stores in high streets can be seen as
an opportunity for Wellington centre. A small branch of Tesco or Sainsbury’s, making
use of a relatively large unit and located alongside other retailers in Wellington centre
could serve to secure footfall and enable shoppers to do more of their grocery shopping
within the centre. This would benefit other nearby businesses in the process.
An alternative view is that such a development would negatively impact independent
businesses in the centre, absorbing some of their existing custom, whilst not bringing in
sufficient levels of additional footfall to make an overall net contribution to those
businesses.
Local forces, drivers and trends
The Southwater Development and Telford Town Centre
 The redevelopment of Southwater represents a major investment by Telford &
Wrekin Council, and will radically alter the appearance and functions of Telford
Centre.
 The aim is to introduce bars and restaurants to generate a new evening economy,
and also to bring housing into the centre. Taken together, these developments will
help to make Telford Centre more mixed in its use, beyond 9-5 shopping.
 As such, Telford Centre in 2020 is likely to be an attractive choice for local people
looking for somewhere to go for an evening out, particularly families with children.
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 In a borough which does not have a strong evening economy offer, Wellington
currently benefits from the comparative lack of competition. Whilst the town’s
retailers are competing on several fronts (most notably with out of town stores and
Telford Centre) our pubs and restaurants are competing with other small centres
such as Ironbridge and Shifnal.
The Southwater Development
has the potential to radically
improve the offer at Telford
Centre. Wellington centre can
offer an attractive and
distinctive alternative, but
only if it raises its game.
 The Southwater Development will change that, providing local people with a new set
of mid-range hospitality choices in a pleasant environment. So, whilst potentially
very beneficial for the wider borough and its longer term economic future, the
immediate impact on Wellington may be negative.
‘Before Southwater was announced, I’d have said Wellington can do well on night time
economy. Southwater may change that, with the new restaurants it will bring, but it still
won’t offer anything on the independent side of things. There is definitely a gap in the
market in Telford & Wrekin which Wellington can fill.’ (economic development
professional)
Wellington’s evening economy offer will need to emphasise its quality, its
character and its distinctiveness if it is to stand up to that competition. We should
actively encourage new hospitality businesses into Wellington.
Housing and population growth in Telford & Wrekin
 Telford & Wrekin’s Shaping Places document sets out potential plans for the
development of the borough up to 2030. Telford is identified as a major growth point
within the West Midlands region.
 Significant housing growth is planned, although the volume and main locations are
yet to be decided. The middle range figure suggested in Telford & Wrekin’s recent
Shaping Places document would see 26,000 new homes built over the next decade
and a half.
 On the one hand, this can be seen as a threat to the character of certain areas within
the borough, including Wellington and its surroundings. In terms of Wellington
centre, however, it presents opportunities, as it will result in thousands of additional
residents to use local businesses, start businesses, and contribute to the life of the
town in other ways.
Telford is set for significant
housing growth in the next
two decades.
 Wellington businesses need to be ready to attract those new residents into the
town. Already at Ketley, Lawley and Lightmoor, there are thousands of new homes
being built – are those people coming into Wellington? Do they have a positive
perception of the town? Businesses and others need to be proactive in making sure
they do.
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The growth of residential development in the centre of Wellington
 Traditionally, market towns have always included a mix of functions beyond retail.
Look up at many of the older buildings in the centre of Wellington and it’s clear that
they were indeed built to house people – either tradesmen above their businesses,
or as houses in their entirety. In most market towns, houses remain within the centre
and close to businesses – indeed they exist in all Shropshire’s historic towns,
including Shrewsbury.
 It is only in Wellington where we have lost the habit of living in the town, due to the
th
th
town’s rapid and relatively late growth in the 19 / early 20 centuries, when retail
(and some other functions) expanded to fill all the available space in what was a
limited central area.
 As the need for traditional retail space contracts in the years ahead, it should be seen
as natural and desirable that some of that space is reclaimed for residential use.
Several recent reports on the future of high streets support this point.
The Bank on Church Street is
the latest town centre
residential development , with
others on the horizon.
 This is an opportunity to rebuild a residential community within the centre of
the town. This can offer a range of benefits:
o
Commercially viable means of improving existing period buildings and
redeveloping existing sites
o
Increased ‘guaranteed’ footfall for centrally located businesses, and for more
hours of the day – including parents at home with children, professional people
working from home etc.
o
Increased evening and night time activity, enhancing surveillance of streets and
sense of safety
o
Increased number of people who will treat Wellington centre as their
‘neighbourhood’ and feel a greater sense of ownership and involvement in the
town
 We are already seeing redevelopment around the fringes of the centre, either side of
the ring road, which points to this trend.
o
Portway House was redeveloped in 2011 after the hospice relocated to Apley.
o
Former TWC properties The Mount (Haygate Road), Wrekin Road School
(Wrekin Road) and Highfield House (Wrekin Road) have all been granted
planning permission for conversion into private apartments, and with additional
new housing in the grounds.
o
Further along Church Street, and therefore significant for being more central, is
The Bank development opposite All Saints Church. This development of 24
apartments further points towards the future of housing provision within central
Wellington.
 This trend must not go unchecked, however. The town and borough councils
need to ensure that all new residential development is of a high quality design and
contributes to the character and distinctiveness of its location. In architectural style
and tightness of form, development should be expected to make a positive
contribution to the appearance of the town more widely.
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Current opportunities for significant residential development
Opportunities for residential development in Wellington will often by small-scale and
involve rebuilds of individual sites, or conversions of existing property (as at Edgbaston
House on Walker Street, for instance). There are, however, some opportunities for
significantly sized developments as well. At present, three such sites are apparent and
on the market.
1. Walker Street: south side and north side
The availability of the former library buildings, the former tax office and the large Royal
Mail site creates a substantial redevelopment opportunity in Walker Street. The
Mythstories Museum plans to move into the library buildings, but the majority of the
street has a less certain future. As this image illustrates, the Royal Mail and tax office
sites will leave a significant footprint, able to accommodate a large number of homes.
Other valuable uses may be proposed, but housing could be one of the most appropriate
for this site.
 Character of the street: as it stands today, Walker Street is fragmented and
incomplete, with substantial period buildings (Mid Counties Brokers, Post Office,
Edgbaston House, the west portion of the old library) interspersed with the inactive
frontages of brick walls and buildings which make less of a contribution to the
streetscape. Redevelopment would provide an opportunity to undo existing poor
design (such as the tax office), ‘fill in the gaps’ and create a street with a much more
coherent, much tighter and more visually appealing urban form.
 Location of the street: Walker Street lies within the ringroad, a short distance from
the shops and amenities, but is itself a quiet street with relatively little traffic or
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pedestrian activity. As such, it could be ideal for older people’s accommodation in
particular.
 Accessibility: Unlike some central areas of the town, Walker Street has good
vehicular access, including to the rear via Rowland Gate. This means that housing
development on the north side of the street could be uninterrupted, with car parking,
garages or driveway access for new housing accessible from behind.
2. Arriva Bus Depot & Church Street north
These can be seen as two separate sites, but sitting either side of Church Street, they
together comprise a significant area of potential redevelopment within the centre of
Wellington.
 The Charlton Arms site, having been controversially granted planning
permission, remains undeveloped and in a worsening state of repair. Local
developers have drawn up sympathetic and attractive plans for this site, so it is
unfortunate that the owner has been unable to agree progress. Whilst the hotel has
been a sad loss for the town, the housing redevelopment would be a positive step in
bringing quality, character housing into the centre of Wellington.
 Like Walker Street, the Arriva site is centrally located whilst being located away from
busy thoroughfares or routes used by those shopping or using services within the
town.
 Considering the large area of development land which the Arriva site represents,
there should be exploration of whether any future plans for the site could also
th
include some of those mid-20 century properties facing onto Church Street
(Barclays Bank and the office block adjoining). These buildings to not make a
positive contribution to the streetscape, and providing the valued businesses they
host could be successfully relocated to other premises in the centre, there could be
a welcome opportunity to improve the appearance of this part of the street through
redevelopment.
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High Street: north side
Several separate properties are for sale simultaneously, from the buildings adjoining the
Three Crowns at the west end of the street to the large Farragh and Gough premises in
the middle of the street (bottom right in the image below). Together these create a
significantly sized redevelopment area.
Sitting outside the ring road, High Street is for many people a ‘forgotten street’. In its
architectural form it should be seen as valuable to the fabric of the town, however. Whilst
th
th
historic buildings in New Street were largely swept away in 19 and 20 century
redevelopment, it’s now isolated northern end – High Street – still retains sections of
tightly packed heritage buildings through which something of the town’s historic
character survives.
The nature of the buildings and their location make them unsuitable as commercial
premises, but much better suited as residential accommodation. They sit opposite
existing residential units, namely the 1960s-70s low-rise blocks of flats, and the more
recently redeveloped Chad Valley Toy Works and associated new build.
Learning from other areas
Most projects to improve a town will at some stage involve money – but the best
projects start with people, ideas and energy first. With these things in place, it’s
much easier to attract funds, whether through grants or donations or crowdfunding.
In the last two decades, many towns and cities have successfully undergone some form
of regeneration which has strengthened their commercial and cultural offer and raised
their profile. This has often been supported by significant financial input, much of it from
external funding (central government, regional, European, National Lottery etc).
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In some cases, change has also been driven by small business and community effort.
Ludlow is the best example of that in Shropshire, building on strong foundations of an
attractive townscape and links with local agriculture to dramatically raise its profile based
on food and drink.
Regeneration today is very different, however. Public sector resources available to
support regeneration initiatives are now much reduced. Some large-scale retail-led
regeneration schemes survive (Southwater in Telford, for example) but even these will
be harder to secure in future, and in any case are not relevant to smaller towns like
Wellington.
As a result, towns must look much more to local, community-led efforts as a route to
positive change. The most successful projects currently point towards the power of
networks – of people getting together and getting on with it. They also illustrate a
blurring of the lines between the actions of public bodies, individuals and community
groups, and local businesses. As a result, the energy and resources (in their widest
sense) come from different people and places, and not from one or two organisations
with a big pot of money or a lot of official power.
Incredible Edible is bringing
communities together around
food growing, with orchards ,
vegetable patches and herb
gardens brightening up town
centres.
Example One: Incredible Edible
Overview
This now global project was started in 2007 in Todmorden, West Yorkshire, by
a like-minded group of individuals including Pam Warhurst and Mary Clear
who wanted to find an inclusive way of enriching the world directly around
them.
From its beginnings with herb gardens, Todmorden’s Incredible Edible volunteers took to
planting and growing vegetables and fruit trees round town, including several orchards.
They’re also working with public bodies round town to use their land – like the fire station
and the railway station – or to work with them on their own Incredible ideas – like social
landlord Pennine Housing. What’s more, every school in the town is now involved in
growing with Incredible Edible and the team promotes food-based learning for the
community as a whole. They are reaching back into local memories and knowledge with
a history project, and its campaigns (such as ‘Every Egg Matters’) aim to make different
futures happen, spreading the word locally, regionally and nationally.
Incredible Edible Todmorden aims to make a difference with a combination of large and
small projects. They have received Lottery funding for a food hub at the town’s
secondary school, and have also branched out to green field sites, working on donated
land in to create a major resource for growing and learning, and on another site to
develop ideas about hill-top farming.
Impact to date
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Remarkably, in the last six years, Incredible Edible has spawned 50 independent groups
around the UK, and has become a worldwide movement stretching from New Zealand to
Costa Rica. Back in Todmorden, meanwhile, this project to create an ‘edible town’ has
brought huge media attention, new confidence and positivity in the community, and
benefits for existing food businesses and new businesses.
Example Two: Bedale Community Bakery
Overview
A Community Bakery has been established as a social enterprise where local
people (paid or as volunteers) get together to make bread for community
benefit. 5
It all began with a group of people who wanted to learn to make real bread in a safe and
therapeutic setting. Simultaneously, unconnected, a local historic watermill was being
restored and filmed for a TV programme. The flour from this mill was offered to the
group, along with the offer of tuition from master bakers from Bath.
Could social enterprises like
the Bedale Community
Bakery bring new business
activity – as well as new
social activity – to the centre
of Wellington?
The group became nomadic bakers, using the kitchens of local pubs, schools and farms.
They found the production process so beneficial, they wanted to offer classes to the
wider community. In a home for the elderly they worked with the residents to create an
archive of recipes. They then took these residents into Bedale High School to make
bread with young people. The products were tested at local markets and in the group’s
own pop-up bakery in town.
They came to the conclusion that it could be a sustainable business and so began a
premises search. The venue chosen was the unused Station House. The community
responded to the call for action: architects, builders, catering equipment suppliers,
residents, all volunteered or offered preferential rates.
9 June 2011 was the official opening when Wensleydale Railway brought in the flour,
and 120 locals of diverse age and occupation celebrated with Pimms and bread
products. The press release was spotted by Countryfile and a visit by Matt Baker was
screened on BBC1 which led to many curious, intrigued people flooding in to test the
bread.
Impact to date
The social enterprise currently employees three full-time bakers, supported by more
than 20 volunteers. Within its first year, the bakery has proved self to be sustainable,
supported by Bedale and surrounding villages.
5
Case study taken from Action for Market Towns case study database
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Example Three: Arts and Crafts Community Gallery, Colwyn
Bay
Overview
Bay Gallery is a community arts and crafts gallery run as a small charity by
local volunteers, which offers local artists the opportunity to exhibit and sell
their work. It also runs weekly art classes and workshops. 6
The idea of occupying an empty shop followed on from the Art on the Fence project in
2010. The project was very successful but with the inclement weather it was felt that
occupying an empty shop was the way forward and would brighten up an empty place. A
derelict shop was the first location for the gallery but then the management of the Bay
View Shopping Centre offered an empty unit.
The Bay Art Gallery initially
began life in a former takeaway before moving into
Colwyn Bay’s main shopping
centre
Funding was applied for from the Participation Budget with Colwyn Bay Town Council
which made it possible to buy tables, easels, paints and so on. Many donations were
received from fellow artists who gave their surplus items. Local people – not only artists
but also members of the public – and the Colwyn Bay Town Council wanted the venture
to succeed. When the gallery left the first premises after 12 months, there was already
£1,500 to take on to the next premises, having repaid the initial loan. Footfall and sales
have quadrupled since the move to the Bay View Shopping Centre. From July to the end
of December 2012 there were takings of £20,800 and £18,900 was repaid to artists.
Impact to date
The gallery opened at the town’s Bayview Shopping Centre in July 2012 and it now has
such a high footfall that sales have quadrupled, giving local people a new source of
income. Eventually, the desire is to find a permanent residence but until then the gallery
will continue to occupy an empty unit courtesy of the Bay View Shopping Centre
management.
Example Four: West Norwood FEAST
West Norwood FEAST is a community market that operates the first Sunday of each
7
month in a neighbourhood in South London. FEAST is like no other as it is run entirely
by local people through a network of volunteers. Keeping the regeneration of West
Norwood as its core objective, the platform of a monthly market running from April to
December, with four market hubs, strives to unite and revitalise a struggling high street
by
 increasing footfall
6
7
Action for Market Towns: case studies (see website)
Action for Market Towns: case studies (see website)
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 promoting local businesses
 providing the local community with a platform for entrepreneurialism
 giving locals a vehicle to influence local authority decisions
 empowering grassroots action
This has been achieved by:
 commissioning local artists and craftspeople to produce a new design for the FEAST
branding and signage on market days – this has been shared with local businesses
 developing a Young Entrepreneurs Programme to facilitate learning and strengthen
the connection between small businesses and students
 continually recruiting local volunteers and harnessing the talents and skills of the
local community
 bringing together different interest groups to a shared community space
FEAST volunteers do the following:
 book and run the four market hubs
 coordinate the design and distribution of flyers and posters
 book and organise entertainments and children’s activities at FEAST
 liaise with the local authority
 manage social media
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4
The vision and
achieving it
CHAPTER SUMMARY
Taking account of the local context and the
national trends highlighted above, what can we
expect Wellington centre to be like in 2020?
And just as important, what should the Town
and Borough Councils – and their partners – be
doing now to set a course for that future?
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Retail in 2020
 Wellington will provide a varied shopping offer which appeals to the full range of the
town’s population, and surrounding populations – that means shops which cater for
different age ranges and different income levels.
 Looking across the town as a whole, there is likely to be less retail space today than
in 2010. Shops will be concentrated in the central area of New Street, Market Street,
Market Square and the lower part of Church Street. Some previously outlying retail
businesses will have chosen to move into the centre, their old premises in peripheral
locations converted to other uses, often residential. Even within this central area of
the town, retail and hospitality businesses will co-exist along premises with many
other uses.
Wrekin Organic is hidden away
behind New Street, but has
built a loyal following of
customers from across
Shropshire and further afield.
 The town will not compete with Telford Centre or Shrewsbury in terms of high street
chains. Some nationwide multiples will occupy centre of the town, however,
including small and medium sized outlets of larger stores. These will serve to anchor
the retail offer, ensuring footfall and a degree of stability in retail unit occupation.
 Above all, retail in the town will be characterised by a wide range of good quality
independent businesses, both within shop units and Wellington Market. Again, these
will cater for different income levels reflecting the local population – some focusing
on discounted products, others on a higher quality, higher cost offer, and with most
offering something in between which appeals to a broad range of shoppers.
 The core of Wellington’s retail offer will reflect its market town identity and its mixed
population, with food retailers such as grocers, bakers, butchers and fishmongers
sustained by a broad customer base which includes lower, middle and higher
income shoppers. In addition to food, this core of independents will cover sport and
leisure goods, home wares and hardware, and most markedly in the years leading
up to 2020, crafts, arts and giftware. Some of these independent businesses will
have been in the town for decades, others will be newcomers.
 The most successful independent shops will have embraced the internet. At the very
least they will have well-designed, frequently visited websites, and their proprietors
will use social media (such as Twitter and its successors) to build strong local
awareness and build connections with customers. More than that, however,
increasing numbers will have effective online shopping functions on their websites. It
will be more common to see businesses with an outward facing ‘front room’ which
looks out onto the street, along with a ‘back room’ where online purchases are
8
packed and dispatched to a non-local customer base.
The recent success of Francis
James in Bell Street hints at
the demand for independent
shops offering quality and
character.
 Local people with a range of income levels (including middle and higher income
residents from the town’s suburban / rural hinterland) will use Wellington centre
more regularly for aspects of their shopping, and spend longer in the town when
they visit. It will be common for these shoppers to undertake their main weekly
grocery shop at one of the larger local supermarkets (or online) and then ‘top up’ in
Wellington centre. Less frequent, though much increased, will be the number of
shopping visits for specialist non-food items, such as home wares and gift
purchases, with a handful of shops and stalls well-known locally.
8
This already happens in Wellington – businesses such as The Fancy Dress Company and Jayne’s Fishing Tackle are shops
with a strong online presence, dispatching online orders from their premises
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 Well-presented charity shops will exist as part of the mix, but they won’t dominate the
streetscape. Some will have started to specialise in certain types of second-hand
goods, rebranding their offer as ‘vintage’ and ‘pre-loved’, for instance, and widening
their appeal whilst improving their contribution to the high street.
Eating, drinking and socialising in 2020
Wellington’s food and drink
offer will be more wideranging than it is today.
 In the future, Wellington cannot rely on being ‘functional’ to attract footfall – too much
of what people want and need will be easily available in other locations and online.
In 2020, Wellington will have responded by becoming a place where people
increasingly choose to spend their free time; a social centre rather than simply a
retail centre. People from around the town and elsewhere in the borough will come
here to take part in activities, and to meet friends at the town’s pubs, cafés and
9
restaurants.
 The variety and quality of these establishments will improve by 2020. The success of
Wetherspoons will have given confidence to independent hospitality businesses to
set up in the centre of Wellington, with interiors that are as well-designed and
comfortable as Wetherspoons but with a more distinctive, local offer. This handful of
attractive independent coffee shops and tea rooms, along with some smaller pubs
serving food, will make Wellington a much more attractive option for friends and
families looking for places to meet and spent time together.
 Hospitality and social activity will be a much more prominent part of Wellington’s
offer. Moreover, it will not always be located in dedicated hospitality businesses, but
will be a component of some retail businesses, leisure and cultural venues, helping
to turn them into places where people congregate and socialise. Just as the new
library quickly became a social as well as a learning space, so too small businesses
will be exploring ways to make their premises more inviting as places for people to
meet.
 Free wifi in the centre of Wellington will make its social spaces even more attractive
to people, including workers. As out-of-office working increases, so workers will want
places they can work in from their laptops and tablets, or meet colleagues and
business contacts. Good quality, well presented cafes and other spaces will provide
that facility in the centre of Wellington in 2020.
People will want informal,
comfortable venues in which
they can work, relax or meet
friends.
 In 2020, the centre of Wellington will be a more inviting place in the evenings and at
night. Footfall in the centre beyond the hours of 9 to 5 will be more mixed than it has
been historically, with an increased number of older couples and groups of older
friends visiting pubs, restaurants and other late-opening venues. They will be
encouraged by pubs and restaurants in the centre which provide a more varied offer
than in the past.
9
The success of Wetherspoons illustrates the high demand for comfortable surroundings in which to meet friends, eat and
drink during the daytime. There is a market for independent businesses offering a more distinctive, local alternative to exploit.
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Arts, culture and events in 2020
 Wellington in 2020 can realistically aspire to be seen as a cultural hub for the
borough, if key landmark projects such as The Clifton and Mythstories are secured
10
and maximised.
o
The Clifton Project represents
a major opportunity to
enhance the arts and
entertainment offer in
Wellington, as well as in the
borough as a whole.
By 2020, the Southwater Development will have augmented Telford
Centre’s shopping offer into a more rounded mix of housing and leisure /
hospitality. There is likely to remain a gap in arts and cultural provision,
however, which Wellington should seek to partly fill.
 The Clifton will be establishing itself as a popular, multi-purpose arts venue including
cinema, theatre and other functions. The most exciting community-led project in the
borough’s recent history, the venue will be radically altering local people’s
perceptions and experiences of Wellington as regards arts and culture.
 The Mythstories Museum will have transformed the old library buildings on Walker
Street into a heritage and community facility that draws on the energy of local
volunteer effort and interest, whilst also generating footfall from visitors. The
museum’s focus on myths and storytelling will put it at the heart of efforts to
strengthen Wellington’s connections to The Wrekin, which will play an important part
in their exhibition space and related educational activities and events.
 In 2020, cultural and community events will be well-regarded, well-publicised and
well-attended. Wellington will be known as a town of markets, fairs and festivals,
and these will underpin the town’s events calendar.
Wellington will have
strengthened its events
programme to become
known as a town of markets,
fairs and festivals.
o
Alongside the town’s regular indoor market will be popular monthly farmers
markets and occasional specialist markets (such as French markets,
antique markets, book fairs and seasonal events).
o
The Literary Festival will continue to be the town’s best known and most
highly regarded cultural programme, standing its ground as competition
increases from similar events in Shropshire and the wider region, and
extending its appeal to new audiences. Smaller festivals will also take place
throughout the year, including the Walking Festival, the Wrekin Giant
Festival, the Real Ale Festival, and themed mini-festivals at The Clifton.
o
The Midsummer Fayre will continue to be a staple of the town’s summer
programme, and a Christmas Fayre event will kick-start seasonal gift and
food shopping in Wellington in late November. Many other community-led
events, such as the Carnival and Lions Day, concerts and amateur theatre,
will ensure that Wellington’s events calendar is busy and diverse.
 The Clifton is an ambitious project which will demand huge community backing and
resources to become a reality, but if it does, it will represent a major achievement in
arts provision not only for Wellington but for the whole of Telford and East
Shropshire.
10
Currently, Wellington does not host the level of arts and cultural provision enjoyed by many comparably sized or even
smaller towns. There are no dedicated professional arts venues, and existing community-led facilities, such as The Belfrey,
are therefore all the more valuable but limited in their scope. The Wellington experience is similar across the borough as a
whole – Telford & Wrekin houses no professional arts organisation at present.
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 Not all plans to develop Wellington’s offer and profile around culture should focus on
high cost, long term landmark projects, however. Indeed, in proving the case and
laying the foundation for large scale projects, generating support and enthusiasm
around small arts projects and events will be valuable. Wellington in 2020 should be
a place where residents know ‘there’s always something interesting going on’.
Streetscape and design in 2020
‘Although the southern half [of Wellington centre] is strongly dominated
by Victorian architecture, the medieval street layout still offers the
pedestrian a comfortable human scaled environment, with sequential
movements and views, whilst the northern half offers a contrast in terms
of both the enclosure offered by the crescent formed by the Victorian
buildings adjacent to the Parish Church, and the green open space of the
village green.’11





11
Wellington centre properties in 2020 will be well maintained with well-designed
exteriors, maximising their contribution to the townscape and enhancing the
appearance of the town. Any additional street furniture will be sympathetically
designed and complementary.
The area of Market Square and its three ‘tributary’ streets will be recognised as the
historic, attractive heart of the town, characterised by independent retail and
hospitality businesses in small, individualised units. This area in particular will
benefit from high quality ‘dressing’ in the summer and Christmas periods
In Church Street, residential development will have generated viable opportunities to
th
replace poor mid-20 century structures with brick-fronted buildings which contribute
more successfully to the streetscape – characterised as this street is by larger scale
Georgian, Victorian and neo-Georgian buildings. Office space and bars / restaurants
will also be part of the mix, making the most of their setting around the Churchyard.
The most substantial improvement will have taken place in New Street, with some
properties reconfigured or rebuilt entirely to improve their appearance and
functionality. This could involve the creation of smaller units more suitable for the
businesses that will want to establish in Wellington; it could involve the inclusion of
workshop space as well as retail space; and it could involve provision of office space
and residential uses on upper floors.
In streets such as Walker Street and High Street, a combination of period
conversions and well-designed new builds will have ‘filled the gaps’ and made
complete, tightly-packed streetscapes, mostly with residential uses.
Wellington Design Framework 2008
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Living in the town in 2020
 Central Wellington will be a place where a growing number of people live and want to
live. Whilst lower cost rental properties have been available above shops for many
years, we will now see a wider range of properties available, including for sale as
well as for rent. In the early part of the decade, conversion projects such as Portway
House in Plough Road and The Bank in Church St served to set the scene for future
residential development within the ring road area.
 We should support other similar schemes to bring a mix of residential properties onto
the market within central Wellington. These will mostly be apartments popular with
younger people in their 20s-30s, and also accommodation aimed at older people,
helping to address the lack of older people’s accommodation in the area.
Sympathetically designed
housing in key sites around
the centre of Wellington will
make a major contribution to
the appearance of the
townscape and sustainability
of businesses.
 The presence of more town centre housing (and therefore more town centre
residents) will have a positive impact on the town. It will help to augment footfall by
creating a bigger ‘captive audience’ of shoppers already in the town – both daytime
footfall and also in the evenings. This will support a greater diversity of café / pub
businesses, as will shifting the profile of those socialising within the town centre
during the evenings. Secondly, it will increase the sense of safety and security within
the town centre at night, with more natural surveillance of the streets and more
mixed activity later into the day. Thirdly, it will help to make the centre of Wellington
feel like a community in its own right.
 Guaranteeing high standards of architecture and design will be important in any town
centre development. All development will have the potential to improve or
undermine the town’s character and appearance, and no opportunity should be lost.
Community spirit, energy and action in 2020
Wellington needs to build
more extensive networks of
local people to lead and
support positive action.
 Wellington will be a town where several ‘micro-networks’ of local people play a
proactive role in organising community projects and events. Whilst some of these
will be ambitious in their scope and will need to have the robust governance to
match (set us as trusts with charitable or cooperative status, for instance) many will
just be informal groupings of people with common interests who work together on a
project-by-project basis.
 The town council will not manage these networks, but it will have good knowledge
about them and good lines of contact so that it can bring large numbers of people
together at short notice to discuss /contribute to specific issues and ideas.
 These networks will be larger than they are today, enabled by email and social
media. Traditional models of committees and meetings will be less obvious,
encouraging more people to be involved and to a level that suits them. The town
council itself will have its own email contacts list of several hundred or even
thousands of local people, which it will use to communicate new, ideas and events,
and as a source of volunteer help and support.
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Practical actions the town council and its partners can take
The section below sets out a series of actions that Wellington Town Council can start
working on in order to make progress towards the vision described above. The
emphasis is intentionally on small steps with clear outputs, rather than overly-ambitious
or unaffordable schemes and programmes. Achieving this vision cannot be reduced to a
set of tick-box exercises, however. As important as concrete actions is the way in which
the town council approaches them and the skills and techniques employed along the
way. There are ‘four Cs’ which will be at the core of this vision.
CLARITY: Individual members will always have different opinions about approaches and
priorities – whether through reasons of politics or personal preferences – but as a unit,
the council should be able to communicate a clear message about what it wants
Wellington centre to be like and what practical steps it is taking to make progress in that
direction. Specific issues will exercise members at different times, but the overall vision
for the centre of Wellington – the functions it plays, the experiences it provides, the way
it presents itself to the world – should be clear to residents.
CAPACITY: Taking forward the proposals below will demand more capacity than the
town council currently has at its disposal. It is difficult to see how any substantive
progress can be made without additional time and skills being engaged in the form of a
part-time officer post. The title – town manager, town co-ordinator etc. – is not important;
whereas recruiting an individual with the right skills and aptitudes will be crucial. This
must be someone who can enthusiastically and confidently present Wellington’s vision
and the factors that make it achievable; someone who can pull together ideas and
energy to kick-start new projects and build momentum around positive action; and
someone with a creative streak who can generate compelling ideas and good quality
promotional materials. This should also be someone who can be trusted to have a
degree of autonomy, developing a project or event and making it happen.
CONNECTIVITY: In the future more than ever, the most successful businesses,
voluntary groups and councils will be those with the strongest connections into their
communities. Some of those connections will be made face-to-face, some virtually
through digital technology. At every opportunity the town council must look outwards,
building connections with local people whose skills and enthusiasm will drive forward
aspects of the vision.
CREATIVITY: The challenges that Wellington faces will increase in the years ahead,
and traditional solutions will not be enough. Through building its connections with other
organisations, the town council will need to be alive to creative and sometimes quite
radical ideas, whilst resisting the temptation to hold more meetings or form more
committees. Projects highlighted earlier in this report, such as the community gallery in
Colwyn Bay and Incredible Edible in Todmorden, illustrate how inventive ideas for using
vacant buildings or open spaces can stimulate new activity and confidence in a
community. The town council should seek to be at the heart of those sorts of projects,
even though it will often not be the organisation leading them.
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Retail: practical actions


Help independent businesses to harness digital technology: small and
medium sized towns like Wellington, where retail is dominated by small
businesses, risk being left behind by radical innovations in digital shopping
technology.
o
Work with the borough council and local digital businesses to
communicate the benefits of a strong online presence and where
possible an online shopping facility. This could be delivered through
workshops and peer-to-peer support, where ‘internet savvy’ businesses
help others to get online.
o
Look out for opportunities to pilot the new high street shopping apps that
will be developed in the next few years. Seek to make connections with
digital developers to find out what opportunities future technology could
provide for small businesses in traditional town centres, and make sure
local retailers are ‘warmed up’ for these developments as they emerge.
Build a strong brand for Wellington as ‘the well-made town’: strengthening
Wellington’s brand is about presentation and improving perceptions. That in turn can
help support existing businesses (through increased footfall) and also attract new
businesses, encouraged by what they see of the town’s offer.
o
Promote Wellington as a town where good things are made as well
as just sold – a creative town with a backbone of skilled ‘makers’, from
jewellers and jam-makers to butchers and picture-framers. This would
both resonate with Wellington’s market town origins and tap into current
enthusiasm for growing, baking and making. It would promote a focus
on quality and individuality, whilst also being inclusive of products and
activities to suit different income levels. Crucially, it would also mark
Wellington out as distinctive from Telford Centre, with its almost total
focus on nationwide brands.
o
Support the creation of a ‘Wellington Guild’, as a means of building
networks between those small businesses specifically involved in
making and growing within ten miles of Wellington – food producers,
craft makers and artisans etc. These will only ever be one part of
Wellington’s commercial offer, but they should be at the core of how the
town presents itself as distinctive to Telford Centre and some other local
centres. Together they may identify opportunities for joint publicity, for
co-organising markets and other events, and in so doing raise the
town’s profile as a place where good quality products are made and
sold.
o
Encourage Wellington Market to play a role here, e.g. incentivising
home makers to sell within the market, or organising special events
which involve opportunities for visitors to see demonstrations or make
themselves. This would also help the Market to raise its profile around a
positive theme and drive new interest and footfall.
o
Explore the feasibility of renting a small, centrally-located shop
unit where local craft-makers can sell their products. This would
take up the baton from the borough council’s pop-up shop which ran in
the period before Christmas 2013. This project was popular with traders
and many are keen to see something similar continue. If this could be
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manned largely by volunteers, on the model of a charity shop – but very
different in brand, appearance and content – this could be low cost for
the town council whilst also being high impact in terms of contributing
directly to Wellington’s retail offer and supporting local small businesses
to trade in the town.


Be proactive in attracting and supporting new businesses: Whilst the borough
council will often be new start-ups’ key point of contact in terms of gaining advice
and support, they clearly have a borough-wide remit and will not necessarily
promote Wellington in particular to those businesses. The town council needs to be
proactive in promoting Wellington as a business location.
o
Assemble a short glossy data pack, updated annually, which tells
Wellington’s positive story to prospective new businesses. This
should include population statistics on size, age and income levels, and
at the level of the town and also its immediate catchment; news of major
recent and forthcoming developments in and around the town and their
likely impact on those statistics, e.g. the housing developments within 510 minutes’ drive of Wellington at Ketley, Lawley and Lightmoor; and
short case studies of successful independent businesses
o
Use the town council website to make the case for Wellington and
include practical help for start-ups, such as listings of vacant retail
space – as already happens in relation to planning applications. This
would give prospective new businesses a single point of information
about premises currently available, and would also help connect the
town council to people interested in opening new businesses locally.
In order to influence change at a larger scale, work with the Borough Council
to explore major development opportunities which can be explored with
developers. Rather than wait for deals to be done and planning applications made,
the two councils should be more proactive in considering what the best use would
be and talking to the vendor and potential developers about the viable options.
Compared to Southwater, it will be much harder to build an actionable strategic plan
for development in Wellington, because of the multiple landowners, but in setting out
a masterplan we will have something to refer to in discussion with those landowners
and businesses. This will help us to influence and set a direction for future
redevelopment in areas such as New Street, which feels like one of the more
underperforming parts of the town centre.
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Wellington as a place to spend leisure time and socialise: practical actions

The data packs discussed above in relation to attracting retail businesses also
need to make a compelling case to hospitality businesses as well. Wellington
Town Council and the Borough Council should market Wellington more proactively
to people interested in opening good quality coffee shops, pubs and restaurants. At
present, some residents are contacting local breweries and other firms to alert them
to opportunities in Wellington (such as The Bacchus, for instance), but ideally that
proactivity should also come from the town council.

Encourage Wellington’s existing small businesses to think about ways in
which they can add ‘social functions’ to their offer. This could involve the
following:
o
Serving tea and coffee: it is increasingly common for shops to include
a coffee counter – from small businesses like the Newport Pop Up Shop
to multiples such as Waterstones.
o
Organising occasional courses and activities within retail
premises: New business Tink’s Treasures plans to use the back room
of its shop as a workshop space for ‘making classes’ – another means
of generating non-retail revenue whilst also building a network of people
around the business.
o
Acting as a meeting place for local groups: the use of local cafes for
reading groups during the Literary Festival, and the poetry group that
meets at the King Street Café, are examples of this. What other groups
or social events could be organised to take place in existing
businesses?
o
Using empty wall space to display work by local artists: this is
another technique seen increasingly in independent shops and cafes,
adding interest and attracting additional footfall

Explore the possibility of rolling our free wi-fi in Wellington’s public areas.

At a more strategic level, the two councils need to think about longer term
development in the centre of Wellington and identify sites most suitable to
certain kinds of hospitality business. They can then begin conversations with
property owners and developers about the commercial viability and attractiveness of
those alternative uses.
o The layout and location of Church Street, for instance, make it a
potential focus for such activity: The Bacchus (currently for sale) and La
Rosa already give hospitality a foothold on this street; it is central, but
not within the dark and sometimes eerily quiet pedestrian area which
many find uninviting at night; it houses some attractive buildings and
looks out onto the open space of the churchyard
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Streetscape and design: practical actions
 Bring together relevant expertise into a unified design team to oversee all public
realm work within Wellington Centre, in partnership between the town and borough
councils as well as the town partnership.
 Establish a network of signage designers, decorators and shop fitters who you
can point businesses towards. This needn’t imply endorsement of certain
businesses over others, as you could simply host a page on the town council
website which provides links to designers’ / tradesmen’s portfolios. This might feel
like something that new businesses should take charge of themselves, but the
impact of bad decisions on signage etc. is not only felt by their business but the
whole street – and as such is in the whole town’s interest to support.
 The Wellington Design Framework 2008 outlines a series of design principles
which, if followed, would enable Wellington to preserve and enhance its best
th
features, and to undo the damage of redevelopment in the second half of the 20
century. All prospective development in the centre of Wellington should have regard
to this framework and apply its principles.
Arts, culture and events in Wellington: practical actions

The town council needs to ensure it’s highly visible in its support and
encouragement of arts and community venues and projects.
‘At other markets we do, like Newport, I get people coming over saying ‘I’m a
town councillor and I’m so pleased you’re here at our market, we really want to
make this event work’ – that sort of thing. It does make your feel appreciated.
But I have to say I never have those sorts of interactions from councillors in
Wellington.’ (Farmers’ Market stall holder)
‘There are some potentially exciting things happening in the town at the
moment, but I worry that the town council is often somewhere in the background
not wanting to commit, rather than being at the front cheering.’ (local resident)

Invest in more thorough and professional-standard marketing of Wellington’s
events offer. This could be in the form of a short annual events guide to include the
dates and details of the main events over the course of the year. Every time publicity
banners, posters, leaflets or web material is produced, the Town Council needs to
be confident that it conveys the right message. Good design need not necessarily
cost more – those undertaking the design may just need a clear brief.
o

More specifically, the Literary Festival needs to establish its own standalone brand with a high quality website to match.
Encourage more creative use of public spaces in the town, which apart from on
special occasions lack atmosphere and feel more like thoroughfares than spaces to
be enjoyed in their own right. This could include:
o
Build a network of buskers and other performers to proactively invite
into the town, rather than relying on them just turning up.
o
‘Loan out’ Market Square to a range of local groups to host minievents during weekends in the Spring and Summer months. You could
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invite interested organisations to submit a brief outline of what they’d
like to do and whether there would be any cost, and choose a certain
number – maybe ten. The town council could therefore provide some
funding, whilst the manpower would be provided by the groups
themselves, who could use the events as a way to raise their profile and
attract new members, showcase their activity, or in the case of schools
and colleges, provide real experience of organising a small event.
These events could include things like live music performances, (like
Sounds in the Square); theatre extracts; more innovative things like
setting up a temporary ‘village green’ or ‘seaside’ in the Square; open
air exhibitions or talks.
Encouraging appropriate housing development in the centre: practical actions
 Work with the borough council to proactively identify potential housing sites
within the central Wellington area
 Through this working group, approach land owners and developers to quickly
build an understanding of what it feasible in different sites. This should be
happening now regarding the following:
o
Walker Street (Royal Mail site and former tax office site across the road)
o
The former Arriva bus garage on Charlton Street, together with the
adjoining Kwik Fit site and the former Charlton Arms Hotel
o
Several adjoining sites currently available at the lower end of High St.
Building community spirit, energy and actions: practical actions
 Start building an email contact list to include as many local residents and
businesses as possible. A short monthly virtual newsletter will be enough to keep
regular contact, with other communication as and when useful. This could become a
means of building up a pool of volunteer support for town events.
 Host informal meet-up events in different venues throughout the year (e.g.
quarterly), rather than relying on people to attend the rigid and formal regular
council meetings or annual town assembly.
o
These events need not take a lot of organising, but would be an
opportunity for town councillors and others to give quick verbal updates
on ideas or projects they’re working on / interested in, and to build
interest around those. It could also help to facilitate new links between
people with common interests who can then start their own
conversations and develop new ideas and projects as a result.
o
The town council would be acting as ‘convenor’ or ‘facilitator’ (rather
than being expected to take charge) but crucially it would help the town
council keep abreast of emerging ideas and issues, in a way that it
doesn’t always at present.
o
There are lots of people who can potentially be very helpful to realising
our vision for Wellington, but who are deterred by the idea of long
meetings and stuffy committees. We need to reach and engage those
people.
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Concluding thoughts
Wellington centre should be seen as having a much brighter future than many small and
medium-sized towns, thanks to the size and income-diversity of its immediate
population, along with its accessibility to a large and growing population across the wider
area. Appealing to and serving that full range of local people would mean a retail offer
which is stronger and more inviting than it is today. As this report has sought to argue,
however, retail alone will not be enough. If we expect Wellington to retain and indeed
improve its role as a busy, popular local hub, it must also function well as a social,
leisure and cultural centre – a place where people want to spend time.
The worst-case scenario is that in the years ahead, Wellington becomes ‘hollowed out’.
Around its outskirts, Wellington’s neighbourhoods are likely to remain popular places to
live, with good houses and good schools, along with some popular pubs and
restaurants. And yet in spite of the popularity of those suburbs, the centre may atrophy,
with quality businesses closing and vacant units left in their place. In this scenario,
residents may feel invested in their neighbourhood but give up on Wellington centre as a
lost cause.
This vision outlined in this report sets out an alternative, positive scenario. Based on
what we can see in national and local trends, it is a vision that we can believe is
achievable. We must start making real progress now, however – and that starts with
building connections. If the town council can look outwards and begin to spark new
conversations which surface new energy and generate new ideas, it can foster a
growing army of active citizens, small businesses and partner organisations who believe
in the same vision and who, together, can help to make it a reality.
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Appendix 1
Workshop with Wellington Town Councillors: 6th August 2013
Q1) You’re walking around Wellington in 2020. It’s a thriving town, how
does is look and feel?
Residential
 Would like to see more (like The Bank in Church St) – doing similar in New St
would improve the appearance of the backs
 Residential above shops
 Some cautious about using all available land for housing as that will reduce the
town’s ability to respond to other demands in future (e.g. hotels)
 The upper floors are converted to accommodation use (all agree with this)
Buildings
 A vibrant, busy shopping area, well designed – shop fronts, upper storeys
 A busy market town with a diversity of offer
 Niche, specialist, small family businesses
 Businesses fending off (and maximising!) internet shopping threats/opportunities
 New development in keeping with what already exists
 Variety of retail offer – national retailers, bijou food offer
 Smaller versions of supermarkets in the town centre
 Market: look to improve so its nicer to shop in, to encourage nicer range of
people to visit
 Food: improved coffee shop offer, tables outside in good weather, evening
economy; fast food outlets – big names
 Improve derelict sites
Events
 More arts and entertainment
 Continue current events and expand so they’re more often
Transport
 A proper interchange
 London link
 Buses going to more destinations (not just Telford Town Centre)
 Parking
It’s a town known for…
 An excellent market
 Events going on around town
 Free parking
 The Wrekin – a big asset which brings people into Wellington
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Q2) What can Wellington Town Council be doing now and in the next few
years to help us get to that vision?









Facilitation, monitoring and stimulating development
Influencing
o Think of ways to influence use of assets – e.g. the old library; should be
part of a greater plan for Walker Street
Facilitating and connecting
o WTC, through its committees, can reach a lot of people, to different
parts of the council and other groups (e.g. Walkers are Welcome
connecting up with other walking groups)
Working in partnership
o Closer working with the borough council, financial AND non-financial
assets
o Help to reinvigorate the Chamber of Commerce
Marketing: pages marketing the town on town council website – facts and
figures about the town, case studies from business success stories
Work with local charities and organisations
Call on expertise – skilled person – to target appropriate businesses to set up in
the town – marketing us
Widely held view there’s necessity for some sort of town manager role –
dedicated person with the right capabilities and some vision
Ensure Wellington’s aims are embedded in Shaping Places plan
Councillors feedback on their vision for Wellington in 2020
Wellington is a popular market town that has successfully reshaped itself to meet the
challenges posed by changing trends.
Retail: The vision
Wellington provides a diverse shopping offer which caters for the full range of the town’s
population, and that of surrounding areas – that means shops which cater for different
age ranges and different income levels.
A small selection of nationwide multiples, including supermarkets, are welcome in the
centre of the town, anchoring the retail offer and occupying larger units in particular. On
the whole, however, the town does not seek to compete with Telford Centre or
Shrewsbury in terms of high street chains. Above all, the town is characterised by a wide
range of good quality independent retail businesses, both within shop units and
Wellington Market. Again, these cater for different income levels reflecting the local
population – some focus on discounted products, others on a higher quality, higher cost
offer. Well-presented charity shops exist as part of the mix.
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Retail: Practical actions to take
Much more proactive promotion of vacant retail space, with landlords / agents submitting
particulars to a single listings page hosted on the Town Council website.
Short case studies of successful independent businesses give a strong message of
business confidence in the town – why did they set up in the town? Why do they stay?
What are their ambitions?
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Appendix 2
‘Future Farm’ workshop: 12th October 2013
The following comments were submitted by visitors to the event:
Shops and Markets
Strengths
Indoor market
Excellent market with good facilities and infrastructure
The market is a great strength but is looking tired and unloved
Fresh veg, fresh fruit, fresh flowers , food
Variety of market provision
Excellent market
We now have Bon Marche which is good
Lots of charity shops
Good market
Variety of provision in the market
We have a good mix of shops now - Iceland has lots of groceries, veg shop in New St is
very good
Weaknesses
The Charlton Arms
Too much clustering of various types rather than variety
Some shops look a little run down
Greedy landlords wanting city centre rent levels
Lack of shopping atmosphere
Lack of variety and quality
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Too many charity shops and betting outlets, downmarket trend of shops
Too many charity shops selling new things, killing proper business
No music shop
Shop rents far too expensive
More mid-priced clothes shops needed to improve choice
No Christmas Market is a huge weakness
2020 vision
Christmas and Easter markets to bring people in
Need to develop social enterprises (not necessarily craft shops) in the market and move
them to starter-shops in the town
Work with JCP to support entrepreneurs, especially young people
Get some specialist shops, e.g. cameras and telescopes
Artisan producers / traders back to market town role
An arcade style shopping centre with small niche quality shops
Successful pop-up shops
Make more of the market’s potential
More diversity of shops
Fewer charity shops – cheapens overall experience
Shrink the shopping area and build flats there
Lower business rates
Do all the shops need to be shops, like creative hub units
The council needs to be actively promoting the town to try to attract new shops /
businesses
Proper town planning that promotes quality ie restricts outlets developing that give
centre a ‘third world market’ feel
Cafes, Pubs and Restaurants
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Strengths
William Withering – busy, lively, an attraction / huge boost to the town and is community
minded
Lots of cafes is a plus
Slow development of better quality [offer] is taking place
Carriages Cocktail bar is fantastic, nice to have in our little town
Weaknesses
Too many low quality drinking dens with resident alcoholics
Standard of food in the cafes is rather basic
Many people feel threatened to be walking in Wellington streets after dark so do not use
any of the facilities/ unpleasant after dark atmosphere in town centre
Very poor offer in terms of restaurants –very little on Sunday
The Charlton Arms is an eye sore!
Not that many places to eat ie evening meals
Lack of restaurants
Lack of choice of restaurants
Few quality restaurants, lack of individuality, too homogeneous
William Withering is disgusting and it is bleeding local cafes dry
All the cafes feel dark and uninviting, not like Much Wenlock, Shrewsbury or Church
Stretton, and Wellington is just as good as these places
2020 vision
More ‘social’ rather than ‘intoxication’
Nice cafes with no music
Sunday morning café culture – newspapers and good coffee
At least one really good restaurant
Don’t leave it to the market to improve things – plan – and use stick and carrot
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Good mix of social night life – music, folk, light entertainment
Buffet style restaurants might do well
Should be more places for the younger generation to go, to keep them off the streets
and let them have a more welcoming atmosphere
Leisure and Culture
Strengths
Literary Festival and leisure centre / Lit Fest / Lit Fest
Fantastic range of clubs and societies
Wellington Leisure Centre is very good and there’s a private exercise business in New
Street
Events in the library
Bowring Park really good for all ages
Carnival and Lions Day on Wheels, high profile Christmas activities, Midsummer
activities and Sounds in The Square are excellent
Midsummer Fayre – excellent
Weaknesses
What culture? Telford and Wellington not on anyone’s radar, performing or audience
wise
Lack of venues for festivals
Needs a stronger identity / heritage – Ironbridge = birthplace of industry, Telford =
shopping.
No skatepark
Need more sports clubs
Night time culture is too youth orientated
Need to raise the standard of tennis, more awareness of tennis competitions
Need a venue for music events
Cultural activities are various one-off and mishmash
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It’s a shame that most people have to leave Wellington to attend cultural events
Lack of concert hall
We don’t have religious celebrations - all faiths, Diwali etc.
2020 vision
Arts: cinema, theatre, music, dance, art, rehearsal space; training in arts; social arts
network
Wellington as the cultural heart of Telford
A heritage trail
Art, drama and photography festival at the Belfry
Jazz concerts
Wellington providing film and theatre excellence, reknowned throughout the West
Midlands
The Wrekin and surrounding countryside, walking, camping, designated routes perhaps
Successful alternative venue called ‘The Clifton’ putting Wellington on the cultural map
Greater use of open space for events, ie Bowring Park and All Saints Church
Café and skatepark for Bowring Park
Arts café with WiFi
Good choirs
Better theatre experience – music, dance, opera – ‘TV live’ events
Folk festival – with Midsummer Fayre?
Full scale arts festival alongside Lit Festival
A varied offer – Clifton, Charlton Arms, more eateries
Use of shops to display art and other things
More money for our wonderful Lit Festival
Folklore and customs – a Wrekin Giant day
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Events
Strengths
Lit Fest / wonderful!
Lit Fest a great strength but needs better promotion and publicity. It also needs some
young people representation.
Midsummer Fair / Midsummer Fayre / Midsummer Fayre
Literary Festival / Carnival
Belfrey Theatre
Christmas Lights
Events in the Square on Saturdays
Lions Days on Wheels
Lunchtime organ recitals
Weaknesses
Fairly low standard of music in the Square
Poor publicity
Failure to put on events for young people
Lack of events to actually bring tourists and visitors to town
Lack of event venues
Lit Fest needs to grow and develop
2020 vision
Lit fest has great development opportunity
A better publicised literary festival
Events put on by all groups not just young people
Artisan food market in the Square
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Mass participation arts / folklore festival, processions by torchlight, with a Wrekin theme?
Lit Festival expanded to include music?
A Wellington Food Festival would bring in tourists and visitors, showcase local products
and develop pride in the town!
A new community arts centre at The Clifton, exhibition area for arts
Build on the success of the Lit Fest – develop music, film, gardening, gaming festivals as
well
Folk Festival in Orleton Park
Need to appeal to appeal to all ages, not just the Lit Fest people! Young people aren’t all
bad and deserve nice things too – we’re not ruining everything!
An annual outdoor street music festival, with several stages around town and
professional standard musicians
We need to use one of our best and unique assets to bring people into Wellington – a
Wrekin Giant Day!
Streets and spaces
Strengths
A pedestrian-friendly town centre
Historic street plan
The walkway through to the library is the place to meet people
Our little streets are interesting
Regeneration of the Square
New civic centre
The Square is greatly improved
Our new looking library is fabulous
Weaknesses
Walker Street has died
The offices above the shops in New Street need painting – they look shoddy
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Parking is not being policed – short stay vs long stay and disabled bays
Something needs to be done about street parking. Church St in particular has become a
one-laned road
Market Street is a mess – narrow pavements, a dangerous corner – it needs tidying up
and developing
Clearing up Mill Bank after 11pm – too many drunks
It smells at the train station
2020 vision
Use of key facilities / shops to get wider circulation
Larkin Way is another space for Summer activities
Market Square to have a removable canopy so that all cafes there can have seating and
tables right across the Square or certainly further out
A Christmas Market
More street theatre
A place that’s brighter and more appealing – some more colour wouldn’t hurt, and
flowers
Planning of business input to encourage people all around the town
Getting Around
Strengths
Everything is within walking distance
The train station is very close to the town centre and possible event venues
When walking it is easy to get around
High proportion of pedestrianized areas
Pedestrian areas are good
A hub for visitors – on cycle routes; Walkers are Welcome
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Weaknesses
The pavements on certain roads
There are no cycle paths around Wellington, especially near New College and TCAT.
The transport hub at the bus / rail station needs development – including a link to the rail
station for disabled access
Cycling around Wellington is dangerous / disabled access at Wellington station
Problems in access for disabled people
Narrow and uneven pavements, difficult for wheelchairs and prams
There are lots of people coming into the leisure centre – we need to get them into the
town
2020 vision
Lovely smooth pavements with drop kerbs at reasonable distances
Wellington as a transport hub with better disabled access between bus and rail station,
and the railway station area tidied up
Rail link to London and passenger lift
Wellington as a gateway to The Wrekin with signage to emphasise the point and public
transport link to the foot of The Wrekin
Murals around town eg of Literary Figures
Hub for sustainable tourism
Parking for coaches to stop in town
Community groups using empty rooms which bring more life to the station area
Meeting and socialising
Strengths
Lots of cafes for informal meeting
Friendly, welcoming people
Rich mix of cultures and backgrounds
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Wrekin Photographic Club / Wrekin Photo Club
All Saints Play Group is fantastic, well organised and lovely people
Weaknesses
Not enough meeting rooms
Empty buildings (such as Charlton Arms) could be an asset to promote heritage and use
as a meeting space
Lack of [social] space
Coordination of available meeting rooms and who to book them through
Not enough variety in night time economy
Advertising events
2020 vision
More meeting rooms of various sizes would be good
Early evening food, drink and cultural offer
Good restaurants, cafes, bars, theatre, cinema to attract all ages into the town in the
evening and weekends
Do something about the Charlton, it is an absolute disgrace!
An arts café
Social and cultural events for all ages
Wellington doesn’t have a community centre therefore it needs to develop something of
a café culture whereby people can meet especially during the evenings
More places for youth
Flats and houses
Strengths
Lots of small town houses
New flats in Ten Tree Croft area
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Weaknesses
It’s a shame to take older people out of the community – we need to include them more,
rather than create pensioner ghettos
Wrekin Housing Trust selling off houses
Planners are a problem with the way they engage communities – let’s agree real
engagement with them
Poor state of building repair and maintenance
Acres of empty floors above shops
Hiatus around The Charlton Arms
Empty shops; homeless people in the centre; unemployed people in central flats
2020 vision
Attract young professionals to take residence in flats above shops
Use the empty spaces above the shops – this would help change the ambience of the
shopping streets
More variety of people in the central shops area
Other ideas
Strengths
The combined library / leisure centre
Wrekin College students carry out community survey in the town – make contact
Weaknesses
Make Wellington a cooperative town council proper, not in wards only
Not enough variety of night activities
I’m old and frightened to go into Wellington again
Ask the young people, they are the future
We should think about using community rights to take on local assets
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2020 vision
There is load of ERDF and ESF coming to The Marches – we must get on this and use it
for Wellington
Musak is a curse, make Wellington a quiet town!
A vibrant market town that supports creativity in the community; a proud town with a
sustainable micro-economy.
Some paid person to be in charge of events and promoting them, if only on a part time
basis.
A genuine working partnership between local people and elected representatives
An art project to bring public art to brighten it up – see www.footfalloswestry.co.uk
A place where people want to come to enjoy culture, history or just plain activities
Use community budgeting
Create a community development trust for Wellington to encorporate the Market, Clifton
and Charlton Arms
Arts and culture activities
Socially diverse, less discrimination please!
The Clifton functioning as an art / community centre bringing into the area people of
different talents.
Attract a large scale office development – e.g. bus garage site.
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Wellington 2020 Setting out a vision for the future of

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