Irvine Town Regeneration Plan

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3 Contents Preface 5 1. Introduction 6 2. Context and Process 8 3. Vision for Irvine Town Centre Key Development Areas Other Projects / Initiatives 36 Page 3

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5 Preface Irvine Bay Regeneration Company- Town Regeneration Plans Established in late 2006, Irvine Bay Regeneration Company is one of Scotland s second generation of urban regeneration companies. It is the largest URC in terms of its land mass and it spans 14 miles of coastline, and encompasses the four seaside towns of Ardrossan, Saltcoats, Stevenston and Irvine and the abbey town of Kilwinning. This environment presented a unique challenge to us: In seeking to realise the potential each of these individual towns have, how do we ensure that the different communities and interests within these towns are fully and equally involved? Our answer was to create a programme of Town Regeneration Plans. At the core of each plan will be the ideas, issues, fears, hopes and visions people have for the future of their towns. These plans will provide the vision to direct the regeneration of the towns and their key development areas; and a framework for key projects and initiatives. In summary: Our town regeneration plans will seek to inspire future regeneration activity and Irvine Bay Regeneration Company will play a major role in driving this work forward. The delivery of individual projects and initiatives will be dependent upon funding opportunities being identifi ed and this will need the support of both our public and private sector partners. The scale of the individual projects will in many cases see the preparation of additional project specifi c plans or development plans being prepared to ensure their successful delivery. The plans will set opportunities for regeneration over the next years. Not everything set out in the town regeneration plans will be able to be done and some of the key projects may be some years away from starting, but we hope the plans will become a key tool for shaping the future of our towns. Page 5

6 1. Introduction What is the? 1.1 The (TRP) has been commissioned by Irvine Bay Regeneration Company (IBRC) to guide the sustainable regeneration of the town centre of Irvine, comprising the original Burgh centre (referred to as the Old Town ), the central area of Fullarton (referred to as the New Town ) and the Harbourside. 1.2 The need for the TCP follows the production of the Irvine Bay Masterplan by URBED (2007). The TCP provides further development of the projects suggested in the masterplan as well as identifying further opportunities within the Town Centre area, presenting a comprehensive evidence base and vision in which to take forward these projects with confi dence and with the support of the local community and key stakeholders. 1.3 The commissioned team comprising BDP (spatial planning, landscape, urban design and architecture), EKOSGEN (economic development) and WSP (transport planning) has employed a robust process of evaluation, analysis, research, design and consultation to defi ne a series of priority projects that will act as the catalyst to the sustainable regeneration of the town centre of Irvine, most specifi cally by providing: Guidance to facilitate the sustainable and high quality regeneration of the central area of the town and key development areas (KDA s); and A robust delivery strategy with projects that can be phased and realised within the overall vision. Irvine Town Centre Character Areas Page 6

7 The status of the TRP 1.4 The Irvine TRP will be adopted as supplementary planning guidance to the North Ayrshire Local Development Plan. The diagram below shows the fi t between the TRP and the existing planning framework. Structure of the TRP 1.5 The TRP consists of fi ve separate volumes: 1 (this document) 2 Evidence Base and Technical Appendix 3 Irvine Historic Core Design Code 4 Harbourside North Design Code 5 Delivery Strategy Fit between TRP and existing planning framework Page 7

8 2. Context and Process Irvine Bay URC 2.1 Irvine Bay URC was formally launched in October 2006 following the announcement by the Scottish Executive to establish an urban regeneration company to take forward plans for the regeneration of Irvine Bay (comprising the towns of Ardrossan, Irvine, Kilwinning, Saltcoats and Stevenston) as the towns face many challenges relating to post-industrial change, which if left unchecked will result in limited future prospects for these communities. IBRC has been designated on recognition of these issues to champion and stimulate new investment and co-ordinate plans for regeneration and redevelopment. The key challenge is to halt and reverse current trends and offer a prosperous future for the residents, business and visitors to Irvine Bay. The fortunes of Irvine Bay can be reversed if IBRC and its partners successfully address underlying issues and build on the area s many assets; if the built environment of Irvine Bay can match the quality of its natural environment, there is a chance to kick start growth in the local economy in a way that has eluded this area since the major industrial closures of the mid 1970s. 2.2 The role of IBRC is largely about creating the conditions and infrastructure necessary for success. The creation of new jobs are IBRC s top priority and the URC s responsibility is to create the physical conditions that stand the best chance of attracting new investment and creating sustainable employment, which includes: Providing a range of new and appropriate housing to stem population leakage and attract new people of all ages to live in the area; Improving the town centres to reduce leakage and attract new and diverse businesses through increasing demand; Generating new employment through providing modern business property to attract and retain new businesses and business types; Better exploiting natural coastal assets through developing visitor and leisure facilities and infrastructure which will enhance our tourism potential; Improving the physical and built environment, develop new community infrastructure; and enhancing the public realm to provide added value to open and public places; and Developing a clear role for Irvine Bay within the wider Glasgow city-region through maximising the linkages with Glasgow. 2.3 The main aim of regeneration proposals is to link the physical regeneration of the Irvine Bay area with proposals to revitalise the local economy and to connect local people with new employment initiatives, including new retail and leisure facilities, new housing and business spaces and town centre regeneration. IBRC s long term vision for Irvine Bay was developed from the original masterplanning work and has been formally adopted by the URC Board as: Our vision for Irvine Bay is that through re-discovering the coast and our connections to Glasgow, we will create a vibrant Irvine Bay with a strong economy, a high quality of life and an enhanced environment. Irvine Bay Masterplan 2.4 The Irvine Bay Masterplan was prepared in 2007 to develop a strategy for the regeneration of Irvine Bay. The masterplan set 5 overall themes for the regeneration of Irvine Bay and proposed 12 projects for Irvine itself. The Irvine Bay regeneration themes are set out below and the projects in the following diagram: iwork- Business start-ups and employment: Creating an environment where existing business can prosper. Playing to existing strengths. Consolidation of employment sites in new premises. New employment generation through the promotion of start-up businesses and exploitation of the leisure, service and tourist sectors. ilive- This provision of good quality housing: Ensuring that new homes contribute to the regeneration of the area. Concentrating new housing around the town centres and along the coast. Distinctive and high quality design. Improvements to existing council and housing association supply. isea- Playing to the area s greatest asset: Turning the towns to face the sea. Page 8

9 Using the coast as the thread that links the towns together through the creation of a coastal park. iplay- Leisure provision: Generating a broad range of leisure activities to make Irvine Bay a good place to spend time. ibay- Image change: Playing to the area s strengths. 2.5 Since the publication of the masterplan IBRC have begun to progress key projects highlighted in the study. Given that these projects are currently being examined in detail, they do not form part of the consideration for Key Development Areas within the TRP. They have been taken into account of, however, in terms of their infl uences on the projects being examined in the TRP. The projects include: Harbourside development Urban Splash has recently been chosen as preferred development partner for this project, which will develop the former Big Idea car park for a mixture of new housing and leisure facilities. A new community is planned consisting of some 300 homes and 30,000 sq ft of business space, which is expected to create some 100 construction jobs and on completion around 160 permanent and part time jobs. Links golf course and hotel Credential Holdings are currently working on proposals for a prestigious world-class golf resort. The Ayrshire will be an internationally renowned 18- hole links course complete with adjoining hotel (consisting of a 220,000 sq ft hotel, clubhouse, shop,spa, restaurant and conference facility) and a selection of holiday homes. Tarryholme Eco-homes development Austin-Smith: Lord has been appointed by Irvine Housing Association in partnership with Irvine Bay URC to develop this project in greater detail. The 8 acre site will be developed for more than 200 homes (25% social rented) of exemplar design and construction. Towns: Irvine Key F The Big Idea Beach Park Land Use Consultants are currently preparing a Coastal Park Framework for all the 5 Towns. This will consider ideas for Beach Park, which is also likely to be infl uenced by the Harbourside Development. Community uses Residential/mixed use Retail development Employment uses Leisure development Parking Public realm improvements A Harbourside B Beach Park C Golf course and hotel E Mudflats Walk There are huge opportunities in Irvine partly because the new town was never completely finished. These focus around the harbourside and the creation of a lively mixeduse area and the reconfiguration of part of the shopping centre to revitalise the main shopping offer H Town Centre Offices G The Maritime Museum K The High Street I The Town Centre Irvine Bay Masterplan proposals for Irvine D Magnum Centre J The Civic Quarter L Tarry Home Eco-Village VISION: To overcome the new town legacy and to restore its historic character by intensifying the amount of housing around the town centre and redeveloping the shopping centre. PROJECTS: A Harbourside development: New residential development around Irvine Harbour. B Beach Park: Environmental works to create a more traditional park. C Links golf course and hotel: A new high quality links golf course with a landmark hotel. D The Magnum Centre: The redevelopment of the Magnum Centre and with a replacement facility provided in the town centre. E Mudflats Walk: A boardwalk across the mudflats giving access to the town centre. F The Big Idea: A nature reserve around the Big Idea. G The Maritime Museum: The expansion of the Maritime Museum incorporating boat repair. H Town Centre offices: A new office quarter with an initial 2000m 2 pavilion I The Town Centre: The redevelopment or refurbishment of the Riverside Shopping Centre. J The Civic Quarter: The expansion of the courts and the redevelopment of the police station. K The High Street: Public realm improvements to the town centre. L Tarry Holme Eco Village The development of an eco village on the Tarry Holme site. Page 9

10 The Process 2.6 The following diagram outlines the 3 stage process that has led to the formation of the TRP and how it relates to the development of proposals. The Irvine Town Regeneration Plan Evidence Base and Technical Appendix covers in detail the baseline and project review / gap analysis stages of the process, whilst this report represents the culmination of the study. High Street Town centre offices Civic Quarter Town centre PROPOSALS Irvine Bay Masterplan projects Big Idea Mud flats walk Magnum Centre Maritime Museum Harbourside housing Links golf course Beach park Tarry Holme Policy & regeneration context Area appraisal PROCESS Baseline review Physical conditions & constraints Stakeholder consultation Market & property analysis Consultation and Engagement 2.7 IBRC have required the 3 consultant teams involved in the Town Regeneration Plans to apply elements of the Scottish Government s National Standards for Community Engagement, by acting as exemplars for one of the 10 standards. The Irvine Town Centre team have chosen the Working Together standard and have agreed to use clear procedures that enable the participants to work with one another effectively and effi ciently. 2.8 Indeed, the theme of working together has particular resonance with the approach to this commission, which has required collaborative engagement with a wide range of interests. The process of producing a comprehensive evidence base to underpin the vision and development of projects has necessitated an understanding of the way the t own centre functions from the perspective of a wide range of people (public sector bodies, service providers, signifi cant landowners, voluntary/community sector representatives and local people that use and infl uence the town centre) before any decisions are made. Catalytic projects Bridgegate Ayrshire Metals Town centre offices Local jobs pool Bridgegate Trinity Church (town centre) Civic Quarter High Street Town centre Civic Quarter Local jobs pool Mid-long term projects Big Idea Mud flats walk Harbourside North (Ayrshire Metals) Magnum Centre Maritime Museum Town Centre Regeneration Plan Proposals Historic Core (High Street) Ongoing projects Harbourside housing Links golf course Town centre offices (Cultural Centre) Beach park Tarry Holme Old Town car park Project review and gap analysis Community consultation Define vision and objectives Refine project detail Project Evaluation Refinement of prefered options Establish outputs 2.9 At an early point in the development of the TRP the consultant team interviewed a signifi cant number of stakeholders to ascertain their views on the proposals emerging from the Irvine Bay Masterplan and other general issues of consequence to Irvine Town Centre. The results of the interviews are included in Evidence Base and Technical Appendix. The range of interests that were interviewed include: ANCHO Housing Association Ayrshire Chamber of Commerce CEiS Cunninghame Housing Association Federation of Small Businesses Historic Scotland Irvine Bay Town Group Irvine Housing Association Irvine Police Irvine Sports Club Job Centre Plus Page 10

11 Local councillors North Ayrshire Council (Economic / Community Development) North Ayrshire Council (Estates) North Ayrshire Council (Planning) North Ayrshire Council (Roads) North Ayrshire Council (Sports Trust) Savills (agents for ING- owners of the Rivergate Centre) Scottish Enterprise Ayrshire Scottish Natural Heritage 2.10 A separate consultation event was also held for the local residents of Irvine in March The aim of the event was to stimulate local interest from the community and stakeholders on the development of the TRP and ultimately encourage local people to feed into: The formation of a vision statement for Irvine, An analysis of the projects proposed in the Irvine Bay masterplan, and A gap analysis to identify further opportunities and issues More than 150 people attended the event and 70 response forms were received, in addition to valuable comments posted on project boards and a map of the town. The results are recorded in a separate Community Consultation Report and (see Irvine Town Regeneration Plan Evidence Base and Technical Appendix). Page 11

12 3. The Vision for Irvine Town Centre Vision 3.1 Irvine has a wonderfully unique and paradoxical character. As an established ancient town that conversely became a twentieth century New Town, Irvine benefi ts from remarkable historic beauty and a convenient modern infrastructure. It also commands a magnifi cent position by both sea and river that is one part harbourside village and one part inland Burgh, but the town s excellent transport linkages to Glasgow mean that Irvine is more than a self contained medium sized town; Irvine is also an extension of an exciting and dynamic city-region of national and international signifi cance. 3.2 Based on these assets Irvine has great potential in attracting those seeking the proximity of the City and the lifestyle benefi ts of living and working in a smaller coastal community, combining the positive qualities of town, country and coast. Certainly, Irvine s core assets provide the opportunity to reverse Irvine s cycle of deprivation and decline, by initiating the potential for the reverse: by playing to Irvine s strengths as a great place to live, Irvine will be able to attract a wider mix of people, who in turn bring higher a spending power to the town, encouraging a higher value commercial and cultural offer, which attracts more residents, enterprise and visitors to Irvine. 3.3 The benefi ts of Irvine s regeneration will be hollow, however, if development projects purely aim to attract the same footloose creatives and entrepreneurs as other towns, and ultimately disregard the needs of the existing townsfolk. The vision for Irvine should primarily be about raising the quality of life for the existing population, which will be mutually benefi cial to raising the desirability of the town, encouraging others to buy into this lifestyle and lead the process of economic development and regeneration. Underlying this vision is that Irvine will become a self confi dent town, its residents living by an active, social and healthy lifestyle that encourages other people to experience its leisure, recreational, cultural and natural pursuits. 3.4 Indeed, this investment in self confi dence will aim to raise the status of Irvine once more to the sub-regional centre it was intended, but which in recent years it has struggled to maintain. As the service centre for Irvine Bay and North Ayrshire the desirability and buoyancy of Irvine will be crucial to the wider fortunes of the area. The Page 12

13 vision is therefore given the added signifi cance of Irvine s sub regional status to set in place appropriately scaled interventions, which aim to re-establish a stronger subregional centre for the benefi t of Irvine and Irvine Bay. 3.5 In summary, the vision for Irvine Town Centre is: Irvine will exploit its unique character to create a self- confi dent town where people aspire to live and work and are proud to call home. This will be achieved fi rst and foremost through a revitalised town centre that benefi ts the people of Irvine and in turn creates the destination and setting for a revitalised sub-regional centre that attracts new investment, delivers higher value jobs and sustains and grows the indigenous population. This will be maximised by an enhanced urban environment that builds upon the town s historic beauty, its magnifi cent coastal and riverside setting, its convenient modern infrastructure and its excellent links to the exciting and dynamic Glasgow city-region. Page 13

14 Current Opportunities 3.6 The spotlight is already on Irvine as a number of high profi le development projects proposed in the Irvine Bay masterplan come forward independently of the regeneration plan. Of these projects, the announcement that Urban Splash is to develop 4.5 hectares of the Harbourside is probably most signifi cant, not only in terms of the mix of housing, shops, leisure facilities and commercial workspaces that the development will bring, but the cachet that such a name as Urban Splash can convey for Irvine as a desirable place to live and invest. 3.7 Indeed, consultants have been appointed to take forward proposals for Tarryholme Eco- Homes Development, another distinctive residential concept and a preferred developer has been announced for The Ayrshire, which will be an internationally renowned 18-hole links course, complete with adjoining hotel and selection of pioneering holiday homes. The process of change is underway, but where are the gaps that the Regeneration Plan must plug? Harbourside Housing Links golf course holme Current activity in Irvine Where no one goes, this intrepid developer leads the way...with a sprinkle of their [Urban Splash] magic dust...it [Irvine] may become Glasgow s Brighton. (The Guardian Weekend, April ) Page 14

15 Challenges 3.8 The fact remains that whilst Urban Splash will help to bolster the relatively more successful and stable Harbourside, and projects like Tarryholme will stimulate inward migration into Irvine, if signifi cant efforts are not made to improve the desirability of Irvine Town Centre itself, the benefi ts will not be maximised for the town as a whole. The adverse result may be to merely emphasise social divisions at a local level, creating affl uent enclaves that have no desire to use the town centre for shopping, work or leisure and which undermine the potential of Irvine to capture more affl uent consumers who demand better quality services. Declining Old town 3.9 Such an effect can already be viewed by anecdotal evidence that suggests that the town centre itself has two distinct use typologies, characterised by the more wealthy who arrive by car, park at the Rivergate Centre or retail park and shop in the national multiples without even venturing into the Old Town (New town typology) and the less well off who are dropped off by bus on the High Street and being excluded in terms of distance and public transport from the larger national retailers, make more use of the independent retailers of the Old Town (Old Town typology), which due to less footfall and lower value spend continue in a downward spiral characterised by empty and derelict buildings and retailers and businesses that have had little investment In addition to the town centre itself, there is also the problem as to what can be done in the long term for signifi cant areas of obsolete business property created by the effects of industrial restructuring, which has resulted in high vacancy levels and low rates of take-up. Criterion developed by Kevin Murray Associates will be used to assess the development potential of key priority sites. Current challenges Industrial restructuring Page 15

16 Strategic Objectives 3.11 A detailed evidence base review of the Irvine Bay masterplan and an analysis to identify any gaps within this strategy has led to the development and identifi cation of proposals for the Regeneration Plan. These have developed with an eye to the overall vision for Irvine, which the plan will aim to deliver through projects that respond to 5 strategic objectives: Economy - To support economic development, by diversifying and strengthening the town s employment base. It is critical that the regeneration plan refl ects the current make up of the town s economic base, projected growth sectors within the City Region s economy and the skill levels / training requirements of the town s workforce catchment. Destination - To regenerate Irvine Town Centre as the prime retail, service and cultural destination within the fi ve towns. Consideration must be given to the role of Irvine within the hierarchy of settlements across North Ayrshire and in particular the relationship between Irvine and other settlements in Irvine Bay. Image - To transform the image of the town centre, making the most of its high quality buildings, streets and spaces, whilst addressing the legacy of poor quality modern development. This objective refl ects the dual character of Irvine as a historic Burgh and 20th Century New Town, and seeks to create a strong, positive identity and reputation based around its positive assets, whilst addressing the impact of a number of eyesore buildings. Connections To improve connections between the waterfront, the train station, the town centre and local residential communities. The twentieth century restructuring of Irvine has created 3 distinct areas that relate poorly to each other. Physical and psychological anchors and improved linkages are needed to reinforce connections across the town and generate more mixed fl ows of people. Home - To create a Town Centre that meets the needs and aspirations of existing residents and attracts new inhabitants. Quality new housing will be critical to maintaining the town s population at a level that sustains and supports ongoing economic growth. The role of Irvine Town Centre will be to provide innovative and aspirational town centre housing, as well as the key service infrastructure and environment that supports strong civic pride In addition to these objectives, projects have been assessed against criteria developed by Kevin Murray Associates for the identifi cation of priority sites within Irvine Bay. Choice of business space Catalyst Effect Access to opportunity Address market weakness Access and movement capacity Benefi t(s) of receipts Modern 21st century buildings Proximity and reduced journeys Neighbourhood diversity Tourism and leisure Attracts new people Image and perception Physical image transformation Lever private investment Environmental dividend Recycle oversupply land/ buildings Bring economic benefi t Iconic or beacon project Social regeneration Demographic shift to growth Address 21st century housing needs Exploit Glasgow relationship Mixed use/activity provision Enhanced Deliverability Critical path phasing Page 16

17 Key Development Areas 3.13 The analysis of Irvine in terms of how it functions today suggests that a number of opportunities are starting to readdress Irvine s economic challenges, but there are clearly areas that require attention. The Harbourside and New Town are already playing to Irvine s assets to various degrees, but tend to succeed as destinations within themselves rather than a combined town centre offer, whilst the fi nal piece of the jigsaw, the Old Town, struggles to fi nd a positive identity for itself. The priorities for Irvine Town Centre therefore lie mostly within the Old Town, but also in the nature of physical and psychological connections between the town centre s character areas so that the variety of Irvine bolsters Irvine Town Centre as an integrated destination within itself A cluster of development activity is thus concentrated within the Old Town order to create a more vibrant, dynamic and attractive place that matches the aspirations of an economically and socially stable population, as without initiative to readdress the current dynamics of the Town Centre this area will continue its cycle of decline. The overall priority for the Old Town is to unlock the potential of this area as a well regarded and desirable place in which to shop, work and visit through investment in building refurbishment, sensitive infi ll development and public realm improvements to create a mutually benefi cial destination that anchors the eastern side of the Town Centre A second development area is identifi ed as the former industrial site of Ayrshire Metal Products, which in terms of its location, size and proximity to the Old Town, New Town and the Harbourside is valued as a distinct opportunity to increase the range of activities in the Town Centre through signifi cant mixed use development Outside of these area based interventions, a range of complementary initiatives to improve movement, employability and education have also been considered and are presented in chapter The Key Development Areas are set out in the following plan and tables. They are justifi ed by their relationship to Priority Sites Justifi cation Criterion and the 5 objectives of the, as well as the detailed project evidence base provided in section 7 of the Evidence Base and Technical Appendix. Ayrshire Metals Focus of Old Town Page 17

18 Ayrshire Metals 1- The Bridgegate 2- Civic Quarter 3- Harbourside North 4- Historic Core 5- Cultural Centre 6- Trinity Church / Bridgegate 6 Old Town Page 18

19 Project Location Proposals Project Objectives Relationship to priority sites criterion 1. The Bridegate Bridgegate Complete external and internal refurbishment of the building, comprising: Removal of units 12 and 14 at ground and fi rst fl oor level to create new arcade between Hill Street and West Road. Extension of units 2-10 at ground fl oor level to increase the size of units from 81 sq.m. to 114 sq.m. New glazing and shop fronts. New contemporary external cladding treatment. Retention of 1st fl oor as Class 4 (business) Conversion of 2nd and 3rd fl oors for either Class (4) business or residential. 1. Create a more positive image of Irvine Town Centre. 2. Make Bridgegate more inviting as a place to work, shop and visit. 3. Draw footfall from the Rivergate Centre into the Old Town. 4. Create new employment and business opportunities. 5. Improve connectivity and accessibility. Option1 (retail/offi ce/residential) scores 21 Option2 (retail/offi ce) scores 18 1, 2, 4, 5, 7, 8, 9 (opt 1), 10, 11, 13, 14, 15, 16, 17, 18, 20 (opt 1), 21 (opt 1), 22, 23, 24, 25 Town Regeneration Plan Strategic Themes Economy Destination Image Connections Home (option 1) Or redevelopment of the building for new retail / commercial / residential development. 2. Civic Quarter High Street External and internal refurbishment of Town House for class 4 (business) or institutional use. Construction of new offi ce block with potential for associated community facilities. New public square fronting the development on High Street. 1. Stimulate the development of a major brownfi eld site. 2. Create a more positive image and gateway for Irvine. 3. Improve the quality and range of community facilities in Irvine. 4. Secure the repair of the listed Town House. 5. Animate and diversify activity on the High Street. Scores 19 2, 3, 4, 5, 7, 8, 10, 11, 12, 13, 14, 15, 16, 18, 19, 22, 23, 24, 25 Economy Destination Image Connections 3. Harbourside North Ayrshire Metal Products Refurbishment of gateway building for Class 10 (Non-residential institutions) e.g. gallery with ancillary food and drink, retail and conference space. New development, comprising: Business- workshops and offi ce pavilions. Leisure- Hotel, gym and health spa. Residential- Apartments. Extension of Harbourside walkway into the site, incorporating a series of public spaces associated with the Maritime Museum and maritime heritage. Working boat yard and marina. 1 Stimulate the development of a major brownfi eld site. 2. Create new employment and business opportunities. 3. Attract a more diverse mix of visitors, occupants and residents. 4. Attract increased tourism and encourage longer dwell times and increased spend. 5. Diversify land use activity in the Harbourside and Town Centre. Scores 20 1, 2, 4, 5, 7, 8, 9, 10, 11, 12, 13, 14, 15, 16, 17, 18, 20, 21, 22, 23, Economy Destination Image Connections Home Page 19

20 Project Location Proposals Project Objectives Relationship to priority sites criterion 4. Historic Core Bank Street, Bridgegate, High Street External restoration of 14 listed buildings. Shop front improvements to 16 buildings. Refurbishment of 6 empty shop units / buildings for new ground fl oor retail, food and drink) and 5 upper fl oors (business, residential, live / work) uses. Renewal of High Street and Bank Street public realm. 1. Secure the repair of the area s historic buildings. 2. Improve the overall setting of the Old Town. 3. Make the Old Town a more inviting and engaging place to work, shop, live and visit. 4. Animate and diversify activity on the High Street. 5. Stimulate new private investment and business opportunities. Scores 20 1, 2, 4, 5, 7, 8, 9, 10, 11, 12, 13, 14, 15, 16, 17, 18, 20, 21, 22, 23 Town Regeneration Plan Strategic Themes Economy Destination Image Connections Home 5. Cultural Centre 6. Trinity Church / Bridgegate High Street and East Road Bridgegate Construction of new cultural building to house: 2,000 m² start up offi ce space. Independent cinema. Exhibition space. Community uses. Ancillary retail, food and drink. Construction of new building to south of site to house: Ground fl oor- Class 1 (retail) or Class 3 (food and drink). First fl oor- Class 4 (business). Construction of 3 level car park (approx 280 spaces). Construction of apartments (approx 49). Full restoration of church and spire Conversion of church to Class 1 (retail), 3 (food and drink) or 10 (nonresidential institutions) Creation of a signifi cant public space at the Bridgegate entrance of the Rivergate Centre Renewal of Bridgegate and Hill Street public realm Relocate small scale retailers on eastern side of Rivergate Centre and create a new medium sized retail unit to anchor the centre, by extending Rivergate Centre on 3 levels towards Trinity Church. 1. Improve the quality and range of cultural/community facilities in Irvine. 2. Attract increased tourism and encourage longer dwell times and increased spend. 3. Animate and diversify activity on the High Street. 4. Create new employment and business opportunities. 5. Stimulate a better quality night time economy. 1. Create a more positive image of Irvine Town Centre as a whole. 2. Make Bridgegate more inviting as a place to work, shop and visit. 3. Draw footfall from the Rivergate Centre into the Old Town. 4. Secure the repair of a listed building and improve its setting. 5. Stimulate new private investment and business opportunities. Scores 24 1, 2, 3, 4, 5, 7, 8, 9, 10, 11, 12, 13, 14, 15, 16, 17, 18, 19, 20, 21, 22, 23, 24, 25 Scores 18 1, 2, 4, 5, 7, 8, 10, 11, 12, 13, 14, 15, 16, 17, 18, 22, 23, 24 Economy Destination Image Connections Home Economy Destination Image Connections Page 20

21 4. Key Development Area Profiles Introduction 4.1 From the initial basis of the Irvine Bay Masterplan a process of review and evaluation (recorded in section 7 of Evidence Base and Technical Appendix) has resulted in the identifi cation of 6 Key Development Areas (KDA s) for Irvine Town Centre. The KDA s and their associated projects are the principal outcome of the TRP and focus on the Historic Core of the Town Centre and vacant industrial land in close proximity to the town centre. Relationship to objectives 4.2 The projects address the 5 strategic objectives of the TRP with the overall aim being the achievement of a self confi dent town where people aspire to live and work and are proud to call home. Indeed, as the primary commercial and service centre of the subregion, a stronger and more vibrant Irvine will have signifi cant importance to the wider fortunes of Irvine Bay. In responding to the strategic objectives of the TRP the variety of projects proposed across the KDA s include: Economy Creation of new commercial fl oorspace aimed at Irvine s niche markets, growth sectors and competitive advantages (retail, public services and leisure) and stimulating new commercial enterprise. Destination Provision for new commercial, community and civic facilities that strengthen Irvine s status as a sub-regional centre. Home Identifi cation of opportunities for town centre living and improving the overall feel of the town centre so that it is a source of civic pride. Content 4.3 Profi les for each KDA set the overall baseline position, propose a general concept and set of objectives and list a number of potential outcomes from the various projects. Illustrations are used to visually communicate possible solutions and are for conceptual purposes only. Individual projects are rated in terms of timescale, with those proposed within the next 0-5 years being of particular benefi t to the Town Centre. 4.4 KDA s are also rated against priority site criterion developed by Kevin Murray Associates for IBRC. This is done in a traffi c light system, with green accounting for compliance with the specifi c criteria, orange for some compliance (based on potential options) and red for no compliance. Strategic Environmental Assessment 4.5 The Irvine Bay area has an outstanding natural and built environment and the purpose of the town plans is to both protect and enhance this. When projects are development in each of these KDA s, the potential impacts of the environmental issues will be considered individually in more detail. Each KDA profi le describes the environmental issues that are relevant to each area. A key element of the town plans is to ensure that any development work that is undertaken is of the highest environmental standard. Image Enhancements to the built and open space environment in order to create a more attractive place to live, work and visit. Connections Interventions aimed at readdressing the balance of the town to encourage more footfall in the Historic Core by improving physical and psychological connections between east and west. Page 21

22 1. The Bridgegate Bridgegate House was conceived as part of the original New Town masterplan to provide a strong link between the enclosed and heated Rivergate Centre and the traditional High Street. The decline of the Old Town and the shift in emphasis towards the Rivergate Centre and retail park, however, means there is a need to reappraise Bridgegate House in order to strengthen the draw from the Rivergate Centre to the Old Town. The proposal is to provide a much improved built environment through a fresh reinterpretation of Bridgegate House or redevelopment. The aim is to create larger retail units and better pedestrian circulation at ground level, with potential for refurbished offi ce space or apartments to upper fl oors. Site Information Approximate site area: 2,833 sq.m. (0.28 ha) Buildings (footprint/storeys): Bridgegate House (1,611 sq.m./4) Uses: Ground fl oor- 14 retail units, 1st/2nd/3rd fl oors- offi ces Ownership: North Ayrshire Council Building status: Unlisted and not of merit Building condition: In need of substantial repair and renovation Objectives 1. Create a more positive image of Irvine Town Centre. 2. Make Bridgegate more inviting as a place to work, shop and visit. 3. Draw footfall from the Rivergate Centre into the Old Town. 4. Create new employment and business opportunities. 5. Improve connectivity and accessibility. Outputs Complete internal and external refurbishment of Bridgegate House to create an improved anchor to Bridgegate / High Street. Retention in the overall amount of retail fl oorspace (approx 1,600 sq.m.), but reduction in the number of units from 14 to 12, creating 5 larger units and new arcade link between Hill Street and West Road. Refurbishment of 1st fl oor offi ce space (approx 1,600 sq.m.) Refurbishment of 2nd and 3rd fl oors to provide either further commercial or residential accommodation (approx 1,300-2,600 sq.m. offi ce space / apartments). Or redevelopment of Bridgegate House and adjacent land to the west and north for a mix of retail, residential and offi ce uses. Page 22

23 Proposal Timescale Suggested Agencies Internal and external refurbishment of Bridgegate House 0-5 years IBRC / Public sector Potential to deck car park at rear and release land for residential development 0-5 years IBRC / Public sector Relevant SEA Topics Cultural heritage, material assets, population and human health, landscape, soil Page 23 Choice of business space Catalyst Effect Access to Opportunity Address Market Weakness Access and Movement Capacity Benefi t(s) of Receipts Modern 21st Century Buildings Proximity and Reduced Journeys Neighbourhood Diversity Tourism and Leisure Attracts New People Image and Perception Physical Image Transformation Lever Private Investment Environmental Dividend Recycle Oversupply Land / Buildings Bring Economic Benefi t Iconic or Beacon Project Social Regeneration Demographic Shift to Growth Address 21st Century Housing Needs Exploit Glasgow Relationship Mixed Use / Activity Provision Enhanced Deliverability Critical Path Phasing 1. The Bridgegate

24 2. Civic Quarter The site consists of the Town House and the former police station. The Townhouse is a Category B Listed Building and is presently occupied by the District Court and the Council s Licensing Section. The fabric of the Townhouse is in such a poor condition that the external block work of the two side walls will have to be entirely replaced and the front elevation is steadily deteriorating. This largely vacant and highly visible area needs upgrading as it detracts from the appearance and perception of the town centre. The proposal is to provide a substantial offi ce building adjacent to the refurbished Town House with the potential for community and civic uses. The public realm surrounding the building would be redesigned to create improved pedestrian linkages and a substantial civic space in front of the buildings. Objectives 1. Stimulate the development of a major brownfi eld site. 2. Create a more positive image and gateway for Irvine. 3. Improve the quality and range of community facilities in Irvine. 4. Secure the repair of the listed Town House. 5. Animate and diversify activity on the High Street. Outputs External and internal refurbishment of Town House. Construction of new offi ce development (5,025 sq.m. over 3 fl oors), potenially comprising Scottish Courts Service and health centre. Internal glazed courtyard. Potential for other associated community facilities (e.g. CAB). New public square fronting the development on High Street. Site Information Approximate site area: 6,061 sq.m. (0.6 ha) Buildings (footprint/storeys): Town House (417 sq.m./2), Uses: Town House (offi ces), Citizen s Advice Bureau (CAB) Ownership: NA Council / Irvine Common Good Building status: Town House (Grade B Listed), all other buildings unlisted and not of merit Building condition: All buildings in need of substantial repair Page 24

25 Proposal Timescale Suggested Agencies Internal and external refurbishment of Town House 0-5 years IBRC / Public sector New offi ce building and civic square 0-5 years IBRC / Public sector Relevant SEA Topics Cultural heritage, material assets, population and human health, landscape Page 25 Choice of business space Catalyst Effect Access to Opportunity Address Market Weakness Access and Movement Capacity Benefi t(s) of Receipts Modern 21st Century Buildings Proximity and Reduced Journeys Neighbourhood Diversity Tourism and Leisure Attracts New People Image and Perception Physical Image Transformation Lever Private Investment Environmental Dividend Recycle Oversupply Land / Buildings Bring Economic Benefi t Iconic or Beacon Project Social Regeneration Demographic Shift to Growth Address 21st Century Housing Needs Exploit Glasgow Relationship Mixed Use / Activity Provision Enhanced Deliverability Critical Path Phasing 2. Civic Quarter

26 3. Harbourside North The history and development of this site has been closely associated with the ship building and manufacturing trades since 1819 when Ayrshire Metal Products was founded here. Operations ceased in 2004 and the site has been empty ever since. The site s strategic location between the Town Centre and Harbourside, its signifi cant size in terms of the mix of development it can provide and its stunning coastal position are considered to be considerable strengths in which to exploit high quality mixed use development. Site Information Approximate site area: 76,400 sq.m. (7.64 hectares) Buildings (footprint/storeys): Building 1 (11,982 sq.m./1), Building 2 (1,217 sq.m./1), Building 3 (1,096 sq.m./1), Building 4 (198 sq.m/1), Building 5 (4,449 sq.m./1), Building 6 (2,271 sq.m./2) Uses: Former industrial site Ownership: Unknown Building status: Buildings 1-5 (Unlisted and not of merit), Building 6 (Unlisted but with some character), Clipper ship SV Carrick is located in a dry dock (Grade A listed) Building condition: Unknown Objectives 1. Stimulate the development of a major brownfi eld site. 2. Create new employment and business opportunities. 3. Attract a more diverse mix of visitors, occupants and residents. 4. Attract increased tourism and encourage longer dwell times and increased spend. 5. Diversify land use activity in the Harbourside and Town Centre. Outputs Refurbishment of gateway building for workspace / gallery with ancillary food and drink, retail and conference space. Extension of Harbourside walkway into the site, incorporating a series of public spaces associated with the Maritime Museum and maritime heritage. Working boat yard and marina. New development, comprising: Business workshops (approx 6x 1 1/2 storey units of 585 sq.m.). Offi ce pavilions (approx 1x 3 storey units of 1,800 sq.m. and 3x 2 storey units of 1,200 sq.m.). Travelodge Hotel (59 rooms over 4 fl oors) Private gym and health spa (approx 1,900 sq.m.). Apartments (approx 120). Page 26

27 Proposal Timescale Suggested Agencies Comprehensive mixed use development 0-5 years IBRC / Private Sector Relevant SEA Topics Cultural heritage, material assets, population and human health, soil and water, biodiversity and water (fl ooding) Page 27 Choice of business space Catalyst Effect Access to Opportunity Address Market Weakness Access and Movement Capacity Benefi t(s) of Receipts Modern 21st Century Buildings Proximity and Reduced Journeys Neighbourhood Diversity Tourism and Leisure Attracts New People Image and Perception Physical Image Transformation Lever Private Investment Environmental Dividend Recycle Oversupply Land / Buildings Bring Economic Benefi t Iconic or Beacon Project Social Regeneration Demographic Shift to Growth Address 21st Century Housing Needs Exploit Glasgow Relationship Mixed Use / Activity Provision Enhanced Deliverability Critical Path Phasing 3. Harbourside North

28 4. Historic Core The historic core of Irvine is characterised by individual mixed use buildings with retail uses to the ground fl oor and living or commercial accommodation above. The amount of void property is relatively small, but the condition of many buildings is tired and retailers appear to be struggling. The situation is not helped by the poor quality of environment in terms of the public realm. Nevertheless, the traditional scale, variety and sense of enclosure typifi ed by a traditional High Street endures, due to a majority of historic (albeit unkempt) buildings. Many buildings are listed due to their historic or architectural character, forming a strong building line, which focuses on the Old Parish Church and Town House. There is signifi cant potential to unlock the quality of this area through sensitive refurbishment and streetscape enhancement. Objectives 1. Secure the repair of the area s historic buildings. 2. Improve the overall setting of the Old Town. 3. Make the Old Town a more inviting and engaging place to work, shop, live and visit. 4. Animate and diversify activity on the High Street. 5. Stimulate new private investment and business opportunities. Outputs External restoration of 14 listed buildings. Shop front improvements to 16 shops units. Refurbishment of 6 empty shop units for new retail and food and drink uses. Refurbishment of 5 empty upper fl oors for new business, residential or live/work accommodation. Renewal of High Street and Bank Street public realm. Site Information Approximate site area: N/A Buildings (footprint/storeys): 17 buildings in total (phase 1) Uses: Class 1 (retail), Class 2 (fi nancial, professional and other services), Class 3 (food and drink) Ownership: Various Building status: B listed 4, C listed 10, Unlisted but of merit 1, Unlisted not of merit 1 Building condition: Generally very poor Page 28

29 Proposal Timescale Suggested Agencies Internal and external refurbishment of 5 buildings 0-5 years IBRC / Public sector / CARS External refurbishment of 11 buildings 0-5 years IBRC / Public sector / CARS Refurbishment of High Street and Bank Street public 0-5 years IBRC / Public sector realm External refurbishment of 14 buildings (phase 2) 0-5 years IBRC / Public sector Relevant SEA Topics Cultural heritage, material assets, population and human health, landscape, biodiversity and water (fl ooding) Page 29 Choice of business space Catalyst Effect Access to Opportunity Address Market Weakness Access and Movement Capacity Benefi t(s) of Receipts Modern 21st Century Buildings Proximity and Reduced Journeys Neighbourhood Diversity Tourism and Leisure Attracts New People Image and Perception Physical Image Transformation Lever Private Investment Environmental Dividend Recycle Oversupply Land / Buildings Bring Economic Benefi t Iconic or Beacon Project Social Regeneration Demographic Shift to Growth Address 21st Century Housing Needs Exploit Glasgow Relationship Mixed Use / Activity Provision Enhanced Deliverability Critical Path Phasing 4. Historic Core

30 5. Cultural Centre There is a growing realism that a two or three screen cinema can be an important tool in boosting the evening economy of a small- medium sized town. Irvine lacks a cinema and a niche independent cinema (incorporating other complementary day and night time uses) would create a signifi cant activity anchor for the High Street. This would not only service the existing population of Irvine, but could draw in people from a much wider area. In addition to the cinema itself the Cultural Centre could incorporate a range of cultural and commercial facilities that support the economy of the town. It is suggested that the capacity for 2,000 sq.m. of town centre offi ce space highlighted in the Irvine Bay Masterplan is actually best situated in the Old Town (as opposed to site next to Cunningham House) as it will have most benefi t in terms of generating pedestrian footfall within the Old Town and demand for goods and services. To support the development it is proposed to deck the existing car park at East Road to increase car parking capacity in the Old Town. Taking a more strategic view of the wider car park area there is also an opportunity to improve the frontage to East Road and create a more lived in character to the town centre. A residential frontage to East Road is suggested to repair the fabric of the street and generate a more vibrant mix of uses within the town centre. Objectives 1. Improve the quality and range of cultural/community facilities in Irvine. 2. Attract increased tourism and encourage longer dwell times and increased spend. 3. Animate and diversify activity on the High Street. 4. Create new employment and business opportunities. 5. Stimulate a better quality night time economy. Outputs Construction of new mixed use building to north of site (4,472 sq.m. over 2 fl oors), building to house potentially: 2,000 m² start up offi ce space 3 screen Art House cinema Teaching space (English as a foreign language?) Exhibition space Ancillary retail, food and drink Construction of new building to south of site (1,722 sq.m over 2 fl oors), building to house: Ground fl oor- Class 1 (retail) or Class 3 (food and drink), 861 sq.m. First fl oor- Class 4 (business), 861 sq.m. Construction of 3 level car park (approx 280 spaces). Construction of apartments (approx 49). Site Information Approximate site area: Cultural Centre site 0.6 ha, car park site 0.6 ha Buildings (footprint/storeys): High Street (380 sq.m./2), 4-6 Eglington Street (433 sq.m./2), Car showroom (744 sq.m./1), 71 East Road (744 sq.m./2), Cadet Training Centre (281 sq.m./2), 69 East Road (281 sq.m./1) Uses: High Street (Amusement arcade), 4-6 Eglington Street (Ground fl oor- retail, careers centre, 1st fl ooroffi ce), Car showroom, Army Cadet Centre, garage workshop, WC s, car park. Ownership: Mixed Building status: Unlisted and not of merit Building condition: Unknown Page 30