BRIDGEND TOWN CENTRE
MASTERPLAN FEBRUARY 2012 This document has been prepared by:
& &
UG1266 February 2011
Document assembled by:
Lauren Brown: Urban Designer Powell Dobson Urbanists Charterhouse Links Business Park St Mellons Cardiff CF3 0LT
All plans within this document are orientated due north.
This document is to be printed at A3 size, doubled sided.
Plans within this document are:
Reproduced from Ordnance Survey with permission of the Controller of Her Majesty’s Stationery Office (C) Crown copyright.
Unauthorised reproduction infringes Crown copyright and may lead to prosecution/civil proceedings. Powell Dobson Licence No 100018014 Bridgend County Borough Council Licence No 100023405 SECTION 01: SECTION 02: SECTION 03: THE VISION FOR BRIDGEND 6 BRIDGEND TOWN CENTRE 10 THE MASTERPLAN CONTEXT 14
1.1 The Vision 2.1 Location Context & Accessibility 2.2 The Masterplan Study Area 3.1 The Opportunities 3.2 The Challenges
SECTION 04: SECTION 05: SECTION 06: THE DEVELOPMENT STRATEGY 18 THE MASTERPLAN FRAMEWORK 22 DELIVERING & IMPLEMENTING 42 5.1 Develop the Retail Destination 4.1 What should Bridgend aim for? CHANGE 5.2 Maximise the Riverfront 4.2 What should the Design Principles be? 6.1 Role of the Public Sector 5.3 Improve the Gateways 6.2 Role of the Private Sector 5.4 Enhance the Quality Environment and Historic Character 6.3 Priority Actions & Phasing 5.5 Strengthen the Core 6.4 Short Term Initiatives 5.6 Create a Vibrant & Accessible Visitor Destination 6.5 Medium to Long Term Initiatives 6.6 Local Planning Policy 6.7 Outcomes & Measuring Success 6.8 Action Plan
Bridgend Town Centre/Masterplan
SECTION 01: THE VISION FOR BRIDGEND SECTION 01 THE VISION FOR BRIDGEND
1.2 THE VISION
Central to the masterplan for Bridgend town centre is the fulfilment of its role as an historic market town and sub-regional retail destination that realises its potential and captures currently untapped This masterplan sets out the future development and management framework for Bridgend town catchment expenditure. This masterplan must, therefore, base its strategy around retail-led centre. Its purpose is to ensure that Bridgend builds on its many strengths, so that alongside regeneration and an overarching Vision for the period up to 2020 and beyond, that seeks to: recent investment, there is a catalyst for future growth that ensures its competitiveness as a retail centre and delivers a vibrant and busy, family friendly destination. Ensure that Bridgend town centre expands its retail offer and fulfils its Bridgend has recently received a major boost with the confirmation of £9 million of funding potential as a thriving, vibrant and accessible market town. which will improve the physical appearance of the town centre, preserve and enhance historic and key buildings and upgrade properties to provide positive and attractive floorspace. This This Vision needs to be supported by a series of Strategic Objectives which will help drive its funding, together with recent and committed private sector investment, is set to mark a new delivery and translate directly into a series of projects and actions: era for the town centre and create employment opportunities over a wider area. • Develop the retail destination - building on the current retail base with a strong The key aim of this masterplan is, therefore, to harness this exciting potential and provide a independent focus with more modern retail units to attract new retailers and enhance the framework for taking Bridgend town centre forward over the next decade. This masterplan is town centre offer; flexible and has the ability to adapt to changing economic/market conditions and meet the requirements and aspirations of both the private and public sector over this period. • Maximise the riverfront - maximising the riverfront in order to create a more diverse and unique town centre, and to distinguish Bridgend from the more uniform “out-of-town” shopping experience;
• Improve the gateways – focusing on key buildings and approaches and encouraging complementary town centre development and diversity of uses;
• Enhance the quality environment and historic character - accentuating the buildings and spaces and the particular identity and image of Bridgend;
• Strengthen the core – focus development in the town centre and resist development pressure in peripheral locations; and,
• Create a vibrant and accessible visitor destination - optimise town centre accessibility by all modes of transport with clear signage and enhanced parking facilities. Investment in the town centre will mean that it attracts a wider range of visitors coming to Bridgend as a whole.
6 SECTION 01 THE VISION FOR BRIDGEND
V I S I O N
Bridgend Town Centre/Masterplan 7
SECTION 02: BRIDGEND TOWN CENTRE SECTION 02 BRIDGEND TOWN CENTRE
2.1 LOCATION CONTEXT & ACCESSIBILITY
Bridgend (Pen-y-bont) is located equidistant between the cities of Cardiff and Swansea in South Wales. As the principal town within the Bridgend County Borough its population is approximately 35,000 which is about 25% of the overall County Borough population of 134,800. The River Ogmore (Afon Ogwr) runs through the middle of the town centre and joins the Bristol Channel at Ogmore by Sea, thereby creating opportunities for wider linkage.
The town itself benefits from excellent access by a variety of forms of transport. It is served by 3 motorway junctions (35, 36 and 37). Junction 36 is less than 2 miles to the north of the town centre offering an average journey time of 35 minutes to both Cardiff in the east and Swansea in the west. The railway and bus stations are both within the town centre. In terms of rail, the station services the local area with journey times of approximately 20 minutes to Cardiff and on a national perspective sits on the London Paddington to Swansea strategic east west rail link. Figures 1 and 2 outline the town’s location in a sub regional context.
Figure 1. Bridgend’s strategic location
and Swansea
J36
J37 J35
River Ogmore
Figure 2. Local context and road network
10 SECTION 02 BRIDGEND TOWN CENTRE
2.2 THE MASTERPLAN STUDY AREA
The study area is outlined on Figure 3. It is based on the town centre boundary as defined River Ogmore N in the Unitary Development Plan (UDP) which was adopted in May 2005. In addition to this defined area, this masterplan includes the civic area situated to the west of the A473, the Brewery Field area to the north of the A4061 and the largely commercial area east of the Brewery Field railway line.
Newcastle Castle
Tesco Store A4061
Tremains Rd Bus Station
Railway Station
Civic Offices
A473 Brackla St Brackla Centre
Asda Store
St Mary’s Church
Newbridge Fields Leisure Centre
Figure 3. Study area boundary and local features/landmarks
Bridgend Town Centre/Masterplan 11 SECTION
BRIDGEND TOWN CENTRE
The initial focus of the masterplan was to assess six strategic areas of the town. These are defined as “Opportunity Areas” rather than “sites” so that there is a degree of flexibility on the scope N of delivery and how wider areas could benefit, either indirectly or directly from redevelopment. With this in mind, it is also important to note that whilst these six “Opportunity Areas” can offer direction to the overall masterplan, the ultimate aim of the masterplan is to enhance and benefit Bridgend town centre as a whole. In this regard, and in order to meet the Vision outlined earlier, any redevelopment proposals or initiatives should be based on the need to complement, and relate directly to, the main retail core of the town centre.
The six Opportunity Areas that were identified by the Council are: (see figure 4) TESCO
•1 The Brackla Street Centre/Cheapside: this is concentrated around The Brackla Street Centre, Cheapside and the Police Station.
•2 Tesco, Brewery Field Area: this area includes newly developed offices fronting the roundabout junction of the A4061 and A4063, The Riverside Tavern public house, Tesco foodstore and the rugby stadium.
•3 Surface Car Park/Telephone Exchange Area: which is adjacent to the Brackla Centre/ Cheapside Opportunity Area. The area currently includes a Council owned surface car park and the Telephone Exchange site.
•4 The Rhiw Multi-Storey Car Park: this area consists of the Council owned Rhiw multi-storey car park and is accessed via Water Street. The area also includes the adjacent car dealership which fronts onto Nolton Street. ASDA •5 Embassy Site: the site is located immediately adjacent to the main retail area on the roundabout of the A4063 and the A4061. The site was formerly a Cinema and Bingo Hall.
•6 Angel Street Area: this area is peripheral to the core town centre and provides a link from the town centre through to Newbridge Fields. The area currently contains a variety of uses which includes the Magistrates Court and Fire Station. NEWBRIDGE FIELDS This masterplan, therefore, seeks to understand the opportunities that exist in these areas and the related contribution that they could make to the town centre as a whole.
Figure 4. The six Opportunity Areas within the study area
12 SECTION 03: THE MASTERPLAN CONTEXT SECTION 03 THE MASTERPLAN CONTEXT
3.1 THE OPPORTUNITIES
In providing an investment context to the masterplan it is important to understand the opportunities The masterplan context is an essential part of the evidence base for the Strategic Objectives that currently exist in Bridgend: and Vision. The evidence base is set out in a series of Technical Appendices, as follows: A) Retail Capacity: CACI was commissioned by the Council to carry out a retail capacity study • Appendix 1 Planning Policy Review and Town Centre Health Check: a review of for Bridgend (Retail Needs Planning Study 2007 – 2021). An addendum to the study was issued in planning, economic and community policy. June 2010. It concludes that Bridgend town centre is not performing to its full potential and, like other similar sized town centres in South Wales, has suffered from increased competition from “out- • Appendix 2 Market Review: assessing the vitality and viability of the town and also of-centre” retail developments and neighbouring city centres. It does conclude, however that there providing a headline position on commercial performance. is an evidence base for concentrating on clawing back retail expenditure and reducing leakage to neighbouring centres. The key findings relating to retail capacity are summarised below: • Appendix 3 Review of Design Principles and Urban Form: An urban form, land use and spatial quality appraisal of the town centre. Comparison CACI concludes that if Bridgend is to fulfil its potential, headroom capacity exists for up to 14,024 sq m of additional comparison floorspace up to 2021. • Appendix 4 Review of Access & Movement: An audit of movement and access including links to nearby communities, car parking, public transport, walking and Bulky Goods CACI concludes that there is very little headroom for any additional bulky goods cycling. space in Bridgend town. However, for the whole of the County Borough, there is capacity for 16,400 sq m of additional floorspace up to 2021. The key messages derived from the Technical Appendices are summarised within this section. Convenience CACI concludes that taking into account the increased competition in neighbouring areas, the strong offer in and around Bridgend and decline in balance of trade, (brought about by new provision in the pipeline), there is no capacity for further provision up to 2021.
B) Catchment Population: Data from Property Market Analysis (PMA) shows that Bridgend’s retail catchment population of 175,000 has a retail comparison goods (non-food) spend of £372m. This compares favourably to other towns such as Llanelli (£212m), Rugby (£295m) and Kidderminster (£315m) and is above the average catchment spend of the PMA ‘average town’ classification (£357m). Town centre retail floorspace in Bridgend is estimated at 64,101 sq m (0.69million sq ft) which is comparable with the ‘average town’ definition.
C) Planning Policy: National and local policy clearly reinforces the importance of regenerating town centres and recognises that their role needs to be based around creating destinations for retail and shopping based activity but also a wide range of services and leisure facilities to support the surrounding community.
D) Convenience Anchors and Multiples: Bridgend benefits from a new Asda store to the southern end of the town centre and an existing Tesco store close to the Brewery Field and bus station to the north. Whilst there are a number of convenience stores on the edge of the town centre, the benefit of these uses is that it draws people towards the town centre core. In parallel with this, the presence of a number of national multiple retailers, including Monsoon, W H Smith, La Senza, Boots, Mothercare, Dorothy Perkins, Top Shop and Burtons, provides a decent base position for the town centre to move forward.
14 SECTION 03 THE MASTERPLAN CONTEXT
3.1 THE OPPORTUNITIES
E) Convergence Funding: As outlined earlier, the £9 million funding to improve the physical appearance of the town centre will enhance the environment and upgrade certain buildings. This exciting opportunity will set the tone for further investment from the public and private sectors and lift the centre in terms of its profile. A further £2 million is in the pipeline, to improve connections to the railway station and the Brackla Street area.
F) Niche Retail: Bridgend has a high number of niche and independent retailers which give the town centre its distinctiveness. These retailers provide a different offer to the multiple retailers and, as such, provide diversity and interest to the shopping core. The presence of Bridgend Indoor Market, with its mix of delicatessens, cafés, gallery, bookshop, jewellers and homewares, further complements this offer.
G) Historic Quality: The town centre has areas of historic quality and character, such as Dunraven Place, buildings at Elders Yard and the Conservation Area at Merthyr Mawr Road. The opportunity exists, therefore, to make these areas fit in with the wider urban fabric and act as a good precursor Dunraven Place: Historic quality and character Market Street: Pedestrianisation has resulted in an to public realm enhancement and high quality design. The Council has recently won a Royal Town improved environmental quality Planning Institute National Award for improvements to the historic quality of Dunraven Place.
H) Level of Services: The town centre has a good level of services with a number of banks and supporting town centre functions. There is a concentration of office space abutting the east side of the retail core and more modern office buildings on the northern periphery adjacent to Tesco and the Brewery Field. The location of the Council’s Civic Offices, on Angel Street, adds to the critical mass of employees in this location.
I) Accessibility: The town centre has the potential to attract visitors through its accessibility by all modes of public transport and the motorway network. Whilst this has also resulted in leakage to competing centres, the base position is strong and there remains an opportunity to “promote” the town and improve the experience, both on arrival and in terms of permeability and car parking.
J) Environment: The shopping environment has improved greatly as a result of pedestrianisation, but there are further opportunities for greening the public realm. The recent enhancement of the Large retail stores close to the town centre help to draw The River Ogmore is a key feature of Bridgend town river through a modern walkway has opened up certain parts of the town centre to other land uses people in centre and has improved linkage and the environmental setting. An opportunity exists, therefore, for this to be the benchmark for further use of the river.
K) Development Sites: A number of strategic development opportunities exist at the core and immediately adjoining the town centre which can be delivered by both the private and public sectors. Recent activity supports this, and in parallel with the public sector investment, a number of schemes such as at Elders Yard have recently been proposed through private landowners/investors.
Bridgend Town Centre/Masterplan 15 3.2 THE CHALLENGES
In recognising the opportunities that exist in Bridgend, it is also important to acknowledge the challenges that the town centre faces in achieving the Vision. As with the previous analysis, the Technical Appendices and baseline review form the basis of the following analysis:
A) The Economic Climate & Retailing: In terms of town centre regeneration, the credit crunch effectively halted UK town and city centre development from a position in 2008 (the boom year) where some 800,000 sq m of development was opened nationally in 14 different schemes. The industry moved, during 2009, into a position where only those schemes already committed were likely to proceed for the foreseeable future. This was primarily due to the very severe and sudden reduction in capital values, which essentially made all schemes unviable and in parallel, access to debt funding to implement such schemes became extremely hard to source. This meant that a number of the country’s town and city centre developers quickly either withdrew from the sector or, unfortunately, went into administration. Very few developers remained active and essentially they chose to start re-structuring and re-designing their existing proposals very cautiously. As this masterplan is to plan for the next 10 years and beyond however, it is important to ensure that Bridgend is ready for the next cycle as the industry is starting to appreciate that a virtual halt in the development pipeline is now an opportunity, and is (very selectively) starting to commit to take forward new, redesigned retail schemes.
B) Quality of Retail Space: Retailers are beginning to recognise that they will need to review their general requirements and approach if they want to secure additional units of the right quality, and in the right location, to achieve their growth plans. In some selected prime locations there is already scarcity of large prime space and hence the first very tentative signs of rental growth. The challenge remains that many town centres need to provide more modern retail units to meet modern retailing requirements.
C) Accessibility: Accessibility from three motorway junctions is undoubtedly a benefit to the town centre. One of the challenges is to increase the promotion of the town centre from these key access points, enhance the general perception of Bridgend to visitors and to improve legibility and identity on the highway network.
D) Car Parking: Quality car parking provision is essential to any town centre if it is to attract investment and retain visitors for longer periods of time. A balance needs to be struck between the competing priorities of car parking utilisation, number of spaces and revenue control. One of the key challenges is to improve the overall experience of parking in Bridgend town centre.
E) Competing Centres: Bridgend’s proximity to the McArthurGlen factory outlet centre and Cardiff cannot be underestimated. Bridgend must aim to claw back lost expenditure by becoming a destination in its own right. To do this, Bridgend’s offer needs to be different, but equally good.
F) Town Centre Management and Partnership Working: Ensuring that there is shared responsibility and a consistency of message from key stakeholders, to ensure that any town centre proposals, events and initiatives enhance the visitor experience.
16 SECTION 04: THE DEVELOPMENT STRATEGY SECTION 04 THE DEVELOPMENT STRATEGY
4.1 WHAT SHOULD BRIDGEND AIM FOR? In assessing this key question, the main strategic factors will relate to Bridgend’s location, the In order to work towards the Strategic Objectives and deliver the Vision it is important for the evidence base that exists, the development opportunities and the delivery considerations. In this masterplan to have a clearly defined development strategy to provide a rationale that focuses regard it is clear that the building blocks need to be based around: major new development in key areas in the town centre. • Size and Scale: The Retail Needs Planning Study has demonstrated that capacity exists for As part of the Vision, the masterplan is clear that the strategy has to be based around retail comparison goods retail of up to 14,024 sq m up to 2021. This provides a rationale for additional led regeneration, but it also must recognise that there is a need to: retail space in the town centre to support the Strategic Objectives.
• Enhance the overall visitor experience; • Providing Opportunities for Development: In terms of location and critical mass, Bridgend • Create a diverse mix of uses; is within close proximity of Cardiff, the primary retail destination for South Wales. In addition, Bridgend also has a significant level of out of town retail in respect of comparison goods, at the • Encourage business growth; and, McArthurGlen Factory Outlet. Bridgend therefore needs to provide the additional retail capacity • Increase residential provision. in the town centre, recognising the role of Cardiff, but ensuring that retail expenditure is clawed back by offering an alternative destination based around a family friendly and easily accessible It is also essential that this strategy contributes to an attractive, sustainable and high quality environment. This will be fundamental to its success. A critical mass of new development is environment which integrates and links all parts of the town centre. required and it is unlikely that this can be provided on a piecemeal basis. Opportunities exist in the town centre where development can provide modern retail units of a size and type The rationale for basing this development strategy around retail led regeneration is due to the that meet current occupier requirements. Traditional high street retail units do not, in many fact that it is retail demand (and the higher land values associated with retail uses) that kick instances, meet the requirements of the majority of national retailers, so in order to attract start other development forms, particularly as retail is now seen as a leisure pursuit rather new retailers to town centres such as Bridgend, there is a need to provide a modern unit of a than simply a functional activity. There is clear evidence that the best retail environments do specific size in the correct location. not simply serve their catchment areas (and hence clawback expenditure which has leaked to other locations), but can also attract additional high yielding expenditure such as the visitor • A Stronger Retail Circuit: Ensuring any significant new development has a positive impact and leisure tourism market. These factors are key for Bridgend given its location and the on the wider town centre and benefits existing businesses is critical. This can be achieved opportunities and challenges outlined in the baseline context. through Bridgend strengthening its retail circuit. Delivering new retail provision in areas that are not linked to the existing core or which are stand alone schemes will not strengthen the town centre.
There is, therefore, a clear rationale for Bridgend seeking an enhanced form of retail provision in order for the town to move up the retail hierarchy and establish itself as a more attractive destination.
The masterplan and associated policies must, therefore, be based around both a pro-active and defensive role in driving forward both development and wider investment to Bridgend. It is important for the future of the town centre that any retail development opportunities are directed to the core retail area and inside the existing town centre boundary (as defined in the UDP). Any edge of centre or out of centre proposals for retail development that include town centre uses, that would adversely impact on the vitality and viability of the designated retail core should, therefore, be resisted. This must be the fundamental driver for attracting development in the town centre.
18 SECTION 04 THE DEVELOPMENT STRATEGY
4.1 WHAT SHOULD BRIDGEND AIM FOR? 4.2 WHAT SHOULD THE DESIGN PRINCIPLES BE? In design terms, the purpose of this masterplan is to highlight the key parameters associated with any development taking place within the town centre. There is, therefore, a need to promote complementary activity to ensure that the Strategic Objectives can be delivered effectively.
On this basis, the core design principles must relate to the best practice urban design guidance. This includes ’Creating Sustainable Places’ (WAG, 2005), the Design Compendium (English Partnerships, 2000), Responsive Environments (Bentley et al., 1985), Manual for Streets (DfT, 2007) and Building for Life (CABE, 2005). Collectively the key design parameters relevant to Bridgend town centre are contained within Appendix 3, but can be summarised as follows:
CONTINUITY & ENCLOSURE ACCESSIBILITY The enclosure of streets and spaces, a consistent building line and active frontages onto the public realm are essential components in the creation of a safe and secure environment. This helps to create a stronger sense of place and identity and encourages social interaction. While New development in the town centre must accommodate the needs of all users and ensure much of the town centre is pedestrianised, the need to accommodate service and emergency safe and secure access to local facilities. New development must be incorporated into the local vehicles outside the pedestrianisation time limits has limited the use of these spaces for events movement network and create a layout that is permeable and responds to local desire lines. and activities. There is a need to find solutions to these competing demands, to harness the full potential of Bridgend’s historic setting.
VARIETY & DIVERSITY RESOURCE USE & ENERGY EFFICIENCY
Variety and diversity are integral factors in increasing the choice available to people. This may be visually in terms of building form and detail, or the nature of a given space. This is important Development sites should be designed and delivered to minimise resource use and maximise in relation to retail requirements, and the need to create units of different sizes which can energy efficiency during construction and operation. attract a range of retailers.
Bridgend Town Centre/Masterplan 19 CONTEXT & CHARACTER COMPACTNESS
Integrating a development site into the surrounding area and establishing a consistent character is vital to delivering a successful town centre. This includes locally distinctive development To meet sustainable criteria any development in the town centre must consider efficient and patterns, landscape, culture, materials and bio-diversity, paying regard to the Conservation appropriate land uses. To achieve this, development needs to provide an appropriate density Areas and the Conservation Area Management Plan. Considerable investment has been made of development that is in close proximity to public transport routes such as the railway and bus in enhancing and restoring the historic core, and it is essential that new development enhances stations and to local amenities. Retaining the existing town centre boundary will assist with its historic setting. this.
LEGIBILITY ADAPTABILITY
A legible scheme will allow people to easily read their surroundings. This can be achieved by Schemes must be designed to be robust, to accommodate possible change in use over time clearly marking entrance points and routes through the town centre, creating identity and and to respond to the needs and expectations of inhabitants and users. This will include the character by emphasising the town’s characteristics and new design elements and defining need to make appropriate provision of landscaping and green spaces as an integral part of spaces which are memorable. This is particularly important in Bridgend in relation to attracting the overall public realm as part of site specific development briefs or planning applications occasional visitors, as routes through the town both by car or on foot are not currently well where necessary. marked or legible.
RICHNESS
Richness relates to the sensory experience of a place, the detailed design of buildings needs to allow for richness to develop over time. SECTION 05: THE MASTERPLAN FRAMEWORK SECTION 05 THE MASTERPLAN FRAMEWORK
5.1 DEVELOP THE RETAIL DESTINATION The development of Bridgend as a retail destination will be achieved through building on the current Delivering the Vision and the Strategic Objectives will, therefore, hinge on grasping the retail base, with strong independent focus, with more modern retail units to attract new retailers opportunities that exist for development in the town centre over the short, medium and long and through enhancement of the town centre offer. term. This section considers where energy should be concentrated, focussing on how the Opportunity Areas identified earlier, and those developments and initiatives currently led by SOUTHSIDE both the public and private sectors within the wider town centre, will meet the Strategic Objectives. The area known as Southside is located in the southern half of the town centre and has considerable potential to enhance the town’s retail offer. The recent Asda scheme in this part of the town has delivered a focal point, but there remains a significant opportunity to expand retailing in this area and improve linkage through Cheapside, The Brackla Street Centre and the rest of the town centre.
The Southside Opportunity Area includes:
• 1 The Brackla Street Centre: which includes retail units fronting Brackla Street, with the remainder accessed via an arcade, where there are a number of vacancies. The Brackla Centre is in private ownership and plans for refurbishment, modernisation and re- branding are imminent; BRACKLA STREET 3 • 2 Cheapside/Police Station: the Opportunity Area also includes the Police Station, located CHEAPSIDE on Cheapside, which occupies a large office 2 building. It is understood that South Wales Police are currently carrying out a review of their accommodation requirements and whilst 1 the Police wish to retain a presence in the ASDA town centre, it doesn’t necessarily need to be in this location. A redevelopment opportunity will exist if this site becomes available; and,
• 3 The Brackla Street 3 Surface Car Park: this has circa 126 spaces and is owned and run by the Council.
Figure 5. Southside Opportunity Area
22 SECTION 05 THE MASTERPLAN FRAMEWORK
5.1 DEVELOP THE RETAIL DESTINATION Meeting the Vision The Strategy for the Southside Opportunity Area
The Southside Opportunity Area provides an opportunity for redevelopment and a new focus for The Southside Opportunity Area is an opportunity to deliver a critical mass of retail development. retail and leisure provision that will strengthen the southern edge of the town centre. The area is The key viability and scheme principles will rely on: located between the existing Rhiw Shopping Centre and the new Asda redevelopment, but whilst having a retail focus, is underachieving as a destination. The pattern of existing development in • The scheme being delivered comprehensively: the area, consisting of defined buildings in defined ownerships, lends itself well to redevelopment An early phase delivered on the Council’s Brackla Street car park is less financially attractive, due to: given the scale of the development that can be accommodated in a comprehensive scheme. A strong tenant mix/covenants would be more likely if it formed part of a larger scheme • The opportunity for redeveloping the Police Station site, should it become surplus to requirements that was appropriately anchored. In addition, if the car park is redeveloped in isolation, the as a consequence of an ongoing review of its accommodation; Council may lose control of the wider redevelopment given that the rest of the site is not within its ownership. This may also impact on the quality of the scheme given that phases • The focus on improving the Brackla Shopping Centre and the opportunities that exist for may be delivered by different developers and at different times. Appropriately addressing the refurbishment or redevelopment. (The CACI Report in 2007 outlined proposals for a circa 2800 linkage and permeability issue is also seen as fundamental. sq m extension to the centre which has yet to be implemented but plans are in place for refurbishment in the short term); • Critical mass: Given the size of the area there is the potential for a scale of development that could • The Council’s controlling interest in the Brackla Street surface car park and the opportunity that accommodate in excess of the 10,000 sq m of “net additional” retail space which would be exists for linking into Nolton Street, The Rhiw Shopping Centre and the core retail area to the consistent with the retail capacity that currently exists. Ultimately, the scale of development northwest; will be dependent on how the existing Brackla Street Centre is integrated into the scheme. This will be important in ensuring a quality scheme and environment is created with the • The need to improve linkages between Asda, Cheapside, The Brackla Street Centre and the rest necessary frontages onto Cheapside. A scheme of this size would be of a scale that would of the town centre; and, have a positive impact on the town.
• The fact that, if land could be assembled, there is the opportunity to create a site of significant • New retail & leisure: “critical mass” to deliver new retail and leisure provision within the town centre. Given current market conditions, a scheme of this type is unlikely to be anchored by a department store, but more based around fashion retail and a series of key tenants. The ASDA On this basis: exact mix and configuration will be dependent on the retailer’s specific requirements at the time, market conditions and the layout of the development. In addition to the retail units The Southside Opportunity Area should provide the focus for new retail and leisure provision that there is an opportunity for this area to accommodate leisure and A3 uses to provide a variety creates the link between Cheapside and the remainder of the town centre retail circuit, through of offer. high quality public realm/spaces that result in an increased vibrancy in the southern part of the town centre.
Bridgend Town Centre/Masterplan 23 SECTION
THE MASTERPLAN FRAMEWORK
Development Principles N Given the above, any redevelopment or intervention in this area should be based on the following development principles:
• Redevelopment and enhancement of the area to create a lively, attractive, high quality retail and leisure area providing modern units integrated with surrounding retail area;
• Creating sufficient critical mass to create the “step-change” required for this part of the town centre, given that there are limited alternatives for such a development elsewhere within the centre;
• High quality pedestrian links and public realm between town centre retail core, The Rhiw, Nolton Street and Asda to create retail circuit within existing centre; P • Investigate whether two way traffic in E D the northern part of Nolton Street can be CheapsideE achieved to allow the street to act as a town S T centre ‘spine’; R I A • Create a key focal public space for the town N centre to reinforce the transition into a S pedestrian priority area;
• Provision of high quality accessible car parking for the scheme that is linked into the overall development strategy for the town;
• Traffic calming along Brackla Street to enhance the pedestrian environment; and,
• High quality design and construction which will raise the appearance, image and profile of this part of the town centre.
Figure 6. Southside Opportunity Area concept plan utilising the development principles described
24 SECTION
THE MASTERPLAN FRAMEWORK
5.2 MAXIMISE THE RIVERFRONT Delivery Maximising the riverfront is important for Bridgend in order to create a more diverse and unique town centre, and to distinguish itself from the more bland and uniform out of town shopping The key delivery issues for the Southside Opportunity Area will be: experience. The location of the river in the heart of the town centre provides a unique opportunity for both development and the creation of high quality linkages. The Council has recently invested • How any proposals would fit into the timescales, objectives and aspirations of the Council, in a new cantilevered boardwalk, which runs parallel with Dunraven Place and offers an attractive South Wales Police and the owners of The Brackla Street Centre; riverside environment for cafes and restaurants.
• What the implications and solutions would be in relation to car parking following a detailed review of existing provision; RIVERSIDE
• The national retail market, from both an occupier and developer perspective, given the recent In this context the Riverside Opportunity Area is economic conditions; an important strategic location in the town centre being next to The Rhiw Shopping Centre and backing on to the river. The Opportunity Area is • The Council providing developer certainty by “de-risking” certain elements. The preparation made up of: of a Development Brief and an understanding of the procurement and marketing route from both a legal and commercial perspective that can move the process forward to a more • Existing Rhiw multi-storey car park which detailed stage; and, 1 is owned by the Council; 3 1 • Ensuring this is the principal focus for significant large scale redevelopment and intervention. 4 •2 A Council owned surface car park connected to The Rhiw multi-storey car The Council has the ability to control or guide the form of redevelopment should it include the park; Brackla Street surface car park land (i.e. in their ownership) as part of the area. This is due to 2 the fact that, as landowner, it could opt to have an influence outside its role as the Local Planning • 3 Land fronting the river in the ownership of Authority. the Council; and,
•4 The existing car showroom fronting onto Nolton Street which is in private ownership What Will Success Look Like? and has an extant outline planning consent for retail development. • Retail and leisure focus for the southern part of the town centre; Figure 7. Riverside Opportunity Area • Improvements to the scale, quality of the retail and leisure offer;
• Enhanced linkage and public realm; and, Meeting the Vision
• Good quality design and massing in an important location. The first consideration in reviewing this area is what its ultimate role should be in the context of the town centre. The improvement of linkage and activity to this location is paramount but the existing land uses do form a barrier to redevelopment.
The key factor is the location of The Rhiw multi-storey car park as this is currently the primary car park in the town centre and, therefore, strategically important for the success of the town. The current provision is of a low quality and outdated and this needs to be improved not only as a parking facility but as a gateway to shopping, services and employment role of the town centre.
Bridgend Town Centre/Masterplan 25 SECTION
THE MASTERPLAN FRAMEWORK
Linkage through to The Rhiw Shopping Centre, the Indoor Market and the rest of the town centre The Strategy for the Riverside Opportunity Area should be improved. The enhancement of the car parking spaces and the internal layout of the car park is currently underway to provide more family-friendly parking. The car park is strategically important for the town centre, enabling shoppers to park in the heart of the retail area. The key assumption is that prior to the Council carrying out a full review of its The existing car showroom on Nolton Street is a use that is not normally associated with modern car parking strategy this provision must remain in this location and be enhanced. On the basis that town centres. On the basis that this site becomes available, the opportunity exists for this site to the car park can be redeveloped then there is a focus for wrapping other land uses around the car be redeveloped for retail uses, but also as a way of facilitating improved linkages to the rest of the park and thereby opening up areas of the river to other uses. town centre, to Nolton Street and The Rhiw to encourage pedestrians to this part of the town. As redevelopment of the car park is not part of the Council’s current capital programme, the short The site’s location on the riverfront could provide additional uses such as office or leisure to further term aim will be for the existing provision to be improved to create a high quality environment. diversify town centre uses in this location, but the scope of this is dependent on the ultimate The current car showroom site on Nolton Street remains an opportunity for redevelopment and parking solution. is important in linking the existing core to the southern part of the town but also providing high quality frontage and massing. Its redevelopment is, therefore, encouraged. The area is not seen as an opportunity for significant retail development on the scale that could be achieved at the Southside Opportunity Area. The relocation of the Indoor Market or the car park Development Principles at this stage would have substantial viability and delivery implications, and are therefore unlikely to happen in the medium term. There is an opportunity, however, to create a stronger retail circuit Any redevelopment or intervention on the Riverside Opportunity Area should be based around the and strengthen this area of the town. following development principles:
On this basis: • Improve the general environment and parking standards at the Rhiw multi-storey car park either through redevelopment, refurbishment or enhancement; The Riverside Opportunity Area should provide quality car parking provision that is easily accessible by car from the main access points. The site should also establish better links with the retail core • Enhance linkage to the wider town centre, but particularly to The Rhiw Shopping Centre and of the town centre and The Rhiw Shopping Centre through increased permeability and at level Nolton Street; linkages to the town. Opportunities that make more of the riverfront would be encouraged.
• Investigate the opportunity of developing retail frontage onto Nolton Street and the Rhiw Hill, to create a more interesting route to the river;
• Assess options for improving vehicular accessibility to this location from the main arterial routes and also from within the town centre itself; and,
• Investigate any opportunities to open up the riverfront through redevelopment opportunities, creation of active frontages and pedestrian and cycle access.
26 SECTION
THE MASTERPLAN FRAMEWORK
Delivery N The CACI report of 2007 highlights this area as an opportunity for redevelopment, particularly given the close proximity of the Rhiw Shopping Centre. Whilst this area undoubtedly has a critical mass, the Opportunity Area currently contains the multi-storey car park, which given the issues highlighted earlier in the masterplan, has a strategic importance for the town centre. There is an assumption, therefore, until further
RIVER OGMORE work is undertaken on a parking strategy, that a significant form of car parking needs to be located in this position.
The key delivery issues, therefore, surround the future of the car park. The Council needs to lead a review, both through a wider town centre analysis but also a specific study into the role of The Rhiw multi-storey car park, its structural lifespan, capital expenditure requirements and revenue implications. Another consideration is that if the car park requires redevelopment, then there will be implications on the rest of the town centre. A full car parking strategy needs to assess the wider provision and ensure that there is P E a consistent approach throughout the town so that there is D sufficient quantum in the right location. E S Whilst redeveloping the car dealership is to be encouraged, T the Council will need to understand how any future scheme R I relates to the car park and maximises its frontage/massing, A particularly if developed separately. N S What Will Success Look Like?
• Higher quality car parking provision in this location and linked to the wider offer;
• Improved physical linkages to maintain and further encourage linked trips with the town centre;
• Increase in pedestrian movement and increase in footfall to the town centre;
• Enhanced river frontage and improved landscape quality; and,
Figure 8. Riverside Opportunity Area concept plan taking into account the outlined development principles • Protection of the town centre as a retail destination.
Bridgend Town Centre/Masterplan 27 SECTION
THE MASTERPLAN FRAMEWORK
5.3 IMPROVE THE GATEWAYS THE BREWERY FIELD Strategic Objectives are based around creating a vibrant town centre and given the Brewery Field Area’s separation from the town centre by the A4061, the clear conclusion is that this site cannot The Brewery Field Area is seen as an important site within Bridgend given its close proximity to the be deemed to be a town centre location. existing retail core and the nature of its current land uses. The site is a high profile gateway location and whilst currently outside the existing town centre boundary it contributes to attracting people The Brewery Field Area should, therefore, remain an edge of centre site but its role as a gateway into the town centre. to Bridgend and, therefore, an enabler to further investment in the town centre needs to be strengthened.
The area is made up of: On this basis:
• 1 Existing Tesco and surface car park. This The Brewery Field should play a role as an edge of centre mixed use area that enhances its role as part of the site is owned by Tesco and is a gateway to Bridgend providing strong links whilst complementing but not competing with existing allocated in the Bridgend UDP under Policy and future retail and leisure provision in the core of the town centre. R10 which permits certain sites outside established commercial centres for retail 2 activity; Car park The Strategy for the Brewery Field Area
• 2 The Brewery Field which is currently Given the pressures currently facing the town centre from out of town retail locations (including used by both Bridgend Football Club and supermarkets) the retention of Tesco in this location is seen as important. The reason for this is Bridgend Rugby Football Club as a sports that Tesco brings consumers into this edge of centre location as opposed to out of town locations. facility. The Council has the freehold With Asda on the southern periphery of the town centre it ensures that convenience retail provision 1 ownership with a lease to Brewery Field 3 exists at either end of the town. The office buildings provide a commercial focus and ensure a Ltd; and, gateway frontage onto the A4061. The Brewery Field itself is a sporting destination for the town.
•3 Adjoining Riverside Tavern public house The strategy for this area, therefore, is to improve the physical linkage to the town centre core, as and a modern office building, the latter currently the A4061 presents a significant barrier. which the Council has recently purchased. Development Principles Figure 9. Brewery Field Opportunity Area Whilst this is the base position, consideration needs to be given to potential land uses should part of the Brewery Field Area become available for redevelopment in future. Any redevelopment or intervention on the Brewery Field Area should be based around the following development Meeting the Vision principles: The first consideration in reviewing the Brewery Field Area is that this site is not currently classified as • Retain the area as predominantly a sporting/leisure venue; a town centre site. Therefore, in the context of the Vision and the Strategic Objectives, consideration must firstly be given to whether the town centre boundary should be amended to include it as part of the town centre, whether flexibility should exist in terms of land use planning policy in this area, • Utilising a small pocket of land to the east of the river for commercial development; or whether it remains an edge of centre site. • Improve the general environment throughout the Brewery Field Area and along the riverfront, If this site is included within the town centre boundary, or is allocated for uses that could be with greater permeability and pedestrian linkage to the town centre, particularly with the accommodated in more central locations, then it is possible that there would be a shift of focus Council having accommodation in this area; away from the core to a more peripheral location. This could result in land uses becoming polarised and two competing areas being created, weakening the core of the town centre. Given that the • Enhance the gateway function of the site by seeking to create a more active and high quality frontage to the road, whilst recognising any technical requirement of site lines, accessibility and car parking;
28 SECTION
THE MASTERPLAN FRAMEWORK
• The potential of the riverfront should be maximised in terms of providing a setting N for buildings, enhancing the landscape and providing a welcoming and pleasant pedestrian connection linking the town centre and residential areas to the north. Creating a riverside public walkway utilising existing bridges as crossing points;
• Assessing the opportunity for greening the riverside to soften the hard landscaping and linking into a green pedestrian footpath along the river; P E D E • A greater diversity of uses should be S T encouraged in a redevelopment of this R area. Although there is very limited need I A for bulky goods provision in Bridgend Town N itself, CACI concluded there is capacity for S 16,400 sq m of additional floorspace up to Public Spillout Space 2021 for the whole of the County Borough. Should redevelopment take place, and as an edge of town location, part of this provision could be accommodated in this area to strengthen Bridgend’s sub-regional service role;
• Any redevelopment should include uses that complement retail provision in the town centre core. Opportunities for further enhancing linkage to the town centre should also be encouraged and can contribute to an improved physical gateway; and,
• Assessing the opportunity for creating public space and public art as landmark gateway features, and setting for a redevelopment scheme.
Figure 10. Brewery Field concept plan for potential future development
Bridgend Town Centre/Masterplan 29 SECTION
THE MASTERPLAN FRAMEWORK
Delivery THE EMBASSY SITE
In the short term, the Council supports the current uses at the Brewery Field Area and is not The site is made up of the former Bingo Hall, various small derelict currently seeking to proactively redevelop the site. In the short to medium term, however, there are buildings and surface car park at a prominent location on the limited redevelopment opportunities on the site to provide funding for the suggested proposals for entrance to the town centre. The site is in private ownership and A4061 linkage improvements. These improvements are, therefore, dependent on grant and match-funding is a highly visible derelict site which creates a negative image of being available, or being delivered as part of a redevelopment scheme. Bridgend, compromising the significant investment being made in the historic core of the town. Given its prominent location and As part of the medium to long term strategy the Council has the ability through its freehold position the derelict nature of the buildings, the objective for the site on part of the site to lead the redevelopment process, through proactive engagement with the would be to ensure that redevelopment is of a high quality and key stakeholders. One of the key issues will relate to the leasehold interest in the rugby ground complements core town centre uses and exploits its prominent currently held by Brewery Field Ltd (BFL) and the Tesco land interest. gateway location. In the short term, however, demolition of River Ogmore derelict buildings on the site, to allow for increased parking The Council must ensure that it leads the process and understands the position in terms of timescale provision, would make a significant positive impact on this key and viability, so that the objectives of all parties can be aligned. This will be important given the gateway location. Figure 11. The Embassy site relationship between this area and the opportunities that exist in the town centre. Ultimately, the protection of the town centre will be paramount. The development, design and access principles should, therefore, be based on:
• Promoting a landmark “gateway” development; What Will Success Look Like? • Delivering architectural design of the highest standard which promotes innovation and best practice, and respects the scale and character of the area; • Development of a landmark gateway to town centre; • Providing uses that complement the existing town centre offer such as hotel, office, • Improved physical linkages to maintain and further encourage linked trips with the town residential or leisure; centre; • Making use of the riverside setting; and, • Increase in pedestrian movement and increase in footfall to the town centre; • Improving pedestrian links to integrate the area into Dunraven Place and Market Street. • Enhanced river frontage and improved landscape quality; and, It is understood that the current landowner has redevelopment plans for the site and has recently • Protection of the town centre as a retail destination. been granted consent for the demolition of the existing building and the creation of a temporary car park. It is assumed that the above is a short term measure and that redevelopment plans, in line with the principles outlined above, will be the medium to long term aim for the site. As the area is in private sector ownership it will be private sector investment that will continue to be the main vehicle for delivery, with the local authority’s role being to influence the mix and density of uses through normal planning processes.
What Will Success Look Like?
• Improved townscape at a key location creating a landmark building;
• Land use(s) that complements and enhances the town centre offer; and,
• Quality linkage to the town centre core. 30 SECTION
THE MASTERPLAN FRAMEWORK
TELEPHONE EXCHANGE N The Telephone Exchange site is located Railway adjacent to the Southside Opportunity Area and Council owned surface car park. The area is strategically located adjacent to the railway line and accessed from Brackla Street, a main access to the town centre from the east. The site is currently used as a telephone exchange, but whilst the building Brackla Street continues to operate as this use, technological advances mean that a large proportion of the building is under utilised.
Figure 11. The Embassy site Figure 12. Telephone Exchange site
In terms of uses, any proposals will need to link to the retail core either through employment or residential uses. Dependant on land assembly, timing and viability the site could form part of the Southside Opportunity Area, but there are significant level differences which may restrict this opportunity. Figure 13. Red line boundary of proposed new access road The area is in private sector ownership and, therefore, private sector investment will continue to be the main vehicle, with the local authority influencing the mix and intensity of uses and the provision
of facilities through normal planning processes. The key issue is that whilst the site and buildings N may be under utilised, the main viability issue could revolve around the relocation of technical equipment either within the site or off site entirely.
Figure 14. Plan of proposed new access road
Bridgend Town Centre/Masterplan 31 SECTION
THE MASTERPLAN FRAMEWORK
5.4 ENHANCE THE QUALITY ENVIRONMENT AND HISTORIC CHARACTER As outlined earlier, the Council is undertaking a number of projects to enhance the physical environment and improve linkages within the town centre. The successful award of just over £9 N million of Convergence Funding to be spent specifically in the town centre is evidence of how the Council has worked hard to drive change in Bridgend.
These projects are a fundamental part of the masterplan in terms of their timing, phasing and delivery, but also their relevance to future regeneration projects, either as a catalyst, part of a wider initiative, or setting the standard for future investment. As these are now confirmed, their early implementation is a good short term win for the town centre.
1) Cheapside
There is obvious overlap between this short term project and wider objectives for the Southside Opportunity Area. As part of the short term objectives for Southside there needs to be a consideration as to where Convergence Funding fits into the overall development programme, particularly given that full scale redevelopment is likely to be a medium/long term aspiration. It is key that this part of the town is better connected to wider areas. These proposals will enhance the pedestrian environment between Asda and the town centre and potentially act as a catalyst for short term enhancement of The Brackla Street Centre.
The Convergence Funding improvements will enhance the public realm, using high quality natural materials, together with improvements to street lighting, in order to enhance safety and security in the area. Importantly, a gateway feature will be incorporated at Brackla Street to provide a sense of arrival for pedestrians approaching the town centre.
2) Court Road
Court Road is the main route for vehicles and pedestrians from the mainline railway station. This project will enhance this gateway location into the town centre and create an enhanced sense of arrival by undertaking public realm improvements within the Court Road area. The scheme will widen and enhance the footways along Court Road using high quality materials, ensuring pedestrian priority with designated parking areas at various locations along its length. Street lighting and street furniture will also be enhanced as part of the scheme as well as upgrading the drainage in the area.
Figure 15. Areas of the town to undergo convergence funded public realm improvements
32 SECTION
THE MASTERPLAN FRAMEWORK
3) Nolton Street South 5) Elder Street & Cross Street
This project will focus on enhancing a key approach into the town centre from the south. Nolton Elder Yard is at the heart of the town centre and has great historical significance. A key theme of Street is a busy, but secondary shopping street. The narrow roadway and pavements create conflicts this project component is to deliver an imaginative and innovative public realm enhancement in between vehicles and pedestrians. The aim of the scheme is to reduce pedestrian/vehicular conflict conjunction with the Elders Yard Redevelopment Scheme (see subsequent section 5.5) , including by increasing circulation space for pedestrians and to deliver a suitable traffic management solution provision for public art developed with the local community and local artists, reinforcing the character, which will provide improved pick up/drop-off arrangements and reduce the negative effects of identity and local distinctiveness of the area. traffic on local amenity. The Elder Street/Cross Street public realm scheme is fundamental in integrating the Elder’s Yard Specifically, the proposals are to reduce the road to a single carriageway, and incorporate parking redevelopment into the physical and economic fabric of the town centre. Critically, whilst the project and pedestrian circulation areas. The scheme will focus on using high quality, natural materials and will bring significant benefits in its own right, it will physically link with and act as catalyst for the on replacing/upgrading street furniture and street lighting. The introduction of short-term parking subsequent retail, residential and public square elements that will follow. on Nolton Street will strengthen the performance of traders in what has become a secondary commercial area reliant on short term parking. The scheme will more effectively integrate the area 6) Derwen Road with the town centre, to enhance its commercial attractiveness and potentially extend the primary commercial area of the town centre. The public realm at Derwen Road will undergo a comprehensive enhancement in order to act as a catalyst to bring forward further development. The Derwen Road Public Realm Scheme extends 4) Merthyr Mawr Road North from its junction at Wyndham Street to its junction with Caroline Street/Court Road. The proposed scheme will tie-in to the Court Road scheme and follow the design principles of reducing the road The project will enhance a key pedestrian approach into the town centre from the south west. width to a single carriageway in order to provide for widened footways and thus an improved This scheme will link in with the Nolton Street South scheme and provide an improved pedestrian pedestrian environment. High quality natural materials will be used in the extended pedestrian environment commensurate with the area’s status as a designated Conservation Area containing a circulation areas. The scheme will also provide improved street lighting/furniture and incorporate number of listed buildings. two ‘focus areas’ along its route.
The proposal is to reconfigure Merthyr Mawr Road North into a single carriageway (5m wide), making way for enlarged footways to be paved in high quality natural materials including an enhanced public square in front of St. Mary’s Church. Street lighting will be upgraded to a high specification reinforcing the area’s status as a designated Conservation Area.
Court Road Nolton Street South Merthyr Mawr Road North Cheapside from Brackla Street
Bridgend Town Centre/Masterplan 33 SECTION
THE MASTERPLAN FRAMEWORK
Public Realm Improvements Acting as a Catalyst N These public realm projects set the context and standard for key investment in the town centre in the short term and ensure there is a consistency of quality public realm and linkage throughout the town. The Convergence funding projects can, therefore, act as a catalyst by:
• Continuing to build upon previous phases of regeneration carried out to date;
• Reflecting the unique nature of the town centre in terms of the uses, functions and activities together with the opportunity to accelerate the regeneration of the economic and social development fortunes;
• Integrating new developments into the physical, economic and social fabric of the town centre;
• Creating pedestrian-friendly environments and addressing existing traffic management issues, by encouraging street activities, improving the gateway to the town centre, and contributing to the preservation and enhancement of the character of the Conservation Areas;
• Adding value to the programme of targeted and specific building restoration and repair projects that bring vacant or underused buildings back to beneficial economic use; and,
• Improving the physical linkages between the town centre and edge of town residential areas.
There is a narrow window of opportunity to ‘bend’ the approved Convergence projects to link directly with development schemes. This has already been achieved in Elder Yard, where private and public realm works will be seamlessly integrated to create a coherent scheme. Developers bringing forward schemes in the near future could also potentially benefit in a similar way.
Figure 16. Convergence funded public realm projects and Opportunity Areas (numbered)
34 SECTION
THE MASTERPLAN FRAMEWORK
5.5 STRENGTHEN THE CORE One of the fundamental principles of the masterplan is to focus development on the town centre. Whilst there are a number of Opportunity Areas that have been assessed for future development, there are further areas of the town centre which are fundamental to its success.
Elders Yard The Rhiw Shopping Centre
Elders Yard is the primary regeneration scheme in Bridgend town centre at the time of the masterplan. The Rhiw Shopping Centre plays a crucial role in linking the north and south of the town and Located in the heart of the historic town centre core between the shopping streets of Adare Street contains a number of key multiple retail units and the Indoor Market. and Wyndham Street, it is set within narrow lanes which have historic charm, surrounded by other listed buildings. The scheme has the potential to transform the retail and leisure offer, and the The Shopping Centre does lack a significant anchor and this is emphasised in the CACI report of public realm in the town centre. 2007 which outlines that the average sized retail unit is less than 140 sq m gross. This further emphasises the need for new retail units in Bridgend which can meet more modern retailer space The site is within the town centre conservation area and contains listed cottages at numbers 3 to 11 requirements as highlighted earlier. The CACI report of 2007 proposed a significant extension to Elder Street and a former chapel of rest. These buildings are in a derelict state. Linked to these core the Shopping Centre, on The Rhiw multi-storey car park site, covered earlier in the master plan. buildings are others with frontages onto Adare Street and Wyndham Street. The redevelopment The key delivery issue is how such an extension to the centre can be delivered given the location scheme is being undertaken on a phased basis with a number of individual buildings planned to be of the Indoor Market, the importance of the multi-storey car park in serving the wider town centre restored and brought back into use. and the issue of viability given the potential development costs.
At the time of the masterplan full planning permission had been granted in January 2010 for the The Rhiw Shopping Centre is very important to Bridgend and any improvements to the existing demolition of the chapel of rest, conversion of the cottage terrace into a restaurant, retail space retail provision should be encouraged. More significantly, the Rhiw Shopping Centre is an important and creation of a new open space in the form of a walled courtyard to the rear of the restaurant. strategic link between potential new development at the Southside and Riverside Opportunities A further phase is also planned along the Wyndham Street side of the area as shown on the Areas and a revitalised Nolton Street and Derwen Road. It should retain its role at the heart of the axonometric diagram (figure 16). The scheme is private sector led, but has benefited from strong town centre and the fundamental principle is that any associated development links efficiently to support from the Council to lever grant funding from the Heritage Lottery and Convergence funds. this area given it is a critical part of the retail circuit through the town.
There is an opportunity for this site to contribute to a more high quality, family focused evening economy in the heart of the town centre and in the short to medium term will be a major catalyst for strengthening the town centre core.
Figure 17. Elders Yard scheme axonometric 3D model of the proposed Elders Yard Entrance point to The Rhiw Shopping Centre
Bridgend Town Centre/Masterplan 35 SECTION
THE MASTERPLAN FRAMEWORK
Indoor Market Market Street
The Indoor Market is leased by the Council on a long lease from the owners of The Rhiw Shopping A redevelopment opportunity exists on a site fronting Market Street, Quarella Road, and Derwen Centre and contains an interesting mix of delicatessens, food stalls, cafés, galleries, bookshops, Road. The CACI Report in 2007 envisages that this site could house a major space user and that jewellers and homeware. It has the potential to be a significant draw to the town centre, but a if high quality retail is located in this area it could create a level of balance within Bridgend’s retail number of issues need to be addressed: offer. There is also the opportunity for a significant design contribution given the site’s highly visible location and its ‘gateway’ position to the town centre alongside the elevated A4061. • Poor visibility – the market is hidden by its position to the rear of the Rhiw Shopping Centre and efforts to promote it are insufficient to overcome the barrier of its location; Like The Rhiw Shopping Centre, the site on Market Street has not been included as a key “Opportunity Area”. As it occupies a strategic position on the pedestrian route between the bus and railway • Incoherent offer – while the market contains an interesting variety of stalls, this variety stations, however, it has the potential to accommodate a number of different uses including retail, contributes to the incoherence of the offer and adds to the difficulty of marketing it commercial and residential. effectively; and, The area is in numerous private sector ownerships which has viability and delivery implications. Private sector investment will continue to be the main vehicle, with the local authority influencing • Physical condition – rental levels are not set high enough to generate a surplus to reinvest the mix and intensity of uses, and the provision of facilities through normal planning processes. in enhancement and maintenance. Additional Areas To fulfil its potential to strengthen the core of the town centre, further work is required to develop a coherent strategy for the improvement of the market, in partnership with the market traders, There are a number of additional development areas in the town centre core, such as Lees Arcade so that the Indoor Market becomes a destination in its own right and links into the wider Bridgend /Nolton Arcade which are not be considered development opportunities, but where refurbishment town centre management structure. and enhancement would be encouraged. These areas contribute to the unique character of the town centre and, therefore, need to be preserved and further integrated into the town centre.
Bridgend Indoor Market View of potential Market Street/Quarella Road/Derwen Road from Quarella Road/A4061
36 SECTION
THE MASTERPLAN FRAMEWORK
5.6 CREATE A VIBRANT & SUCCESSFUL VISITOR DESTINATION
Parking Plan
It is clear that car parking provision plays an essential role in the perception and attractiveness of Bridgend town centre. The Technical Appendices have highlighted that parking is a key issue in the town centre and that a Bridgend Town Centre Parking Plan is required to guide the strategy, both in terms of provision but also where development opportunities could be exploited in future. The Rhiw multi-storey car park and the surface car park adjacent to Cheapside are fundamental to this.
A bespoke Parking Plan requires not just a review of parking charges, but an assessment of the quality of the experience and an understanding of visitor requirements, particularly when comparing Bridgend to competing towns. Town Centre Parking Plans are advocated by The Association of Town Centre Management and other bodies for all town centres and, because every town centre is different, a bespoke plan is needed. The seven key elements which are fundamental for Bridgend are:
1. Quantity & convenience: The quantity of parking must match the size and aspiration of the town and be located close to the main retail core (for example a maximum 5 minute walk). Shoppers do not generally view park & ride as a good substitute for convenient town centre car parking unless the town is a major attraction in its own right.
2. Method of Payment & Control: Payment systems which allow payment for parking on departure rather than on arrival can encourage longer shopping trips and greater spend.
3. Pricing structure: The town centre car parks should offer tariffs which favour visits of up to three hours and discourage longer stays. This discourages the commuter from occupying a convenient parking space all day to the inconvenience of visitors or shoppers who would bring expenditure to the town centre. Pricing should encourage daily commuters to use less convenient car parks and public transport but it is important that the pricing structure is benchmarked against competing towns in the locality.
4. Security: Car parks need to be properly designed, managed and maintained to feel safe and secure and the presence of uniformed patrols and CCTV are important. This is particularly important if Bridgend wants to grow its evening economy and encourage use of the town outside core hours.
5. Quality: Surface car park Car parks are gateways to the town centre and so quality of environment including decor, signing, and access points to shops must all be to a high standard. The quantity, quality and security of Multi-storey car park parking provision are much more significant than its price to those consumers who drive retail performance. Figure 18. Car park location plan
Bridgend Town Centre/Masterplan 37 SECTION
THE MASTERPLAN FRAMEWORK
6. Signage: Highway signage (including electronic variable message signs) can assist drivers quickly to find the most convenient available parking space, but also direct them into the town centre. This is a significant aspect for Bridgend given that there is limited profile for the town centre at each of the motorway junctions and Junction 36 is dominated by the McArthurGlen Factory Outlet Centre.
7. Impact of Redevelopment on Car Parking: This is important both in terms of whether town centre car parks can be developed but also the impact on the rest of the town during and post redevelopment.
As highlighted earlier, successful town centres are dependent on the provision of sufficient good quality access and this is fundamental to the Strategic Objectives of this masterplan. Preparation of a Parking Plan will require the collaboration and implementation of all interested parties, from the Council through to the local traders. In conjunction with this, management strategies must also cater for other users of the town centre (such as commuters) whose participation in the town’s activities is also important in retaining activity after working hours and enhancing the town centre’s evening economy.
Due to its importance this Parking Plan should be implemented within the short term, particularly given that parking is seen by traders to be one of the key areas requiring urgent attention.
Access and Signage Strategy
Getting people to the town centre and attracting visitors is key. Therefore, in addition to the Parking A city centre map with key landmarks as part of Bristol’s ‘Legible City’ initiative Plan, and in order to address some of the wider access issues, an Access and Signage Plan is required to seek to address the following key elements:
1. Developing a sense of arrival to Bridgend from key access points and a sense of identity; this is a huge opportunity to reinforce Bridgend as a destination.
2. Improving accessibility and signage, conveying essential information and directional signage at key decision points and improving the town’s accessibility.
3. Refining arrangements for pedestrianisation and vehicular access to the town centre, focusing on proposed uses, events, deliveries, maintenance and improving vehicular access to the town centre in the evenings.
Bridgend’s image and the quality of its urban environment are vital to meeting the vision of this masterplan given the high aspirations of visitors and, therefore, the town centre requires a consistent brand to ensure future investment is targeted and focused. Clear and correlating signing throughout the city centre Interactive signage highlight car park occupancy will help visitors reach their destination more quickly
38 SECTION
THE MASTERPLAN FRAMEWORK
Working Together to Deliver a Vibrant Town Centre The two basic models of TCM are:
Town centres that are attractive, well-designed, and well managed, with a range of shops, • Strategic Partnership Model: which requires a wide focus and seeks to address the ‘big entertainment, good amenities, and good transport connections are engines for economic growth, issues’ of centres and their role as leisure and tourism destinations as well as their retail providing a focal point for business and social interaction. Vibrant town centres are good for business function; and, as they create jobs, attract investment and generate income. At their best, they create a local buzz and define the wider area, attracting people from near and far. • Local Membership Model: which is at the other end of the scale, and has a narrower focus on specific geographical areas, sectors and businesses with common problems and issues, Effective management of a town centre is critical in determining its success and sustainability. Town such as CCTV or promotional initiatives. Centre Management (TCM) is a management and maintenance tool which has proven to be very successful in other towns and cities around Britain. Each town centre is unique and it is critical, therefore, to develop a town centre management model that fits the needs and characteristics of the town in question. This can be either one or both of the Town centre management will focus the strategic regeneration and renewal of the town and enable models illustrated but the relationship between the management team, town centre manager and a co-ordinated and cohesive approach that can bring about change. the masterplan is likely to influence the model of future town centre management. Bridgend is currently developing a town centre management team that will work in partnership on The recent concept of ‘free leisure’ opportunities would offer a new dimension for the town centre. initiatives to address town centre issues including safety, environmental improvements, access, Public art and informal play space would increase interest and interaction and integrate with facilities marketing and events. The need for TCM is to ensure: such as the library. Bridgend also has locations such as Dunraven Place and the River Walk as areas where this could take place. The recently commissioned Bridgend Tourism Strategy identifies the contribution that events can make to the image, economy and tourism potential of Bridgend • Engagement with all parties that influence the management of the town centre to agree the and therefore, the recommendations of the strategy will dovetail with the masterplan. The Indoor strategic way forward; Market located in The Rhiw Shopping Centre should be a destination in its own right and linked into • A way of facilitating stakeholder engagement and buy-in to partnership decisions; the wider Bridgend town centre management. • A steer and guide on decision making to support baseline services enhancement; • Support and deliver initiatives to increase footfall and thus increased sales; • Reduced vacancies within the commercial sector; • Improved security and street cleanliness, including reduced graffiti; • Increased town centre residential populations; and, • Increased employment opportunities.
High level integrated town centre management will be an important tool in managing and maintaining the improvements/projects implemented as part of this masterplan and the wider aims for Bridgend becoming a focal point for activity, growth and a destination in its own right. As TCM initiatives have developed, so have the scope of their activities. In many TCM schemes the original emphasis was focused on improvements to the physical fabric of the town centre but a more ‘strategic’ perspective is now being applied by many partnerships and this is key for Bridgend in ensuring there is consistency of message.
TCM now covers a wide range of activities ranging from basic streetscape maintenance and improvements, through to security via the provision and management of CCTV and other anti-crime initiatives. In many cases it also covers the marketing and promotion of town centres.
A series of well planned events such as the ‘Elfsteddfod’ and Celtic Dancing celebrations have helped to create a ‘local buzz’.
Bridgend Town Centre/Masterplan 39
SECTION 06: DELIVERING & IMPLEMENTING CHANGE SECTION
The Masterplan for Bridgend town centre has set out a decision making framework for the 06 Council to promote and evaluate proposals that both consolidate and enhance the town centre as a shopping destination over the next 10 years. DELIVERING & IMPLEMENTING CHANGE
6.1 THE ROLE OF THE PUBLIC SECTOR 6.3 PRIORITY ACTIONS & PHASING This is a long term strategy for Bridgend town centre which needs to be set within the current The aim of the Framework is to guide investment and development within the town centre over economic climate but be flexible enough to respond to the changes that will inevitably occur in the the next 10 years. It is important to note that a number of redevelopment proposals that have market over time. The Council’s key roles in driving the delivery of this framework, therefore, must been highlighted for some of the Opportunity Areas are medium to long term initiatives. Before any include: initiatives can be delivered, a number of immediate, high priority actions need to be undertaken by the Council in order to facilitate and prepare for their implementation. These immediate actions • Leadership - the Council will lead the delivery of the masterplan; should be commenced within the short term in order to pave the way and build/maintain the momentum for the delivery of the masterplan and those proposals of a longer term nature. • Partnering - the Council should work closely with the private sector to support appropriate development and to look to innovative ways to drive forward investment in Bridgend; The Council will need to drive forward a number of the critical aspects of the masterplan, particularly in terms of improving accessibility, the quality of the public realm and the profile and image of the town centre. The proposed improvements to Cheapside, Court Road, Nolton Street South, Elders • Accessing Funding - there are a number of critical ways in which the Council can access Street and Derwen Road which will be driven by the Convergence Funding award, are obviously funding. These include using their assets to drive forward delivery; fronting bids to funding short term actions and should help instil confidence amongst businesses in the town centre and partners; and ensuring appropriate levels of planning gain are obtained from development help ‘pump prime’ further private sector investment in the fabric of premises in the centre. schemes to support delivery of the framework; and,
Where it is realistic, the Council needs to be working in the current downturn to make potential • Communicating - to ensure local residents, businesses and investors are consulted on the development sites more readily available, de-risked and attractive to developers, so that when the master plan before it is agreed, and importantly, regularly updated on progress made towards market returns to a more stable footing, the right conditions will be in place to enable the private delivery. sector to get involved. Innovative ways of working to share and minimise risk with the private sector will need to be investigated on a site by site basis. In order to achieve this, the Council needs to ensure there is a responsible officer to oversee the delivery of actions for the town centre. The individual should be a specialist in planning and/or economic development with an in-depth understanding of the development process to enable them 6.4 SHORT-TERM INITIATIVES (0-2 YEARS) to be able to negotiate from a position of strength with the private sector. In addition, regular consultations and partnership working with the relevant stakeholder and town centre bodies will The Framework should be supported by a range of short term initiatives (0 to 2 years) which will be essential, together with ongoing input from the Town Centre Manager as a key link with local include: businesses. • The preparation of a range of site specific development briefs which can reduce developers 6.2 THE ROLE OF THE PRIVATE SECTOR risk by giving planning certainty over issues such as mix of uses, density and building heights One of the key considerations is the Council’s control over the delivery process. The Council does and also seek to raise the design quality and integration of development. It can also add to not have a significant land ownership position in the town centre; hence, it is important that the overall marketability and interest from developers; masterplan and associated planning policy can guide the form of development and drive those interventions that can help achieve the overall Vision of the town centre. • Detailed site financial viability assessments can be undertaken for schemes. Such assessments can, firstly, be an important health-check on site specific proposals and secondly, The Council has recently played an important role in securing Convergence Funding and through its increase certainty for developers; current land interests in some of the key Opportunity Areas can help facilitate development through planning briefs and actively seek to drive forward any proposals. The private sector, however, will • Delivery strategies should set out the delivery mechanisms (e.g. partnerships/joint working) take a pivotal role in the delivery of any town centre regeneration initiative. In spite of the current and the funding and phasing of delivery. Convergence funding for works associated with economic recession and in particular difficulties in accessing finance, there are a number of locations the redevelopment of the Elder Street area, for example, will give confidence to the private such as Elders Yard and the Embassy site where developers are actively pursuing proposals. sector;
Ultimately, it must also be acknowledged that the development market always operates in cycles, • Increased Council inter-departmental and external co-operation (e.g. Environment Agency, and that whilst surviving developers are likely to be more cautious in their investments and critically Welsh Assembly Government, town centre manager, planning policy and property) can find it difficult to access finance, when the market emerges from the current financial turmoil, in the encourage development. Maximising linkages between economic development and planning medium to long term confidence and subsequent activity will return to the market. This is a long term strategy for the area, which needs to be set within the current climate but be flexible enough to respond to the changes that will inevitably occur in the market. 42 SECTION 06 DELIVERING & IMPLEMENTING CHANGE
6.6 LOCAL PLANNING POLICY
functions in terms of understanding the site specific uses that are acceptable, development Existing policies in the adopted UDP already complement and are flexible enough to support the requirements, economic objectives and business requirements can give investors, developers findings of the masterplan. The Local Development Plan (LDP) is not yet at its deposit stage and it and occupiers confidence to invest in Bridgend; also offers a useful opportunity to adopt policies that will help secure the recommendations of the masterplan. Notwithstanding existing policies in the UDP, as a consequence of retail uses moving • Develop and implement the Town Centre Parking Plan so that there is a clear view on the out of the town centre in recent years, a situation whereby the fabric of Bridgend’s town centre is future strategy; improved but its role and function declines further should obviously be avoided.
It is absolutely fundamental to the delivery of the Masterplan, that planning policy prevents retail • Develop and implement the Access and Signage Plan to achieve a clear sense of arrival, development coming forward which could be seen as prejudicing the vitality and attractiveness signage and visitor experience; and, of the core retail area within Bridgend’s town centre. The LDP will need to make it very clear that new, out of centre, retail outlets that would contain high street retail uses will not be supported, • Develop and implement a comprehensive Town Centre Management Plan based on a clear reaffirming the importance of the sequential approach (town centre first) to retail, leisure, office and understanding of the operation of the town centre. other town centre development. In addition, the policy will also need to promote the town centre as a focus for employment and leisure growth as well as encourage further residential provision.
6.5 MEDIUM TO LONG-TERM INITIATIVES 6.7 OUTCOMES & MEASURING SUCCESS The successful delivery of the Framework needs to result in the following outcomes: Successful delivery of the masterplan should result in the following outcomes that can be monitored and measured through the annual town centre health checks and other market data to assess the • Strengthening the town centre offer and raising its profile: Delivery of the success of the town centre. These are based on: interventions to strengthen the town centre offer in Bridgend should improve the retail and leisure offer, increase the number of shoppers and visitors, increase the amount of spend and • Increases in pedestrian footfall; raise Bridgend’s profile and image for both residents and visitors; • Increases in visitor numbers; • Increases in the duration of visits; • Improving accessibility and parking: Improving accessibility and legibility in the town • Increases in the amount of spend and clawback of lost expenditure; centre for all modes of transport will increase the number of shoppers and visitors, lead to an improvement in parking provision and enhance the sustainability and the quality of the • Reduction in vacancy levels; environment in the town centre; • Strengthening rental and yield profiles; and, • Higher quality public realm. • Enhancing the physical environment: Particularly through Convergence funding proposals and redevelopment. These should improve the quality of the town centre environment and public realm as well as enhance the town centre offer as a retail and leisure destination and raise the profile and image of Bridgend; and,
• Maximising the community and commercial benefits from development opportunities: Redevelopment led by the public and private sector in the medium to long term will provide a range of development sites capable of delivering investment to the town centre.
Bridgend Town Centre/Masterplan 43 SECTION
DELIVERING & IMPLEMENTING CHANGE
6.8 ACTION PLAN
The Action Plan reflects the fact that many of Strategic Objective Action Timescale Responsibility the opportunities for development in the town centre are dependent on an improvement in Develop the retail destination • Prepare development brief for Southside • Short market conditions, and the decisions and Opportunity Area BCBC - regeneration & aspirations of different landowners. For this • Develop delivery and marketing strategy for • Medium/Long development reason the Action Plan will need to be adjusted Southside working with other owner interests over time and should not be seen as a blueprint Maximise the riverfront • Secure funding for public realm improvements • Medium for the whole length of the plan period. to The Rhiw hill to improve access to and from BCBC - regeneration The Rhiw multi-storey car park and the river The actions set out in the table below reflect Improve the gateways • Work with owners of the Embassy site to • Short mainly work that needs to be taken forward secure demolition and clearance of derelict in the short and medium term, to create the buildings and replacement with temporary car conditions for regeneration and redevelopment, parking BCBC - regeneration in the long term. • Prepare development brief for Brewery Field if • Long site is vacated for redevelopment Enhance the quality • Implement the convergence programme of • Short/Medium BCBC - regeneration & environment and historic projects, focusing on improvement of linkages development/streetscene character and access in the town centre • Implement Phase 2 of the Townscape Heritage • Short BCBC - regeneration Initiative Strengthen the core • Prepare and implement Improvement Strategy • Short/Medium BCBC - regeneration & for the Indoor Market development/property Create a vibrant and accessible • Prepare and implement a Town Centre Parking visitor destination Plan that enables Bridgend to compete BCBC - streetscene successfully against other local and sub- regional destinations. • Prepare and implement a Town Centre Access & Signage Plan focusing on improving vehicular BCBC - streetscene and pedestrian access to and within the town centre core • All Short Term • Develop a strategic Town Centre Management Plan and Partnership with representation from BCBC - regeneration & the public and private sectors to drive forward development integrated development and management of the town centre • Deliver a high quality events programme which emphasises the town’s uniqueness and vitality, BCBC - regeneration & and supports the delivery of the Tourism development and Bridgend Strategy Town Council
44
FINAL DRAFT
BRIDGEND TOWN CENTRE
TECHNICAL APPENDICES FEBRUARY 2011 This document has been prepared by:
&&
UG1266 February 2011
Document assembled by:
Lauren Brown: Urban Designer Powell Dobson Urbanists Charterhouse Links Business Park St Mellons Cardiff CF3 0LT
All plans within this document are orientated due north.
This document is to be printed at A3 size, doubled sided.
Plans within this document are:
Reproduced from Ordnance Survey with permission of the Controller of Her Majesty’s Stationary Offi ce (C) Crown copyright.
Unauthorised reproduction infringes Crown copyright and may lead to prosecution/civil proceedings. Licence No 100018014
Bridgend County Borough Council Licence No 100023405 APPENDIX 01: APPENDIX 02: APPENDIX 03: POLICY REVIEW & HEALTHCHECK MARKET REVIEW DESIGN PRINCIPLES & URBAN FORM
APPENDIX 04: ACCESS & MOVEMENT
Bridgend Town Centre/Masterplan APPENDIX 01 POLICY REVIEW & HEALTHCHECK
Bridgend Town Centre Masterplan Contents
1. Introduction 1 2. Wales Spatial Plan 1 3. Bridgend Unitary Development Plan & Emerging LDP 2 Appendix 1: 4. Bridgend Community Strategy 2009-2012 4 5. Fit for the Future - Bridgend County Borough’s Regeneration Strategy 2008-2021 4 6. Bridgend Town Centre Retail Vision (CACI 2007/2010) 5 Policy Review & DTZ Healthcheck Assessment 7. Bridgend Employment Land Review (2006 and 2010) 7 8. ERDF Convergence Programme 8 9. Life Centre Study – Bridgend (2003) 10 FINAL DRAFT 10. Summary of Main Policy Implications 10
4 APPENDIX 01 POLICY REVIEW & HEALTHCHECK
1. Introduction Within the Spatial Plan, Bridgend sits in the ‘City Coastal Zone’ of South East Wales. Bridgend is noted as being a ‘cross boundary settlement’ with linkages into the South West Wales Spatial area. It is also noted as a ‘key settlement’. The key settlements must be This Appendix to the Masterplan sets out a review of key policy documents including: successful in their own right and, where appropriate, function as service and employment hubs for smaller settlements. The focus will be to create affordable and attractive places to The Wales Spatial Plan work, live and visit. The success of the key settlements should improve life in smaller rural Bridgend UDP and valleys communities, with good access to services being a key determinant of quality of Bridgend Community Strategy life. Key settlements will provide the central framework around which high capacity Sustainable Economic Regeneration Strategy sustainable transport links will be developed. A wider range of facilities and services, which Bridgend Town Centre Vision Retail Vision add to employment opportunities, should be delivered locally within the key settlements to Bridgend Employment Land Review reduce the overall need to travel. Within the WSP one of the key themes is ‘respecting ERDF Convergence Programme distinctiveness’ where it states that: Life Centre Study – Bridgend (2003) ‘Each town and city needs to foster its own distinct sense of identity, building on its A summary of the key implications for the town centre together with a healthcheck is also heritage and culture to create a network of settlements with real character which provided. complement each other and each add strength to the attractiveness of the region as a whole’. 2. Wales Spatial Plan 3. Bridgend Unitary Development Plan & Emerging LDP The Wales Spatial Plan – People, Places, Futures – was originally adopted by the National Assembly for Wales in November 2004. In 2008 it was updated to bring the Wales Spatial The Bridgend UDP currently provides the local planning policy context against which planning Plan into line with One Wales, and gives status to the Area work which has developed over applications in the town centre are assessed. The UDP is the existing adopted development the last two years. The Vision of the document is: plan and the most relevant document in terms of considering planning application for development proposals. Bridgend Council is in the process of preparing the Local ‘We will sustain our communities by tackling the challenges presented by population and Development Plan (2006-2021) to replace the UDP. economic change. We will grow in ways which will increase Wales’ competitiveness while assisting less well-off areas to catch up on general prosperity levels and reducing negative environmental impacts. We will enhance the natural and built environment and we will 3.1 Bridgend UDP Policies sustain our distinctive identity.’ 3.1.1 Retail 2.1 South East Wales Spatial Area Bridgend town centre is at the top of the County Borough retail hierarchy and is defined as a sub-regional town centre. Policy R1 states that new retail development should be The Vision for the South East Spatial Plan Area is as follows: concentrated in existing commercial centres. The UDP seeks to limit the spread of further new out-of-centre retail development and it also seeks to make existing commercial centres ‘An innovative skilled Area offering a high quality of life – international yet distinctively the primary focus for new retail development. The UDP identifies a number of key Welsh. It will compete internationally by increasing its global visibility through stronger links development sites, including: between the Valleys and the coast and with the UK and the rest of Europe, helping to spread prosperity within the Area and benefiting other parts of Wales.’ R8(1) THE SURFACE CAR PARK AND ADJOINING LAND NORTH OF BRACKLA STREET, BRIDGEND Key elements in realising the vision for South East Wales are: R8(2) ELDER YARD, BRIDGEND R8(3) THE RHIW CAR PARK AND ADJACENT GARAGE, BRIDGEND; The area will function as a networked city region, on a scale to realise its international R8(6) LAND NORTH OF MARKET STREET, BRIDGEND; potential, its national role and to reduce inequalities. R8(8) THE EMBASSY CINEMA SITE AND ADJACENT LAND AT BREWERY LANE A fully integrated high quality transport system is necessary for this to happen. Over the AND TONDU ROAD, BRIDGEND 20 year horizon of the Wales Spatial Plan, all the Area's key settlements should be linked to Cardiff or Newport by suitable high capacity public transport. R8(9) THE ALLOTMENT AND COUNCIL DEPOT AREA SOUTH OF BRACKLA The success of the Area relies on Cardiff developing its capital functions, together with STREET, BRIDGEND strong and distinctive roles of other towns and cities.
Bridgend Town Centre/Masterplan 5 APPENDIX 01
POLICY REVIEW & HEALTHCHECK
It is hoped that the successful redevelopment of these sites will lead to an improved shopping 3.1.4 Pre-Deposit Local Development Plan (December 2008) environment and an extended retail offer. These sites are served by public transport and should therefore be accessible to all groups within the community. Policy R9 seeks to restrict The LDP reaffirms that the town centre is currently failing but that there is potential for this out-of-centre retail development in favour of retail growth in town centres. trend to be reversed and new retail floorspace to be created in the town centre. The LDP is to be advanced following a ‘regeneration led’ growth strategy. A key aim of the strategy is to 3.1.2 Tourism and Leisure focus on the regeneration of Bridgend and its town centre. Paragraph 9.2.12 confirms that the Bridgend Regeneration Growth Area lies to the east of the town of Bridgend and comprises an Policies seek to contribute to the key objectives of enhancing, improving and developing the arc of development opportunities and existing commitments starting to the south east of tourist potential of the County Borough whilst protecting and conserving the environment. Junction 36 of the M4, skirting Bridgend Town Centre, and continuing to the A48 as it enters Policy TM1 states: the Vale of Glamorgan.
“New or extended tourist and leisure facilities and attractions will be permitted in urban areas where all of the following criteria are satisfied:- 4. Bridgend Community Strategy 2009-2012
1. It will contribute to the regeneration of town centres by improving their vitality, The document has been prepared by Bridgend’s Local Service Board in conjunction with viability and attractiveness to visitors, and enhance their leisure role in the evening residents and all the organisations that can play a part in making the vision of a bright future a economy and at weekends; reality. Its core aim is to make Bridgend County the best it can be for those who choose this 2. The development will be compatible with, and sympathetic to its surroundings in as a place to live, work or visit. terms of siting, scale, design, external appearance, materials and landscaping; 3. The development is well located to public transport, the needs of the non car It states that by working together we will realise the vision for Bridgend of: traveller, and the main road network, and would have satisfactory car parking; 4. The highway network is capable of accommodating the traffic generated by the “A bright future that celebrates and builds on the successes of our past and present” development without an unacceptable effect on traffic flows and patterns, safety, energy use or other emissions. 5. The site is not within an area of flood risk”. This vision is looked at in more detail under the following headings.
The sub-text to Policy TM1 confirms that the Council is particularly keen to increase the Strong Communities number of visitors to Bridgend town centre and to improve the tourism and leisure provision in Young Voices and around Bridgend particularly with the increasing importance of shopping as a leisure and Healthy Living tourism activity. The implementation of pedestrianisation, in particular, should see a major New Opportunities improvement in the town centre’s environment. Proud Past Green Spaces 3.1.3 Employment 5. Fit for the Future - Bridgend County Borough’s Policy E10 confirms that office uses should be directed to town centre locations: Regeneration Strategy 2008-2021 “Existing town centres will be the main focus of office development. Elsewhere, office development will be permitted only if:- In the spring of 2007, SQW Consulting, economic development consultants, were commissioned to develop Fit for the Future, the new regeneration strategy (the Strategy) and 1. In sequential order of preference, all town centre, edge of centre and out of centre action plan for the Bridgend County Borough which will cover the period 2008 through to sites have been thoroughly assessed and none are found to be suitable. 2021. The Council, working in partnership with the Department for the Economy and 2. The proposed development is well served in terms of public transport. Transport (DE&T) of the Welsh Assembly Government (WAG), and with comprehensive consultation of local businesses, agencies and people, has developed a new Vision for In the context of the above, the following sites are allocated:- regeneration which is as follows: E10(1) Former SWALEC depot, Tremains Road; E10(2) Land south of Mackworth Street, Bridgend; “By 2021, Bridgend County Borough will be recognised as a self-contained, productive sub- E10(3) Land at Coity Road, Bridgend; and regional economy, with a skilled and utilised workforce, in a place where people and businesses want to be”. E10(4) Former Courage depot site, Tondu Road, Bridgend”.
Fit for the Future defines regeneration as an over-arching activity delivering a balanced approach to revitalising the well-being of communities through social, physical, and economic improvements. The Fit for Future strategy seeks to:
6 APPENDIX 01
POLICY REVIEW & HEALTHCHECK
Promote entrepreneurial and wealth-creating activities; market share illustrates the high level of competition that exists within the region. Key Build on and integrate economic development and tourism, urban and rural physical competitors for retail market share are Cardiff and Bridgend Designer Outlet. regeneration, and health: Integrates with key values embedded in the Community Strategy. Bridgend is underperforming because it fails to meet the needs of its catchment. The current retail offer does not align well to the ACORN profile of Bridgend. The ACORN profile is Working alongside other major local strategies, including Bridgend CBC’s Corporate Plan, the biased towards: Economic Regeneration Strategy, the Health and Well-Being Strategy, and sub-regional plans for tourism, transport and rural development, Fit for the Future emphasises key actions to Wealthy Executives maximise opportunities for local people and businesses, and to attract new investment into Flourishing Families Bridgend County Borough. The Strategic Aim’s are as follows: Secure Families
Strategic Aim 1: Enabling wealth and increasing enterprise: Wealth creation will The current retail offer in the town is focused on the value sector of the market, dominated by come from more, better and better-equipped businesses. Through improved small sized retailers and independent retailers. The town lacks department stores, variety understanding of global markets enabling local opportunities, and a drive to bring stores and major space users which are seen as key to a successful retail mix for a town of greater numbers of people into the labour market, we can ensure that public policy this size. Bridgend fails to provide a consistently strong offer across a wide range of retail and its interventions support local businesses. The continued growth and categories and so is failing to meet the retail needs of its catchment population. A small modernisation of the economy is crucial to sustainable regeneration in Bridgend increase in the mass-market portion of its retail footprint score would lead to Bridgend being County Borough. classed as an Average Regional Town which would ultimately improve its Comparison Goods Market Potential and therefore its ranking. Strategic Aim 2: Building up skills levels and entrepreneurial attitudes in an active labour force: Knowledge-based businesses are of growing importance in Towns such as Bridgwater, Kettering, Kidderminster, Stockton-on-Tees, Wellingborough and making economies competitive. We will need to promote, develop and grow existing Worksop were set as current benchmarks. Due to the limited amount of spend in the region and new skills capacity to achieve this. We need to strengthen links between local and the strong levels of competition, Bridgend has little headroom for development-led retail businesses and Higher Education facilities, supported by the development of growth. Aspirational benchmarks for Bridgend were set as Ashford, Taunton, Wrexham and entrepreneurial awareness from school age onwards. Yeovil
Strategic Aim 3: Making a great place to live, work, visit and play: Place-making The aspirational benchmarks provide a target for Bridgend in terms of market position, retail is at the heart of current government policy, and the place of Bridgend County mix and target occupiers. By meeting these targets, Bridgend can improve its level of Borough is at the heart of the Regeneration Strategy. Bridgend County Borough’s performance and obtain increased levels of market share and higher level of Comparison talents and offerings can often be lost amongst larger neighbours: it can be seen to Goods Market Potential. The key development sites within the town centre were assessed by be as at the fringe of the capital city, or Swansea Bay. The strategy needs to ensure CACI as: that Bridgend County Borough has its own sense of place and identity. Extension to the Rhiw Centre - The Rhiw Centre provides the most suitable location for Strategic Aim 4: Strengthening and renewing infrastructure: Without 21st century development under the do maximum scenario. However, any development around the infrastructure, we will struggle to develop the 21st century economy and place that we Rhiw Centre will need to be balanced by significant development elsewhere in the town are striving for. Good communications, both physical and virtual, will underpin in order to avoid polarisation around the Rhiw Centre. opportunities for businesses and people. Significant renewal is already underway or Elders Yard – a development at this site, in conjunction with an extension to the Rhiw planned, in town centres, Porthcawl waterfront and in transport. There is a good Centre, would provide the best results in terms of turnover and balance offered to the supply of land and property, and of sites for industry and offices. We understand the town centre as a whole. need to exploit existing public sector assets where they are under-used or available for change of use, and to explore new models available to develop and promote new Retail Need live/work spaces. In relation to retail capacity, CACI was commissioned by the Council to carry out a retail 6. Bridgend Town Centre Retail Vision (CACI 2007/2010) capacity study for Bridgend (Retail Needs Planning Study 2007 – 2021). An addendum to this study was issued in June 2010 and concludes that:
Currently Bridgend is ranked 233rd in the UK Retail Footprint rankings, this means that Comparison CACI conclude that if Bridgend is to fulfil its potential, headroom Bridgend is not a priority for major national multiple retailers due to the towns low market capacity exists for up to 14,024 sq m of additional comparison potential and low overall profile. Bridgend has a market share of 28.5%, as the major centre floorspace up to 2021. within its catchment it would be expected to have a higher market share. This low level of
Bridgend Town Centre/Masterplan 7 APPENDIX 01
POLICY REVIEW & HEALTHCHECK
Bulky Goods CACI conclude that there is very little headroom for any additional bulky In terms of the supply/demand equation for land, offices and industrial/warehouse goods space in Bridgend town. However, for the whole of the County space, the marketplace is such that demand is exceeding supply in almost all size Borough, there is capacity for 16,400 sq m of additional floorspace up categories. to 2021. A contrast between this report and the WTGL report is that demand has improved significantly – leading to a marked additional supply of offices, limited additional supply Convenience CACI conclude that taking into account the increased competition in neighbouring areas, the strong offer in and around Bridgend and decline of industrial space and no significant improvement in the availability of smaller parcels in balance of trade, brought about by new provision in the pipeline, of land. there is no capacity for further provision up to 2021. In 2010 the Council carried out an Employment Land Review of existing and proposed sites for employment purposes. This included an analysis of the current and future need for This information states that Bridgend town centre is not performing to its full potential and, like employment land and premises as indicated by property market professionals and developers other similar sized towns centres in South Wales, has suffered from a relative under as well as those responding to a survey of businesses. The report recommends an investment in new facilities, together with increased competition from out of centre retail employment land portfolio totalling 154 hectares although this amount is subject to developments and neighbouring city centres. It does however conclude that there is an confirmation when more detailed consideration is given to employment land areas when evidence base for concentrating on clawing back retail expenditure and reducing leakage to allocating mixed-use schemes in the LDP. Whilst this is in excess of the identified need, it is neighbouring centres. crucial that the Council maintains a portfolio of sites which offer an element of choice and which are flexible in terms of their employment uses, in a variety of locations and capable of 6.1 Bridgend Town Centre Regeneration Strategy attracting investment. In addition a proactive policy-led approach in bringing forward employment land in the northern areas of the County Borough (made viable through mixed- A study carried out in 1995 by Arup identified that there is potential to promote the use developments) will assist in bringing jobs to these areas in line with the strategic growth regeneration of Bridgend town centre. A broad regeneration strategy was drawn up by Arup objectives of the LDP. which embraced the development of new sites, proposals for the management of traffic, environmental improvements and a cultural approach. It was felt that the promotion of the 8. ERDF Convergence Programme centre requires a coordinated programme of public and private sector investment whose objectives are to:- Bridgend sits within the West Wales and the Valleys area which is eligible for EU funding under the Convergence Programme. The overall aim of the convergence programme is to Improve the town centre environment “Make West Wales and the Valleys a vibrant, entrepreneurial region at the cutting edge of Sustain business confidence sustainable development.” Of particular relevance to the Bridgend Masterplan is Priority 5 – Attract new investment Building Sustainable Communities. Priority 5 recognises that the physical appearance of the Redefine the town centre’s image. built environment alongside the availability of amenities is a key factor in making places attractive to live and work. An implementation and funding plan was produced. The proposed development strategy for the town centre comprises the development of strategic sites, Elders Yard, Nolton Street area, Themes under this priority will focus on: British Telecom site, and Allotment Gardens. Other projects focus on cultural and environmental projects, including the creation of a pedestrian environment and the Supporting physical regeneration, redeveloping derelict brownfield sites, regenerating management of traffic. The development sites and proposed projects are detailed further degraded urban and rural landscapes, and improving the quality of public spaces; and under the relevant topic chapters particularly retailing, transportation and regeneration. Community economic development, improving access to and quality of services of a general economic interest in the most deprived communities. 7. Bridgend Employment Land Review (2006 and 2010) The document identifies that part of WWV borders strongly performing urban areas (e.g. The 2006 document expanded on the Wyn Thomas Gordon Lewis (WTGL) Study in 2001 and Cardiff). The programme recognises that strong performing city regions require the reviewed current availability of land and premises; quality and age of stock; reviews sectors; development of complementary centres that provide a range of employment, services and and assesses supply / demand changes / influences vis-à-vis the level of provision over the facilities set within a high quality environment that are accessible to all communities. Within specified local development plan period up to 2021. Of particular relevance to the Bridgend the less densely populated areas, it is about having strong performing, accessible centres that Masterplan: have a range of functions. Many will be important regional and local employment and services centres. In some cases they will also have a tourism function or potential. Building sustainable Offices: generally demand has exceeded supply of offices in most categories. communities within these towns means identifying and building on these local strengths and opportunities.
8 APPENDIX 01
POLICY REVIEW & HEALTHCHECK
Building economically competitive, socially inclusive and sustainable communities where 8.2 Theme 2: Community economic development people want to invest, live and work, now and in the future, will require a combination of co- ordinated and integrated physical and social actions. Physical regeneration to improve the This theme aims to build sustainable and vibrant communities by supporting activities which fabric of an area must be complemented by interventions that involve local people in are part of an integrated regeneration strategy to overcome barriers to development of and regeneration activities. This involvement is necessary to revitalise and build the confidence participation in local economies. This will be achieved by: of communities: strengthening social cohesion, developing community networks, and building the capacity of communities to be enterprising; and to ensure that local people are given Encouraging access to, providing or improving services for local communities, where equality of opportunity to access the benefits of local investments. gaps in provision can be clearly evidenced, building on the engagement developed under Theme 1; and Activities supported under this priority will be focussed within the most deprived areas and in Increasing the economic contribution of the ‘third sector’. those communities where the activity is likely to have the most effect. All support provided under this priority must lead to some form of economic outcome to include jobs, sustainable trading business, increased economic activity and community activity that generates and 9. Life Centre Study – Bridgend (2003) secures wealth and must evidence early and ongoing community involvement. The Wales Spatial Plan framework provides the focus for the vast majority of the activity in this priority. A proposed Life Centre in Bridgend would include: This priority will be delivered through each of the following two themes, actions in which form part of integrated area programmes: Central Library (including reference, family history and people’s network access Arts and media training and performance centre, E-learning delivery and control centre 8.1 Theme 1: Physical Regeneration (including town centre Environmental learning facility renewal) Heritage and cultural centre, including a performance area to seat 250 – 300 (multi- purpose theatre space) Bridgend County council one stop shop This theme aims to support the physical regeneration of communities, as part of an integrated Base for voluntary organisations including Crèche regeneration strategy and where it can be demonstrated that focussed intervention will produce sustainable economic, environmental and social benefits. This will be achieved by: The proposed site for the Life centre is an existing car park at Brackla Street. The King Sturge study investigates the feasibility of the inclusion of commercial areas within the building. The Supporting the integrated regeneration of the most deprived towns and villages by report does not go into any detail about the rationale behind the Life Centre. It is felt that the physical improvements to the urban fabric and the wider natural and built heritage. The construction of the Life Centre would provide a destination in itself and serve to increase activity will be carried out within the context of the relevant Spatial Plan strategy and in pedestrian flow to the library, theatre and other amenities. ways that involve local communities and organisations; and Developing and delivering effective ways of engaging local communities and developing local networks with the aim of finding and implementing local solutions for 10. Summary of Main Policy Implications regeneration activity. The above review of policy clearly demonstrates that the importance of regenerating our Indicative activities: towns and cities is a key policy theme at all levels. It is recognised that the role of town centres extends beyond that of shopping centres as they need to provide a wide range of Landscape and access improvements to towns and villages, including redesigning service and leisure facilities as well as serving the surrounding communities. In terms of unsafe open landscapes and the rehabilitation of public spaces to bring them into Bridgend it is recognised that the town centre is not performing to its full potential. Like many economic use, and development of small-scale sites and premises. This may include other similar sized towns in South Wales, Bridgend town centre has suffered from a relative carefully targeted local traffic management or the provision of road and parking facilities under investment in new facilities together with increased competition from neighbouring where these are ancillary to a development or will allow the proper functioning of the centres and new out-of-centre retail developments. town centre, forming part of an integrated regeneration scheme; the redevelopment of or refurbishment and bringing back into use of rundown, obsolete, derelict or underutilised buildings for economic and social / community use.
It is expected that this theme will absorb around 72% of the resources for this priority.
Bridgend Town Centre/Masterplan 9 APPENDIX 01
POLICY REVIEW & HEALTHCHECK
DTZ Healthcheck Assessment: Bridgend Town Centre (March 2010)
Planning Status: ‘Town Centre’
Total Number of Units: 366 Total Number of Retail Units: 212 Total Retail Floorspace;690,000 sq ft
Location Map
Bridgend is located about 20 miles from both Swansea and Cardiff. It is about 2.5hrs from London Paddington by train and within close proximity of the M4.
Centre Overview
Bridgend (urban area) has a population of about 40,000.The town centre is ring fenced by the A4061 to the north, the river to the west and the railway to the east. The centre offers a good variety and selection of shops including independents and nationals. Uses include retail, drinking establishments/entertainment, library, banks and other services and a bus station and rail station. The built environment is of varying quality but there are issues with general quality, arising from poor shop front maintenance for example. There seems to have been little private sector investment in the town centre, with the exception of the new Asda store. The public sector has undertaken some public realm improvements which have helped to enhance the quality of the environment in parts of the town.
Bridgend Healthcheck Assessment 2010
10 APPENDIX 01
POLICY REVIEW & HEALTHCHECK
Diversity of Uses
The adjacent image illustrates the dispersal of land uses across the town centre and reveals a clear pattern of grouped uses in different areas of the town centre. A strong retail core centred on Caroline Street/Adare Street is evident. Nightlife is focussed on the north of the town centre with a number of pubs, bars, nightclubs and takeaways. A number of banks are clustered on Dunraven Place and an office district driven by legal and professional services is centred around the rail station.
The south east area (Brackla Street) consists of buildings with large footprints that have attracted A1 occupiers such as Argos Extra, Iceland and Farmfoods.
The far south of the town centre could be described as ‘commercial fringe’ or akin to a district centre in character. Units are small and relatively low quality. Uses include takeaways, tattoo artists, hairdressers and a florist.
Breakdown of Diversity of Uses (source GOAD) Use No. of Units % of total units
A1 212 67 A2 52 14 A3 19 5 A4 21 5 A5 16 4 D2 6 2 B1 13 4 other 27 7 TOTAL 366 100 (figures rounded)
Bridgend Healthcheck Assessment 2010
Bridgend Town Centre/Masterplan 11 APPENDIX 01
POLICY REVIEW & HEALTHCHECK
Retail Floorspace. A3 uses (A4, A5) Floorspace (sq ft) Town Centre 690,000 Bridgend town centre has a number of pubs, cafes, bars and a couple of Retail Warehouse 370,000 nightclubs. These outlets range in quality but are positioned towards the lower Foodstore 492,000 end of the market. Higher quality units include the Old Cottage bistro (fronting Source: PROMIS the Walkway) and the Three Horseshoes Pub both of which seem to come off the back of public realm improvements. Barracuda bar occupies a decorative historic building. Takeaways are located in positions designed to attract night Retail Leakage time trade, and do not appear to open in the day time. There are relatively few Catchment expenditure leaking to other A3 uses in the town centre and an absence of any national chain restaurants centres Value (£ Millions) and cafes. 71.5% 1,455.4 Business Uses Source: Bridgend Town Centre Vision Report Retail expenditure is leaked to Swansea and Cardiff and out of centre retail Existing offices are clustered around the rail station, and are generally developments in Bridgend such as Bridgend Retail Park and McArthur Glen. occupied by solicitors and financial services. Brackla House is at the Brackla Centre and is occupied by Berry Smith solicitors but is part vacant. There is little dedicated office space in the town centre. A1 Retail Leisure and Community The main shopping area is centred on Caroline Street/Adare street. A number of national retailers are located here including Boots, Mothercare, New Look and The review of land uses identifies very few leisure uses. The former bingo hall Dorothy Perkins. There is no department or anchor store, although Wilkinson lies vacant and a new bingo hall has been developed on the edge of the also occupies a large unit. The footprint of units is relatively small, and retailers centre. such as Argos have therefore located at Brackla centre. There is a high proportion of independent shops/cafes presumably helped by Retail Capacity the absence of national/chain outlets, small units and reasonable rents. Details of the Bridgend County Retail Needs Planning Study (2007 to 2021) are provided in the main report.
Bridgend Healthcheck Assessment 2010
12 APPENDIX 01
POLICY REVIEW & HEALTHCHECK
Vacant units Vacancy Estimated Retail Rental Typical Retail Yields Levels (Zone A) Vacancy levels have increased recently as a 7%. This yield rate, result of the recession. About 40 of the 366 £ 70 psf (although DTZ suggests a recognised units in the town centre (11%) are vacant. comparatives show current retail environment, but with some perceived Vacant properties tend to be located on the deals at £40 psf) (Source: CACI/DTZ) risk to investors. fringes of the town centre although all areas of (Source: DTZ) the town centre are affected.
Pedestrian Flows and Accessibility
Pedestrian movement around the town centre is legible and easy, consisting of 5 or 6 key roads, some of which are pedestrianised. Elder Street is a useful pedestrian link and redevelopment of the vacant and derelict buildings should be used as an opportunity to improve the street. The link from the car park on Brackla Street to Nolton Street is ok, but could be improved. Movement out of the town centre is more difficult as it is enclosed by the river and the main roads. The town centre is accessible by car from Bridgend and the M4. A rail station and bus station in the town centre provide local and national connectivity by public transport.
Environmental Quality: The quality of the town centre is mixed. There are some high quality historic buildings and public realm improvements have lifted overall quality, most notably at the bottom end of Queen Street. More negatively, poor maintenance and upkeep of a number of buildings and shop frontages detracts from the quality of the centre. There are some low quality buildings also. The Elder Street area represents a good opportunity to improve the quality of the environment.
Perception of Safety and Occurrence of Crime: The town centre felt safe in general at the time of our site visit. The number of vacant shops and poorly kept shop fronts could contribute to a lack of vibrancy and increase the perception of crime.
Opportunity Sites: Elders Yard, Elder Street, Brackla Street Car Park, Telephone Exchange, Brackla Shopping Centre, Seat garage (Nolton Street)
Bridgend Healthcheck Assessment 2010
Bridgend Town Centre/Masterplan 13 APPENDIX 01
POLICY REVIEW & HEALTHCHECK
SWOT Analysis
STRENGTHS: WEAKNESSES: Summary x The Indoor Market x Limited “sense of arrival” and gateway to the town Bridgend town centre serves its local population, which is relatively sizeable and relatively average in terms of its affluence and retail expenditure. The x Tesco and Asda located on either edge of town centre centre town centre is threatened by the larger settlements of Cardiff and Swansea, and by the increasing amount of out of town retail. However, the town centre x The number of Niche/ independent retailers x Poor signage and surplus street furniture retains its role as the service centre and despite issues of lack of private investment, cases of poor environmental quality and the impact of the recession x The presence of Multiple Retailers x Retail offer is not as diverse in comparison to similar on vacancies, the town centre is well placed to improve its role in the retail market and centre hierarchy. The town needs to draw back lost trade by improving the quality of its offer to increase shopper numbers and dwell times. x The Riverside Walk towns x Public Realm improvements & Convergence Funding x Strong completion from competing centres and out of Public realm improvements have lifted the overall quality of the town centre and have to some extent been a catalyst for private investment, and at the projects town locations least, a perception that the town centre is ‘on the up’. x Historic quality of Dunraven Place x Town’s form and fabric has been eroded There are a number of redevelopment opportunities to drive forward the success of the town centre. x Recent improvements to the historic environment of the x Lack of town centre facilities (e.g. toilets, crèche) town centre x Lack of events space x Attractive 19th and early 20th century architecture x Connectivity and permeability is poor x Strategic access to M4 and main arterial routes x Lack of green space in town centre x Good public transport network with frequent bus and x Location and quality of multi-storey car parks rail services. x Car parking charges and method of payment x Good level of services within the town centre (e.g. x Limited diversity of evening economy banks, estate agents) x High vacancy levels for town centre offices x Attractive riverside parks close to the southern x Limited leisure uses periphery of the town centre x Shortage of modern retail units with large floor plates in the town centre x Lack of civic focus/town square
OPPORTUNITIES: THREATS: x Catchment population x Image and reputation x Retail Capacity does exist for additional retail space in x Extent of out of town retail offer in Bridgend town centre x Swansea and Cardiff improving their retail offer x Branding of town centre based on existing heritage and x Lack of private sector interest character and preparation of the Conservation Area x Further decline in the current retail offer Management Plan x Lack of national multiples x Planned improvements to railway station x Lack of local ownership of town centre/ identity x Attractiveness to mid market retailers x Doing nothing x Convergence Funding x Limited public funding x Re-development of Bridgend Recreation Centre x Current financial climate x Improving linkages to Newbridge Fields x Private sector interest/investment x Enhancing the potential offered by the river x Council’s office requirement x Public sector landholdings in town centre x Redevelopment schemes in the pipeline x Further opportunity for niche/ independent retailers x Town Centre Management x Enhancing tourism potential x Improving the quality and diversity of the evening economy x Further THI Funding Programme
14 APPENDIX 02 MARKET REVIEW
Bridgend Town Centre Masterplan Contents
1. Commercial Market Review 1 Appendix 2: 2. Bridgend – General Overview 3
Market Review 3. Retail 5 4. Residential 9
FINAL DRAFT 5. Offices 11
Bridgend Town Centre/Masterplan 15 APPENDIX 02
MARKET REVIEW
1. Commercial Market Review Swansea has continued progress with the SA1 redevelopment, the mixed use regeneration of the East Docklands expected to comprise over £200m of investment over the next 10-15 years. However, delays with the regeneration of the city centre, which comprises delivery of a The baseline review has been prepared by DTZ to provide a current overview of development mixed use scheme that will create a step change in the retail offer, continue due to the activity in Bridgend. economic climate. The purpose of this review is to provide a robust baseline assessment of the key commercial property sectors in the town in order to understand the core development parameters which 1.1.1 Retail will inform the regeneration of the town. It is important that an overview of the existing and emerging commercial picture is established for its future growth. The view from the retail sector is that 2010 will continue to see transactions taking place as there is a level of occupier demand; however requirements are now more selective and A summary of each of the current commercial and development market by core sector is opportunistic. As mentioned previously, Cardiff saw the completion of St David’s 2 in 2009 provided in the following chapters. For the purposes of this baseline report, DTZ have and this is anchored by the first John Lewis Wales, and also the largest outside of London. primarily utilised statistical information from PMA PROMIS and Focus. Other occupiers in the scheme include: Karen Millen, Coast, H&M and Cult in addition to some upmarket fashion retailers such as Hugo Boss, Reiss, All Saints, Kurt Geiger, Molton 1.1 South Wales Overview Brown, L.K.Bennett and White Stuff. Retail yields have moved out significantly, however the latter part of 2009 saw demand The South, West and Mid Wales commercial property market is dominated by a few centres returning for prime assets evidenced by Royal London selling their holding on The Hayes in situated along the M4 corridor. Cardiff, Newport and Swansea are the dominant centres within Cardiff for sub 6%. Occupiers have seen similar trends as in rest of UK, with headline rents the southern half of Wales. These cities provide critical mass in the three primary property under pressure and landlords granting more incentives to attract or retain tenants. sectors: office, retail and industrial. Their popularity is underpinned by the strong infrastructure Nevertheless, fewer retailers have gone into administration than some predicted so potentially and motorway access. the toughest times are now in the past. In terms of out of town retail, the outward movement of yields on retail parks was particularly rapid, although by the end of the year open A1 Cardiff is Wales’s dominant city. Newport, despite its proximity to Cardiff, has remained a warehousing was again proving popular with investors and yields were moving back towards strong commercial centre and is benefitting from a renaissance driven by capital investment. 7%. Swansea remains Wales’s second city and the dominant commercial centre for West Wales forming the focus for the largely rural hinterland to the north and west. Junction 43 of the M4 1.1.2 Offices is an important link to towns such as Neath and Aberdare via the A465 whilst the western end of the M4, at junction 49 provides the nodal link to central Wales via the A438/A40 and West Cardiff is the main focus of the South Wales office market. Despite the economic conditions, Wales via the A48. city centre Grade A offices held up well last year with headline rents remaining around the £20 psf mark. The highlight of 2009 for South Wales was the opening of St David’s 2 in Cardiff. The Land Securities/Capital Shopping Centres scheme boasts a £675 million investment in Cardiff city Prime yields in Cardiff moved out to circa 8% in 2009, however towards the end of last year centre and comprises circa 967,000 sq ft (89,891 sq ft). The development also includes 300 an improvement in yield profile was seen as more overseas funds were actively looking at luxury roof top apartments, 3000 car parking spaces, 21 catering outlets and a state of the art Cardiff as an investment option. Yields in out of town and less established locations Central Library comprising 5,109 sq m (55,000 sq ft). The scheme that opened in autumn experienced a shift out towards double figures. With the public sector occupying a good 2009 is anticipated to attract more than £250 million of new spending to Cardiff every year percentage of office stock in South Wales, over-supply is not considered to be a major issue. and establish Cardiff as one of the top retail destinations in Europe. Despite opening during the recession, the centre has been well received by both shoppers and retailers with early trading figures holding up well.
Newport has had an exciting year with the 2010 Ryder Cup at The Celtic Manor in October. The Welsh Assembly Government and Newport City Council are working on an ambitious programme to regenerate and revitalise the City of Newport. In the next ten years, Newport will undergo one of the greatest transformations of any UK City. The redevelopment will focus on three areas: Central area – city centre retail re-development; East Newport – a new community development to include 5,000 homes and local facilities and West Newport - building on the success of Newport West Business Parks. The scaling down of the redevelopment of Newport city centre was an unfortunate result of the credit crunch, however the university development on the waterfront is ensuring momentum of regeneration.
16 APPENDIX 02
MARKET REVIEW
2. Bridgend – General Overview The creation of the river boardwalk has been a significant intervention that will allow businesses to open up onto the boardwalk. One restaurant has opened onto the boardwalk Bridgend is centrally located within South Wales approximately 32 km (20 miles) east of but other businesses are yet to take this opportunity as most of the buildings currently turn Swansea, approximately 32 km (20 miles) west of Cardiff and 305 km (190 miles) west of their backs to the boardwalk and significant investment is therefore required. While the London. Bridgend is easily accessed from Junction 35 of the M4, and the A473. The nearby riverside could be a real asset to the town in offering an amenity which connects the principle centres of Porthcawl, Port Talbot and Barry, are all situated within 25 miles of Bridgend town gateways (certainly from the west) and stimulates growth in the leisure market, its’ appeal is centre. diluted by the flood defence measures which only serve to conceal the river from view and the orientation of buildings that turn their back to the river. Most of the new entrances from the The total population within the Bridgend primary catchment area is approximately 175,000. boardwalk backs onto buildings on Dunraven Place and Queen Street remain unused and a Bridgend’s ACORN profile is biased towards ‘wealthy executives’, ‘flourishing families’ and phased strategy to fully exploit the amenity value of the riverfront and encourage movement ‘secure families’. The age profile of the Bridgend primary catchment population includes a and access is required. relatively high proportion of older working adults aged 45-64 and in contrast, young adults aged 15-24 are moderately under-represented within the Bridgend area. The main employers Public realm improvements have lifted the overall quality of the town centre and have in Bridgend include Sony Manufacturing Co UK, Ford Motor Co Ltd, Tesco Stores Ltd, HMP contributed as a catalyst for private investment. Whilst small, recent improvements are Parc, the County Borough Council and Bridgend College. important and can guide the future intervention that is required in order to deliver the step change in the town centre environment and performance. 2.1 The Town Centre In terms of out of town retail, the McArthur Glen Designer Outlet Centre which opened in May 1998 is situated circa 4km (2.5 miles) from the town centre and is located off Junction 36 of In terms of Bridgend town centre, the existing uses include retail, drinking the M4. The Centre has 90 stores totalling circa 22,388 sq m (241,000 sq ft) plus a 9 screen establishments/entertainment, library, banks and other services and a bus station and rail cinema complex, food court, restaurants, cafes, children’s play area and tourist information station. Bridgend is classed as a Value Regional Town in the CACI’s Retail Footprint centre. The Centre also provides 2000 free car parking spaces. classification. The Centre offers a good variety and selection of shops including independent and national operators while also retaining its role as the service centre of the Borough. The The Bridgend Town Centre Vision Report (2008) prepared by CACI in December 2007 main retail core is centred on Caroline Street/Adare Street and a range of other ‘A’ use class concludes that the current value-orientated retail mix of Bridgend Town Centre is not presently retailing is set around this retail core. Retail tenants in the town centre include: Boots, New meeting the socio-economic and demographic characteristics and consumer needs of key Look, Monsoon, and Topshop and Vodafone. This area of the town centre is considered groups in the catchment area where there are significant concentrations of ‘Suburban prime, albeit without a department/anchor store. Comfort’. The report also concludes that there is scope to improve the retail health of the Town Centre. Approximately 65% of buildings in the town centre are in A1 retail use. PROMIS indicate that circa 40 of the 366 units in the town centre (11%) are vacant. Vacancy levels are comparable to the national average, but have clearly increased recently as a result of the recession. The area on Dunraven Place has a cluster of A2 uses including occupiers such as: Britannia Building Society, Barclays Bank, Omega Financial Advisors and a number of estate agents offices. An office district driven by legal and professional services is centred around the rail station. Brackla House is located close to the Brackla Centre, and is occupied by solicitors but is part vacant. Apart from this provision, there is relatively low dedicated office space.
The south east area (Brackla Street) consists of buildings with large footprints that have attracted occupiers such as Argos Extra, Iceland and Farm foods. The far south of the town centre is Nolton Street and could be described as ‘commercial fringe’ or akin to a district centre in character. Units are small and include takeaways, tattoo artists and hairdressers.
The current leisure offer is limited in Bridgend. The main leisure and recreation area and Newbridge fields is a 3 minute easy walk from the Rhiw but the route could be enhanced to improve its legibility. Nightlife is focussed on the north of the town centre around Market Street, with a number of pubs, bars, nightclubs and takeaways; however the evening economy is limited by the exclusion of traffic from the town centre, which limits activity and ease of use of the town centre.
Bridgend Town Centre/Masterplan 17 APPENDIX 02
MARKET REVIEW
average in terms of number of multiples and highlights the effect the absence of an anchor 3. Retail store has on the rating. Marks and Spencer are not present in the town centre; however they occupy space in the McArthur Glen designer outlet centre approximately 4 km (2.5 miles) from The total population within the Bridgend primary catchment area is circa 175,000. This is the town centre. ranks the town 148 out of the PROMIS centres. The estimated shopping population of Bridgend is 78,000 which PROMIS considers to be normal for what is defined in the Average The PMA fashion score shows that Bridgend is in line with the PMA average, however the Towns category. Data from PMA shows that Bridgend’s retail catchment population of Retail PROMIS rank of 157 (where 1 = Best) shows that there is scope for improvement. To 175,000 has a retail comparison goods (non-food) spend of £372m. This compares detail this further, it transpires that Bridgend has a slightly above average representation of favourably to other town such as Llanelli (£212m), Rugby (£295m) and Kidderminster (£315m) discount and lower middle fashion and is below on middle and quality representation. This is and is above the average catchment spend of the PMA ‘average town’ classification (£357m). evidenced by the prominence of retailers such as: Profile Pink, Select, Priceless Shoes, Seconds Ahead, Bon Marche, and Ethel Austin. Bridgend ranks 157 (where 1 = best) in terms of the volume and comparison retail spend available in the catchment area and is forecast to see around average percentage growth in The footprint of units is relatively small, and retailers such as Argos have located at the the available comparison spending over the forecast period 2009-14. Brackla centre. There are a high proportion of independent shops/cafes presumably helped by the absence of national/chain outlets, availability of small units and reasonable rents. 3.1 Town Centre Retail Ranking 3.2 Managed Floorspace Town centre retail floorspace in Bridgend is estimated at 64,101 sq m (0.69million sq ft) which is comparable with the average town ‘average’ and ranking the town 162 of the PROMIS Bridgend has below average proportion of managed floorspace with approximately 20% of the Centres on this measure. total retail floorspace accounted for by the town’s two managed shopping centres: Brackla Street Centre and The Rhiw Centre. The Brackla Street Centre comprises approximately Bridgend currently ranks 190th out of the top 300 retail centres. Rugby and Kidderminster 10,126 sq m (109,000 sq ft) (gross) and The Rhiw Centre comprises approximately 6,967 sq rank 173rd and 170th despite having lower catchment retail expenditure. This suggests that m (75,000 sq ft) (gross). Bridgend town centre is currently underperforming. Bridgend ranks 157 on the PMA Fashion Score and 197 on the PMA Anchor Score where 1 = best. PROMIS concludes that Bridgend The Rhiw Centre situated just off the prime shopping area of Caroline Street, has occupiers has broadly the expected volume and quality of retail provision, given the size and affluence such as: Boots, Johnsons Dry Cleaners, WH Smith, La Senza and Greggs. The centre is of the shopping population. For clarity, the McArthurGlen Designer Outlet in Bridgend is not managed by Colliers CRE. The centre also includes the town’s market hall which has 36 stalls included in the estimate of town centre floorspace or the PMA Retail Scores for the town offering a range of services/goods such as confectionary, second hand books, fruit and centre. In terms of retail provision, the below table illustrates how Bridgend compares to the vegetables, jewellers and butchers. PMA Centre Type Average: The Brackla Centre situated to the south east of the town centre and is dominated by larger Retail Provision A1 units with occupiers such as Iceland, Farmfoods, Argos and Peacocks. The Centre is somewhat dated and has scope for improvement with a number of units sitting vacant and in a BRIDGEND PMA CENTRE TYPE RETAIL PROMIS poor state of repair. AVERAGE (AVERAGE RANK (RANK OUT TOWN SQ FT) OF 200, 1=BEST) Future change to the managed floorspace supply is anticipated at the Brackla Centre, where Sq m Sq ft Sq m Sq ft Hawkstone Properties have full consent to refurbish and extend the Brackla Street centre by Total Floorspace 64,000 690,000 70,604 760,000 162 circa 1,850 sq m (20,000 sq ft) to approximately 11,900 sq m (129,000 sq ft). Hawkstone Total managed floorspace 13,000 140,000 19,509 210,000 167 Properties were responsible for the redevelopment of a small parade of shops on Adare % managed floorspace 20 28 147 Street in 2005. Work on the Brackla Centre was due to commence in spring 2010 to include a No of managed centres 22 significant upgrade and refurbishment of the main mall and rear Plaza entrance but this is yet Number of multiples 51 64 189 to take place. A new 5,574 sq m (60,000 sq ft) Asda store is situated directly behind the PMA retail provision score 75 100 190 Centre. PMA Fashion score 45 45 157 PMA anchor stores score 012197 William Ewart Properties are the owners of the Rhiw Shopping Centre. The CACI Report 2007 Source: PROMIS January 2010 included proposals for an 18,580 sq m (200,000 sq ft) extension to this shopping centre.
The table demonstrates the total floorspace and total managed floorspace in Bridgend is below the PMA average for the centre type. It also demonstrates that Bridgend is also below
18 APPENDIX 02
MARKET REVIEW
3.3 Rents and Yields Park Non food sqm No of non- No of food No of No of food units stores leisure catering Bridgend has a lower than average level of demand for a town of its size and status. In units outlets January 2010, there were 6 reported requirements for Bridgend against an average of 20, Waterton Retail Park 12,541 sq m 7010 ranking the town 173 of the PROMIS Centres. The below graph illustrates the number of (135,000 sq ft) retailer requirements for Bridgend in comparison to the Retail PROMIS average over a nine Bridgend Retail Park 12,262 sq m 8201 year period from 2001 to 2010. (132,000 sq ft) Source: PROMIS, January 2010
Waterton Retail Park, which is owned by Royal London Asset Management and Scottish Life, includes Allied Carpets, B&Q, Carpetright, Dreams, Esporta, Harveys, and Tile & Bath World.
Bridgend Retail Park which is owned by Prudential Property Investment Managers, Prudential Staff Pension Scheme includes the retailers: Brantano, Comet, Currys, Halfords, Homebase, Lidl, McDonalds, Pets at Home, Ponden Home, Argos, Dunelm, SCS and Tesco.
In terms of foodstore provision, the Bridgend area has an estimated 45,700 sq m (492,000 sq ft) of floorspace in the area ranking it 134 of the reported PROMIS Centres. The provision per household is around average.
Competing retail provision
According to the PMA competition indicator, Bridgend town centre faces above average competition from competing retail centres and ranks 165 out of the 200 PROMIS centres on Source: PROMIS, January 2010 the PMA Competition Indicator, whereby a rank closest to 1 reflects a low level of competition. In particular, Bridgend faces strong competition from outlet centres. The Bridgend Town Prime rents were estimated at £60 psf Zone A (PROMIS). This showed a decline on the mid Centre Vision Report (Dec 2007) identifies that the town centre experiences the greatest 2009 level of prime rents in the town. However, the trend of a decline in 2009 in Bridgend is in competition from Cardiff and the McArthur Glen designer outlet centre. In addition, there is line with the retail PROMIS average. For information prime rents in Cardiff are £260 psf Zone also the Talbot Green Shopping Park, and Fforestfach Retail Park in Swansea. The plan A, in Newport £100 psf Zone A and in Swansea £125 psf Zone A. below shows the proximity to competing centres such as Port Talbot, Cardiff and Swansea.
Prime retail yields in Bridgend are in the region of 7.50%. This places Bridgend 176th in the retail PROMIS rank (where 1 = best). For information prime retail yields in Cardiff are 5.50%, in Newport 6.75% and in Swansea 6.50%.
3.4 Retail Warehouses
Retail warehouse supply has been estimated at 34,370 sq m (370,000 sq ft) which ranks the town 158 of the PROMIS centres. Most goods categories are under-represented in terms of provision per household particularly child/sport, fashion/other, high street and electrical goods. In contrast, furniture goods are over represented.
Around 72% of total retail warehousing floorspace in the Bridgend area is on retail parks, significantly above the Retail PROMIS average. The retail warehouse and leisure provision is summarised below:
Source: PROMIS, January 2010
Bridgend Town Centre/Masterplan 19 APPENDIX 02
MARKET REVIEW
Residential Bridgend has traditionally provided most of its housing allocations on major greenfield urban extensions such as Brackla, Broadlands and Parc Derwen. There have been relatively few infill or windfall sites completed when compared to other authorities. In accordance with the approved land use strategy for the UDP, Policy 4 identifies the requirement of 9950 dwellings to satisfy the future housing needs of Bridgend County Parc Derwen is likely to provide the main source of new homes for Bridgend in the Borough Council in the period 1996-2016. next 5-10 years. Housebuilders consider that there is sufficient strength of demand for land releases of up to 5 acres in Bridgend town and the surrounding The residential market in South Wales enjoyed a sustained period of growth from the turn of villages. the century up until the global credit crisis began to impact on buyer confidence and the availability of domestic mortgages during the last quarter of 2007. Demand for housing was There is uncertainty against the delivery and timescale of some projects in the area strongest along the M4 corridor between Chepstow and Swansea with the main hotspots which impacts developer confidence. being Monmouthshire, Vale of Glamorgan and the commercial centres of Cardiff, Bridgend, ‘Clean’ residential site values in the Bridgend area are approximately £550,000 per Swansea and to a lesser extent the northern suburbs of Newport. acre for private housing and nil to £300,000 for affordable housing, depending on availability of grant mix of tenure and unit type. 2009 was a difficult year for the housing market. Mainstream house builders have taken time to regroup over the past 12 months, and have emerged with a focus on securing sites for traditional housing and a demand led analysis. The forecast is for continued growth in demand for residential land in the prime locations with a marginal growth in demand for secondary locations north of the M4.
There are limited Plc housebuilders who now operate in the region. Most have returned to the market for land, however requirements are now for oven ready sites in prime locations that will be suitable for conventional, mostly 2 storey family accommodation rather than flats and 3 storey town houses. Housing densities are therefore falling to an average of 16,000 sq ft/acre from an industry norm of 22,000 sq ft per acre on urban sites a few years ago. Deal structures are now commonly deferred terms and building licences particularly on the lager sites or sites with significant up front infrastructure costs.
3.5 Supply
In Bridgend, Broadlands has been the focus of residential development in recent years. Broadlands is a suburb located to the south west of Bridgend and comprises an area of circa 2,500 homes, mainly private housing. Development at Broadlands began in 1998; however Persimmon currently has a live development at Ffynnon Duffryn which will deliver 250 homes on the estate.
Llanmoor Homes currently has three live housing developments in the Bridgend area: Pentre Felin in Tondu (163 dwellings); Llys Derwen in Litchard (circa 35 dwellings); and Llwyn Castan Broadlands (70 dwellings).
Parc Derwen situated to the north east of Bridgend has 85 hectares (210 acres) is allocated for 1,500 dwellings and associated facilities in the Bridgend UDP. The 1,500 dwelling development is a joint venture between Welsh Assembly Government, Gallagher Estates, Persimmon Homes, and Taylor Wimpey and is designed to create a village for the 21st century adopting highest standards for housing design and the environment. The first phase infrastructure works are now complete and the first phase of housing is under construction.
The following points review the current and future residential market in Bridgend:
20 APPENDIX 02
MARKET REVIEW
4. Offices In terms of current available office space in Bridgend town centre, DTZ is currently marketing 224 sq m (2,413 sq ft) of office accommodation at 14- 18 Queen Street. The accommodation The Government’s objective of sustaining and enhancing the vitality, attractiveness and provides eight car parking spaces and is marketed with good public transport links and its viability of town centres is complemented by advice to encourage the diversification of uses town centre location. within the town centre as a whole. The following town centre sites are allocated in the Bridgend UDP for office development: Brackla House on Brackla Street is a four storey office development occupying a prominent position in Bridgend town centre. The building has recently been refurbished and part of the Former SWALEC Depot, Tremains Road (0.5 ha); building (up to 40 sq m/ 436 sq ft) is currently being marketed. Land South of Mackworth Street, Bridgend (0.17 ha); Land at Coity Road, Bridgend (0.07 ha); and A private sector development of the former chest clinic and 5-7 Court Road have added circa Former Courage Depot Site, Tondu Road, Bridgend (0.44 ha). 1,858 sq m (20,000 sq ft) of office space to the town.
4.1 Supply 4.2 Demand
Traditionally, the supply of offices in the Bridgend area has been within period buildings in the According to Focus, CPL Training Ltd has had a published requirement for 371 – 464 sq m town centre as well as offices above shops. This created a pent up demand for quality, (4,000 – 5,000 sq ft) of freehold space which has been live since May 2009. Titan modern offices predominantly from indigenous companies. This in-balance in supply and Environmental Surveys Ltd has a requirement for 278 sq m (3,000 sq ft) of leasehold space to demand was recognised by a number of developers and over the past few years, a number of accommodate 20 staff, due to expansion of the firm, which was published in September 2009. speculative office schemes have emerged both on the periphery of the town centre as well as out of town, which proved very successful. 2008/9 take-up for both Bridgend and the M4 corridor in general (including Swansea, Cardiff and Newport) fell significantly which is unsurprising given the well publicised difficulties in the Most notably, Macob have developed 2 phases at Bocam Park (adjoining junction 5 of the M4 financial markets which are undoubtedly impacting on the service sector generally. motorway) the latter of which will provide up to 112,000 sq ft, 63,000 sq ft of which has been completed to date arranged over 11 buildings. The scheme offers suites/self contained units 4.3 Development Pipeline ranging from 1,250 – 30,000 sq ft and approximately 40,000 sq ft has been let or sold to date to the likes of Skanska (6,300 sq ft), Fields Associates (3,180 sq ft) and Bro Morgannwg Few office schemes are coming forward in Bridgend, as in the rest of South Wales as a result Health Trust (3,000 sq ft). Lettings have been achieved at £14.50 per sq ft and sales at £150 of the recession. Developments such as those highlighted above which were completed just per sq ft. The specification includes raised floors and comfort cooling as standard. before or during the recession are likely to absorb future demand in the short term. This will probably delay any new space coming to the market. To the south of the town centre, Charnwood Group have built out approximately 18,000 sq ft at Charnwood Park, arranged over 3 phases and comprising 2-storey units capable of sub- division to offer from 1,000 sq ft. All suites were sold at a price of circa £150 per sq ft to the likes of Drain-tech, Clerical & Medical, and most recently Dekor.
Adjoining Charnwood Park, Jehu have developed a total of 20,000 sq ft at Waterton Park, arranged over two 3-storey buildings capable of sub-division on a floor-by-floor basis to offer from 1,250 sq ft. 7,000 sq ft remains available with a number of lettings/sales having been achieved at £12.95 per sq ft and £150 per sq ft respectively to the likes of the NHS Trust and Alcamy.
In the town centre itself, a number of small office lettings and sales have been completed over the past 12 months offering from 1,981 sq ft and providing basic accommodation. This has included 4 Court Road which were let at a rent of £15,000 per annum, £7.57 per sq ft to Bridgend Women’s Aid. In addition, 1,370 sq ft at 9 Derwen Road comprising B1 offices were let to Kelway (UK) Ltd at a rent of £15,070 per annum equating to £11 per sq ft per sq ft. Ravens Court on Brewery Lane is a contemporary, Grade A building comprising a total of 2,090 sq m (22,500 sq ft) and has recently been purchased by the Council.
Bridgend Town Centre/Masterplan 21
APPENDIX 03 DESIGN PRINCIPLES & URBAN FORM
Design Principles
The core design principles have been extracted from best practice urban design guidance including ’Creating Sustainable Places’ (WAG), the Design Compendium, Responsive Environments, Manual for Streets and Building for Life and applied to the development strategy and potential development sites for Bridgend town centre.
COMPACTNESS LEGIBILITY
To provide a truly sustainable scheme it is essential to consider effi cient and appropriate land uses. A legible scheme will allow people to easily read their surroundings and orientate themselves. To achieve this development will need to: Legibility should be created or enhanced by:
• Provide an appropriate density of development for a site that is in close proximity to public • Clearly marking entrance points and routes through the town centre transport routes and local amenities • Creating identity and character using the town’s characteristics and new design elements • Create places for people, whilst recognising the need for the car, through provision of routes • Defi ning spaces which are memorable. for pedestrians and cyclists, and careful consideration of surface treatments • Using key buildings to act as visual markers • Provide practical and usable amenity space, which refl ect desire lines and meet public need • Landscaping and varying materials to indicate clear routes • Creating a central focus for development ACCESSIBILITY CONTEXT AND CHARACTER An accessible scheme will accommodate all users and ensure safe and secure access to local facilities. The sites should be incorporated into the local movement network by: Integrating the development site into the surrounding area and establishing character is vital in delivering a successful scheme. This includes locally distinctive development patterns, landscape, • Facilitating movement within the site and surrounding areas culture, materials and bio-diversity. To enable this: • Connecting to public transport and the town centre core via attractive and safe pedestrian • The development of sites will adopt a style and character which draws on and interprets the and cycle paths key elements of the surrounding settlement • Ensuring pedestrian movement is safe and easy with cars prevented from dominating • The scale and massing of the development will respond to surrounding development • Establishing a layout that is permeable and responds to local desire lines • The development will contribute a positive change to the image of the area with high quality • Designing access for all including the needs of those with visual and hearing impairments and new development those with limited mobility • The development will pay regard to the Conservation Area and the Conservation Area • The schemes must be DDA compliant. Management Plan
Bridgend Town Centre/Masterplan 23 APPENDIX 03
DESIGN PRINCIPLES & URBAN FORM
CONTINUITY AND ENCLOSURE RESOURCE USE AND ENERGY EFFICIENCY
The enclosure of streets and spaces, a consistent building line and active frontages onto the public The development sites should be designed and delivered to minimise resource use and maximise realm are essential components in the creation of a safe and secure environment. This helps to energy effi ciency during construction and operation create a stronger sense of place and identity and encourages social interaction. The development sites must have: • Orientation to take advantage of passive solar gain should be considered. • Conservation of energy consumption both during construction and by the sites end users • Units that face on to streets and spaces creating high levels of activity and surveillance • Conservation of water through reduced consumption • Spaces that are well enclosed by development to create a sense of place and to promote • Minimising surface water runoff public safety and security • A relationship between building height and road/space width to create the appropriate sense RICHNESS of enclosure in relation to spatial role and form • Clarity in what is public and what is private space Richness relates to the sensory experience of a place. The design of buildings should seek to stimulate the senses through detailed design and to allow for richness to develop over time. In doing so, the ADAPTABILITY design should consider how to enhance the user experience through;
The scheme must be designed to be robust, to accommodate possible change in use over time as • Sight the needs and expectations of inhabitants and users change. This can be achieved through: • Touch • Smell • Creating fl exible development plots, to allow units to be converted or extended • Sound • High quality architecture that is built to last, and permits alteration to the structure over time • Movement • Designing spaces that are capable of adapting over time and which can fulfi l a number of roles • Streets that are simple, robust and clutter free
VARIETY AND DIVERSITY
Variety and diversity are integral factors in increasing the choice available to people. This may be visually in terms of building form and detail, or the nature of a given space. Variety and diversity should be increased via the following:
• Variety in building form, plot structure, detailing and materials to create uniqueness • Creating distinctive spaces that add character to the development
24 APPENDIX 03
DESIGN PRINCIPLES & URBAN FORM
RUGBY FOOTBALL GROUND
TESCO
eeyed W 7 (Rugby Football Ground) O 2
R 3 2
3 T 2 AC
H LA 1 S 8 T R
E 2
E 1 6 T
TCB Car Park 1 Townscape Analysis 2 4 4 S t a
C n 1 2 lu d b
1 T h e 2 S M ta P b l 1 e 2 9 s Car Park 0 . 7 5 Penybont Primary School
9 / Ysgol Gynradd Penybont nd
Sta 7
Newcastle Hill Q 21.0m Chy 3 U 4
A 3 R
E
1 L 6 Conservation Area L 1 A
PH R
1 O 20.7m 2
2 B A 8
R D
E C
1
4 C h W r h is u t r
1. The town centre includes the Merthyr E c h Castle R
Y Superstore
L
A
1 4 23.2m
N
E 2 26.2m
4 ON 1 'OR Posts PH E D T AV R Car EN E Park LL M VI A FB
T Gas Gov E I
5 H D N 1 E D S S R Q VA R Mawr Road and Bridgend Town Centre U LE O A U R O A M E B D d's 1 IN Illty 6 E St urch 0 h 4 L R Lodge
9 C D C A L V
A A Y A S Garage
O N S P 6 T 2 E F T L R 1 C R E AR I Car Park U a L E
N r H Q E S P A
I E E T L H a N T DW r
L k E Bridgend Te W PH BUS R An
B 23.2m E 1 S r
1 i D d t SL 1 a g
8 Minerva Street Centre t e 0 T i 1 E o n Conservation Areas. The Bridgend Town K n d Car 3 R 4 A 1 Park M 6 2 41 1
42.4m Car Park
37 1 2 STATION 2 M
Lych PH 4 IN 1
Gate 0 E
1 3 4 R
Minerva Street Centre
Q V 8
9 3 NEWCASTLE Y a A U D S A 9 2 T G R 4 8 8 R A 3 E E 1 Hall Bus Station a E R L 5 Hall 4 6 O T B L D Centre Conservation Area is located A 9 Y 3 D 31 R F N E T 9 ^ O 2 L 3 Ty Eglwys 4 IG PH 2 6 O L L A O A 7 2 L O R N L D 35 Y W G D / 5
2 N 28.7m S
U
E 1 ' 8 F 6 E N H R I S r
T O A 1 L TR e l 7 z l
3 9 L T A 3 e a
3 A n H N E e l
Y EE b e
D 9 8 E 3 p 3 E
R 2 E 7 s
R T o T 2 t E o
3 E S 7 C G
3 2
T Dunraven Arms A 1
W E York 2 R K 6 Hotel Car 3 25 R 4 E R Tavern Park E R A Y T a M o 2 m to the north of the town centre and B Town CentreE r (PH) .2 k R 0
M a 3
1
29.9m 1 S A O 4 T 7
3 6 3
2 2 a 2 H
2 tr M E
T D E
e 2 G
C e N 4 N B Y O 6
E s t C TR
W 1 W h S
4 u Bridgend 7
C D h
1 rc FI c
7 Y Conservation Area A 2
4 h r 8 N
5 S R 2
2 United 1 u T 2 T 0 Y
2 L h
a
E S 0 L
Church / C L
S 1 H 1 e
I T 3 T
L 8 p 1 E L 2 A T o R E
R H T Posts L
3
U 1 T IA 0 I O S 6 O S
C M N 3 1 A S
Sunday H T
H 1
3
8 R
1 D 4
1 PH H School IL o ope
encompasses predominantly Georgian and t E
PH N 5 Y L E 7
1a 1 W Bank Cottage T
1 3
9 6
2
1 b 7 4 lu 3 C 1
3
6 D
0
A
s
e 3 O 1
g 2
a 1 2 R tt e L o Bank 2 s 9 3 u i 2 C b PC s
3 o 8 r N rk ig 8 H a o a r t W
a o r m y E
g a 2 y h
n T 1 6 d W
a E n 6 Bank
D PO y
E R
3 W R 1
E T 2 Edwardian buildings. There are 37 listed S Bridgend T D C 2 E The Old K PO Station A R E A s
24 r
M R C e
b 1
u a 8 D e 4 m
g p a 1 6 1 id h h
R Br a e C
m l 0 n d 1
d l o l i 4
E O a 1 t
e a
i t A t 2 h f o r Hall t S s u S D 1 m o
l T C E 0
10 A
R 2
R Bank 1
E
2 E
a
E E 0 l
3 S 2
T 1 u S b
FB S
6 2 T 1 2 t a R Tabernacl
18 e T CELTIC COURT
9 E R
D 1 Chapel buildings in the Conservation Area, which 1 E E 18 U 3
T M N 1 A
TRAIN 1 b R
9 I 19.8m Bank A Wyndham N V S T 7 E E a Hotel E 9 R Surgery a N Hall 2 R 30 T E 1 O L 4 P D 9 S C
4 ER A
3 L
4
S 2 S 1 D
9 T OU
1 0 S R 3 A 4
1 E 5 2
3 O ET C R
E C R
STATION T
PH R
7 1
0 O
4 40 9
A O highlights the town’s heritage qualities. D
g T 2 E (A m E 1 23.5m R a
T 6 M 3
S o 1 1
5 f P RK 7 o r Club
A e 6 3 1 P n 3 9 0 . O R 3a 5 Bank 1 3 LB 5 g i 5a v 7 E
w e 7a PH l 2 S
e 8 9
r s r 3 11 u ) 13 o 15 PH H n 17 e
w
2 1 1 r 4
2 9 e
0 C
A 21 D
4 R 4 2
6 O 3 9 LINE S 8 TRE
2 E
4 T /
4
8 S
1 T o 3 t R 1 (see fi gure to the right) 8 YD FSs C ARO 37
6 LIN
4 E 2
2 2
0 2
0 3
2 3 8
4 e
Fn g
0
4 n Works
2 Nolton Court a MP
9 h 2 c Ex 19
2 e
4 n o
9a h 1 p 0 e 4 l e e d T e County
d
r a a 1
t 0
d
2 c
r n 0 r
Borough 1
A e 1
A 4
o
r t Q
' C Council 6 y y UE T a
D a
3 Offices 1 E 2 4 9
0
1 N
2
l o
t S GP 6 T 13 16 R 9 SL PH 14 15 E 17 6
& 1 Warehouse 8 9 l 2 2 E 8 0
5 - T
4 Th A l e Rh 23 iw Centre
N se
G 7 ou 0 H
E 2 A L 1 L K la
4 S k
9 B c
C ra M
T O A S 1 B 2
1 R Evergreen R Market B E 8 Hall D E Y E T Car Park R T D I /S
S 2 T 4 1 E Y STREET Shelter 2. The retail core of the town centre 6 WATER E N R T T 8 0
N 5 E
1 S 9 4 U e 1 E W d A
A 3 2 C S T a L o E c u R n R r
ty 6 S 5 C A T T CK ou R 1 nci EE Church A
l T S O n 7 f 2 o R
fi 4 t 8 c 1 e l B s 6 1
o N 3 1 R N
I S 6 C O k E l n
1 S o 8 a
T p 1 T T 1 1 R 1 i TH
E n 5 E L T g E m RH O 6 a I 7 W 4 N s o 2 C n r H y FS E Govt A (areas where important building lines of C P y Offices c S l e FS P ID T o r l E a Multistorey Car Park ic c e k S ta t Penrice io n Cottage
2 Multistorey Car Park 3
1
7
S
M
r
6 )
e 8
r
v C
i Tank
w
4 H 7 R g 3 E commercial and retail units exist) isn’t 7 A e O P r El Sub Sta S
n
o
8 I y 3 o D a
f m w E b u
g
A 0 S ( 4
O 2 4 Brackla Street Centre
Magistates
2
a 4
Court Car Park 7
8
4
4 6
5 S PH u 1 b 8 w 6 a visible from key vehicular access points or 4 y y a w b u Gospel Hall S 2
COUNCIL Water Board )/ H
1 YMCA T 1
Offices R Superstore O 1
N ( 0
er 1 v D 8 i ) A 4 R r O P e w R 4 C r g 3 o O R A m n W
N g o pel
Standing Stone G f 6 A 1 Ca E a L O A M OFFICES ST ( Hermon R Fire Station R
EE Y
2
T 1 1 key pedestrian gateways. H 5 4 M T S R E 4 M 5 15
Fire Posts 8 Brackla Street
4
3 5
Station 4 1
7 o
t T Centre 4 E
5 E
5 R 3
M T
Surgery 1
S 3 S 1 D 8 1 AR Superstore D 5 W C 0 1 D 1 u E o
n
t
t r A a a N g v G e e 17 Cy E a c s n le T L 12 1 t
rac ST Depo k RE 2 ET 16 Depot
6 l 6 a 5 c angeli 3 Ev a hurch 15 C C H 15d D
12 Council A RA 1 a L Bowls Centre P O
0 YSG
Offices E 7 YR
25.6m 2 3 L RT
2 T/CW S UR
M 5 O T PH C S 2 OL St Mary's R PC SCHO Recreation Centre Foot E FREE y Church E Bridge T a 1
A / w 4
b 9 S 7
u 2 T S 4 2 R 7 5 Car Park 3 Y 5 D ) D Y
J
6 2
D C 1 7 1 E 3 E A N 3. There are a variety of fairly confi ned L L St John's Priory P Weir A
G E K N 9 L G O Hall I S E N
M G
FB N ( 1 3 1 t o
9 S A 1
U LB M 2 T
S a N 1 R T d O R M 17.1m A d E ea o 1 a L E S 5
c e 0
S T k 2 T s 2 E 6 C s O 3 7 / M S P H N
a l T
a 8 E
d 8 7 T c S R h o L
e e b
2 g 1 a TR T Y
D /
& 2
el 4 2 l 2 D D E
E N OA n Place PH S R olto E H N I t pedestrian access points into the town o E H
T A
6 7
Swimming Pool C 4 7 Rectory 4 1 1 3 N
R 5 2 M
U
C H 3 C Bakery T Garden Y E N
Cottage R
Car Park 2 6 R 9
S 9 M A ot 3 p C e L 3 A 7 D N 9 E Merthyr Mawr Road GE N Surgery AU 10 M C S 7 S T R P 9 R
A a
6 U S 0
1 S 3 3 H 3 E
7 8 C
1 8 Y
centre from all directions. 2 Conservation Area 1 O A 4 C 73 4 OLK 1 SUFF
25.6m RYD 1 /ST 6
REET
1 T 6
LK S 1
1 1 O 1 FF S
6 SU
0
O
6 1
6 1 4
7 Garage U
T
H
4 8 P
L
9 22 4 4. Some areas have little or no distinctive Bridgend conservation areas and listed buildings within P 4 the town centre P character or interest. These are mostly areas where the heritage fabric of the town centre has been lost and in-fi lled at BRACKLA CENTRE a later stage ASDA 6 5. ’Landmark buildings’ (either a visual or 5 TATION destination landmark) exist around the Landmark periphery of the town centre, but fewer landmark buildings exist in the core. Important building line
5 6.6 Some areas which have a ‘distinct sense Extended view of place’ are poorly linked to the town Vehicular town centre gateway centre (e.g. Merthyr Mawr Road North). Pedestrian town centre gateway 7.7 Some buildings and places fail to refl ect the vitality of the area. For example, the Area with distinct sense of place Bridgend market is unique to Bridgend, Area with no distinct sense of place but the building has a negative image. Town centre core study area
Townscape analysis 8.8 Vehicular gateways from Cowbridge Road and Tondu Road boast long views which are terminated by poor quality buildings. Bridgend Town Centre/Masterplan 25 APPENDIX 03
DESIGN PRINCIPLES & URBAN FORM Commercial
Residential
Brewery Fields Mixed use (Rugby Football Ground) Civic P Retail Leisure Railway Line Current Land Use P Surface Carpark Tesco MSP Multi-storey Carpark • Bridgend town centre core is dominated by retail activity. The main retail core is centred on Market Street, Wyndham Street, Adare Street, Caroline Street, and the Rhiw Shopping Centre. Retail activity is also concentrated on Nolton Street, Brackla Street and the Brackla Shopping Centre. Bus Station P • Immediately across the River Ogmore to the west, lies the County Borough Council Offi ces, Government Offi ces and other civic buildings. Beyond this, the predominant uses are residential which covers a large proportion of the area to the west and north of the town centre.
Train • In terms of commercial and offi ce uses there is a concentration of space abutting the east Station side of the retail core. New offi ce stock also exists on the northern periphery of the town centre adjacent to Tesco and the Brewery Field.
• Bridgend Recreation Centre is situated south west of the town centre and west of the River Ogmore on Angel Street. It offers a swimming pool, indoor and outdoor bowls, gymnasium and running track.
• Brewery Fields (Rugby Football Ground) is located to the northwest of the town centre, County Borough adjacent to a Tesco supermarket, complete with three covered stands and a newly refurbished Council Offices Clubhouse. Indoor Market P • There are a number of public car parks within Bridgend town centre, including a multi-story at the Rhiw, opposite the shopping centre and indoor market, and also one immediately north of MSP the new Asda supermarket at Cheapside. MSP
Brackla Centre
Asda
Recreation P P In summary, while there are broad Centre concentrations of retail in three areas, there is a disconnect between them which has been reinforced by the major retail stores at
either end of the town centre. This tends to A473 create a tension across the traditional retail
core, rather than encouraging a fl ow through Nolton Street all three areas
Schedule of landuse
26 APPENDIX 03
DESIGN PRINCIPLES & URBAN FORM
High quality of place
Average quality of place
Poor quality of place
High quality public realm
Average quality public realm
Poor quality public realm
Spatial Quality Analysis
• There are a variety of small public spaces within the town centre core area. Each space boasts a different character and quality, as well as differing degrees of activity. Work completed under the Townscape Heritage Initiative (THI) has enhanced buildings to improve their appearance, frame public spaces and lift the overall quality of the town centre.
• Recent public realm improvements at Dunraven Place are a positive asset to the town centre and should act as a good precursor to further public realm enhancements. However, it is evident that where other public realm improvements have taken place, a piecemeal approach has lead to a slightly confused palette of materials and street furniture throughout the town centre. As part of a future strategy, improvements should aim to improve integration between areas through consistency of materials and approach.
• The plan opposite identifi es those areas which are already defi ned public spaces (via materials, size, nature of the space, location), or places that act as natural pedestrian nodal points. The different grades in quality of public realm (quality and appropriateness of fl oorscape material, signage, street furniture etc) are also identifi ed.
Court Road has a distinct character and sense of place Leftover space along the River Ogmore has the potential Spatial quality analysis but has poor public realm to be a key riverside public space
Bridgend Town Centre/Masterplan 27 APPENDIX 03
DESIGN PRINCIPLES & URBAN FORM
A4061 Town Centre Movement
• Bridgend is situated just south of the M4. From Junction 35 the approach is from the
southeast along the A473 into the town centre, where signposts lead vehicular transport onto Tremains Rd. Railway Line Nolton Street for parking. From Junction 36 the approach is from the north passing McArthur Glen Designer Outlet, along the A4061.
2 • Bridgend town centre has a number of pedestrianised or pedestrian priority streets, set Market St. around the heart of the retail area of the town. These include Caroline Street, Queen Street Wyndham St. and Wyndham Street. Queen Street allows vehicular access from the south to service
1 Derwen Rd. shops along the route, which then join Market Street to the north, a one way street, which Dunraven Pl. converges with Derwen Road. Derwen Road is one way southbound for private vehicular transport, but allows public buses and bicycles access in both directions.
• The Rhiw and associated multi-storey car park is accessible from Angel Street on the western Adare St.
bank of the River Ogmore. Cheapside is also a one way circuit around the police station, Queen St. 3 Caroline St. passing The Brackla Street Centre, before linking back onto Brackla Street. Angel St.
• Three pedestrian access points exist across the river into the town centre. These include the old ‘Bridgend’ bridge 1 , and a new footbridge onto Dunraven Place 2 , which provides an A473 - Tondu Rd. alternative to the road bridge. The Rhiw Nolton St. Cheapside
• A new metalwork cantilevered boardwalk has recently being constructed which runs parallel Brackla St. with Dunraven Place offering an attractive riverside environment. This route links to a further Cheapside footbridge adjacent to the County Borough Council Offi ces 3
Nolton St.
Major Roads
Main Roads
Minor Roads One Way Bus/Taxi/Cycle only
Pedestrianised 10am-6pm
Pedestrian Routes N Railway Line 1 Bridgend ‘Old Bridge’ linking to Dunraven Place 3 From ‘Old Bridge’ towards new cantilevered boardwalk Town centre movement
28 APPENDIX 03
DESIGN PRINCIPLES & URBAN FORM
Figure Ground Analysis
The ‘fi gure-ground’ plan of the town centre clearly highlights some of the prominent features of the area:
• The historic core of the town can be clearly seen as the densely packed series of long straight streets. However, none of this historic core addresses the riverfront; instead the river seems to constrict the town centre to the west. In the same way, the railway line constricts the centre to Railway the east.
River Ogmore • The pattern of streets varies across the town centre. The main retail streets intersect at all angles and there is no designated central focus to the town centre. As a result, “wayfi nding” is compromised and the centre seems confusing and fragmented.
• A clear ‘through route’ or logical ‘spine’ to the town centre does exist which extends north via Cowbridge Road up through the town centre onto the A4061. However, this is currently compromised by a one way system and bus lane which diverts traffi c eastwards away from the town centre.
Character areas & town centre ‘spine’
Public transport interchange
Poorly defi ned area with no distinct character Figure ground analysis
Bridgend Town Centre/Masterplan 29
APPENDIX 04 ACCESS & MOVEMENT
Car Parking Quantum: In Bridgend, the number and quantum of car parking spaces is not seen as the key consideration at present, particularly as there is available capacity at peak times in some town Bridgend in the South Wales context is quite unique with access from three motorway junctions, centre car parks. However, if current and proposed regeneration schemes are successful, there will the presence of the McArthur Glen designer outlet centre and tourist centres such as Ogmore by be a requirement for additional facilities at the right locations to serve the town. Sea and Porthcawl are located in close proximity and therefore giving access to potential visitors to Bridgend. Given the retail catchment population of circa 175,000 Bridgend is well placed to be a The tables below show a comparison of the number of spaces: vibrant town centre sitting under but complementing the major neighbouring city centres of Cardiff and Swansea. Bridgend Car Parking Provision – Summary
In relation to current parking provision the issues the masterplan needs to address are as follows: Short Stay 649 spaces Long Stay 200 spaces Accessibility: Accessibility from three motorway junctions is undoubtedly a benefi t to the town Long or short stay (pay & Display) 442 spaces centre. That said, there is a need to increase promotion of the town centre from these key access Total Provision 1,291 spaces points. The “promotion” of Bridgend town centre in this context relates to the general perception of visitors entering the town, the ease of the journey and the availability and quality of car parking. Bridgend Car Parking – Breakdown of Provision There is therefore a need to improve legibility and identity on the highway network, through advanced car parking information and directional signage. Rhiw Car Park (Multi Storey), Water St Short Stay / Pay & Display 320 spaces Rhiw Car Park (Surface), Water St Short Stay / Pay & Display 48 spaces Experience: Bridgend is no different to many similar sized towns with competing priorities of car Brackla 3 (Surface), Brackla St Short Stay / Pay & Display 126 spaces parking utilisation, number of spaces and revenue control. The one area which also gets overlooked Recreation Centre, Angel St Short Stay / Pay & Display 115 spaces is the need to focus on the customer and the overall experience of parking in the town centre; this is Bowls Hall, (Surface) Angel St Short Stay / Pay & Display 40 spaces a combination of price/payment method/spatial arrangements/decoration/perception of security. In Tremains Rd (Surface), Llynfi Lane Long Stay / Pay & Display 56 spaces Bridgend, the existing multi-storey car parking supply which was constructed in the early eighties Leisure Pool (Surface), Angel St Long Stay / Pay & Display 40 spaces has a dated and unwelcoming appearance and limited hours of operation. Recent work to widen Tondu Road (Surface) Long Stay / Pay & Display 89 spaces spaces at the Rhiw car park appears to have improved the spatial arrangements providing a less Five Bells Road (Surface) Long Stay / Free 15 spaces cramped appearance of the car park but it has been at the expense of losing available spaces. Brackla Multi-storey, Cheapside Long/Short Stay / Pay & Display 387 spaces Bowls Hall (Surface), Angel Street Long/Short Stay / Pay & Display 55 spaces Competition: The introduction of the Asda store with its free car parking has shifted the concentration Total 1,291 spaces of pedestrian movements and parking focus to southern part of the town centre. On the basis that Asda provides free parking for 3 hours (560 spaces) the local authority run car parks have the Car Parking Charges Comparison (2010) perception of being expensive and this results in the latter currently operating at between 20% up to 1 hr up to 2 hrs up to 3 hrs up to 4 hrs up to 5 hrs to 50% occupation. This is in comparison to the ASDA car park currently running at 80% to 90% Bridgend Brackla multi-storey £0.70 £1.50 £2.50 £3.00 £3.00 occupation. Bridgend Bowls Hall Short Stay £0.70 £1.50 £2.50 £4.00 £6.00 Newport (average prices used)* £1.10 £2.00 £3.00 £3.50 £4.50 Payment: All car parks in the town centre are pay and display on arrival. This is in contrast to a Swansea City Centre Multi-storey £1.30 £2.60 £3.90 £5.20 £6.90 number of similar town centres which offer a “pay on foot” service which provides greater fl exibility Caerphilly £0.50 £0.70 £2.00 £2.00 £2.00 for the visitor and can increase the amount of time spent in the town centre. Pay and display parking Pontypridd (short stay) £0.65 £1.30 £2.15 £2.95 £10.85 is mostly seen as prohibitive to encouraging shoppers and casual visitors into the town centre Pontypridd (long stay) £1.10 £1.10 £1.10 £1.10 £2.15 Abergavenny/Chepstow/Monmouth £0.80 £0.80 £1.30 £1.80 £3.50 Availability: In assessing quantum and pricing, one of the key factors is the availability of car (Long Stay) parking spaces. A key issue for Bridgend is that a number of car parks are occupied by Council staff Abergavenny/Chepstow/Monmouth £0.80 £0.80 £1.80 £1.80 for a full day which can lead to a reduced available capacity for visitors. If the car park is at capacity, (Short Stay) or the perception of capacity (for example if the same location/fl oors are used by offi ce works) it Neath (Long Stay) £1.00 £1.00 £1.00 £1.00 £1.00 can create a negative impact on pedestrian movements and visitor numbers. Future strategy needs Neath (Short Stay) £0.80 £1.50 £1.80 £2.00 to look at the balance between servicing the requirements of both the retail and offi ce functions of Port Talbot £0.80 £1.50 £1.80 £2.00 £2.50 the centre.
Bridgend Town Centre/Masterplan 31 APPENDIX 04
ACCESS & MOVEMENT
The graph below compares Bridgend’s car parking charges with Swansea, Newport, Caerphilly, The approach of successful market towns has been to offer easy access and a range of “interesting Pontypridd, Abergavenny, Chepstow, Monmouth, Neath, and Port Talbot. or niche” shops not offered by major regional centres. Quality car parking “at the right price” will also be needed to attract people who are “just popping into town” for half an hour or so. Car parking provision, quality and charges can be key to economic consequences and to the dynamics of the well-being of the high street.
The master plan therefore needs to address a number of these issues and outline recommendations for achieving the most appropriate parking strategy for Bridgend. Free parking provided by the private sector, for example Tesco and Asda also play an important role in the town, and impact on utilisation of pay parking for short visits. Local traders also indicate that it reduces dwell time, as shoppers restrict themselves to the allowable free time.
Signage - Street Furniture - Street Cleansing
Bridgend’s image and the quality of its urban environment are vital to its local economy and its regional standing because shoppers and visitors travel more often and further afi eld. It is therefore important for a town centre to be easily accessible and have a high quality environment.
As outlined earlier, in the town centre there have been a number of recent initiatives to improve the environment. Like a number of other town centres, Bridgend does suffer in places from a confusion and legibility within its urban environment such as:
1. Bridgend has the positive benefi t of access from three motorway junctions. This factor is a huge opportunity for the town centre but there are limited tourist information signs from these access points to identify the town centre, its attractions and to reinforce Bridgend as a destination.
The graph clearly shows that Swansea City Centre Multi-storey carries the most expensive car 2. A low level of information is provided with destinations and routes being “erratically” parking charges, which is expected given the size of the centre. However, by comparison Bridgend’s signposted. This is also the case for signage in respect of the bus station, railway station or at Bowls Hall car park is relatively expensive in comparison to other centres in South Wales (although any of the town’s car parks. this car park also has bays which provide long stay for only £3). For example the Newport average is considerably cheaper for the longer durations. Bridgend Brackla multi-storey is generally on a par with the parking charges you would expect for Bridgend when compared to the other centres shown 3. Even though improvement have been made through pedestrianisation, the central retail area in the graph however is more expensive than Newport at the 4 hours parking rate. One of the key is diffi cult to navigate whether travelling on foot, by public transport or by car. The existing issues is that a number of these centres offer a pay on foot regime rather than pay and display to signage fails to give people comfort or guide them to the attractions that are on offer. maximise convenience and fl exibility. 4. Bridgend lacks a strong visual identity and sense of arrival when entering on the key Newport are implementing reduced charges in council surface pay and display car parks as soon highway routes. This lack of visual identity affects the town’s ability to distinguish itself from as possible in the New Year – when a charge of only 10p will apply for the fi rst two hours. The competing destinations. reduced parking charge will run on a trial basis with a review after three and six months, and the effects discussed with traders. The nominal charge of 10p in surface pay and display car parks 5. There is limited central seating for shoppers and tourists at key town centre locations. will prevent signifi cant delays and eliminates further costs that would apply installing new ticket machines across the city. Newport have identifi ed the reduction in charges will have a potential cost 6. The surfacing material on a number of pedestrian areas in the town centre requires of over £700,000 a year in lost income, but will act as a catalyst to drive up footfall. This is part maintenance and there is a proliferation of unnecessary surplus street furniture. of the package of measures that Newport are implementing to continue to drive forward both long and short-term solutions that will benefi t the people of Newport, visitors and businesses alike. Bus services in Newport will also be re-routed in a bid to increase footfall at the High Street end of the This masterplan and the Parking Strategy therefore need to address a number of these issues and city. outline recommendations for enhancing the town centre experience. 32