cromford mills master plan executive summary · 2016-08-24 · 101 introduction following a change...

AT S IR R ICHARD ARKWRIGHT’S CROMFORD MILLS

DECEMBER 2012

CROMFORD MILLS MASTER PLAN

EXECUTIVE SUMMARY

Cromford Mills wheel pit and Building 17

our visionTo create a multiuse sustainable heritage and cultural tourism attraction which reflects the key principles, and outstanding universal value, of the Derwent Valley Mills World Heritage Site.

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Introduction and context .............................. PAGE 5

Survey and analysis ................................. PAGES 7-17

Market assessment .............................. PAGES 19-21

What are the options? ........................ PAGES 23-31

Priorities, phasing and capital costs ............................................. PAGES 33-35

Contents

Looking along the mill basin towards Cromford Mills Building 1

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Introduction

Following a change in management in 2008 the owners of Cromford Mills, The Arkwright Society, recognised that it required a strategy, or ‘Master Plan’, for the site so that any future development formed part of a holistic strategy that provided the Society with a realistic and achievable vision.

In October 2009, The Arkwright Society secured funding from the Duke of Devonshire’s Charitable Trust to commission a professional design team including DTS Solutions, Purcell Miller Tritton and Parkin Heritage and Tourism, to help trustees develop the Master Plan.

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Building the Destination

The Master Plan seeks to identify a realistic product mix for the comprehensive development of the site together with the mechanisms and route map required to achieve the Society’s overall vision and objectives.

Cromford already attracts significant visitor numbers even though its visitor facilities are limited and, given the international status and importance of the site, are clearly below the high standards which might

normally be expected. However, the overarching strategies of the World Heritage Site envisage Cromford Mills to be a multiuse sustainable built and cultural heritage destination. Within this context, therefore, the Master Plan considers:

* the future visitor offer at Cromford

* the scale of heritage and visitor activity that the site can realistically offer (the capacity of the site)

* the accommodation needed, and the location of each component, relative to the historic value of the buildings

* the surplus accommodation and where it is located

* the options for the use of the surplus space in relation to the potential market and the demand for the various potential uses identified

* the need for the site to generate operational surpluses which can support the core activities and ensure its long term sustainability.

The full Master Plan comprises three volumes: Volume 1 Master Plan Volume 2 Technical Appendices Volume 3 Heritage Impact Analysis All are available on request.

This Executive Summary updates our proposals to December 2012 which reflects the work that has been undertaken over the past 18 months to bring the Master Plan to fruition including changes in phasing and costings.


Introduction and context

Guided tour outside Mill Gateway on Mill Lane


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The Strategic Context within the World Heritage Site

The study reviewed all the key documents related to Cromford Mills, and its role within the World Heritage Site, which highlighted that:

* the Derwent Valley is a popular tourism destination inextricably linked to the Peak District. The World Heritage Site seeks to be an exemplar in sustainable tourism recognised as a national and international tourist destination

* Cromford Mills is acknowledged as a key location in the history and heritage of the Derwent Valley being the site that Arkwright chose to construct his first water powered cotton spinning mill in 1771…truly the birthplace of the factory system!

* it is already an established destination attracting around 100,000 visits per annum despite its relative lack of visitor facilities

* it is part of a natural group of attractions including Cromford Village, Cromford Church, Scarthin Rock, Willersley Castle, Cromford Canal, High Peak Junction, Leawood Pumphouse, Smedley’s Mill and Masson Mill…this concentration of attractions has been called the ‘Cromford Cluster’

* it sits close to the A6, which offers a range of local bus services, and to Cromford Railway Station with hourly services along the Derwent Valley Line from Derby, Nottingham, Leicester and Birmingham

* it is a natural visitor ‘hub’ and the World Heritage Site Partnership agreed that it was the logical place to be the northern ‘gateway’ to the World Heritage Site

* the Activity Plan, prepared in relation to the World Heritage Site Gateway Centre proposals, highlights the potential to bring the site alive adding greatly to the overall visitor experience and providing the basis for joint working with partners throughout the Valley.

Four overarching strategies are particularly relevant in relation to this Master Plan:

Survey and analysis

* Economic Development Plan (December 2005)

This document proposed, what it calls, the ‘Arkwright node’ as the prime tourist destination and northern ‘hub’ for the World Heritage Site

* Tourism Strategy (2009)

This argues that Cromford Mills has sufficient space to incorporate the Gateway Centre, new visitor infrastructure and an extensive events programme. It goes on to suggest that Cromford is not too dissimilar to New Lanark which attracts around 400,000 visitors per annum and with product development, marketing and effective visitor management similar visitor numbers should be achievable

* The Cromford Paving Restoration Project (2004)

These proposals to upgrade Mill Lane between Cromford Station and Cromford village have not been implemented but as Cromford Mills becomes more popular it will be essential that traffic calming is undertaken to enable visitors to cross Mill Lane safely between the main site and Cromford Wharf

* Visitor Development Plan for the Arkwright/Cromford Cluster (January 2010).

This report recommended that:

(a) Cromford Mills should be promoted as a mixed use short break destination

(b) Cromford Station should be a sustainable transport gateway

(c) a shuttle bus should be developed between the key sites in the ‘Cromford cluster’.

In addition, it is important to recognise that Visit Britain has identified the Peak District and Derbyshire as an ‘attack brand’ in its current strategy. This means that the World Heritage Site will have an international profile in the overall promotion of the United Kingdom. This will inevitably raise its image and profile in the hearts and minds of overseas visitors.

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203

Understanding the Site

Location

Cromford Mills is located some 200 metres east of the main Matlock – Derby road (the A6) on the opposite side of the A6 to Cromford village, the core of which was also built by Richard Arkwright to house his workers. The site is located immediately south of a substantial loop in the course of the River Derwent as it meanders down the valley.

The complex is built on an elongated site and comprises a series of houses, mills, warehouses, workshops and a large yard, the perimeter of which is defined by imposing gritstone buildings with sparse ground floor fenestration to Mill Lane and an impressive limestone rock outcrop called Scarthin Rock which obscures the mill complex from the Arkwright family home, Willersley Castle.

The mill was fed by water supplied by Bonsall Brook and Meerbrook Sough which crossed an aqueduct serving the water wheel that generated the power

to operate the mill. Unfortunately the aqueduct was demolished by a lorry some years ago but there are plans to reinstate it within the Master Plan as part of proposed traffic calming measures on Mill Road.

History

Cromford Mills consists of some 14 buildings built mostly between 1771 – 1790. Development began on site with the construction of the ‘upper’ mill (Building 18) together with an adjoining weavers’ workshop and some workers cottages on the opposite side of Mill Lane. It is documented that this first mill was operational in 1774. A ‘second’ mill was built further down Mill Yard in 1776. It was larger than the first mill but of similar design. It was destroyed by fire in 1890 and only the foundations, the wheel pit and the annexe remain.

In 1785 the weavers’ workshop was demolished, the ‘upper’ mill extended and a second water wheel added. It is thought that Building 17, and the ‘second’ mill annex (Building 1), were also built around this time. Although probably enclosed by a boundary wall, the southern perimeter and security of the site was further reinforced by the addition of a new

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warehouse, workshop and office buildings (Buildings 9, 10, 14, 15 and 16) towards the end of the 1780’s. In 1789 a curved plan building was built on the north edge of Mill Yard between the ‘upper’ (first) and ‘second’ mills. It is likely that this ‘barracks’ building was constructed to provide living accommodation for unmarried male mill operatives working remotely from their homes.

Following the rise of the cotton industry in Lancashire and the decline of cotton spinning in Cromford, a colour works was established on the site in 1921 but fires extensively damaged Building 18 (1929), and gutted the Barrack building (1961), which was subsequently demolished. Building 17 was also altered and additional building work undertaken within the Mill Yard. After more than 50 years the colour works ceased production and the site was put on the market.

The complex was acquired by the Arkwright Society in 1979, after the closure of the colour works, and over the last 30 years or so the Society has been gradually clearing the modern industrial buildings, restoring the leats and water systems and undertaking the conservation and reuse of the site’s historic buildings.

To the east, on the south side of Mill Road, is the terminus of the Cromford Canal which linked Langley Mill (on the Erewash Canal) to Cromford. It was not specifically built to serve Cromford Mills but was completed in 1794. The terminus comprises two arms (one which is fed from the Cromford Mill site) and has an attractive complex of buildings which have been converted into the highly successful Wheatcroft’s Wharf café, an artist’s studio, and a suite of meeting rooms (the Gothic Wharf).

Facilities

The main site has an informal gravelled car park to the east which has a capacity for some 90 cars. A second informal car park to the south of Mill Road can accommodate around 40 car parking spaces and is primarily used by tenants. Both car parks operate on a pay and display basis.

The majority of visitors park in the main car park and enter the site on foot through the wide main gate in the boundary wall. To the left of the main entrance are the Mill Yard Café (with its external picnic tables) and the toilets which are in need of upgrade. The site is free entry but there is no obvious reception point although The Shop in the Yard (next door to the

The visitors’ eyes tend to be drawn along the vista of the Mill Yard, naturally created by the continuous and impressive façade of 3/5 storey mill buildings, towards Buildings 17 and 18. The ground floors of these buildings are a mixture of retail units, a gallery and antiques centre and a temporary exhibition space: their upper floors are meeting/conference spaces and office lets. Orientation/interpretive boards, providing an introduction to, and layout of, the site, have recently been installed in various strategic locations on site.

Buildings 17 and 18 are currently vacant and semi-derelict and are enclosed with security fencing to deter access. Visitors walking the site use the central space and cross the watercourse overlooking Building 18 (informed by an interpretive panel). They are encouraged to walk along a raised walkway, past the foundations of the Barracks block at the foot of Scarthin Rock, to the remains of the second mill and its wheel pit which has an impressive fall of water. An interpretive panel tells its story. This walkway is currently a cul-de-sac and the visitor has to retrace their steps back to the bridge and then back along Mill Yard to the entrance.

Visitors are encouraged to take a tour led by a volunteer which includes the site and/or Cromford village (and on request Cromford Church, Cromford Canal and Willersley Castle). The site is also brought to life by an extensive programme of events

toilets) attempts to fulfil this role. An ice cream outlet has been created adjacent to the shop.

Immediately to the right of the main entrance is Building 1 which, until recently, was vacant. A temporary interpretive exhibition has been installed on the ground floor together with a second hand retail outlet, known as Arkwright’s Attic, which is successfully managed by Society volunteers and generates a steady annual income of around £10,000 per annum. Adjacent to Building 1 is Building 7 which includes a plant and flower shop and a Georgian costume maker.


throughout the year. Despite its relative lack of facilities the complex is impressive and has a real ‘sense of place’.

Cromford Mills has a complex user profile reflecting the nature of the mixed use site. This includes:

* Arkwright Society members (around 330) many of whom come regularly

* volunteers (up to 100) who come on a rota basis plus socially (in 2011 this generated 21,873 hours with each volunteer giving an average of 59 hours)

* businesses (the tenants which include shops, workshops, offices etc)

* local day visitors many of whom come very regularly

* event visitors attracted by the evolving events programme including World Heritage Site Discovery Days and Heritage Open Days

* staying visitors in the area attracted by guide books, promotional leaflets, World Heritage Site publications and websites

* people attending meetings, conferences, training courses, functions etc (in 2010/11 there were 616 bookings involving 10,915 attendees)

* school groups and other booked groups

* visitors to the businesses on site

* 40 full and part time staff.

The site is free entry and it is difficult to calculate exact user numbers. Existing visitor data is inconclusive:

* the current number of visits is probably around 100,000 but could be more

* there is a loyal visitor base with over 45% coming at least once a year and 26% coming 5 – 10 times per year

* almost everyone travels over 3 miles and 50% travel over 20 miles

* the majority come by car and stay between 1 – 2 hours

* they come for the scenery and walking (not necessarily the heritage) and when on site around 75% use the café/shop but less that 20% take a tour

* the site attracts an older clientele with 81% over 45 and 65% over 55

* the vast majority leave satisfied.

In order to increase visitor numbers, however, we need to:

* create facilities for family groups and young people

* increase the range and number of tours and widen and diversify the events programme

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Understanding the Existing Audience

At a macro level:

* there is a huge catchment of up to 10m people within 90 minute drive time

* Derbyshire attracts around 3.65m staying visitors and 31.6m day visitors per annum

* there are 22m visits to the north of the World Heritage Site (in Peak District National Park) and 7m visits (mainly business tourists) to Derby in the south

* the World Heritage Site has Heights of Abraham (c. 200,000 visits), Crich Tramway Museum (c. 90,000 visits), Gulliver’s Kingdom and the traditional destination of Matlock Bath on the doorstep

* the World Heritage Site currently attracts c. 500,000 visits

* the two largest attractions are currently shopping experiences

* Cromford Mills is the largest ‘heritage’ attraction which attracts around 100,000 visits per annum whilst Cromford Canal, on the other side of Mill Lane, is said to attract 250,000 walking visits annually to what is essentially an informal countryside destination

* the majority of visitors to the World Heritage Site are over 45 (with one third over 60)

* there is a sizeable education market of over 110,000 pupils in Derbyshire alone (plus a significant number of educational groups staying in the area on residential field trips).

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* establish a dedicated education service

* develop a reason for visiting : the Building 17 Gateway Centre will do this whilst the restoration of Building 18 will enable us to tell the story of Arkwright and the first water-powered cotton spinning mill in the world thereby providing an overarching reason to visit

* develop partnership projects with other attractions/facilities together with joint ticketing and ‘easy to use’ sustainable transport links

* increase our marketing and promotion

* convert existing first time visitors into repeat visitors (whilst also increasing membership of The Arkwright Society and our volunteers)

* take advantage of the different markets generated by the Youth Hostel Association should they become a partner on the site

* penetrate existing visitors to other attractions and facilities in the World Heritage Site who do not currently come to Cromford by attracting a proportion of visitors currently going to Heights of Abraham, Crich Tramway Museum and Gulliver’s Kingdom to come to Cromford

* attract visitors from Derby and the Peak District to travel along the Derwent Valley to visit Cromford Mills, and the Gateway Centre, and from there the wider World Heritage Site

* reach out to groups who would not normally visit countryside and cultural sites including young mothers and toddlers, young people, people without cars/unemployed, black and ethnic minorities and people with disabilities

* increase the level of local residents who visit on a regular basis

* reach potential rail passengers using the Derwent Valley Line from Nottingham, Leicester and Birmingham by targeted railway marketing.

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Access and Parking

At present there are four car parks which are used by visitors to the site:

* main car park that has around 90 car parking spaces

* ancillary car park adjacent to the Mill Managers House which has around 40 car parking spaces

* Gothic Warehouse car park adjacent to

the Cromford Canal (managed by Derbyshire Countryside Service) which has approximately 150 spaces

* Cromford Meadows which has informal free car parking related to Matlock Rugby Club, courtesy of the Keys Estate, and which has unlimited parking subject to weather.

The various reports relating to Building 17 envisage there will be up to 100 FTE jobs created in the managed workspace plus up to 50,000 additional visitors coming to the site to visit the World Heritage Site Gateway Centre. The latter will build up over 5 years. Although the site is open seven days a week between 9:00am – 5:00pm it is expected that a significant proportion of these ‘recreational’ visits will take place during the summer months and at weekends. Similarly, is expected that the majority of educational and tenant traffic will take place during office / school hours on weekdays.

In order to minimise the impact of traffic the Arkwright Society has:

* introduced pay and display ticketing in the two Society car parks (from July 2009)

* encouraged car sharing through its promotion and marketing

* incorporated details of bus and rail services on the Society website and in leaflets/publications.

Public transport services are good including:

* regular bus services along the A6, in Cromford village and along Mill Lane

* hourly train service between Matlock – Derby – Nottingham – Leicester stopping at Cromford station (10 minutes walking distance from the site).

We are also:

* promoting with appropriate agencies, and potential partners, the introduction of a shuttle mini bus service between Cromford Station, Cromford Mills, Cromford village, Masson Mill, Smedley’s Mill


and High Peak Junction as part of the development proposals for the enhancement of the site as a destination

* proposing to obtain more accurate user data including car park intelligence and through regular visitor surveys

* intending, as part of the phased development, to upgrade and rationalise the two Society car parks to make more efficient use of the space and thereby increase the number of available spaces.

Although not actually located on a designated cycle route at present, Cromford Mills is close to the High Peak Trail which passes to the south of Cromford village before terminating at High Peak Junction and Route 54 of the National Cycle Network (linking Derby to Ripley). It is proposed that Route 54 will continue to link up with the High Peak Trail / Cromford.

The site (and the existing car parking arrangements) have the capacity to accommodate the increased site usage generated by the managed workspace and Gateway Centre in Building 17. However, we need to look strategically at the access and parking implications of the future site development : this is discussed in Section 403.

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The Current Visitor Offer

Over the past 30 years Cromford Mills has developed as a successful heritage attraction which is focused on helping visitors appreciate the history and heritage of the site as part of the overall visitor experience.

Interpretation

This includes:

* an interpretive exhibition currently located on the ground floor of Building 1

* interpretive tours (including school groups) comprising an introductory talk with a PowerPoint presentation which starts in the exhibition in Building 1. In 2009/10 there were:

- 32 booked educational parties - 18 other groups (including local affinity - daily tours on request which were enjoyed by 3,507 people.

The tours (which take around 1 hour each ) include:

- the site - Cromford Village

and, on request, Cromford Church, Cromford Canal

and Willersley Castle

* 6 no. attractive interpretive panels strategically located around the site

* an extensive events programme.

Education

The Society offers schools a tour of the site, or Cromford Village, on a pre-booked basis. An introductory talk is given on the ground floor of Building 1 prior to an on-site visit. Activity Sheets have been produced which are used on the visit. However, we believe the site has significant educational potential and the Trust will be appointing an Education Officer funded through the World Heritage Site Gateway Project and producing extensive education resource materials. The Gothic Warehouse will be developed as a dedicated education centre.

The Society has established the Cromford Green Energy Project which offers pupils a unique and contemporary two day : two night residential course focused on energy, renewables and sustainability. Linked directly to the National Curriculum it aims to raise ‘energy literacy’ by introducing pupils to a range of energy types. This project includes the study of a hydro-electric scheme based at a corn mill in Cromford Village.

Events

The Society has been developing its events programme over the years. It ran a Climate Change Festival (2011) and an Arts Festival (2012) in addition to the annual Heritage Open Days (September) and World Heritage Site Discovery Days (October).

A number of weekend activities are planned throughout the year including traditional skills and craft events, re-enactments etc. The 2012 programme was the most extensive to date with over 100 events.

The Society also hosts the annual Phillip Whitehead


Memorial Lecture in conjunction with the University of Derby.

There is considerable opportunity to extend and develop this with a daily interpretive programme of tours, themed talks and activities. This will evolve through the Events Officer, in collaboration with the Volunteer Coordinator, who will be funded through the World Heritage Site Gateway project, and will be responsible for increasing the size of the corps of volunteers.

Retail

The Society commissioned Heritage Retailing to undertake an assessment of the retail ‘offer’. This identified that retail was provided in six locations but was not profitable and should be rationalised. Whilst the Society had a good retail team it lacked strategic thinking and carried too many product lines. It recommended that:

* the Shop in the Yard should be the primary retail outlet, integrating the former book/card shop, but requires more flexible display fittings and more focused shop stock

* the Christmas Shop is a real asset, bringing visitors at quieter periods, but it could hold Father Christmas events : further, it could be extended into an all year round operation with garden/horticultural sales in the Spring/early Summer

* Arkwright’s Attic is a valuable source of income and should continue to be operated by volunteers in the medium term.

However, there is real potential to also attract a group of specialist heritage retail units (which can become an attraction in their own right) including:

* blacksmith, working confectioners, arts/crafts, candle maker, dried flowers etc

* the garden shop (to complement the Christmas Shop)

* specialist food outlet related to local produce.

Catering

The Society commissioned Robert Read Associates to undertake a review of the catering operation which found that it was, overall, an excellent operation….good staff, good food and generating good operational surpluses. The menus are ambitious but prices are reasonable and the quality is very good. It identified, however, that there is room for improvement:

* poor signage and no marketing, promotion or customer feedback

* need to upgrade first impressions by

refurbishment and redecoration coupled with improving the ambience and overall environment

* potential to improve at the margins through cost control, portion sizes and selling price

* review menus and the ‘offer’

* monitor labour costs and enhance training

* undertake a full food hygiene and health and safety review.

Improvements to the above have already been made but other specific recommendations include:

* extend the Wharf Cafe by opening up the first floor and provide dedicated customer toilets

* consider introducing waitress service

* consider creating large meeting/function room for weddings, functions etc

* create a central production kitchen

* consider establishing a bistro and function room as part of the Building 1 restoration

* maintain ‘in-house’ operation.

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Understanding the Supporting Facilities

The Society also operates several other elements:

Meetings and conferencing business

There is a steady conference business year on year. The busiest months are September/October, March/April and June (all roughly have 10 bookings per month) with August and December the quietest

The average number of attendees/meeting is 18 – 20. 2010/11 attracted 10,915 attendees (a 14% drop on 2009/10 which can largely be put down to the economic situation).

A significant number take advantage of the catering facilities (with coffee and good quality buffet lunches).

Slinter Woodland

A Derbyshire SSSI landscape comprising ancient ash woodland and rich ground flora nestling in a valley of bygone industry.

Cromford Station

The Society lease the northbound platform buildings of the former Midland Railway Derby – Manchester line. Successfully converted into two office units and let.

Slinter Woodland and Dunsley Meadows


Dunsley Meadows

Local Nature Reserve which is a surviving part of ancient hay meadows and secondary woodland, scrub, fringe grassland and spoil from past mining activities.

Lumsdale

Beautiful wooded gorge of outstanding natural beauty located south east of Matlock which includes a concentration of at least 7 no. ruined stone mill buildings, clinging to the valley sides to take advantage of the plentiful water supply. One of the best examples of a water powered industrial archaeological site in Great Britain but with poor access.

The Lock Up

The former gaol in Cromford Village which includes a self contained office unit. Used for educational purposes. Office unit recently let as an art studio.

Tenants

The Society rents out a range of accommodation on the main site, and in other locations, to up to 30 different businesses. The accommodation is currently 100% let.

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Relationship with the World Heritage Site

Cromford Mills is seen as critical to the successful evolution of the World Heritage Site. The World Heritage Site Partnership have given full support to the restoration of Building 17 as its first priority to be the northern ‘gateway’ centre for the World Heritage Site and this is expected to open in July 2014.

The Partnership recognise and support the development of a southern ‘gateway’ at Derby Silk Mill as the next priority, with improved facilities in Belper North Mill being the third priority.

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So what does this tell us?

There is a recognition that Cromford Mills:

* should play a key role in the development of the World Heritage Site

* only 40% of the available space on site is currently occupied and income generating

* has the iconic Building 18, Arkwright’s first water powered cotton spinning mill which is said to be the birthplace of the modern factory system, its restoration telling the story of Arkwright and his contribution to the world is essential

* already attracts some 100,000 visits per annum with a far-from-perfect visitor ‘offer’ and has the potential with product development, marketing and visitor management to significantly increase its visitor numbers.

Further:

* Building 17, with its gateway centre and creative industries ‘hub’, will undoubtedly raise the image and profile of the wider site and the World Heritage Site as a whole

* the restoration of Building 17 means that there are only two major buildings left to tackle…Building 1 and Building 18 although the currently occupied buildings (Buildings 8, 9, 10, 14, 15 and 16) need refurbishment after 15-20 years usage (and minimum maintenance)

* the Society needs to attract further funding, including grant aid and private sector investment, if it is to create a vibrant and sustainable mixed use development

* it is widely recognised that successful mill conversion usually involves mixed use development for commercial and knowledge based industries and cultural and tourism attractions with complementary retail activities and (where appropriate) a residential component.

Within this context our vision for Cromford Mills is:

To create a multiuse sustainable heritage and cultural tourism attraction which reflects the key principles, and outstanding universal value, of the Derwent Valley Mills World Heritage Site.

Cromford Mills Buildings 14, 15 and 16


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What are the Potential Uses?

The current product mix is based around:

* heritage and tourism

* retail and catering

* meetings and conferencing

* offices with the ‘creative cluster’ of managed workspace for creative businesses to be incorporated in Building 17.

These uses are compatible with the site in planning terms and can be accommodated within the historic fabric of the buildings with minimum intervention. There is a strong case for building on what is an established business and:

* develop a major interpretive facility telling the story of the life, work and legacy of Arkwright

* improve the retail and catering offer and develop the functions business

* extend the meetings and conferencing business by establishing the site as a venue for leisure learning and functions

* maintain, and encourage, office lets and build on the Building 17 creative cluster with additional craft studio/workshops

* consider a residential component (potentially a youth hostel) supporting the leisure learning component or being used as self-catering in peak holiday periods.

Our market assessment therefore focused on these uses.

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Major Interpretive Facility in Building 18

The key disused building on the site is the iconic Building 18 which was Arkwright’s first water

Market assessment

powered cotton spinning mill constructed between 1771 - 1774 and considered to be the birthplace of mass production, and the factory system, which subsequently transformed the world. It was essentially a working laboratory and prototype on which Arkwright applied his ideas in practice.

It is currently an empty three storey shell with the ground floor having been subject to extensive archaeological investigation. Part of the building is supported by a steel frame structure. It had, at one time, been a five storey building until the upper two storeys were destroyed by fire.

Building 18 should be used for the purpose of celebrating the work, life and legacy of Sir Richard Arkwright. The ground level archaeology should remain exposed and be interpreted by means of an elevated walkway but the mezzanine and upper floors should be created and used for interpretive displays together with education and meeting facilities. The aqueduct should be reinstated and it would be appropriate to install a waterwheel to illustrate how water powered the machinery.

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Improving the Retail ‘Offer’

The Arkwright Society has already started to implement the Heritage Retailing recommendations. However, there is a need to:

* provide a retail facility as part of a welcome (reception) building (Building 7). It should be both the first and last ‘port of call’ as the visitor initially arrives on site and then, prior to them leaving, and returning to their car or other mode of transport

* develop a ‘deli’ type shop specialising in local produce as part of a diverse retail offer provided in Buildings 8, 9 and 10 whilst closely related to the café/bistro in Building 1. Having the opportunity to purchase quality food is an increasingly important part of an attraction ‘visit’ as illustrated at Harley Gallery, House of Bruar, Ludlow Food Centre, Hatton Country World and Chatsworth


* develop the ‘gateway centre’ retail outlet as the primary retail facility which should aspire to National Trust standards

* retain the Christmas shop but develop a complementary offer of a plant/horticultural centre to operate between January – July

* stimulate the introduction of complementary speciality retail in the ground floor of Buildings 14, 15 and 16 thereby creating a ‘street’ environment leading along the yard to Building 17

* supplement the ‘deli’ shop with regular Farmer’s Markets to take place on an events space to be created in front of Building 1.

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Enhancing the Catering ‘Offer’

We have already implemented some of the recommendations made by Robert Read Associates but there is potential to also:

* create a café/bistro in the Ground Floor of Building 1 with external seating spilling out onto the events space

* develop a ‘production kitchen’ to the rear of Building 1 and Building 7

* establish a functions suite on the first floor of Building 1 and develop the functions business

* enlarge the size of the Wharf Café by renovating the first floor accessed by a spiral staircase, enhancing the toilets and developing the outdoor terrace overlooking the canal

* introduce a café/tapas bar in the ground floor of Building 16 spilling into the Yard and taking advantage of the ambience created by the water courses.

This will provide an extensive, attractive mixed catering offer which will strengthen the site as a destination and meet the needs of the increasing number of visitors.

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Developing a Leisure Learning Component

The excellent conference and education spaces (with catering) are currently not used to their capacity all year round. The spaces, with the introduction of state of the art IT equipment, are ideal for adult learning and leisure learning. The track record of

Dillington House (Somerset) and the various centres managed by the Field Studies Council over many years are evidence that well managed and marketed facilities can be very successful.

It is difficult to measure the market demand for leisure learning (it tends to be supply led) but the evidence of other centres suggests that well managed and marketed courses with the programme developed ‘in house’, using external tutors, can be very successful.

We have the facilities and resources to develop an innovative programme without competing with the Derbyshire Eco Centre or other local arts based facilities (like Pear Tree Farm Guest House and Arts Centre at Lea Bridge).

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Craft and Art Studios/Workshops

Our research has concluded that:

* there is clearly demand for office, and studio, based ‘dry’ creative industries thereby supporting our Building 17 proposals and generating up to 100 FTE jobs (this has been borne out by the success of other similar centres including Friar Gate Studios Derby)

* whilst there is also a demand for artist studio/workshops their economic performance is much more influenced by the economic downturn. Artists have been contracting their spatial requirements and retreating back to home rather than pay for travel, rent and energy. This is coupled with the general public’s lack of propensity to buy art, jewellery etc in times of austerity. The level of rent that can be generated is limited and the risk of non-payment much higher than for other uses.

307

Residential Accommodation

We have considered the potential to introduce a residential component into the product mix. This could complement and service:

* the function business eg. weddings, dinners, parties, receptions etc being held in the function suite in Building 1

* leisure learning courses that last several days (held in the conference suite in Building 1)

* self-catering accommodation for visitors to the World Heritage Site.


In determining a potential residential component we have drawn on the experiences of other sites including Dillington House (Somerset) and New Lanark World Heritage Site.

There is limited self-catering accommodation in the area and high quality accommodation always attracts high levels of occupancy. We have consulted the Youth Hostel Association who has confirmed that it would very much like a presence within Cromford Mills. The YHA would be interested in developing:

* up to 80 beds in single, two and four bedded rooms with fully accessible showers and WC. They operate a ratio of 1:8 although with some en suite facilities

* a full catering and bar service

* a range of education/activity packages.

They seek to aspire to ‘Learning Outside The Classroom’ (LOTC) kite mark and minimum VisitBritain 3*** standard.

In the circumstances we propose to:

* renovate the Managers House and stable block (Buildings 24 and 25) and let as self-catering accommodation

* integrate the Youth Hostel Association proposal into the Master Plan, as part of Phase 1B of the development, using the upper floors of Buildings 14, 15 and 16

* establish a working relationship with Willersley Castle, and The Greyhound Cromford, in order to be able to provide accommodation to support residential based leisure learning courses.

308

Managed Workspace

Even in the current economic climate there is virtually no managed workspace available in the immediate vicinity (within 10 miles) although there is some, albeit low, demand. Where serviced accommodation does exist the standard tends to be below that proposed for Cromford Mills. In particular:

* our on-site Creative Cluster Manager will be able to facilitate a ‘business community’ atmosphere by providing introductions and encouraging networking between tenants

* tenants will be able to use the meeting rooms, conferencing, café and catering facilities already established at Cromford Mills

* car-parking facilities are good

* the setting in terms of the character buildings and adjacent countryside is an attractive attribute although some businesses see a location away from an established commercial centre as a disadvantage

* Cromford Station, and road access via the A6, is reasonable although not as attractive as a location with a main line station or motorway link

* smaller start up businesses see being within a cluster as an attractive opportunity

* the support services to be provided appear attractive to smaller businesses

* the need for good IT facilities within the managed workspace is essential

* flexibility of rental terms, the space occupied and the rental cost, are key factors in choosing office accommodation

* access to catering and to meeting rooms (with links to universities and colleges) is a real advantage.

Cromford is not regarded as a strong office location. We are, though, greatly encouraged by an increased awareness from a range of businesses that are looking at the Derwent Valley as a corridor for increased business activity. We do not see any negative property drivers impacting on future demand for office space in Cromford. Our current 100% occupancy bears testimony to this. Indeed, as Matlock’s Town Centre Masterplan moves forward creating a broader range of commercial services in the nearest major centre to Cromford, we can only see Cromford’s appeal growing.

309

Conclusion

Having reviewed the market for the potential uses that could be incorporated on the site we are able to consider the options and establish a preferred option.

Watercourse and sleuth mechanism looking towards Cromford Mills Buildings

1 and 7 (left), 8, 9 and 10 (right)


401

What are the Potential Uses?

Despite the considerable progress made in restoring the site since 1979 the pace of restoration has slowed as capital funding has become more difficult to access. Whilst the historic buildings have been stabilised, thereby reducing the risk of their loss through dereliction, of the 80,000 sqft of listed historic building space on the site only 39,000 sqft is currently in use (48%) with the remainder being empty and (mostly) internally derelict. Unfortunately the empty buildings include those of most historic and physical significance : Buildings 1, 17 and 18.

We have reached a critical stage in our development. Although some of the buildings are occupied and generating revenue, either as rents or through appropriate use, the income is insufficient to generate self-investment in the site and, worse, is insufficient to cover the maintenance costs of the built fabric and, in particular, those which were the subject of major fabric repairs in 2004/5. For example, the external joinery of these buildings needs redecoration but funding is unavailable to cover the cost.

The Building 17 project represents a major opportunity, both by enabling public access into one

What are the options?

of the most important heritage assets on the site but also by the creation of the World Heritage Site ‘gateway’ centre which will provide a high quality introduction to the World Heritage Site as a whole. It is a critical step in securing a sustainable future for Cromford Mills without it being continuously reliant on external sources of capital and revenue funding even if such funding were to be available.

Our analysis has led to the preparation of three development options for the site. These options (A, B and C) were presented to the Trust and have been evaluated using a SWOT analysis (strengths, weaknesses, opportunities and threats). From this a preferred option (Scheme D) was developed which addresses the shortcomings of Options A, B and C and incorporates some flexibility in the reuse of the core buildings to enable the Trust to ‘tailor development’ to reflect the future demands and requirements of the visitor and commercial market.


402

Preferred Option

Option D is illustrated on Drawing 232044/247 (right).

We have included plans (and a cross section) illustrating the potential use of the upper floors of the key buildings together with a plan showing the preferred 80 bed option for the proposed YHA facility.

* enhanced entrance and car parking

* retaining and extending the Wharf Café (by developing the first floor and providing toilets) with external seating and an artist studio

* developing the Gothic Warehouse as a fully accessible heritage learning ‘hub’

* creating an attractive entrance and visitor ‘welcome centre’ with main reception, welcome, orientation and retail in Building 7

* using Building 1 as the primary restaurant/bistro with external seating in front and production kitchen and toilets to the rear

* establishing an events area in front of Building 1 which could include regular farmer’s markets

* establishing a function and conference suite on the first and second floors of Building 1 with the Arkwright Society offices above

* developing a delicatessen/farm shop and associated retail in Building 8, 9 or 10

* retaining the Christmas Shop on the ground floor of Building 14 but also using it as a plant/horticultural centre from January – July each year

* developing a series of small speciality units on the ground floor of Buildings 15 and 16 including a café/wine bar and external seating

* using the upper floors of Buildings 14, 15 and 16 as a youth hostel serving the leisure learning facilities, conferencing and as holiday accommodation

* establishing the World Heritage Site ‘gateway centre’ and creative cluster in Building 17

* developing an Arkwright/Cromford Mills interpretive exhibition and museum on the ground and mezzanine floors of Building 18 with additional conference/meeting space above

* using Buildings 24 and 25 as self catering accommodation (B24 potentially as a themed Georgian/Regency property)

* extending the elevated viewing platform and providing a staircase link back into the Mill Yard adjacent to Building 7

* renovating Building 21 to create an accessible Arkwright archive

* rationalising the Arkwright Society administration, welfare and maintenance facilities (including a base for volunteers) on the top floor of Building 1

* restoration of the aqueduct and introduction of a waterwheel.


403

Access and Parking

The landscape setting of Cromford Mills is a key

attribute inseparable from the architectural fabric

and industrial heritage. We aim to enhance the

car parking provision with minor extension of the

existing facilities coupled with landscaping.

The main car park, just east of the Mill Yard, is

currently informal with parking areas laid out haphazardly and cars occupying oversized spaces. We believe it is possible to increase the current capacity by up to 20%.

The parking will be buffered from the main entrance by planting so that cars are less visually intrusive. A tree lined pedestrian avenue is proposed to improve visitors ‘first impressions’ on arrival and to create a pleasant, ambient approach route.


404

Achieving an Integrated Approach to Parking

It is important for the Arkwright Society, Derbyshire County Council and Keys Estates, to work closely together to establish an integrated approach to future car parking provision. At present the meadows provide extensive free parking and it is an ideal safety valve on busy days. Nevertheless, people still park on Mill Road which can cause bottlenecks and a safety hazard. It is important to agree a common approach to charging, parking fees and management. This needs to be linked to traffic management measures along Mill Road (see 405 below).

There is no doubt that there is adequate car parking capacity in the medium term particularly when related to the increased use of public transport (including the potential shuttle bus) together with the extensive network of walking and cycle routes along the Derwent Valley.

405

Transformation of Mill Road

The comprehensive regeneration of Cromford Mills and the Canal Wharf requires a safe route across Mill Road. Mill Road is an important link from the A6 at Cromford to Lea Bridge, Holloway and Crich and also provides a secondary route into Matlock through Starkholmes. It is a busy and well used road and vehicles often travel at speed past Cromford Mills.

The County Council commissioned W.S. Atkins, as long ago as 2002, to develop proposals to enhance the road link between Cromford Station, the A6 and into Cromford village. The study identified that:

* it is a distance of 870m

* it has intermittent footpath provision of various lengths and poor lighting

* there should be a continuous footpath from Cromford Station to Cromford village to aid pedestrian safety and encourage more visitors to travel on foot and by public transport

* it should, ideally, incorporate a leisure footpath link from the station through the meadows which would require a freestanding footbridge over the River Derwent adjacent to the railway bridge

* it would be necessary to narrow the road in places to accommodate a 1.5m continuous footpath

* there is a key pinch-point at the road bridge across the River Derwent

* there is a need to ‘traffic calm’ the area adjacent to Cromford Mills including the bend under the aqueduct (once reinstalled).

For various reasons the original recommendations were not implemented but it is important for safety and environmental reasons that the proposals are now reconsidered. The road is the responsibility of Derbyshire County Council and, whilst the Arkwright Society can play its part in enhancing the environment of the road, it would not be reasonable for the Society to take the lead.

Since 2002 there have been significant changes in


approach in the way streets are designed in order to reduce vehicular speed and create an attractive environment for vehicles and pedestrians to co-exist. The Dutch have successfully pioneered the concept of ‘Woonerfs’ : streets for living which are high quality spaces in which drivers are made to feel like guests and modify their behaviour with tree planting in the right of way, eliminating sightlines, pavements and the road surface integrated with intricate paving patterns so that motorist speed is subtly reduced to walking pace.

This has been taken further in the improvement to Kensington High Street by the London Borough of Kensington and Chelsea. The objective for Mill Road should be to retain the historic feel of the

lane whilst creating an environment with different paving patterns that blur the distinction between the pavement and the road whilst highlighting natural crossing points between both sides of the road.

406

What will this Achieve?

With the phased development of the site as described above it would not be unreasonable to assume that we will attract up to 250,000 visitors per annum which will reinforce our position as the primary visitor destination within the World Heritage Site.

Ground Floor: Reception / Support Accommodation

First Floor: 48 Beds

9 nos 4 bed rooms 1 nos 6 bed room 2 nos 2 bed room 1 nos accessible / 2 bed room

Second Floor: 32 Beds

7 nos 4 bed rooms 2 nos leader rooms / 2 bed rooms Arkwrights Lounge - Kitchen / Living Games Space

Total: 80 Beds

Buildings 14, 15, 16

Site plan scale 1:2500

Looking towards Cromford Mills Building 18


501

What are the Priorities?

We have devised a phasing strategy which reflects our existing commitments.

Phase 1

This is focused on the delivery of the Building 17 Creative Cluster and World Heritage Site Gateway Centre and the integration of the development, and the projected increase in visitor numbers, into the existing infrastructure. We have broken down Phase 1 into:

* Phase 1a which includes the restoration of Building 17 coupled with the renovation of the Gothic Warehouse as the dedicated two storey education centre.

It is envisaged that up to 50,000 new visitors will come to the gateway and this will put significant pressure on the existing visitor facilities but, in particular, the visitor welcome, orientation and information, the toilets, the retail, the catering operation and parking. It is essential we bring forward specific facilities to ‘plug the gap’.

* Phase 1b, therefore, includes the restoration of Building 1 as a high quality restaurant/bistro on the ground floor with new build production kitchen to the rear, meeting/conference/ function facilities on Floors 1 and 2 and office accommodation on the upper floor for use by the Society. In addition, it will be important to create the high quality visitor ‘welcome’ complex including visitor orientation in Building 7, re-locating retail provision from there to Buildings 8, 9 and 10.

This will be augmented with upgrading the Mill Yard, including an events area outside Building 1, linking the existing viewing platform back with The Yard adjacent to Building 7 and the enhancement of the overall car parking provision on both sides of Mill Road.

In addition, we propose:

* renovating, in partnership with the Youth Hostel Association, the upper floors of Buildings 14, 15 and

Priorities, phasing and captial costs

16 to create an 80 bed youth hostel

* renovating the ground floors of Buildings 14, 15 and 16 after 20 years of use to create a lively street environment with a series of speciality retail units including the Christmas Shop/Garden Centre and a café/tapas bar.

Phase 2

Seeks to strengthen the overall product with:

* the expansion of Wheatcrofts Wharf Cafe by developing the first floor linked by a spiral staircase and improved toilets

* the conversion of the Mill Manager’s House and stables (Buildings 24 and 25) into high quality self-catering accommodation

* the renovation of Building 21 to create The Arkwright Society archive with appropriate environmental control.

Phase 3

This is the restoration of the last key building – the First Mill Building 18 – to create a heritage facility in which we will tell the story of the life, achievements and legacy of Arkwright. This is linked to the replacement of the aqueduct and the installation of a waterwheel which, in turn, relates to the proposed traffic calming proposals along Mill Lane.

We will also undertake any further refinement of the Society management and maintenance operations including establishing a base for volunteers.


502

Phased Cost Plan

We have set down the phased indicative cost plan:

Building Current Use Proposed Use Total Cost (£/1000’s)

Phase 1A

B17 Ground – 4th floors vacant Ground WHS Gateway 1st - 4th Office 3,370

Gothic Warehouse Ground and 1st Conference / Exhibition

Ground and first floor Education 280¹

Phase 1A: £3,650

Phase 1B

B1 Ground – 3rd floors vacant Ground Restaurant, 1st Function Suite, 2nd Conference, 3rd Arkwright Society offices

1,280

New build - Kitchen and WC’s 300

B7 Retail Visitor welcome, reception 300

B8/9 Kitchen, restaurant and wc’s Farm shop / delicatessen and upgraded WC’s 210

B10 Ground retail 1st and 2nd Office

Ground retail 1st and 2nd Office

400

General site landscaping

- Mill Yard surface improvements, furniture, lighting, signage etc

875

Car parking Car parking Car parking - resurfacing, pedestrian routes, tree removal, fencing, lighting and CCTV

400

Viewing platform Viewing platform Viewing platform – new steps at north end 60

B14 Ground retail 1st and 2nd Office / meetings / conferencing

Ground retail 1st and 2nd YHA accommodation

725


Ground retail 1st and 2nd YHA accommodation

465


Ground Retail, access to upper floors and cafe 1st and 2nd YHA accommodation

1,100

Phase 1B: £6,115

Phase 2

Wharf Cafe Ground Café and 1st Vacant Ground and 1st Cafe 160

B25 Mill Manager’s house

Ground and 1st Offices Self-catering accommodation 305

B24 Stable block Ground and 1st Offices Self-catering accommodation 204

B21 archive Office - vacant Archive – ground floor office, first storage, climate control, fire proof storage etc

450

Top yard Access and parking Access and parking – resurfacing, lighting 150

Phase 2: £1,305

Phase 3

B18 Ground – 2nd floors vacant (1st floor missing)

Ground and 1st Arkwright Exhibition 2nd Conference

4,100

Interpretation 1,500

Aqueduct - Restoration of aqueduct and introduction of water wheel

1,000

Phase 3: £6,600


503

Conclusion and Next Steps

This report provides a clear vision and Master Plan for the comprehensive restoration and regeneration of Cromford Mills. It identifies how each building should be used and suggests a phased approach reflecting existing commitments.

This Master Plan is a strategic document for The Arkwright Society but will evolve over the years as

Total Cost (£/1000’s)

Total phased cost (£/1000’s) £17,670

33% Contingency for items not included in priced cost plan 5,830

Sub total £23,500

Contingencies @ 10% 2,350

Sub total £25,850

Professional fees @ 18% 4,655

Site investigation, archaeology, ecology etc 500

Sub total £31,005

Interpretation - say 2,500

Sub total £33,505

Inflation - say 10 years - 20% 6,700

Sub total £40,205

VAT % 20% 8,040

TOTAL INDICATIVE COST (£/1000’s) £48,245

¹ The fitting out of the ground floor as an Education Centre is a requirement of the HLF grant for the B17 project. However, no capital costs for this element were included in the HLF budget so alternative funding sources will need to be identified.

opportunities arise. It will be reviewed annually by the Board and modifications will be made to reflect the progress during the previous year.

Cromford Mills is an iconic site of international importance. We should not underestimate what has been achieved by The Arkwright Society over the last 30 years or so but to date only 40% of the site has been restored. This Master Plan provides the route map to achieve the restoration and regeneration of the remainder of the site which will ensure its long term sustainability.

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www.arkwrightsociety.org.uk

AT S IR R ICHARD ARKWRIGHT’S CROMFORD MILLS

The Arkwright Society Ltd. Registered in England. Company no. 1630237. The Arkwright Society is a registered charity (no 515526) concerned with Education and the conservation of

Industrial Heritage. Registered with Entrust as an approved Environmental Body (no. 384033). Cromford Mills are part of the Derwent Valley Mills World Heritage Site.

Registered Office: Sir Richard Arkwright’s Cromford Mills, Mill Lane, Cromford, Matlock, Derbyshire, DE4 3RQ.

Sir Richard Arkwright’s Cromford Mills, Mill Lane, Cromford, Matlock, Derbyshire, DE4 3RQ Tel: 01629 823256 Fax: 01629 824297 Email: [email protected]

cromford mills master plan executive summary · 2016-08-24 · 101 introduction following a change...

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