Agenda item

Report attached.

The Cabinet considered a report of Councillor Clare Pritchard, Portfolio Holder for Transformation and Town Centres, providing an update on progress with reopening Accrington Market Hall and seeking delegated authorities in relation to the setting of market rents, service charges, fees, market regulations and other terms and conditions for trading at Accrington Market

Councillor Pritchard provided a brief introduction to the report, outlining the Council’s on-going engagement with existing market traders and its proposals for the Market Hall to re-open as a thriving venue for existing traders and new traders alike, as well as being attractive to the public.  The Council acknowledged that unavoidable delays were causing some anxiety for existing traders and it was doing its best to allay those concerns.  Recruitment for the new Town Centre Venues Manager was now underway.

Approval of the report was not deemed a key decision.

Reasons for Decision

Accrington Market Hall was one of the key town centre projects largely funded by the Council’s Levelling Up allocation, with match funding from a number of sources.

The market traders had been decanted to cabins in the Town Square to enable substantial repair, construction and refit works to the Market Hall building.  These had been detailed in reports from the Executive Director (Environment) and were now nearing completion.  The site was expected to be handed back to the Council from the construction contractors in July 2026.

Following consultation with consultants Barker Proudlove (appointed in line with the Cabinet report in December 2025) and the Portfolio Holder for Transformation and Town Centres, a proposed reopening date had been set for mid-November.  This was to allow time for recruiting and agreeing leases with traders / food and drink operators and to recant traders from the Town Square back into their new Market Hall units / stalls.

The Council (with Barker Proudlove) was looking to move forward on detailed discussions (with clear information on rent levels) with existing traders.  This would establish which traders would be moving onto new leases, on the Market’s reopening.  Following these discussions, there would be a clear picture of any gaps, both in terms of number and type of traders.  Recruitment of new traders would then take place, led by Barker Proudlove.

At the same time as discussions would begin with existing traders, Barker Proudlove would seek potential new food and beverage operators, including a bar operator.  There were no existing food and beverage operators in the temporary Town Square market.

The Council would shortly receive specialist external advice on the estimated costs of running the Market.  This had been a new piece of work since the Council had decided to run the Market in house, rather than through an outsourced model as had previously been planned.  This advice would outline the estimated actual costs per square metre, alongside a picture of the commercial “going rates” for similar provision in towns bearing similar economic characteristics.  This advice would inform decisions as to rent levels (including service charges).

In the past, rent levels had been subsidised and if this continued to be the case, the Council would need to ensure it was complaint with subsidy control rules.

Recruitment to a new post of Town Centre Venues Manager was underway.  The objectives of this role would be to:

• Create a vibrant destination venue: Transform Accrington Market Hall into a thriving visitor destination and community hub that would drive footfall throughout opening times during the week, including evenings and weekends, creating economic activity and social value in the town centre;

• Deliver exceptional programming and activation: Develop and implement an innovative year-round programme that included food and drink events, live entertainment, family activities, cultural celebrations and special markets, creating compelling reasons for people to visit, stay longer and return regularly;

• Maximise commercial performance: Drive income growth through strategic trader management, diverse food and beverage operations, new revenue streams, partnership development and commercial innovation whilst maintaining community focus and accessibility;

• Champion place-making: Position the Market Hall as a catalyst to support Accrington's regeneration, working collaboratively with town centre partners to create a distinctive and cohesive visitor experience that supported the evening and weekend economy;

• Build community connections: Ensure the Market Hall served diverse community needs through inclusive programming that balanced social value with commercial viability, demonstrating that community benefit and financial sustainability strengthened rather than competed with each other

There was an internal cross-service project team working on the reopening plans, as well as advice and services commissioned via Barker Proudlove.

There were no alternative options for consideration or reasons.

Resolved                                 (1)   That Cabinet grants delegated authority for the Head of Policy and OD to determine rent levels, fees and service charges and the opening arrangements for Accrington Market, in consultation with the Executive Director (Finance) and the Portfolio Holder for Transformation and Town Centres.

(2)   That, if proposed rent levels are at a level below market value, the Head of Policy and OD ensures compliance with the Subsidy Control Act 2022, in consultation with the Executive Director (Legal and Democratic).

(3)   That Cabinet grants delegated authority for the Head of Policy and OD to agree, set and implement the market regulations and other trading terms and conditions for Accrington Market and to grant the respective traders’ leases or other agreements, all in consultation with the Executive Director (Legal and Democratic).