CENTRAL LANCASHIRE: THE SWOT STRENGTHS


The successful City Deal and Transforming Cities Fund investments have already provided a strong platform for further investment in central Lancashire’s transport infrastructure. In addition to this, the progress already achieved in improving the housing offer, the enhancements to Preston city centre’s public realm, the investment at strategic sites in Leyland, together with the investments in transport and other infrastructure under way across the region, there is a strong platform of positivity in the region on which to build. Graeme Thorpe, associate at planning consultancy PWA Planning


Some excellent transport links provide easy access to both the north and south of the country. The costs of living and land and property are moderate compared to many other regions in the UK, while large sections of the population are highly skilled and educated.


Employers therefore get the best of both worlds, particularly in manufacturing and engineering. The digital sector is also thriving with an influx of young and entrepreneurial start-ups. Alex Hesketh, partner at Cowgills


One of central Lancashire’s main strengths undoubtedly lies in its location within the North West region. The area has excellent infrastructure links across the region via the M6, M65, M61 and M55 motorways and already benefits from very strong national rail links. With Preston chosen as the future HS2 hub, central Lancashire is set to be perhaps one of the best-connected locations in the country. With six million people located within an hour’s drive, access to labour has proven to be an extremely attractive proposition for businesses. Jeremy Hartley, managing director at Eric Wright Group


WEAKNESSES


To some extent Preston and central Lancashire is playing catch-up due to a lack of investment over the last 20 years. The stalled and ultimately scrapped Tithebarn scheme in Preston may have turned out to be a blessing, given what has happened to bricks and mortar retail during the pandemic. However,


the debacle saw lots of other private investment in the city put on hold, and we’re only now beginning to catch-up more than a decade later. Major projects like the UCLan masterplan and the Stoneygate masterplan underline the investment potential in Preston. Damian Walmsley, partner at MHA Moore and Smalley


To the rest of the world central Lancashire has no clear identity – indeed it is on the name of a university and a development plan and that’s about all. To fulfil its potential this needs to be addressed. Alban Cassidy, director and head of planning, Cassidy + Ashton


There is a lack of grade A office space in Preston. If we are going to attract some of the big employers in the service sector it is something that we need to address. John Chesworth, who chairs Preston Partnership and the Preston Towns Fund board


OPPORTUNITIES


The movement of the younger generations to other areas is beginning to change with excellently located employment sites such as Lancashire Central and the Samlesbury Aerospace Enterprise Zone coming forward, which will create further inward investment


and job opportunities for the area. As Lancashire County Council’s development partner, we see the 65-hectare Lancashire Central site as a landmark strategic opportunity to accelerate growth in the heart of the region. Jeremy Hartley, managing director at Eric Wright Group


The area is at the centre of progressive policies which are being adopted across the country. The relaunch of community wealth building, or the ‘Preston Model’, comes at an important time for Lancashire’s economy, it is important that communities throughout Lancashire get the benefits of this policy and efforts are coordinated to realise the opportunities it brings for enhanced training and ‘good’ employment, at a crucial time for businesses and the workforce. Dr Adrian Wright, deputy head of UCLan’s school of management and director of iROWE (Institute for Research into Organisations, Work and Employment)


Central Lancashire has an opportunity to cement its position as the third major hub in the North West. We’ll never compete with Manchester and Liverpool, but there is a great opportunity to carve out a role for Preston as a strong city living, entertainment and leisure destination in its own right – something that appears to be underway with the City Living strategy, Preston City Investment Plan and the Preston and Leyland Towns Fund deals. The pandemic presents an opportunity to shrink big retail and focus on creating a thriving independent and boutique shopping experience. Damian Walmsley, partner at MHA Moore and Smalley


THREATS


We need to look at our region as a whole. It is relatively easy to get on a train to Manchester and if the trains get sorted that commute could take 35-40 minutes. There’s a potential threat that could take more talent way from us. Areas of Lancashire are also competing with one another too much where they should be working together. We need to look how central Lancashire fits into the whole county economy. It is also important that we spread wealth and opportunity as broadly as possible. John Chesworth, who chairs Preston Partnership and the Preston Towns Fund board


The main threat we would have in central Lancashire would be to take the wrong response to new working styles. Covid has shaken up the way we all work. It would be a mistake to default back to old working practices, when Covid has actually shown us the productivity benefits that can


come from home working. But it would also be a mistake to throw out the old ways entirely. The best response is a hybrid approach, making smart use of a centralised office but also providing staff the flexibility offered to maintain both maximum productivity and work- life balance. Steve Brennan, chief executive of Chorley-based digital agency Bespoke


Prior to the pandemic around one in five people aged 16-64 where economically inactive in Preston, Chorley and South Ribble. We need to ensure that retraining and upskilling is inclusive and supports skills development for all so we can ‘build back better’ and ‘level up’ effectively to maximise mobility across the area and support growth. Young people have been disproportionally hit by the pandemic, Businesses, local government and stakeholders should continue to boost the skills and employment opportunities for them. Dr Adrian Wright, deputy head of UCLan’s school of management and director of iROWE


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CENTRAL LANCASHIRE


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