Shrewsbury Vision Regeneration Framework February 2011 Photograph courtesy of webbaviation.co.uk Contents

1. Foreword 4 2. Introduction 5 3. Shrewsbury Context 8 4. Consultation 22 5. Strengths and Challenges 26 6. Shrewsbury Vision Regeneration Framework 28 7. Themes and Objectives 29 8. Town Wide Regeneration Framework 33 9. Key Strategies: Economic Development 36 10. Key Strategies: Accessibility 40 11. Heart of Shrewsbury and Key Projects 47 12. Delivery – Making it Happen 73

Appendices 1. Baseline Report SWOT Analysis 2. Consultation Report

Old Market Hall 3

Section 1: Foreword

1.1 Shrewsbury is Shropshire’s County 1.4 The Shrewsbury Vision Regeneration Town. Its walkable medieval town Framework sets out a unified vision for centre has a wealth of world class the town, identifies key challenges and historic assets and buildings situated objectives, including renewal of parts within the Loop of the River Severn. of the urban area, and formulates a Independent retailing, a strong cultural strategy and delivery plan to take these and education offer and an enviable forward. environmental setting allow many of Shrewsbury’s residents to enjoy an 1.5 The Regeneration Framework has been excellent quality of life. developed through engagement with the local community, with workshops 1.2 However, Shrewsbury faces a number and consultation including young of challenges. Accessibility and people, business representatives, public congestion are an issue, particularly in sector partners including the Town the town centre. The role of the private Council, Shropshire Council and the sector in the local economy could be wider resident population. The ongoing expanded and more housing is needed, support and commitment of these particularly affordable homes that, parties will play an important role in along with new jobs, will help retain taking the Framework forward. and attract younger adults and families. Parts of the urban area are in need of renewal. There is a sense that the town is not making the most of its assets and fulfilling its potential.

1.3 The formation of the unitary Shropshire Council in 2009, along with Shrewsbury’s Growth Point status, announced in 2006, presents an opportunity to revitalise Shrewsbury and enhance its role as the County Town for Shropshire. The 2010 Localism Bill also promotes local empowerment and ownership of plans for change.

4 Pride Hill Section 2: Introduction

2.1 Broadway Malyan was appointed in Shropshire Council’s Regeneration March 2010 to lead a team to support Prospectus (Local Investment Shropshire Council in preparing the Plan) and informing the priorities Stage one: • Steering group Series of baseline reports Shrewsbury Vision Regeneration for the Marches Local Enterprise • Key stakeholders Baseline Framework. The brief for the Partnership. The delivery of physical

Shrewsbury Vision Regeneration development is to be complemented Framework sets out the scope of work: by action in complementary areas including transport and economic Stage two: Workshops Consultation report • Vision – Build on the work already development. • Public bodies • Residents & business undertaken by developing the vision Stakeholder consultation • Colleges for Shrewsbury, identifying a clear, Delivering the Commission comprehensive strategy and priorities with deliverable activity timelines. The Stage three: • Steering group Draft Regeneration 2.2 In delivering this commission Broadway Vision is intended to establish a basis • Members Framework consultation Malyan has been supported by Vision strategy and projects boards for strategy up to 2026.

• Strategy – Build on the work already • Kevin Murray Associates – undertaken as part of the Shropshire consultation Regeneration Prospectus. Ensuring • CB Richard Ellis – property market a joined up approach for Shrewsbury • Mott MacDonald – accessibility Stage four: Public consultation that pulls together the corporate, regulatory and community policies, • Ekosgen - socio-economics the private sector and government Stage five: Steering group Final document agencies. 2.3 Figure 1 provides an overview of the methodology, or approach adopted Shrewsbury Vision • Delivery - Produce options and in undertaking this commission. A Regeneration Framework appraisal work on a series of areas thorough evidence base and ongoing within the urban area of Shrewsbury consultation have formulated the where considerable change is Figure 1: Methodology overview strategic and spatial priorities of the needed. This work is intended to Framework to ensure that the proposals develop on the recommendations respond to local issues. in the Growth Point Programme for Development (October 2008) and play a role in assisting the preparation of the Council’s Local Development Framework (LDF),

5 2.4 The baseline work sought to confirm 2.7 To take the Vision forward and respond and identify the key policy, social, to baseline issues and opportunities economic, environmental, built a ‘Strategy and Options’ paper was environment, property market and prepared. This developed the Vision accessibility factors that will influence in more detail by focussing on a series the development of Shrewsbury of complementary themes, such over the next 15 to 20 years. This as Accessibility and Enterprise and Regeneration Framework is therefore Learning. Under each theme a series of supported by baseline findings in the more detailed objectives were identified, following reports: such as reducing traffic congestion, or creating opportunities for new business. • Socio-economic • Accessibility 2.8 These themes and objectives provide a structure in which the Framework • Townscape can be developed against a clear • Planning background and where individual • Property projects can be appraised against their contribution to the Vision. 2.5 A summary of these is reflected in the context section of this report. 2.9 In the light of the baseline data, These reports are provided in full as stakeholder views, the emerging Vision appendices and are an important part and Themes and an understanding of of the suite of documents that complete the principal potential areas of physical the Shrewsbury Vision, including an change, notably in and around the Executive Summary and Delivery and town centre, a draft Regeneration Action Plan. Framework was prepared. This was the subject of widespread stakeholder and 2.6 To develop the Vision (previously public consultation in Autumn 2010. established in 2009 following work Following this consultation the strategy by Kevin Murray Associates on behalf was refined and developed and this is of Shropshire Council) a series of reflected in this report. stakeholder workshops were held in May 2010. Further details of these are appended to this report. This consultation also served to confirm the key areas of the town that would benefit from physical regeneration. 6 River Severn Structure of this Report • Town Wide Regeneration Framework – this section sets out 2.10 In outlining the Regeneration the town-wide approach to change, Framework, the remainder of this report development and regeneration, is structured as follows: highlighting major project opportunities. • Shrewsbury Context – this section • Key Strategies: Economic provides an overview of the baseline Development – this section provides data and in particular seeks to the approach to developing the local contribute towards the debate on economy and key activities to deliver the potential of the town and the this. challenges it faces in accommodating change and achieving its full potential. • Key Strategies: Accessibility – This section concludes by confirming this section sets out the strategy for the key issues that were considered managing movement across the town at the initial stakeholder consultation and a programme of work to deliver events. this. • Consultation – this section • Heart of Shrewsbury – Key presents the outcomes, issues and Projects. The Heart of Shrewsbury opportunities highlighted at the is a key element of the Regeneration consultation workshops in Spring Framework. This section of the report 2010. considers a number of development and regeneration projects which • Strengths and Challenges – will contribute to the sustainable this section brings together the development of the town centre and challenges, opportunities and its immediate hinterland. constraints facing Shrewsbury to establish an agenda for action. • Delivery- Making it Happen – this section considers the approach • Shrewsbury Vision Regeneration to partnership working required to Framework – in this section we deliver the Vision, the approach to confirm the Vision for Shrewsbury key projects, funding sources and a over the next 15 to 20 years number of complementary initiatives • Themes and Objectives – This such as marketing and branding. section outlines a series of themes and complementary objectives which underpin the Vision.

St Mary’s Place 7

Section 3: Shrewsbury Context

3.1 This section of the report considers: Historical Overview management of these areas and buildings, including traffic management, • A review of the national and regional 3.4 Shrewsbury’s historical assets are an should remain a priority. In parts of profile of the town important and memorable feature of the Shrewsbury, development over the last 30 • A historical overview town and form the key driver of the local years has failed to respect the traditional form and as a consequence there are • Land use visitor economy. The town has a wealth of heritage assets in and around the ‘urban scars’ in the town centre. • A socio-economic overview centre which include a great number of • A planning policy review outstanding buildings ranging from the • Environment Jacobean period through to the Georgian. • Accessibility issues Of particular note are Shrewsbury Castle, St Chad’s Church, St Mary’s Church, • Townscape Shrewsbury Cathedral, St Alkmund’s Church, Shrewsbury Abbey, Battlefield and The Flaxmill. Shrewsbury is also National and regional the birthplace of Charles Darwin, born in profile 1809.

3.2 Shrewsbury is the County town 3.5 A significant area of the Town Centre of Shropshire, located in the within the loop of the River Severn, as well West Midlands region and the as some areas outside of the loop remain last major urban centre west of true to the original street layout. The the Birmingham / Wolverhampton traditional historic character is evident in conurbation after Telford. numerous narrow streets, public spaces, historic buildings and traditional paving. 3.3 Shrewsbury is an important sub The fine grain of the historic character regional centre for retail, employment, can be found around Fish Street and St services and administration. The Alkmund’s Church in the very centre of catchment area for Shrewsbury’s the loop, extending away to the south services covers a number of market and east. Other areas including Abbey towns in rural Shropshire and stretches Foregate and Frankwell contain clusters of into mid Wales. To the east the town’s important historic buildings. catchment is more constrained with Telford only around 15 miles or 20 3.6 The preservation of the historic core is minutes drive. critical to the future success of the visitor economy of the town and is reflected in the Regeneration Framework. Sensitive 8 Grope Lane Town assets 3.11 The town benefits from a number of cultural attractions and hosts many 3.7 Shrewsbury has a wealth of assets, events which help to maintain its visitor perhaps most widely known for its history, profile. In addition to the Flower Show, unique environmental characteristics the new Shrewsbury Theatre Severn and being host to the acclaimed Flower was opened in 2009, located on the Show which draws over 50,000 visitors River Severn in Frankwell. Shrewsbury every year. Annually the town attracts hosts the International Cartoon Festival, significant numbers of domestic and International Street Theatre Festival and international visitors with an estimated 2.6 a Folk Festival. The Music Hall in The million visits in 2005. Visits to the town Square is currently being refurbished are dominated by day visitors accounting and will reopen as the new home for for 89% of visits in 2005. This possibly the County Museum and Art Gallery reflects the lack of a four star hotel in the and Visitor Information in the summer town and suggestions there is scope to of 2012. The square also hosts the enhance the offer and increase visitor Old Market Hall art house cinema. accommodation. Land use 3.8 The town’s strengths draw heavily on its connections to the county hinterland. In Residential particular Shropshire offers a variety of local foods which have been central to the 3.12 Shrewsbury’s residential property success of other towns in the county such market is very diverse. It ranges from as Ludlow. apartments above medieval streets in the town centre, regal town houses near 3.9 The Shrewsbury Farmer’s Market takes Town Walls and around Shrewsbury place on the first Friday of every month School, to early 20th century terraces in The Square. A market is also hosted in to the north-west of the town, as well the Market Hall on the upper floors of the as large 1930’s family homes and building 5 days a week. modern developments spread to the North around Harlescott, Ditherington 3.10 Livestock auctions take place on and Cotton Hill and to the south at Tuesdays at the Auction Centre, Battlefield Meole Brace. The town’s expansion and food innovation and processing in the 1970s and 1980s also brought is undertaken at the Shropshire Food a range of new housing in areas Enterprise Centre. such as Radbrook and Gains Park. Shrewsbury largely sustained house Top: Shrewsbury Castle, Bottom: Strategic Context 9 prices and growth levels during the Retail recession. The market in Shrewsbury has been buoyed by its relative level of 3.14 Shrewsbury’s high street retail offer is affordability compared to other desirable concentrated along Pride Hill which is towns across the UK, exceptional a pedestrianised high street with good schools as well as good access to the levels of footfall. Pride Hill also acts as countryside of Shropshire, good levels the entrance to two of the three major of employment within the town itself and shopping centres in Shrewsbury; Pride employment opportunities provided by Hill Centre and the Darwin Centre. neighbouring Telford. These along with the Riverside Shopping Centre cover approximately 45,000 3.13 However, house prices in Shrewsbury sqm, comprising of 123 shops including are above regional averages (£198,900 TK Maxx, H&M, Marks & Spencer, Next, compared to £132,800 in 2009: Co-operative, Wilkinson and TJ Hughes. Source, Land registry). Whilst above average wages for residents help keep 3.15 Shrewsbury has a strong independent housing affordability ratios in line with retailing sector located primarily to comparable areas, the most recent the south of Pride Hill along St Marys Housing Needs Survey (2004) identifies Street, High Street and Wyle Cop. The the need for some 200 new affordable presence of independent retailers is units per annum. Furthermore, an important asset to the town and delivering affordable units will help to differentiates it from regional competitors make a town a more attractive place to such as Telford. live for young workers and families. 3.16 Whilst the town centre retail offer has distinct strengths, it faces competition from other centres as well as Shrewsbury out of town retail parks such as those at Sundorne and Meole Brace. Whilst competing with the centre, out of town retailing plays an important role in strengthening Shrewsbury’s sub regional retail offer. The Shropshire Core Strategy allows for the expansion of these retail parks, further highlighting the importance of maintaining a strong centre.

10 High Street Industrial 3.19 Shrewsbury’s office space combines 3.17 Shrewsbury has a number of established town centre, established edge of centre employment locations and business offices and out of town business parks, parks although lacks a clear industrial the latter being located on the edge of activity sector, which can act as a main the urban area and encompassing Oxon, economic driver. Industrial land in the Battlefield Enterprise Park, Old Potts Way, town is primarily located in the Northern Abbey Lawns and Shrewsbury Business Corridor, although in this area there has Park, benefitting from on-site parking and been a marked shift towards larger retail access to the A5. Shrewsbury Business and trade counter uses. Lancaster Road Park is the town’s premier out of town along the Northern Corridor retains a office location, located on the south east number of industrial units. Battlefield of the urban area. No particular cluster of Enterprise Park at the northern end of the office based business is evident across Corridor includes a mix of trade counter the various business parks with a number and industry, including more than 300 of examples of traditional town centre employees at car park manufacturers uses (dental practice, veterinary surgery ‘Studio’. It also houses the Shropshire and so on). Evidence suggests this Food Enterprise Centre, providing space move ‘out of town’ is a consequence of and support for new food businesses. amongst other things, a perceived lack of accessibility of the town centre, the Office availability for parking and a requirement for good quality accommodation. 3.18 In the heart of the town centre office accommodation largely comprises 1960s developments which suffer from a high rate of vacancies due to outdated facilities and a lack of parking facilities, contributing towards the move to out- of-centre office locations. However successful leases in recently developed office accommodation in edge of centre locations such as Abbey Lawns at Abbey Foregate suggest there is potential latent demand for centre and edge of centre office space dependent on appropriate provision.

Darwin Shopping Centre 11

Socio- economic overview to £431 across the West Midlands), workplace analysis reveals local workers Demographics earn just £407 a week. This suggests some out-commuting to higher value 3.20 The former Shrewsbury Borough has a jobs. However a key factor will be the population of 96,100 (mid year estimate lack of Higher Education establishments 2009) whilst Shrewsbury town has a in the town. Retaining young adults population of 66,300 (mid year 2009). in Shrewsbury is one of the primary Shrewsbury’s demographic profile challenges facing the town in the short presents a unique set of challenges for term. the medium and longer term economic prospects of the town. While the Deprivation population is growing, albeit at only 200 persons per annum, the age profile 3.22 Relative to the wider region and indeed is increasingly skewed towards the when compared to much of the UK, older age groups – a situation which is deprivation is not a significant problem compounded by young people leaving within Shrewsbury. Yet there are pockets to access jobs and higher education. of deprivation. These areas include parts Of the total population, just 7,100 (7% of the Northern Corridor - including of the population) is aged between 18 Ditherington, Harlescott, and to a lesser and 24 years old. This is lower than the extent Sundorne and Meole Brace. regional (9.5%) and UK (9.5%) figures Nevertheless, the town generally offers (reporting for the former Shrewsbury and a high quality of life, one of its most Atcham borough). If Shrewsbury had a important assets for residents. comparable percentage of 18-24 year olds, this would equate to a further 2500 Economy young people. 3.23 Shrewsbury’s economy is dominated 3.21 The relatively low number of young by the service sector which accounts people may, in part, be in response to for 85% of employment. Public the relatively low (but highly variable) administration, social care, community wage levels and the current range of and healthcare employment – public job opportunities which affects the sector led industries - account for attractiveness of the town. The annual 38% of employment, higher than the survey of Hours and Earnings (2007) national average of 27%. The historic reports that whilst residents earn a town centre means that employment in mean wage of £438 a week (compared tourism (8%) and hotels and restaurants 12 Birches (Shop)

(25%) are key contributors to the 3.26 Shrewsbury has a relatively high Education 3.29 Shrewsbury Sixth Form College is local economy. Whilst Shrewsbury proportion of residents employed as situated in the Town Centre. SCAT is underperforms compared to the rest managers and senior officials compared 3.28 Six secondary schools serve split across three campuses, one in of the region in some sectors, notably with the West Midlands regional profile. Shrewsbury, and the secondary Telford and two in Shrewsbury (London in manufacturing and IT & Finance, it 17.5% of Shrewsbury’s employees work education provision within the town Road and Radbrook Road campuses). also displays significant strengths in a in these occupations, compared to 14.7% is of a high quality, with high levels of The Sixth Form College is keen to number of emerging sectors. of the regional workforce. The proportion attainment amongst pupils. In addition remodel its existing site (combined with employed in professional occupations is private schools attract pupils from potential expansion on to neighbouring 3.24 The food and drink, creative industries and also higher than the regional average at across the country and abroad. There is sites), to improve their facilities. environmental sectors are Shrewsbury’s 15.4%. The benefits of a skilled population a high degree of over capacity however, key growth sectors beyond the tourist however have not always been captured with there being over 800 surplus 3.30 The town does not have a dedicated industry and have the potential to and reflected in the Shrewsbury economy, secondary school places in Shrewsbury. Higher Education offer. SCAT offers grow into higher value activity and with many of these skilled workers The town has two further education a currently limited range of higher agglomeration. Food and drink has travelling out of the area to access colleges, Shrewsbury Sixth Form education courses and medical students become increasingly established across employment opportunities to areas such and Shrewsbury College of Arts and and student nurses are undertaking Shropshire with identified clusters of food as Wolverhampton, Birmingham and Technology (SCAT). degrees at the Shrewsbury Hospital. The and drink support services just north of neighbouring Telford. restructuring of Shropshire’s economy, Shrewsbury, education centres nearby with the move away from primary in Harper Adams University and food 3.27 The Shrewsbury economy has traditionally sectors and low skilled occupations to testing companies in Battlefield Enterprise had a reputation for larger than average Park. This is specifically represented in levels of enterprise. This is reflected in the the Food Enterprise Centre in Battlefield presence of a number of successful small which provides a foundation for furthering businesses, for example within creative Shrewsbury’s hub role in the sector. industries, the service sector and food and drink, and higher than average self 3.25 Environmental technologies and cultural employment rates. The Central area of and creative industries are also important Shropshire (which includes Shrewsbury) growth sectors in Shrewsbury. A range had the highest business start up rate in of environmental industries have been the County in 2007 at 8.0% according identified in the town and are represented to VAT registration data. Furthermore, at the Shropshire Environmental anecdotal evidence suggests a Technologies Centre (the Pump House) considerable number of small businesses and the Marches Environmental and artisans who fall below the VAT Technologies Network. Creative threshold and are not captured in the Shropshire, the creative design and new statistics. media network, is well established to promote the creative industries sector.

Shropshire Food Enterprise Centre 13 higher value added service base could town and the continued development of picture of Shrewsbury fits together as a (t7) support an enhanced higher education existing business parks are supported. set of six themes: ss pa ne rk si

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b o k o r d a p offer. Given the financial constraints of en e te is HARLESCOTT LANE rpr t6 the HE sector, Shrewsbury is unlikely Northern Corridor Regeneration • Expanding role and relationships northern enterprise e us t rm i b n BATTLEFIELD RD

to be able to justify the establishment Framework u

p quarter s • Enterprise, learning and creativity a rk of a stand alone University within the & ride • Connected communities timescale of the Framework Vision. 3.32 The Northern Corridor Regeneration • Identity and Culture Efforts continue to accommodate a Framework was produced in 2007, lancaster wider range of local HE courses through seeking to establish appropriate • Distinctive quality of place road t5 business

multiple HE providers, delivered through spatial design, land use and transport wi l park dl • Overall Quality of Life ife a n d

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r d r Shropshire Community Strategy e Northern Corridor of Shrewsbury. The ect n Planning and policy review on R. SEVERN DITHERINGTON RD rec FLAX overall area-wide spatial strategy is MILL 3.34 The Shropshire Community Strategy Shropshire Core Strategy described under four broad themes:

dynamic economic growth; a vibrant sets high level priorities for: t2-3

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r 3.31 Shropshire Council’s Core Strategy o

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m r t urban village • Enterprise and growth. e n was the subject of an independent and restoration of the built and natural ntal ce examination by the Planning environment; and a well connected • Responding to climate change and corridor. The corridor incorporates the enhancing our natural and built (t1) 0 100 200 500 metres Inspectorate in November 2010. Key initiative areas Shrewsbury Northern Corridor Figure 4.3 (colours denote transect zones t1-t7) Established residential neighbourhoods Other main roads with environmental Shrewsbury Northern Corridor Food Enterprise Centre and surrounding environment. subject to local improvements or legibility improvements Strategy Plan NorthernOther residential neighbourhoodsCorridor within Regeneration Framework (2007) Following receipt of the Inspector’s North West Relief Road indicative route Client: the wider study area Shrewsbury and Atcham Other built-up areas Balanced access / wildlife conservation Food Park and the Shrewsbury outside the study area along waterways Borough Council Environmental improvements along canal Team: Date: Report the Council adopted the Core • Healthy, safe and confident people and Countryside alignment (not necessarily full restoration) Arup 16 February 2007 Matrix Partnership Gateway legibility improvements Knight Frank Greenway: enhanced green corridors Pooks Enterprise Centre Hub to the north, Gateway with adjacent development sites Reproduced from 1:10,000 scale map by permission of Ordnance Survey on behalf of Her Strategy on 24th February 2011. This communities. Majesty’s Stationery offi ce. Concentric rings show Focus for activity in neighbourhood © Crown Copyright (2007). All rights reserved. 5/10 minutes walking distance Licence number 100019678-2007 of transport interchange document provides an important steer and to the south of the historic and Improved local centre in the direction of growth and change internationally significant Ditherington for Shrewsbury, including establishing Flax Mill. Environment housing (325 dwellings per annum and 90 ha of employment land to 2026) and Shrewsbury Vision 3.35 Shrewsbury is a ‘green’ town with a retail growth targets (50,000 m2 gross wealth of environmental assets both comparison floorspace 2006 – 2021 3.33 The Shrewsbury Vision work stream was within the urban area and accessible and 30,000 m2 gross comparison established in a series of workshops in beyond the town in the Shropshire floorspace 2021 – 2026). Priorities for 2009. The aim of the Shrewsbury Vision countryside. The River Severn is a key redevelopment and regeneration in the is to provide a comprehensive plan that feature which runs through and around Core Strategy include the Riverside, identifies regeneration opportunities the town centre, flanked by green space West End and Northern Corridor. within the town and integrates with in many instances. These include the Two sustainable urban extensions are the Local Development Framework Quarry, home to the Shrewsbury Flower identified to the west and south of the (LDF), Local Transport Plan, Community show. Strategy and Cultural Strategy. This 14 Green Infrastructure Strategy

3.36 The draft Shrewsbury and Atcham Green Infrastructure Strategy was produced in 2008 although is not an adopted document. The strategy makes the following recommendations for the Shrewsbury urban area (as displayed on the Green Infrastructure Strategy plan):

• To develop Strategic Watercourse Corridors for communities • Intervention Zones for Multi-Functional Green Space. • Strategic Movement Corridors: With an aim of linking communities with each other and to green infrastructure assets and so providing both recreational and everyday journeys. • Landscape Conservation Intervention Zones: In the town centre, area between Bayston Hill and the southern edge of the town and rural north west.

Shropshire Council LDF Core Strategy Key Diagram (2010) 15 Flood Risk Accessibility Road to Welsh Bridge and Chester Street Gyratory. There is also a need 3.37 Whilst the presence of the River Severn Road for improvements to the A5 junctions to provides an amenity and environmental enhance capacity. asset it also creates a significant flood 3.38 Strategically, Shrewsbury is relatively risk to the town centre. Whilst flood risk well connected by road. The A5 which Rail mitigation has recently been undertaken skirts the west, south and east of the in Abbey Foregate, Longden Coleham urban area connects North Wales with 3.40 Shrewsbury rail station is located within and Coton Hill areas, parts of the town London; and the A49 is an important link the town centre. Rail access is provided centre remain at risk of flooding. between north west England and south due to a convergence of five lines at Wales. Motorway access is available via Shrewsbury. These connect the town the A5 which connects with the western with: end of the M54 at Telford. • Wrexham, Chester and North Wales Congestion to the north west; • Crewe and Manchester to the north 3.39 Congestion in the town centre is a east; relative challenge in Shrewsbury, the • Wolverhampton and Birmingham to town centre being constrained by the south east; the River Severn loop and having • Cardiff to the south; only 3 vehicular access points via the English and Welsh bridges and the • West Wales to the west. Northern Corridor. Congestion realities and perceptions impact on investor Park and Ride confidence and resident and visitor experiences, ultimately affecting the 3.41 Shrewsbury has a well developed town centre economy. Within the town, park and ride system with sites at the there is evidence of slow moving peak north, south and west fringes of the hour traffic on parts of the distributor town. Services operate on a ten minute ring, and on all of the radial road frequency and all buses perform a full approaches to the river loop. The two circuit of the town centre and go to the worst cases of congestion during the railway station. Park & Ride patronage, evening peak period occur on Smithfield which grew steadily up to 2006/07, Road at the west and eastern ends. has decreased slightly from its peak of This pattern of congestion is also 1.291 million trips to 1.258 million in experienced during the AM peak, as 2008/09, reflecting a general reduction traffic is funnelled through Smithfield in movements to the town centre.

16 Shropshire Strategic Flood Risk Assessment Zone 2 (2007) Bus Service

3.42 The majority of bus services are operated by Arriva, orientated around the town centre. Areas on the north-east, east and south side of the town, including Bayston Hill, are generally well served by frequent bus services. During 2009 Arriva instigated significant changes to the town network with the introduction of more ‘cross-town services’. Bus services within the town centre are severely inhibited by existing levels of congestion during peak times, which impacts on journey time reliability.

Cycling

3.43 Shrewsbury’s cycle network is relatively well developed and comprises a number of dedicated cycle tracks, including routes alongside the main distributor roads, supplemented by a number of signed advisory routes on quieter, mainly residential roads. Within the town centre, there is a riverside cycle route but very little other dedicated cycle provision due to the narrow streets, one way system and general topography. Despite this, it is possible to make quite long trips within Shrewsbury on connected cycle routes. Further development work has been undertaken as part of the “Cycle Shrewsbury” project. Overall levels of cycling in Shrewsbury are higher than in many other places in England, and cycling levels have increased by 15% over the last 3 years.

Town Centre Accessibility Analysis 17

North West Relief Road of parking with around 840 spaces on the east side in the centre and just 3.44 The concept of constructing a under 1600 spaces on the west side. new north-west relief road (NWRR) This contributes to congestion in the for Shrewsbury has been under town centre by encouraging cross consideration for at least 20 years. The town car trips. Car park patronage development of the NWRR has the has decreased since 2005 according potential to reduce the amount of traffic to Shropshire council car park usage which passes through Shrewsbury data (see chart). This suggests there is town centre, reducing the build up of increasing spare car park capacity. congestion and shortening journey times for both local and longer distance traffic. The proposed NWRR would complete the Shrewsbury outer ring road providing a north west route around the town. There is very little prospect of sufficient funding being available to deliver the North West Relief Road which is estimated to cost £102M in the short or medium term. The draft LTP 2011-2026 identifies the pursuit of a package of more affordable transport interventions as a short/medium term priority. Shrewsbury Car Park Patronage Parking Source: Shropshire Council car park survey

3.45 Edge of centre parking exists at Frankwell, Abbey Foregate and the Railway Station and parking is available within the river loop at the West End, St Julians Friars, Wyle Cop NCP (240 spaces) and Raven Meadows, a council owned car park that directly serves the shopping centres. These total over 2,800 spaces in and around the centre. There is an imbalance in the distribution

18

Pedestrianisation at the top of Pride Hill and Shrewsbury Riverside area has a strong night time economy. Castle. Whilst adding to the character This includes restaurants along Victoria 3.46 Parts of Shrewsbury town centre are of the town this presents difficulties in 3.51 The Riverside area comprises the main Avenue river front and extends to the pedestrianised, notably Pride Hill, with walking around the town, particularly for shopping centres, the bus station, Theatre Severn in Frankwell over the part pedestrianisation of Butcher Row, the elderly and mobility impaired. With Raven Meadows and Smithfield Road Welsh Bridge. Dominance of car parks Fish Street and Claremont Hill. Compared surface car parking at West End and the river frontage. Pride Hill, the principal in area is evident and both public to other historic centres such as Chester shopping centres accessible at upper shopping street is also in this area. and privately owned buildings are in and York, there is a relatively low area levels from Raven Meadows, there is a Smithfield Road in particular suffers disharmony with the historic setting. dedicated to pedestrian use only. Further disincentive to use the Abbey Foregate, from congestion and is not a positive The area also contains the Market Hall, pedestrianisation is challenging due to Wyle Cop and St Julian’s Friars car parks river front experience. There are also a 1960s development perceived by the core town centre traffic flow being which require the steep walk up Wyle Cop. opportunities to enhance the public many as controversial in terms of its along High Street, with the alternative realm along Pride Hill. design when related to the rest of the route along Town Walls being fronted Green Spaces townscape. by residential properties and along a West End Scheduled Ancient Monument – the walls 3.49 Shrewsbury has a variety of well themselves. This challenge reflects the maintained public green spaces that feed 3.52 The West End includes the historic constrained nature of the centre. into the town centre and then back out Rowley’s House, the Sixth Form College to the river edges. In particular the Quarry and surface car parks. There are a Public Transport Gateways provides an important riverside space. A number of bars and restaurants in this major asset for the town both in terms 3.47 Shrewsbury bus and rail station are key of green space and viewing points is the access points to the town centre in terms Castle. of public access and are located within some 200m of each other. The train Town Centre ‘Quarters’ station is a significant historic building with modest, standard facilities. The bus 3.50 There are a number of district character station, located adjacent to the Raven areas or quarters in and on the edge of Meadows car park, is of poor ambience, the town centre which are defined by providing limited facilities for passengers. activity, built form or a combination of both. These are described below. Townscape

Topography

3.48 The topography of Shrewsbury is varied, lowest along the river and at the train station and rising up to the highest points The Quarry 19 Frankwell

3.53 Frankwell winds up the hill from the Welsh Bridge with a frontage of historic buildings housing independent retailers, leading to the roundabout. The Guildhall on the riverfront now houses Shropshire Council and Shrewsbury Town Council offices, and sits adjacent to the disused Stew and Maltings warehouse buildings. The Theatre Severn, which opened in 2009, has a prominent landmark position on the north bank of the Welsh Bridge.

Castle Foregate

3.54 Castle Foregate is a key gateway, comprising the train station and castle. The railway arches create a poor pedestrian experience as does the Dana footbridge linking the rear car parking to the station. The urban environment in terms of frontage and crossing north of the area is also weak. South of the station is the Castle Foregate Library. The library and the castle create a historical gateway into the town centre.

Historic Core

3.55 The southern side of the town centre comprises the historic core and contains many important historic buildings, traditional street layout and The Square. It also is home to

20 Urban Design Analysis numerous independent retailers as well Public spaces as boutique hotels and restaurants. Conclusion Economy There is also a large residential 3.58 Shrewsbury is renowned for being a component to the south of the historical ‘series of spaces’ albeit that some of Assets and opportunity 3.61 Shrewsbury has high levels of core which stretches up to the Quarry these are relatively small in size. They entrepreneurship and a highly skilled and river walks. Preserving and include areas adjacent to religious 3.59 Shrewsbury has a wealth of historic workforce. IT has growth potential enhancing the traditional form here is and historic buildings such as The and cultural assets in the centre to in a number of key sectors, including the priority. Square, St Alkmund’s Place, St Mary’s be enjoyed by residents and visitors environmental technologies and the Place and Shrewsbury Castle, as well alike. These range from flowers to food sector. However it is failing to Abbey Foregate as more contemporary Pride Hill and theatre and the built environment. meet it’s full potential in a number of the green river frontage including the These suggest it has the potential to areas. 3.56 Abbey Foregate lies to the east of Quarry. Reinforcing these spaces and be one of Britain’s most cherished the English Bridge, with a number the pedestrian links between them is towns with significant tourism Growth of historical buildings including the an opportunity to enhance the overall potential. However there is to a Shropshire Wildlife Trust premises vibrancy and attractiveness of the town. degree a lack of visitor infrastructure, 3.62 The proposed levels of housing and Abbey itself. There are some signified by the lack of a 4 star hotel growth, in the Shropshire Core established restaurants and bars in the centre, relatively outdated Strategy provide an opportunity to although the quality of the area is high street retail offer and a sense diversify the housing stock and attract affected by high levels of traffic on that the urban environment could be a younger demographic subject to Abbey Foregate. enhanced to improve the townscape the provision of affordable homes. and the connection and relationships The delivery of homes needs to be Urban scars between key assets. aligned with investment in appropriate infrastructure, not least transport, 3.57 Despite its traditional form, the centre Congestion alongside support to stimulate and suffers from a number of 1960/70’s diversify the economy. developments which are out of keeping 3.60 Vehicle accessibility is an issue, with the historic environment and most prominent in the constrained weaken the overall urban form. These town centre where congestion can are spread across the town and include occur. This affects both private and a number of office developments and commercial vehicles and is distinctive Raven Meadows Car Park. to visitors and investors impacting on the quality of the town centre environment - one of Shrewsbury’s most precious assets.

21 Section 4: Consultation

4.1 Building on earlier vision work, the • Identify opportunities for regeneration Vision development of the Shrewsbury Vision across the town and town centre. Regeneration Framework included two 4.6 The workshops reviewed the vision for “A distinctive, progressive town phases of consultation. Shrewsbury agreed in 2009, this was continually growing and evolving, 4.4 Five workshops were held over in May extending its role and growing its in Shrewsbury, comprising the following 4.2 The first phase of consultation was influence with new uses, infrastructure, groups: completed as a part of the baseline activities, neighbourhoods and work in May 2010 comprising a series relationships building on its special • Public agencies; of visioning and strategy workshops. attributes, character, history and quality These involved a range of stakeholders • Residents associations; of life.” including public agencies, businesses, • Businesses; residents and young people and • Shrewsbury Sixth Form College; and sought to identify key issues for the • Shrewsbury College of Art and town, spatial priorities and emerging Technology. actions and opportunities. The results of this consultation are set out below. The second phase of consultation was 4.5 The results of the consultation were undertaken on the draft Regeneration captured in two ways, firstly by Framework in September 2010. noting the discussion points raised The results of the second phase in relation to the future, key issues of consultation along with the draft and opportunities for the town, and Regeneration Framework are appended secondly identified in more detail on the to this report. plans used during the workshops.

Phase one consultation

4.3 The findings of the vision and strategy workshops consultation undertaken in May 2010 are summarised below. The aims of the consultation were to:

• Engage a range of key stakeholders in the vision process; • To elicit ideas and understanding on the potential future of Shrewsbury; and 22 Shrewsbury Vision Consultation Event 4.7 There was overall support for this Vision but key issues underlined were the need to ensure:

• Shrewsbury as a historic riverside town balancing a sense of history with the 21st Century. • Promote Shrewsbury as a strategic market/County town. • Develop accessibility and connections • Be adaptable for climate change and promote sustainability. • Liveability – consider those who live in the town (such as affordable housing issues / town centre resident) as well as visitors. • The need to retain and attract younger adults. • The need for a clear direction and an agenda for managing change.

Shrewsbury Vision May Consultation Event 23 Strategic Issues • A desire to enhance the way the town • Tackling congestion through relates to the River – particularly in measures such as rerouting traffic, 4.8 Discussion on the strategic issues for terms of frontages as well activity on improving public transport and Shrewsbury raised the following points: the River. encouraging edge of centre parking. • Concerns about the ageing • Enhancing the hotel offer and • The challenge of tackling congestion, population and a desire to attract and providing conference and function particularly in the town centre, and retain more young people. space. how this can be mitigated whilst still • Consider new uses and opportunities encouraging visitors and attracting Opportunities for the Market Hall and the Stew and investment. Maltings buildings in Frankwell. • Need to consider the balance 4.9 The main opportunities highlighted between housing growth, economic through the consultation sessions were: growth and new infrastructure in light of past and future rates of • West End: potential for improved development. public space that celebrates Rowley’s • A desire to bring a University to House, an improved Sixth Form Shrewsbury balanced with the College and confirming the plans for challenge of delivering the aspiration. future of the Quarry Swimming Pool. • The need to diversify the economy, • Northern corridor / Castle Foregate: clarify the potential growth sectors an urban village with environmental and to nurture higher value sectors improvements delivering quick wins. to both stimulate the economy and • Town gateway and walkway attract and retain new workers, improvements including bus and train particularly young people. Linked station. to this need the importance of • Abbey Foregate as a place of history promoting a learning town. and an opportunity to improve the • Concerns regarding office vacancies public realm. in the town centre and the need for • Riverside as the main opportunity to a strategy to tackle these to improve improve the retail offer the town centre appearance and function. • Coherent approach to branding, marketing and promotion. • The need to improve the retail offer in Shrewsbury.

24 Shrewsbury Vision Consultation Event Phase two consultation

4.10 Open public consultation was undertaken on a draft Regeneration Framework for Shrewsbury in September 2010. Events were held for two days in The Square, on Shrewsbury’s High Street, where boards were displayed and questionnaires made available. An online survey and further public displays were maintained for a further two weeks. Separate presentations were made to the Town Council and to stakeholders who attended the phase one consultation. The draft Regeneration Framework was refined following comments on the proposals before being developed as the proposals set out in this document. The draft Framework consultation material and consultation results can be found in appendix 2.

4.11 Overall there was support for the emerging framework, although this was tempered by a clear view of the need to retain the character and quality of the town centre - avoiding ‘clone town’ development. Concern remained over the approach to tackling congestion.

Shrewsbury Vision Consultation Event 25

Section 5: Strengths and Challenges

5.1 Considering the baseline reporting, accessibility and “development of the consultation with key stakeholders, local economy and role of the town the key strengths and challenges for as a service centre”. Shrewsbury have been identified as: • A lack of regional / national profile consistent with its existing assets Key Strengths and potential, impacting on, amongst other things its market profile. • A wealth of historic assets, buildings • Concern over the impact of traffic and a traditional urban form. congestion and particularly in the • An attractive natural environment town centre and the impact this has including the river, local parks on quality of life, air quality, business and open spaces and adjacent and visitor perceptions and public countryside. transport. • An established, well used ‘Park and • The lack of a consensus about Ride’ system. how the heart of the town centre • Good overall quality of life. should change and develop. The • Local employment opportunities. historic character and environmental quality of the town centre should be • A diverse cultural offer that includes preserved, however, this need not be English Bridge festivals, events and arts. achieved through the unnecessary • Relatively well connected by road and loss of development (notably retail rail. and office) to out of centre locations. • Niche town centre retail offer. Managing congestion and being • Strong community spirit. positive about change will be the key to this. • Availability of some good quality infrastructure and local information • The lack of a strong and clear and advice to support key growth connection between the key assets sectors such as Food & Drink of the town centre, limiting the and Environmental Technologies breadth of experience for the visitors, businesses underplaying the true depth of what Shrewsbury has to offer and limiting the complementary relationship Key Challenges between key areas, such as the Castle, the retail core, the Quarry and • The failure of Shrewsbury to meet its Frankwell. full potential across a range of areas, including town centre quality, tourism, 26 Wyle Cop

• Lack of depth of town centre retail offer, with a lack of strength in larger ‘high street’ names, such as fashion and the lack of a mid to higher end convenience offer. This impacts on footfall and the range of visitors/ shoppers attracted to the heart of the town on a regular basis – which in turn affects the business prospects of independent traders. • Lack of coherent business / industrial offer. • Constrained and tightly defined town centre constraining growth opportunities. • Underplayed or under provision in some aspects of the visitor economy. • Further potential to exploit the small and medium enterprise sector in both low and high value sectors including creative industries and food and drink. • Underdeveloped relationship between town and its rural / agricultural and environmental hinterland. • Retaining and providing for young people. • The need to develop a strong sense of direction in order to effectively manage change and plan for the future.

Market Hall Wyle Cop 27 Section 6: Shrewsbury Vision Regeneration Framework

6.1 The Shrewsbury Regeneration Framework comprises the following key “A distinctive and progressive components. riverside and County Town, evolving and extending its • A strategic Vision role and influence with new • Key Themes and related Objectives uses, infrastructure, activities, • Town Wide Regeneration Framework neighbourhoods and relationships, for sustainable town wide growth building on its special attributes, • Key strategies for the critical areas of: character, history and quality of o the economy life” o accessibility o and the Heart of Shrewsbury (Developed from the vision established in 2009) 6.2 The remainder of this report deals with the Themes and Objectives, the town wide framework and the key strategies. All of these are underpinned by the shared Vision for Shrewsbury. The Vision for Shrewsbury is:

28 Welsh Bridge and West End Section 7: Themes and Objectives

7.1 This section of the report outlines Enterprise and the Themes and Objectives which Learning: Growing a underpin the Vision. The Themes are balanced, diverse and a series of priority work streams which sustainable economy and respond to the principal challenges workforce and ensuring a and can be used to focus action and high quality coherent learning offer at all projects. The objectives set out the ages and levels. work to be undertaken to deliver on each respective theme. Clearly there Sustainable are close relationships between some Communities: A themes and their related objectives. town with balanced,

safe and healthy Themes communities supported by infrastructure and housing, delivering 7.2 The Shrewsbury Regeneration an excellent quality of life, an enhanced Framework Vision themes and strategic natural environment and a clear objectives reflect the key themes and response to climate change. objectives of the Shropshire Community Strategy, Core Strategy, Local Transport Plan, Shrewsbury Vision 2009 and the Accessibility: Ensuring aspirations of stakeholders identified good access whilst through the consultation workshops. reducing the negative impacts of traffic, 7.3 The proposed themes for the Vision are tackling congestion as follows: and promoting sustainable forms of transport. Raising the Profile: Fulfilling Shrewsbury’s Heart of Shrewsbury: role as regional centre A sustainable town with and a national asset a vibrant, high quality by enhancing existing growing town centre with strengths and assets in heritage, a balance of uses that environment and culture. Increasing the reflects its historic environment and is profile and understanding of the town supported by edge of centre sites and as an investment and visitor location. a welcoming Northern Corridor.

Historic Passages 29

Theme Objectives Enterprise and Learning: • Supporting the identified higher value 7.4 Theme objectives expand upon the growth sectors of creative and digital core themes and provide a basis technologies, energy, food and drink for focusing effort and measuring and environmental sectors as well outcomes. The Theme Objectives are as nurturing the arts and crafts, retail as follows:- and tourism industries. • Supporting businesses, SMEs and Raising the Profile: home workers through the provision • Establishing the town as a place for of meeting and working space, quality heritage, retailing, leisure, business advice and broadband culture, business investment and infrastructure and developing a overall quality of life. business friendly town centre. • Developing the Shrewsbury brand • Reinforcing learning at all ages and concept and a supporting marketing levels, particularly FE and HE level strategy in order to increase visitor and for adults, including through the and tourism numbers to the town development of links with other HE and extend the length of stay. learning centres and by providing Shrewsbury’s in bloom Reference Library training for skills both in low and high • Increasing the profile and number of value enterprise. national and regional events. • Growing and retaining the workforce • Ensuring the highest quality by attracting new skilled workers, environment throughout the town particularly the younger demographic. and particularly the heritage town centre by implementing visible • Drawing on the hinterland to support improvements and championing the the Shrewsbury, Shropshire and design agenda. sub regional economies, developing markets, supply chains and skills in • Gaining recognition as a centre of local produce and arts and crafts. excellence for learning. • Ensuring office space and • Developing and enhancing the key employment land are available in national and regional gateways and appropriate locations to support corridors to the town. investment and sector growth. • Working collaboratively to develop an offer that is distinctive but complimentary to the sub regional

30

partners in Telford & Wrekin and locations across the town support Heart of Shrewsbury: Spatial Strategy • Enhancing the vitality and viability Herefordshire who together, with sustainable commuting patterns. • Fostering and showcasing links and of central Shrewsbury through a Shropshire, comprise the Local relationships between key assets balanced mix of uses to include Enterprise Partnership. residential, leisure, culture, retail and Accessibility: through a coherent approach to Shrewsbury’s public realm and public employment, whilst respecting the • Encouraging behavioural change to spaces, making much more of the historic environment. Sustainable Shrewsbury: reduce, where possible, reliance sum of the parts. • Renewing opportunity buildings and • Protecting and enhancing and on the private car and promoting use areas of weak urban form in the connecting Shrewsbury’s green of sustainable transport, including • Increasing the contribution of areas centre, notably Riverside, West End, infrastructure and enhancing access the creation of a more cycle and outside of the Loop to the town Frankwell (riverside/car park area), to it. pedestrian friendly environment - centre as a whole. Castle Foregate and the Northern particularly in the town centre and • Enhancing the quality of the town • Providing a range of homes, including Corridor affordable housing, to support the edge of centre. centre as a place to visit, shop, work, • Celebrating gateways and arrival workforce and attract new residents. • Reducing town centre congestion live. points including the bus and train and slowing vehicles down. • Significantly enhancing the town • Making best use of the River Severn, station. encouraging activity on the river and • Encouraging a parking hierarchy with centre retail offer, whilst retaining and along its banks. park and ride preferred, followed developing the independent sector. • Continue to prepare for climate by edge of town centre, then town change and mitigate Shrewsbury’s centre parking with an appropriate contribution to it through a range of pricing structure. measures including exemplar low • Ensuring public transport provision carbon projects. meets user requirements including a • Integrating flood management reliable bus services and high quality positively into the character and life of bus infrastructure. the town. • Maintaining appropriate access to • Ensuring that all sectors of the the town centre for all sections of community have access to learning, the community, including the mobility social and economic opportunity. impaired. • Fostering community and stakeholder • Improving accessibility to and from involvement and the scope for the Railway Station and improving ‘selfstarting’ initiatives commuter links to the major conurbations. • Consolidating and clarifying Northern Corridor land use and enhancing the • Improving the reality and perception local environment. of accessibility of the town centre for businesses (and their staff). • Ensuring employment and office

High Street 31 The projects in the Regeneration Conclusion Framework are necessarily linked to the overarching themes and objectives. 7.5 The themes and objectives are To demonstrate how these are the the principles to establish the connected, the following symbols are Regeneration Framework and used to denote where specific projects its projects, and are readily contribute to the themes and overall translatable into targets for strategy: monitoring progress. The themes have been reviewed to align with Raising the profile objectives in the Shropshire Local

Development Framework Core Strategy, Local Transport Plan and Enterprise Community Strategy. Sustainability 7.6 The remainder of the document establishes the Shrewsbury Vision Regeneration Framework. Accessibility This comprises a town wide approach and key projects; Heart of Shrewsbury economic development and accessibility strategies and a strategy for the heart of Shrewsbury to realise change. The Regeneration Framework has been establishment in close alignment with the Shropshire Core Strategy, Shropshire Local Transport Plan, Shrewsbury Transport Strategy, Core Strategy Implementation Plan and its associated Place Appendices.

32 Charles Darwin Statue Section 8: Town Wide Regeneration Framework

8.1 This section of the report considers the Town Wide Regeneration Framework. The purpose of the Regeneration Framework is to provide for a town- wide view of development, change and regeneration at a strategic level so that the key relationships are identified and established and the priority spatial areas confirmed. The Framework establishes the first stage in delivering the vision and directly builds on the Shropshire Core Strategy.

8.2 In considering the Spatial Framework each principal project is considered in turn, with particular reference to key relationships and the projects contribution to themes and objectives. The key projects are:

Housing Growth

8.3 Two mixed use sustainable urban extensions are identified in the Core Strategy and highlighted on the Framework plan, Shrewsbury West and Shrewsbury South. These will support the Core Strategy housing targets. The extensions are intended to deliver a mix of housing, industry, employment land and new infrastructure. These sustainable urban extensions are to provide a local element of employment to support sustainable work patterns but will also contribute significantly to meeting the town’s overall employment land requirements. Shrewsbury West

Town Wide Regeneration Framework 33 will deliver the Oxon Link Road and collate similar functions. Walking and space, is important to quality of life for employment opportunities for local relocate the Oxon Park and Ride Site. cycling connections as well as public residents. At the local level communities communities. Shrewsbury South can accommodate a transport and green links are important should work to identify necessary fourth Park and Ride site if required and in supporting local communities. improvements to their centres. Parkway Station will enhance the Rea Brook Valley for The Northern Corridor Regeneration Public transport, walking and cycle strategic green infrastructure. Framework (2007) sets out detailed links both to the centre and to other 8.9 A possible Parkway station is interventions for the area. These seek neighbourhoods should be audited and highlighted to the east of the town and 8.4 In addition to the sustainable urban to: enhanced as necessary. indicated in the Core Strategy. This extensions, homes will be delivered would reduce pressure on town centre from other Greenfield sites to be • Reinforce the Northern Enterprise Flax Mill rail station parking for those commuting identified in the Site Allocations and Quarter through further economic to Telford, the West Midlands and Management of Development DPD. The growth, and strong local transport 8.8 Ditherington Flax Mill is the oldest iron London and would also act as an Core Strategy sets a target of 60% of links in terms of bus services and framed building in the world, situated in additional out of town park and ride houses to be delivered on brownfield cycle and walking routes; one of the most deprived wards in the facility, reducing town centre vehicle sites. Bringing forward Brownfield sites • Strengthen the Lancaster Road Northern Corridor. The regeneration of pressures. may require public sector intervention or Business Park through a landscape the Flax Mill is an ongoing project that mixed use developments. and transport strategy considering will deliver a mixed use project that will traffic re-routing; improve the quality of amenities and Northern Corridor • Enhance residential areas through improved access links to the 8.5 The Northern Corridor runs north town centre, local walking and east of the centre and is the former cycling routes and upgraded industrial heart of the town. This still local service centres through new contains traditional industries, such as public investment (landscape and at Lancaster Business Park, and new pedestrian crossings) and private employment at the Battlefield Enterprise investment, particularly retail; Park. Large format retail and trade counters also now dominate parts of • Establish a sustainability led ‘urban the corridor, including Sundorne Retail village’ around Castle Foregate. Park. The northern corridor suffers from higher indices of deprivation than the Existing Local Neighbourhoods rest of the town and therefore requires a separate focus. 8.7 Shrewsbury is a town of local neighbourhoods that are critical to the 8.6 A clear land use policy is required to local residential communities outside clarify area functions that seek to retain of the centre. The quality of local appropriate employment use and services and amenities, including green 34 Flax Mill The Dingle Gateways Transport Network 8.16 The Shrewsbury weir and energy of The Sustainable Urban Extensions are the River Severn can be harnessed to intended to incorporate high quality 8.10 The key gateways to Shrewsbury urban 8.13 Managing accessibility is a critical generate electricity. Shropshire Council design and transport provision. area, notably the road junctions as well component of the Regeneration is currently working with partners to as the rail lines, provide an opportunity Framework. The Accessibility Strategy investigate how this can be feasibly to celebrate the town through public is set out in the following chapter, developed into a deliverable project. art installations and maintained flower aiming to encourage a shift from the beds. private vehicle to more sustainable 8.17 Domestic homes are a major source of forms of transport, and to encourage energy use. New design techniques and Accessible Green vehicles to use the internal and external construction standards – the Code for Infrastructure ring roads rather than the town centre Sustainable Homes provide guidelines route. on achieving more sustainable 8.11 Shrewsbury’s wealth of environmental development. As a part of achieving assets are a key component in the Heart of Shrewsbury higher design standards, Shrewsbury overall high quality of life for the town. should strive to deliver exemplar The green space to the north west of 8.14 Shrewsbury Town Centre is considered levels of sustainable housing including the town should be well connected by in more detail in a later section of Code for Sustainable Homes level 6 walking and cycling routes to deliver this report, its revitalisation central to standards, a zero carbon development. a significant green amenity to all the Regeneration Framework. The residents, connecting directly into the approach seeks to expand the town town centre. centre beyond its loop and renew key spaces and buildings. 8.12 The River Severn and associated watercourses such as the Rea Brook Green Energy and are essential parts of the Green Sustainability Network. The development of multi functional green spaces along the 8.15 Through the Shrewsbury Vision work water courses and ensuring a walkable there is an opportunity to enhance the and cycle friendly network is important sustainability agenda in Shrewsbury. to benefit and connect communities. Shropshire Council has already The Shrewsbury and Atcham Green made substantial steps to promote Infrastructure Strategy provides a sustainability including through the framework for considering green Sustainable Schools framework and interventions. providing grants for sustainability projects.

Quarry Park 35

Section 9: Key Strategies: Economic Development

9.1 This section of the report considers in based businesses potentially relating 9.5 The artisan industry sector presents an Centre1, the Pump House2 and some detail the economic development to creative media and environmental opportunity for Shrewsbury to develop the Enterprise Hub at Battlefield initiatives that are recommended to technology. However it is recognised an already established area of activity Enterprise Park). underpin the Framework. As such the that Shrewsbury is unlikely to create a in arts and crafts, connecting with the • Development of a network of further following matters are considered: critical mass of media industries due traditional activities of the hinterland enterprise and managed workspace to the nature of the environment and and promoting tourism. Flowers, wood to compliment and grow the existing Key growth sectors a lack of urban intensity. Continuing working and craft making all represent offer subject to levels of demand. to balance the economic base and small industries and training could be This should include sites in or 9.2 Shrewsbury’s economy has a large growing and attracting higher value integrating into college programs to adjoining the town centre, and could dependence on the public sector, industries will require sustained effort expand the artisan sector and support particularly focus on the creative and which is a risk to the town, particularly which is already evident in the town. small businesses. digital and tourism sectors linked to in the short to medium term when college courses. levels of public sector finance are Emerging sectors 9.6 In response to consistently low levels • Explore links to and extension of being significantly reduced. The of inward investment, Shrewsbury the Wolverhampton-Telford Hi-Tech local economy would benefit from 9.4 Of the identified sectors, food has fostered a culture of indigenous corridor3 through the development of diversification, focusing on the following enterprise, creative and digital industries growth and enterprise. Many of these start-ups and spin out companies, key sectors: and energy and environmental businesses are home based. Growing capitalising on the excellent links with technologies are the key growth sectors the SME sector will entail: the University of Wolverhampton. • Creative and digital industries for the town. The food and enterprise • Developing links between • Energy and environmental sectors centre is an important focus point • Investment in high speed fibre- for this sector. A network needs to optic broadband – activities that businesses and local or regional • Artisan industries be established to enable discussions particularly focus on ensuring that skills providers • Retail between key town, county and regional the town is prioritised for investment 1 The Food Enterprise Centre offering accommoda- • Tourism employers to identify opportunities to in the broadband network will be tion for 12 SMES is managed by Heart of England • Food and drink industries improve supply chains, exploit locational important to supporting home- Fine Foods advantages and new markets. The based and remote working, and 2 The Pump House is an innovative office building Pump House offers flexible office space the development of SMEs (in that showcases high quality low energy sustainable 9.3 These represent a mix of high and low in town supporting environmental particular those within the creative design. Due to overwhelming demand for smaller value sectors which can be organically office space, the design of the building was changed industries, as does the Marches and digital industries sector) that grown, drawing on the existing skills to incorporate an “eco-pod” offering flexible office Environmental Technologies Network. are increasingly dependent on high and emerging industries of the town. solutions for small businesses. Opportunities to link in businesses to speed and high capacity links. Shrewsbury has a number of assets 3 The corridor extends from Wolverhampton to local or regional skills providers can Telford along the line of the M54 motorway. The that make it the natural location of • Ongoing support for existing and both support the incoming workforce University of Wolverhampton has an excellent reputa- choice for certain types of business. It development of virtual business and existing businesses. Growing tion for working effectively with businesses, and is a provides low cost land, a high quality networks. creative and digital industries provides key asset to the corridor. Industry strengths include living environment in a historic town • Ongoing support for local enterprise a longer term opportunity for younger aerospace, advanced engineering and polymers and excellent local infrastructure which centres (the Food Enterprise which, along with growth areas like information tech- people and can be linked with skills and can attract office and technology nology, building technologies and creative industries, training for Shrewsbury’s young people. are a key focus for the development of the corridor. 36

Visitor Economy pedestrian friendly areas and tourism facilities. Whilst larger than Shrewsbury, 9.7 Shrewsbury’s greatest and most unique these towns serve as examples of asset is its historic town centre which best practice in visitor and facility drives the visitor economy, a critical management. employment generator for the area. The preservation and presentation of 9.11 Developing Shrewsbury hotel offer is an the historic environment and activities important part of the approach through: to further the tourism offer play an important role in sustaining local • Attracting new hotel development employment. • Promoting investment in the existing hotel offer. 9.8 A major focus of tourism and leisure related activities in the town will be 9.12 The wider approach to supporting the stimulating private sector investment in tourism offer should include: visitor accommodation – hotels, bed and breakfast and campsites both current • Riverside development to provide and new - alongside a coherent branding better access to, and use of, this and marketing campaign. natural asset St Alkmund’s Square Welsh Bridge 9.9 Associated initiatives to improve the • Enhancement & promotion of existing visitor offer and the experience that visitor hubs (i.e. the museum and art visitors have of the town could include gallery) specific customer care and tourism • Development of the visitor offer and related training to provide the necessary environment, including: skills for current and future employees o Conserving, enhancing and promoting working in the tourism sector. The the town’s heritage, including provision of tourism related training development of a heritage trail initiatives will also help to address the o Providing a regular programme of small pockets of worklessness that exist events in the town, expanding on the in the town, offering a potential route into existing shows and festivals employment for unemployed people. o Developing street art around the 9.10 England’s most famous heritage towns town, including artisan workshops such as York, Canterbury, Chester and studios, arts and crafts markets and Oxford capitalise on their assets and on-street performing arts by preserving their buildings and creating heritage trails, supported by 37 Education 9.16 SCAT and the Sixth Form College both Branding and Marketing retail offer should compete with and suffer with dated accommodation. complement other centres such as 9.13 A first class education offer is critical Both institutions favour their respective 9.18 Shropshire Council is working closely Wolverhampton and Telford, and should to its economic success. Supporting campuses and co-location plans have with Shrewsbury Town Council and increase the town’s ability to attract Shrewsbury College of Arts and been dropped. Supporting investment a wider consortium of partners, national retailers as well as maintaining Technology to develop as a leading in and development of the two colleges including the Shrewsbury Chamber its independent base provider of higher education within on their respective sites will aid the of Commerce, Shop in the Loop Shropshire, and ensuring that there is learning offer. and Shrewsbury Tourism with the 9.20 The recently updated Retail Capacity sufficient capacity and quality within intention of re-launching ‘Destination Study suggests that there is significant the primary, secondary and further 9.17 A learning strategy for the town should Shrewsbury’ to develop and promote scope for future retail development education sectors will help to ensure be formulated, within which key tourism in the town. The re-launch through to 2016 and 2026, and that young people and adult learners employment sectors (food and drink, of Destination Shrewsbury should be investment is required to maintain the are equipped with the necessary skills creative and digital, environmental and supported to provide a key focus on vitality and viability of the town centre in to work in the knowledge economy. energy and tourism) are supported development and promotion of the the longer term. through skills development and tourism offer. 9.14 Shrewsbury College of Arts and learning. Training schemes as 9.21 Maintaining a strong retail offer in any Technology (SCAT) is mid way through opportunities should be explored for Creating a coherent marketing strategy town centre underpins its economy and a four year programme to enhance their all employment sectors mentioned, to: there is an evidenced need to attract HE offer. The college provides some apprenticeships and entrepreneurial investment to Shrewsbury centre to 20 HE qualifications and has attracted skills and opportunities should be • Promote the existing assets and capture lost market share, increase approximately 600 HE students for the provided in schools and colleges events in the town footfall and avoid the development forthcoming academic year. The College and through links with enterprise • Develop a clear programme of regular of further out of centre retailing. intends (subject to funding) to develop centres and business networks. events The Riverside area, through the an HE centre on the London Road Opportunities for apprenticeships and redevelopment of the three shopping • Attract new regional and national Campus and will continue adding to the young entrepreneurs at the existing centres, is highlighted as the most events to the town HE offer. Food Enterprise Centre and the obvious opportunity to enhance the Shrewsbury Enterprise Centre Hub and • Increase visitor and tourism numbers town centre retail offer in the medium to 9.15 Associated with the town’s growth the Pump House should be explored to the town long term agenda careful consideration needs to and promoted. Further opportunities be given to the capacity of education associated with new enterprise centres Retailing 9.22 Shrewsbury has a vibrant independent provision in the town. There is a surplus and managed workspace (potentially retail offer. New high street retailers at a wide number of primary and including space at the redeveloped Flax 9.19 A twofold approach to retailing in can support independent retailers secondary schools and at SCAT. The Mill) should also be considered. Shrewsbury is promoted, supporting by attracting increased footfall, growth agenda and particularly new independent retailers whilst encouraging particularly if the alternative offers are housing development provides an investment in High Street retailing. within walkable distance. To further opportunity for substantial investment in Shrewsbury needs an enhanced and aid independent retailing and arts new and enhanced education facilities. focussed retail offer. Shrewsbury’s and crafts, opportunities to develop 38 retail enterprise centre (REC) should • A place to access business support • Differentiate activity areas and target be explored in the town centre. The services; groups (i.e. younger people, bars retail enterprise centre concept brings • Meeting and exhibition facilities where and clubs, pubs, restaurants, leisure, together specialist businesses under companies can showcase their work; culture); one roof. The benefits of such an • Reduce levels of crime and anti- • Space for informal networking. arrangement are that costs such as social behaviour by identifying business rates, insurance, security, specific problem areas and increasing maintenance, cleaning and advertising Evening economy monitoring and surveillance and are all shared. Tenants share the working with premise owners; benefits of advertising and promotion 9.24 Shrewsbury has a functioning evening • Improve the promotion of services activities, with all benefiting from the economy focused around the West and entertainment as an integral part flow of customers. End’s bars and restaurants, supported of a wider marketing campaign. by cultural events such as theatre 9.23 The REC could be located within The performances. Developing the evening Parade Shopping centre or a revised economy should focus on: Market Hall arrangement, providing • Increase the number of people “easy in - easy out” facilities for new using town centres after 5.00 pm, independent retail businesses. In particularly for retailing. This could addition to the physical space within involve individual retailers to opening Street Entertainment in Shrewsbury the REC, the concept also offers scope later in the morning and staying open to offer bespoke business support longer in an evening. This could also to independent retailers. This might help to stagger car park use and include:- congestion; • Continuing to diverse evening • A business accelerator space where and night time economy and companies can get bespoke advice improve the range of activities and and support, and access flexible and entertainment that is available, by affordable space; delivering appropriate development opportunities through the planning • Access to information and advice from framework, particularly around West a range of specialist skills providers; End, and working with existing • State-of-the-art training facilities partners to diversify their offer, which designed for the retail sector; could extend to late night museum • A research and innovation centre and historical events; to stimulate the development and application of new ideas;

Theatre Severn 39 Section 10: Key Strategies: Accessibility

Introduction dominated by traffic and car parking; some potential users of bus services centre, particularly for those travelling • The perception of the town as a (including park and ride). from west to north and vice versa 10.1 Accessibility and ease of movement place for business. There has been • Walking and cycling – a reduction • The need to promote and service are key aspects of the Vision for a loss of office based employment in traffic would improve the quality major development opportunities in Shrewsbury. in the town centre in favour of out and safety of routes for walking and the town centre, not least Riverside. of town and other town locations. cycling. • The need to maintain public transport 10.2 Accessibility, real and perceived, is Whilst edge of centre and out of • Current high capacity highway access. central to the decision of commercial centre business locations will need infrastructure on Smithfield road and investors, visitors, shoppers and others. • The distribution of car parking in the to remain part of the economic open air car parking at the west end Shrewsbury, to develop its profile and town – the majority of car parking development strategy of the town significantly detract from the investment potential, will continue to it located to the west of the town there is great value in seeking to quality of the built environment need to offer ready access to retail, centre – this encourages cross town rediscover the town centre as and the setting of key heritage and tourism, business and transport facilities. movement. a location for business, taking natural assets. In doing so it will need to protect and advantage of the complementary • The need to maintain access to develop the quality of its environment services that business increasingly residential areas within the Loop and 10.4 Notwithstanding the issues raised by and work within the constraints of public looks for, taking advantage of the minimise the scope for ‘rat running’ traffic and congestion, there is a clearly sector investment. rail links and underpinning the vitality through these same areas. a need to maintain accessibility to the of the town centre, not least the • The significant income to the Council town centre and in so doing maintain 10.3 If the town is to respond to the aspiration to develop a stronger of car parking charges which as broad as support as possible for the challenges of growth and development, creative and enterprise culture; facilitates the subsidy of Park and whilst enhancing the quality of the objectives of the Vision. There is also • The view of the town as a visitor Ride. Heart of Shrewsbury and the town’s a need to work within the constraints destination. Whilst the town does investment potential there is a need to of the limited public funds that will attract large numbers of visitors the Previous Proposals reduce congestion (real and perceived) be available for infrastructure in the visitor experience in the town centre at key points in an around the town foreseeable future. The challenges to could be significantly improved, 10.5 The challenges of managing traffic are centre. Currently issues of congestion be addressing in balancing accessibility providing new opportunities to enjoy nothing new in Shrewsbury. The Council, and traffic flow in the historic core are versus reducing congestion and the and use the streets and spaces of along with the previous County and constraining the potential of the town in impact of traffic are numerous and the town to the benefit of residents, Borough Councils, has put significant a number of areas, these include: varied, but include: the visitor economy and town centre effort into reducing traffic and improving bus, cycle and pedestrian facilities businesses. • Topography. • The quality of the environment in the and streetscape in Shrewsbury town • The efficiency of bus services. In the town centre, notably on High Street • Retailer trading and perceptions – centre over the last 15 years - with real fine grained heart of the town centre (a key part of the retail and visitor their potential concerns over loss of successes, such as the introduction of there are limited opportunities for experience), Smithfield Road (a key trade due to reduced traffic. three Park and Ride facilities, pedestrian segregated bus lanes and therefore riverfront area), Frankwell and Abbey • The lack of a full inner or outer ring enhancements and traffic calming along congestion is, in places, impacting Foregate (both historic gateways road of the town – results in cross- key shopping streets and effective on the speed and punctuality of bus to the town). The West End is also town movements through the town management of on-street parking. services. This in turn will discourage 40 10.6 Public and stakeholder consultation (i.e. almost complete removal of cars noted the proposals put forward by from the town centre in one leap) can The Shrewsbury Transport Partnership be supported. Whilst there is little detail (a locally formed group not affiliated on the proposals it is not considered with Shropshire Council) and these that the three point plan can be taken have been considered and reviewed in forward as proposed. Reasons for this formulating this accessibility strategy. include:

10.7 The ‘Three Point Plan’ focused on the • The need to maintain the support of three main access points to Shrewsbury all parties in the delivery of the Vision Town Centre (English Bridge, Welsh for the town centre, not least retailers, Bridge and Castle Foregate). The businesses and developers – there proposal aims to fulfil the ambitions of would be significant concern over the the partnership for pedestrianisation, ability of the town centre to continue and a pollution free, environmentally to trade effectively should the Three friendly town. Central to the strategy Point Plan be implemented in ‘one is the location of all town centre car go’ in the short term. parking in edge of centre locations, • The need to maintain car access such as Frankwell, Abbey Foregate and (for the foreseeable future) to the Shrewsbury Bus Station the NCP Car Park at Wyle Cop (albeit town centre for some key economic potentially expanded). The town centre assets, such as the Shopping would be completely car free (apart it Centre’s, residential properties, to is assumed for residential traffic and enable disabled and mobility impaired servicing). A shuttle bus would be users to access central parking; and provided from edge of centre car parks for bus access to the Bus Station. to the town centre. Main bus services • The proposal focuses only on the would terminate at or around the edge Town Centre and does not take into of centre car park areas. account the impacts or problems in the rest of Shrewsbury; of particular 10.8 Whilst the core aspirations of the concern are the levels of congestion ‘Three Point Plan’ are to a large extent on the approach roads to the Town shared with the Framework Vision (i.e. Centre. Focusing all parking on the a significant indeed radical reduction in edge of the Town Centre would not town centre traffic) and indeed elements solve the congestion issue on the are incorporated into this accessibility three main accesses to the Town strategy, it is not considered that the Centre. more radical elements of the proposals

Shrewsbury Train Station 41 • The Council’s current policy is to Accessibility Strategy • To maintain residential amenity in the and the improvement of bus services reduce traffic flows on all Town town. and park and ride enabled the City Centre and radial routes roads by 10.9 The Vision Framework proposes an Centre to be freed of cars. This also had encouraging the use of the three accessibility strategy with the following 10.10 To achieve these objectives it is implications on quality of life of users peripheral park and ride sites (Oxon objectives: recommended that a phased and and air quality. They key to unlocking in the west, Meole Brace in the incremental approach is taken to a these benefits was the systematic and south and Harlescott in the North) • To incrementally reduce the amount of year by year reduction in traffic to the incremental phasing of car parking and to use a charging structure traffic to the Town Centre and entering town centre. In order to do this both availability and charges, public transport to encourage use of edge of town the Heart of the Town Centre; disincentives to car use and incentives provision, quality of the public transport parking, with central parking priced at • Subject to monitoring traffic patterns to use public transport, walking experience and infrastructure provision a premium rate. and footfall, to seek to reduce town and cycling need to be put in place. for walking and particularly cycling. • The proposal would severely affect centre parking and, if required, deliver This process of change needs to be the viability of bus park and ride additional edge of centre parking. evidenced in data on traffic movement, 10.13 Another example is the experience over almost 35 years in the City of services as it would require all bus • To improve the quality of the town footfall, town centre vitality and so on so Copenhagen. During a period of users to change at the proposed centre experience through reducing that stakeholders can be made aware of significant expansion, the city was interchanges to take a second bus the amount of traffic and impact changing behaviour and the (intended) dominated by the private car. Streets into the Town Centre. of highway infrastructure in key positive impacts on the town centre and squares were turned into car parks • The termination of bus routes at these locations, extending the pedestrian (in terms of footfall, dwell time, retail and public transport was almost non three locations would also make it priority areas and improvement key spend and so on). Subject to demand, existent. The local authority embarked impossible to operate cross town parts of the public realm. additional car parking may be provided on an incremental change resulting bus services which provide access in edge of centre areas as town centre • To maintain the economic, social and in the theme of ‘cars out of our city’. to the employment sites around the parking is reduced. cultural vitality of the town centre Copenhagen as a City decided to apply edge of Shrewsbury as they would by maintaining and increasing the car parking policy to drive cars out of not be able to travel through the 10.11 As traffic is reduced in the town centre number of visitors and the quality and the city but ensure that the life blood of Town Centre, due to the proposed (without adversely impacting on town length of their visit. the city in terms of economic prosperity restrictions. The Three Point Plan centre vitality) measures can be put in • To ensure that community and continued. Traffic lanes were taken away does not recognise the current use places to take advantage of this change business support is maintained and and parking was reduced by 2% 3% of some towns roads, particularly – such as more pedestrianisation and/or developed for this medium to longer per annum. In turn these areas were Smithfield Road, for ‘through traffic’ the re-use of existing car parks for other term strategy by basing incremental replaced by public spaces, ideally giving and the need to provide suitable uses. Changing people’s behaviour will change on a robust and shared the city centre back to people. This has capacity on alternative routes (or be central to this approach. However it evidence base and by balancing changed behaviour significantly. Cars no significantly reduce overall traffic is achievable. disincentives to the drivers with longer clog up the City and the public levels) if traffic is to be removed from incentives for those walking, cycling, realm has been given back to the public. the central core. 10.12 An example of this is Oxford City, and using public transport, including where incremental changes to park and ride. pedestriansiation of the High Street, along with infrastructure improvements

42 10.14 Closer to home is the experience of shoppers through the Centres. positive nature of the consequences of Shrewsbury town centre when Dogpole • usage of car parks in the West End reduced traffic, such as improved public was closed between 7th April and fell in favour of car parks on the east realm, should be emphasized and used 23rd May 2008. To facilitate works to side of town as shared ‘targets’ Dogpole, St Marys Street was closed • traffic counts on the A5 between and traffic flows reversed along Town Telford and Shrewsbury showed a Walls. Town Centre ‘Access Only’ signs 0.8% reduction in the number of were put in place at key entry points to vehicles travelling toward Telford. the centre (English Bridge, Bridge Street, Kingsland Bridge and Castle Gates) and diversion routes set up to encourage the 10.16 This evidence confirms that it is possible use of the inner ring road or A5 bypass. to reduce traffic flow and the demand for (town centre) parking whilst maintaining 10.15 Whilst data collected during the period footfall (which should in principle of the temporary measures is necessarily maintain town centre viability). However only a ‘snap-shot’ it does make for retailers and other business will need interesting reading: to be convinced of the merits of this approach if support is to be developed • there was a 7.9% increase in people and maintained. travelling into the town centre on a day to day basis over the comparable 10.17 It is proposed that at the heart of the period in 2007 with significant accessibility strategy for Shrewsbury is a increases in numbers walking and commitment to plan for the incremental cycling into the loop; reduction of traffic entering the town centre over a period of time. This • the number of vehicles entering should then be aligned to a series of Shrewsbury town centre fell by incentives for walking, cycling and around 4300 ( 14%) on an average public transport and dis-incentives to day. Traffic also fell by nearly 4% traffic (signage, traffic management, car on other main routes outside of the parking, pedestrian priority and so on). town centre. • footfall figures suggested a 4.9% rise 10.18 It is critical that this programme in the number of people entering the starts gently and positively and Shopping Centres when compared builds momentum and buy-in from • with the same period in 2007. stakeholders and the detail of milestones Some but not all of this could be (when actions follow reductions in traffic) attributed to the altered park and ride are agreed in partnership with key arrangements which encouraged stakeholders and the community. The Park and Ride 43 Accessibility Projects Message Signs (VMS) would be a Car Parking, Charging and Traffic behaviour built up throughout the year beneficial outcome of full implementation Management Strategy will continue without the dedicated 10.19 The strategy outlined above draws in of a UTMC system for the town. Other parking space. a series of accessibility projects, set benefits of a UTMC system could 10.24 In conjunction with a number of other out below. These would require further be improved bus priority through interventions, a car parking reduction Smithfield Road Vehicle Restrictions investigation in terms of feasibility and ‘platooning’ at signal junctions. strategy with appropriate charging policy impact before implementation. The form can be introduced with parking reduced, 10.27 Smithfield Road is currently one of the and timing of these projects will need to 10.22 VMS could be used to discourage subject to monitoring impacts on traffic most congested roads in Shrewsbury, be considered in line with development traffic from travelling through the and trade. experiencing average vehicle delays of proposals (such as West End, Riverside town centre and re-direct traffic on to 1 to 3 minutes during the peak periods. and Abbey Foregate) and on the basis of external strategic routes. The aim of Signage Strategy Local traffic travelling from the west of the evidence base referred to above. this scheme is to reduce the volume of Shrewsbury utilises Smithfield Road to traffic travelling through the town centre, 10.25 The implementation of a coherent access the northern corridor. Transport Strategy helping to improve the quality of town signage network is essential in guiding centre environment. tourists, visitors and cyclists around the 10.28 Changes to Smithfield Road will need 10.20 It is proposed that a Transport Strategy town centre. A focused strategy should to be considered in conjunction with be developed for Shrewsbury. This Town Centre Car Park Variable be applied to gateways into the centre Riverside. In the medium term a scheme will be fully consulted upon to gain Message Signs such as the rail station, bus station, can be considered to improve the community and business support bridges and car parks; linking these sites pedestrian and cycle environment on and enable the projects suggested 10.23 Vehicles travelling through the town with the main attractions within the town Smithfield Road creating better links to below to be clarified, tested and centre to find parking spaces create centre. Providing appropriate signage, the town centre, rail station and with verified. The Strategy would be significant issues within Shrewsbury routing and walking times will also the River Severn. This could involve transparently monitored. Individual town largely due to its complex one-way encourage sustainable travel through the permanently reducing the number of developments would be expected to system. The installation of VMS within town centre. lanes from 3 to 2 however this would contribute towards the overall Transport the town centre would guide car parking. need to run alongside the effective Strategy. The VMS network would indicate Business Park & Ride management of demand for car parking car park space availability and guide spaces at Ravens Meadow. The overall Urban Traffic Management Control vehicles to specific car parks based on 10.26 This would involve attracting commuter aim would be to enhance the experience and Variable Message Signs their approach to the town centre. This traffic to utilise Park & Ride facilities is for pedestrians and cyclists through would help to prevent vehicles travelling essential in reducing overall vehicles enhanced public realm and reduced 10.21 The implementation of an Urban Traffic through the town centre to find a parking on the roads. The ‘Business Park & traffic. Bus prioritisation could also be Management Control (UTMC) system space. Ride Scheme’ could offer employers considered. would improve junction efficiency, a number of season tickets and enabling traffic signal co-ordination associated parking spaces at Park & and responding intelligently to traffic Ride sites. Each year the number of conditions such as an accident or season tickets each company receives congestion. The installation of Variable reduces with the aim that travel

44 High Street Vehicle Restrictions of this scheme is dependent on the the town centre. in providing an effective transport success of other schemes, which will network and achieve the environmental 10.29 High Street is a key route in the town restrict vehicle movement through the New Park & Ride Site enhancements desired within the town centre and an important part of the town centre and encourage traffic on to centre. town centre and heritage tourism offer. external routes or public transport. 10.34 Shrewsbury currently has 3 Park & Ride However the quality of visitor experience sites located to the north, south and 10.37 Therefore, it is proposed to improve is adversely affected by the amount Park & Ride Opening Time Extension west of the town centre. It is proposed capacity at 5 junctions on the A5 bypass of traffic. An aim of the Vision is to to introduce a new Park & Ride site and at Sundorne roundabout on the increase pedestrian priority on the High 10.32 The current bus routes serving the Park to the east of Shrewsbury catering for A49. Street, extending the retail core of the & Ride sites finish at 18:30. This restricts vehicles entering the town centre from town centre and significantly improving the use of Park & Ride facilities for the the east. This would only be delivered in Inner Ring Road and Key Corridor the quality of environment. However in night time economy within the town the long term if the Parkway station were Junction Improvements line with the incremental approach to centre. It is proposed, subject to further delivered. the accessibility strategy, High Street feasibility testing, to extend the time 10.38 Improving the capacity of several key could only be increasingly pedestrianised services operate for during the weekday Pedestrian & Cycle Network junctions on the inner ring road would at the point were the vitality of the town and weekend evenings. Improvements be necessary to allow for reduced town centre and business confidence would centre flow. Highway improvements at not be adversely affected and overall, Rail Station Access Improvements 10.35 Shrewsbury was awarded ‘Cycling Telford Way (signalisation), Old Potts displaced traffic would not materially Town’ status in 2008 and is currently Way (signalisation), Meole Brace, affect the amenity of other area, such as 10.33 The existing pedestrian environment well served by a comprehensive Longdon Road and Porthill Road Town Walls. and connectivity with the town centre network of pedestrian/cycle routes. roundabouts. The improvements would from the rail station is weak. The station This project would review the existing provide bus priority and improved 10.30 A specific, incremental approach is forecourt lacks signage, resulting in network, including the impact of the access for pedestrians and cyclists. therefore proposed to High Street. In visitors entering the town with no clear one-way system on cyclists and focus the short term the temporary closure of indication of where to go. In addition, improvements on connecting existing High Street (for festivals, fairs and so on) pedestrian access to the town centre networks in addition to creating and should be increased from the occasional, and Smithfield Road is restricted by enhancing new and existing routes. to perhaps monthly, to perhaps every limited pedestrian facilities and the Sunday. The affect of each step, along dominance of the environment by Outer Bypass (A5/A49) Junction with other measures should be explored. vehicles on Castle Gates and Smithfield Improvements Road. Once substantial reductions on 10.31 In due course, consideration town centre traffic movements have 10.36 In order to restrict and alleviate traffic can be given to a greater level of been achieved it is recommended that movements through the town centre, pedestrianisation of the High Street, a shared surface scheme be put in additional road capacity will be required restricting all vehicle movements except place along Castle Gates to reduce on external routes. The ability of service vehicles, bus services and the dominance of the car and improve alternative routes to accommodate disabled parking. The implementation pedestrian movement from the station to additional vehicle trips will be essential 45 Conclusion through transparent consultation and monitoring process. It will be 10.39 To support the planned growth important to take a step by step of Shrewsbury, it is essential that approach, particularly around the proposed transport schemes traffic management. Evidence are feasible and affordable and and data should be gathered to supported by a robust evidence demonstrate the improvements base to deliver continued support that are being made whilst from stakeholders. maintaining the viability and accessibility of the town to enable 10.40 The sequence of delivering the a move to the next step. projects set out here will be important, with early initiatives intended to induce behavioural change, notably implementing messaging systems and junction improvements. These are intended to reduce town centre congestion and improve the viability of delivering town centre vehicle restrictions and parking regime changes, subject to monitoring town centre vitality.

10.41 It is proposed that a Transport Strategy be developed for the town, to which individual developments are to contribute toward and respond to through specific travel plans. The Transport Strategy will enable an approach to maintaining and developing the consensus around the objectives for the town centre and the projects that deliver this

46 Accessibility Concept Diagram Section 11: Heart of Shrewsbury and Key Projects

11.1 Shrewsbury Town Centre is central High Street/West End, Castle Street, Zebra or Puffin crossings Historic Shrewsbury to the Regeneration Framework as a Smithfield Road, Frankwell, Abbey • Chester Street / Rail Station – Zebra key driver of change and sustainable Foregate and Castle Foregate or Puffin crossings 11.7 As highlighted in the Regeneration economic development in the town. Framework, Shrewsbury’s historic • Ensuring strong, high quality public • Smithfield Road – treatment as part of It also offers a significant number of assets, particularly in the town centre, realm and links between spaces, the wider Riverside development opportunities for regeneration across a particularly walking routes are central to its individual character number of themes. This section of the • Abbey Foregate – surface treatment and uniqueness. The maintenance • Significantly enhancing the town report considers the following: • Frankwell / West End link – lighting and preservation of these is therefore centre retail offer, whilst retaining and and treatments paramount, as is the way in which developing the independent sector • The overall approach to the Heart of new development respects the local • Enhancing the role of the river and Shrewsbury 11.6 The town centre benefits from high environment. A formal walking trail access to it • The Urban Design Framework quality public realm and public spaces around the town, supported by maps • Considering the potential of some and information that builds on the • Key projects in most areas, there are also areas vacant or underused buildings where investment will enhance the local existing visitor portfolio will help to • Celebrating gateways and arrival character. A number of these are noted promote and join up the town’s assets. 11.2 The strategy for the Heart of points in the key project areas, in summary Visitor facilities such as public toilets Shrewsbury is to being: are also important and should be maintained and well sign posted. • Build on its existing assets, particularly Connectivity and • Railway Station forecourt the heritage offer, independent retailing Public Realm enhancements – planting and 11.8 Shrewsbury town centre is covered and the River. by a large conservation area. This 11.4 Connectivity between spaces in the benches, with reduced parking in the • Enhance areas in need of investment designation should be used to control centre and the overall quality of the longer term. and renewal. the quality of built form in the area, environment is important in creating a • New public space as a part of • Expand the town centre beyond the ensuring that new developments positive walking and visitor experience. Riverside development. river loop to include edge of centre conform and respect the traditional Improving connectivity between spaces • Potential public space as part of areas. character of the area. through enhanced pedestrian priority Market Hall proposals and appropriately investing in the public • Public realm enhancement in front of 11.3 The priorities and objectives for the Green and Blue realm will enhance the experience of Guildhall and the wharf buildings heart of Shrewsbury are: Shrewsbury the centre and help to connect and • Investment in Pride Hill landscape - with possible new surface materials • Renewing areas of relatively poor promote its assets and treatment 11.9 The heart of Shrewsbury has a number environment and greater potential, • Enhanced public realm around of green spaces and environmental notably at Riverside, West End, 11.5 The following areas are highlighted to the Abbey and potentially a new attributes that contribute significantly Frankwell, Abbey Foregate and Castle enhance connectivity: public open space adjacent to the to the whole, although are less visible Foregate. in some parts of the town. The • Dana Footbridge – Wheelchair access Monastery pulpit • Reducing the impact of traffic and maintenance of flowers through much congestion in key areas, notably • Wyle Cop pedestrian crossings – of the centre adds to the character

47 and represents one of the town’s key Street / Northern Corridor. In themes and identities. Further greening addition public transport (bus of Shrewsbury could involve: and rail station) and the edge of centre space around Abbey • Introducing green walls, such as to Foregate and Frankwell are Raven Meadows car park. important. Enhancing gateways • Introducing green space and planting, should focus on: as a part of new public realm in the West End and Abbey Foregate. • Appropriate public art • Investigation into the possibility • Planting of engineering highways around • Signage Frankwell roundabout to deliver a • High quality architectural design new green space on the roundabout • High quality public realm and introduce a two way vehicle flow.

Urban Design Framework 11.10 The River Severn also represents an essential environmental and locational 11.12 The Urban Design Framework asset to Shrewsbury. Opportunities diagram highlights the key exist to enhance riverfront access opportunities for intervention and encourage further sensitive river around the Heart of Shrewsbury activities. which are explored in more detail within the key projects. • Enhanced access along Smithfield Road, subject to traffic reduction and Key Projects the Riverside scheme. • Long term potential for a new wharf at 11.13 A number of key projects are set Frankwell and enhanced public realm. out on the following pages that • Reinstatement of a floating restaurant are designed to renew the heart at Frankwell. of Shrewsbury. These are:

Gateways • Riverside • West End 11.11 There are a number of key entry points • Abbey Foregate to Shrewsbury town centre, most • Frankwell prominently the English and Welsh Bridges and the Chester Street / Castle • Castle Foregate 48 Shrewsbury Urban Design Framework Riverside

Vision

The redevelopment of the Riverside area will provide a new high quality development, increasing the vitality and viability of Shrewsbury town centre’s retail offer, as well as delivering a hotel, new public spaces and cafes. This development will provide a new active frontage onto Smithfield Road and enhanced links to the River Severn

Existing Position

The Riverside area is a poor neighbour to the town centre with weak connections to the River and is visually unappealing. It includes the Riverside Mall Shopping Centre of 120,000 sqft, the bus station, Council owned Raven Meadows car park, the Telephone House site and Smithfield Road. The former Telephone House site has a permission for a 5 storey 3 star hotel of 127 rooms which has not been implemented (as of autumn 2010). The Riverside Mall Shopping Centre has a lower value offer with key occupiers including Wilkinsons and Somerfield. Smithfield Road is one of the more congested roads in town and river front access is poor. The topography of the site presents a challenge, rising steeply as it does from Smithfield Road to Pride Hill.

Riverside Vision 49

Opportunity • Enhancing the quality of the Riverside area • Reflect local character whilst creating a The Council, in consultation with Shrewsbury through investment in new high quality contemporary response to the site residents, local businesses and interested The Riverside project represents the opportunity public realm organisations, produce a development brief to consolidate Shrewsbury town centre as a • Improved links to Pride Hill and Darwin Accessibility for the Riverside area to identify the capacity, retail destination. As competing towns strive to shopping centres and the historic core, the design parameters, configuration of highways improve their offer, those that do not fall behind. rail station, Roushill and Frankwell • Introduce traffic management and improved and parking and also to advise on the extent of Research shows that the volume of investment the development site should be undertaken as a • The provision and management of public realm along Smithfield Road. monies into retail centres has consolidated priority. car parking consistent with the wider Downgrading Smithfield Road with surface dramatically into the top centres. Therefore it accessibility strategy finishes and streetscape to give it a feel is imperative that Shrewsbury consolidates or of pedestrian priority. This will further help The interim development brief should be put • Enhanced accessible pedestrian bridge strengthens its current ranking. connect the new proposals and town beyond together with a view to influencing the pre- to the river. planning negotiations with the developer. The opportunity at the Riverside can achieve a Planning Policy • Seek to reduce the amount of car parking number of aims: In terms of phasing, it is likely that the retail from 850 spaces to around 500 spaces as The area is within the main town centre retail development, given the topographical constraints a part of the Riverside redevelopment, in line • An increase in the scale and quality of the core. Redevelopment for retail led uses would in of the site will come forward in one phase, with an overall reduction of traffic within the retail offer principal be in accordance with planning policy. however any effect on the bus station, either loop. A new bridge link to Frankwell car park Consideration would need to be given to flood service or location, would need to be addressed • Improving the linkages between the core will play an important part in achieving this. town centre, Riverside and Frankwell risk issues as the area is highlighted as being in in the interim as would the re-provision or flood zone 3a and partially in zone 3b. consolidation of existing car parking spaces. • Addressing the poor environment of the Funding, Delivery and Phasing Riverside/Smithfield Road frontage Design Principles The Riverside development will either result in the The Riverside opportunity can provide a major loss of the current hotel which is consented on Strategy • Provide a positive frontage to Smithfield Road step change to the town centre. However there the adjacent site to the existing multi-storey car that helps to connect the town with the River. are a number of issues in terms of the bringing park or the hotel would be absorbed into the new • Redevelopment of the area for retail led forward of the site: • Deliver a series of nodes and quality spaces retail scheme. The project should be considered mixed use scheme including a foodstore, within the development to ensure legibility. as live with aspirations to be on site by 2014. department store, as well as restaurants, • The relationship between Council assets The preferred model for delivery must be the co- • Enhance connectivity with the Darwin and cafes, bars, shops and potentially a hotel (notably Raven Meadows Car Park and the operation with the new retail centre owners. Pride Hill shopping centres, the historic • Delivery of approximately 300,000 sqft of wider Strategy townscape and towards the Railway Station additional retail floorspace • Potential for the Council to use its compulsory through key nodes and feature buildings. • Over time, the significant reduction of purchase powers to complete the acquisition • Use any new development to help with traffic on Smithfield Road to improve the of the new development area topography environment and create a link to the river • Bus station relocation, the current multi • Enhance the bus station or consider whether • A review of the bus station and how best to storey car park and the ‘gap’ site must all a site can be found for an off site layover, provide good quality access to bus services be considered within both a planning and a reducing the demand on land take. leading to revitalised bus facilities development context 50

The retail and mixed use development should come forward as a holistic redevelopment of the Riverside area. If the car park and bus station are to be redeveloped then consideration will need to be given to ongoing access and parking provision to the Darwin and Pride Hill shopping centres.

Priority

This is a high priority project for Shrewsbury that will raise the overall town centre offer.

Partners

Shropshire Council Owners of the shopping centres Environment Agency Arriva Car Park Green Wall Shrewsbury Bus Station Riverside Shopping Centre

Complementary projects

• Pedestrian enhancement to Chester Street gyratory to improve pedestrian connectivity to the Railway Station • Reduction in town centre traffic to enhance access to the River front.

Princess Hay Shopping Centre, Exeter Princess Hay Shopping Centre, Exeter 51

Abbey Foregate

Vision

Abbey Foregate is a historic gateway to the town. The vision is to recapture the character of the area and improve the setting of the Abbey to create a welcoming space in the Heart of Shrewsbury. Abbey Foregate has the potential to become a celebration of historic assets in a pedestrian friendly area with high quality public realm and active frontages. Abbey Foregate has already begun to establish itself as a ‘chic’ drinking area for the over 30’s. This quality and community offer should be further encouraged as it becomes the ‘place to be’ and set in the improved historical / heritage context

Existing Position

Abbey Foregate is an edge of centre area containing a number of important historical assets including Shrewsbury Abbey, Shropshire Wildlife Trust Headquarters and the former Monastery site. The area houses a major car park but suffers from excessive traffic flow and poor public realm, detracting from its appeal and deterring visitors and investment. A proposed housing development at the Gay Meadow site will bring in additional footfall in the medium term.

52 Abbey Foregate Vision

Opportunity Monastery Pulpit • Investigation of the partial development The Abbey Foregate area represents a unique of the Abbey Foregate car park for office opportunity to consider both heritage and use or other development in the long term. employment opportunities on the edge of the This might include office development town centre. Enhanced space around the of approximately 60,000 sqft releasing Abbey will attract new visitors and boost trade around 30 parking spaces and be linked to and activity along the active frontage and at investment in flood defences the Wildlfe Trust. A canopied area adjacent to • Retaining public car parking at Abbey the Pulpit represents a opportunity to expose Foregate and potentially providing decking the historic foundations of the former Abbey in order to deliver an additional 100 spaces and a central point between the new office accommodation being proposed and the • Making Pott’s Way the primary access point Abbey Foregate road where the down grading to the Abbey Foregate car park and pedestrian priority area is to be promoted. • Renewal of the Abbey Foregate Rail Station The additional office space in close proximity would transform the nature of this gateway into the town centre. Planning Policy Strategy The area is within the town centre conservation area and the northern part of the car park is • Enhancing the setting for the Abbey by designated as a Scheduled Monument. Any improving the public space around it works would need to recognise the Monastery • Widening pavements in front of the existing remains located under the car park. The car retail and food and drink premises on park is within flood zone 3a and flood zone Abbey Foregate to empower pedestrians 3b along the edge of the Rea Brook Valley. • Traffic calming measures along Abbey Beneficial redevelopment of the area is also Foregate through surface treatment to encouraged in Core Strategy Policy CS2 reduce traffic flow along Abbey Foregate supporting text. Office development would and therefore to encourage vehicles to not normally be permitted in the 3b zone and enter the town centre via Old Potts Way development must take account of these • Framing the space around the Abbey and issues. former Monastery through landscaping. This might involve the loss of approximately 30 spaces of car parking through the introduction of public space adjacent to the

Shrewsbury Abbey 53 Accessibility Funding, Delivery and Phasing public realm and pedestrian experiences, potentially in advance of any office • Treatment of Abbey Foregate seeks to Abbey Foregate could provide the opportunity development subject to funding availability. reduce local through traffic to deliver new office development in the short • Loss of up to 60 spaces existing, whilst term. The justification behind this suggestion Priority investigating how decking can be delivered is that the site is located in very close proximity in the central parking area to provide a net to the English Bridge and is considered an Medium gain of around 100 spaces. excellent edge of centre location from a marketing point of view. The principle concerns Partners • If office development is delivered, determine for Abbey Foregate will be new coach parking, potentially Frankwell, Shropshire Council drop off only or Park and Ride. • The quantum of office accommodation The Abbey / Diocese of Lichfield • The balance of car parking required to be Shrewsbury Railway Heritage Trust retained as a strategic car park site for the Shropshire Wildlife Trust Design Principles town centre and also one of support for Environment Agency the office development English Heritage • Public art and public realm design to • The impact of any development on reinforce local tradition and history, archaeological heritage linked to the Complementary projects Reims Cathedral particularly surrounding the Abbey. Historic Abbey. • New planting or design features could be Edge-of-centre office development at Abbey used to separate the public space adjacent In terms of phasing, office accommodation Foregate will contribute to sustainable supply to the Pulpit and car park which would also could be made available as a development of new office premises for the town. mask any car park decking and retain local opportunity in the short term at this location. views of the Abbey. The feasibility testing of the archaeological area is recommended and secondly the introduction • Abbey Foregate road treatment through of an interim development brief along similar cobble stoning. lines to the Riverside Area. • Office development conforming to more modern architecture creating a positive The preferred delivery model would be for the frontage to Old Potts Way. Council to dispose of the development to the • Potential temporary events space market within the context of a development celebrating local history such as the Abbey, brief. The asset value achieved could be Monastery or Railway. reinvested in public realm

Highways works to discourage traffic from using Abbey Foregate should be implemented as a priority in order to realise benefits to the

54 Place Pey Berland Abbey Foregate Sketch 55 Frankwell

Vision

The Frankwell area is a hub of cultural activity as well as an important historic area for Shrewsbury. Frankwell has the potential to contribute further to the life of the town centre by supporting the Theatre through new riverfront investment in public realm and revitalised wharf buildings. A new greenspace at Frankwell roundabout will enhance the town’s green public spaces.

Existing Position

Frankwell is an edge of centre area running along the River Seven waterfront. It contains a mix of uses, including the Theatre Seven, the Guildhall which houses Shropshire Council Shrewsbury Town Council offices, car parking and a number of small businesses on the approach to the roundabout. There is a small boat wharf in front of the Guildhall and adjacent to it two derelict wharf buildings.

Opportunity

Frankwell, beyond the Theatre, does not contribute substantially to the core of the town centre. There an opportunity to take advantage of the waterfront, notwithstanding the flooding issues. The car park is large and relatively under used. A larger hotel in the area alongside for A3 bars and restaurants and other leisure uses would take advantage of the river views and the available on-site parking – particularly given that there are vacant local buildings.

56 Frankwell Vision Linking the site to Riverside through a new high Planning Policy quality footbridge will bring the area forward in its activity levels. The area is within the town centre conservation area. Much of the site is designated as flood Strategy zone 3b. Access is required to the south side of the car park in front of the Guildhall to • Investment in the public space in front of install temporary flood barriers. The Stew and the Guildhall to enhance the space and Maltings are not listed buildings. Beneficial riverfront setting. This could reduce parking redevelopment of the area is also encouraged by around 15 spaces. In the long term the in Core Strategy Policy CS2 supporting text. wharf and boatyard could be enhanced and new leisure uses Design Principles • Encouraging new leisure, cultural or bar restaurant uses in the historic Stew and • The Stew and Maltings should retain their Maltings buildings. These will continue the traditional form and original building frame. cultural activity east from the Theatre. • New public realm in front of the buildings • Consideration for the long term disposal of should support outdoor activity at the Stew Guildhall for residential or hotel uses subject and Maltings and might include a water Welsh Bridge and West End to the owners property requirements. feature that compliments the river. The space could also house temporary projects • The creation of new green space at or exhibitions. Frankwell roundabout, rerouting two way traffic to the north of the space. A right turn • New green space at the Frankwell would need to be introduced at the north roundabout could incorporate the existing side of Welsh Bridge. roundabout planting with new public realm features. Parking should be retained on the • An improved accessible footbridge linking south edge of the space to support shops. Frankwell to the Riverside. • If there is a need to replace the existing • The creation of a new architectural feature Frankwell footbridge it is recommended or public art at the front of Frankwell car that the new design is sympathetic to the park, enhancing the view from Riverside. historic environment but also represents the Whilst this location is desirable for a new Riverside development design. development, in particular a hotel, flood risk constraints discourage this and an • The Riverside development, upon delivery, educational pod may be more suited. This is likely to look out to Frankwell and the car might result in the loss of some 10 parking park. It is suggested a feature be installed spaces and re-orientate coach parking to on the Frankwell bank, or further planting the site rear. encouraged to mask the car park. Ideally a Theatre Severn 57 new development would come forward of The funding for the majority of interventions innovative and exceptional quality, although would be led by the public sector, notably flood risk constraints discourage this and an transport and public realm investment. innovative approach is needed. Alternatively, the release of the Guildhall by the Council may provide funds for the public realm Accessibility interventions The private sector should lead the introduction of new uses to the Stew and • The provision of an improved bridge linking Maltings buildings subject to viability, which Frankwell to Riverside plays an important would be supported by an enhanced public role in reducing traffic impact on Smithfield realm. Road, by promoting use of Frankwell car park, as well as enhancing footfall. Priority • Highways works to Frankwell roundabout Low may also discourage the through flow of town centre traffic. Partners

Funding, Delivery and Phasing Shropshire Council Environment Agency Malmo Riverside Public Realm Public realm interventions can be delivered upon the availability of funds and should act as Complementary projects a catalyst to private sector investment in the Stew and Maltings. A Compulsory Purchase Riverside development should act as a trigger Order on the buildings may be required to for improvements at Frankwell and may release ensure they do not fall into significant disrepair. funds for improvements via section 106/CIL, particularly for the footbridge Alterations to the road layout at Frankwell should be implemented after more detailed traffic investigations and following an overall reduction in town centre traffic. In particular this is necessary to facilitate the right turn at the north side of Welsh Bridge and avoid significant queuing at the Welsh Bridge south side.

58 Copenhagen Riverside Markets Frankwell Sketch 59 West End

Vision

The vision for West End is as a vibrant part of the town centre with a mix of activities including leisure, retail, employment and education uses, providing a respectful setting for Rowley’s House and a pedestrian friendly environment.

The West End will have excellent links to surrounding spaces including a revitalised Market Hall.

Existing Position

The West End is a vibrant area housing the Sixth Form College and a number of bars and restaurants that contribute to a well developed night time economy. The area suffers from heavy traffic flow as vehicles from High Street and Town Walls meet and filter towards Welsh Bridge and Smithfield Road. Four car parks are located in the area which surround Rowley’s House. Parts of the area are weak in design response.

Opportunity

The West End area consists of two halves. The first half of the project consists of the market hall and the second half of the project area consists of the Council owned surface car parks adjacent to Rowley’s House and part of the Sixth Form College site along St Austin’s Friars. Whilst separate projects, together they provide the link to the town centre and an increased activity levels in this part of the

60 West End Vision town. The market hall represents a significant Strategy • Potential residential units above the Market reduction on local parking would be made over opportunity to reconfigure and improve a Hall time. principle landmark of the town centre. The West End • Expansion of the retail ground floor footprint market hall tower represents a building of through canopies Design Principles debate in terms of its design contribution but • An enhanced setting for Rowley’s House • New cladding and design of the Market Hall functions poorly in terms of the hidden market through public realm treatments • Development along St Austin’s Friars exterior. and vacant office presence. • Consideration of downgrading the vehicle should introduce traditional built form that priority along Victoria Avenue / Hill’s Lane. continues the frontage and reflects local The opportunity exists to remove the vacant Planning Policy character. • Should the College buildings along St office building at the front to provide a public Austin’s Friars find alternative premises or • Development on St Austin’s Street car park space or modern open market stall area. At the The area is within the town centre conservation funding for on site redevelopment, introduce should be sensitive to local heights, views ground floor the opportunity for retail to open area. Much of the site is designated as flood new frontage along Barker Street / St and design out further onto the footpath providing new zone 2. Core Strategy policy CS15 considers Austin’s Friars for education or mixed use • In the long term there may be scope to and additional retail space in a reconfigured the area as a main opportunity for improving uses to improve the sense of enclosure and provide partial greened public space in front / redesigned ground floor frontage. The the town centre retail and office offer. Core better frame Rowley’s House, with decked of Rowley’s House that extends the existing upper floors of the building lend themselves Strategy policy CS2 highlights the area as parking hidden to the rear. space. to potentially a residential conversion, with having major redevelopment opportunity. an extension, offering town centre living in a • Encourage the development of the existing • Market Hall should be retained in its landmark building. St Austin’s Street car park (45 spaces) Accessibility principal form. Recladding of upper floors to improve the character of the area and using faux timber or traditional brick. The In the West End, the development of one to accommodate new uses, potentially Provision of car parking in West End is a key ground floor would be best suited as a of the local car parks will give weight to the including a new hotel, leisure, retail, office or issue in terms of perception of impact on single, well lit space, if the market were area’s footfall through new uses, potentially education uses. local footfall and has a significant bearing moved down. facilitating the College’s aspirations to expand. • Remove traffic flow From Bridge Street and on development opportunity. The release of • The pedestrianisation of Barker Street Replacement parking could be supported converting the route into a pedestrian route one of the car parks in the short term (45 should occur, keeping the route in line with through the redevelopment of the St Austin’s or public square. spaces) is promoted as part of a reduction the traditional / historic street layout and in town centre parking and congestion, with Street frontage with parking behind if required. • Ensure a safe pedestrian route for both day preserving the local view. Frankwell and Ravens Meadows as local and night between West End and Frankwell. • An enhanced pedestrian route between alternatives, reinforced through pedestrian Whilst the area forms part of the town centre, West End and Frankwell car park through linkages, as part of a wider package of it is very much a secondary area from a retail additional lighting to support night journeys. perspective. The existence of the College in Market Hall sustainable transport measures. If local parking the area clearly represents an opportunity that is essential for new development at West could be enhanced and the area also benefits • Investigating options to revitalize Market End, a reserve option for this site could be from close proximity to a number of positive Hall including to deliver replacement parking to the rear of the existing St Austin’s Street site as it comes factors, being the Welsh Bridge access and the • The demolition of the office space adjacent forward for development. Similarly, depending Waterfront restaurant area. to the Hall to provide new public space and on monitoring of the local situation, a further outdoor markets / activities 61 Funding, Delivery and Phasing Priority

The sale of the St Austins Friar’s car park by High Shropshire Council could create finance to implement road layout alterations and public Partners realm improvements. If a prudent approach to parking is taken then the site could come Shrewsbury Sixth Form College forward in the short term. In the longer term Shropshire Council the College site on St Austins Street could Market Hall leaseholders and tenants be released for mixed use development and, subject to monitoring the impact of parking and footfall patterns, have decked parking to the rear. The College site would need to be released, creating the need for an alternative teaching location or a longer term College property strategy. This could consider the dated swimming pool site or other on or off site locations. It is noted that the development schedule being promoted in this area would be insufficient to create significant residual value to be used to cross fund the relocation of the College and therefore College funding is a pre- requisite to delivering the St Austin’s Street site.

Further investigations into the viability of changes to Market Hall would be required and the exploration of demand for town centre residential living, given constraints on amenity space and parking. This could be used to support changes to the building exterior. The delivery of the scheme, including any intervention in the office block, will result in further discussions between Shropshire Council and tenants.

62 Rowleys House West End Sketch 63

Castle Foregate

Vision Strategy

The vision for Castle Foregate is to develop its • The improvement of the Railway Station gateway role and particularly the sense of arrival forecourt to enhance the arrival to the town. around the station. It can realise its potential as a • Investigation into providing a rear exit from new urban quarter and be part of the commercial the station onto Howard Street. life of the town, linking the centre to the Northern • To improve the Dana footbridge and Corridor. potentially deliver a new link from the station to Abbey Foregate Existing Position • The potential to improve the existing Castle Foregate covers the areas immediately to buildings along Castle Foregate opposite the north and south of the Railway Station. There the station and Royal Mail Sorting Office are a number of empty properties adjacent to the • Should the Royal Mail Sorting Office station forecourt and the largely vacant Cambrian relocate, reuse the for site for a new high House behind. To the north lies the Royal quality office development and seek to deck Mail Sorting Office, station long stay car park, the existing station car park. industrial development and Shrewsbury Prison. • Should the Prison be relocated, re-use for The pedestrian environment under the bridges hotel, conference centre, workspace and and to the north is poor and the connections to related facilities the station car park are weak. • Enhance the pedestrian experience outside the Royal Mail Sorting Office, under the rail Opportunity bridges and between the Station forecourt and Chester Street Castle Foregate is the principal opportunity to create an in town urban business / office • Consider the relocation of Castle Business park. The close proximity of the rail station and Park occupants to site on Castle Foregate the access the site gives you to the traditional premises or Northern Corridor locations, town centre and also the northern corridor releasing the site for residential gateway means that the area can operate in two markets. The alternative use of the prison, if ever available, as a hotel offers a long term quirky alternative use in an elevated position at a historical gateway near the rail station and as such may fulfil the gap in the original hotels analysis to offer high standard hotel accommodation offer for the town centre.

64 Castle Foregate Vision

Planning Policy station / new development quarter. Whilst the Royal Mail Sorting Office have Partners • Dana footbridge requires enhanced intimated that they are considering relocation to The area is within the town centre conservation lighting and space as do the rail arches to a more logistically better site (as they are doing Shropshire Council area. The Royal Mail Sorting Office and improve the pedestrian experience. nationally), they have not confirmed the likely Network Rail industrial site to the north are allocated for timescale for a would be move. HM Prison • If the prison were to vacate, a hotel use employment uses in the Plan. The majority of Royal Mail should deliver at the top of end of the the site is in flood zone 2 with areas to the west The Prison Service have also intimated market, subject to viability, supported of the station in zone 3b. The Buttermarket and that they are in the process of looking to by associated business and conference Prison are Grade II listed buildings. Beneficial consolidate the prison outside of Shrewsbury facilities redevelopment is encouraged in policy CS2 of and as with the Royal Mail Sorting Office the Core Strategy supporting text. relocation no confirmation has been made that Accessibility this will actually happen or a likely timetable to Design Principles come forward. • The delivery of more substantial parking • The relocation of the Royal Mail Sorting opportunities in this location is critical to The preferred delivery model could be a Office functions would free the site up improving town centre accessibility. Single developer competition to acquire the Prison for a top end high sustainability rating decking would deliver an extra 150 spaces and Royal Mail Sorting Office on vacation office led mixed use development whilst a 650 space car park would be and propose a development opportunity or (BREEAM excellent). Although this should delivered on the existing station long stay for the Council to acquire in discussion with provide a suitable setting for the historic car park using a multi story approach of the two bodies a joint venture development. Buttermarket, there is also an opportunity around 4 storeys. The Council’s lack of assets in the area limits to introduce modern architecture that • There is an opportunity to enhance the influence other than through the planning appropriately enhances the town gateway. pedestrian experience and street scene process of acquisitions led by or supported by A high quality entrance should therefore throughout the area to raise its overall the Council. face onto the A5191 from the exisitng quality Royal Mail Sorting Office site. The space There is a real possibility that the Castle should be permeable and mitigate the Funding, Delivery and Phasing Foregate area could offer as part of the topography. accommodation schedule small business • Enhanced public realm and seating Public realm improvements, particularly the workshops in the future in order to provide a facilities in the station forecourt car park Chester street crossings and under the railway supply of small flexible lease accommodation will support greater activity in the buildings bridges, would need to be funded by the public to encourage small business formation. opposite. Car parking places could be purse. Enhancements to station forecourt displaced to the rear of the station should would need to be undertaken in conjunction Priority a new rear entrance be introduced. This with Network Rail. would be subject to further investigation Medium but could form an important gateway to The core project is wholly dependant on the the town in the long term between the relocation of the Royal Mail Sorting Office. Sustainable office: The Met Office 65 66 Castle Foregate Sketch Section 12: Delivery - Making it Happen

12.1 This section of the report provides an change and develop over time within 12.7 The action plans provided with the economic growth. However there overview of the approach to taking the the context of the wider partnership and Regeneration Framework provide an are a number of areas which require Vision Framework forward. A separate political structure. Given the substantial important starting point for the Vision specific consideration as subsequent Delivery report and Action Plan has cross over between the Shrewsbury Delivery Partnership programme. development plan documents are been produced. Vision and the Shrewsbury components These should be treated as ‘live’ prepared, notably the forthcoming of the LDF Local Investment and documents that are amended to reflect Site Allocations and Management of 12.2 This section considers the following: Implementation Plan Place Plans it is the changing circumstances of the Development DPD. These are: considered that the Partnership lead be town and the project delivery paths. • A Vision Partnership held by Shropshire Council. Monitoring should be undertaken on a • A planning and design brief or • Establishing a planning framework regular basis to update on progress. similar should be prepared for • Maintaining Stakeholder Support 12.5 At the appropriate point the Council Riverside to guide and inform • Delivery of Key Development should consider the ‘launch’ of the 12.8 The Vision group, when established, development proposals and Projects Vision and the establishment of a core should work closely with Destination to assist in site assembly as Vision group which oversees a number Shrewsbury which should continue appropriate. A similar document A Vision Delivery Partnership of existing groups (such as Destination to be a focal point for delivering the should be prepared for Castle Shrewsbury) and new arrangements marketing and branding of the town. A Foregate in the medium term. 12.3 The Vision and Regeneration to develop key aspects of this strategy marketing strategy, in tandem with key • Castle Foregate and Riverside Framework needs to be a living, (notably traffic management and town early development projects, notably should be defined at the earliest continually developing strategy if it is to centre vitality). An emphasis should Riverside, should reflect the Vision for opportunity as comprehensive deliver and be of on-going relevance to be placed on engaging the private the town and underline its dimensions development areas, where only Shrewsbury. It needs to change and be sector and broadening the established of heritage, culture, independent a holistic area wide approach to refined in the light of new opportunities stakeholder base to include new retailing, quality and distinctiveness. It masterplanning and delivery (taking as they emerge. Critically its needs to businesses, young people and so on. should be separate (but complementary account of the necessary phasing) maintain and develop the support of Key partners to engage will include: to) marketing for Shropshire and should will be accepted. key stakeholders, not least the private seek to emphasis the more dynamic • A development brief or ideally a sector and to harness and focus activity • Local landowners, developers and elements of the towns offer alongside planning approval should be sought across a number for fronts. Shropshire larger businesses the more traditional offer. for the key early elements of the Council will need to consider how • Retailer and small business West End project prior to marketing. best to take the strategy forward in representatives The Role of Planning This should complement, in the context of existing structures , • Shrewsbury Town Council particular, the Riverside. An outline budgetary constraints and the key early • Public transport providers 12.09 The Regeneration Framework is to approval is not normally possible in priorities. • Cultural and visitor industry a large degree consistent with the a Conservation Area, however there representatives emerging Core Strategy, specifically are examples of where this has 12.4 In developing the strategy the policy CS2 Shrewsbury Development been accepted by English Heritage membership, focus and remit of a 12.6 Community and third sector Strategy, which refers to the importance – such an approval would de-risk Vision Delivery Partnership will be representation should act as a conduit of the Shrewsbury Vision in delivering the site for any developer (and important considerations, which will for harnessing community input. infrastructure to support housing and their financiers). Detailed design 67 could be controlled by the Council There are those that believe a reduction Town Centre Travel Plan, car parking Transport Plan 3 and the Shrewsbury (the landowner) through a building in car parking in the town centre will be strategy, a public realm strategy and so Integrated Transport Strategy. license. detrimental to the health of the centre, on. whilst there are those that consider • The consideration of an appropriate 12.17 The Transport Strategy will enable an only a ‘big-bang’ solution such as the • West End has a close relationship phasing mechanism to allow for approach to maintaining and developing Three Point Plan will achieve the desired to Riverside and again can come a complementary approach to the consensus around the objectives objectives. forward at an early point, with the potential (perhaps medium term) for the town centre, in terms of a high Council promoting the development town centre office locations at quality, vibrant town centre that is less 12.12 It will be important to maintain broad through its land ownership. Castle Foregate and Abbey Foregate dominated by traffic. There remains a support for strategy to give the key and out of centre business park • Castle Foregate provides a need to work with partners to create decision makers confidence to move locations. significant medium to long term a clear agreement on the approach to toward the next stage. • The acknowledgement that opportunity for Shrewsbury tackling congestion. It will be important some specific now vacant office and should be identified as a to take a step by step approach, 12.13 The development of a Transport buildings are no longer viable. It is Comprehensive Development Area particular around traffic management. Strategy for Shrewsbury which proposed to allow re-use for other through the LDF process. Evidence and data should be gathered undergoes transparent consultation and development, including housing, and • Abbey Foregate is an early to demonstrate the improvements that monitoring will play an important role. mixed use. This approach should opportunity to deliver improvements are being made whilst maintaining the be applied on a site by site basis to a key gateway to the town and to viability and accessibility of the town to 12.14 There is a substantial amount of reflecting, amongst other things, the kick-start the process of changing enable a move to the next step. community, business and stakeholder marketability of the premises. behaviour over the use of the car. interest in Shrewsbury, and a large In the medium to longer term it • The industrial/employment/food amount of voluntary and independent provides an opportunity to deliver a industry potential of remaining areas effort is put in by many groups and new office location on the edge of of the Northern Corridor should be individuals to improve and celebrate the the town centre. reinforced and safeguarded through town. This activity should be supported LDF definitions and the application and nurtured. A clear and responsive • Frankwell offers the opportunity of development management line of communication should be to enhance the relationship of the policies. established to such groups as part town to the River and to complete a of the Vision Partnership through leisure and cultural circuit alongside Maintaining Stakeholder Support appropriate representation. a revitalised Riverside.

12.10 There is a broad stakeholder consensus Delivering Key Development Accessibility over the objectives for the town centre, Projects in terms of a high quality, vibrant town centre that is less dominated by traffic. 12.15 The approach to delivering the key 12.16 A Transport Strategy should be development projects has been set developed for the town, to which 12.11 There remains concern particularly out in the preceding section. Riverside individual developments are to around congestion that progress has provides the key early opportunity and contribute toward and respond to not been made (whilst in fact traffic has can be used as a focus point to resolve through project specific travel plans. been reduced) and cannot take place. other issues including accessibility, a This should reflect the Shropshire Local 68 Shrewsbury Vision Regeneration Framework Appendices

69 Appendix 1: Baseline SWOT

Strengths

Transport Planning

• A compact urban form that supports sustainable transport • Core Strategy adopted • Shrewsbury connects to the strategic highway network through a number of radial A roads • PPS4 town centre first policy and key B roads and by a partial outer bypass • Number of residential and non residential permissions in and around the centre. • Motorway access is available via the A5 • Growth point status • Good regional rail access. • Two urban extensions identified • Established park and ride facilities

Socioeconomic Property

• Relatively affluent with a, healthy and safe population • A high quality of life offer. • Traditionally, relatively low unemployment • Shrewsbury has outperformed neighbouring town in terms of house price growth and house • A centre for public administration price levels as well as remaining resilient despite the current recession • Strengths in the food and drink and energy and environmental sectors - employment in retail, • Industrial and out-of-town office space is mostly concentrated to the North and East of tourism and food and drink also important. Shrewsbury to benefit from good transport links, despite a slow 2009 there are positive signs in both markets with steady demand both in and out of town. • A strong independent retail sector • Activity in edge of centre and out of town employment sites • Tourism and cultural events (flower festival / folk festival) • Unique Grade II listed office buildings • The cultural sector – theatre and music hall • High skilled population Townscape • Relatively high proportion of residents employed as managers • Higher than average self employment rates – 2004 West Midlands Capital of Enterprise • Exceptional quality of historic environment • Strong town council and business organizations • High quality green spaces and infrastructure including the river • Strong <18 educational offer • Series of connecting spaces around the town • A wide catchment area, particularly reaching into Wales.

70 Weaknesses

Transport Townscape

• Congestion (perceived and real) in the Town centre and Town Centre approaches. • Areas of weak urban form: West End, Riverside, Northern Corridor. • Peak hour congestion on some key junctions on the A5. • Abbey Foregate underplayed • Congestion in centre impacts on reliability of bus services. • Dana and Frankwell footbridges poor quality. • Bus and rail station poor gateways • Some individual weak buildings in the town. • Perceived lack of town centre parking for business • Station, Station Forecourt and Bus Station • Impact of congestion on the quality of life • Flood risk • Concentration of car parking on the west side of town (West End, Riverside, Frankwell) lead- ing to potentially unnecessary cross town movement. • Need for traffic travelling between west to north to cross the town centre. • Perceived unsuitability of Park and Ride for business users (ie no early evening service) Planning • Topography – the relatively steep climb form the Wyle Cop area discourages the use of park- ing in this area when visiting the main shopping areas. • Need for clarity of policy regarding Northern Corridor • Affordable housing required Property Socioeconomic • Riverside redevelopment opportunity • Lack of main retailers • Relatively low 18-24 population • Out of town retail centres • Pockets of deprivation, mainly in the north and east of Shrewsbury • Dated town centre office supply • The economy is under-represented in manufacturing, financial and business service sectors. • Lack of parking an issue in the centre for offices • Poor servicing in business parks • Hotel occupancy falling – as Telford’s rises • Vacancies in the shopping centres • Public sector occupier of office space

71 Opportunities

Transport Planning

• Integrated Transport Strategy • Promote town and edge of centre sites. • North West Relief Road, albeit in the longer term • Identified retail, housing and employment targets in Core Strategy • Improvement of Smithfield Road; Dana Footbridge, Abbey Foregate to Rail Station link, • Opportunity to feed into Site Allocations document Frankwell footbridge • Implementation of hotel / residential / retail permissions in the centre • Improvement of the cycle network; and • Installation of urban traffic control and bus priority Socioeconomic • Signage • Cross town buses • Target indigenous growth, encourage enterprise and knowledge-based, high value • Car parking consolidation /relocation businesses • Measures have been attempted to address the impact of the recession - Shropshire Business Property Enterprise Fund. • Enhance night time economy • Investor perception to be positive in the area especially in retail terms • Draw on strong networks • Quality office development in the centre or out of town would facilitate interest • Budget hotel growth • Corporate hotel demand – edge of centre • Boutique 4 star / country club opportunity • 3 star potential in town centre – part of retail development / rail station? • Demand circa 50,000sqm retail by 2026 • Current Quarry Swimming Pool reaching end of lifetime

Townscape

• Public land ownership • Potential to redevelopment weak urban areas • Enhance public realm • Identify development opportunities in river loop / edge of centre 72 Threats

Transport Socioeconomic

• Congestion at peak times continues to worsen detracting from quality of life and place • Public sector cuts reduce employment • Fall in sustainable transport usage adds to congestion • Out commuting causes dormitory town status • Housing growth in south vs retail and employment in the north will continue to exacerbate • Retail and tourism offers undermined by inability to capture strength of assets congestion.

Property

• No new retail investment in the town centre will mean out of town / other centres become more competitive. • Forecast economic growth in non-professional services reduces hotel demand • 3 star demand could be sapped by budget hotel • Telford retail competition – including proposed scheme

Townscape

• Town continues to underplay its potential due to weak urban areas • New built form fails to enhance the town’s assets / reflect quality of built form

Planning

• Growth of retail in out of town locations weakens the town centre position • Long term lack of policy clarity for Northern Corridor leads to further fragmentation

73