A Vibrant Community Focussed Town Centre

Cambuslang A vibrant community focussed town centre

A strategy for Cambuslang town centre Contents Page 1 1. Introduction

Page 2 Cambuslang town centre map

Page 4-5 2. Background context

Page 6 3. A vision for Cambuslang

Page 7 4. Aims and objectives

Page 8-9 5. Opportunities and challenges

Page 10 6. Town centre stakeholders

Page 11 7. Consultation with Stakeholders

Page 12 Listening to Stakeholders

Page 13-16 8. Town centre action plan

Objective one - Planning and economic development initiatives

Objective two - Accessiblity and transport

Objective three/four/five - Attractive Community and Business Environment

Page 17 9. Next steps

Page 18 10. Monitoring and reporting

Appendix 1 - Your Town Audit (YTS) 1. Introduction Town centres are a key part of successful places and have an increasingly important role in building stronger, more sustainable places and communities. Alongside towns across the UK, Cambuslang has been challenged by changing patterns of use and shopper behaviour. In order to maintain their vitality, town centres must react to social and economic changes and consider their offer, purpose and value to communities.

The strategy seeks to support and This strategy document sets out coordinate action aimed a range of initiatives which will at revitalising the town centre. contribute both in the short and long term to town centre activity by South Lanarkshire Council (SLC), establishing a welcoming, safe and working with Cambuslang Community attractive centre to encourage footfall Council and town centre partners, and generate additional spend. Critical seek to support change that promotes to the success of the strategy is additional vibrancy and vitality within partnership working. This will help to the town centre and support its secure project goals and coordinate sustainable future. As a result of this combined effort across public, private, partnership, SLC commissioned a third sectors and the local community ‘Your Town Audit’ (YTA), conducted for its successful delivery. by Scotland’s Towns Partnership and EKOS, which was completed in May 2018 and provides a comprehensive audit of Cambuslang (see Appendix 1).

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CAMBUSLANG 1 17a

Page 2 Page 3 2. Background context Cambuslang is a suburban town approximately six miles south-east of the centre of Glasgow. It is the fourth-largest town in South Lanarkshire and directly borders the town of Rutherglen to the west. The town is well connected with excellent road and rail infrastructure into Glasgow and the wider metropolitan area. The Cambuslang Gate development noted above, the town has a mix of opened in 2007 adding space for high street shopping characteristic a new food store, six retail units, a of secondary centres with over health centre, office space, library, two thirds of businesses being 33 residential flats and 150 public independent. Many of the shops on parking spaces. The town centre has a the Main Street are relatively small and traditional mix of high street shopping, serve a predominately local market. characteristic of secondary centres, Importantly, there is no longer an with numerous licensed premises and ‘anchor store’ to attract footfall and in a range of salons, coffee shops and 2017, the three remaining banks and professional and public services. A the local police station in Cambuslang business survey conducted in 2017 all closed. found that over two-thirds of the businesses were independents and Although the Your Town Audit c. 30 percent were branches of reported that 11.4% of town regional or national chains and that a centre retail units are vacant there high proportion of existing businesses has been an increase in occupancy Cambuslang town centre was Currently, Cambuslang town centre serve the evening rather than daytime on the Main Street therefore historically a major retail centre for is characterised by a long main street economy. currently vacancy rates on the local community with a wide range where the majority of the retail and Cambuslang Main Street sit at 2.6% of shops and services on both sides service offer is located on the south In line with town centres across the at the time of writing and fluctuate of the Main Street. Redevelopment in side. One of the highlights in the town UK, the town centre has experienced year on year. the 1960s created a new ‘core’, based every June is its Summerfest, providing challenges due to a number of around the Cambuslang Precinct to the a range of street entertainment, factors such as the economic crisis Cambuslang Business survey: north of the Main Street. This area has arts, children’s theatre and more. and austerity measures, decreasing http://bit.ly/32GMIxO changed its character over time and is The popularity of this event shows consumer confidence and disposable now more service based with the bulk the appetite for a programme of income, the rise of convenience culture of Cambuslang’s retail provision now similar events throughout the year to and the progressive rise of internet on the Main Street. encourage footfall in the town centre. sales and the digital high street. As

Page 4 Cambuslang has the potential to be a more thriving and successful centre.

With this in mind, the strategy and The private sector has a key role action plan will focus on a range of in providing a shopping, service and short and long term actions that will leisure offer that will attract and meet make the town centre more the needs of the local community. The attractive to a local customer base public sector has a role in ensuring by encouraging private sector that planning, investment, development involvement, enhancements to the and other relevant policies maximise physical environment and softer the attractiveness of the business regeneration initiatives such as environment. The wider community marketing and events. must support local business and safeguard the vitality of the town South Lanarkshire Council, centre. Cambuslang Community Council (through the Cambuslang Future Cambuslang Future (a sub-group of The town’s population has grown opportunity to attract this customer Group) and the Cambuslang Business Cambuslang Community Council) significantly over the past two decades base into the town centre. Although Community all have a key interest and is a key organisation in advancing due to new housing developments and retail remains a fundamental part of role in reacting to changing behaviors local initiatives and supporting is projected to grow further. The YTA a healthy town centre, leisure activity, and recognising that Cambuslang town local business. Alongside SLC it is audit confirms that the population of café culture, evening economy and centre must diversify its offer in order an important body in facilitating the town has ‘increased substantially local services for local communities to give users the broadest range of activity that supports the town over the ten-year period from 2006- have an increasing role and reasons to visit and spend time there. centre. 2016 (18%) - a considerably higher importance within the town centre rate than the YTA average of 1%’ and mix. Cambuslang is well served with noted that the ‘increase is the highest licensed premises, salons and both Regeneration of recorded of any of the YTA audited professional and public services. The Cambuslang town towns’. opening of a Costa Coffee shop and Wetherspoons has also significantly centre is a collective Given the demographic profile of added to the daytime provision of responsibility. the population there is significant ‘café culture’.

Page 5 3. A vision for Cambuslang The Vision for Cambuslang is of an attractive, commercially successful, community focussed, welcoming town centre which generates a sense of civic pride in its citizens.

Cambuslang town centre has the quality greenspace close at hand. The town needs to ensure that it can promote potential to develop the quality of these advantages and present itself as a great place to live, shop, work and play. its offer and the appeal of place. The town centre must build on its The vision for Cambuslang town centre therefore seeks to build on these strengths, celebrate its heritage, town strengths to create: centre connectivity and facilities • an attractive, safe and welcoming town centre providing a focal point associated with its town centre core. for all sectors and age groups of the community to connect; • a successful Main Street that meets the needs of the community it The town has the opportunity to build serves; on a range of current initiatives and • a town that remembers and retains its heritage as the oldest village trends associated with the increasing in Scotland with industrial heritage. appeal of place and the importance of connections to modern living. A sense of place is the collection of qualities Capturing investment, building confidence in the business community, engaging and characteristics that define a local residents, and strengthening enterprise activity can all be better supported location. Sense of place is what makes through collective action with the South Lanarkshire Council, Cambuslang Cambuslang distinctive and creates its Future, businesses and local community interests all committed to facilitating the appeal. delivery of the strategy through further engagement.

Cambuslang has well-developed social networks and an active community. It has excellent accessibility and good

Page 6 4. Aims and objectives The aim of the Cambuslang Town Centre Strategy is to create a town centre that is an attractive, commercially successful, sustainable and vibrant place for people to live, work and socialise. Objective one: To support sustainable town centre growth, mixed-use development and investment opportunities through planning and economic development initiatives in line with the Town Centre First policy initiative.

Objective two: To ensure that town centre accessibility and movement is inclusive and supports all modes of transport and meets the needs of users through measures to ensure convenient and safe access by foot, cycle, car and public transport.

Objective three: To ensure that the town centre has a welcoming, safe and attractive physical environment that supports the needs of both The Scottish Government have completed a wide range of work identifying business and town centre users and provides a focus for community life and good and best practice to support the quality of local and regional centres. events. Key initiatives include: • Business Improvement Districts Objective four: To improve the commercial viability of the town • The Scottish Governments Town Centre Action Plan and Tookit centre by supporting enterprise through business advice, training, events, • A policy framework based on Designing Places, Designing Streets marketing, finance and other support measures for existing and potential new • Town Centre Audits businesses.

Objective five: To exploit the opportunities of digitalitisation for business growth and usage of the town centre.

Objective six: To create the conditions for social regeneration and improve the health and wellbeing of the community, particularly through the reduction of fear of crime and anti-social behaviour - creating a town centre that is welcoming to all and safe with a strong sense of community.

Page 6 Page 7 5. Opportunities and challenges In relation to Cambuslang the specific opportunities and challenges are as follows: Opportunities Challenges Physical/Environmental Physical/Environmental • Good access to local services • Streetscape in varying conditions • Good road and rail links to Glasgow • Some street furniture objects non-uniform • Local greenspace (parks, River Clyde) • Use and control of town centre parking and use by commuters • Close proximity to M74 • Underused civic plaza (Kyle Court) which is on a different level from the Main Street Social/cultural • High volume of commercial waste and fly tipping • Significantly growing population • Some vacant units and some outdated shopfronts • Distinctive local urban/industrial heritage • Perception that there is fragmentation between the north and south • Strong community involvement of the Main Street • Sports and leisure facilities • Pedestrian safety measures result in a reduced natural flow across the • Civic Pride dual-carriageway and around the town centre • Some established events • Busy road junctions on the Main Street Lack of facilities for families and children • Social/cultural • Deprivation levels higher than Scottish average in small pockets of the town centre • No coordination of marketing or year-round event programme. • Ensuring that the town centre is accessible to all, especially the elderly • Lack of a focussed programme of social and leisure events

Page 8 Opportunities Challenges Economic/Commercial Economic/Commercial • Main Street vacancy rate is below the Scottish average at the time of • Daytime economy is not as strong as the evening economy writing • No local banking provision • Strong evening economy • Large grocery store is out with the Main Street (but within walking • Technological advances in digital communications distance) • High proportion of independent traders - opportunity for distinctive • Lack of investment by some retailers offerings • Competition from edge-of-town supermarkets with ample parking • Easy access to the majority of public and private services • Lack of mix of use • Online competition Policy • Traditional shopping hours (limited Sunday opening/no late night • Commitment of relevant partners shopping/ 5-8pm gap in town centre activity) • SLC Business Support team • No town-centre WIFI • SLC Community Planning Partnership • Reported low business confidence • Business Gateway Lanarkshire • Vacant units and attracting a diverse range of businesses to balance day • Opportunity to coordinate town centre activity through the strategy and evening economy • Identification of available funding e.g. Regeneration Capital Grant Fund, Sustrans, new Town Centre Fund, Participatory Budgeting of 1% of SLC Policy expenditure • Limited local authority and central government funding available • Ensuring that all public and private investment in Cambuslang directly benefits the town and its community

The above assessment indicates that the challenges for Cambuslang are broad and varied however there are a number of areas of • strengthening the appeal and the experience of the centre and making it a opportunity which can be exploited to the benefit of the town more attractive place to visit and mix leisure/retail experiences; centre. • reviewing town centre parking and transport arrangements that could address any perceived barriers to accessing and using the centre; Cambuslang has a mix of opportunities and constraints that impact on the • building on Cambuslang’s heritage and community spirit with a targeted appeal and functionality of the centre. Many of the opportunities and challenges programme of events, marketing and softer regeneration initiatives. result from a legacy of historic conditions (shop closures, street patterns) and business practices (retail mix/shop opening hours). Key areas to review and address include: Page 9 6. Town Centre stakeholders As the local authority SLC has powers and resources in key areas of planning, investment and business support that influence economic growth. Decision- making and resource allocation in these areas will support this strategy.

Importantly, there are other partners and stakeholders whose commitment is required to work towards a common goal of improving the physical, economic and social conditions of the town. These include:

• MP and MSPs (constituency and list) • Scottish Government • Scotland’s Towns Partnership • South Lanarkshire’s Community Planning Partnership • Business owners/managers • Property owners • Cambuslang Community Council (Cambuslang Future) • Community groups (e.g. Healthy n Happy Community Development Trust, LEAP, churches, residents’ associations, sports clubs and other groups) • Police Scotland (local community policing team) • Local social media groups and networks

Successful delivery of the strategy will require commitment from all stakeholders.

Page 10 7. Consultation with stakeholders Consultation feedback The consultation exercise attracted in excess of 1,000 comments. The main themes of these comments are as follows: • Indoor and outdoor locations • The ability to buy groceries on to meet friends and make social Main Street is needed. A community connections in a nice environment supermarket is regarded as highly on the Main Street is required. desirable. The notion of community meeting spaces which were not licensed • Banking facilities returning to the premises was a recurring theme. Main Street is a priority for many.

• Family friendly ‘play’ cafe for • Need to make it easier and more parents/carers and younger children attractive for new residents coming where they can play and have food into the area to visit the town is needed. There are many young centre. families in Cambuslang. • Events, activities and initiatives for • Entertainment is limited to those all are needed to promote and over 18. More recreational market the positive aspects of the facilities, activities and events for town centre. children from infants to late teens are needed. • More diverse mix of shops, a wider range of cafes and restaurants, and • Car parking for commuters using facilities that bring the community Cambuslang Train Station and together. those using the town centre is not currently meeting needs. • Better bus services to surrounding areas and towns, and faster services • The current streetscape on Main into Glasgow. Street is viewed negatively. • Outdoor markets and street • Removal of the commercial bins festivals to attract more people to on Main Street. Buildings and the Main Street. shopfronts need to be upgraded and enhanced. • The community want to feel safe and secure on the Main Street. Page 11 Listening to local views Consulting to understand local issues and concerns

Amendments and observations The priorities identified in the consultative draft strategy are, on the whole, in line with consultation 267Respondents Feel91% that car parking is a Feel94% that quality and type of feedback. The following amendments and challenge for the town centre retail mix is a problem observations have been made in order to reflect public feedback:

• Projects to improve paved surfaces and put measures in place to manage commercial waste have been prioritised in line with consultation feedback.

• Loss of local banking services and supermarket provision on the Main Street alongside the development of a commercial strategy have been 83%Feel that vacant Feel that86% competition from other Feel84% that the streetscape/ identified as concerns. premises are a problem town centres is a challenge public realm is poor • Public transport provision has generally been identified as good however, in line with the results from the more detailed parking consultation, commuter and town centre parking provision is not viewed favourably.

• Projects aimed at building a sense of community in the town centre and give families, young people and the older generation more reason to use their town 80%Feel that the evening Feel85% that changing shopping Feel81% that public transport centre will be explored. economy is limited patterns have an impact provision is good or excellent on the town centre

Page 12 8. Town Centre Action Plan The tables below detail the range of projects and initiatives along with the potential timeframe of delivery, although this will be a dependent on a number of factors such as availability of funding and market research. Physical projects are identified on the following plan with the number reflected in the tables below. There is also a link to the Scottish Government’s Town Centre Action Plan (TCAP) objectives and the category under which they would fall i.e. Town Centre Living (TCL), Vibrant Local Economies (VLE) , Enterprising Communities (EC), Accessible Public Services (APS), Digital Towns (DT) and Pro-active Planning (PaP).

Action Plan theme one: Physical Environment Initiative Project Actions/progress - 2019 Lead Town Centre TCAP Timescale partner Objective (TCO) Streetscape audit Review/replacement of SLC costing exercise being SLC 1 VLE 12 months street furniture undertaken and options identified.

Pavement Improvement/upgrading Successful CF bid to Town SLC/CF 1 Medium term subject Improvement of street pavement Centre Fund for first phase to funding of improvement

Commercial New approach to waste CF assessment of options in SLC/CF 3 VLE 12-18 months Waste management to avoid consultation with other local Management unsightly waste bins on authorities and with Main Strategy street Street businesses

Shopfront Upgrading of appearance CF consultation with CF 1/3 VLE 1-2 years Improvement of shopfronts landlords and business Scheme owners

Town Centre Consultation Establishment of consultation CF All All 3 months Consultation mechanism/process process for business with stakeholders;led by community and residents to Cambuslang Future and oversee the implementation supported by SLC. of Action Plan

Funding Plan Development of funding Identification of funding All All All 6-12 months package for the Action options and timetable for Plan submitting bids

Page 13 Action Plan theme two: Accessibility and Transportion

Initiative Project Actions/progress - 2019 Lead Town Centre TCAP Timescale partner Objective (TCO) On-street parking Piloting of longer parking times TRO introduced to increase SLC 2 VLE 12 months review parking time from 30 minutes to 2 hours. Effectiveness being reviewed

Parking Provision Review of Park and Ride Strategy Consultation in 2018 identified SLC 2 VLE ongoing across South Lanarkshire extra Park and Ride provision as high priority. Funding bids submitted by SLC

Park and Ride Cambuslang Study Phase 1 study completed by SLC 2 VLE ongoing AECOM in 2018. Committee approval given in October 2018. Cambuslang Park and Ride has been moved from medium to high priority. Work is being undertaken to take this project forward.

Parking Demand Management Agreed by SLC Community and SLC 2 VLE 9 months Review Enterprise Resources Committee and outcomes of the review are currently being considered.

Residents Parking Assessment of whether to SLC consultation undertaken SLC 2 VLE 12 months Permit Scheme introduce RPPZ in Cambuslang December - January 2019

Signage Review Review of signage for town centre Improve the information, SLC 2 VLE 12-18 months users in key locations and strategy directional and statutory signage development. Development of a in the town to make it as user town centre signage strategy. friendly as possible Introduction of ‘Welcome to Cambuslang’ signage. Promotion of walking and cycling routes to improve physical and mental health. Development of funding package for the Action Plan

Community Rail The Rail 74 CRP project for the CF to develop links with CRP CF 2 VLE 6 months Partnership Rutherglen-Hamilton Central route to bring communities together to improve and promote their local rail line

Page 14 Action Plan theme three/four/five: Attractive Community and Business Environment

Initiative Project Actions/progress - 2019 Lead Town Centre TCAP Timescale partner Objective (TCO) Business Forum Development of a CF newsletter being CF 4 VLE 12 months Cambuslang Business developed and business Forum. forum meeting

Town Centre Development of Creation of a website, social CF 3 VLE 6-18 months Marketing marketing strategy for media marketing, branding or Cambuslang business other methods to promote sector the town centre

Town Centre Development of Consultation with businesses CF 3 VLE 6-18 months Event Programme events strategy - and residents on events weekly, monthly and and identification of funding annual programme of options community events to attract visitors to the town centre throughout the year

Banking Service Provision of banking Discussions with Clydesdale CF/Credit 1/3 EC ongoing Initiative services to compensate and RBS for support with Union for loss of branches Action Plan

Town Centre Brighten up the Review of cost and feasibility Murals environment with town of painting murals on some CF 3/6 VLE 6-12 months centre murals gable ends alongside signage strategy.

Community Provision of community Review of options for a Supermarket supermarket at the community supermarket CF 3 EC 12-18 months centre of Cambuslang Main Street

Page 15 Initiative Project Actions/progress - 2019 Lead Town Centre TCAP Timescale partner Objective (TCO) Commercial Development of Identify lead for strategy CF/Business 4 EC 6-12 months Strategy commercial strategy in development. Collation of Community partnership with the ideas, innovation, business business sector gaps, good practice from other towns and resources (involving Scotland Town’s Partnership)

Promotion of Support for existing Provision of overview of SLC 4 EC ongoing SLC service and potential businesses service support and access support (Business with advice on property, options Gateway and grants and funding, Business Support business cases Team)

Creation of a Delivery of a free Wi-Fi Review of options CF 5 DT 6-12 months Wi-Fi zone network

Digital Skills Provision of training for Review of options CF 5 DT 12 months Training businesses and residents

Crime and Reduction of fear of Regular meetings between CF/Police 6 TCL ongoing Antisocial crime and anti-social Cambuslang Community Scotland Behaviour behaviour Council and Police Scotland (Local Problem Solving Team) to identify specific actions

Cambuslang - Consider initiatives CF/SLC 3 VLE 12-18 months Something for All which will make the town centre more attractive to young families/young people and community in general

Page 16 9. Next steps Coordinated and sustained activity is key to supporting Cambuslang Town Centre. The delivery of the range of projects and initiatives will require agreement across the range of partners and stakeholders but also a coordinated approach to delivery.

The Cambuslang Town Centre Strategy and Action Plan was presented for approval to the Community and Enterprise Resources Committee in November 2019. Now approved, the finalised strategy will be published and promoted throughout Cambuslang. The Council, in partnership with Cambulsang Community Council, will look to establish the appropriated structure to continue with the delivery of projects and advance the preparatory work for the delivery of the action plan.

Within the consultation you have told us of your issues and concerns, The Council and Community Council cannot necessarily address all of these but are working to find solutions to local priorities with a range of partners that will support a shared vision for Cambuslang.

The Town Centre belongs to the whole community and its success is dependent upon making it appealing and attractive to use and encouraging local shopping and local use of the cafes, bars, restaurants and town centre facilities. Please support the Council, Community Council and local businesses by continuing to:

• Help us deliver the Strategy • Engage on local issues • Shop local • Make use of the facilities within the town

Page 18 10. Monitoring and reporting

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/SLC

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• • • • • • • Cambuslang Business survey: http://bit.ly/32GMIxO • Page 17

• • Notes Notes Notes If you need this information in another language or format, please contact us to discuss how we can best meet your needs. Phone: 0303 123 1015 Email: [email protected]

Printed on 100% post-consumer-waste recycled paper. Published and designed by Planning and Economic Development Services, South Lanarkshire Council, October 2019 V2. All material © Crown Copyright South Lanarkshire Council unless otherwise stated.