A Strategy for Caistor
Caistor Development Partnership - May 2001

1.0 Summary

This document sets out a strategy for Caistor, in the following sections.

At this early stage our strategy must necessarily be tentative, and can be expected to evolve and change.

2.0 Caistor

Caistor is a small market town on the edge of the Lincolnshire Wolds. The centre is largely Georgian, with the conservation area containing a number of listed buildings. The Wolds at our doorstep are a designated Area of Outstanding Natural Beauty (AONB).

Caistor is close to the English ideal of a place to live. With a population of 2600 it is small enough to have an identity as a community, and yet large enough to provide shops, pubs, Post Office, good schools, medical practice, bank, solicitor, accountants and public library, all within walking distance for many residents. In and around the town centre there are many pretty views, and the overall impression is one of intimacy and quiet domesticity.

The town is within commuting distance of Grimsby/Immingham/Humber Bank and is 15 minutes from Humberside International Airport.

3.0 The Problem

3.1 Symptoms

3.2 Causes

Caistor's situation is well described in the Rural White Paper section 7.2.2. The problems of small market towns like Caistor have accumulated for a generation and intensified in the last ten years. Factors include structural changes in the global economy, intensification of agricultural production, increasing aspirations of young people, and most significant of all, aggressive competition from out-of-town multiple retailers.

4.0 Caistor Development Partnership

The Partnership is a working group of volunteers, formed after recent public meetings in the town. Membership includes a wide representation from local organisations, businesses and residents including Caistor Society, Caistor Town Hall Committee, Caistor Sports & Social Club, Caistor Town Council, West Lindsey District Council, Lincolnshire County Council, AONB Countryside Service, Schools, Methodist Church, Police, Cherry Valley Farms Ltd, J W Varlow & Son, Allison & Cadle, Marmax, The Loco Shop, University of Lincolnshire & Humberside and the University of Hull.

5.0 Strategic Objectives

What are we trying to achieve? In a public opinion survey of the residents in February 2001, the overwhelming opinion was clearly expressed that "bringing shops and businesses back to the town" is what Caistor needs most, and second to that, improving the appearance of the centre. We see three main objectives:

These elements depend on each other. Retail businesses need shoppers. Shoppers will come to the town if there is something special, not easily available elsewhere. Tourists will come to see a pretty little Georgian town, and spend money if there are interesting shops. To bring the tourists the town centre must look good, which calls for a considerable amount of refurbishment. Non-retail business might locate here if the town is a good place for employees to live and raise families. Property owners will be willing to spend more on conservation if doing so looks like a sound investment and assistance is available.

Each of these elements is essential to the others. However, the business dimension is fundamental in being the basis for long-term sustainability, and without it other measures would be little more than cosmetic.

Refurbishment of derelict properties in itself will result only in, as has been said, "a better class of derelict properties". Some degree of economic revival is necessary to put the properties back into use, whether business or residential. Refurbished properties will not sell themselves. Buyers or tenants must be found, and the process of finding them supported by a marketing campaign to promote Caistor.

There is a social dimension to Caistor's needs. In the public opinion survey, "reducing crime and vandalism" was in the top three items on the list of priorities. There are inadequate facilities for young people and anti-social behaviour is increasingly evident. The Partnership will do its best to make Caistor a safer place, addressing these issues by working with the Town Council and the police authority, both of which are represented in the Partnership. At this stage in the development of our strategy it is too early to put forward definite proposals.

5.1 Objective 1: The Business Dimension

In considering what is achievable for new businesses in the town, there appear to be, broadly three categories:

(a) niche retail

(b) professional/creative

(c) small-to-medium enterprises.

5.1.1 Niche Retail

With regard to retail, two considerations are important:

Consequently, any new retail business is unlikely to survive by competing directly with the wide range of goods available in, say, Grimsby. Those retail businesses which have disappeared may never come back. The competition will not go away. A viable enterprise must offer something special, not easily available elsewhere, which ideally would bring customers from a distance. In the town there is one very good example of such a niche retail business: a shop dealing solely in model railways, able to offer expert advice to its customers.

There are other possibilities which might be viable, for example, an outlet for fresh local produce (particularly organic produce) or a bakery. In nearby villages there are a few such enterprises, eg: computers built to order, and upmarket outdoor clothing for walkers and climbers. Where there are obstacles which prevent such businesses from relocating to Caistor, we need to understand these obstacles fully, and be able to remove them.

5.1.2 Professional/Creative

There are enterprises which do not depend on walk-in trade and could be located more or less anywhere. Examples are architects, accountants, consultants of various kinds, craftsperson's, designers of various kinds, surveyors and so on. The very smallest such businesses are run from home, but as they grow they will need premises. Such enterprises could be persuaded to come to Caistor on the grounds that:

5.1.3 Small and Medium Enterprises

Similar considerations to above. Explore potential for attracting biotech/agritech/hitech/food processing SME (Small to Medium Enterprise).

5.2 Objective 2: Improving the appearance of the Town Centre

This is high on the list of priorities in the opinion survey, second only to bringing back shops and businesses (and evidently related). There are many listed buildings in the conservation area. A project of conservation and refurbishment is needed. Primarily a project should address individual buildings; new "townscapes" or road layouts are not seen as necessary or desirable.

5.3 Objective 3: Visitors Tourists and Shoppers

Promotion of the town in wider context of tourism in the Wolds.

6.0 Achieving the Objectives

6.1 Principles

6.1.1 Accountability

The Caistor Development Partnership is a working group of volunteers, formed as a result of recent public meetings. It is of the highest importance that the Partnership holds itself fully accountable in order to retain the confidence of the residents of Caistor.

The process of consultation with the townspeople has begun with an opinion survey, the first of several. The process must continue through the life of the development project. To this end, it is envisaged that regular public meetings will be held, say three times a year, to report progress, to debate policy and to reaffirm the mandate. Efforts will be made to publish material on a website and to maintain a file of documentation available for inspection in the Public Library. A financial accounting system must be put in place as soon as funding becomes available.

6.1.2 Competence

The Partnership must be realistic about its own limitations and competence. The business dimension of this strategy is fundamental. The Partnership is of the opinion that input of professional competence in further developing the business elements of the strategy is needed. What is sought is realistic, objective and independent advice from a qualified source.

6.1.3 Fairness

The issue of fairness will need very careful consideration. Guidance will be sought.

6.1.4 Managing Expectations

It is recognised that there is no single easy answer. Problems that have taken a generation to accumulate may take perhaps a decade to rectify. We have a severe chicken-and-egg problem. The residents of Caistor may regard progress disappointingly slow. Openness in the proceedings of the Partnership is the only remedy.

6.1.5 Reaching Out

Relationships with MP, MEP, key business leaders and major employers. Identification of interests, eg several major corporations with significant workforces in the area.

Relationships with other local towns and statutory bodies to evolve a common strategy.

6.1.6 Fact Finding

7.0 Action Plan

Clearly we are at an early stage and many questions remain to be resolved; in particular, matters of organisation. Discussions have already taken place with Heritage Lottery, Groundwork Lincolnshire, East Midlands Development Agency (EMDA) and West Lindsey District Council (WLDC) Economic Development Services. Groundwork Lincolnshire have indicated their willingness to prepare a stage one bid for submission to Heritage Lottery and enter into discussion with EMDA and WLDC.

7.1 Outline

7.2 Funding

Funding and support will be sought from various sources. Overtures have been made so far to:-

Other possible sources are:

A financial plan needs to be prepared and maintained, showing projected cash flows, amounts available, sources, timetable for availability, and category of spending agreed with the source funding agency. It is expected that the services of a qualified accountant/auditor will be needed to manage the Partnership's finances.

7.3 Development Trust

It is proposed to set up a not-for-profit company to be called the Caistor Development Trust largely modelled on the existing Gainsborough Development Trust. The proposed constitution will give wide scope for activities for the benefit of Caistor. The Trust will act as the legal instrument for the pursuit of two main aims:

(a) Business development

(b) Conservation and refurbishment.

7.4 Business Development Project

The aim of this project is to encourage the revival of business in Caistor, in the town centre in particular, by supporting the existing businesses and encouraging new start-ups in, and relocations to, Caistor.

7.4.1 Business Adviser

The Partnership sees itself as in the position of promoters writing a prospectus for a venture to which investors (the funding agencies) are invited to subscribe. The Partnership is responsible for ensuring that the prospectus is honest and realistic; that the benefits held out are achievable, will actually come about and will be sustainable. In order to discharge its responsibility, the Partnership needs competent advice.

Approaches have been made to the University of Lincolnshire and Humberside Business School, and University of Hull Business School, in both cases with a positive response.

7.4.1.1 Proposed Terms of Reference for Business Adviser

The Partnership in the form of the Caistor Development Trust will be:

(a) endeavouring to attract businesses to the town, and

(b) going into business on its own account as property developer and venture capitalist.

Business advice is sought regarding all aspects of these activities on an ongoing basis.

The adviser should be professionally competent in business matters, qualified, independent and objective. The Partnership will look to its advisers for answers to questions such as the following:-

i) What are the obstacles to business start-ups in Caistor, eg capital, premises, staff, location, transport, competition, location of markets etc?

ii) Which of these obstacles can we do something about? Are there any showstoppers?

iii) Is it realistic to expect that, under the right conditions (obstacles removed), new businesses would in fact appear? How many entrepreneurs are there out there who might come?

iv) What kinds of businesses might come? Is our first model valid - niche retail, professional and creative, SME? What do we need to know about them?

v) How can we reach out to people who might give serious consideration to starting up or relocating to Caistor?

vi) Would there be an advantage in forming a chamber of Commerce in the town? Currently there is none. How to go about this?

vii) How to identify and manage risk. Commercial risk for the Trust itself, and risk to which the Trust's clients (start-up businesses) may be exposed.

viii) How to form a Board of Directors for the proposed Caistor Development Trust? It would be expected of members of the Board that they should be:-

- willing to give a substantial amount of time, and assume substantial responsibility, in the public service,

- competent to run a company, to assess commercial risks and make business judgements in the property development business, and

- free from potential conflict of interest, although that doesn't seem to be a problem with the Gainsborough Development Trust.

ix) Most important - what questions should the partnership be asking?

7.4.2 The Role of the Trust in Business Development in Caistor

We would expect our business advisers to be influential in forming a business plan for the trust and shaping its activities. The availability of money and of premises are clearly factors, and so we see at present these possibilities amongst others.

7.4.3 Conservation and Refurbishment Project

The Partnership can make an informal start on this but before long a project manager is envisaged. The actions needed are:

(a) Identify targets and prioritise. The highest priority will be listed buildings in the conservation area. Investigate development of Red Lion for multiple use, eg pub, visitor centre, function rooms, starter business units etc.

(b) Preliminary cost and feasibility estimates.

(c) Measures for encouraging individual property owners to undertake care and maintenance themselves, by providing advice and assistance in obtaining funding.

(d) Write terms of reference for project manager and agree with funding agencies.

(e) Secure funding for project manager.

(f) Appoint project manager.

7.4.3.1 Proposed Terms of Reference for Project Manager

(a) The Conservation project manager (CPM) will be competent and qualified.

(b) CPM will be full-time or part-time employee or secondee, reporting to the Development Trust.

(c) CPM will prepare, agree with the Trust, and maintain, a long-term schedule for conservation targets and specific projects.

(d) CPM will manage budgeting, cost estimating, and funding applications.

(e) CPM will draw up detailed specifications for individual projects, manage the tendering and, subject to approval by the Trust, appoint contractors.

(f) CPM will manage contractors and take responsibility for work being completed to satisfactory standard and on time.

(g) CPM will produce monthly progress reports and financial reports.

In view of Caistor's experience in recent years, the appointment of a project manager is a sensitive issue. The Partnership would very much prefer a secondee, for example, a staff member from WLDC or LCC, or someone under contract from a well-known management services company, and is very much opposed to hiring a freelance.

A purpose of the Trust is to further the aims of conservation and refurbishment by following the model of the Gainsborough Development Trust. The Caistor Development Trust proposes going into the property development business on its own account should the need arise, eg where the only course of action is to buy or invest in derelict or empty property. Starting capital is needed sufficient to acquire and refurbish at least one property in the town centre. When this is sold or let a second property can be bought, and so on, although it would be more cost effective to do several and have a 'rolling programme'.

7.5 Town Promotion Programme

Marketing campaign to promote Caistor as a delightful place in which to live and work within the context of an economic revival/tourism marketing strategy for the Wolds (Louth, Brigg, Horncastle, Lincolnshire coast etc).