Helensburgh Town Centre and Waterfront

yellow book

helensburgh town centre + waterfront

final report

july 2004

yellow book studio 1010, mile end abbey mill business centre paisley pa1 1js t 0141 562 2325 f 0141 561 2328 mail@yellowbookltd.com

argyll and bute council scottish enterprise dunbartonshire

helensburgh town centre and water f ront final report july 2004

yellow book willie miller urban design ryden mclean hazel

25072004-id-01//wim

contents

helensburgh town centre and water f ront final report

section 1

introduction

1

section 2

diagnosis

3

section 3

the vision

11

section 4

priorities and opportunities

35

section 5

five year action plan

37

section 6

implementing the action plan

53

annex 1

property market review

59

annex 2

transport and accessibility

63

annex 3

case studies

69

annex 4

key projects

77

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1 introduction Helensburgh Waterfront

1.0

INTRODUCTION

1.1

In Januar y 2004, Argyll & Bute Council (ABC) and Scottish Enterprise Dunbartonshire (SED) commissioned a consultant team led by yellow book 1 to prepare: “…a strategy and action plan for the regeneration, revitalisation, redevelopment, management and promotion of Helensburgh town centre and waterfront”

1.2

This draft final report sets out our conclusions and recommendations. The clients requested that the report should focus on practical action, and we have made this the guiding principle for our report. We have kept the diagnosis short and sharp: at a series of meetings, our assessment of Helensburgh’s strengths and weaknesses received over whelming support – not least because it conformed ver y closely to the community’s assessment of itself.

1.3

Helensburgh is remarkable and fortunate because it has an active, engaged and informed community. We are indebted to many people who gave generously of their time and knowledge, especially representatives of

1

The consultant team comprises yellow book, Willie Miller Urban Design, Ryden (property market analysis and Mclean Hazel (transport and access)

helensburgh town centre and waterfront | 1

Helensburgh Community Council, Helensburgh Vision Steering Group and Helensburgh Study Group. We also benefited from the detailed and constructive suggestions of elected members of the Council’s Helensburgh and Lomond Area Committee.

1.4

independent, comparative perspective to the study 2 .

1.6

This level of informed, constructive involvement is almost unprecedented in our experience, and a huge asset.

When the study began we were conscious of tensions between the public sector bodies and the community groups, but we have been ver y encouraged by the signs

1.5

2

The Vision Steering Group and the Study Group in particular have produced a formidable body of analysis and many imaginative proposals. The knowledge and expertise of their members is unmatched, and we have not attempted to second-guess them. Although we have done a lot of fieldwork and analysis, we have not attempted a detailed “audit” of the town because that work was beyond our limited remit, and it has been done ver y competently already. Instead we have tried to engage constructively with the community, by testing and challenging their proposals – and bringing an

We have found the experience enjoyable, stimulating and positive. We are under no illusion that what we have to say will please ever yone - that is simply not possible - but we hope and expect that readers of this document will be able to:  

that people were coming together as they recognised that there was a lot of common ground between them, and a shared desire to make Helensburgh a more enjoyable, higher quality place.

 





1.7

justif y public sector investment and stimulate the private sector. This report aims to supply that need: it is not a detailed business plan or a blueprint for action, but it maps out an outline programme which will achieve a significant improvement in Helensburgh’s fortunes over the next 5-7 years, and transformational change by year 10.

recognise the description and diagnosis of the present condition of the study area endorse the vision of a vibrant, distinctive, diverse, high quality town centre recognise the need for positive change, and the dangers of resisting change recognise the need to establish priorities, in order to move from an impracticable wish list to a realisable strategy endorse the action plan as the best available programme for positive change, and an agenda that the clients and their private and public sector partners can buy into buy into our recommendations for a strategic partnership to secure deliver y of the action plan.

We obser ved at the outset of this study that the problem for Helensburgh was not so much a lack of resources as the absence of a coherent and compelling strategy to

STRUCTURE OF THE REPORT 1.8

The report is in six sections: 







Section 2 sets out – in summar y form – our diagnosis of the town centre/waterfront experience, and an assessment of the area’s future prospects Section 3 sets out our vision of Helensburgh in 2020, and objectives and guiding principles for the change process Section 4 contains a detailed analysis of priorities and opportunities for change, underpinned by a market assessment Section 5 sets out a phased action plan for the study area

_________________________ 2 See, for example, Helensburgh Study Group, Helensburgh – A Town for the Future (March 2003) and Helensburgh Community Council, A Vision for Helensburgh (draft, February 2004.

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Clyde Street East at Maitland Street

Section 6 contains our recommendations of implementation and delivery.



1.9 There are 4 annexes:    

Annex 1 contains a property market review supplied

by Ryden Annex 2 presents the results of a transport and accessibility audit supplied by Mclean Hazel Annex 3 contains case studies of comparator towns and projects Annex 4 details the principal measures in the first phase of the action plan.

East Princes Street

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4

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2 diagnosis: the helensburgh experience

2.1

Helensburgh is a fortunate and favoured place. The town is one of the most sought-after residential locations in the west of Scotland, close to the Glasgow conurbation, but enjoying a superb location overlooking the Firth of Clyde and close to Loch Lomond and the National Park.

It is a wealthy community, has excellent schools and a extensive network of social, community and recreational activities.

2.2

Helensburgh has a population of around 14,600 (2001 Census). Compared with Scotland as a whole, Helensburgh has: • • • • • • • •

more children aged 15 and under more people of pensionable age fewer people in the 16-44 age band a high level of car ownership more detached houses and apartments, but fewer semi-detached and terraced houses a high proportion of owner-occupied and private rented houses far fewer people who are economically inactive because of sickness or disability a ver y high dependence on employment in public administration, defence and social security

helensburgh town centre and waterfront | 5

• • • • • • 2.3

a ver y low level of employment in manufacturing a higher proportion of residents working in managerial, professional or technical occupations fewer people working in skilled trades or as process operatives. a higher proportion of 16-18 year olds in full-time education a higher proportion of graduates fewer people with no qualifications

There are some pockets of poverty and exclusion, especially in the town’s SIP areas, and there are concerns about over-dependence on the naval base at Faslane.

Nevertheless, the data confirm that Helensburgh is prosperous, privileged and popular.

A SENSE OF DISAPPOINTMENT 2.5

6

wealthiest communities in Scotland, why is there so little in the town centre experience to reflect that quality?

2.6

We are not saying anything new here. The brief is predicated on a recognition that the town centre and waterfront are failing to deliver. The Vision Steering Group (VSG) and others have focused on the same problem, and our analysis merely ser ves to confirm the shabby, undistinguished and outdated appearance of much of the heart of Helensburgh.

2.7

The VSG wants the town centre to be “the vibrant hub of a vibrant community”, linked to a “compelling and lovely” waterfront. We think that Helensburgh is a vibrant community, but the disappointing reality is that the town centre and waterfront have been overtaken by events – instead of being a showcase and a source of community pride - they now represent the worst of the town.

These data challenge some perceptions of Helensburgh.

The proportion of retired people is above the Scottish average, but not dramatically so; in any event, the proportion of economically active residents is above the Scottish norm, reflecting low levels of unemployment and above-average self-employment.

2.4

West Clyde Street

Given these advantages, why is the heart of Helensburgh such a disappointment? If Helensburgh is one of the

THE PROBLEM STARTS AT THE PIER HEAD 2.8

The wretched condition of the pivotal pier head site is both a symptom of – and a significant factor in - the general malaise. The condition of this superb site – equivalent in scale to a whole block of the historic street grid – is a source of shame, embarrassment and frustration to the whole community. What should be

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the most prized location in the central area – the place where the town meets the sea – is a squalid mess of surface car parking, cheerless “amusements”, decaying buildings and litter. It could hardly be worse, and here wealthy Helensburgh has achieved the grim distinction of creating an environment reminiscent of failing seaside resorts like Morecambe and Yarmouth.

2.9

The Pierhead

Against this backdrop it is perhaps not surprising that the development of a superstore on this site appeared to some an attractive option. In fact, there could be no more eloquent testimony to the collapse of confidence and poverty of aspirations. The rejection of these proposals by a Scottish Executive Reporter should be seen as a turning point in the fortunes of the town centre. It saved Helensburgh from a blow from which it would have been hard to recover, and created the opportunity to recover a 3 distinctive sense of place.

LOCATION 2.10

Helensburgh’s setting is superb: a south-facing prospect of the Firth of Clyde, the town encircled by hills, the

_________________________ 3 A report by Locum Destination Consulting for the North west Development Agency, A New Vision for the North West Coastal Resorts (March 2003) highlights seafront supermarket developments as an example of the “pitfall[s]...[of] allowing key sites to be developed for uses that seem to offer a way forward but, in fact, degrade the sense of place” helensburgh town centre and waterfront | 7

Aerial view of Helensburgh from the south

historic street grid largely intact, and the town centre encircled by favoured residential areas. The quality of Helensburgh’s natural assets and historic legacy are not in doubt.

2.11

Arrival is a mixed experience: there is an excellent train ser vice and Central Station is a fine, if under-utilised, building; by road, the principal points of entr y from the west and north are attractive, but from the east the A814 (which carries the bulk of the traffic) enters the town centre through a drab zone of poor quality buildings and gap sites.

The junction of Clyde Street and Sinclair Street is the key point of arrival, but the view across the pier head is bleak: a shabby swimming pool and a vast tract of surface parking separate the town from the water.

TOWNSCAPE AND ARCHITECTURE 2.12

Helensburgh is a planned settlement, and the character of the town is still defined by the gridiron layout 5 of 1803 . Although the town centre is of no great architectural distinction, there are a number of good buildings including the Municipal Buildings, Honeyman

_________________________ 5 Frank Arneil Walker and Fiona Sinclair, North Clyde Estuary: an illustrated architectural guide (1992), and Frank Arneil Walker, The Buildings of Scotland: Argyll and Bute (2000) 8

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THE WATERFRONT

& Keppie’s 40 Sinclair Street, and the former Clyde Street School (later Clyde Centre).

2.16 2.13

2.14

2.15

In any event, the commercial core derives coherence from the grid, and the centre of the town has a striking array of landmark towers and spires. At close quarters the robust urban form is undermined by the poor state of repair of many buildings, the execrable quality of many shop fronts, and a great deal of undistinguished infill. Modern buildings in the central area are uniformly dreadful.

The problem is compounded by the poor quality of streetscape and the public realm. Colquhoun Square (“once an unfenced quarr y developing by dint of its unstable status into a formal clearing”) is a disappointment: instead of acting as a central place for the town, it is on the edge of the (ver y small) commercial core, and the gap site in the NE corner undermines any sense of enclosure.

But all this is salvageable. Helensburgh’s urban form connects the town centre with the waterfront, the beautiful suburbs and the surrounding hills. It is a superb vehicle for regeneration and renewal: a forgiving and adaptable framework for new development.

Helensburgh’s waterfront setting is one of the town’s defining attributes and most important assets. As we have seen, the key waterfront location – the pier head – is in a sorr y state which casts a blight over much of the study area. The pierhead also marks the point where the character of the waterfront changes markedly: •

•

2.17

The Pierhead

to the east, it is a rocky shore with a view south to the Greenock/Port Glasgow conurbation: there are points of access, but no continuous promanade, before the study area terminates at East Bay Park to the west, a splendid promenade runs to Kidston Park, with views across the head of Gare Loch to the Cowal peninsula

The pier head itself is a promontor y of reclaimed land, which highlights the danger that further reclamation would simply ser ve to separate the town from the water.

The real challenge is to improve the water’s edge, not to push it further away. Regular cleaning and litter collection would be a good start.

helensburgh town centre and waterfront | 9

Waterfront views

10

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Waterfront views

helensbur g h tow n cent re and water f ront | 11

THE RETAIL AND BUSINESS CORE 2.18

The retail and business heart of the town is focused on the six urban blocks bounded by Clyde Street, John Street, King Street and Sinclair Street, and including Colquhoun Square. The streets surrounding this area form a town centre fringe, mostly residential but with some remnants of industr y.

2.19

The retail core is busy, and it performs well by the standards of small towns in the west of Scotland. The town has two basket trade food stores (Tesco Metro and Co-op), and while the lack of a large supermarket accounts for massive convenience shopping leakage, it may also have helped to protect an extensive and diverse independent sector.

2.20

Retail is complemented by professional and business services, which are also well represented for a town of this size, and by a number of restaurants, bars and cafes.

However, with some exceptions, the food and drink offer is poor and outdated – a throwback to an earlier and unlamented era that falls well short of the expectations of a more discerning and sophisticated market.

There are about 200 “street door” commercial premises

2.21

in the study area, of which about 9% are vacant or occupied by charity shops. Most of these are in 12

Tesco Metro: Sinclair Street

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secondar y locations away from the prime retail pitch.

These premises house a diverse range of activities: • • • • • 2.22

•

• • • • •

2.23

These findings suggest that Helensburgh’s retail trade has performed well by the standards of small/medium sized towns in central Scotland, no doubt reflecting the fact that high average disposable income, geographical location and the absence of a major foodstore have combined to insulate traders to a degree from the effects of competition. The high level of leakage offsets these benefits.

2.24

We can conclude that the range and quality of shopping in Helensburgh is above average for a town of its size.

But the fact remains that standards in the lowland Scotland peer group are generally ver y poor, and that – for the discerning shopper or visitor – the town’s offer is generally undistinguished. In particular, there is (in retailing and food and drink) a lack of either high quality multiples or outstanding independents.

retail - 40% leisure/entertainment – 17% personal ser vices/healthcare – 17% professional/other ser vices – 16% vacant/charity stores – 9%

A property market review carried out by Ryden for this study (see Annex 1) reported that: •

Humbles cafe - Colquhoun Square

the two supermarkets (Tesco Metro and the Co-op) are trading ver y well the town has good representation of other national multiples for its size, as well as large number of local independent retailers a significant number of retailers/branded pub chains have known requirements for Helensburgh the town is estimated to leak 25-35% of convenience expenditure, mostly to Dumbarton prime Zone A rents were around £25 per sq ft in the late 1990s and may have increased since vacant units reflect lack of choice rather than lack of demand supply of office space is ver y low; occupiers are predominantly small professional firms.

CIVIC CENTRE 2.25

Helensburgh is a small town, but nevertheless a recognised centre for its mostly rural hinterland. It is the principal settlement in the Helensburgh & Lomond area, and the nominal administrative centre for Council business.

2.26

In practice, offices and facilities of the Council are helensburgh town centre and waterfront | 13

scattered around the town and its environs. This undermines any sense of the town’s civic functions or identity, but the Council’s decision to vacate Blair vadach House has created an opportunity for consolidation and the development of a strong civic identity, as well as to release surplus space for commercial or residential reuse/redevelopment.

LIVING IN THE TOWN CENTRE 2.27

2.28

Statistics produced by HBOS ( Januar y 2004) show that average house prices in Helensburgh rose by almost 50% in 2003, from £96,000 to £142,000. This makes the town the most expensive residential location in Scotland, reflecting a combination of strong demand and a “defensive approach to housing provision” which has severely restricted supply. 5 The prime market is on the suburban peripher y of the town, where a number of recent developments have been completed. In the study area there is a substantial stock of traditional tenement housing and flats above shops, together with some modern apartments and social housing. But neither the properties nor the urban setting are particularly appealing.

_________________________ 5 Argyll and Bute Finalised Structure Plan 14

Range of residential property in and around the town centre

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2.29

2.30

The potential of the waterfront as a preferred residential location remains untapped. This may reflect the blight cast by the pier head and the diminished state of Clyde Street. The apartments at Tower Place are a dismal and depressing effort.

There is a growing appetite in the market for city centre and town centre living, in stylish apartments and town houses. Helensburgh appears to be an ideal subject for this type of development, which – by repopulating the town centre – can also boost local consumption in shops, bars and restaurants.

THE VISITOR EXPERIENCE

bad building and its present appearance is a disgrace: an early replacement is required.

2.34 2.33

The Clyde Centre was a valued resource for sports clubs and other groups, but they have been forced to decant because the building (one of the best in Helensburgh) is in a state of disrepair. Some of this activity has migrated to the Victoria Halls, which is an important community and cultural resource on the edge of the town centre, but an inflexible and outdated building.

•

• 2.35

The Clyde Centre

2.32

The town centre’s role as a focus for community life has been reduced in recent years. Partly this reflects general societal trends, and the move away from shared community facilities to specialised clubs. But it is also the direct result of the declining fortunes of two important town centre facilities, the swimming pool and the Clyde Centre.

The swimming pool at the pier head has had a loyal following, but attendances have dropped as the condition of the building has deteriorated and more attractive alternatives have emerged. It was always a thoroughly

UK and international tourists who use the town as a base/ser vice centre while visiting the National Park, and day visitors from the west of Scotland

The requirements of tourists/overnight visitors include: • • • •

HEART OF THE COMMUNIT Y? 2.31

Tourism in Helensburgh consists of two key markets:

good accommodation good food good shopping, and cultural experiences

2.36

The requirements of day visitors reflect the fact that the primar y motivators for this group are shopping and light exercise. Both groups are increasingly demanding and discerning: as Locum point out, middle class visitors now form the mass market; they have been exposed to the quality and value of international tourism, and ser vicing this market “requires an entirely new level of quality and ambition” compared with Scotland’s traditional product.

2.37

In this market context, Helensburgh looks tired and dated. The Hill House is still a significant attraction, helensburgh town centre and water front | 15

Helensburgh Central Station

and the development there of an outlet for high quality crafts may point the way for ward. The only attractions in the town centre itself are the shabby swimming pool, some seasonal fairground rides and games arcades.

All of this is at odds with – and actively undermines – Helensburgh’s aspirations to be recognised as a place of quality and style. By contrast, one of the best things the town has to offer, once the grim pier head area has been negotiated, is the walk along West Bay Esplanade to Kidston Point.

•

• • •

• 2.38

The town has some good bed and breakfast accommodation, but does not have a quality hotel; shopping, as we have seen, is ser viceable but not much more; and the food, drink and entertainment choices are ver y limited.

• • 2.40

Central Station is an imposing terminus, recently upgraded and located close to the town’s commercial core rail ser vices are well patronised throughout the week/day parking close to the station facilitates work/ shopping trips a wide range of well patronised bus ser vices, including a commuter ser vice to Glasgow, routes to nearby centres and local ser vices the street grid provides a permeable environment for pedestrians and aids traffic flow extensive town centre parking passenger ferr y ser vice for visitors.

However, there are some offsetting weaknesses, including:

TRANSPORT AND ACCESS • 2.39

For a town of its size Helensburgh is well served by roads and public transport. McLean Hazel carried out a transport and accessibility audit (see Annex 2). The town’s most notable strengths include: •

16

an excellent rail ser vice to Dumbarton and Glasgow, supplemented by ser vices to the West Highlands

• • •

a generally poor environment for pedestrians, with narrow and congested pavements a car dominated traffic regime with no pedestrianised streets or shared surfaces lack of cycle lanes surface parking spoils key locations (pier head and Colquhoun Square).

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2.41

It is symptomatic of Helensburgh’s overall performance that, despite enjoying many advantages in this area, the pedestrian experience (for locals and visitors alike) is so unsatisfactor y. But the flexible, permeable street grid can be adapted and upgraded to create a much better environment for walking and outdoor activities.

A VIBRANT AND ATTACTIVE TOWN CENTRE? 2.42

The Scottish Executive Planning Advice Note on Improving Town Centres 6 describes the attributes of successful town centres: •

• •

•

•

a critical mass of facilities and attractions in a relatively small area, with a mix of shops, financial, professional and civic ser vices, together with cultural, entertainment and leisure activities a thriving local resident population accessible by a range of types of transport, a node for public transport and with good quality short-stay parking close to shops attractive environment and townscape, clean and safe streets, and a sense of local identity and character the vision and mechanisms to build on assets, overcome problems, adapt to market and consumer requirements, and secure improvements.

_________________________ 6 Scottish Executive, Planning Advice Note PAN 59, Improving Town Centres (1999)

above and right: Sinclair Street, below: West Clyde Street

helensbur g h tow n cent re and w ater f r ont | 17

town centre views

18

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West Clyde Street (left), Colquhoun Square (above), East Princes Street (below)

helensburgh town centre and water front | 19

2.43

Helensburgh town centre is generally acknowledged to be a disappointment but, measured against these criteria, there are positive signs. In particular, the town has a prosperous and loyal local customer base and it has an excellent transport system/roads network.

2.44

The town centre fails to achieve true critical mass, but there is still a strong retail core and an extensive food and drink offer, though – as we have seen – the quality is generally indifferent. The real shortcoming is a lack of

2.47

2.48

diversity: the supply of office space is ver y limited, civic functions are fragmented, and community and residential activities have been in decline.

2.45

The conclusion must be that, while Helensburgh is by no means among the worst of Scotland’s small towns, it falls well short on many of the criteria for vibrant and attractive town centres. Given the town’s inherent advantages – location, urban form, historic legacy, high income base and an active community – this is especially disappointing and frustrating.

2.50

•

Helensburgh should be better and, while it is of course not possible to insulate the town from the effects of

•

economic ands social change, there is no good excuse for continuing inaction at the pier head, the dire quality of most recent development, the per vading air of shabbiness, or the lack of activities and events. So far, the town has just about got away with it, because wealth and geography have combined to maintain a solid retail base, but this has been despite the lack of a sense of direction or a clear plan for change.

A recurring theme of this study has been the poor quality of the environment, manifested in badly maintained buildings, ugly shop fronts, poor street surfaces and litter. Helensburgh has a distinctive identity and strong sense of place, but there is no evidence that these qualities are celebrated or exploited.

Brief case studies are contained in Annex 2. None of these places has “got it right” entirely: all are still struggling to come to terms with the powerful forces shaping their futures, but each has lessons to offer. For example:

•

•

LOOKING AT COMPARATOR TOWNS •

2.46

20

Finally, many of our consultees have identified the lack of a clear vision for Helensburgh, and the absence of a delivery vehicle to drive the regeneration process, mobilise resources, and manage and promote the study area. We agree, and we hope and expect that this study will supply the vision and map a framework for deliver y.

2.49

As part of this study, we have identified a number of other small towns of comparable size and functions which have tackled some of the challenges identified here with real energy and imagination. We are aware that the VSG has also carried out a series of benchmarking visits.

2.51

examples from Ludlow, Deal and elsewhere show that large food stores can be integrated successfully into the urban fabric a major mixed-use development in the centre of Calne in Wiltshire combines civic, cultural, commercial and residential elements, with quality architecture and public spaces: a genuinely transformational project we have highlighted a number of schemes to improve the public realm, including an awardwinning scheme in the Fakenham, Norfolk. we have documented ambitious waterfront regeneration schemes in Whitehaven, Cumbria and Bridlington, East Yorkshire, and we have highlighted the superb new swimming pool in Grange-over-Sands, Cumbria – the result of a community-led initiative.

Other places not documented here could prove to be useful exemplars. For example:

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•

•

•

2.52

2.53

Hollywood in County Down has a ver y similar relationship with Belfast as Helensburgh with Glasgow: it is a favoured commuter community, but it also has a lively, high quality town centre with a diverse business base Broughty Ferry is another estuarine town which has tidied up its waterfront, and it has a particularly appealing food, drink and speciality shopping offer Wigtown (the Book Town) and Kirkcudbright (The Artists’ Town) are the most successful Scottish examples of themed towns: both initiatives have tapped into an understanding of contemporar y tourism markets, with their emphasis on quality and the whole place experience, rather than on visitor attractions and quick fix solutions.

The generally dire quality of recent architecture in Helensburgh has undermined the community’s confidence, and created a climate of pessimism and low confidence. In fact, quality design has a key role to play in restoring pride in Helensburgh. We have included a number of exemplar projects from the UK and Ireland in Annex 3.

Finally, in thinking about the pier head we have looked at Inveraray as a source of inspiration close to home. The

area of the planned settlement on Loch Fyne is broadly similar to Helensburgh’s pier head, and it is also a promontor y site with a rocky, tidal shore. Inveraray shows that, with the right design framework, the waterfront can successfully accommodate diverse, high density development.

Comparator towns and projects - see Annex 3 Grange-over-Sands Pool

THE CHALLENGES FOR HELENSBURGH 2.54

This short review has summarised the key messages from our analysis of the study area. It has confirmed the clients’ (and the community’s) perception that Helensburgh town centre is under-performing by most available measures. Its retail trading performance is respectable, but there is little in the town centre to delight or enthuse increasingly demanding and sophisticated markets. The town is drifting downwards, and liabilities appear increasingly to outweigh assets.

2.55

Many of the problems described here are typical of the challenges faced by most traditional town centres in lowland Scotland, squeezed as they are by the competing attractions of major cities and out-of-town retail and leisure. Small towns cannot win this argument other than by (i) differentiating themselves in terms of distinctiveness and quality, and (ii) by diversification into new forms of economic, community and cultural activity. Where this happens, town centres can still secure a place at the heart of the community as well as a niche role in tourism, business and other fields.

2.56

Helensburgh’s decline is particularly disappointing because the town enjoys so many inherent advantages.

However, there is no point in indulging in recriminations

Calne Library and Flats

Whitehaven Harbour

Tesco at Ludlow

Fakenham Market Place

helensburgh town centre and waterfront | 21

or regrets. Confidence in the town centre may be low, but there are many opportunities for change and good reasons for optimism. The following sections of the report map out a strategy and action plan for addressing the following key challenges: •

22

to establish the pier head area as the heart of the Helensburgh

•

to regenerate the decayed town centre east area

•

to find viable new uses for key buildings such as the Clyde Centre, Central Station and the Municipal Buildings

•

to open up access to the waterfront, especially to the east, and to improve the environment of the foreshore

•

to stem the flow of retail leakage, and to raise the quality and distinctiveness of independent shops

•

to improve the quality of eating and drinking choices by attracting upmarket brands and encouraging independent operators to raise their game

•

to diversif y the town centre economy by establishing a supply of good quality office and studio space

•

to establish Helensburgh as the civic centre of this part of Argyll & Bute

•

to encourage the repopulation of the town centre by opening up opportunities for residential development

•

to re-establish the town centre as a focal point for community activities and recreation

•

to establish Helensburgh as the preferred accommodation/service base for visitors to the National Park

•

to make the town centre and waterfront attractive to a new generation of discerning day visitors

•

to improve the environment for pedestrians and cyclists and resolve conflicts between cars and people

•

to tackle the problem of unsightly and inappropriate surface parking

•

to learn and apply the lessons from comparable small towns

•

to manage and promote the town centre and waterfront energetically and effectively

•

to create a delivery mechanism to champion the change process in Helensburgh and mobilise the resources of the public and private sectors.

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Views and Setting

First Impressions

helensburgh town centre and waterfront | 23

Character and Use

24

Circulation

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Building Quality

Opportunities

helensburgh town centre and waterfront | 25

the Helensburgh - Inveraray similarity

26

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3 the vision: good living by the clyde 3.1

Our vision for Helensburgh in 2020 builds on the work of the Vision Steering Group and its aspiration for “a vibrant town centre…[and a] stunning waterfront”:

•

Helensburgh will have a vibrant, distinctive, diverse and high quality town centre which will be the heart of the civic, commercial, business, cultural and leisure life of the community. Helensburgh will be the preferred base for visitors to the National Park, and a high quality day trip destination for people in the west of Scotland. The Helensburgh brand will be synonymous with good food, good shopping and good living by the Clyde.

•

• •

•

STRATEGIC OBJECTIVES • 3.2

To achieve that vision, we have established a set of ten strategic objectives, reflecting the key challenges in the previous section: • •

• •

to create a new focal point for the life of the town at the pier head, where the town centre meets the waterfront to regenerate the town centre east as a place to live, work and shop to revitalise the waterfront as Scotland’s finest urban promenade and an integral part of the

Helensburgh experience for residents and visitors to transform the town centre experience – shopping, eating and drinking – by raising the game and putting the emphasis firmly on quality to increase the level of non-retail employment in the town centre by creating a stock of modern office and studio space to create a civic focus by co-locating Council offices and facilities in a single high quality building to re-establish the town centre and waterfront as sought-after places to live, with an attractive choice of property, including social housing to make the town centre the focal point for the leisure, recreational and cultural life of the community to establish Helensburgh as the preferred choice for accommodation, shopping and entertainment for visitors to the National Park, and a favourite day trip destination for discerning visitors to create a high quality, civilised urban environment.

GUIDING PRINCIPLES 3.3

Our recommendations are predicated on the conviction that, in order to prosper in the future, Helensburgh’s town centre and waterfront must change. Over the past 10-20 years they have failed to adapt to the demands

and expectations of a changing society, with the all too familiar consequences.

3.4

At the same time, we are ver y aware of community’s determination – reflected in the work of the Vision Group – to ensure that Helensburgh continues to reflect a number of core values: a green place, a residential community, contained, caring and proud, and so on.

3.5

The risk as we see it is that the understandable desire of people to protect what they most value about the town may drift into a general and unsustainable resistance to change. But we believe that the community understands that doing nothing is not an option: uncertainty and inaction have led to the present unsatisfactor y situation, and all the signs are that things will get worse unless there is a positive strategy for change.

3.6

The challenge is to demonstrate that there is no fundamental conflict between the need for change and the core values. Indeed, the right type and quality of development will have a key role to play in creating a town centre that people will enjoy and feel proud of, and which reflects the aspirations of the community. With this in mind we have framed a set of guiding principles for the developments outlined in the following pages.

helensburgh town centre and waterfront | 27

•

•

• • • •

•

to reconnect the town centre and the waterfront, and celebrate and capitalise on the town’s distinctive setting to ensure that development is contained within the framework of the historic street grid, with appropriate heights and massing to restore the urban fabric by gap filling and replacing poor quality buildings to conser ve and upgrade the town’s historic buildings and streetscapes to encourage high quality contemporar y architecture

• • • •

28

•

• • 3.8

and design in new developments to create a more pedestrian-friendly environment by investing in the public realm, and managing traffic and parking more effectively to underpin capital investment (by the public and private sector) by programming, managing and promoting the town centre.

Our approach is based on a deceptively simple formula.

In order to make the town centre and waterfront the vibrant and attractive places they should be, Helensburgh needs:

•

UNDERSTANDING THE MARKET Making these things happen depends above all on understanding the markets that Helensburgh serves, or may aspire to ser ve in the future. Failure to acknowledge market realities helps explain, for example, Helensburgh’s dogged determination to hang onto precisely the cheap and cheerful visitor offer that has failed in so many other traditional resorts. Similarly, the aspiration for a year round visitor attraction (but no convincing description of what it might contain or how it would work) flies in the face of the failure of such projects across Scotland and throughout the UK.

THE WINNING FORMULA 3.7

to encourage more people to come to town to shop, work, live and visit to provide reasons for people to come to town more often …and for people to spend more time in town …and to spend more money while they are there

3.9

In any event, though tourism has a useful role to play, its contribution should not be overstated. The principal emphasis should be on local/sub-regional markets: making Helensburgh town centre attractive to people living in the town and the hinterland, and to people who would like to live there in the future. For these target audiences, Helensburgh needs to provide:

•

•

•

3.10

an attractive shopping offer, anchored on convenience shopping, but with a good range of comparison and speciality shopping as well appealing places to eat and drink while they are in town, and places to attract them at the evenings and weekends access to a good range of civic, business and professional services accommodation for start-up businesses, small firms, craft makers and others a year-round diet of activities and events, creating confidence that “if you go to town there will be something going on” access to community resources and facilities in the central area, creating spillover benefits for town centre traders appealing places to live, offering urban lifestyles in the town centre and on the waterfront.

This does not mean that Helensburgh needs to follow the market slavishly, but acting in defiance (or ignorance) of market realities is a doomed project. Nor should the town centre be defined exclusively in terms of commercial transactions. Much of the appeal of successful places lies in the provision of public goods that contribute to and enrich the town centre experience: attractive streets and public spaces, cars in their place, pleasant parks and gardens, and a sense of pride and self-confidence.

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4 priorities and opportunities for change the potential of town centre east

4.1

We have identified 12 priorities for action, 9 specific development priorities, and 3 cross-cutting themes for action across the whole study area.

4.2

The nine development priorities are: • • • • • • • • •

4.3

resolving the supermarket question shopping, food and drink office/studio space Council headquarters community hall swimming pool residential development tourist information/orientation quality hotel

but are essentially basket trade operations which cannot compete with superstores in Dumbarton and Clydebank. The public inquir y on the application to develop a supermarket at the pier head noted the scale of convenience shopping leakage, and showed that the town has ample capacity to justif y a large food store.

4.5

Arguably, the lack of a large modern supermarket has insulated Helensburgh’s independent traders (butchers, fishmongers, bakers, greengrocers, pharmacists, newsagents and others) from competitive pressures; it also helps explain strong trading by small branches of multiple stores such as W H Smith and Boots.

4.6

On the other hand, convenience shopping leakage in the order of 25-35% is clearly costing the town centre in terms of visits and footfall. Stemming and reversing retail leakage is a priority, but there is concern that a large food store would not necessarily confer benefits on the core commercial area. There is no doubt that some displacement effects would be inevitable: the challenge will be to achieve net additional trading and employment, but some casualties are inevitable.

4.7

There is also the question of physical capacity. A large supermarket, based on trolley/car trade would require a large car park. In our view, the proposals for the pier

The three cross-cutting themes are: • • •

investment in the public realm traffic/parking management management, promotion and animation.

DEVELOPMENT PRIORITIES THE SUPERMARKET QUESTION 4.4

Helensburgh does not have a large supermarket. The Co-op and Tesco Metro stores both trade successfully,

helensburgh town centre and waterfront | 29

head were wholly unacceptable for this reason: they made a serious effort to create an active street frontage on Clyde Street, but required the whole of an extended pier head area (including additional reclaimed land) to be given over to parking and ser vice access. Where large retail boxes have been tried in other seafront locations (for example, Southport and Morecambe) the results have been disastrous.

•

•

confirm the town centre east as the only feasible location for a large supermarket, and commission a development strategy/masterplan based on the principles set out in this report introduce a package of measures to improve the performance of the independent sector (see below).

SHOPPING, FOOD AND DRINK 4.8

It is clear that an edge-of-town supermarket would have a massive negative impact on the town centre, and we recommend that – if permission for a large food store is granted – it should only be for a town centre site. If the pier head option is discounted, the only viable option is to assemble a site in the “soft” town centre east area, probably with a street frontage on Princes Street East.

4.9

On balance, we believe that a quality food store would be good for Helensburgh, but only on the right terms. The town would be better off managing without a supermarket than doing it the wrong way. Our recommendations are that the partners should: • • •

30

rule out a supermarket on the pier head site rule out an out-of-town supermarket encourage the upgrade/enlargement of the Tesco Metro and Co-op stores

4.10

General retail, convenience shopping and healthcare together account for about half the commercial units in the study area, and they dominate the prime retail pitch of Sinclair Street and West Princes Street. These sectors include a significant representation of multiples, but are dominated numerically by independent stores.

potential for improved parking arrangements

4.11

Our field research suggests that only a small proportion of independent retailers offer a genuinely distinctive product, differentiated by quality or service, that is likely to act as a draw for local residents and visitors.

4.12

This is disappointing, given that Helensburgh’s location and urban form lend themselves to an interesting and diverse urban experience in an attractive setting.

Developing the quality of the independent sector is even more important, given that there is no early prospect of

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an acceptable supermarket solution to stem convenience shopping leakage. Improving the food and drink offer is also essential to improve the quality of the town centre experience, encourage day visits, and boost the evening economy.

4.13

We therefore recommend that the partners should work with the independent sector to develop a shopping and entertainment offer based on quality, distinctiveness and specialisation, in an attractive and lively environment, that will maximise visits by local residents and attract day visitors and tourists. The priorities should be:

OFFICE/STUDIO SPACE 4.14

Increasing the number of people working in the town centre would provide a boost for retailers and food outlets, and help to build year-round vitality and animation.

4.15

Given Helensburgh’s demographic and occupational profile, and the experience of comparable places in Scotland, it is reasonable to assume latent demand for good quality, flexible workspace for self-employed people, start-up firms and micro-businesses.

4.16

We recommend that the partners should seek to secure workspace in the town centre to accommodate an additional 250-500 people over the next 5 years.

Priorities should include:

•

improving the range and quality of speciality shopping in fields such as fine foods, fashion, interior decoration, books and antiques

•

developing the evening economy by attracting quality (branded and independent) restaurants and bars, and supporting the proposal for a small cinema

•

development of a dedicated business centre in a bespoke or converted building

•

testing the market for craft/artists’ studios

developing a programme of events such as an organic farmers market, book, craft and antique fairs.

•

an audit of vacant office space above shops and elsewhere, and an initiative to upgrade it and bring it back to the market.

•

helensburgh town centre and waterfront | 31

Grange-over-Sands Pool

COUNCIL HEADQUARTERS 4.17

4.18

activities, and create a complex that would provide the following facilities:

The Council’s decision to dispose of Blair vadich creates an outstanding opportunity to consolidate its accommodation requirements in Helensburgh, and to create a real civic presence. An early decision to vacate other sites in the town centre will free up opportunities for conversion/redevelopment for retail, office and residential uses.

• • • •

SWIMMING POOL

We do not think a lavish building is required, but we recommend the provision of a high quality area headquarters building, providing space for political and ceremonial functions as well as office accommodation.

4.21

COMMUNIT Y HALL 4.19

In recent years, community activities in the town centre have been split between two key locations: • •

the Victoria Halls provide spaces for performance, dance, physical recreation and meetings the Clyde Centre, now closed, provided space for sports, clubs and community groups.

4.22

4.20

32

We recommend that the partners should confirm the Victoria Halls as the preferred focus for community

large and small halls, with removable raked seating and modern sound and lighting systems a suite of rooms for hire for meetings, and by clubs and community groups a small exhibition space a moderrn kitchen and catering facilities.

The present swimming pool is an urgent need of replacement, and this creates an opportunity to provide a high quality building on the waterfront, to meet the needs of the community and visitors. The received wisdom has been that resort towns need leisure pools with flumes and wave machines to attract families, but we are not convinced that this is what is required. A better model might be the award-winning new pool at Grange-overSands in Cumbria, the result of an community initiative.

Here the pool is an elegant structure, including a suite of steam rooms and spa baths.

We recommend a new pool should be developed in a waterfront location on or adjoining the pier head area.

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RESIDENTIAL DEVELOPMENT 4.23

4.25

Tight controls on land for housing in Helensburgh reflect the desire to protect the town’s green belt and combat sprawl. This is understandable, but the policy has also produced a number of negative effects, including: • •

•

a declining and ageing population as average household size gets smaller rising house prices mean there are few opportunities for younger people or middle-income houses to enter the housing market declining school rolls.

TOURIST INFORMATION/ORIENTATION 4.26

above:town centre residential development and below: quality tourist information centre

4.24

Over time these trends will undermine the balance and sustainability of the community. Suggestions that Helensburgh is already a retirement community are exaggerated, but it may be headed in that direction.

Injecting residential development into the town centre would provide an opportunity both to diversify and modernise the housing stock, and to achieve a more balanced and sustainable demographic profile.

Appropriate forms of development will help to fill gaps in the urban fabric, and an increase in the town centre population will provide new opportunities for local shops and services.

We recommend that the policy framework should actively encourage residential development, especially on the waterfront and on the town centre fringes. The key principle is that housing should be high density and constructed within the framework of the historic grid: a combination of apartments and town houses should be achievable.

The present tourist information centre (TIC) is inadequate: a small, seasonal presence. We are also aware that there is no attraction to tell the Helensburgh stor y or interpret its architectural heritage. We are not aware of any credible proposal for a paid-for attraction in Helensburgh, and (based on experience elsewhere in Scotland) a heritage centre would not attract significant visitor numbers. We therefore recommend a multipurpose solution, comprising: • •

• •

a year-round tourist information centre a high quality presentation of the history, heritage and environment of Helensburgh, with a video, interactive displays, historic objects and pictures an education room for school/adult learner groups a franchised café.

helensburgh town centre and waterfront | 33

QUALIT Y HOTEL

CROSS-CUTTING PRIORITIES PUBLIC REALM

4.27

4.28

4.29

Helensburgh’s accommodation offer is dowdy and outdated. The captive market of visitors to the naval base obscures the low quality of choices for tourists. There are some good bed and breakfast establishments, but the principal hotels are – rather like the food and drink offer – a throwback to a less discriminating era.

There is a real opportunity to position Helensburgh as the ideal base for visitors to the national park. This is typically a short-break market, and visitors will want and expect an experience in which the quality of accommodation matches the outstanding landscape and natural histor y. Increasingly, these visitors will form part of the growing green tourism market.

We recommend an initiative to raise the quality of Helensburgh’s accommodation offer, by: • •

•

34

encouraging a major operator to establish a modern 3 or 4-star hotel in the town centre area exploring the potential for one or more small boutique hotels, to bring a touch of class and distinctiveness to the town centre working with B&B operators to raise standards of accommodation, food and ser vice.

4.30

Helensburgh’s public realm is generally disappointing.

The best of the public realm comprises: • •

4.31

The worst of the public realm includes: • • • • •

quality hotel development (Rick’s Hotel, Edinburgh courtesy Malcolm Fraser Architects)

the attractive walk along the West Bay Esplanade Colquhoun Square planting and hanging baskets

the disastrous pier head area poor standard of shop fronts and window displays buildings in a bad state of repair narrow pavements litter and other evidence of neglect.

4.32

We agree with the VSG and others that there is little evidence of civic pride in Helensburgh: the town presents itself poorly, which undermines its claims to be a popular and attractive centre. However, this state of affairs cannot simply be laid at the door of the Council; property owners and retailers have a role to play.

4.33

We recommend a major initiative to improve the quality of the public realm, comprising:

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quality spaces and public realm

• •

•

• •

design guidelines for the whole study area design and implementation of a streetscape/ public realm scheme for the core retail area and pierhead implementation of a strategy to upgrade Hermitage Park and position it as a key town centre asset implementation of a scheme to improve the quality and amenity of East Bay Park complementar y measures for traffic management, parking and management (see below).

maintained surface parking: the pierhead area is the worst example, but the car park at the NE corner of Colquhoun Square should also be replaced.

4.35

The dilemma, of course, is that surface car parks may be unsightly but they also ser ve a useful purpose. There therefore needs to be a pragmatic approach which will improve the urban environment without compromising accessibility.

4.36

We therefore recommend a strategy based on the following principles:

TRAFFIC AND PARKING • 4.34

Helensburgh has an excellent public transport system for a small town, and the town centre is accessible to drivers and has an adequate supply of parking. However some aspects of the current regime need to be improved as part of a wider effort to improve environmental quality.

The two top priorities are: •

•

fine-tuning the traffic management regime (signposting and one way streets) to reduce traffic flows and improve the pedestrian environment in the core area bounded by Sinclair Street, Princes Street, John Street and Clyde Street tackling the visual blight caused by poorly

•

•

•

detailed design and implementation of a traffic management strategy, based on the principles set out in this report improvements to streetscape and the public realm in the heart of the town to create a more pedestrianfriendly environment identification of a site for a multi-storey car park in the town centre east, and improvements to exisiting facilities development and implementation of a phased parking plan to manage the transitional period between the start of development at the pier head and completion of the multi-storey car park.

helensburgh town centre and waterfront | 35

MANAGEMENT, PROMOTION AND ANIMATION 4.37

We carried out a first-cut analysis to determine the suitability and capacity of the four zones for the priority uses outlined above (Figure 4-1).

4.41

This first sift showed that there was no need to be prescriptive about the development process, but a number of key messages/principles emerged, including: •

•

We have identified regeneration opportunities in four key character areas: • •

36

Figure 4-1: Priorities and character areas

4.40

the pier head the commercial core of the town centre, bounded

by Sinclair Street, West King Street, John Street and West Clyde Street

•

Supermarket Shopping, food, drink Office/studio Council HQ Community Hall Swimming pool Residential TIC Hotel Public realm Traffic/parking

the pier head is a large area with significant development capacity, but it is a highly sensitive location: solutions here should avoid big box developments and tracts of surface parking the commercial core should continue to be the focal point for shopping and entertainment, but there are opportunities for diversification and upgrading the quality of the area the town centre east needs regeneration and has the potential to offer opportunities for mixed use development, as well as accommodating uses (for example, a food store) for which there is limited

Character areas

Priorities

4.42

        

     

Waterfront

4.39

capacity elsewhere the waterfront (away from the pier head) should continue to be an open space, although it could accommodate small pavilions or similar structures

Town centre east

REGENERATION OPPORTUNITIES

•

Commercial core

We therefore propose the creation of a town centre management company (TCMC), which would be a key component of a broad partnership structure for the town centre and waterfront. We describe the role of the TCMC in paras 4.73-4.78 below; issues of governance and the partnership process are described in Section 6.

•

the town centre east, which is the area east of Sinclair Street and bounded by King Street East, Lomond Street and Clyde Street East the waterfront between Kidston Point and East Bay Park.

Pier head

4.38

The best small towns are more than the sum of their parts. They offer an attractive and enjoyable whole place experience, and they communicate a sense of pride, confidence and welcome. Helensburgh signally fails to create a positive impression, and a mechanism is needed to mobilise the resources of the whole community, and to create a momentum for change.

•

     

  

These broad principles are explored in more detail below.

PIER HEAD 4.43

The pier head represents both the worst of Helensburgh

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4.44

and its greatest opportunity. With the exception of the pier itself, nothing that it is presently on the site should be retained. The study has shown that there is unanimous agreement on the need for complete renewal of the site, but some differences of opinion about the density and orientation of new development.

•

Our principal objectives have been:

•

to achieve a mix of development that will animate and populate the pier head area throughout the year, and make it an integral part of the life of the town to ensure that development creates value to enable the cross-subsidy of parking, flood prevention and other essential infrastructure/ public goods, to establish the area as a location for community events and outdoor leisure and a magnet for visitors.

•

•

•

4.45

We have devised a development concept which provides – in illustrative form only - for:

-

• • •

two urban blocks at the landward end of the site, with retail and food/drink units on the prime north and west facing sides

4.47

We have identified a number of projects including: •

• •

• •

COMMERCIAL CORE 4.46

While the pier head requires comprehensive redevelopment, the emphasis in the commercial core will be on incremental change and improvement, with the key objectives being to: • •

•

a tourist information/interpretation centre a site for the new council offices residential/business space on the upper floors undercroft parking additional high density residential development on the east side permeable block form providing pedestrian access throughout an elegant promenade on the west side leading to a high quality civic space a new swimming pool on the waterfront a piece of public art on the pier.

•

•

a new building (commercial/residential) for the gap site at the north east corner of Colquhoun Square replace the surface car park behind the square with affordable housing identification of sites requiring infill/upgrading and void space in the central area, and active promotion of residential and commercial development opportunities improve and enlarge the decked car park at the rear of the Co-op introduce a traffic management scheme to reduce the volume of (but not prohibit) through traffic in the core area a major public realm project for Sinclair Street, West Princes Street and Colquhoun Square, including increased pavement widths, shared street surfaces and quality streetscape

create a more stylish and civilised environment for shopping and leisure diversify the town centre economy strike a better balance between pedestrians and cars

---------------------------------------------7 Source: NPPG8 (Revised 1998): Town Centres and Retailing 8 Haddington, Forres, Forfar, Kilsyth, Montrose, Inverurie, Peebles 9 £800 - £1000 per sq.m. per annum @ 2000 sq.m. @ say 80% convenience shopping

helensburgh town centre and waterfront | 37

TOWN CENTRE EAST 4.48

4.49

4.50

The town centre east is a ragged and unattractive quarter on the approaches to the core area. Its character is defined by its historic development as a small pocket of industr y close to the railway line. The railway forms the northern boundar y of the area, which also includes a gas holder and the vacant and derelict Drill Hall. Recent development, including housing, is of a mixed and indeterminate character.

The area needs regeneration, and we believe that it should be treated as an area of opportunity, with the capacity to accommodate development that would not be practicable or desirable elsewhere. In particular, we believe that its proximity to the core commercial area makes it the only appropriate location for a large food store.

The area includes two landmark buildings of great potential: •

• 38

Central Station was restored recently by Railtrack and is a fine point of arrival to the town, but it is a dead space for much of the day, and an underutilised asset the Clyde Centre is a striking Council-owned

building in a superb location, but is in a poor state of repair.

4.51

The key objectives of the regeneration of this area are: • • • • •

4.52

•

to create a flexible, mixed-use zone on the town centre fringes to replace low quality public sector housing with a mix of social housing and affordable homes to relocate the motor trade and other inappropriate uses to find viable new uses for key buildings to create an attractive gateway to Helensburgh

•

WATERFRONT 4.54

The overall regeneration of the town centre east will be a medium to long term process – and we recommend that a detailed strategy/masterplan should be commissioned as an early action. Once a detailed plan is in place, work can begin on site assembly for key developments.

We recommend that the waterfront should continue to be an outdoor experience, with little or no built development. The objectives therefore are: • •

4.55 4.53

adaptation of Central Station to create a festival market place with a year round programme of markets, fairs and events: opportunities to create office space on the upper floors should also be considered restoration and conversion of the Clyde Centre for a commercially viable use such as housing or a hotel.

to improve access to the waterfront east of the pier head, and to improve the quality of the waterfront experience west of pierhead.

Priority projects therefore include:

We have prepared a concept plan, but it should be treated as illustrative only. We recommend that the partners give top priority to three projects:

•

•

•

identification of a site (provisionally on Charlotte St) for a multi-storey car park to ser ve long and short stay visitors and – subsequently – the food store

upgrading Kidston Point (already planned) and East Bay Park as destination points and placed for recreation creating a new promenade between the pier head and East Bay Park

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•

long-term enhancement of West Bay Promenade, including the provision of a string “event points” along the shore.

4.59

VICTORIA HALLS 4.56

The Victoria Halls and Hermitage Park are located outside the study area, but we recommend that their future development should be the responsibility of the proposed town centre company (Section 6).

PROPERT Y MARKET PERSPECTIVE 4.57

Ryden have assessed this package of proposals from a property development perspective. Full development feasibility, appraisal and market-testing are recommended before committing to these proposals.

4.58

Supermarket requirements are presently in flux as Wm Morrison digests Safeway (which was the candidate store for the previous pier head supermarket proposals) and other retailers (re)appraise their own expansion strategies. Tesco is already represented in Helensburgh, albeit by a ver y small store. Asda/ Wal-mart is not represented, nor is J Sainsbur y.

4.60

4.61

There is a distinction between supermarkets and superstores. The former trade from large catchments, sell mainly food and have 500 – 2,500 sq.m. trading floorspace7. Superstores have at least 2,500 sq.m. trading floorspace and sell food, plus a growing range of non-food items, including clothing, cds and books, pharmacy, electronic goods and financial ser vices.

Helensburgh’s population catchment and desire to avoid undue impact on local shops suggests that a supermarket with a net floor area of 2,000 sq.m. is a suitable target.

A supermarket of 2,000 sq.m. net floor area implies at least 3,000 sq.m. gross floor area and a site of between 0.75–4.5 ha., depending upon car-parking format and any associated uses (eg. petrol filling station). A crosscheck against a number of similar-sized towns 8 in standalone locations indicates that all have supermarkets of between 1,500 – 5,000 sq.m. gross floor area. Site options around the town centre east are highlighted in this report.

This supermarket could ser vice perhaps £13-16 million per annum8 convenience retail expenditure. This is equivalent to between one-third and one-half of Helensburgh’s convenience expenditure potential. The

sources of expenditure would be firstly clawback of current leakage, and secondly local expenditure growth and impact upon existing local retailers.

4.62

Options for the pier head and adjacent land are urban and mixed-use. The potential mix includes offices, retail, residential, an hotel, a tourist information centre and a swimming pool. These are discussed in turn below.

4.63

Helensburgh has office market potential but little accommodation is available. Additional office space for 250–500 people over the next 5 years would imply 4,000–8,000 sq.m. of new stock, housing up to 50 businesses. Accommodation would be a mix of conversions, upgrades, studio space and new development.

4.64

New office development at the pierhead is indicated in the range 2,000–3,000 sq.m. The market is unproven, rents are low and some dependency upon small businesses is anticipated. Development subsidy would therefore be required - via grant funding, planning gain or development in parallel with the Council’s office requirement to create managed office space. The Council’s requirement is included as an additional, nominal 2,000 sq.m.

helensburgh town centre and waterfront | 39

4.65

4.66

4.67

40

Helensburgh has a comparatively diverse base of local and multiple retailers, and clear demand from new operators to come into the town. Much of the recommended investment in the retail sector is for softer and incremental change. However, two specific development opportunities are also identified. At the pier head, ground floor retail units totalling 1,500–2,500 sq.m. are proposed. This would provide up to ten units below urban blocks. A wide range of retailers would form the target market for these units, including national multiples, speciality (for example outdoor goods or crafts) and café/ bar/ restaurant operators. Development would be expected to be commercially viable, but not to yield a major sum for planning gain purposes.

Proposals for festival shopping at Helensburgh Railway Station require further investigation but conceptually could accommodate an additional 1,000 sq.m. of small (at least ten) units, probably managed under a headlease on turnover rentals and short leases to attract craft, food & drink and small ser vices outlets.

Helensburgh’s residential sector demonstrates strong demand and rising prices. Flatted residential development is proposed for the pierhead area, providing quality urban units to complement lower density housing surrounding the town centre and poorer

quality flatted development centrally. Flatted and townhouse development is also sought for gap sites within the wider town centre.

4.68

4.69

Different combinations of residential development on the pierhead all yield around 6,000 sq.m. at an assumed average height of three storeys with commercial uses at ground floor. A total of up to one hundred 1-3 bedroom flats could be delivered. Residual land values available for cross-funding of infrastructure and other development would be expected to be significant. The potential to deliver an element of affordable housing would require further investigation. Phasing over a number of years is anticipated.

Helensburgh has an established, traditional visitor accommodation sector. Nationally, the hotel market is active in two ver y different market segments. Budget hotels seek sites across the countr y and require high profile locations with main road access and frontage.

Quality hotels target two distinct markets – cities and countr y houses – and ser ve a large catchment. A third segment, the boutique hotel market, remains largely an urban phenomenon for the moment. The scale of hotel indicated in the town centre east options – around 2,500 sq.m. assuming three-four storeys – is both small and conceptual at this stage.

4.70

Helensburgh already provides swimming pool facilities and a tourist information centre. Both are indicated as potential development components around the pierhead area. Each is subject to reviews beyond the scope of this study and will require recommendations for funding and procurement.

PARKING STRATEGY 4.71

Helensburgh town centre currently has a parking capacity of about 1,100 places (600 off street + 500 on street).

The new uses envisaged here, and the assumed reduction in retail leakage when the new food store is in operation (5 years +) will raise the parking requirement. For the purposes of this study we have assumed an increase in capacity to around 1,350 places.

4.72

The broad thrust of the parking strategy can be summarised as follows: •

reduction in on-street parking from 500 to 450, as a result of streetscape improvements in the central area

•

removal of intrusive surface parking at the pier head and Colquhoun Square car parks

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•

undercroft parking for approximately 250 cars at pier head

•

improved and enlarged multi-storey car park (300 spaces) next to the Co-op/Central Station

•

new multi-storey car park (350 spaces) in the town centre east.

4.76

MANAGEMENT, PROMOTION AND ANIMATION 4.73

4.74

4.75

The regeneration of Helensburgh requires more than just a series of projects, important though they are. Action is also needed to overcome the prevailing air of neglect and pessimism, and to create a climate a climate of confidence.

We therefore recommend the formation of a town centre management company (TCMC). We address issues relating to the governance of the company in Section 6; here we focus on its role and purpose.

The TCMC should act as an independent champion for Helensburgh town centre and waterfront, and represent the interests of businesses, residents and visitors to the area.

4.77

Although the company will depend largely on funding from the public sector, it is in the interests of all the parties that it should conduct itself as – and should be perceived to be – an independent entity, dedicated exclusively to the well being of the study area. Indeed, its role will often be to “tweak the tail” of the Council, the LEC and other agencies, but it is important to stress that the TCMC will also apply pressure to local businesses, encouraging them to raise their game – and their investment.

The TCM should have 4 key roles: •

to ensure high standards of maintenance, cleanliness, presentation and safety in the town centre area

•

to raise standards of service and quality in town centre businesses

•

to promote the town centre and waterfront to key target markets – and in the context of the national park strategy

•

4.78

In this way, the TCMC will complement and enhance the deliver y of the action plan. This will be particularly important in order to maintain community/business confidence in the next 2-3 years before major projects are on site. For example, the TCMC might consider: •

organising taster events (for example, a Christmas market and/or food festival) at Central Station to prepare the ground for a permanent festival marketplace

•

creation of a low-cost outdoor activity space on the pier head, which would be accessible for most of the construction phase; this could be site for a programme of events designed to encourage residents and visitors to return to the waterfront

•

illuminated winter festival at Hermitage Park

•

a brighter shop fronts competition for local shops

•

guided walks on Doors Open Day.

to animate the town centre and waterfront by creating a year-round programme of events and festivals. helensburgh town centre and waterfront | 41

Pierhead: alternative scenario development (left: less dense > right: more dense)

42

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town centre outline proposals

CONCLUSION 4.79

4.80

In this section we have set out our analysis of: •

development priorities, by sector and activity, including some study-area wide cross-cutting priorities

•

regeneration opportunities in four key character areas

•

the property market perspective

•

an outline parking strategy

•

the role of the proposed town centre management company, together with some priority projects.

In Section 5 we map out a phased action plan to deliver on these priorities and opportunities.

helensburgh town centre and waterfront | 43

Festival shopping at Central Station

44

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pierhead development proposals: outline massing

helensburgh town centre and waterfront | 45

river edge/waterfront proposals

46

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proposed Colquhoun Street/West King Street infill development

helensburgh town centre and water front | 47

outline traffic proposals

48

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5 the five-year action plan 5.1

5.2

In Section 4 we set out a series of development priorities, and identified a long list of opportunities for change.

The market assessment has shown that there are positive prospects for residential, retail, leisure and other developments, and that the Council’s requirement for accommodation in the town centre also offers an opportunity for action. Other elements of the programme are as yet unproven, and the whole package is predicated on a substantial programme of infrastructure and public realm works.

Although we have stressed that we are not setting out a detailed blueprint for action, we believe that the projects described in the previous section represent a realistic 10-15 year aspiration for the town centre and waterfront.

However, there are significant barriers to overcome and we are conscious of the risk that the programme might collapse under the weight of its own ambition.

•

Pier head (i)

(ii) (iii) (iv) (v)

•

5.4

develop a business plan for comprehensive redevelopment of the site ( joint venture between ABC and Luss Estates) based on the urban design principles set out in this report – end 2005 conduct design competition – mid 2006 secure planning consent – end 2006 site clearance and infrastructure works – end 2007 construction commences – end 2008

(i) (ii)

(iii) (iv) (v) (vi) (vii)

Commercial core (i) (ii)

5.3

Town centre east

•

With this in mind we have developed an action plan which is challenging but realistic.

(iii)

PHASE ONE: 2005-2009

(iv)

We therefore recommend that the action plan for the first 5 years (2005-2009) should focus on the following priorities:

(v)

commission traffic management study – end 2005 commission urban design/streetscape proposals for core area – end 2005 commence enlargement and upgrade of Coop car park – end 2006 implement traffic management/public realm scheme – end 2007 Colqhhoun Square infill development: construction commences – end 2008

(viii) (ix)

commission detailed masterplan for town centre east – end 2005 active marketing of development opportunities (hotel/housing) at Clyde Centre – end 2005 feasibility study for festival market place at Central Station – end 2005 develop detailed implementation plan for whole area – end 2006 secure outline planning consent – end 2007 Clyde Centre redeveloped – end 2007 Festival market place in operation – end 2007 site assembly for supermarket and car park – end 2008 migration of inappropriate/displaced uses – commences end 2009

Waterfront

• (i)

establish route for the promenade linking pier head to East Bay Park, and commission design – end 2006

helensburgh town centre and waterfront | 49

(ii)

commission design for upgrade of East Bay Park – end 2006

(iii)

implement promenade and park upgrade – complete by end 2008

•

5.7 5.5

These measures are described in more detail in Annex 4.

5.6

In broad terms, the first phase of the action plan will be delivered in five key stages:

50

Stage 1: the key partners (ABC, SED and the Community Council/Vision Steering Group) adopt this strategy and commit themselves to securing its implementation – by end 2004

•

Stage 2: the partners establish the delivery vehicles for implementing the strategy (see Section 6) – by mid 2005

•

Stage 3: the partners move into detailed design and business planning – during 2005-2006

•

Stage 4: work starts on a number of early action projects (Co-op car park, Clyde Centre, festival marketplace, commercial core public realm, East

•

the Clyde Centre will have been restored for use as a hotel or luxur y apartments

Stage 5: construction begins on major projects – during 2008-2009

•

the Festival Marketplace will be in operation

•

a new East Bay promenade will have been created, and the Park will have been upgraded.

By the end of year 5, Helensburgh will have made a decisive step towards the vision of a vibrant, distinctive, diverse and high quality town centre and waterfront. By that time: •

•

Bay Promenade) – during 2007-2008

•

work will be well advanced on the redevelopment of the pier head, based on a competition-winning design the public realm in the commercial core will have been completely renewed, and a new traffic management regime will have eased congestion

•

the Co-op car park will have been upgraded and enlarged, helping to deal with the temporar y disruption at the pier head

•

the unsightly gap site at Colquhoun Square will have been replaced by a high quality office/ residential development

5.8

Together, these actions will create a critical mass of development that will put Helensburgh firmly on the path to sustainable prosperity.

5.9

In addition to these high profile developments, we can expect other positive changes to flow from: •

supplementary planning guidance which will create a positive and supportive context for appropriate development

•

the Helensburgh Strategic Partnership (see Section 6) which will establish a climate of confidence for prospective investors and developers

•

the Helensburgh Town Centre Company (see Section 6) which will work with retailers, the

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PHASE TWO: 2010-2014

tourism industr y and other town centre businesses to animate the study area and improve standards of quality and ser vice.

5.11 5.10

Figure 5.1 summarises the first phase of the action plan.

Figure 5.1: Helensburgh Action Plan Phase 1: 2005-2009 PROJECT MILESTONES

1. Pierhead 1.1 Development plan 1.2 Design competition 1.3 Planning consent 1.4 Site clearance/infrastr 1.5 On site 2. Commercial core 2.1 Traffic management study 2.2 Public realm design 2.3 Co-op car park extension 2.4 Traffic mgt/public realm 2.5 Colquhoun Sq infill 3. Town centre east 3.1 Masterplan 3.2 Clyde Centre Marketing 3.3 Festival marketplace study 3.4 Delivery plan adopted 3.5 Outline planning consent 3.6 Clyde Centre re-use 3.7 Marketplace opens 3.8 Site assembly 3.9 Migration of displaced uses 4. Waterfront 4.1 East Bay promenade plan 4.2 East Bay park plan 4.3 East Bay works

2005

2006

2007

2008

2009

The programme is described in more detail in Annex 3. The key milestones in the second (post 2009) phase will include: •

Pierhead completion of pier head development

•

Commercial core social housing development in Colqhhoun Square car park

•

Town centre east supermarket and car park development roll out of mixed-use development

•

Waterfront upgrade of West Bay promenade.

5.12

We also envisage that the regeneration of Hermitage Park and the redevelopment of Victoria Halls will be carried out in this period.

5.13

By 2015, the transformation of the town centre and the waterfront will be complete, and the vision of a vibrant, distinctive, diverse and high quality place will have been realised.

helensburgh town centre and water f ront | 51

52

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6 implementing the action plan COSTS AND OUTPUTS 6.1

The following projects are excluded, but are expected to form part of the Phase Two programme: • • • •

social housing on the Colquhoun Square car park site town centre east land assembly and Phase Two developments West Bay Promenade associated works at Hermitage Park and Victoria Halls.

The table divides the projects into 3 broad categories: •

•

•

Category 1: Commercial development which will be delivered by the private sector, although some developments may require public sector support Category 2: Infrastructure works requiring public sector support, but which may attract some cross-subsidy from the private sector Category 3: Public buildings/public realm which will be wholly – or primarily – funded by the public sector.

Output

Total costs

6.2

6.4

Figure 6.1: Phase One costs and outputs

Cost psm

• •

comprehensive redevelopment of pier head Co-op car park extension public realm/traffic management scheme Colquhoun Square office/residential development redevelopment of Clyde Centre (assumed for these purposes to be extended to create a new hotel) creation of Festival marketplace East Bay Park and Promenade

The total development costs of the five-year programme are estimated to be in the order of £32 million. In addition, the programme will act as a catalyst for additional development – including retail, leisure, commercial and residential – in the commercial core.

Floor space/ area (sq m)

• • • • •

6.3

Cat

Figure 6.1 shows the estimated direct costs and outputs of the completed Phase One programme, 2005-2009. The schedule therefore includes:

2 1 1 1 1 2 2

1,750 6,500 2,500 2,000 2,850 10,000 6,000

£1,500 £700 £700 £1000 £800 £250 £400

£2,625,000 £4,550,000 £1,750,000 £2,000,000 £2,228,000 £2,500.000 £2,400,000 £18,053,000

2 3 1

850 9,000 4,800

£300 £250 £650

£2,550,000 £2,225,000 £3,120,000 £7,895,000

1 1

2,400 220*

£1,200 £750

£2,880,000 £1,650,000 £4,530,000

3 3

7,500 5,520

£150 £75

£1,125,000 £414,000 £1,539,000

Pier head Swimming pool Apartments Retail/commercial leisure Council offices Other offices Public realm Car park (undercroft) Sub-total

Commercial core Co-op car park extension Public realm/traffic mgt Colquhoun Sq office/resi Sub-total

Town centre east Clyde Centre Festival marketplace Sub-total

Waterfront East Bay Promenade East Bay Park Sub-total

GRAND TOTAL

£32,017,000

* linear metres

helensburgh town centre and waterfront | 53

6.5

EXPENDITURE BREAKDOWN

•

Figures 6.2 and 6.3 present an analysis of costs, broken down by categor y and character area.

•

Figure 6.2: Expenditure breakdown by character/area Spend by category (£k) 1

2

3

10,528

7,525

0

18,053

Commercial core

3,120

2,550

2,225

7,895

Town centre east

4,530

0

0

4,530

Pier head

0

0

1,539

1,539

18,178

10,075

3,764

32,017

Waterfront TOTAL

Figure 6.3: Expenditure breakdown by character/area (%) % share by category 1

2

3

% of total spend

Pier head

58

42

0

56

Commercial core

40

32

28

25

Town centre east

14

100

0

0

Waterfront

0

0

100

5

TOTAL

57

31

12

100

6.6

The analysis shows that: •

54

•

Total Spend (£k)

redevelopment of the pier head will account for over half of all expenditure in the plan period

private sector investment will account for 57% of total expenditure (£18.2m), although some of these developments may require pump-priming the two early action projects in the town centre east will be private sector led, although both are likely to require public sector assistance the balance of funding will need to be mobilised by the public sector (£13.8m over 5 years), although the private sector can be expected to make a significant contribution, especially at the pier head.

FUNDING OPPORTUNITIES 6.7

6.8

•

National Lottery Funds the Townscape Heritage Initiative offers grants of between £250,000 and £2m for schemes in historic areas whose character is threatened by disrepair, inappropriate change, empty buildings and gap sites (possible targets: town centre Conservation Area) the Heritage Grants Scheme offers grants of £50,000 or more to enhance heritage and increase participation in heritage activities. The scheme encourages projects that help save buildings at risk, or find appropriate new uses for old buildings (possible targets: Municipal Buildings, Central Station festival marketplace, Clyde Centre)

The Phase One programme will require infrastructure and public realm expenditure of up to £14m over 5 years. There will be an element of cross-subsidy from the private sector, and we would expect the Council to recycle the proceeds from land and property sales (see below). However, there will still be a substantial public sector funding requirement.

the Public Parks Initiative funds about 20 complete restorations of historic parks and gardens a year (possible target: Hermitage Park)

Other possible funding sources should be explored. We should stress that we cannot offer an opinion on the eligibility or likelihood of success of grant applications at this stage:

the Building for Sport Programme provides grant funding for the provision or upgrading of community sports facilities (possible target: new swimming pool)

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•

New Opportunities Fund

6.10

the Greenspaces and Sustainable Communities Programme is operated in Scotland by the Scottish Land Fund; this programme – which is targeted on disadvantaged communities/groups – can provide grants for the acquisition and development of land for environmental or recreational use (possible targets: East Bay Park and Promenade).

Nominally, the Phase 1 programme could deliver: • •

• • •

BUILT DEVELOPMENT

9,700 sq m of residential accommodation, equating to 160 1-3 bedroom units 4,100 sq m of retail/commercial leisure space (plus stalls/micro units at the festival marketplace) a 2,000 sq m Council headquarters building 2,850 sq m of other office space a 2,400 sq m hotel (40 rooms) based on the Clyde Centre.

6.12

The first phase of the action plan will directly generate about 600 gross jobs in total, and an increase in the resident population of around 350 will generate multiplier effects by boosting local expenditure

6.13

In addition there will be substantial induced benefits resulting from: •

• 6.9

Figure 6.4 analyses the mix of uses that will be delivered by the proposed programme. We anticipate a total of 21,500 sq metres of built development, 65% on the pier head.

SOCIO-ECONOMIC BENEFITS 6.11

Based on these outputs, the first phase action plan would deliver benefits as follows: •

Figure 6.4: Development mix

Floorspace sq m Retail/ leisure

Council HQ

Other offices

Hotel

6,500

2,500

2,000

2,850

0

13,850

Commercial core

3,200

1,600

0

0

0

4,800

Town centre east

0

0*

0

0

2,400

2,400

9,700

4,100

2,000

2,850

2,400

21,050

TOTAL

TOTAL SPACE

Residential

Pier head

•

•

•

an increase in the resident population of the town centre of about 350• 4,850 sq m of office space (Council HQ and others) will accommodate about 300 jobs (gross), with workspace for 15-20 small businesses 4,100 sq m of retail/commercial leisure space will accommodate about 230 jobs (gross); we estimate that the festival marketplace will generate 30 jobs a 50-bedroom 3 star hotel would generate about 30 jobs (gross).

the catalytic effect of these developments on the residential, retail, commercial and office markets in the town centre and waterfront, and the roll-out of Phase Two (2010-2014) which will have particularly beneficial effects on the tourism and retail sectors.

CREATING A DELIVERY VEHICLE 6.14

The study has shown that the long term downward drift in the fortunes of the town centre and waterfront is the result of a complex set of related factors. In that sense it is nobody’s “fault”, but there is now a consensus that the response to the growing crisis in Helensburgh has been inadequate. Essentially, there are two problems that need to be tackled: •

a lack of vision and strategic leadership from the Council and other public sector agencies

* excludes festival marketplace helensburgh town centre and waterfront | 55

Figure 6.5: Proposed partnership structure •

6.15

a breakdown in trust and communications between the public sector bodies and the community.

The irony is that Helensburgh is, in our experience, remarkable for the passionate commitment of its elected politicians and its community activists. A succession of events and initiatives designed to move the town centre for ward have been enthusiastically supported and well attended. We have already noted the high level of interest in this study, and the informed and insightful contributions of all stakeholders. We have also noted that there is a near-unanimous consensus on the diagnosis of the Helensburgh malaise, as well as agreement on many (but not all) of the steps required to put the town back on track.

6.16

The challenge is to translate this commitment and goodwill into practical action on the ground. Resources will be a problem – they always are – but they are not the central issue. This report supplies a diagnosis and a prescription, in the form of a phased action plan. The next steps are: •

56

to adopt the strategy and action plan as the way for ward

• •

6.17

6.18

to develop detailed implementation plans for the key projects in the programme, and to ensure that the programme is delivered promptly, and in accordance with the vision.

This will only happen if there is a dedicated delivery vehicle to: • •

champion the vision and strategy mobilise the resources – private and public – to

•

make it happen, and project manage the implementation process.

We recommend the development of a partnership structure and an executive team, based on the following principles (see Figure 6.5): •

•

the formation of a strategic partnership board, with representatives of the Council, the enterprise company and the Vision Steering Group: we recommend a board of 9, with a community representative in the Chair the Board will appoint a full-time Director on a fixed term contract; the director will lead a small (2-3 person) executive team

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•

•

the Director will be responsible for a twin-track work programme: she/he will oversee the work of the town centre management company (day-today responsibility will rest with a member of the exexutive team) but the primar y role will be to deliver the action plan we anticipate that joint venture arrangements may be appropriate for the deliver y of the pier head (with Luss Estates) and town centre east (with the supermarket operator) proposals.

6.21

6.22

CONCLUSION 6.19

The first phase of the regeneration of Helensburgh will require an investment of around ÂŁ32m over 5 years.

Some elements of the programme will be private sector led, and residential and retail/commercial development will create opportunities to cross-subsidise essential infrastructure and other public goods.

6.20

A funding strategy will be required to mobilise public sector and other resources. Receipts from the disposal of surplus Council sites and premises will make a significant contribution, and Lotter y and other funding opportunities should be pursued.

Successful deliver y of the first phase programme will create a critical mass of regeneration activity, and will raise confidence and contribute to market adjustment.

However, the job will not be finished in 2010: completion of the pier head development and the development of a mixed use area in the town centre east will both be required before the promised transformational change is delivered in full.

The measures outlined here will increase the resident population of the study area by 350, and add about 650 jobs. They will increase the day-round, year-round vitality of the area, and boost trade in local shops, bars, restaurants and ser vices.

6.23

Making this happen will be a complex and challenging task. Helensburgh has been drifting for too long, and the partners now need to make a firm commitment to this strategy. It is not a detailed blueprint, and the plans will change and evolve as they take shape. But it sets a clear direction, and it provides a robust and realistic assessment of the scale of resources required.

6.24

The key to success now is the creation of an effective deliver y vehicle: a partnership board, reflecting community, local authority and partner interests,

and a dedicated executive team to manage, promote and animate the town centre, and drive for ward the investment programme.

yellow book Willie Miller Urban Design Ryden McLean Hazel July 2004

helensburgh town centre and water front | 57

58

annex 1

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property market review 1.1

This paper reviews the property market in Helensburgh town centre and waterfront.

It examines market trends and opportunities in the retail, leisure, business and residential sectors.

2.

RETAIL AND LEISURE

2.1

A recent review 1 identified around 83 retail businesses in Helensburgh. The majority are comparison goods retailers and the remainder convenience goods and retail ser vices outlets.

2.2

The town’s core retail area comprises Colquhoun Square, Sinclair Street 2 , Princes Street (to Colquhoun Square), Clyde Street (between Sinclair Street and James Street).

2.3

Helensburgh is ser ved by two supermarkets, Tesco Metro and the Co-op, both on Sinclair Street. Both are reportedly trading ver y well.

There are also several national multiple retailers in the town including Boots the Chemist, WH Smith, Happit, MacKays, Thomas Cook, Thorntons, Greggs and Farmfoods. There are a large number of local independent retailers, including butchers, fishmongers, bookshops, hairdressers, gifts, chemist, toys, shoes and chinas.

2.4

Twelve retailers presently have requirements for Helensburgh3. These are Aldi Stores, Argos, Best Cellars Public Houses, Big Food Group, Bon Marche, British Heart Foundation, JD Wetherspoon, Peacocks Stores, Pets at Home, Savers Health & Beauty, Shelter and Walmsley Furnishing. These requirements total 5600 m2 Eleven retailers are looking for a high street or fringe site and one seeks a retail park location. Although Helensburgh is too small to feature in Ryden’s top 30 Scottish shopping centres, the town has more retailer requirements than a number of towns in the top 30.

2.5

A further retail requirement was the subject of a recent planning application and Inquir y. A Scottish Executive Reporter ( Januar y 2002) recommended refusal of both pier head (supermarket) and leisure proposals. The supermarket proposals had sought a 4645 m2 Safeway 4 5 store.

2.6

The implications of any new supermarket in Helensburgh are debated. The town is estimated to leak between 26-36% 6 of convenience expenditure, mainly to Dumbarton. A recent planning application has also been submitted for a 5600 m2 Tesco at Heather Avenue, Alexandria. Major supermarket investment in Helensburgh would help stem

expenditure leakage, but would inevitably alter the pattern of retailing in the town.

2.7

Recent retail deals in Helensburgh concern shops in the town centre. A total of five small shops on Sinclair Street, East/West Clyde Street and East Princes Street were sold or let in 2002-03. Prime rents were established at around £25 per sq.ft.

Zone A in the late 1990s and may have increased by a further 10% since.

2.8

There are typically around five vacant shops in Helensburgh (Figure 1). Presently these comprise five small units on Sinclair Street, Clyde Street and Princes Street. Consultees suggest that lack of choice of units, rather than lack of demand, hinders activity in the town. Available units seem well-matched to local demand, but could not accommodate some of the requirements noted in para 2.4.

---------------------------------------1 Source: Scottish Executive Inquiry (January 2002) 2 Local Plan consultative draft proposes some relaxation of retail policy here and in Princes Street 3 Source: Property Intelligence 4 2461 sq.m. net sales area (80% convenience goods 20% comparison goods) 5 Safeway is currently the subject of a takeover bid by Wm. Morrison 6 The range of estimates reflects the findings of five independent assessments

helensburgh town centre and waterfront | 59

FIGURE 1

retailers, and the decline of seaside tourism has taken its toll on small independent shops.

2.10

2.11

Leisure activity is an increasingly important7 element of UK town centres. Helensburgh is well ser ved with a mix of cafes, pubs, restaurants and accommodation. These include the Budda Bar (part of a Glasgow chain) on West Clyde Street.

For overnight visitors there are several hotels and guest houses. The largest is the 45-bedroom Commodore, also on West Clyde Street.

2.9

60

Consultees suggest that shops in the town are well supported by the community but that there is little to attract visitors. Long-standing independent shop owners describe a decline in business over the years. A contrasting view is presented by multiple retailers, who report good trading performance compared with UK towns of similar size. Such divergent experiences are not incompatible – long term market consolidation has favoured multiple

• • • • • 2.12

2.13

Charles Rennie Mackintosh’s Hill House on Colquhoun Street Hermitage Park on Sinclair Street has tennis, bowling and skateboarding the Henr y Bell Monument on West Clyde Street; during summer months, the Waverley Paddle Steamer Helensburgh Swimming Pool on West Clyde Street Helensburgh Sailing Club

The Mackintosh connection and sailing are well-

In addition, the local tourist board and Codona Leisure have submitted proposals to build the Helensburgh Discover y Centre on the site of the former outdoor swimming pool. The £8m proposals include a heritage centre, restaurant and childrens’ adventure park.

Extension refurbishment of Helensburgh Pier and creation of a new public square are also planned.

Leisure attractions in Helensburgh comprise: •

Source : Scottish Property Network

known, but no leisure investment of note has taken place for many years. Recently however, the former La Scala Cinema on John Street was the subject of a proposal for conversion to a 140-seater cinema, themed bistro restaurant and a studio. Small town cinemas elsewhere include the four-screen Pavilion in Galashiels and West Coast Cinemas’ two-screen venues in Fort William and Dunoon.

2.14

Nearby at Balloch, Loch Lomond Shores includes an IMax cinema, visitor centre, shopping mall, restaurants and other attractions. It also provides a gateway to the Loch Lomond and Trossachs National Park.

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3.

Business

3.1

The Helensburgh office market is centred around Colquhoun Square and Colquhoun Street. Other office locations span the town centre and include East Princes Street, West Princes Street, Sinclair Street, East Argyle Street, West Argyle Street and King Street. Office occupiers comprise predominantly small professional firms such as solicitors, financial advisors and estate agents8.

Premises are often Class 2 offices, with a ground

Helensburgh. Supply of offices is typically ver y low – sometimes zero. The most recent transaction was the sale of a 67 m2 ground floor unit at 20 East Argyle Street in June 2003. Small Business Gateway and Argyll & Bute Council report receiving occupier enquiries for offices but are unable to accommodate these due to lack of stock.

of -7.21% on the 1991 census. According to the Argyll & Bute Finalised Structure Plan, population projections for Helensburgh & Lomond envisage an increase from 26,300 in 2002 to 27,700 in 2012 (+5.3%), against a falling Scottish population. The Plan projects a housing requirement of 1540 9 units to 2012 and states (p.16) that:

FIGURE 2

“historically there has been a defensive approach to housing provision in this area. A more balanced approach is to focus the housing provision strategy on meeting local needs, particularly including affordable10 and social housing”

floor retail frontage with either associated or separately-owned office suites above. Typically these are Victorian rather than modern buildings.

4.2 3.2

3.3

Argyll & Bute Council is rationalising its office space by consolidating its Helensburgh operations into a single new building in the town centre. This will release seven offices presently owned or leased. A total of 2,415 m2 will be vacated, including Blair vadach House, which will be sold for housing development. Residential redevelopment of the other surplus buildings may be the most feasible option, although managed business space might meet a market need and yield economic benefits.

Figure 2 indicates supply and take-up of office in

The Helensburgh housing market is active, and values are rising. Upper floors in the town centre retain a high proportion of residential activity, unlike in many other towns, although the prime market appears to lie on the peripher y.

Source : Scottish Property Network 4

RESIDENTIAL

4.1

Helensburgh is the largest town in Argyll & Bute with a population of 14,626 (2001 census), a fall

---------------------9 Within a range of forecasts from 514 to 1644

helensburgh town centre and water front | 61

4.3

Recent residential developments in Helensburgh include: • • •

4.4

Kier Homes’ 51-home development at The Hermitage, Redgauntlet Road. in 2000, Cala converted Larchfield School into 11 apartments and also built 14 flats.

Wimpey's 55-home Sundale Gardens development

There is also developer interest at Craigendoran, but any future development here depends upon Census figures. Blair vadach House will be the next site for housing development in the area. There is currently a PPP project at Hermiston Academy and any relocation of this school could free up this land for housing development.

4.5

According to latest statistics ( Jan 2004) produced

by HBOS, average house prices in Helensburgh have risen by 49% over the last year, from £95,647 to £142,150. This makes it the second most expensive location in Scotland - behind Edinburgh - reflecting both strong demand and the defensive approach to housing provision highlighted at 4.1.

Ryden (Updated May 2004)

62

_________________ 10 25% on suitable sites according to the Consultative Draft Local Plan; 80% on one particular opportunity site at Helensburgh Golf Course

annex 2

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transport and accessibility 1.

STRATEGIC POLICY CONTEXT

1.3

Argyll and Bute Structure Plan 2002 1.1

1.2

The Structure Plan, which was approved in November 2002, identifies Helensburgh as a main town with particular ‘edge of conurbation’ issues. The Plan’s development control strategy provides support for major developments within main towns.

Strategic Policy STRAT SI1 – Sustainable Development seeks to “use public transport routes fully and increase walking and cycling networks.” With reference to the Clydeside towns, Recommendation REC SI 1 states that “Argyll and Bute Council, in liaison with the Scottish Executive and along with the partner organisations …[should] engage or undertake feasibility studies into realising trans-Clyde rapid transit and allied ferry service potential in the Firth of Clyde with onward connection to Glasgow”, with the initial brief for the above studies including “stimulating and co-ordinating with economic investment, action programmes and developments, as appropriate, in the town centres and waterfronts of the Clydeside towns.”

Helensburgh is located within the CardrossHelensburgh-Garelochhead Corridor, in respect of which the Local Plan should promote development where this would utilise available brown field land and accessibility to public transport. (PROP SI 4)

facilities for public transport, walking and cycling together with better management of on and off-street parking.

1.6

Access the Future 1.4

This document sets out the Transport Strategy for Argyll and Bute. The strategy seeks to ensure: • • • •

1.5

access to jobs and ser vices the creation of a sustainable economy protection and enhancement of the built and natural environment, and better integration between modes.

• • • • • •

With reference to urban areas, the strategy identifies a number of key issues: •

• •

car use needs to be managed to balance the needs of business and tourism whilst providing good access and a high quality environment park and ride provision is required, often within controlled parking areas, and achieving reduced car use needs better

The Strategy states that “town centres are first and foremost areas where people, rather than cars, should have priority. In developing strategies for town centre development it is the Council’s intention to give priority in descending order of preference to: the disabled pedestrians cyclists public transport ser vice vehicles private vehicles.

“The objective in town centres will be to improve facilities for pedestrians by giving them a greater proportion of the available public space, while ensuring that access for cyclists and public transport vehicles is provided within reasonable walking distance.”

1.7

The Strategy seeks to prioritise car parking to facilitate access to businesses and ser vices, and helensburgh town centre and waterfront | 63

Joint Transport Strategy

make greater provision for walking and cycling.

• 1.8

1.9

The Strategy seeks to encourage car users to make more use of public transport, and to provide integrated interchange opportunities. Bus ser vices will need to be made more attractive and ferr y ser vices developed and improved, including better integration with other modes.

Helensburgh benefits three railway stations.

from the presence of Helensburgh Central and

Craigendoran on the Helensburgh-Glasgow line, and Helensburgh Upper on the West Highland line.

The former provides the main rail link to Glasgow.

The ser vices offered on this line are attractive to commuters. The Strategy recognises that improving interchange facilities at stations will increase patronage. In this regard, it seeks to develop rail ser vices through the provision of Park and Ride facilities, cycle storage lockers and better lighting and security at commuter stations.

1.10

64

1.11

The Strategy also acknowledges the role of taxis as a complementar y mode to public transport, and indicates that the Council will designate stances at transport interchanges.

A Joint Transport Strategy is currently being prepared involving a partnership between Strathclyde Passenger Transport and WESTRANS to formulate and deliver a long-term transport strategy for western Scotland, integrating SPT’s Public Transport Strategy with the evolving wider transportation and strategic planning strategies of the constituent Local Authorities.

• • • •

2.

LOCAL CONTEXT Helensburgh – A Town for (Helensburgh Study Group)

The Helensburgh and Lomond Strategy (Argyll and Bute Council) 2.1

possible dredging of Helensburgh pier area to improve access for ferries and pleasure steamers improve disable access throughout town centre area provide taxi rank immediately adjacent to Helensburgh Central Station improvements to A814 between Helensburgh and Cardross, including flood prevention upgrading B831/2 to A road status

The document outlines the Council’s vision for the Helensburgh and Lomond Area. Within an overall theme of Improving Communications, a number of issues are identified with respect to transportation and accessibility, including: • •

extending rail commuter ser vices on the West Highland line to Tarbert feasibility study for park and ride facility at

•

Craigendoran extend bicycle storage facilities at stations

2.2

the

Future

The Study Group has identified a number of strengths, weaknesses, opportunities and threats with respect to transportation in the town. The good transportation links (road, rail, sea and bus) are acknowledged, but concerns are detailed with respect to localised pedestrian/vehicle conflict; under-utilised town centre space (railway station, gas works, pier); parking arrangements; poor road and pavement surfaces; and poor quality and maintenance of public realm.

july 2004 | yellow book

2.3

Opportunities for improvement include utilising transport links, re-development/use of underused sites, better traffic management and pedestrianisation. The potential for an increase in traffic volumes is identified as a potential threat to the town.

2.4

With respect to the town centre and seafront, the document suggests a number of possible actions, including improved management of the public realm. Covered pavements, off-street parking and pedestrianisation could help the town centre compete with retail attractions elsewhere, together with development of land at the railway stations.

3.

ROADS NETWORK

3.1

The main roads providing access to Helensburgh are the A814 (Clyde Street and West Clyde Street), which approaches the town from the south-east along the Clyde coast from via Dumbarton and Cardross, and the B831/832 which approaches from the north-east from its junction with the A82(T ) north of Balloch.

The two roads meet at the junction of Sinclair Street and West Clyde Street.

3.2

Colquhoun Street is one-way northbound between Clyde Street West and Princes Street West. James Street in one-way south bound between the same streets. John Street is two-way but with no exit onto Clyde Street West.

3.3

Although no traffic data have been provided, obser vation of flows indicates that traffic is free flowing within the town, aided by a street grid which offers a variety of internal route options.

The principal traffic issue appears to be on-street parking in the core area.

4.

PUBLIC TRANSPORT

recently been refurbished, and is heavily used by commuters to Glasgow. The line is ver y well ser ved with trains half hourly Monday to Sunday, with additional ser vices at peak times. Journey time to/from Glasgow is about 45 minutes. Six secure cycle lockers are provided within the station, and park and ride spaces are available in the adjacent decked car park. Covered parking and a pick-up/ drop-off area are provided within the station. The location of the station should encourage combined work/shopping trips given its proximity to the town centre shops and the adjacent Co-op.

4.3

Craigendoran Station is located on the edge of the town approximately 1.5km for the town centre. The station is signed from the A814 as providing park and ride facilities, although parking is limited and there is no security.

4.4

Ser vices at Helensburgh Upper are much less frequent, with roughly 5 ser vices per day to/from Glasgow and Oban/Fort Willam/Mallaig, and a nightly sleeper ser vice to London Euston.

Rail services 4.1

4.2

The town has three railway stations. Helensburgh Central is the terminus for frequent ser vices to Glasgow, and is supplemented by Craigendoran, which is the next station to the east.

Helensburgh Upper is on the West Highland line.

Helensburgh Central is located adjacent to the town centre and is an interchange point for local and longer distance bus ser vices. The station has

helensburgh town centre and waterfront | 65

FERRY SERVICES 4.5

Helensburgh is linked to Kilcreggan and Gourock by ferries for foot passengers only. There are four ser vices per day (Monday – Saturday) and three afternoon sailings on Sunday.

TAXI SERVICES 4.6

Figure

Summary

of

Bus

Services

at

Helensburgh

Service

Route

Summary

216

Helensburgh–Cardross– Dumbarton–Glasgow

Twice hourly service M-Sat operating from early morning to early evening.

Hourly Sunday service from late morning to early evening.

302/ 318

Carrick Castle – Arrochar – Luss – Helensburgh

Four services M-Sat

306

Alexandria Station – Helensburgh Central Station

Five services M-Sat, three on Sunday (Wheelchair and cycle friendly)

315

Helensburgh – Churchill, Kent Drive

Local Service operating M-Sat only half hourly from early morning to late evening.

316

Helensburgh – Kilcreggan (Ferry) – Coulport

Hourly early morning and late evening, half hourly in between M-Sat, reduced two hourly service on Sundays

Taxi ranks are provided on the north side of West Clyde Street, and the east side of Maitland Street.

WALKING AND CYCLING

BUS SERVICES 4.7

4-1

Helensburgh is ser ved by six bus routes. They provide frequent local and commuter ser vices as detailed below. Bus stances are located on Princes Street East adjacent to Central Station and on Colquhoun Square

4.8

The grid layout of the town centre provides a highly permeable pedestrian environment, providing direct routes and encouraging walking. In addition, wynds and pends facilitate access through urban blocks. Signal controlled pedestrian phases are provided on Sinclair Street at the junctions with King Street, Princes Street and Clyde Street. Cycle parking bars have recently been installed at the corner of Colquhoun Street and Clyde Street West.

66

5.

CURRENT PLANS/PROPOSALS Planned/Proposed Infrastructure Works

5.1

5.2

Roads No major road improvements are currently proposed within the project area.

Rail Helensburgh Central Station has recently been subject to a programme of refurbishment. It is understood that no further works are planned at present.

july 2004 | yellow book

5.3

5.4

Bus No significant amendments to bus provision are currently planned.

Pedestrian/Cycle Argyll and Bute Council has secured £1.9m from the Scottish Executive Public Transport Fund for the construction of cycleways in the Helensburgh and Lomond area. Three main routes are proposed as follows: •

Route 1 – Dumbarton to Helensburgh (14.3km) using a combination of coastal, roadside and on-road paths. Land ownership matters have delayed progress.

•

Route 2 – Helensburgh to Garelochhead (12.9km) using on-road paths and remote paths. 80% of this route is complete.

•

Route 3 – Arden to Helensburgh (12.2km) linking with the Balloch to Tarbert cycleway currently under development. Development of this route is due to commence during the current financial year.

5.5

5.6

The project funding makes allowance for the provision of cycle lockers/stands at various locations including Helensburgh Central and Craigendoran Station. Six secure cycle lockers have been installed at Helensburgh Central Station.

A programme of cycle lane provision is currently being implemented along the A814.

This is comprised of a mix of segregated routes parallel to the main road outwith towns, with on-road lane markings within settlements.

• •

6.

SWOT ANALYSIS Strengths •

Proposed pier head development 5.7

The Report of the Public Inquir y which rejected the proposed development of a foodstore, a new swimming pool and parking highlighted a number of transport issues. It concluded, among other matters, that: •

•

irrespective of the type and form of new buildings, there will be a future need to raise the level of the pier head to strengthen sea defences the road network, subject to the Council’s traffic management proposals, is capable of accommodating the proposed developments

the opportunity exists to introduce public transport ser vices on West Clyde Street the proposed car park would have a detrimental impact on properties on Maitland Street and Tower Place.

•

• • •

•

Excellent rail ser vice with three stations on two lines providing a regular commuter ser vice to Glasgow, and access to sleeper ser vices to London.

Helensburgh Central Station located adjacent to the town centre shops. It has recently been refurbished. Interchange with bus ser vices and taxis available at/near the station.

Park and Ride facilities are well used.

Rail ser vices well patronised at both peak and off-peak times.

The co-location of the Central Station and parking facilitates combined work/shopping trips.

A wide range of well patronised bus ser vices is available, including a commuter ser vice to helensburgh town centre and water front | 67

•

• • •

Glasgow, and routes to nearby settlements and a local Helensburgh ser vice.

Grid network of streets provides a highly permeable pedestrian environment, which also aids traffic flow within the town.

Lack of traffic congestion.

Close co-location of shopping area, Central Station and pier car park.

Mixed use central area well ser ved by public transport.

• • • • • •

Weaknesses • • • • • •

Footways within central area.

Poor pedestrian environment.

Lack of pedestrian priority within a car dominated environment.

Lack of cycle facilities. (e.g. lanes) Haphazard parking within central area.

Flooding problem at pier car park.

•

•

Opportunities • •

68

Potential improvements to the Park and Ride facility at Craigendoran.

Upgraded pier facilities in conjunction with waterfront development.

Cycle locker facilities within the wider town centre.

Integration with Dumbarton to Garelochhead Cycle Route.

Enhance pedestrian environment/ease of movement.

Interest in land passengers from cruise operators.

Potential sea gateway to Loch Lomond.

Potential to create triangle of development ‘magnets’ formed by Colquhoun Square, new pier head development and revitalisation of Helensburgh Central Station, connected by a small grid of one-way streets with wider footways, enhanced crossing facilities, etc.

Prioritise pedestrian movements within the town centre and waterfront area, and enhance pedestrian, cycle and public transport linkages and facilities to the rest of the town/wider area.

Potential to create attractive waterfront promenade.

Threats • •

Resistance to change.

Poor maintenance of public realm.

•

• • •

• •

• •

Piecemeal development remote from an integrated land-use and transportation strategy.

Parking management.

Net loss of car parking through development of pier car park.

Resistance to intensification of development in the town centre and waterfront leading to pressure for unsustainable edge of town development.

Cruise ship passengers are then bussed straight to Loch Lomond Shores.

No resolution to car park flooding problem through wider town centre and waterfront development.

Historic resistance to change i.e. pedestrianisation.

Development at pier head prejudicial to potential to enhance ferr y facilities.

McLean Hazel / 2004

annex 3

july 2004 | yellow book

case studies 1.

INTRODUCTION

1.1

The consultant team identified and documented a number of exemplar small town developments that illustrate contemporar y best practice.

2.

SUPERMARKETS IN HISTORIC TOWN CENTRES

2.1

We have come down firmly against a supermarket development on the crucial waterfront site. A number of declining resort towns (for example, Morecambe and Southport) have gone down this road, with disastrous results. Big box developments – with their associated parking and ser vice requirements – invariably result in a loss of sense of place.

2.2

•

the town centre, as in this example from Ludlow, and the buildings have quality designs and an active street frontage, as in Deal.

J Sainsbury development at Deal in Kent (top and bottom right) Tesco development in Ludlow, Shropshire (below)

However, supermarkets in town centres can play a valuable role in attracting and retaining retail trade.

Accommodating these large developments in historic towns is, of course, a challenge. The most successful responses typically have three characteristics: •

•

they are inserted into locations that require regeneration or renewal: for example, derelict or run-down areas on the town centre fringe (for example, Musselburgh and Lanark) they successfully reflect the context and scale of helensburgh town centre and waterfront | 69

3.

MIXED USE DEVELOPMENT

3.1

Calne is a small town in Wiltshire. With a population of 14,000, it is about the same size as Helensburgh. The regeneration of the former Harris factor y site is one of the outstanding examples of mixed use development in a small town in the UK.

3.2

The three-phase development of the site began in 1989, and will shortly be completed at a total cost of about £30 million. The new development includes commercial, civic and residential uses: • • • • • •

a Sainsbur y’s food store new small retail units a cafe a new librar y houses and flats for sale affordable housing to rent

3.3

The urban form of the development is crucial. The development re-established the traditional street pattern of the town centre, and involved the creation of a market place and riverside gardens.

3.4

The project has won numerous awards from, among others, the Civic Trust, the Royal Society for Arts,

70

the National Housing Council, and the British Urban Regeneration Association.

Mixed use development in Calne, Wiltshire

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4.

THE PUBLIC REALM

4.1

Fakenham is an historic market town in historic North Norfolk. It is a traditional centre of rural industr y, and has been in long term decline in line with the failing fortunes of the agricultural economy, and the fall in farm incomes. Other staple industries of the town have closed in the past decade, and the town centre had become depressed and run down.

4.2

In an attempt to revive the fortunes of the town, North Norfolk District Council supported the formation of the Fakenham Regeneration Partnership (FRP) which brought together elected members of the county and district councils, parish councillors, local business leaders, community, voluntar y and amenity groups.

4.3

The FRP decided to focus its attention on the regeneration of the town’s historic Market Square, which had been allowed to become a large surface car park.

The idea was to reclaim the square as the focal point of the town, by making it an attractive, high quality public space and a venue for street markets and events.

4.4

It was not practicable to exclude traffic from the square, but the scheme has created a pedestrian priority zone, and significantly reduced the amount

of parking permitted. The importance of community involvement was recognised from the outset, and more than 25% of the residents of the town attended a series of consultation events that helped to shape the final design.

4.5

The FRP assembled a funding package from a variety of sources, including the county and district councils, ERDF, Heritage Lotter y fund and private investment.

4.6

The completed scheme has helped to restore pride and self confidence to the town centre. A palette of robust, quality materials was adopted, and signage and lighting form part of an integrated design package.

Fakenham, Norfolk

helensburgh town centre and waterfront | 71

5.

WATERFRONT REGENERATION

5.1

We have highlighted two outstanding (and awardwinning) waterfront regeneration schemes, in Whitehaven and Bridlington.

5.2

Whitehaven is a harbour town in a remote location on the west coast of Cumbria. It is a planned town of the 18 th centur y, and was an important centre for mining and other industries which fell away in the last centur y.

Whitehaven was also an important fishing port, but that trade declined too, and the harbour company was declared bankrupt in 1992.

5.3

Starting in 1992, a public sector partnership embarked on a two-stage programme to revive the fortunes of the harbour, with the focus on leisure, tourism and other commercial activities. The key project was the construction of a sea lock, which transformed the harbour from a tidal basin into a 10 hectare deep water pool.

5.4

This investment enabled the development of a popular marina, and has also attracted back a number of fishing vessels. The harbour, now operated by the Whitehaven Development Company is generating profits for the first time in many decades. It is also the location for a popular

72

maritime festival, which attracts more than 100,000 visitors.

5.5

The second phase of the programme concentrated on the quality of the harbour environment. The Hub is a public space that links all the quays; the Quest Centre is a heritage centre with interactive displays; and the Rum Stor y presents the histor y of this traditional trade. The aim of these developments is to establish Whitehaven as a day-trip destination for visitors to the Lake District.

5.6

The public sector has invested a total of about ÂŁ20m over the past decade, to help secure the regeneration of this depressed industrial outpost. The community was deeply involved in the design of the public realm scheme, which improved the links between harbour and town and provided new paving, lighting and public art on the quays and promenades.

Whitehaven Harbourside by night

july 2004 | yellow book

5.7

Bridlington is a traditional “bucket and spade” resort on the East Yorkshire coast. Like many such places, Bridlington began to decline in the 1960s and 1970s as families headed to the sun for package holidays, and by the 1980s there was growing concern about the town’s tired and dilapidated appearance, especially on the sea front.

5.8

The immediate trigger for actions was the discover y (in 1992) of structural faults in the North Promenade, which made remedial action a necessity. The Council decided to invest in public art as part of the repair and renewal of the promenade, and works were carried out between 1993 and 1995, which proved a success with visitors and local people.

5.9

Attention then turned to the neglected and run-down South Promenade. Encouraged by the positive response to the earlier works, East Riding Council commissioned a more ambitious scheme, designed by the architects, Bauman Lyons, and the artist, Bruce McLean.

5.10

The resulting scheme cost £3.7m, and was funded by the local authority with support from the National Lotter y and ERDF. The former reported that the scheme “proposes a standard of civic architecture that refuses to licence mediocrity”.

5.11

This is the key to the success of a scheme which led to an immediate 20% increase in visitor numbers. The completed works include a tensile roofed shelter, a viewing terrace with shops below, modern beach huts, a paddling pool, solar heated showers, and a landmark café and jetty. The Nautical Mile is a mile-long art work set into the terrazzo surface of the promenade, and which links the different elements of the promenade.

5.12

Crucially, the design reflects the standards and expectations of the modern market place. This is a place that reflects the pleasures and traditions of the seaside resort, but also the demands of more sophisticated and demanding visitors.

Bridlington, East Yorkshire

helensburgh town centre and waterfront | 73

6.

SWIMMING POOL

6.1

Grange-over-Sands is a traditional small resort town on the southern edge of the Lake District, overlooking Morecambe Bay. When 1930s Lido was closed in 1992, due to high running costs, local community activists formed a non-profit trust to develop and operate a new swimming pool.

6.2

The trust brought together a range of partners to fund the project. The local Council provided a site for the pool on a long-term lease, and this was a key factor in attracting the Lotter y funding which provided the bulk of the near ÂŁ2m budget. The trust raised the balance of the funding package from a variety of sources: local businesses made a significant contribution, and local residents who donated ÂŁ500 had their names engraved on glass bricks which were incorporated into the building.

6.3

This theme of community ownership was carried for ward into the design of the building. The architects, Hodder Associates, facilitated a series of design workshops which enabled local people to contribute their ideas and influence the development of the building.

6.4

The new pool opened in 2003, and has proved a huge success with local and visitors, as well as winning a

74

number of awards. The success of the pool has been the catalyst for the development of a town centre and waterfront strategy for Grange-over-Sands, which aims to revitalise the declining resort by renewing other sites.

Berners Pool, Grange-over-Sands, Cumbria

july 2004 | yellow book

7.

LEARNING THE LESSONS

7.1

The projects here should be treated as cameo studies, and as sources of inspiration for the regeneration of Helensburgh’s town centre and waterfront. The Vision Steering Group has also identified best practice models, and members have visited a number of towns to gather ideas. This is itself excellent practice, and we recommend that the partners should consider further organised study visits as the action plan is firmed up.

7.2

The case studies – and our experience of best practice models in many other small towns – offer a number of key lessons. These include: •

grasping the nettle of change, and not allowing towns to sleepwalk into a crisis: the places highlighted here needed to make something happen, and they devised and implemented imaginative change strategies

•

being open-minded: done in the right way and the right place, supermarkets can be a force for good, and people and cars can shared spaces successfully – if the design is right

•

not compromising on quality: it is better to do fewer things well, than more things on the cheap: durable materials and durable designs will outlast gimmicks and “themed” schemes

•

nurturing and valuing a sense of place: these examples all celebrate the special qualities and traditions of much-loved towns; the projects have emphasised difference and distinctiveness, without lapsing into pastiche

•

ensuring that the community is involved at ever y stage: the energy and commitment of concerned citizens was key to the success of all these projects – from the activists in Ludlow who insisted that they would not accept a “dumb box” supermarket to the community trust that campaigned for Grange-over-Sands’ superb new

•

above all, a genuine partnership – between the local authority, agencies, businesses and the community – is key; successful deliver y of regeneration schemes means coordinating the efforts and resources of the whole community in pursuit of a shared vision.

pool •

the need for energy and creativity to assemble the funding package, and avoiding the pitfalls of a funding-led approach

helensburgh town centre and waterfront | 75

76

annex 4

july 2004 | yellow book

the key projects: phase 1 SCHEDULE 1: THE PROJECTS DESCRIBED Ref

Title

Description

Timescale

1

Pier head

A comprehensive mixed use development of the pier head area to create a vibrant and attractive extension to the town centre, a focal point for leisure and recreation, and a magnet for visitors. Retail, leisure and residential uses will be concentrated in urban blocks at the Clyde Street end of the site, which will also include a promenade and public space.

Site clearance and flood prevention 2007-08.

Development on site end 2008: complete by 2011.

1.1

Swimming pool

An elegant new swimming pool in a waterfront location at the seaward end of the pier head site. The pool will be a valuable, year-round facility for community use and an important attraction for day visitors and tourists.

1.2

Apartments

The development will include 6,500 sq m of residential development. There will be apartments on the upper floors of the principal urban blocks and on the east side of the pierhead (where town houses might be considered). This will deliver about 110 1-3 bedroom units.

1.3

Retail/commercial leisure

There will be about 2,500 sq m of retail/commercial leisure space, in 8-10 units concentrated on the Clyde Street frontage, and the west facing range. These units will be occupied by a range of shops, pubs, restaurants – and will also provide accommodation for a new Tourist Information/Interpretation Centre.

1.4

Council offices

We have made provision for the inclusion of a 2,000 sq m headquarters building for Argyll & Bute Council. This must be a building of quality and presence, to do justice to a key site and set the standard for future development. The offices must be open and accessible.

1.5

Commercial offices

The indicative plan allows for an additional 2,850 sq m of office space, mostly on upper floors in the urban blocks. This will provide space for about 10 small business units, and for about 175 staff.

1.6

Public realm

This key location requires high quality streets and public spaces. There will be three key public spaces: (i) the Clyde Street frontage will open out onto a public space, with new surfaces to calm traffic and make the crossing more pedestrian friendly; (ii) a sheltered space for events, activities and sitting out immediately to the n. of the new swimming pool; and (iii) an elegant promenade on the west side of the pier head, extending out to an improved pier, which will be the location for a major piece of public art (perhaps a light sculpture). These key locations will be supplemented by quality treatments of secondary streets, surface parking spaces and service access.

1.7

Undercroft car park

The proposal includes provision for around 250 parking spaces in an undercroft car park below the urban block.

2

Commercial core

A package of measures designed to uplift the quality of the heart of the town centre. The package centres on the design and implementation of an integrated scheme to improve the quality of the public realm, and manage traffic flows through the core area.

Various 2006-2008

2.1

Co-op car park extension

This important car park close to the station and the Co-op will be upgraded and enlarged to increase capacity to approximately 300 spaces.

Complete by end 2006

helensburgh town centre and waterfront | 77

2.2

Public realm/traffic management scheme

We do not recommend the exclusion of traffic from the central area, but instead propose a package which will (i) reduce flows of through traffic in the heart of the town, and (ii) improve the quality of streetscape and public spaces. The traffic management scheme will be the subject of a detailed future study, but we envisage that a clear signposting/signalling scheme will discourage unnecessary trips through the lower Sinclair Street and Princes Street (between Sinclair Street and Colquhoun Square). This same core area will be the subject of a streetscape scheme will (i) increase pavement widths, (ii) improve the management of on-street parking, (iii) increase the number of pedestrian crossings, and (iv) introduce quality materials and street furniture throughout. Specific proposals will be generated for Colquhoun Square, designed to make this unsatisfactory space a more welcoming and lively environment.

Complete by end 2007

2.3

Colquhoun Square infill development

This key development will close the gap at the NE corner of Colquhoun Square. We have devised an illustrative plan, which would maintain access to the bank car park; in Phase 2 we envisage that the surface park behind Colquhoun Square will be replaced by a mews style development of social housing. The infill development will provide 4,800 sq m of floorspace, on three floors. Ground floor units will be occupied by shops, cafes or the service businesses, with residential apartments above.

Complete by end 2008

3

Town centre east

The redevelopment of the town centre east area will start to flow through in Phase 2 (2010-2014). Phase 1 will focus on masterplanning and site assembly, but we envisage early action projects in two key locations: the Clyde Centre and Central Station.

Various

3.1

Clyde Centre

Finding a beneficial new use for the Clyde Centre is an immediate priority. This is a listed building of some quality in a prominent site on the approaches to the town, and with a fine waterfront location. The building is in a poor state of repair, and requires total renovation. A new build extension may be required to create a commercially viable amount of floorspace, and this is acceptable if it is of appropriate quality. We propose active marketing of the site to test the market, with two particular markets in mind: (i) conversion to create luxury apartments, and (ii) quality 3-4 star hotel.

Achieving the latter would be particularly beneficial.

Complete 2007-2008

3.2

Central Station

Central Station is one of the finest buildings in Helensburgh, but underused. The covered concourse on the s. side of the station offers an ideal location for a festival marketplace, although the screen wall would need to be opened up to create an active street frontage. Spare office space on the upper floors should also be actively marketed. The feasibility of the marketplace concept would need to be tested in a further study.

Complete 2007-2008

4

Waterfront

The regeneration of the pier head will make a decisive difference to the waterfront experience. In Phase 1 this should be complemented by a programme of works to open up access to the eastern waterfront, and to create an attractive and appealing destination/community park.

Complete by end 2008

4.1

East Bay Promenade

The aim is to create a continuous promenade from Kidston Point to East Bay Park, including a walk through the regenerated pierhead area. There is at present no pedestrian route along the eastern shore. This project will focus on identifying, securing and developing an informal promenade between East Bay Park and the pier head. The design treatment should reflect the rocky shoreline, in contrast to the more formal West Promenade.

Complete 2008

4.2

East Bay Park

East Bay Park has been the subject of some recent improvements, but it remains a rather bleak and cheerless place. We propose the design and implementation of a relatively low cost scheme to upgrade the park by improving footpaths and introducing quality planting that will give the park year round colour, shape and presence.

Complete 2008

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july 2004 | yellow book

SCHEDULE 2: PROJECT COSTS AND OUTPUTS Please note that the scheme and costs are illustrative and nominal at this stage.

Ref

Title

Floorspace (sq m) by type ResidEntail

1

Pier head

1.1

Swimming pool

1.2

Apartments

1.3

Retail/commercial leisure

1.4

Council offices

1.5

Commercial offices

1.6

Public realm

1.7

Undercroft car park

Co-op car park extension Public realm/traffic management scheme

2.3

Colquhoun Square infill development Sub total: Commercial core

Central Station

6,500

2,500

3,200

1,600

3,200

1,600

2,000

0

2,850

0

0

0

Est cost (ÂŁ)

TOTAL

1,750

2,625,000

6,500

4,550,000

2,500

1,750,000

2,000

2,000,000

2,850

2,228,000

10,000

10,000

2,500,000

6,000

6,000

2,400,000

17,750

31,600

18,053,000

850

850

2,550,000

9,000

9,000

2,225,000

2,850

2.2

Clyde Centre

Other

2,000

Commercial core

3.2

Hotel

2,500

2.1

Town centre east

Offices

1,750

2

3.1

Council HQ

6,500

Sub total: Pier head

3

Retail/ leisure

4,800

3,120,000

14,650

7,895,000

2,400

2,880,000

0

2,400+

4,530,000 1,125,000

9,850

2,400

1,650,000 Sub total: Town centre east

0

0+

0

0

2,400

4

Waterfront

4.1

East Bay Promenade

7,500

7,500

4.2

East Bay Park

5,520

5,520

414,000

+ does not include festival market place (220 linear metres)

Sub total: Waterfront

0

0

0

0

0

13,020

13,020

1,539,000

TOTAL

9,700

4,100+

2,000

2,850

2,400

40,620

61,670+

32,017,000

helensburgh town centre and waterfront | 79

yellow book willie miller urban design ryden mclean hazel