motherwell town centre - North Lanarkshire Council
Transcription
motherwell town centre - North Lanarkshire Council
December 2013 town centre framework motherwell town centre www.northlanarkshire.gov.uk/Motherwellconsultation 1. Health Check KKKK 2. Framework KKKK 3. Action Plan Motherwell Town Centre Framework Contents 1: Introduction 2: Context 3. Key Issues, Opportunities and Challenges 4. Vision and Guiding Principles 5. Towards Action 1 1. Introduction 1.1 Town centres are of long standing importance to the communities they serve. However, many centres are currently in decline, affected by the economic recession and changing lifestyles including a change in shopping habits with growth in on-line retailing and continued competition from out of town centres, city centres and supermarkets. 1.2 North Lanarkshire Council seeks to work with its partners, local businesses and the wider community to develop, manage and promote North Lanarkshire’s town centres as a focus for economic and social activity as guided by national policy and local policy, good practice and the local community’s requirements. 1.3 It is within this context that a framework and associated action plan has been prepared for Motherwell town centre to build on the physical improvements delivered through the previous town centre action plan (2005) and to help guide and facilitate town centre change and management over the next ten years. 1.4 Working in partnership we aim to build on the success of the Motherwell Town Centre Action Plan 2005 which delivered physical improvements and development including: • refurbishment and upgrading of the pedestrian underpass links to the town centre; • three phases of streetscape works and traffic management improvements; • new park and ride car parks; • Greenlink routes to the town centre; and • the construction of Dalziel Buildings providing new office accommodation. 1.5 This framework and next generation action plan are broader in scope than the 2005 plan, covering not only physical development and proposals but including the activities of town centre management, business support, marketing and promotion. They also seek to provide a strong basis for developing a true partnership approach to managing and developing the town centre. The aim of this framework and associated action plan is to facilitate coordinated action by the Council, its partners, local businesses and residents to increase Motherwell’s resilience to future change and sustain it as a viable and successful centre. 2 2. Context Policy 2.1 This framework sits within the planning policy context of the Scottish Government’s Scottish Planning Policy (SPP); the Glasgow and Clyde Valley Strategic Development Plan (GCVSDF) and the North Lanarkshire Local Plan (NLLP) with links to the following regional and local strategies and plans: • • • • • • North Lanarkshire Council Draft Local Economic and Regeneration Strategy 2014 - 2017 Designing North Lanarkshire North Lanarkshire Council Local Transport Strategy North Lanarkshire Council Corporate Plan North Lanarkshire Council Local Housing Strategy North Lanarkshire Single Outcome Agreement and Community Plan NATIONAL National Planning Framework 2, Scottish Planning Policy 2.2 2.3 2.4 REGIONAL Glasgow and Clyde Valley Strategic Development Framework LOCAL North Lanarkshire Local Plan TOPIC Motherwell Town Centre Framework and Action Plan Scottish Planning Policy The challenges facing town centres are widely recognised at a national, regional and local level. Scottish Planning Policy supports town centres as a key element of the economic and social fabric of Scotland. Through frameworks and action plans developed at the local level within the context of the local development plan Scottish Planning Policy encourages the development of town centres as accessible places where a diverse mix of uses contribute to the character and strengthen the identity of a centre. A Scottish Government commissioned review of the wider role and function of town centres presents principles and actions to tackle common issues and support positive action at a local level. The recommendations, as presented in the reports “Community and Enterprise in Scotland’s Town Centres” and “Town Centre Action Plan – the Scottish Government response” are based around the themes of: Town Centre Living; Vibrant Local Economies; Enterprising Communities; Accessible Public Services; Digital Towns; and Pro-active Planning. Glasgow and Clyde Valley Strategic Development Plan Motherwell town centre forms part of the Network of Strategic Centres within the Glasgow and Clyde Valley region, identified in the Strategic Development Plan as a centre with civic and community, employment, 3 education, retail and business functions. 2.5 The focus of the Network of Strategic Centres is the protection and enhancement of urban centres beyond Glasgow City Centre, with a channelling of investment to: • secure their respective roles; • improve their quality of offer, public realm, diversity and environment; • continue their sustainable accessibility. 2.6 Ravenscraig, the former steel works site to the east of Motherwell town centre is the focus of major redevelopment in the Motherwell area being identified in the Glasgow and Clyde Valley Strategic Development Plan (GCVSDP) as a strategic economic investment location as well as a strategic centre. 2.7 Motherwell is sited in the south east of the Glasgow conurbation close to Bellshill, Hamilton, Wishaw and the proposed new town centre at Ravenscraig. Its location at the junction of the west coast rail line and the Glasgow to Lanark line and its close proximity to the M74 provide good access links to the north and south, Glasgow, Edinburgh and the wider central belt. 2.8 Like many Lanarkshire towns, Motherwell changed rapidly during the industrial revolution from a small collection of farms to a centre of iron and steel production. Although production of steel plate continues at the Dalzell plant, the closure of Ravenscraig in the early 1990’s marked the end of steel making as the main driver of the Motherwell and wider Lanarkshire economy. While there has been significant regeneration in the wider Motherwell area since, the focus for new office and industrial development has been in out of town business parks from which the town centre has not directly benefited. 2.09 Although Motherwell is the second largest of the North Lanarkshire town centres after Cumbernauld, competition from other town centres such as Hamilton and East Kilbride, Glasgow city centre and out-of-town centres including the Glasgow Fort and Glasgow Forge that can command expenditure from larger catchment populations have made it difficult for it to reach a size sufficient to attract retailing investment the level of population might otherwise justify. Role and Characteristics 2.10 Data and trends A Health Check of Motherwell town centre and socio economic review of the wider Motherwell area have been undertaken to inform the preparation of this Framework and to provide a baseline for future monitoring of the accompanying Action Plan. 2.11 The population of the Motherwell area (Motherwell North, Motherwell West and Motherwell South East and Ravenscraig wards) at 45,700 accounts for around a sixth of North Lanarkshire’s total population. While the proportion of working age residents is similar to the North Lanarkshire and national figure, in contrast, there is a greater proportion of children and young people and a smaller proportion of residents of pensionable age. 2.12 The number of employees in the Motherwell area in 2011 accounted for a sixth of North Lanarkshire’s total employee base with a third employed in the health sector 4 (17%) and public administration(16%) combined. In recent years the employee numbers have contracted at a greater rate than compared to North Lanarkshire as a whole and Scotland. In contrast to the national trend of increasing part time employment in the Motherwell area part-time employment has decreased more than full-time employment. 2.13 2.14 2.15 For the period 2008 to 2012 the unemployment rate for the Motherwell area was higher than that for North Lanarkshire and Scotland, reaching 6.6% in 2012. Youth unemployment is a particular issue accounting for just under a third of all claimants in the local area. Physical Layout Motherwell town centre is characterised by its redevelopment in the 1970s and 1980s. The main retail area is located in the Brandon Centre, a low rise, flat roofed development which sits between the two railway lines and ring road. As shown in the diagram 1 below, retail and commercial uses extend out from the central parade, east into Merry Street and the pedestrian precinct of Brandon Parade East, north along Muir Street towards the railway station and south along Brandon Street/Windmillhill Street to the town’s civic centre, theatre and concert hall. Further civic buildings, including the listed library, heritage centre and former town hall lie to the north west of the main shopping area within the Hamilton Road Conservation Area. Diagram 1 2.16 The ring road and the railway lines create significant barriers to movement within the town centre. This issue is compounded by the design of the Brandon Centre and its poor physical relationship to the rest of the town centre. These elements have a significant impact on the physical form and character of the town, 5 effectively segregating the central shopping area from the rest of the town centre. 2.17 Brandon Tower, a multi storey block of flats, adjacent to the Brandon Shopping Centre accommodates the majority of the town centre’s residents. Additional isolated pockets of residential accommodation are located throughout the town centre, many experiencing low levels of amenity. Residential areas bound the town centre to the north, south and west. Motherwell Cathedral lies to the east of the town centre with the area beyond, between the town centre and Ravenscraig, being predominantly industrial in nature. 2.18 The remaining Victorian buildings in the town centre together with recent works to upgrade the streetscape present attractive approaches from the west and north. The towers and spires of churches and other landmark buildings are a significant feature of the town’s skyline. 2.19 The barrier effect of the ring road is greatest in the area to the south and east of the Brandon Shopping Centre where the space is dominated by the road layout and car parks, cutting off the civic centre and shops and facilities on Brandon Street / Windmillhill Street from the rest of the town centre. 2.20 2.21 Development Opportunities There are several gap sites located in and around the town centre, with only a couple on the edge of centre being long term vacant. While none of them impact greatly on the appearance of the town centre due to either their location or screening, in some cases they are having a negative impact on the character and amenity of the immediate area. The low number of gap sites and their location is such that they can generally be viewed positively in terms of the development opportunity they offer rather than being an indication of decline. Accessibility The train station is located immediately to the north of the main shopping area with the main pedestrian approach recently upgraded and park and ride facilities improved through the 2005 Action Plan. Centrally located bus stops provide good access into the town centre and are well used. A greenway link provides an off road walking and cycle route into the town from the north and east. 2.22 A positive feature of the Brandon Centre is good pedestrian access throughout the central shopping area with pedestrian links to the nearby car parks, train station, bus stops and shopmobility service. 2.23 While the ring road provides relatively easy access to the majority of the town centre car parks it presents a barrier to pedestrian movement both into and through the town centre with underpasses providing the main means of access for pedestrians. 6 Diagram 2 2.24 Town Centre Activity While shops and services account for the greatest proportion of total occupied floorspace in the town centre there is a significant office presence. A fifth of the total occupied floorspace is offices. This is similar to that in Cumbernauld and significantly greater than the other North Lanarkshire town centres. 2.25 As recorded in the Council’s town centre outlet survey 2012, the majority of the retail floorspace in Motherwell is occupied by non food shops selling comparison goods such as clothing, shoes, household items. As could be expected the proportion of non food to food retail floorspace is greater in Motherwell than in the nearby smaller centres of Bellshill and Wishaw however the proportion in Motherwell is significantly greater compared to the other larger centres of Cumbernauld and Coatbridge. 2.26 Shops are concentrated in Brandon Parade South with services (such as hairdressers, travel agents, banks, solicitors, estate agents) mainly located in the adjacent streets of Brandon Street / Windmillhill Street, Muir Street and Merry Street. Accordingly small units tend to dominate the town centre in streets outwith the Brandon Centre. Overall the town centre offers a good range of unit size and is able to accommodate a mix of national and independent retailers and businesses. 2.27 The impact of the recession and general decline in town centre shopping does not seem to be impacting on Motherwell, in terms of the number of vacant units, to the extent it is in many other town centres. The range in unit size and age provides the flexibility to accommodate a mix of both independent traders and large multiples. Recent shop closures have been off set by the opening of new 7 stores with a reduction in the number of vacant units since 2011 and a vacancy rate lower than the national average both in terms of units and floorspace. Vacant ground floor units are scattered throughout the centre rather than being concentrated in any particular area. This is true of both recently vacant units and those that have been vacant for more than two years. 2.28 The vacancy level for upper floors is significantly greater than that for the ground floor. The majority of vacant upper floorspace was previously in use as offices with around 70% being in buildings which are still in office use and thereby in general not suitable for alternative uses. The remaining vacant upper floorspace however is in buildings which could more readily lend themselves to conversion to residential use. 2.29 The general profile of pedestrian footfall shows a gradual increase in activity throughout the spring and summer months with a slight decrease in autumn and a marked decrease in the winter months following Christmas (source: Town Centre Activities). There was a slight increase in daytime footfall between 2010 and 2011 followed by a 5% decrease in 2012. By contrast pedestrian activity in the evenings increased by 5% from 2010 to 2012. Evening footfall however is much lower at around a twelfth of the daytime average. 2.30 There has been an increased Police presence in the town centre since the 2011 with the introduction of Police Constables who focus on the town centre. Local priorities as identified in the Police Scotland Multi Member Ward Plan for Motherwell 2013 are to reduce: drunk and disorderly behaviour; drug use and drug dealing; assault and violent crime; and housebreaking and theft. 2.31 Perceptions Positive aspects of the town centre expressed through consultation events and surveys included: the levels of activity in the town centre; relatively few vacant shops; the community spirit; the compact form of the centre; its function as a business and civic centre as well as a shopping centre; good access and free parking. 2.32 The number of issues raised were significantly higher than the positive aspects and include: o poor image, poor design and the removal of local features; o a poor range of shops; o lack of housing and leisure facilities; o lack of parking for commuters, lack of on street parking and traffic congestion; o the uncertainty created by the redevelopment of Ravenscraig and the proposed new town centre; o lack of Council leadership; o the inward looking nature of the town centre; o the lack of activity / loss of community feel after 5.30pm 2.33 In terms of what would encourage people to use the town centre more, or at all, the following were identified by residents and town centre users surveyed: o a greater choice of shops; 8 o o 2.34 more leisure attractions; a more attractive environment. The perception of businesses as to the attraction of Motherwell as a place to do business is mixed. Some feel there are advantages including: good access; a community feeling; free car parking; local and repeat customers; high footfall mid week and a good customer catchment. While others feel there are no advantages raising issue with: the lack of variety and poor quality of the overall retail offer; lack of parking; shop lifting and anti social behaviour. There is concern over past changes in the town centre which it is felt have lead to a reduction in the number of retailers and lower customer footfall and an ongoing lack of consideration of retailers needs and poor communication from the Council. Competition from the development of a new town centre at nearby Ravenscraig and the uncertainty over the timescale for its development are also seen as issues compounding difficult trading conditions and affecting the future viability of Motherwell town centre. Q1 – Have we missed any key points? 9 3. Key Issues, Opportunities and Challenges 3.1 The following is a summary of key points from the health check and consultation events. 3.2 Developing the Town Centre Role and Increasing Activity Motherwell town centre is characterised by strong community loyalty and community spirit with local and repeat customers and relatively high footfall on weekdays. It has amenities other than retail to attract visitors to the town, including the Theatre, Concert Hall, Aquatec, Heritage Centre, Motherwell FC, Strathclyde Park, Health Centre, Civic Centre. 3.3 The presence of office accommodation together with the town’s established role as a civic and administrative centre generate significant levels of activity which have helped increase the town’s resilience to the national decline in High Street retailing. It is important however that public services remain in the town centre and also that new businesses are attracted in to diversify the employment base and increase employment opportunities. 3.4 While the impact of the recession and general decline in town centre shopping does not seem to be impacting on Motherwell to the extent it is in many other town centres in terms of the number of vacant units, the poor quality and limited range of the retail offer is an increasing issue, identified by traders and shoppers alike. 3.5 With approximately a quarter of available upper floorspace currently unoccupied this presents an issue to be addressed but also an opportunity for increasing the number of residents in the town centre through converting upper floors to flats. 3.6 The impact of high unemployment and deprivation in the Motherwell area and its affect on the role and function of the town centre needs to be recognised. As does the role of the town centre in providing services for its local population and for those who do not have the choice to travel to other centres. 3.7 The range and choice of shopping will never compete with that of city centres but that is not to say Motherwell town centre does not have an important role to play in serving its local community as a shopping centre as well as a civic centre, business centre and a place for entertainment and leisure. Survey responses highlighted the lack of shelter as an issue and a strong desire for the central parade of the Brandon Centre to be covered over. 3.8 Challenges • Managing the contraction of retail while building on the quality of the offer. • Encouraging diversification and establishing a strong but complimentary role to that of existing larger retail centres and the planned new centre at Ravenscraig. • Creating the right environment to encourage and enable local solutions to keep the town centre relevant. • Balancing aspirations against achievable goals with regard to the range of the retail offer. 10 • • 3.9 Managing increased evening uses to ensure acceptable levels of amenity can be sustained for town centre residents. Ensuring public services and facilities remain in the town centre. Ensuring Accessibility Pedestrian priority within the Brandon Centre is a positive aspect of the purpose built shopping centre which during the day provides a pedestrian friendly environment for shoppers with good links to car parking, public transport and the shop mobility service. However, in the evening when the shops are shut there is little activity or natural surveillance in the central core. This has a significant influence on the character of the town centre in the evening and movement through it. 3.10 A significant population in the Brandon Tower sited in the centre of the town has a positive impact on the vitality of the centre. However access to the tower and the quality of the environment is an issue for residents as are the levels of amenity experienced by other residents in the few properties and flats located in isolated pockets throughout the town centre. 3.11 In general the town centre car parks are sited within easy access of the shops, particularly in the central shopping area with good pedestrian links. Lack of parking in general but particularly on street parking is seen as an issue by traders. While the good local rail and bus services are a strength they also provide the opportunity for the local population to readily access competing town and city centres. The recent loss of traffic wardens is leading to increased illegal parking with a detrimental effect on traffic flows and servicing of shops and businesses. 3.12 Challenges • Achieving a balance between providing for the car and access through the town centre and creating a people friendly place. • Managing traffic and parking. • Increasing trips by walking, cycling and public transport with the associated environmental and health benefits. • Improving the layout of and pedestrian access through the town centre to encourage greater pedestrian movement between the main civic and retail areas. • Improving pedestrian links into the centre both from attractions on the edge of the centre and the adjacent residential areas to capitalise on the compact nature of the town. 3.13 3.14 Enhancing the Environment While the recent streetscape works have enhanced the approach to the centre from the west, improved the link to the train station and improved access and the environment for pedestrians in Merry Street, further action is needed to address issues of poor physical appearance in other areas of the centre and reverse the negative image still held by many. The town’s image remains linked to its industrial past and subsequent decline with a new identity and role yet to be widely recognised. Continuing capital improvement is needed to ensure the town centre feels modern and attractive. The railway line and ring road present a significant barrier to movement in and around the town centre and heavily impact on its urban form. The Civic centre 11 and leisure amenities lie detached from the central area across the ring road. The design, quality and location of new development is key to strengthening the town’s form and character and to reducing the negative physical impact of the ring road to better integrate Brandon Street / Windmillhil Street with the rest of the town centre. 3.15 Joint action is needed to better develop, define and promote the attractions of Motherwell town centre and counter the negative image it is often labelled with. 3.16 Challenges • Balancing aspirations as to the degree of physical change that is deliverable given current and foreseeable future market conditions. • Making the most of the opportunities presented by small scale projects in the short to medium term to improve the physical layout of the centre, reduce the barrier effect of the ring road and better link the main retail and civic areas rather than holding out for wholesale change. Setting realistic goals for short to medium term change need not preclude realising greater aspirations for change in the longer term. • Making the most of development opportunities to enhance the attraction of the town centre, encouraging diversity and attracting more people to use it be that to live, work or visit. • Improving engagement with town centre businesses and the Brandon Centre and fostering a co-ordinated approach to the management and promotion of the town centre as a whole. 3.17 Improving Town Centre Management and Business Support Building on existing collaborative working arrangements and finding better ways of engaging and working with town centre land and business owners are key to the effective coordination of activity in the town centre and the delivery of this Framework. 3.18 Working in partnership with a shared vision is also key to attracting funding and investment in an increasingly competitive environment. Identifying priority initiatives and setting realistic targets will help enable the most effective use of resources. 3.19 Following engagement with local businesses on the current Business Improvement District (BID) initiative it has been established that there is no current interest in setting up a BID in Motherwell town centre. 3.20 Challenges • Achieving an effective partnership approach to deliver change. In order for a town centre partnership to be effective, it must have strong leadership with representation from town centre stakeholders, including building and land owners, local businesses, community and residents and public services and organisations. 12 Strengths ¾ Strong community loyalty and community spirit ¾ Local and repeat customers ¾ Relatively high footfall on weekdays ¾ Amenities that attract visitors to the area – Civic Centre, Theatre, Aquatec, Heritage Centre, Motherwell FC, Strathclyde Park ¾ Relatively low number of vacant retail units ¾ Significant office accommodation ¾ Civic and administrative centre ¾ Pedestrian priority within main shopping area ¾ Good access to car parks off ring road ¾ Good strategic location close to the motorway network and served by inter-city and local rail services and buses ¾ Bus stops well located for access to main shopping area Weaknesses ¾ Lack of quality and range in retail offer ¾ Poor physical appearance ¾ Negative image ¾ A few buildings of interest and quality but architecture and design generally anonymous ¾ Railway line a barrier to movement in and around the town centre ¾ Ring road cuts off the town centre from neighbouring communities ¾ Civic centre and leisure amenities detached from the town centre by ring road and railway ¾ Loss of community wardens ¾ Loss of traffic wardens ¾ Empty upper floors above shops ¾ No bus station Opportunities ¾ Improve retail from low to middle market offer by improving the attractiveness of the town centre and increasing demand ¾ Facilitate diversification of the town centre with leisure, entertainment and high quality, high density residential uses through planning policy ¾ Enhancement of streets and open spaces / upgrading of key routes and gateways ¾ Promote town centre’s strengths ¾ Positive and co-ordinated marketing, promotion and town centre management ¾ Improve built environment and new developments through good design ¾ Traffic management, improved pedestrian routes ¾ Use the planned investment in Ravenscraig as the catalyst for reinventing and reinvigorating the town centre ¾ Attract quality hotel and business facilities through increased economic activity / office accommodation Threats ¾ Economic recession and lack of commercial investment ¾ Public spending cuts ¾ Competition from other centres and on line shopping ¾ Competing priorities ¾ Reduced spending power of local community ¾ High youth unemployment ¾ Changing role of town centres with changing lifestyles - increased commuting and internet access ¾ Uncertainty created by Ravenscraig proposals ¾ Failure to deliver true partnership working ¾ Traffic congestion and associated air pollution Q2 – Have we missed any key issues? Q3 – Are there other challenges we need to anticipate? 13 4. The Vision 4.1 A vision for Motherwell Town Centre has been developed in consideration of the comments made and issues and ideas identified through engagement to provide a shared goal for future partnership action. The vision is that Motherwell town centre is a welcoming, vibrant place that serves its local community well. 4.2 The priority outcomes from working towards this vision are: 1. an attractive and sustainable town centre 2. an accessible town centre 3. businesses having confidence in the town centre 4. a vibrant town centre 1. an attractive town centre that people want to visit, with • • • • a mix of chain and independent shops for local shopping specialist retail, cafes and restaurants business, community and cultural activity as well as shopping an attractive streetscape with well maintained and clean streets and a safe and welcoming environment 2. an accessible town centre which is the focus for the location of public services, with • • • • services and facilities retained in the town centre good quality public transport and cycling and pedestrian links improved traffic management and reduced traffic congestion access for all 3. businesses and social enterprises have confidence in the town centre and see it as a desirable place to be, where • • • • community ventures and new approaches are encouraged the impact of long term vacant units are minimised businesses feel supported and involved and that their view counts businesses are active in town centre management and promotion 4. more people living in the town centre, with • • • • • gap sites developed /vacant buildings / upper floors refurbished for residential use a safe and welcoming environment improved air quality good levels of residential amenity a sustainable range of uses Q4 – Do you agree with this vision - is there the right balance between aspiration and realism? Q5 – Are these the right outcomes? 14 4.3 While changing town centres to halt their declining role needs to happen through a true partnership approach, Planning Policy and its application at a local level through the assessment of planning applications has a role to play. As the draft Scottish Planning Policy puts it – we need to “put town centres first”. 4.4 This means applying policies in the North Lanarkshire Local Plan in a way which: 1. puts town centres first; 2. encourages a greater mix of uses within the town centre; 3. protects the existing civic and office role; 4. ensures new development makes a positive contribution to the town’s character and form, adding quality to the streetscape through good design; 5. encourages a shift from using the car to public transport, walking or cycling. 4.5 Guiding Principles 1. A town centre first approach will be promoted when considering the location of new public services and the redevelopment of existing public services and facilities. Existing public services and facilities should remain in the town centre and not be relocated to outwith the centre. 2. Alternative uses to shops (Use Class 1) which support the centre’s retail role will be supported and encouraged particularly within areas of declining retail activity and high vacancy. Opportunities to increase leisure and entertainment uses should be encouraged, particularly in Brandon Parade East and South. 3. Residential use within the town centre will be encouraged, particularly on existing gap sites in Brandon Street and Mason Street and in vacant upper floors in Hamilton Street, Muir Street, Brandon Street, Windmillhill Street and Merry Street subject to assessment of the appropriateness of individual locations with regard to achieving acceptable levels of residential amenity. 4. The existing office and civic role makes a significant contribution to the viability and vitality of the town centre. The expansion of this function and complementary uses will be encouraged. 5. New developments will be expected to demonstrate a high standard of design to enhance the character of the town centre and strengthen the sense of place– including making a positive contribution to the streetscape and urban form in terms of the development’s massing, layout, boundary treatment, relation to existing buildings and pedestrian links as per North Lanarkshire Local Plan policy DSP4. 6. Proposals which improve access by public transport, walking and cycling to increase modal choice and reduce congestion and associated pollution will be supported. Q6 - Do you agree with these guiding principles? 15 5. Towards Action Basic good practice informing the Action Plan 5.1 There are many common aspects and good practices that all towns need to apply to improve their resilience and capacity to cope with the difficult economic climate and become successful places. These are addressed in a range of proposals from the Scottish town centre review to the work in other towns across the UK. These common aspects, as listed below, have been considered in the local context with regard to the issues and opportunities identified for Motherwell, to inform the associated Town Centre Action Plan. Lead 1 A TOWN TEAM: Develop existing partnership to improve communication between businesses, the council and the community. Is a formal “constitution” or framework required? PROMOTION AND MARKETING: Work with Town Centre Activities and local traders to promote and market the town centre, including publicity events, shop local campaigns and initiatives, annual festival week. NLC Planning & Regeneration 3 TOWN CENTRE BUSINESS SUPPORT: start up and development initiatives. Supporting firms and investors to retain jobs. Promoting local skills and knowledge, links to colleges and schools, and effective collaboration and improved productivity. To enable a successful and sustainable business and social enterprise sector. TCA / Planning & Regeneration 4 IMPROVING COMMUNITY SAFETY: Identify key locations or issues with anti-social behaviour and work with partners to develop a strategy for addressing crime and anti-social behaviour as part of ensuring a safe and attractive town centre. TCA / Planning & Regeneration 5 ACCESSIBILITY: Undertake an access audit addressing all mobility issues. Promote ease of access by bus, train, cycling and on foot. Encourage improvements to car parks. Improve road safety. TCA / Planning & Regeneration / NLC Roads 6 PROMOTE DEVELOPMENT OPPORTUNITIES: Work with owners and landlords to encourage re-use of vacant and derelict buildings and consider positive and imaginative alternative uses. Consider CPO if necessary to unlock re-redevelopment potential. Encourage residential and mixed uses to support core retail areas. To provide high quality appropriate infrastructure to attract investment and drive regeneration. Asset audit. Planning & Regeneration / land owners 7 PROMOTE QUALITY DESIGN AND LOCAL IDENTITY: pursue a high standard of quality, sustainability and inclusivity of new town centre developments. Enhance legibility through a high quality townscape and public realm approach that promotes local features and heritage and makes streets and public spaces accessible, attractive and safe. Planning & Regeneration / Community Forum 8 PUTTING TOWN CENTRES FIRST: public and third sector partners working to retain existing and locate new public services in the town centre 9 ENCOURAGE NEW TECHNOLOGY AND CONNECTIVITY: work 8with telecommunications and utility providers to assess opportunities for introducing high speed WI-FI into the town centre, to benefit local businesses and town centre users. 10 IMPROVE THE TOWN CENTRE ENVIRONMENT: introduce appropriate greening measures to enhance the environment and improve biodiversity and sustainability. Involve communities and local business in environmental projects and building maintenance. Improve recycling facilities in town centres. Motherwell Local Area Team partners EGAS / TCA / Planning & Regeneration / Chester Properties Planning & Regeneration / Tenants and Residents / Community Forum/ NLC Land Service 2 Town Centre Activities (TCA) 16 This information can be made available in a range of languages and formats, including large print, braille, audio, electronic and accessible formats. North Lanarkshire Council Environmental Services Fleming House 2 Tryst Road Cumbernauld G67 1JW t. 01236 632618 e. [email protected] www.northlanarkshire.gov.uk/Motherwellconsultation