As WNDC hit the halfway point in its plan, the political, social and economic climate was a far cry from 2004.
Fuelled by an international credit crisis, a deep global recession was affecting investor confidence and development appetite. The challenge had shifted, and WNDC responded in kind.
“In WNDC's final delivery phase, local landmarks started to rise and barriers to progress began to fall.”
At the start of this final delivery phase, it was agreed that the Corporation’s planning powers would gradually transfer to the local authorities. This meant it could focus on its leading priority – town centre regeneration.
Using its investment budget and specialist powers, the Corporation was charged with supporting ‘The Big Six’ regeneration projects in Northampton town centre, while maintaining its work in Daventry and Towcester. Together, The Big Six will increase the size of the town centre by more than a third over the next decade. They are interlinked projects, designed to modernise Northampton’s transport hubs, drive footfall and attract new jobs to the town, as part of a £1bn regeneration plan.
Using the full breadth of its powers, WNDC has played a different role in each of the initiatives. At Northampton Railway Station, St Peter’s Waterside and Avon Nunn Mills, it was at the forefront of delivery, working in partnership with organisations such as Network Rail. The remaining three projects were led by the local authorities, with WNDC playing an important supporting role.
At the time of WNDC closing, all of The Big Six were either on site or fully committed. Meanwhile, the award winning redevelopment of Towcester and Daventry town centres was well advanced. Alongside these headline projects, there was an array of other initiatives that were already having a positive impact. They ranged from the Becket’s Park Marina to the pioneering Construction Futures training scheme.
