Monmouthshire Vibrant and Viable Places Submission – Strategic Outline Proposal

VIBRANT AND VIABLE PLACES STRATEGIC OUTLINE PROPOSAL

ABERGAVENNY

MONMOUTHSHIRE

Monmouthshire Vibrant and Viable Places Submission – Strategic Outline Proposal

Executive Summary Monmouthshire can be perceived as an affluent leafy county yet the reality can be different. Abergavenny has seen an increase in residents aged 16-19 making youth employment a matter for concern. Accommodation is an issue with the waiting list for single bedroom flats equating to over 5% of the population. Couple this with the loss of the Communities First area, a rise of 23% of the over 60’s residents and a 10% above Wales average of long term illness rates, it is clear that Abergavenny is struggling.

A recent ‘Whole Place’ community engagement exercise undertaken by Monmouthshire County Council (MCC) has identified a rich seam of community cohesion running through Abergavenny and a clear commitment to co-production, where a wide range of partners are keen to work with public services to adapt, evolve and address the local challenges and opportunities that exist.

Abergavenny has a long term vision for the town:

 Showcasing rich Welsh heritage, drawing visitors in all year round not just for events like Abergavenny Food Festival;  Viable independent retailers and enterprises flourish;  In-town living sets the town centre’s heart beating with renewed vigour; and  A revitalised social High Street offers opportunities for quality interactions.

Purpose MCC is changing. As a recognised ‘Creative Council’ under the banner ‘Your County, Your Way’ the Council has embarked on a journey of cultural and organisational change to enable it to respond creatively to the needs and aspirations of the communities of Monmouthshire. To support this, the Council has undertaken the development of a ‘Whole Place Plan for Bryn Y Cwm’ – the area of North Monmouthshire centred on the town of Abergavenny and its neighbouring villages. At the heart of this approach is a recognition that plans, projects and programmes are too often dealt with in isolation. Instead, an integrated approach is needed which draws on the evidenced priorities and concerns of the local community and brings together a range of initiatives to address these.

The main strategic purpose of this focussed programme is to integrate and add value to the town centre through a local solution based approach that uses local assets, building on its distinct character in a unique setting. A resilient town centre is important for its community and wider rural communities.

Strategic Case

Overview Key facts and figures on the town centre include:

Community Snapshot  Population: 13,9841 (2.9% increase from 2001 baseline);  6,308 households, (5.7% increase on 2001 figures);  Housing - 2 LSOAs fall within the 25% most deprived, with one in the 50% most deprived.  Employment and Income - Unemployment rates compare favourably with Monmouthshire and Wales averages, youth unemployment is a matter of concern.  Crime - North Abergavenny exhibit issues connected with above area levels of violent crime and anti –social behaviour  Health – 4 LSOAs exhibit rates of long term limiting illness above the Wales average.  Education –The local secondary school is a Band 5 institution; educational attainment is not as high as comparative areas.

1 2011 Census

Monmouthshire Vibrant and Viable Places Submission – Strategic Outline Proposal

Town Centre Snapshot2  Medieval street pattern, heritage characterisation; once walled medieval town; 150 listed buildings;  Retail diversity has seen a drop of some 14.4% in comparison outlets in the town, but a 17% rise in service type units;  Trend towards loss of smaller comparison units to service uses due to competition from the internet and larger multiples;  National multiple retailers covering household and variety sector; Morrisons planned for completion on the town centre cattle market site in 2015;  19 units are vacant with 9.5% vacant in secondary frontages;  60%3 decrease in pedestrian flow between 2000 and 2012;  39.% shop out of the County for main food shopping;  East to west pedestrian linkages are poor with pedestrian/vehicle conflict

Strategy and programme investment aims The strategy has been designed around the four strategic component themes of:

 Abergavenny town centre and the wider business environment  Making sure no-one gets left further behind  Strengthening education and business links  Creating a sustainable settlement

Our vision for the town centre is

“Abergavenny and District – an area with a vibrant market town and superb local environment that looks after everyone, offers quality life experiences to all its residents and welcomes visitors with open arms”

Investment aims are:

 To develop a diverse, resilient and connected business community;  To use local assets such as housing stock to unlock opportunity that leads to local prosperity;  To deliver local services through a multi partner approach;  To develop a place that builds on its distinctiveness, accessibility, heritage and connections to the rural landscape.

At a strategic level, the Abergavenny town centre programme works towards a number of key policy and programme instruments, being:

Programme for Government impacts upon healthy people living productive lives in a more prosperous and innovative economy; safe and more cohesive communities, with lower levels of poverty and greater equality; a resilient environment with more sustainable use of our natural resources and a society with a vital sense of its own culture and heritage.

Sustainable Development Scheme - The main aim of the scheme is “improving the economic, social and environmental wellbeing of people and communities in Wales over the long term.” There is an acknowledgment that economic regeneration should be undertaken with sustainable development at its core, promoting low carbon, and low waste ways of working.

2 December 2012 Retail Background Paper 3 Footfall count taken on a Saturday

Monmouthshire Vibrant and Viable Places Submission – Strategic Outline Proposal

Better Lives & Communities - This White Paper sets out proposals including increasing the supply of new homes by building 7,500 new affordable homes, of which 500 will be co-operative homes and 500 will be built on surplus public sector sites, and by bringing 5,000 empty properties back into use; Improve the quality of existing homes, including their energy efficiency, through the Welsh Housing Quality Standard and other mechanisms and improve housing services to help people.

Monmouthshire Single Integrated Plan 2013-17, Final Version – April 2013 – centred on sustainability of communities through creating and maintaining its economic and environmental health, promoting social equity, and increasing citizen participation in planning and implementation. Health and well-being is central to quality of life, our economic success, interdependent with our success in improving education, housing quality, training and employment outcomes.

Our town centre policy fit seeks to address:

 Changing retail dynamics and need for mixed use economy  Balance between a social High Street and a need for multi-channel experience  Role of housing to target underused resources, use local employment, supply chains and create pathways to employment and local enterprise  Enterprising place supporting innovation and SME growth  Use of ICT, infrastructure, education, training, social enterprise to tackle worklessness

Existing arrangements

Whole place team/local partnership set up In September 2012 MCC commissioned an integrated ‘Whole Place’ Plan bringing together interested parties in Abergavenny to:

 Increase coordination;  Minimise duplication; and  Create measurable impact.

The Plan’s production demonstrates a collaborative relationship between the local community, local businesses, voluntary groups and public services and a clear commitment to work together to adapt and evolve to address local challenges and opportunities. The process is therefore not just about producing a ‘Plan’ but about coordinating the high level of community engagement that already exists in Abergavenny and forming a decision making and delivery body.

The ‘Whole Place’ team approach also mobilises MCC departments to respond to local need and opportunity on a cross departmental basis, providing an integrated service and project delivery team to ensure swift, responsive flexible and outcome focussed delivery.

The ‘Abergavenny Town Team’ is therefore a partnership which brings together the community decision and delivery body together with the ‘Whole Place’ team to provide a vehicle which provides overall governance and ownership of the ‘Whole Place’ approach in Abergavenny.

Development of ‘Whole Place’ plan and timeline Abergavenny town centre strategy, derived from the Whole Place Plan consists of 4 thematic areas (overleaf). Where activities are highlighted they have been identified as ineligible for the purposes of this submission, but MCC wish to discuss with Welsh Government the resourcing of these activities through domestic or other funding routes. The activities have also been categorised as “minimum”, “intermediate” and “maximum”.

Monmouthshire Vibrant and Viable Places Submission – Strategic Outline Proposal

Business needs

Where are we now?

Town Centre Working  Building capacity within the town team is critical;

Housing/Community  Underused town centre properties;  455 residents on Monmouthshire Housing’s waiting list for one bedroom flats;

Heritage-led Regeneration  Heritage experience lacks coherence between main sites in the town such as Castle and Museum, St Mary’s Priory, Market Hall and its streets and squares;  The general street-scene of our medieval market town is being eroded in places;

Town Centre Economy  Town centre faces pressure from competing centres due to travel to work patterns and a diminishing comparison shopping offer, amongst other factors;  Town centre experience is disconnected in terms of its key assets, attractors, streets and places;  Significant vacant runs in key secondary frontages create a poor impression;

Where do we want to be?

Town Centre Working  Nurturing collaborative relationship between the local community, local businesses, voluntary groups and public services and a clear commitment to work together to adapt and evolve to address local challenges and opportunities;

Housing/Community  Improving quality of housing stock that meets local needs by bringing empty property back into use and converting unused space back into residential use;  Maximising the energy efficiency of current and future domestic dwellings;  Maximising the value of housing investment in relation to training, employment and sustainability;

Heritage-led Regeneration  Bringing to life the town’s heritage through a more co-ordinated trail of heritage-led buildings that is both physical and virtual;

Town Centre Economy  Creating sustainable prosperity around enhanced accessibility through physical improvements and development of multi-channel opportunities;  Enabling a mixed use economy; extending investment from Abergavenny Food Festival, the town’s independent offer, local production and enterprise opportunities;

Monmouthshire Vibrant and Viable Places Submission – Strategic Outline Proposal

Potential scope and service requirements Whilst we acknowledge Vibrant and Viable Places is focussed on capital funding, our submission presents an integrated approach. A key starting point for our investment Heritage-Led process requires an element of revenue to Regeneration build capacity, local partnership working and development of local solutions. We would like this to be considered as part of the Town Centre assessment. Our young partnership requires Working kick-start support and our resource mix reflects this.

Figure 1 shows the physical coverage and Town Centre scope of physical interventions. Economy

Housing/ Community

Figure 1- Proposed Physical Scope of Programme

Source: OS Map License – MCC

Monmouthshire Vibrant and Viable Places Submission – Strategic Outline Proposal

Development of ‘Whole Place’ plan and timeline We recognise revenue activities are ineligible for the purposes of this submission, but MCC wish to discuss with Welsh Government the resourcing of these activities through domestic or other funding routes. The activities have also been categorised as “minimum”, “intermediate” and “maximum”.

Town Centre Working Housing/Community Heritage-led Regeneration Town Centre Economy Minimum  Organisational development  Maximising energy efficiency  Connecting town centre wide  Visitor management – signage/ o Town team; of current/future domestic heritage assets circulation; o Town champion; dwellings in town centre; o Signage/interpretation  Install town centre WIFI and  Town centre business support  Support development of o Heritage phone app promote/link to town centre apps package Transition towns; o Brand and identity; o Marketing and promotion;

Intermediate  Organisational development  Bringing homes back into use/  Heritage based asset  Physical enhancements: o BIDs development. converting unused space in development – Castle & o Lion Street  Town centre business support main streets; Museum o A40 Cross Street (trunk road) package  Maximising training, o Covered space for outdoor o High Street o Events development and co- employment and events o Frogmore Street ordination; sustainability through housing o Heritage skills – rural craft o St John’s Square o E-commerce; investments; links to pop ups workshops  Shop frontage and street scene o Hyper-local initiative. and local enterprise; o Living classroom for improvements; town paint palette; o Virtual department store; schools  Enabling pop-up/meanwhile uses through Housing Initiative;  Market Hall enterprise strategy Maximum  Transport connections;  Green and open spaces;  Multi-use resource centre

Monmouthshire Vibrant and Viable Places Submission – Strategic Outline Proposal

Projected Project Level Outputs Town Centre Working Housing/Community Heritage-led Regeneration Town Centre Economy  Aim to achieve 10% of spend  30 no. of affordable housing  1 no. heritage asset enhanced  500 no. jobs safeguarded retained within local supply units delivered (Abergavenny Castle &  £140,000 of private investment chains  10 apprenticeships created Museum) levered in  10 net additional jobs  35 shop frontages improved created  1 town property painting scheme  1 no. Social enterprise  6 vacant shops occupied created  18 jobs created (3 jobs per business accommodated)  10% age retention of independent retailers  10% age change in comparison/convenience use against service uses

Monmouthshire Vibrant and Viable Places Submission – Strategic Outline Proposal

Benefits, risks, dependencies and constraints Benefits Risks Constraints Dependencies Town Centre  Sustainable  Lack of business  Volunteer/comm  Physical town Working partnership working buy-in unity time centre works  Enabling local  Lack of  Frustrations show progress business growth and community amongst partners  WIFI resilience engagement  Revenue infrastructure  Businesses more e-  Low ICT dependent  Linkage with commerce fit infrastructure wider brand and  Conversion to within existing destination residents shopping businesses local  Technology is  Integrated dynamic – need destination offer for future proofing

Housing/  Meeting demand  Negotiations with  Age of building  Town team Community from residents landlords and condition linkages waiting list  Planning  Demand from  Enabling pop-up  Bringing back into consents other and meanwhile use 6 buildings  Attracting right neighbouring uses through  Enabling local retail/business users commercial enterprise tenants property  Up skilling people enhancements and making them employable Heritage Led  Castle and museum  Statutory  Fabric of ancient  Coordination of Regeneration becomes more consents not monument other town accessible secured  Lease conditions centre events  Event led  Volunteer  Integration of regeneration capacity Heritage app with increases visitors other town apps  Integration of signage and information Town Centre  Strong sense of  Highway  Some land and  Town centre Economy distinct market town consents not highway sits working character secured outside control of  Housing led  Increase in visitors,  Poor take up of MCC initiatives and dwell and pop-ups links to pop-up satisfaction levels  Lack of private businesses  Stimulate new start- sector match  Installation of up businesses funding town centre WIFI complementing town centre offer  Enhanced e- connectivity

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Monmouthshire Vibrant and Viable Places Submission – Strategic Outline Proposal

Economic case

Critical success factors These are:

Town Centre Working

 Energy and contribution to the town team;  Deliver tangible results that retain activity and expenditure;  Shared responsibility with the community;  Increased number of businesses that embrace multi-channel;

Housing/Community

 A diverse neighbourhood that contributing to the well-being of the town;  A low energy community approach embracing renewables, managing waste, reusing local assets and growing local products and ideas;

Heritage-led Regeneration

 Residents and visitors have an integrated experience of the town’s heritage through event- led animation, town apps, outdoor classrooms and linked marketing across distinct sites.

Town Centre Economy

 Shoppers and visitors regularly visit the town centre with a sense of loyalty and investment;  New enterprises flourish through confidence in a refreshed infrastructure and connectivity;

Main options and preferred way forward In adopting the whole place approach, the Council and its partners have agreed to an approach that is based around collaboration, sharing ideas and delivering joint solutions. This way forward is the foundation of our town partnership, town team and requirement for a town champion, with our projects centred on taking control locally and delivering smart solutions that involve local knowledge, talent, skills and use of innovative techniques as well as physical interventions.

Commercial case

Commercial strategy MCC working with partners leveraging the best deal for each individual investment opportunity:

 Promoting individual schemes on ‘Sell to Wales’ to find the best quotes and provide maximum opportunities for Welsh SMEs;  Working with Melin Homes as a partner on the Arbed programme to create additional apprenticeship opportunities for young people via the www.yprentis.co.uk ;  Working with MHA and commercial landlords to negotiate favourable rental rates and match funding investments when developing redundant shop accommodation into much needed single person flats.

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Monmouthshire Vibrant and Viable Places Submission – Strategic Outline Proposal

Procurement strategy All procurement undertaken through this project will be undertaken in accordance with MCC’s Contract Procedure Rules which embrace the EU Public Sector Directive 2004 (2004/18) and the Public Contracts Regulations 2006 (as amended). Contracts will be wherever practicable advertised on the Sell2Wales website irrespective of the contract value to ensure that all opportunities are open and transparent whilst providing maximum opportunities for small and medium firms to share in the economic value derived from public funding. In accordance with the Welsh Governments Wales Procurement Policy Statement, any procurement will strive to be transparent, seek to minimise the costs to both buyer and producer through the use of SQuID whilst considering the long term sustainability impact of the project and the benefits derived to the local community via the use of Community Benefits clauses.

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Monmouthshire Vibrant and Viable Places Submission – Strategic Outline Proposal

Financial case

Indicative costs

Project Theme & Title 2014-2015 2015-2016 2016-2017

Total Revenue Total Capital Cap Cap Cap TOWN CENTRE WORKING Town team development/support(3 years -initially) £15,000 £0 £0 £0 £0 Town Champion (3 year initial contract) £150,000 £0 £0 £0 £0 Town branding £10,000 £0 £0 £0 £0 Marketing and promotion (3 years) £60,000 £0 £0 £0 £0 Business support training/shop doctor (3 year contract) £90,000 £0 £0 £0 £0

Hyper-local infrastructure/equipment £0 £40,000 £40,000 £0 £0 Small capital town centre chest fund £0 £20,000 £10,000 £10,000 £0 Event tool-kit £0 £20,000 £0 £20,000 £0 HOUSING AND COMMUNITY Maximise the energy efficiency of current and future town centre £0 £225,000 £0 £100,000 £125,000 dwellings ((Arbed*)30 properties)

Bringing back homes into use and converting unused space in town £0 £900,000 £0 £450,000 £450,000 centre (30 properties)

Infrastructure fund for local enterprise/pop up business linked to £0 £100,000 £0 £0 £100,000 housing renewal

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Monmouthshire Vibrant and Viable Places Submission – Strategic Outline Proposal

HERITAGE LED REGENERATION Castle & Museum Enhancements Events canopy structure £0 £75,000 £0 £75,000 £0 Timber structure £0 £30,000 £0 £30,000 £0 Museum interpretation enhancements £0 £75,000 £0 £75,000 £0 Heritage signage and interpretation £0 £50,000 £0 £0 £50,000 Heritage app £0 £10,000 £10,000 £0 £0 TOWN CENTRE ECONOMY Visitor management signage and circulation £0 £50,000 £0 £50,000 £0 Brewery Yard Event Infrastructure £0 £50,000 £0 £50,000 £0 Install town centre WIFI system £0 £92,950 £92,950 £0 £0 ICT exploitation activities £6,000 £0 £0 £0 £0 Physical town centre public realm/highways enhancements Cross Street £0 £146,403 £0 £0 £146,403 High Street £0 £490,345 £0 £200,000 £290,345 Frogmore Street £0 £519,638 £0 £0 £519,638 Lion Street West £0 £153,897 £0 £153,897 £0 St John's Square £0 £280,854 £0 £0 £280,854 Shop/commercial frontage improvements £0 £700,000 £100,000 £300,000 £300,000 Enterprise strategy - Market Hall Hub £0 £20,000 £20,000 £0 £0

Total £331,000 £4,049,087 £272,950 £1,513,897 £2,262,240 Partner Contributions 25% £82,750 £1,012,272 £68,238 £378,474 £565,560 Welsh Government Contribution £248,250 £3,036,815.25 £204,712.50 £1,135,422.75 £1,696,680.00

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Monmouthshire Vibrant and Viable Places Submission – Strategic Outline Proposal

Funding arrangements Proposed investments funded through a package of local strategic partners including Monmouthshire Housing Association (MHA), Melin with local support. MCC will underwrite the match funding.

Affordability The programme submitted is realistic and affordable; budgets are in place to support the planned activities. Expenditure has been apportioned across partners with MCC, MHA and the private sector, with “in principle” commitments made.

Once approved service level agreements will be agreed to ensure that all partners are fully aware of their commitments and responsibilities and the associated funding regulation requirements.

Management case Programme management arrangements

SRO Responsibility for programme delivery, Stakeholders and Responsibility for governance & delivery partners overall programme community delivery ownership

Contractors

Whole Place Team

Whole Place Delivey Partners Programme Manager Community to Town Partnership include local businesses

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Monmouthshire Vibrant and Viable Places Submission – Strategic Outline Proposal

Programme milestones

Programme assurance

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