Larne Town Centre Investment Plan and Town Centre Strategy by Mid and East Antrim Borough Council

Larne Town Centre Investment Plan and Town Centre Strategy

Contents Appendices

1 Introduction

A 4

2 Larne Town Centre Review and Planning Process

Public Engagement

3 Larne — its Development Journey

Townscape

Larne Regeneration Masterplan 2010-2020

Performance and Character of the Larne Town Centre Economy

Commercial Units in Larne Town Centre

Listening to Our Stakeholders

Providing Direction for the Investment Plan and Town Centre Strategy

5 Understanding Larne Town Centre — the 2021 Context and Baseline

Strategic Context for the Larne Town Centre Investment Plan and Town Centre Strategy

Evolving Role of Town Centres

Review and assessment of progress against the 2010-2020 Larne Town Centre Masterplan

B Strategic Context for the Larne Town Centre Investment Plan

6 Larne Town Centre by 2031

4 Review of the Progress Against the 2010-2020 Larne Town Centre Regeneration Masterplan

Larne Town in Figures

Public Engagement Process Analysis

7 Updated Larne Town Centre Investment Plan

The Larne Town Centre Investment Plan 2021-2031

Leadership Resourcing and Decision Making

Larne – Project Implementation

Retailer and Trader Feedback

8 Larne Town Centre Strategy

Themed Action Plan

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1 Introduction This document sets out an updated Investment Plan for Larne Town Centre for the 2021-2031 time frame. It also includes a Town Centre Strategy for the same 10-year time frame. The Investment Plan (update) and Town Centre Strategy were commissioned by Mid and East Antrim Borough Council (the Council) and resourced by the Department for Communities (DfC) which carries the Northern Ireland Executive’s responsibility for regeneration. Venture International Ltd (Venture) and the Paul Hogarth Company were commissioned to facilitate the update of the existing Larne Town Centre Regeneration Masterplan which was published in 2010 and which has provided the strategy and framework for public investment in Larne Town Centre over a ten-year time frame to 2020; it will be superseded by this updated 10-Year Investment Plan for the 2021 to 2031 time frame.

The Investment Plan and Town Centre Strategy work collaboratively to help deliver on an agreed vision for Larne which has been developed based on an analysis of the performance of Larne Town Centre and feedback from a range of stakeholders with a clear interest in the Town Centre including users, those investing in the Town Centre and those with a responsibility for regenerating and developing the town.

2 Larne Town Centre Review and Planning Process The following process was implemented to complete the update of the current Larne Town Centre Regeneration Masterplan and create a new investment strategy and framework and plan to support the most effective use of public sector investment to create the conditions for regeneration and renewal in Larne Town Centre:

Review Existing Investment Plan

Consultation & Analysis

Develop Draft Investment Proposal

Larne Town Centre Investment Plan and Strategy 2021-2031

Public Engagement Process

Update Town Centre Investment Plan

10-Year Town Centre Strategy

Public Engagement

Engagement: Public & Retailers/Traders

Central to the development of this updated Town Centre Investment Plan has been the engagement of the public (people who use the Larne Town Centre for a range of reasons but largely for retail, accessing services, as a working environment or as a place to meet and socialize), people who own and manage retail and service businesses and people with a remit and responsibility for promoting and regenerating the town.

21%

The level of public engagement informing and directing this updated Larne Town Centre Investment Plan was:

79% Public Engagement Retailers and Traders Engagement

The total extent of public engagement with the process to update the Larne Investment Plan and direct the Town Centre Strategy was 1,385 citizens and traders/retailers.1 In addition, there was a significant social media footprint across both Twitter and Facebook social media platforms, as follows: Social Media Engagement

Twitter Engagements

404

Twitter Impressions

10,899

Facebook Engagements

803

Facebook Reach

23,847

5,000

10,000

15,000

20,000

25,000

30,000

This level of engagement ensures that the updated Investment Plan and supporting Town Centre Strategy have been developed with the benefit of the current experience and aspirations of the key stakeholders in Larne Town Centre. Their input has provided direction on the vision for the Town Centre and on ‘what’ and ‘where’ public investment should focus.

1 It is noted that the public engagement process for Larne Investment Plan and Town Centre Strategy was carried out in tandem for a similar process in Ballymena and that the same social media campaign was used to support both processes hence the same level of research

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1833

1859

3 Larne — its Development Journey The history of the development of Larne Town helps to set the context for this Investment Plan which will continue the regeneration and development of this important coastal town in Mid and East Antrim Borough. Larne owes much of its success to its strategic coastal location; the natural harbour providing the origins of the town, and its development into a port during the industrial revolution providing catalyst for growth and prosperity. The port gave rise to rail and road connections which further strengthened Larne’s strategic role as a centre for industry and commerce, as well as tourism. Larne has a unique geography. It is set at the tip of the western headland, opposite the eastern headland of Islandmagee. Together these headlands form a narrow channel to Larne Lough; a largely enclosed body of tidal water. The town sits on a partly natural, and partly reclaimed, coastal shelf, from which the

Larne Town Centre Investment Plan and Strategy 2021-2031

land rises up to the hills and ridges. These surround the coast and set it in a basin. Expansive views extend out eastwards across the Irish Sea towards Scotland. Further around the coast, there are many examples of dramatic coastal scenery including the famous Giant’s Causeway and Gobbins Path. The relative shelter and deep water of Larne Lough make it a natural harbour. Thousands of years ago it was used to harbour fishing boats and this gradually led to the establishment of Larne as a fishing village. Fishing was the main industry in the area up until the 18thCentury when the harbour developed into a port for trade and emigration.

1891

1925

The town centre itself developed along a tight sequence of streets, each with a strong east to west orientation across the natural north to south fall of the land. These streets were inter-connected by a series of narrow lanes. The central streets developed as the centre of commerce with trade coming from the local working population as well as travelling visitors. The architecture of the town presents a number of notable buildings such as St. Cedma’s Church, Larne Town Hall and the Carnige Library. In the latter part of the 19th Century James Chaine promoted the first commercial ferry connections between Scotland and Ireland which facilitated further growth and established Larne as a centre for industrial development. More latterly, the Larne - Stranraer crossing was the first in the world to use drive-on, drive-off cargo boats which significantly improved efficiency. Along with the ferry boats, the industrial revolution also arrived in Larne in the latter part of the 19th Century with the establishment of large-scale industries such as Brown’s Weaving Factory, Aluminium Works, Eccles Dyeworks, Acetylene Works, Picken’s Shipbuilding Works and Kane’s Engineering Foundry. Larne provided an ideal situation for such industries on account of its

1990

coastal location; important both for the export and import of goods and materials, as well the water resource necessary for the industrial processes. Furthermore, the establishment of the rail link to Carrickfergus, and later Belfast, further strengthened Larne’s industrial capacity. In the 19th Century Larne also evolved as a centre for Tourism. It is reputed to be the home of tourism on account of local entrepreneur Henry McNeill being one of the first to set up guided tours, taking visitors for day trips up the coast and into the glens. With the good connections into the town that the ferry, rail and road links brought, combined with the attraction of County Antrim’s exceptional coastal scenery, Larne presented an obvious location for tourism. Hotels developed within the town centre, which itself become something of a resort, with local businesses benefitting from the passing trade. Larne’s status as a centre for industry saw it become the first settlement in Northern Ireland to get electric light in 1891. It has since developed as a nationally important centre for energy with Ballylumford Power Station supplying 80% of the province’s power. More recently Larne has become home to a number of international renewable energy companies; namely RES and B9, as well as local business Newmills Hydro Generation Ltd.

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Townscape

Post war decline of the heavy industries had a huge impact on the urban fabric of the town, leaving large scale town centre sites either disused or vacant. Housing came to fill many of these sites while some such as the Old Bleachworks and Howden’s Quay still remain vacant today. While Larne does not have a great collection of historical landmarks, the greatest feature of Larne’s history has been the individual characters that have pursued a vision and in so doing brought prosperity to the town. Larne now needs future visionaries to take up this mantel once again. The historical development of Larne has drawn on the natural resource of the area; the original fishing village and existing port using the natural harbour of Larne Lough and the overseas connections this enabled. This natural resource still exists as one of Larne’s greatest assets. While the Port of Larne remains busy and prosperous, the vitality of the town centre has gradually suffered decline. The reasons for this need to be identified so that the masterplan can work to overcome these issues and bring vitality back to the town centre.

Larne Town Centre Investment Plan and Strategy 2021-2031

There is great opportunity in relation to the Townscape of the town. The traditional commercial streets remain largely intact and form the historic core of the town. While there is opportunity for infill and repair this will largely conform to the existing scale and form of the street. This presents a distinct and well-defined character. Other key sites around the town centre present the opportunity for a new townscape to develop. There is sufficient space and capacity within the town centre to accommodate a number of medium and large-scale developments. The design of these sites should establish a new character that sets out a positive message about the town of Larne. There should be a strong relationship between the built form and the public realm. In particular the key sites at Waterfront and Riverdale should be used to good effect. This Investment Plan also recognises the planned capital investments by a range of statutory organisations. This includes: • NI Water plans to upgrade the Wastewater Treatment Works (WwTW) as it is currently operating above design capacity. This in turn, will help support additional development in Larne Town • The Education Authority is currently completing a Business Case for a major capital development project for Roddensvale Special School • NIHE will action the demolition of the last remaining tower block (Latharna Tower Block) at Riverdale. It also has an agreement with Radius Housing to develop 25 units housing units for older people on the site of the former Gardenmore House Tower Block and a new social housing scheme within walking distance of the town centre (84 Curran Road)

4 Review of the Progress Against the 2010 to 2020 Larne Town Centre Regeneration Masterplan As part of the updated process, it was appropriate to review the progress made in delivering the actions and projects set out in the 2010 to 2020 Regeneration Masterplan; this is not completed as an evaluation process, but rather to confirm: • What was achieved? • What actions remain to be delivered? • Are these outstanding actions still relevant, given that circumstances and the role of Town Centres can and do change as do the motivations for visiting and using our town centres?

• Consulting with the appropriate Council officers with responsibility for regeneration and Town Centre development Appendix A sets out a detailed assessment of progress on a project-by-project basis.

The review was carried out, as follows: • Assessing the outgoing 2010 to 2020 Regeneration Masterplan to confirm what has and has not been completed • Engaging with the Councillors representing Larne Town

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Larne Regeneration Masterplan 2010-2020 Larne Masterplan Projects The following diagram confirms the progress against the actions and projects set out in the 2010 to 2020 Larne Town Centre Regeneration Masterplan:

PHASE

J B

G K

F E

H L A

Larne Town Centre Investment Plan and Strategy 2021-2031

PHASE

D I

B E

K J G A

Progress Key

Map Key

Completed Uncompleted On-going

Redevelopment

Building refurbishments

Waterfront improvements

Parking

Public art

Town centre boundary

Gap site/vacant building

Street improvements

Shopfront improvements

Open space improvements

PHASE

3 B

D C

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PHASE 1 DESCRIPTION

POSITION

PHASE 1 A

Larne Lagoon - Planting/Signage

Larne Lagoon - Public Art

Shop Front / Gap Site Improvements

Events Space

Local Transport Hub

Tourist Information Centre

Community Gardens

Main Street Improvements

Fire Station Relocation

High St / Pound St Redevelopment

Town Hall Refurbishment

East Main St Redevelopment

Market Yard Refurbishment

unaware of progress

PHASE 2 A

Harbour Highway Roundabout

(no but road realignment changes)

Broadway Extension / Redevelopment

unaware of progress

Dunluce St / Point St Redevelopment

Riverdale / High St Redevelopment

Youth Centre

Urban Sports Park

Larne Lagoon Centre

Agnew St / Exchange Road Redevelopment

Community Garden

Events Space

Local Transport Hub

PHASE 3 A

Circular Road Reconfiguration

Riverdale Redevelopment

Waterfront Redevelopment - Circular Road

Laharna Retail Park Redevelopment

Events Park

Larne Town Centre Investment Plan and Strategy 2021-2031

unaware of progress

Appendix C contains a detailed assessment of progress against the 2010 Larne Town Centre Regeneration masterplan actions. It is important to set the review of the outgoing 2010 Larne Town Centre Regeneration Masterplan progress in context as follows: • Regeneration masterplans set out a range of high-level indicative projects which all have the potential to contribute to the vision and direction set out in it • The delivery of the full range of projects can and is dictated by the availability of capital funding and by the willingness of landowners to develop their assets in line with the vision and direction set out in by the Masterplan (if the land is not in public ownership) • The context and conditions (including the economy and the needs and aspirations of town centre stakeholders and users) can and will change over a 10-year time frame rendering some of the indicative projects no longer appropriate A review of Appendix A confirms that there are a range of reason why some of the project proposals did not proceed as per the Masterplan and these can be summarised as follows: • The building or site was in private ownership and they were not in a position to progress any development (this was due to a lack of finance, the failure to identify a sustainable or viable use or a lack of willingness to pursue a development option within the time frame of the Masterplan)

These challenges are common across town centre investment planning and the Council and its stakeholders and partners must be cognisant of similar challenges across the implementation of the updated Investment Plan for the 2021-2031 time frame. Ultimately the appropriateness of the projects from the 2010 to 2020 Larne Town Centre Regeneration Masterplan which have still to be delivered will be determined by the public and stakeholder engagement processes which helps to: • Establish consensus on a vision for Larne Town Centre to 2031 • Determine how people want to use Larne Town Centre and how it needs to develop to meet these aspirations • Determine which of the outstanding projects from the current Masterplan are still relevant and have the potential to contribute to the delivery of the new vision and outcomes for Larne Town Centre It is recognised that the process (particularly the public engagement activities) leading to the development of an updated 2021 to 2031 Investment Plan for Larne Town Centre was implemented during a time frame when the Covid 19 global pandemic restrictions were in place. However, this should not dominate a 10-year investment plan (actions to support the recovery of the town centre and its businesses post the immediate impact of Covid 19 are included in the accompanying Town Centre Strategy).

• There were technical challenges which impacted on the potential to deliver the project • The capital costs were outside that which could be accessed via public funding programmes across the duration of the 10 year Masterplan

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5 Understanding Larne Town Centre — the 2021 Context and Baseline Ultimately any 10-year Town Centre Investment Plan and strategy seek to answer three fundamental questions: • Where are we starting from? The current baseline position. • Where do we want to be? The vision and direction for the regeneration and development of the Town Centre. • How will we get there? The development framework and proposals which set out what the 2021 to 2031 Investment Plan sets out to accomplish. This section of the 2021 to 2031 Larne Town Centre Investment Plan sets out the current baseline for Larne in 2021 and specifically the following:

• Strategic context for the updated Investment Plan • Context for the role and function of our town centres • Population and demography of the town • Scale and make up of its commercial sector • Perception of the town from the perspective of the public who use the town • Perception of the retail and commercial sectors in the town

Strategic Context for the Larne Town Centre Investment Plan and Town Centre Strategy A range of local and national strategies and policies have been examined to establish the context within which the Larne 10 Year Investment Plan and Town Centre Strategy is shaped. Appendix B contains the full strategic context, and the strategies and policies reviewed are listed below:

NI Programme for Government

Retail NI - Regeneration NI Creating 21st Century Town and City Centres DfC Building Inclusive Communities Strategy 2020-25

New Decade New Approach

Larne 10 Year Investment Plan & Town Centre Strategy

MEABC Community Plan MEABC Corporate Plan Local Development Plan

Larne Town Centre Investment Plan and Strategy 2021-2031

Amplify - Economic Development Strategy MEABC Tourism Strategy

As a summary the updated Larne Town Centre Investment Plan and Town Centre Strategy will help to contribute to the direction set out in this range of strategies at both regional and Borough levels helping to translate the direction and aspirations set out in them to a tangible reality for the citizens who look to Larne Town Centre for their retail, service and social/hospitality needs whilst also providing experiences for those visiting the Borough and more specifically Larne.

Strategy Northern Ireland Programme for Government (PfG)

The following table sets out how the updated Larne Town Centre Investment Plan and Town Centre Strategy will deliver, practically, against the key aims and objectives of the vision statements and documents for the retail sector and for development/planning the economy and tourism for the Mid and East Antrim Borough:

The Larne Town Centre Investment Plan and Town Centre Contribution The Investment Plan will deliver on a range of PfG outcomes including: • We will prosper through a regionally balanced economy • We will live and work sustainably • We have created a place where people want to live and work, to visit and invest

New Decade New Approach

The Larne Town Centre Investment Plan will: • Create the conditions for growth and employment • Will help to bring a balance to the regional (and Borough) economy

Retail NI – Regeneration NI Creating 21st Century Towns and City Centres

The Larne Town Centre Investment Plan will:

DfC Building Inclusive Communities Strategy 2020-2025

This strategy was developed to establish the framework for collaborative working across government and with its Arm’s Length Bodies and communities in delivering a common purpose of Supporting People, Building Communities and Shaping Places.

• Provide a coordinated approach to the development and regeneration of the town centre • Local authority leadership of the development and regeneration of the town centre

The public realm investments in the Larne Town Centre Investment Plan links to the Well-being and Inclusion theme. The strategy states ‘We help everyone within our communities to live positive, fulfilled lives surrounded by diverse opportunities to work, enjoy themselves and get involved’. The Investment Plan will help create the conditions in Larne Town Centre to deliver on this aspiration. The strategy places emphasis on: • Continue to improve our built environment and heritage, creating authentic, inclusive, sustainable and animated spaces • Progress a programme of public realm and revitalisation schemes in the regional regeneration areas and adequately address dereliction The Larne Town Centre Investment Plan and supporting Town Centre Strategy will practically deliver on these strategic objectives

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Strategy Mid and East Antrim Community Plan 2017-2032

The Larne Town Centre Investment Plan and Town Centre Contribution The Larne Town Centre Investment Plan will: • Support urban regeneration of the town centre positioning it to support diversified economic activity and a strong night-time economy • Promote and position Larne Town Centre as a place to live, work, invest in and visit

Mid and East Antrim Corporate Plan 2019-2032

The Larne Town Centre Investment Plan will: • Providing a high-quality urban environment where people want to live, work, enjoy and invest • Provide public shared green and civic space and connectivity with natural assets

Mid and East Antrim Local Development Plan (LDP)

The Larne Town Centre Investment Plan will directly contribute to the LDP vision by providing a connected town for people to live in, work, enjoy, invest and visit

Amplify – the Economic Development Vision for Mid and East Antrim Borough Council

The Larne Town Centre Investment Plan will: • Support in town centre enterprises start up and growth • Will provide flexible spaces to support enterprises • Will support a more diversified Borough economy with a modern retail and service sector

Evolving Role of Town Centres Whilst roles and functions have always evolved, it should be recognised that at some points in time the pace of that evolution is much more pronounced and therefore often has more impact on our town centres. Based on assessment of the UK, Northern Ireland and the Borough, it is clear that town centres are in the midst of one of the most significant evolutions that they have experienced. The out workings will have a long-term impact on the roles our town centres play in the lives of our citizens and visitors to the Borough and its towns. As a consequence, our vision for them and the way we invest in them (the Investment Plan) to deliver on this new vision and how we lead their development (the Town

Larne Town Centre Investment Plan and Strategy 2021-2031

Centre Strategy) to meet the requirements of our town centre users, must reflect what has brought about these changes. To understand why this Investment Plan and the supporting Town Centre Strategy have to support the town to navigate through a significant cycle of change we need to look back to the previous approach to the planning of our town centres; planning policy in the 1990s led to the growth of out-of-town retailing and began to divide the focus of retail across the town between town centre and edge of town and out of town retail environments. From mid-2000 and onwards, our town centres have had to deal with a new and sustained challenge from

online retailing; estimates indicate that online retailing has gathered a sustained momentum accounting for 7.8 % of retail in 2011 to 33% by December 2020 (Source: Office of National Statistics). Combined with the two factors detailed above, a third scenario which contributes to the now significant evolution of our town centres, is the Covid-19 global pandemic; it is too early to predict or fully understand the impact it will have on our town centres or indeed our wider society and economy. However, we can be certain that it has accelerated the migration to online retailing. There is also an early indication that the progression to e-commerce business models (partly attributed to the pandemic and partly to the adoption of new business technologies) will also have an impact on our town centres. As an example, Bank of Ireland has announced the closure of 15 branches across NI including one (Ballymena) in the Mid and East Antrim Borough. Therefore, it is likely that some of the traditional town centre businesses will have a lesser requirement for either main street premises or indeed any form of physical presence in our town centres. This by extension will reduce the level of footfall and could lead to additional vacancy. However, the current challenges must be seen in the context that town centres have developed and evolved over time and this Investment Plan will help create the conditions for Larne Town Centre to continue to adapt and evolve. Review of the emerging thinking and approaches to the repurposing of the town centre have also informed the Investment Plan and the Town Strategy and, at a headline level, provides confidence about the need, future role and functioning of town centres across the UK, NI and the Borough. The Westminster government has recognised that town centres are facing a range of challenges. It has established the Town Centre Task Force to act as a catalyst to develop meaningful interventions leading to the regeneration of our town centres as sustainable urban living, commercial and leisure/ social environments. The Task Force has been supported by the introduction of the Future High Streets Fund and the Towns Fund.

A review of the high street footfall data for 20192020 published by the Town Centre Task Force in August 2020 confirms that traditional retail is declining as the dominant driver of visitors to our town centres; 44% of towns across the UK are now classed as multi-functional which represents a rise of 8% over the previous year. The patterns of not only how but also when people access our town centres is beginning to change at a level which is significant. For a number of decades (and especially in NI due to the impact of the Troubles on how our town centres functioned) typically town centres were 9am to 5pm retail and commercial environments. The Task Force data identifies that this is changing and that 16% of daily footfall is in the evening and increasing evidence of night-time footfall associated with 24-hour services and a developing hospitality offering and changes in work patterns, behaviours and cultures. The Northern Ireland Executive has also recognised that its town centres face challenges but equally a range of opportunities to regenerate, redevelop and repurpose. It established the NI High Street Task Force which held its first meeting on 24th February 2021. Its stated vision (‘Sustainable city, town and village centres which are thriving places for people to do business, socialize, shop, be creative and use public services as well as being great places to live’) … this gives a sense of where and how the Investment Plan and Town Centre Strategy for Larne should develop. A review of the range of thinking and discussion papers about the future of town centres across the UK sets out the argument that over the past few decades’ town centres have developed as clone centres offering similar rather than differentiated offerings. A range of sources identifies that our town centres will increasingly be a place for people to live, with an acknowledgement that new approaches must be taken to diversify the range of housing types and options available in our town centres. Typically, town centres currently provide either high-density low-cost housing units or individual houses which are some of the most expensive in

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the local authority area. Clearly town centres in NI have had more specific challenges associated with the Troubles which reduced their attractiveness as living spaces. Evolving towns will provide a much more diversified range of housing types in and around the town centre. Whilst our town centres are likely to become more multi-functional retail will still be a core function of the evolving town Centre; retail is likely to be experiential and more focused on providing high quality retail experiences for the local community which provides an alternative to a more sterile online experience or linked to the Borough or regional tourism offerings. The focus on town specific destination retail experiences will be part of the characteristics of our new town centres. Progressively, sustainable retailers will examine mixing online business models with a more conventional offer.

Provision of a strong hospitality offer, and nighttime economy is likely to be a main element of our town centres as they develop. This will include developing pockets of green and civic space which facilitate people to spend more time in town centres meeting people and engaging is social activities and connectivity. Mixed use may continue to be a part of the approach to the development and regeneration of our town centres; however, it will have less, if any, focus on retail and will provide developments which combine a mix of living accommodation, community facilities, health and well-being facilities and creative/maker spaces. The Covid-19 pandemic has provided a range of challenges and experiences. Accepting that the key challenge is public health, it has reinforced how we miss and by extension value social connection.

Larne Town in Figures Based on the published data for the town the following summarises Larne Town Centre in numbers from both demographic and trading perspective.

Larne Town Centre has a total population of 18,705 based on the 2011 census. A review of its demography confirms:

61% of the population is between 18-64 years

21% of the population is under 17

Larne Town Centre Investment Plan and Strategy 2021-2031

18% of the population is over 65 years

Performance and Character of the Larne Town Centre Economy Council completed town centre health checks for each of the key towns in 2019 (The Mid and East Antrim Retail and Commercial Leisure Need and Capacity Study by Nexus Planning). This provides an objective assessment of the performance of Larne Town Centre as the third largest town in the Borough.

The retail turnover of Larne Town Centre is approximately £74.6 m per annum, though it is recognised that the Nexus Town Centre Health Check Assessment was completed before the 2020/21 Covid-19 global pandemic which in all likelihood will have a short to medium (up to three years) impact on the retail turnover of the town.

Commercial Units in Larne Town Centre Entering the 2021 to 2031 time-frame, Larne Town Centre has 282 commercial units across a range of eight categories as follows:

Larne: Commercial Units 100

Service Retail Comparative

Retail Convenience Hospitality Charity

Vacant GAP

Residential Derelict

20 0

The DfC Northern Ireland Town Centre Database for February 2021 confirms that Larne has a lower level of commercial vacancy than the norm for Northern Ireland. The comparison is:

Commercial Vacancy: Larne v. NI Average February 2021 30 24.0%

25 20

19.2%

15 10 5 0

Larne

NI Average

Source: DfC The Northern Ireland Town Centre Database (2021)

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The independent town health check report offered the following recommendations which can, in part, inform the direction of the updated Investment Plan: • Promote the provision of more convenience floorspace in the town centre to reduce the reliance on out-of-town centre supermarkets, particularly ASDA at Redlands, and help to promote more linked trips with the town centre. Promotion of convenience goods stores might be achieved by allowing the amalgamation of vacant units for provision of a larger food store within the town centre. This should be given priority over the provision of additional new convenience floorspace. • Promote the development of more leisure services such as restaurants and bars, in the town centre to continue to strengthen the leisure services offer of Larne Town Centre and continue to reduce the reliance on comparison goods shopping as the main draw for visitors. This could be achieved by avoiding the introduction of planning policy that is prescriptive to only allowing A1 units in the town centre core units within it.

• Promote policies for mixed use developments in appropriate locations throughout the town centre including residential led mixed use developments, to increase footfall in the town centre. • Working with landlords and property owners to provide incentives, such as rent-free periods for major and independent retailers to take up vacant units in the town centre which might improve the perception of Larne Town Centre. • Promote tourism within the town centre by encouraging tourism-based development including hotel development in the town centre, improving the overall offer of leisure services, such as restaurants, cafés and drinking establishments and working with tourism operators in the area to increase the value of tourists visiting Larne.

Listening to Our Stakeholders Central to getting the vision and focus of the Larne Town Investment Plan and Town Centre Strategy right is developing it based on the direction and needs of the town centre stakeholders; the citizens who use Larne Town Centre and the retailers and traders who provide the range of retail, hospitality and services in it. The public engagement processes were designed and promoted to secure a high level of stakeholder input and direction. Appendices ‘D’ and ‘E’ set out a full analysis of public and retailers/traders’ perceptions of Larne Town Centre and their vision for how it can evolve and develop to meet their needs and aspirations over the next decade to 2031. The perception of the users of Larne Town Centre (the public engagement process asked people to respond based on their experiences and user patterns pre the Covid-19 pandemic) is summarised in the following diagram. Respondents were asked to rate Larne town centre against a range of 10 factors with 1 being very poor and 5 being very good.

Larne Town Centre Investment Plan and Strategy 2021-2031

Factors & Ratings 3.5 3.0 2.5 2.0 1.5 1.0 0.5 0

2.93

3.42

3.23

3.28

3.42

3.35

2.68

2.6

2.15

1.9

Score Facilities

Retail Mix

Parking Provision

Destination Stores

Customer Experience

Ease of use

Promotion Activity

Quality of Environment

Tourist Offering

Evening Economy

As would be expected Larne town centre users expressed a range of views across the factors, the highlights were: • The majority of respondents 46% (52) consider facilities to be average with 43% (48) considering them to be below average. • The retail mix is in the main considered to be below average with 61 respondents (55%) rating them poor or very poor. The response on promotional activity reflects a similar view. • Destination stores were also rated below average by 69 (63%) of respondents. • There were particular negative responses in relation to the tourist offering and the evening economy 83 (74%) and 101 (90%) respectively considering these to be poor or very poor.

Retailers and people owning and operating businesses in Larne Town Centre were also asked to rate their perception of the Larne Town Centre against a range of factors and their responses are summarised below: The following table sets out the retailers and traders’ perceptions of Larne Town Centre in 2020:

Perceptions of Larne Town Centre (Retailers & Traders)

11% 53% 11%

• 89% (85) consider parking to be average or better with 48 (50%) rating it good. • The customer experience is considered positively with 87 (62%) rating average or better and 49 (35%) good or very good.

• Ease of use is also rated positively with 98 (88%) rating average or better and 55 (50%) good or very good. • The quality of the environment is perhaps the most balanced with 52 rating average, 23 good or very good and 37 poor or very poor.

19%

Very Good

Good

Poor

Very Poor

Average

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Whilst the majority of respondents are committed to retaining their businesses in Larne Town Centre, it is clear that they view the overall presentation and functionality of Larne as a limitation; 52% rate the Town Centre as ‘Average’ at best with 22% as either ‘Poor’ or ‘Very Poor’. The Investment Plan and Town Centre Strategy must identify actions Significant Strength

Strength

An Issue

Significant Issue

which can reverse their perceptions over the medium to long term. The retailers and traders were asked to rate their opinion of Larne Town Centre against a range of 16 factors. The following rating scale was used:

Acceptable

The following table sets out their responses: Please score your opinion of the following aspects of Larne Town Centre (Please tick) 90% 80% 70% 60% 50% 40% 30% 20% 10%

Strength

An Issue

Significant Issue

Acceptable

Larne Town Centre Investment Plan and Strategy 2021-2031

n er el ic tio D

ra te s cy

en t ev d

ni se rg a O

Va ca n

sp ac re en G

e sp ac

/e ve nt s

ism Pu b

lic

Va nd al

ci a so nt iof a ls ve Le

Significant Strength

lb eh av i

Sa fe ty

ge ig

g tin

St re et s

gh Li

ur fa ci St ng re et cl ea Pe nl de in st es ria s n fri en dl in es s Tr affi (e c g. flo M w ob A ili cc ty , p es ar si ki bi ng li et ty

St re et s

St re et m ai

nt en an ce

A review of the response confirms the following: • The performance of the Town Centre against all of these factors is ‘acceptable’ at best • From the perspective of retailers and traders in the Town Centre they can see the dereliction and vacancy rates are the two main concerns; almost 74% of people feel that dereliction is a significant issue and 69% are of the opinion that vacancy is a ‘significant issue’ The following are perceived as a significant issue or an issue by respondents: • For almost 20% organised events (or lack of) is perceived a ‘significant issue’ and for just under 60% an issue • The lack of green space is perceived as a ‘significant issue’ for 4% and an issue for 62% of the respondents • Accessibility including mobility, parking and public access are perceived as ‘significant issues’ for 8% of respondents and an issue for 53% of them Only 2 factors were seen as a ‘strength/significant strength’; 17% of respondents indicated that pedestrian friendliness was a ‘strength’ and 2% identified accessibility as a ‘significant strength’. It is clear that the Town Centre isn’t performing particularly well against any of the factors from the perspective of retailers and traders. This feedback provides direction for the Investment Plan and Town Centre Strategy and begins to identify priority areas which will be required to address including; vacancy, dereliction, presentation of green space, lack of organised events and general accessibility.

Providing Direction for the Investment Plan and Town Centre Strategy The outputs of the public and retailers and traders’ surveys provides direction for the Larne Investment Plan and Larne Town Centre Strategy (2021-2031). The combined responses provide a series of common

priorities which need to be addressed in both the Investment Plan (investment of public funds in capital projects to regenerate and develop Larne Town Centre in line with the agreed vision and priorities established via the review and public engagement processes) and the Town Centre Strategy. The direction can be summarised, as follows. There needs to be an inclusive vision for Larne Town Centre which meets the needs of the citizens of Larne, those investing in businesses in Larne and those who might visit the Borough and the town. The vision should be inclusive; by that it should focus on Larne Town Centre as a business (retail and trade) environment, as a place where people live and want to live, as a social and meeting place and as a town where people go to because it has quality experiences (retail, hospitality, night life and experiences relating to culture, the environment and its coastal location) and not bypass on their way to somewhere else. The feedback provides focus on what the Investment Plan and Town Centre Strategy might need/want to focus on: • Better presentation and image … primarily by addressing vacancy and dereliction • Town Centre focused retail; diversified, niche and ‘worth travelling for’ • A strong hospitality sector and night-time economy • A town centre which increases footfall by providing mixed use development combining living, community/health and well-being and maker/craft/creative spaces and developments • Develop smaller scale social and civic spaces to facilitate casual connections and to provide space for town centre dwellers to access • A programme of events and animation of spaces and civic space The following table and associated images bring together the challenges and issues raised by the analysis, consultation and engagement process for the Larne Investment Plan:

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TOPIC

MASTERPLAN ANALYSIS

COMMENTS

Identity

• •

Larne suffers from a lack of positive identity. Existing features that characterise Larne are the ferry port, the harbour highway, Riverdale high rise flats, and the Ballylumford Power Station. Few positive features associated with the town. Bad press further compounds negative identity. First impressions are poor, along the A8 approach the view is dominated by the tower blocks and along the harbour highway there are a lack of distinctive landmarks. Both approaches characterised by poor quality development and extensive car parking.

• •

Plans to demolish remaining tower block. No interaction with the Lagoon underutilised natural asset which could contribute to the identity of the town.

The addition of the Harbour Highway in the 1970s was to create a quicker more effective link between the port and the A8. This has been achieved but the Highway has become a blight to the town centre. The Highway is dominant and a divisive barrier, making right turns into the town difficult and dangerous. This has affected trade in to the town due to the disconnection between the port and town centre with reduced passing trade.

•

Potential for river and proposed green network to provide enhanced foot and cycle connections. Linkage between town centre and coast line important. Quality of current connections from surrounding areas to the town centre are poor. Town centre dominated by vehicles, limiting permeability for pedestrians. The edge of the town centre is dominated with car parks. The area under the Harbour Highway is well maintained but not utilised to its full potential as a public realm space.

• • •

•

Accessibility

•

• •

• • • • •

Riverdale flats

Poor quality pedestrian connections

Larne Town Centre Investment Plan and Strategy 2021-2031

TOPIC

MASTERPLAN ANALYSIS

COMMENTS

Retail

•

• • • •

Industry

•

Attracted interest in large scale retail ASDA application approved in 2009. Many shoppers travel elsewhere so it is anticipated that this will reduce with the development of ASDA. Links between ASDA and town centre are poor with no pavements of cycle ways provided along the Harbour Highway. Further pressure from other large scale retailers exists. Existing retail provision in the town centre is characterised by a surplus of shops selling lower quality goods.

•

Recently upgraded market yard site on Station Road requires further use to sustain its operation. Future of large car parks on Narrow Gauge Road - what impact will a fast food restaurant have here? What will this mean for the coach park? Concern over future of town centre retail and the impact of sites, such as the former Dunnes and Woodside stores.

The main source of industry relates to the port which provides an important source of employment but there is a risk of lack of diversity in employment base of the town

Former coach park

Building of quality - currently underutilised

Approach dominated by car parking and large retail blocks

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ite and vacant units

t-L arge gap s Stre e ce

Du n lu

TOPIC

MASTERPLAN ANALYSIS

COMMENTS

Townscape

•

The prioritisation of economic development at the expense of the traditional townscape is evident. Main Street lies introverted from the rest of the town, enclosed by buildings and car parks, with few roads or paths connecting in. Main Street not visible from approaches therefore contributing little to the identity of the town. Recent development at Laharna Retail Park has turned its back on the traditional core.

•

Resident population around the town core and in the flats at Riverdale Importance of local population to the vibrancy of the town is recognised Town centre living largely restricted to flats Opportunity to create a new market for accommodation at the upper end of the scale

•

• • •

Residential

• • • •

View across the lagoon

Inver River and public realm area

Larne Town Centre Investment Plan and Strategy 2021-2031

• • • •

Restoration of Town Hall combined with public realm improvements have made a noticeable difference to the town centre. Large number of vacant and closed units. Two large vacant sites break the frontage and reduce activity along Dunluce Street and Point Street. Quality of building frontage is varied. Buildings of quality currently underutilised and could improve the quality of the townscape.

Town centre living is a key topic but concern regarding the appropriateness of the Laharna Building as a model

TOPIC

MASTERPLAN ANALYSIS

COMMENTS

Tourism and Leisure

•

• •

•

Office

• •

Sustainability

• •

The by-pass effect of the Harbour Highway has caused a decline in the town’s tourism industry There are no hotels in the town centre and few restaurants, cafés and bars There are no big attractions to draw visitors in Larne described as the ‘Gateway to the Glens and Coast’ but lack of visible evidence of this important gateway role Danger of town being seen as a ‘gateway’ and not a destination

Proposal for a boutique hotel on Dunluce Street

Office and workshop space tends to accommodate small scale businesses The limited provision reflects that Larne is not regarded as an attractive location for establishing a business The Council shows a commitment to sustainability through their implementation of a comprehensive recycling programme There are more opportunities for the town to improve on sustainability

Potential Hotel Site

Harbour Highway

Laharna Development

Terrace on Station Road

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6 Larne Town Centre by 2031 The review of the existing Town Centre Regeneration Masterplan and the range of public engagement activities have helped provide a sense of direction and purpose for the 2021-2031 Investment Plan (and Town Centre Strategy). The vision for Larne Town Centre set out in the 2010 Regeneration Masterplan was:

‘To be a vibrant and prosperous Town Centre through a co-ordinated and sustainable approach to redevelopment’ The feedback from the public engagement processes confirms that it is opportune to revisit and redraft the vision for Larne Town Centre. A vision and supporting outcomes have been developed which create a sense of what any investments (capital projects) and programmes should be focused on and seek to achieve. The updated vision for Larne Town Centre across the 2021 to 2031 time-frame is:

‘Larne Town Centre 2031: A town centre which provides high quality environments and spaces to live, shop, meet and work creating experiences which encourage people to come back more often, to stay longer and contribute more to its economic sustainability’ The 2021-2031 vision is supported by the following outcomes; outcomes are a statement of how we want Larne Town Centre to be, how it will function for its range of stakeholders and how it will be perceived by visitors to it and users of it. The capital investment proposals will seek to deliver the following outcomes for Larne Town Centre over the 2021 to 2031 time-frame: • Larne town centre will have attractive housing options connected with quality retail and services natural environments and civic space which encourage people to live in the town centre. • Larne will be recognised as a great town centre to meet people and spend time. • Larne will develop as a destination town based on the retail and hospitality experiences it provides. • Larne town centre will have a diversified economy and provides flexible in town working spaces and environments.

Larne Town Centre Investment Plan and Strategy 2021-2031

• Larne town centre will contribute to the experience of visitors to the Borough through its linkage with the Coast and its heritage and natural assets. • Larne will be an excellent town centre environment to invest in or develop a commercial enterprise which benefits from quality spaces and support initiatives. • Larne will be a safe and inclusive town centre for citizens of the Borough or visitors to it. • Larne town centre will promote active travel by providing the infrastructure which supports pedestrian and cycling to work and leisure facilities and to park and ride and public transport access points. • Larne is an age and dementia friendly, welcoming town centre and a great experience for all, including our most vulnerable.

7 Updated Larne Town Centre Investment Plan This section of the updated Larne Town Centre Investment Plan for the 2021 to 2031 time-frame translates the vision and outcomes into a range of practical development proposals which have: • The potential to deliver on the vision • Been tested and refined via the public engagement processes

The Larne Town Centre Investment Plan 2021-2031 The following schematics and visuals set out the overall direction of Larne Town Centre Investment Plan and a range of seven development proposals which work in an inter-related manner to deliver the vision for a repurposed Larne Town Centre. The Investment Plan is focused round five themes which have been informed via the review and public engagement processes. They provide both co-ordination and consistency for the Investment Plan ensuring that public investment against the agreed vision and outcomes for Larne Town Centre. The following diagram sets out the five interrelated Investment Plan Themes:

Larne Town Centre Investment Plan 2021 to 2031 Themes

Commercial and Business

Town Centre Living

Green and Public Spaces

Connections and Access

Key Sites and Opportunity Sites

The following visual presents the seven investment proposals in the context of Larne Town Centre establishing their spatial relationship with both the town centre and between each of the proposals:

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oad ia R

r icto

TOWN CENTRE

D ANIMATION B

RIVERDALE

VACANCY & DERELICTION

Ci rc u

Main Street

la rR oa d

C STREETSCAPE

IMPROVEMENTS

E UNDERPASS

IMPROVEMENTS

F IMPROVED RIVER

PATH CONNECTIONS

G LAGOON

Gly

a Ro

Projects Plan

Key

The Investment Plan seeks to focus on themes and areas in the town centre which have been identified via the review and public engagement processes. Riverdale Refurbishment of Targeted Vacancy and Dereliction

Each of the seven development proposals have the potential to contribute to a number of the Investment Plan themes.

Streetscape Improvements Town Centre Animation Underpass Environmental Improvements Improved River Path Connections Lagoon

Larne Town Centre Investment Plan and Strategy 2021-2031

Collectively they ensure that the investment of public funds via the development proposals means that the five themes emerging through the review and public engagement processes are addressed. The Investment Plan, its five themes and seven development proposals also provide an evidence base and direction for private sector investment in Larne Town Centre.

Riverdale Pop up park including green space, (seating, planting, events and play space) flexible work units, parking and programming for events to diversify and create activity in the town centre on the soon to be vacant site.

Increased Footfall

Pre cursor to residential led mixed use masterplan.

Vibrant Town Centre

Enhanced Gateway Site Enhanced Local Pride

Improved Public Spaces Increased Town Centre Population

Commercial & Business Town Centre Living Green & Public Spaces

A Refurbishment of Targeted Vacancy and Dereliction Targeted building refurbishment to remove blight and reoccupy vacant buildings e.g. apartments. Take advantage of regeneration opportunities which create a more attractive town centre environment, encourage town centre living, and protect and enhance the built heritage of the town centre.

Connections & Access Key Sites/Opportunity Sites

Retrofitting sustainable development Increased town centre population Increased town centre investment Improved building appearances Adding to mix of town centre uses Adding to mix of housing offer More vibrant town centre Reduced vacancy level Increased footfall

Commercial & Business Town Centre Living Green & Public Spaces

Connections & Access Key Sites/Opportunity Sites

30 / 31

Streetscape Improvements High quality streetscape to Town Centre streets, including Dunluce Street, Point Street and Lower Cross Street, encouraging footfall and creating a more attractive town centre environment.

Improved resident & visitor perceptions Increased footfall & dwell time Increased confidence and business growth Modal shift from cars to walking & cycling

Commercial & Business Town Centre Living Green & Public Spaces

Connections & Access Key Sites/Opportunity Sites

Town Centre Animation Development of a varied programme of high quality events to take place in and around the town centre, focusing on promoting inclusivity and creating new opportunities for life and activity. A series of events will ensure public realm areas are brought to life and make sure the town centre becomes a destination.

Increased Events Improved Perceptions Increased Footfall & Spend Increased Social Interaction Activity and Life to Town Centre

Commercial & Business Town Centre Living Green & Public Spaces

D Larne Town Centre Investment Plan and Strategy 2021-2031

Connections & Access Key Sites/Opportunity Sites

Underpass Environmental Improvements Environmental improvements and the introduction of uses to create a functional and safe space beneath the Harbour Highway will generate life, activity and encourage people into the town centre. A pedestrian crossing, on Bridge Street, linking the spaces underneath the Harbour Highway will encourage permeability and along with animation, such as art, lighting and events, will help to transform the space.

Increased Events Space For Meeting & Interacting Increased Footfall & Dwell Time Increased Perception of Safety Improved & Functional Space

Commercial & Business Town Centre Living Green & Public Spaces

Connections & Access Key Sites/Opportunity Sites

Improved River Path Connections An improved connection along the river to encourage movement and provide stronger connections between the town centre and surrounding areas, including the football stadium.

Improved Connectivity

Clearing the overgrown vegetation and improvement of wildlife habitat will turn the river into a focus along the connecting route, contributing to its value as a public asset.

Increased Footfall

Increased Perception of Safety

Improved Health & Well-being More Journeys on Foot & Cycle Increased Biodiversity

Commercial & Business Town Centre Living Green & Public Spaces

Connections & Access Key Sites/Opportunity Sites

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Lagoon Pop up waterfront including public space, (seating, decking, planting) and activation through water based activities. Opportunity for a programme of events to encourage use and make people aware of the lagoon and its biodiversity.

Increased Footfall

Pre cursor to residential led mixed use masterplan.

Improved Health & Well-being

Enhanced Gateway Site Enhanced Civic Pride

Increased Biodiversity

Commercial & Business Town Centre Living Green & Public Spaces

G Leadership Resourcing and Decision Making The updated Investment Plan for Larne complete with its themes and investment proposals establish a vision for the town centre and a framework to deliver on that vision. Once agreed by all the stakeholders and adopted by the Council focus must then be placed on implementation. The following table sets out an implementation plan for the 2021-2031 Larne Town Centre Investment Strategy. It has been developed based on the learning captured from the implementation of the 2010-2020 Larne Town Centre Masterplan and the collective experience of the Council and DfC regeneration teams. The implementation plan underpinning the delivery of the updated 2021-2031 Investment Plan is:

Larne Town Centre Investment Plan and Strategy 2021-2031

Connections & Access Key Sites/Opportunity Sites

Focus

Implementation Activities

Leadership

Ultimately the success and impact of the Investment Plan against the agreed vision for Larne Town Centre and the associated outcomes depends on the quality and experience of the leadership available to implementation processes and activities. The Leadership group will bring together the combined competencies, capabilities and Larne Town Centre knowledge of: • • • •

Mid and East Antrim Borough Council DfC’s Regeneration team Larne Renovation Generation Traders

They will come together as a Town Centre Forum which will lead and co-ordinate the delivery of the updated 2020-2030 Investment Plan. The Town Centre Forum will be responsible for the following elements of the implementation of the Investment Plan: • • • • • • • • Prioritisation

Prioritisation of development proposals Development of design options Technical assessment of proposals and associated Completion of all technical and legal assessment and compliance issues Costing agreed design options and bidding for the required capital delivery funding Procurement and contract management Communication and public engagement for both the Investment Plan and for specific development proposals Annual review and refinement of the Investment Plan

There are many factors to be considered when deciding which of the development proposals should be delivered and when. Good practice dictates that the team leading the implementation of the Investment Plan should revisit each of the proposals on an annual basis and revise implementation priorities based on the following factors: • • • •

Ownership and availability of the target site Willingness of the site owner to progress the development proposal Technical deliverability Capital cost and capital funding availability

It is proposed that an annual review of the Investment Plan is undertaken and that this is used to revisit and agree the priorities for the incoming year Review

Regular review must be a central part of the implementation of the Investment Plan. The Larne Town Centre Forum will undertake an annual review of the progress against the Investment Plan. The review process will entail: • • •

Communication

Review of progress against the Annual Delivery Plan Engagement with the public and town centre retailers and traders via online and face to face processes to confirm perceptions and any emerging issues Commissioning external evaluation for any significant capital project delivery (PPE)

Communication is key to effective implementation of any town centre investment and especially around the delivery of specific proposals .The Council has a Communications Department which was centrally involved in the public participation processes which informed this Larne Town Centre Investment Plan .The Town Centre Forum will work alongside the Council Communications Unit to develop an appropriate annual communication and engagement plan which will seek to maintain a high level of public awareness of the Investment Plan and its delivery.

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Larne – Project Implementation The Investment Plan Projects represent priority actions for the physical regeneration of Larne Town Centre between the period 2021 – 2031. Together they target key issues identified through analysis and are each positioned to catalyse a wider process of regeneration and investment. Responsibility for delivery will fall to local and central government, as well as the private sector, drawing upon the capacity, skills and responsibilities of each. It is therefore essential that each party works closely with one another though a centralized oversight and project management

body, helping to maximise coordination, continuity and synergies between investments. Design quality must remain an utmost consideration for each project, ensuring that any intervention is of a high quality, constituting a long-term investment in Larne that build investor confidence. Each project must also be designed in partnership with local stakeholders, ensuring that they have a genuine opportunity to help shape proposals and play their part in the process of transformation.

PROJECT

LEAD

Key Stakeholders

IMPLEMENTATION TIME FRAME

FINANCIAL SCALE

Riverdale

NIHE

M&EABC

2021 – 2031

£££

Refurbishment of Targeted Vacancy and Dereliction

DFC and Private Sector M&EABC

DFC NIHE

2021 – 2031

££

Streetscape Improvements

M&EABC

DFC DFI

2021 – 2031

££

Town Centre Animation

M&EABC

Private Sector Arts and Community Organisations

2021 – 2031

Underpass Environmental Improvements

M&EABC

DFC DFI

2021 – 2023

Improved River Path Connections

M&EABC

DFI Rivers Agency DFC

2021 - 2023

££

Lagoon

M&EABC

DFC Private Sector

2022 – 2026

££

[£ <1M, ££ 1-10M, £££ >10M]

Larne Town Centre Investment Plan and Strategy 2021-2031

8 Larne Town Centre Strategy This section of the updated Investment Plan for Larne Town Centre sets out the Town Centre Strategy for the 2021-2031 time-frame. The Town Centre Strategy focuses, largely, on revenue investment to help to develop the Larne Town Centre offer and the experiences it provides for local citizens who use it to access their retail requirements and services, the businesses who choose Larne town centre as a base for their commercial activity (retail and service) for people who work in and around the town centre and for those who visit Mid and East Antrim Borough and more specifically the attractions in an around Larne. The Town Centre Strategy has been developed based on: • Feedback from town centre users and businesses gained through the public engagement processes underpinning both the Updated Investment Plan and this Town Centre Strategy • The experience of Mid and East Antrim Borough Council’s Town Centre Support Team

It is recognised that the Town Centre Strategy has been developed at a point where Covid-19 restrictions are still in place with mid-2021 likely to be the starting point for any non-essential town centre trading activity with the possibility that hospitality services may being to operate sometime soon after. On that basis it is reasonable to assume that the initial focus of the Town Centre Strategy will be on supporting the town centre and its businesses to recover from the impacts of the global pandemic. However, given that this is a 10-year Town Centre Strategy it is important that the impact of Covid does not dominate the overall Strategy. The Larne Town Centre Strategy has been developed around five Areas for Intervention which align to the feedback from the combined public engagement processes and a review of a range of town centre performance data. The five Areas for Intervention are:

• The experience of DfC’s Regeneration Team

Larne Town Centre Strategy 2021-2031 Areas of Intervention

Covid Recovery

Branding, Promotion & Animation

Attracting, Supporting & Growing Business

Thriving Hospitality Sector and Night-time Economy

Repurposing Larne Town Centre

36 / 37

Larne Town Centre Investment Plan and Strategy 2021-2031

Facilitation of ‘spill out’ space and promotion of evening/night-time economy through provision of outdoor furniture, awnings, canopies, dividers and heaters.

Development of a parklets scheme; using on street parking bays to create space for café/pub alfresco provision where existing pavements are too narrow.

Putting people first: making Larne town centre more welcoming and functional through the provision of additional street furniture, additional mobile charging points, hand sanitisers and electronic bollards to create part time pedestrianised zones.

Entertainment zones: using appropriate space in Larne to create outdoor performance and cinema areas combined with the provision of outdoor games zones (including table tennis, large scale draughts/dominoes/chess. This will include examining mobile skateboard and scooter parks.

Animation activities: including provision of town centre audio systems and events and stage equipment for music festivals and ad hoc events

Shop front scheme: improve the presentation of existing shop frontage

Develop pop up exhibition space in vacant units and gap sites

Development of urban parks: at sites (infill/gap) which are available, strategically located and where schemes are affordable

Ambient lighting: including the provision of permanent character lighting schemes in key pedestrian areas

Programme of marketing support for traders including ‘shop local’ vouchers, town centre maps and the development of a website for each town

•

MEABC

This Plan will focus on a range of investments, activities and supports to bring about a confidence in people to use the town centre, enhance the town centre to provide activities, spaces and features which can be delivered in line with any restrictions associated with the global pandemic. Key activities will include:

Mid and East Antrim Borough Council with local partners in Larne will implement the Council led Covid 19 Recovery and Revitalisation Plan

•

Led by

Delivery Activities

Action DfC; Larne Traders Forum; Larne Renovation Generation

Supported by

Businesses are supported to sustain and grow and adapt to the post Covid 19 retail and commercial environment Larne builds as a stop off location on the North Coast route As part of the Town recovery Larne Town Centre develops as a hospitality and night-time offer

• • •

Desired Outcome(s)

Intervention Area 1 Covid Recovery

Themed Action Plan

DfC

Resources

Up to March 2022 (and subject to review past this timescale)

Timescale

38 / 39

Agree and resource an annual animation programme for Larne (events and festivals).

Continue to develop events round the coastal locations and water-based activities.

Build on Larne’s drama and arts.

Develop town centre promotions related to Larne Town FC matches.

Develop a literature offer based round the Town Hall and Carnegie Library Buildings.

•

Larne Town Centre has a range of spaces and places which can support the development of a range of events and festivals aligned to the Investment Plan vision and building on the capacity and capability of its people and community organisations. It is also recognised that the implementation of the investment plan will create additional opportunities.

Confirm a brand proposition linked to the Investment Plan vision and outcomes.

•

Agree a brand and annual communications plan for Larne Town Centre, aligned to the Council Tourism Strategy

MEABC

Led by

Local/ Town Centre Community & Arts Organisations

DfC

Supported by

Agreed brand in place and developed which is consistent with the new vision and outcomes Annual programme of events and activities developed and promoted creating reasons for people to visit Larne Town Centre and experiences which encourage them to return Build on Larne’s position on the coast and the North Coast route The town centre develops its offer through its heritage and strong community arts and creativity sector Improving public perception of Larne Town and Town Centre

Delivery Activities

• • •

• •

Action

Desired Outcome(s)

Intervention Area 2 Branding, Promotion and Animation

TBC over the duration of the implementation of the Town Centre Strategy but could include DfC, MEABC, Arts Council &Tourism NI

TBC over the duration of the implementation of the Town Centre Strategy but could include DfC, MEABC, Tourism NI

Resources

Ongoing

Short

Timescale

Larne Town Centre Investment Plan and Strategy 2021-2031

Develop a creative sector partnership to help animate and bring life to the town centre

Develop existing links with Arts and Creativity organisations in Larne Town and facilitate them to take a lead in an annual Town Centre Creativity, Animation and Engagement Programme.

Build on a programme of arts and creativity offers and packages around Larne Towns theatres and venues (the McNeill Theatre; the Carnegie Library and the Town Hall.

•

Liaise with local events promoters and the community sector (makers, arts, drama and music) to animate spaces in the run up to and during events.

•

Link the use (pop up) of vacant buildings and under used sites in Larne Town Centre to the proposed programme of events including cultural and sports.

•

Develop a programme of positive messaging and social media streaming linked to events, promotions, private sector investments (e.g., Hotel development) and implementation of individual elements of the Investment Plan.

•

Develop a pop-up programme to bring vacant units into use (linked to events and festivals)

Generate topical feed and content for the Larne page of the Council website and for all Council social media channels.

•

Develop a social media campaign providing positive messaging about Larne and its events, promotions and community

MEABC

Led by

Community Arts Organisations

Events Promoters and Community Arts Groups

Events promoters and private sector investors

Supported by

Delivery Activities

• • •

• •

Action

Desired Outcome(s)

Intervention Area 2 Branding, Promotion and Animation

DfC, Arts and Business

DfC, MEABC and ACNI

MEABC, DfC

Resources

Medium and ongoing

Short and ongoing

Timescale

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Examine mixed use models with community, arts, living accommodation and community health and well-being space.

Support social enterprises and community organisations to examine the development of Town Centre properties and sites for community use and the development of their social economy/sustainability models (perhaps using Community Asset Transfer for public owned spaces).

•

Examine town centre incentives for new businesses and expanding businesses if policy changes relating to Covid 19 recovery allow for such financial instruments

Effective use of social media Digital marketing and online commerce business processes Visual merchandising Effective grant and funding applications

•

Post the Council led Covid Revitalisation Programme develop a Larne retail/hospitality voucher scheme Align promotion offers to events and festivals (eg. Friends Goodwill, Larne Half Marathon).

This support should be available via a range of delivery formats with an emphasis on online content which owner managers can access when they need it.

• • • •

MEABC has undertaken a number of consultation events with retailers and traders in all its town centres including Larne. This should inform the focus and delivery formats for business support. Based on the most recent feedback from retailers and traders this should include support focused on:

Establish potential models for investment in Larne Town Centre derelict or vacant sites to provide solutions to workspace requirements building on the Ledcom success at Willowbank business Park.

•

Examine the potential for flexible/co-working space projects in Larne Town Centre; possibly as an extension of the LEA (LEDCOM) provision

Provision of town centre support programmes for retail and service businesses including support to adopt e-commerce and digital transformation strategies

Delivery Activities

Action

MEABC

Led by

DfC

DfC, Northern Regional College and the NI College Network

Ledcom, DfC

Supported by

Increasing rate of business start-up and survival in Larne Town Centre Larne Town Centre has an increasingly more diversified business and commercial sector Increased range of spaces places and facilities for people to work from or develop businesses in

• • •

Desired Outcome(s)

Intervention Area 3 Attracting, Supporting and Growing Businesses

Time investment

TBC over the duration of the implementation of the Town Centre Strategy

TBC over the duration of the implementation of the Town Centre Strategy but could include the UK Shared Prosperity Fund or Peace Plus Shared Space

Resources

Ongoing

Short and ongoing

Medium to Long

Timescale

Larne Town Centre Investment Plan and Strategy 2021-2031

Examine lighting approaches in design of public and civic space which contributes to a safer evening and night-time environment.

Examine approaches to creating a safe evening and night-time environment free from anti-social behaviour.

•

• • •

•

Pilot promotions linking visitors to the area with the town centre events and promotions.

Examine design approaches within the implementation of the Investment Plan which designs out challenges to safety. Carry out lighting audit to examine linkages to approaches routes to town centre and public transport.

Develop an education programme/campaign for teenagers beginning to engage with the Towns night-time economy. Create reasons for the family traffic coming or exiting on the Larne to Cairnryan route to stop in Larne Town centre and avail of its retail and hospitality offer. Develop hospitality packages with existing accommodation providers (e.g., the Ballygally Hotel, the proposed town centre hotel and glamping operators as examples.

Develop and annual night-time plan focused round the Towns arts and drama offer. Develop thematic promotions (seasonal and linked to organised events). Develop pilot pavement dining schemes. Develop a promotional package linking visitors to adjacent attractions with Larne Town Centre (Carnfunnock Country Park, the Gobbins and the North Coast route). Create maps and promotional materials linking visitors to hotels and attractions such as the Gobbins to Larne Town Centre. Resource a night-time economy development role.

Delivery Activities

Action

MEABC

Led by

DfC, PSNI, PCSP

PCSP, youth organisations including Education Authority Youth Service (EAYS) and Youth Voice DfC, Local business and community arts organisations.

Groups and organisations representing traders and the private sector in Larne Town.

Supported by

DfC

Tourism NI, MEABC

DfC, MEABC

PCSP

DfC

Resources

Medium to Long

Short and ongoing

Timescale

Larne is recognised as a destination town based on its hospitality and night-time offer Larne provides experiences through events and animation of its town centre which encourages people to visit and return Larne Town Centre is recognised as attractive and safe and a place people want to spend leisure time and to engage in social activities

• • •

Desired Outcome(s)

Intervention Area 4 Thriving Hospitality Sector and Night-Time Economy

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•

Provide an annual hospitality and experience making training programme for businesses and staff in the hospitality sector and for those in retail and events who provide experiences for visitors (in partnership with peer businesses across Ballymena and Carrickfergus.

Liaise with Larne Town Centre tourism focused and hospitality businesses to identify their support requirements (linking with similar initiatives in Ballymena and Carrickfergus) to identify specific skills support initiatives for the sector: Signpost to current provision from regional sectoral bodies and NI College Network. Commission bespoke training and mentoring support to address gaps and Larne specific requirements.

Delivery Activities

Action MEABC

Led by Tourism NI

Supported by

TBC over the duration of the implementation of the Town Centre Strategy

Resources

Short and ongoing

Timescale

• • •

Desired Outcome(s)

Intervention Area 4 Thriving Hospitality Sector and Night-Time Economy

Larne Town Centre Investment Plan and Strategy 2021-2031

Examine the potential for a LOTS Scheme to increase the availability and quality of town centre living accommodation.

Examine projects which repurpose underused and vacant commercial properties as flexible studio, creative and coworking spaces.

•

Promote mixed use development models, residential accommodation and creative, community or health and well-being space.

•

• •

•

• •

Invest in small scale capital projects to open up infill sites/space or address dereliction.

Develop a LOTS Scheme for Larne and promote the concept with property owners. Liaise with Social Housing providers to examine opportunities in Larne in former commercial/retail promises (possibly as part of a mixed use scheme).

Establish the ownership and status of vacant properties in Larne Contact owners to confirm intentions or willingness to release properties. Link potentially available properties with a range of community and social economy promoters/developers.

Develop a study on new approaches to mixed use Town Centre developments (drawing on repurposing best practice in other towns and regions). Examine the feasibility of such models in Larne Town Centre (based on leadership, need, potential mix, building availability and capital funding availability). Establish and facilitate a Project Board if a feasible mixed use project can be identified.

Create pocket parks. Examine the routes to the shore and to the football stadium and develop as attractive space incorporating access, walkways, informal leisure, biodiversity and interpretation.

Delivery Activities

Action

MEABC

Led by

DfC, NIHE and Social Housing providers

DfC

DfC, Public and private property owners

DfC, DfI, NIHE

Supported by

Vacancy and dereliction are reducing features of Larne’s Town Centre Larne Town Centre presents a range of options for people who want to live in the town centre Larne Town Centre is a supportive environment for creative and artisan makers and enterprises Innovative and creative approaches are used to repurpose green and civic space and create attractions to leisure and natural assets around and adjacent to Larne Town Centre

• • • •

Desired Outcome(s)

Intervention Area 5 Repurposing Larne Town Centre

TBC and dependant on the specific properties which are available

TBC and dependent on the specific properties which are available

TBC

DfC, MEABC, NIHE

Resources

Medium to Long

Short to Medium

Timescale

44 / 45

•

• •

MEABC

Led by

Community Sector networks and organisations

DfC, NIHE, DfI

Supported by

DfC, MEABC

DfC, NIHE, MEABC

Resources

Short to Medium

Medium to Long

Timescale

The Council will carry out annual reviews of the Town Centre Strategy and based on the additional information available when those annual reviews take place, the leadership and funding information for actions will be updated.

opportunities available to the stakeholders involved the implementation of the Town Centre Strategy will develop and emerge over its duration.

Review the current performance of the Larne Market Yard. Review the approach and strategies behind other models of Market Yards across the UK (trading, business development, artisan initiatives and events). Link the Market Yard annual programme to the Town Centre via promotions, complementary activities to support other initiatives and access ways and signage.

It is recognised that this Town Centre Strategy covers a 10‑year time frame. As a result, the organisations identified to lead or support on actions will change across that time frame. Equally the leadership on medium to long term actions will, in some cases, be identified during the implementation processes. Therefore, they should be treated as indicative. The identification of funders for actions should also be treated as indicative as the range of funding

Please Note

Examine how the market can be developed as a major attractor of footfall relating to retail, makers/artisan output and events/activities.

•

Introduce quality urban design to develop pockets of green and urban spaces to support meeting, casual leisure, family spaces and to support events and town centre animation.

Identify small spaces in and around Larne Town Centre (or connecting to it from the Lagoon, Coast and Football Stadium) to develop quality and inclusive spaces. Assess sites and develop a number of pilot schemes.

Delivery Activities

Action

• • • •

Desired Outcome(s)

Intervention Area 5 Repurposing Larne Town Centre

Appendices

Larne Town Centre Investment Plan and Strategy 2021-2031

Shop front / Gap site improvements

Events Space

Local Transport Hub

Tourist Information Centre

Development of new TIC in more prominent location associated with events space. Marketing of old TIC for leisure use such as restaurant / bar.

Relocation of bus station and ticketing facilities adjacent to Larne Railway Station. Relocation of bus stations.

Improve landscape edge and remove internal barriers to create functional open space.

Shop front improvements to key Main Street buildings and installation of creative hoarding to gap sites.

Public art installation in Larne Lagoon and tree and reed planting around edge. Public art on Circular Road Roundabout.

Larne Lagoon – Public Art

Planting of trees, reeds and aquatic plants around edge of Larne Lagoon. Planting of trees along Harbour Highway and installation of signage.

Larne Lagoon – Lagoon planting/ Signage

project description

PROJECT

£600,000 £700,000

£750,000

Mid and East Antrim Council European Sustainable Competitiveness Programme for NI 2007 - 2013

Translink Private developer

Mid and East Antrim Council European Sustainable Competitiveness Programme for NI 2007 - 2013

ReStore DSD funding Shop owner contributions

£150,000

£30,000 – £40,000

Mid and East Antrim Council Department of Culture Arts Leisure/ Arts Council

Larne Borough Council NIEA Natural Heritage Grant Programme

POTENTIAL FUNDING

£100,000 £500,000

£100,000 £300,000

POTENTIAL COST

1g Main Street improvements

High 1-2 years

Medium 2-4 years

1c Events Space

2k Cycle Hire centre 3a Circular Road reconfiguration

1d Transport Hub 1e Tourist information Centre

2a Harbour Highway Roundabout 3a Circular Road reconfiguration

Medium 2-4 years

2a Harbour Highway Roundabout 3a Circular Road reconfiguration

ASSOCIATED PROJECTS

High 1-2 years

PRIORITY/ TIMESCALE

In fact this TIC was closed and moved to the Gobbins site.

MEABC not aware of any progress.

Yes – Revitalisation Scheme

Public art installation on roundabout completed.

MEABC not aware of any progress.

COMPLETED

Appendix A Review & assessment of progress against the 2010-2020 Larne Town Centre Masterplan

46 / 47

Larne Town Centre Investment Plan and Strategy 2021-2031

PROJECT

Community Gardens

Main Street Improvements

Fire Station Relocation

High Street / Pound Street Redevelopment

Town Hall Refurbishment

East Main Street Redevelopment

Market Yard Refurbishment

Renovation and refurbishment of existing Market Yard to accommodate community and business functions.

Redevelopment of block between Main Street and Cockle Row to accommodate medium scale retail on Main Street ground floor and office / residential above. Residential development on Circular Road.

Renovation and refurbishment of existing Town Hall to accommodate community and social functions.

Redevelopment of prominent corner site for ground floor retail and upper floors residential. Parking accommodated to rear.

Relocation of fire station to lorry park at Waterfront with improved access onto A2 and A8 link road.

Road improvements to rationalise parking provision and pedestrian priority on Main Street.

Establishment of community gardens in open disused land.

project description

£1,500,000

£16,800,000

£3,000,000

£4,000,000

£4,000,000 £5,000,000

£250,000 £350,000

£20,000 £40,000

POTENTIAL COST

Mid and East Antrim Borough Council Possible grant aid: DETI / NIEA / IFI

Private developer funding

Mid & East Antrim Borough Council Possible grant aid: NIEA – Historic Building Grant

Private developer funding

NIFRS

DRD DSD Mid and East Antrim Council

Housing Executive Ulster Garden Villages Big Lottery Fund Spaces and Places

POTENTIAL FUNDING

High 1-2 years

High 4-5 years

High 1-2 years

Medium 2-4 years

High 1-2 years

Medium 2-4 years

PRIORITY/ TIMESCALE

1j Town Hall refurbishment

1g Main Street improvements

1l Market Yard refurbishment

2d Riverdale / High Street

1c Events Space

2b Broadway extension / redevelopment

2d Riverdale / High Street

ASSOCIATED PROJECTS

Yes – MEA to complete

Yes - MEA complete

Yes – Public Realm Scheme

COMPLETED

48 / 49

PROJECT

Harbour Highway Roundabout

Broadway Extension/ Redevelopment

Dunluce Street/ Point Street Redevelopment

Riverdale/High Street Redevelopment

Youth Centre

Urban Sports Park

Construction of skate park under Harbour Highway and adjacent to Youth Club

Conversion of Old Presbyterian Church

Redevelopment of north east quarter of site for office/residential mix and installation of associated public realm

Removal of central buildings and installation of public plaza. Redevelopment of surrounding buildings and provision of multi-storey car park.

Relocation of existing Murrayfield Shopping Centre and associated public realm and development. Construction of new road link between Main Street and Narrow Gauge Road and local transport interchange

Construction of new roundabout at main junction between Harbour Highway and town.

project description

£100,000 £200,000

£100,000 £300,000

£15,420,000

Mid and East Antrim Council Youth Service Big Lottery Space and Place

Mid and East Antrim Council Youth Service

Private Developer funding

Private Developer funding DSD

DRD

£180,000 – £200,000

£14,000,000

Private Developer funding

DRD Private Developer funding

POTENTIAL FUNDING

£6,000,000

£600,000 £800,000

POTENTIAL COST

Low 9-10 years

Medium 7-9 years

2e Youth Centre

2f Urban Sports Park

3d Laharna Retail Park

1c Events Space 1g Main Street Improvements

High 6-7 years

3a Circular Road reconfiguration

ASSOCIATED PROJECTS

High 6-7 years

PRIORITY/ TIMESCALE

MEABC not aware of any progress.

No but changes did occur as result of road realignment in the area

COMPLETED

Larne Town Centre Investment Plan and Strategy 2021-2031

PROJECT

Larne Lagoon Centre

Agnew Street/ Exchange Road Redevelopment

Community Garden

Events Space

Local Transport Hub

Rationalisation of parking layout. Development of cycle shop/hire

Resurfacing of car park, further tree planting and development of public realm around TIC

Extension of community garden with establishment of productive gardens

Redevelopment of old fire station site for residential to enclose street and rationalisation of parking to rear. Redevelopment of Exchange Road frontage

Construction of Larne Lagoon building to be used as visitor centre or alternatively some leisure use.

project description

£400,000 – £500,000

£250,000 £350,000

£3,500

£2,400,000

£2,900,000

POTENTIAL COST

Translink Private Sector

Mid and East Antrim Council Big Lottery Space and Place

Housing Executive Ulster Garden

Private Developer funding

Private Developer funding Public/Grant Funding

POTENTIAL FUNDING

Medium 7-9 years

Low 9-10 years

PRIORITY/ TIMESCALE

1d Transport Hub

1c Events Space

3b Riverdale redevelopment

1h Fire Station relocation

3a Circular Road reconfiguration 3c Circular Road Redevelopment

ASSOCIATED PROJECTS

MEABC not aware of any progress.

COMPLETED

50 / 51

PROJECT

Circular Road reconfiguration

Riverdale Redevelopment

Waterfront Redevelopment – Circular Road

Laharna Retail Park Redevelopment

Events Park

Development of Events Space into more permanent Events Park

Replacement of existing retail park with attractive and well-designed street frontage overlooking event space, containing retail on the ground floor with residential above and capacity for medium sized stores

Redevelopment of land reclaimed from Circular Road reconfiguration from leisure redevelopment (Gateway Centre)

Redevelopment of site including removal of existing buildings and replacement with landmark hotel, mixed use retail/leisure/residential and associated public realm

Replacement of existing road structure to remove heavily engineered system including roundabout and rationalisation of road layout.

project description

£300,000 – £400,000

TBC

£2,000,000

POTENTIAL COST

Mid and East Antrim Council

Private Developer funding

Private/Public partnership

DRD Private Developer

POTENTIAL FUNDING

Low 14-15 years

Medium 12-14 years

High 11-12 years

PRIORITY/ TIMESCALE

1c Events Space 1e Tourist Information Centre

1c Events Space

1h Fire Station relocation 3a Circular Road reconfiguration

1i High Street/Pound Street 2d Riverdale/High Street

3c Waterfront Redevelopment – Circular Road

ASSOCIATED PROJECTS

MEABC not aware of any progress.

Not to date

COMPLETED

Appendix B Strategic Context for the Larne Town Centre Investment Plan A range of local and national strategies and policies have been examined to establish the context within which the Larne 10 Year Investment Plan and Town Centre Strategy is shaped and the strategies and policies reviewed are listed below: STRATEGIC DOCUMENT Northern Ireland Programme for Government/Outcome Delivery Plan New Decade New Approach Department for Communities Operating Plan 2019-20 Retail NI – Regeneration NI Creating 21st Century Town and City Centres Mid & East Antrim Community Plan Mid & East Antrim Corporate Plan Mid & East Antrim Local Development Plan Amplify – Economic Development Strategy Mid & East Antrim Tourism Strategy

While the Larne 10 Year Investment Plan and Town Centre Strategy is aligned with many strategies, those with particular relevance are described below.

Northern Ireland Programme for Government There is no formal Programme for Government in NI due to the absence of the executive 20182020, the NI Civil Service Outcomes Delivery Plan (ODP) became a key strategic document, setting out the actions that departments had put in place to give effect to the objective of improving wellbeing for all by tackling disadvantage and driving economic growth.

Larne Town Centre Investment Plan and Strategy 2021-2031

The ODP is based on the Northern Ireland draft Programme for Government Framework 20162021 which contains 12 strategic outcomes supported by 48 indicators that cover a wide range of areas. These include: creating an environment in which opportunity can flourish in economic, social and cultural terms as a way to develop the region’s appeal as a place for business and as a tourist destination.

The ODP (2019) A key feature of the ODP 2019 is collaborative working between organisations and groups, whether in the public, voluntary, or private sectors. It is a Programme in which the development of projects such as the investment plan for Larne can play an active part in contributing to the stated outcomes which include: • Outcome 1: We prosper through a strong, competitive, regionally balanced economy • Outcome 2: We live and work sustainably – protecting the environment • Outcome 3: We have a more equal society • Outcome 4: We enjoy, long, healthy active lives • Outcome 7: We have a safe community where we respect the law and each other • Outcome 10: We have created a place where people want to live and work, to visit and invest • Outcome 11: We connect people and opportunities through our infrastructure The investment plan will revitalise and regenerate the town centre, will contribute to a reduction in the vacancy rate, will create a more attractive and safer environment, will include a focus on green/sustainable developments, provide facilities that contribute to the health and well-being of citizens and provide opportunities for economic development. It will also act as a catalyst to encourage further private sector investment in the area.

New Decade New Approach With the restoration of the Northern Ireland Executive the New Decade New Approach was published in January 2020 and set out a number of priorities that were agreed for the restored Executive.

Investing for the future to ensure Northern Ireland is equipped to harness opportunities and drive sustainable productivity, including opportunities for future trade as we leave the EU. A top priority of the Executive will be to develop a regionallybalanced economy with opportunities for all. The Executive will invest strategically in ensuring that NI has the right mix of skills for a thriving economy. To boost the economy, the Executive will drive the delivery of essential infrastructure projects. The Executive will make it a priority to realise the economic potential offered by City Deals for the Belfast Region and Derry/Londonderry, including through match capital funding for infrastructure, regeneration and tourism projects. Accepting that the Programme for Government/ODP and New Decade New Approach are the national policy frameworks; the Larne 10 Year Investment Plan and Town Centre Strategy presents a practical way to translate the vision set out onto the ground and translate it into tangible benefits (outputs and outcomes) for the residents of Larne and the surrounding area. Specifically, it has the potential to contribute to the outcomes outlined above.

Department for Communities Business Plan 2019/20 The Department for Communities delivers a wide range of services to the public which will impact the lives of most people at some point to support people, build communities and shape places. The draft Business Plan 2019/20 reflects the department’s key priorities and actions for the period. It highlights the key departmental responsibilities including: • Promoting work, well-being and fairness • Supporting people to find work

This restated the purpose - Improve well-being for all - by tackling disadvantage and driving economic growth. The defined outcomes are reflective of the Programme for Government framework. The priority with particular relevance to the Larne 10 Year Investment Plan is:

• Bringing communities together and delivering programmes that target social need through social, economic and physical regeneration of cities, towns and villages The strategic objectives include the need to develop more engaged and improved communities, achieve lower levels of economic inactivity and unemployment and support people to achieve their full potential.

52 / 53

The Larne 10 Year Investment Plan and Town Centre Strategy will contribute to the department’s objectives across all three key priorities. It will contribute to the economic and physical regeneration of Larne town centre encouraging increased footfall, enterprise development and improved health and wellbeing for citizens

Retail NI – Regeneration NI Creating 21st Century Town and City Centres

The report sets out many proposed policy priorities for retail development that Retail NI would like central and local government to adopt including: • Coordinated town centre regeneration policy • That local councils focus on town centre/high street plans • Effective use of technology and adoption of smart technology strategies and street technologies to assist retailers • The need for strategic investment in town centre infrastructure and public realm

The theme of this report is regeneration and how to create 21st century town and city centres. It emphasises that regeneration of ideas and approaches is as important as regeneration of physical assets and resources.

The Larne 10 Year Investment Plan and Town Centre Strategy addresses the call from Retail NI for a proactive, strategic approach to support the regeneration and development of retail in the town centre.

Mid and East Antrim Community Plan 2017-2032

Sus ta and inable Tou Job rism s

En vi Ou ro r nm en t A

as re

c Fo

Key Ar

ea so f

s cu

Ke y

th al ng He ei d llb oo e G dW an

Larne Town Centre Investment Plan and Strategy 2021-2031

Comm un and C ity Safety ohesi on

Mid and East Antrim will be a strong, vibrant, safe and inclusive community, where people work together to improve quality of life for all.

f Foc

in ss n e r o og cati r P du E

so rea

Key Are as o fF

reas of Focus

oc us

K ey A

‘Mid and East Antrim will be a strong, vibrant, safe and inclusive community, where people work together to improve the quality of life for all’

The Plan identifies five priority themes: • Sustainable jobs and developing our tourism potential • Good health and well-being • Progress in education and improving aspirations for all • Improving community safety and cohesion

• Open space developments and recreational developments to support more active lifestyles. • Scoping and identification of the most vulnerable places within the borough. • Public shared space developments. • Explore potential for development of additional cycle infrastructure.

• Our environment

• Create safe walking routes to schools and colleges.

Identified activities which the Larne Investment Plan might contribute to include:

• Connect existing walking and cycling routes to encourage less dependency on cars.

• Urban and rural regeneration: actions to help revitalise our main town centres and rural economies and development of an evening economy.

• Extend the scope of the planned audit of green space across the borough to include brownfield sites in conjunction with the local development plan.

• Place promotion: an initiative to develop promotional material which can be used to sell the area as a place to live, work, study, visit and invest in.

• Promote ‘Highway to Health’ to publicise the facilities we have access to.

• Creating greenways/pathways between areas, and reclaiming existing outdoor spaces including the development of an Urban/ Community Growing Strategy to include the development of allotments.

54 / 55

Mid and East Antrim Corporate Plan 2019-2023 The MEABC Corporate Plan is consistent with the Programme for Government aims of improving well-being for all by tackling disadvantage and driving economic growth. It is also aligned to the Regional Development Strategy and connects to other Council led plans including the Community Plan, the Local Development Plan and the Performance Improvement Plan. The Corporate Plan identifies the following vision and key strategic themes:

The main objectives with which the Larne Investment Plan aligns include: • Attracting more visitors to stay longer and spend more • Creating a compelling tourism and economic proposition by developing and investing in unique heritage and assets • Delivering high quality places where people want to live, work and invest • Improving and sustainably manage the environment

Larne Town Centre Investment Plan and Strategy 2021-2031

• Encouraging people to value the natural environment and built heritage, by enhancing responsible access to it and promoting the benefits it offers for health and well-being • Improving community safety and confidence to enable people to feel safe and have a sense of belonging to their area • Enabling people to live longer and healthier lives • Enabling older people to be active

Mid and East Antrim Local Development Plan The vision for the Mid and East Antrim Local Development Plan (LDP) is:

‘Mid and East Antrim will be shaped by high quality, sustainable and connected places for people to live, work, enjoy, invest and visit, so as to improve the quality of life for all’ Larne is situated in a strategic coastal location. It provides strong linkages between NI and Scotland. Its road and rail links form part of the Trans-European Networks. Its position on the Causeway Coastal Route has potential to create a centre for tourism. The LDP identifies Larne as one of the three main towns in the Council area. It suggests that the focus of major population growth and economic development should be in the three main towns of Larne, Carrickfergus and Larne, strengthening their roles as the prime locations for business, retail, housing, administration, leisure and cultural facilities within the M&EA Borough. The Larne 10 Year Investment Plan and Town Centre Strategy will support the aspirations set out in the LDP.

Amplify – Growing the Economy of Mid and East Antrim Amplify is the economic development strategy for Mid and East Antrim. The strategy identifies five key economic strategic priorities: • Enterprise and Entrepreneurship • Innovation • Skills • Infrastructure • Inclusion and Well-being Of particular relevance to the proposed Larne Investment Plan are strategic priority 1, Enterprise and Entrepreneurship and strategic priority 4, Infrastructure. The stated rationale and objectives for these priorities are:

1. Enterprise and Entrepreneurship Rationale • Too much reliance on a small number of employers • Need more start-ups and growth from indigenous firms • Need to attract more business investment into the area Objectives • Increase birth rate and growth of local firms • Create a culture of enterprise in the business and education system • Grow the indigenous business base and attract new inward investment

4. Infrastructure Rationale • Untapped potential of local environment and assets and need to regenerate towns and villages • Need to use land and property assets better to showcase and promote the Borough for investment

56 / 57

Objectives • Improve profile of the Borough for investment and tourism

Mid and East Antrim Tourism Strategy - 2017

• Improve start-up accommodation/grow-on space and superfast broadband connectivity

The Tourism Strategy 2017 sets out that the primary tourism offer of Mid and East Antrim as a destination that is based around the Causeway Coastal Route. All other tourism assets and experiences offered in Mid and East Antrim should align with, support and benefit from this association.

• Improve towns and villages and east-west connections The Larne Investment Plan clearly aligns with these strategic priorities and translates the economic vision of the Amplify Strategy to active regeneration that will support the wider strategic actions.

The report identifies five key strategic themes (including the focus on the Causeway Coastal Route) that will reinforce tourism delivery and economic development objectives: • Theme 1: Causeway Coastal Route • Theme 2: Culture & Heritage • Theme 3: Events and Festivals • Theme 4: Destination Marketing • Theme 5: Destination Development and Management Larne with its port is a gateway to the region and sits along the Causeway Coastal Route. It is identified as a stop off point along the route. The proposed investments through the 10 year Investment Plan and Town Centre Strategy aligns with the objectives of the Tourism Strategy and will contribute to the destination marketing, development and management, increased levels of footfall and an enhanced visitor experience.

Larne Town Centre Investment Plan and Strategy 2021-2031

Appendix C Public Engagement Process Analysis The context for the public engagement with the general public is set within the 2020 COVID-19 restrictions. Given these restrictions the engagement process was carried out online (using a Survey Monkey template) and via telephone follow up (carried out by the Venture International Limited’s survey team). An analysis of the 141 respondents confirms that the 52% (73) were females and 35% (49) were males. The majority of respondents (106) were in the age group 25-65. The public engagement process builds on the feedback provided by retailers and traders. The overall extent of public engagement in the Larne Investment Plan (update) and Town Centre Strategy is set out below: CATEGORY

NUMBERS

Retailers/Traders

Public

141

Total

Rating Larne Town Centre The respondents were asked to rate Larne town centre against a range of 10 factors with 1 being very poor and 5 being very good. The graph below sets put the response and weighted averages against each factor: As would be expected respondents expressed a range of views across the factors, the highlights were: •

The majority of respondents 46% (52) consider facilities to be average with 43% (48) considering them to be below average.

•

The retail mix is in the main considered to be below average with 61 respondents (55%) rating them poor or very poor. The response on promotional activity reflects a similar view.

•

Destination stores were also rated below average by 69 (63%) of respondents.

•

There were particular negative responses in relation to the tourist offering and the evening economy 83 (74%) and 101 (90%) respectively considering these to be poor or very poor.

•

89% (85) consider parking to be average or better with 48 (50%) rating it good.

•

The customer experience is considered positively with 87 (62%) rating average or better and 49 (35%) good or very good.

•

Ease of use is also rated positively with 98 (88%) rating average or better and 55 (50%) good or very good.

•

The quality of the environment is perhaps the most balanced with 52 rating average, 23 good or very good and 37 poor or very poor.

178

As part of the survey respondents were asked to confirm their perception of Larne in 2021. It was acknowledged that this process was being completed during the COVID-19 pandemic and that the impact of the pandemic on the town was accepted. However, respondents were asked to base their responses on their experiences of Larne over the past five years and not base it solely on their experiences in 2020.

58 / 59

Factors & Scores

Score (out of 5)

4.00

3.00

2.00

1.00

0 Facilities

Retail Mix

Parking Provision

Destination Stores

Customer Experience

Ease of use

Promotion Quality of Activity Environment

Tourist Offering

Evening Economy

Full details of the responses are outlined in the tables below:

Retail Mix

No. of Respondents

Facilities

30 20 10 0

Very Good

Good

Average

Poor

Very Poor

Rating

Larne Town Centre Investment Plan and Strategy 2021-2031

Very Good

Good

Average

Rating

Poor

Very Poor

Destination Stores

No. of Respondents

Parking Provision

30 20 10 0

Very Good

Good

Average

Poor

Very Poor

Very Good

Good

Rating

Very Poor

Poor

Very Poor

Poor

Very Poor

Ease of Use

No. of Respondents

Poor

Rating

Customer Experience

30 20 10 0

Very Good

Good

Average

Poor

Very Poor

Very Good

Good

Rating

Average

Rating

Promotion Activity

Quality of Environment

No. of Respondents

Average

30 20 10 0

Very Good

Good

Average

Rating

Poor

Very Poor

Very Good

Good

Average

Rating

60 / 61

Evening Economy

No. of Respondents

Tourist Offering

30 20 10 0

Very Good

Good

Average

Poor

Very Poor

Very Good

Good

Rating

Average

Poor

Very Poor

Rating

Respondents were asked which of the following factors are most in need of improvement and to rank the top three in order of importance (1 = top priority, 2 = 2nd priority, etc.) The following table sets out the detailed results and rankings for all of the factors and identifies that the choice of shops and services is clearly seen as a priority by the majority of respondents with town centre vibrancy and dereliction seen as the second and third priorities. STRATEGIC DOCUMENT

Rank 1

Rank 2

Rank 3

Total

% AGE

Priority Order

Town centre vibrancy

55%

1st

Choice of shops and services

35%

2nd

Evening economy

30%

3rd

Vacancy rates

28%

4th

Town centre marketing/branding

22%

5th

Dereliction

21%

6th

Accessibility

12%

7th

Footpaths

8th

Cleanliness/litter

9th

Car parking provision

10th

Business support

11th

Events/festivals/markets

12th=

Crime/anti-social behaviour

12th=

Footfall

14th

Recycling

15th

Signage

16th=

Opening hours

16th=

Larne Town Centre Investment Plan and Strategy 2021-2031

Vision Respondents were asked to provide the three main reasons why you went into and spent time in Larne Town Centre over the past five years. A review of the responses confirm that the main reasons were: • Shopping • Convenience, accessibility and that it was local • Socialising and hospitality

The main reasons that respondents identified for going to Larne town in the future were: • Shopping • Socialising and hospitality • Access to services

Shaping Our Proposals

• Access to services

The respondents were asked to consider the various proposals for development of the town and to provide views on

Respondents were also asked to describe their vision for Larne by 2030 and what type of town they want it to be. The common themes that emerged are that Larne would be:

1. What they liked about the proposal; and 2. What they would add or change

• Welcoming and inviting

The main areas of feedback are outlined below:

• Bright, clean and attractive • Bustling and optimistic • Offer variety • Environmentally Friendly • Caring, inclusive, diverse and safe

Proposal 1: Riverdale What they liked about the proposal

What they would add or change

The green space

Sustainable planting

The pop-up park

Improved river walk

That the project provides good linkage

Free parking

The potential for regeneration

Demolish the flats Include seating areas More disability access

62 / 63

Proposal 2: Shopfront Improvements What they liked about the proposal

What they would add or change

The response was overwhelmingly positive and respondents emphasized the importance of:

Demolish derelict buildings

•

Regeneration

Save older buildings

•

Reduced vacancy rates

Should clearly identify targeted areas

•

A more attractive town

Healthy balance between retail, restaurants & housing

•

Increased town centre living

Introduce green areas, murals and design

Proposal 3: Streetscape Improvements What they liked about the proposal

What they would add or change

Will encourage refurbishment

More trees and planting

Improve the look and feel of the town

Disabled parking

Considered a waste of cash, average and tacky

Pedestrianisation

More worked needed

Lighting

Tacky and low budget

Keep in proportion Considered second to other projects

Proposal 4: Town Centre Animation/What areas could or should be used to host events Main areas identifieD

Type of events that could be hosted

Broadway

Sports

Town Park

Festivals eg. Halloween

Market Yard

Music, arts and theatre

Riverdale and Main Street

Local, speciality markets eg. farmers, Christmas Multicultural events

Larne Town Centre Investment Plan and Strategy 2021-2031

Proposal 5: Underpass Environmental Improvements Main features identified

What they would add or change

Good use of space

Proper lighting

Good town linkage

Green infrastructure

Safer for pedestrians

More art/get local schools and youth groups involved

Improved functional space

Make more accessible

Not ambitious enough, low budget Hope it won’t become a hotspot for antisocial behaviour and crime

Proposal 6: Improved River Path Connections Main features they liked

What they would add or change

Improve the look of the area

Children’s play areas

Will give easier access particularly to football stadium

Artwork

Improved connections and wildlife

Lighting and seating

Opportunity for walking and cycling

Cycle path

Pedestrian crossing

Signage Allotments

Proposal 7: Larne Lagoon Main features they liked

What they would add or change

The area needs improvement

Pathway for walkers

Considered an underutilised asset

Disabled access

Recreation and the introduction of water sports

Build a marina

Encouraging outdoor activity

Would be better if the seafront was updated

Some see it as unrealistic

Concerns about biodiversity and wildlife

Safety concerns

64 / 65

Direction Provided on the Draft Investment Plan Proposals and Town Centre Strategy The 141 respondents provided direction on their perception of the vision for Larne Town Centre combined with their reaction/ direction on the Draft Investment Plan proposals.

•

Welcoming and inviting

•

Bright, clean and attractive

•

Bustling and optimistic

•

Caring, inclusive, diverse and safe

They identified their main motivations for visiting Larne Town Centre to be shopping, socialising, hospitality and access to services. From their viewpoint they see the town’s main role as continuing to fulfil these functions. However, it is clear that there is a high level of consistency in relation to how Larne should develop across the Investment Plan time-frame and how it should be perceived. It is clear that this feedback is very much around a town in transition. The key pointers (with a significantly high level of consensus around them) were:

•

Offering a variety (anecdotally of retail but also experiences)

•

Environmentally friendly

From the perspective of the Draft Investment Proposals the majority of the comments were positive in relation to the seven proposals. They validate the proposed direction of the Investment Plan and its draft proposals. The most significant feedback (with sufficient frequency from respondents) to merit consideration is in respect of Proposal 3 (Streetscape Improvements) is that the investment proposals ‘are tacky and low budget’.

Larne Town Centre Investment Plan and Strategy 2021-2031

Appendix D Retailer and Trader Feedback The context for the public engagement with retailers and traders is set within the 2020 COVID-19 restrictions. Given these restrictions the engagement process was carried out online (using a Survey Monkey template) and via telephone follow up (carried out by the Venture International Limited’s survey team). Mid and East Antrim Borough Council (the Council) provided a database for traders and retailers in Larne.

A review of this table confirms that the process (despite the challenges presented by the COVID-19 restrictions) returned a response rate of 42%. An analysis of the 37 respondents confirms that the majority (47%) were in the retail sector, with 22% in the services sector and 19% in the hospitality and entertainment sectors. The table below sets out the distribution of respondents by their main sector of business activity:

The following table sets out the response rate achieved through the online and telephone follow up engagement processes: Factor

OUT-TURN

Original list

106

Actual or available businesses

Surveys complete

% Response rate

42%

Main Business Type

Percentage of respondents

50 40 30 20 10 0 Retail

Groceries

Services (eg. health beauty, legal financial)

Eating or drinking establishment (eg. cafe, pub, restaurant)

Entertainment or leisure

Other (please specify)

(eg. cinema, leisure centre, arcade)

66 / 67

How Many Years Has Your Business Been Trading? The table below establishes the number of years that respondents have traded in Larne. An analysis of the responses confirms that 64% have over 10 years’ experience of trading in Larne. This affords them with an understanding, over a significant time frame, of how the Town Centre dynamic, characteristics and performance has changed and the challenges (existing and emerging) that they face operating a business in the town.

<1 year

2.78%

1-4 years

11.11%

5-9 years

22.22%

>10 years

63.89%

Due to the COVID-19 Pandemic Did You Apply for or Receive Government Support? The public engagement process was required to recognise that the retailers and traders were being engaged during the 2020 COVID-19 pandemic. Recognising that wider support has been made available through the Executive and through fiscal policy and business support decisions made in Westminster it was reasonable to confirm if businesses in Larne Town Centre had accessed any of the COVID-19 supports. The following table confirms the position for the respondents:

Response

Yes

No, I did not apply

I did not receive all the supports I applied for My business was not eligible for any of the Government Support Schemes

Percentage of respondents

Larne Town Centre Investment Plan and Strategy 2021-2031

100

An analysis of the table confirms that almost 90% of the respondents had received assistance with most of the balance not making an application to any of the assistance schemes. The table below confirms the forms of assistance that had been applied for:

If ‘Yes’ please tick all that apply

Business Support Programme COVID Small Business Grant (up to £10,000 for all businesses with a Rateable Value of up to £15,000)

Response

Hospitality, Tourism and Retail Sectors Grant Scheme (up to £25,000 for companies in these sectors with a Rateable Value of £15,001 - £51,000 NI Micro Business Hardship Fund (businesses with fewer than 10 employees and not eligible for either of the above grant schemes) Business Rate Relief

Creative Support Fund (a £1.5m package to support creative projects including the Artists’ Emergency Fund)

Other (please specify)

100

Percentage of respondents

The Covid Small Business Grant (up to 10K) was the main form of assistance accessed for almost 94% of respondents. This would be expected given the criteria associated with the Small Business Grant Programme and the size of the majority of the retailers/traders in Larne. It also confirms that there was a high level of awareness (and hence a high level of applications) which reflects well on Council/DfC communication with the enterprises to ensure that they had knowledge of how to access the support available to them during the Pandemic.

How Would You Compare Your Current Turn Over to Pre COVID-19? An analysis of the responses confirms that 61% are experiencing reduced or significantly reduced turnover compared to two years ago with 59% reduced or significantly reduced turnover compared to five years ago. The feedback over both a two year and five-year time frame confirms that the majority of businesses (almost two thirds) are experiencing challenges to the financial performance of their business based on their turnover. Given that the feedback is comparable across an analysis of both the two and five year time frames this is a trend rather than a short term/ one off dynamic.

68 / 69

The following table set out a summary of their responses:

Percentage of respondents

100

The same Reduced

Significantly reduced

60 40 20 0 5 years ago (if applicable)

2 years ago

If You Are Part of a Chain How Are You Currently Trading Compared to the Company’s Regional/National Average? Five of the retailers/traders which responded are part of a national/regional chains. Four of them indicated that they are trading in line with the performance of their peers across the region or nationally, with one indicating that they are trading above it. This indicates that the challenges experienced by traders/retailers in Larne are similar to those experienced by their peers in other similar town nationally.

Last year

What Are Your Businesses Future Plans for Ongoing Trading in Larne Town Centre The following table sets out respondents thinking around their future plans for trading in Larne town centre: It is encouraging that 97% propose to continue trading from their current location in Larne Town Centre, only one of the respondents said that they are likely to close in the near future. Given the tough trading conditions experienced by retailer/traders (both the competition from online retailers and recently COVID-19 restrictions)

What are your business’s future plans for ongoing trading in Larne Town Centre?

Larne Town Centre Investment Plan and Strategy 2021-2031

Remain in current premises

97.14%

Expand

Move premises within Larne

Move/relocate away from Larne

2.86%

the commitment of the existing town Centre businesses to a Larne Town Centre location must be recognised. This is a clear strength for both the Town and the Borough.

Does your business have or use online promotion? 37% of the respondents indicated that they have an online presence; with only one business indicating that it has an e-commerce revenue stream through online selling. 67% of the businesses use social media (largely Facebook) to promote their business. This appears a relatively low level of use of online, social or digital approaches for promotion and may be an area where Council and its partners want to increase awareness and develop the capability of business owners/staff. Retailers/traders in Larne Town Centre cannot ignore the potential to diversify revenue streams and their customer base using online promotional strategies which complement/support their conventional business models.

Is Your Business Planning to Use Online or Digital Approaches? 40% of the respondents have indicated an interest in developing an online presence; significantly none indicated that they would migrate to selling online. Given the challenges presented by COVID-19 and the wider challenges to Main Street/High Street retailing this is perhaps surprising. As per the comments above (relating to online/social/digital promotion strategies) it is important for both the sustainability of the enterprises and Larne Town Centre that as many of the enterprises which lend themselves to e-commerce business models diversify their existing/conventional business models.

My overall perception of Larne Town Centre The following table sets out the respondents’ perceptions of Larne Town Centre in 2020: Whilst the majority of respondents are committed to retaining their business in Larne Town Centre it is clear that they view the overall presentation and functionality of Larne as a limitation; 52% rate the Town Centre as Average at best with 22% as either Poor or Very Poor. The Investment Plan and Town Centre Strategy must identify actions which can reverse their perceptions over the medium to long term.

My overall perception of Larne Town Centre is

Very good

Good

29.09%

Average

45.45%

Poor

12.73%

Very poor

12.73%

70 / 71

Opinion of Larne Town Centre Respondents were asked to rate their opinion of Larne Town Centre against a range of 16 factors. The following rating scale was used: Significant strength

Strength

Acceptable

An issue

A significant issue

The following table sets out their responses: 80

60 50 40 30 20 10

A review of the response confirms the following: • •

The performance of the Town Centre against all of these factors is acceptable at best From the perspective of retailers and traders in the Town Centre they can see the dereliction and vacancy rates are the two main concerns; almost 74% of people feel that dereliction is a significant issue and 69% are of the opinion that vacancy is a significant issue

Larne Town Centre Investment Plan and Strategy 2021-2031

Dereliction

Vacancy rates

Organised events

Green space

Public/events space

Vandalism

Levels of anti-social behaviour

Safety

Street signage

Lighting

Accessibility, mobility

Traffic flow

Pedestrian friendliness

Street cleanliness

Street surfacing

0 Street maintenance

Percentage of respondents

The following are perceived as a significant issue or an issue by respondents: •

For almost 20% organised events (or lack of) is perceived a significant issue and for just under 60% an issue

•

The lack of green space is perceived as a significant issue for 4% and an issue for 62% of the respondents

•

Accessibility including mobility, parking and public access are perceived as significant issues for 8% of respondents and an issue for 53% of them

Only 2 issues were seen as a significant strength; 17% of respondents indicated that pedestrian friendliness was a strength and 2% identified accessibility as a significant strength. It is clear that the Town Centre isn’t performing particularly well against any of the factors from the perspective of retailers and traders. This feedback provides direction for the Investment Plan and Town Centre Strategy and begins to identify priority areas which will be required to address including; vacancy, dereliction, presentation of green space, lack of organised events and general accessibility.

Rating Larne Town Centre The respondents were asked to rate Larne Town Centre against a range of 10 factors with 1 being very poor and 5 being very good. The graph below sets put the response and weighted averages against each factor: Only two factors were scored at four or above out of five (evening economy at 4.6 out of 5 and tourist offering at 4.1 out of 5). If it is assumed that 3 would be the average/acceptable rating, only 3 other factors perform at that average i.e. promotional activity, parking provision and quality of the environment. From a retail perspective the fact that facilities, retail mix/offer, destination stores, customer experience and ease of use all score between 2 and 3 indicates that significant additional investment or actions are required via both the Investment Plan and Town Centre Strategy to address the poor performance of these aspects of Larne Town Centre.

How would you rate Larne Town Centre for the following?

3 2 1

Evening economy

Tourist offering

Quality of environment

Promotional activity

Ease of use

Customer experience

Destination stores

Parking provision

Retail mix/offer

0 Facilities

Rating (out of 5)

72 / 73

Providing Direction for the Investment Plan and Town Centre Strategy The outputs of the retailers and traders survey provides direction for the Larne Investment Plan and Larne Town Centre Strategy (2020-2030). This must be seen in context with a range of feedback from engagement processes underpinning the development of both the Investment Plan and Town Centre Strategy. This includes: •

A review of the progress against the actions set out in the existing Investment Plan

•

Input from the Elected Members for the Town

•

Feedback and direction from the wider public through a range of forthcoming virtual public engagement processes (carried out virtually due to the restrictions on public meetings presented by COVID-19)

The outputs of all of these processes will provide direction for both the Plan and Strategy.

Investment Plan The Investment Plan focuses on identifying capital projects in and around the Town Centre which can address issues, challenges, weaknesses and opportunities identified by the range of engagement processes. They are projects which can help to deliver on the visions set out in the Investment Plan and Town Centre Strategy.

•

Examine opportunities to support more people to live in the Town Centre

•

Creates green and informal recreational space in and around the Town Centre adding to the existing parks

•

Improve the quality of street surfacing; especially on streets leading to and from the Main Street and on streets where there is a high level of vacancy

From the perspective of developing the Town Centre Strategy (2020-2030) the feedback from retailers and traders highlights several themes or areas which the Town Centre Strategy should seek to address. These include: •

Providing ongoing business development support for retailers and traders; specific emphasis to be placed on the development of Business Recovery Plans and Diversification Strategies

•

Supporting business owners and key personnel to develop the skills and competencies required to effectively implement actions in their business recovery and diversification strategies

•

Placing specific emphasis on the development of competency in the areas of social/ digital media promotion and integration of e-commerce revenue streams as part of the retailers’/traders’ business model

•

Development of a strong Annual Events Plan; particularly pilot schemes to animate and repurpose derelict sites and vacant commercial properties

•

Identify new models of private and social housing led Town Centre property schemes which bring vacant buildings and derelict sites back into use

•

Improve the current levels of street cleanliness.

Based on feedback from the retailers and traders the Investment Plan should include capital projects which: •

Address the impact of dereliction

•

Address the high (and perceived as increasing) level of vacancy across the Town’s commercial property stock; especially on streets where there is a high level of vacancy (50%+)

•

Create spaces and places which facilitate public events (and in town activities which help to improve the offer for local citizens and visitors and begin to repurpose the Town as a place for social connectiveness as well as commercial activity)

Larne Town Centre Investment Plan and Strategy 2021-2031

‘Mid and East Antrim will be shaped by high quality, sustainable and connected places for people to live, work, enjoy, invest and visit, so as to improve the quality of life for all’

For more information, visit

midandeastantrim.gov.uk This document is available in large print upon request. Please email communications@midandeastantrim.gov.uk or call 0300 124 5000

Larne Town Centre Investment Plan and Town Centre Strategy

Articles inside

Townscape

Public Engagement