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Paisley Town Centre: a strategy for regeneration and transformation
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Transcript of Paisley Town Centre: a strategy for regeneration and transformation
final report
paisley vision boardrenfrewshire councilscottish enterprise renfrewshire
July 2006
yellow book
paisley town centrea strategy for regeneration and transformation
p a i s l e y t o w n ce n t r e s t u d ya s t r a t e g y f o r
r e g e n e r a t i o n a n d t r a n s f o r m a t i o n
j u l y 2 0 0 6
yellow bookryden
mrc mclean hazelwmud
yellow book1 hill street
edinburgh eh2 3jp
t 0131 225 5757 f 0131 225 [email protected]
paisley vision board renfrewshire council
scottish enterprise renfrewshire
contents
22112005-id-01//wim
p a i s l e y t o w n ce n t r e s t u d ya s t r a t e g y f o r
r e g e n e r a t i o n a n d t r a n s f o r m a t i o n
executive summary i
section 1 introduction 1
section 2 background 7
section 3 conditions and prospects 19
section 4 the scenarios workshop 39
section 5 developing the strategic proposition 45
section 6 action plan 53
section 7 development and delivery 77
annexes 81
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This report, commissioned by the Paisley Vision Board,
Renfrewshire Council and Scottish Enterprise Renfrewshire,
sets out a strategy and action plan for the regeneration and
transformation of Paisley town centre.
The plan calls for a 10-year programme of investment in the town
centre which will deliver:
40,000 square metres of residential development
20,000 square metres of floorspace for retail/leisure
15,000 square metres of office/studio space
a new public transport hub
a multi-storey car park, and
major improvements in the public realm.
The total costs of development are estimated to be in the order of
£50m over 10 years. The private sector will lead the regeneration
process, investing up to £40-45m, primarily in residential and
retail development.
A flagship scheme will transform the Eastern Arc (an area extending
from Gilmour Street station, through the former Arnott’s site and
e x e c u t i v e s u m m a r y
into Cotton Street/Bridge Street) into a vibrant mixed-use urban
quarter comprising luxury apartments, student housing, shops,
office and new transport infrastructure.
The plan calls for an investment of around £10m by the public
sector. This expenditure will:
act as a catalyst for private sector investment
help to secure high quality mixed use development, and
contribute to a programme of investment in Paisley’s
cultural assets, transport infrastructure and to enhancing
the public realm.
We estimate that the action plan will increase the population of the
town centre by up to 1,500 people, and add around 2,000 jobs.
BACKGROUND TO THE STUDY
The report was commissioned against the background of
continuing concern about the condition of Paisley town centre
and, in particular, the decline in retail trade in the face of severe
competition from Glasgow and out of town shopping centres,
including Braehead.
Economic and social changes have had a profound impact on
traditional town centres like Paisley. In an era of unprecedented
choice, prosperity and mobility, small and medium sized town
centres have struggled to compete with the big cities and out of
town leisure and retail complexes.
The report argues that innovation and creativity will be required to
respond to these powerful forces and create a sustainable future
for Paisley town centre. But innovation must be tempered by
pragmatism, and a realistic understanding of market conditions
and competitive threats.
The bulk of the investment required to turn Paisley around will
come from the private sector, but the public sector has a vital
role to play in creating the conditions for regeneration and
establishing a climate of confidence. The Paisley Vision Board
partners need to champion a new vision for the town centre, and
mobilise the resources of the public sector in support of a recovery
plan.
THE CONTEXT
Paisley has an extensive catchment area, but people living in
and around the town have access to a wide range of shopping
and leisure choices. Better off residents are most likely to have
transferred their custom to Braehead or Glasgow city centre. Low
income households, the young and the elderly do not have the
same choices, and they are more likely to continue to shop and
ii
spend leisure time in Paisley. The town centre is ringed by deprived
neighbourhoods, and residents of these areas remain highly
dependent on the services and amenities of the town centre.
The percentage of Paisley residents using the town centre for food
shopping, or to buy clothes and household goods fell by more than
half between 1994 and 2004. This collapse in customer loyalty
among middle and higher income households accounts for the
declining quality of Paisley’s retail offer, the closure of major stores
and the emergence of low-price value retailers.
TOWN CENTRES IN THE 21ST CENTURY
The challenges facing Paisley are typical of many medium sized
towns in the UK. The role of town centres as the focal point for the
life of the community has been undermined by four key factors:
increasing prosperity: we spend more on shopping and leisure, and we have more choice about where and how we spend
we are spending more on discretionary purchases – of goods, leisure, recreation and culture
our society is increasing mobile, with growing levels of car ownership
the rise of out of town developments like Braehead.
These drivers of change have had a profound effect on town centre
retailing, and there has been a parallel trend in the commercial
sector, with offices moving from town centres to out of town
business parks.
Increasingly, traditional town centres serve a captive market of
people who are too old, too young or too poor to choose more
attractive alternatives. Many towns are in a spiral of decline,
trading down market while the major cities and out of town centres
capture an increasing share of business.
FOCUSING ON THE POSITIVE
We need to overcome pessimism about Paisley’s prospects by
adopting a positive approach and an optimistic tone. Paisley
has many strengths and attributes, including its large catchment
population and substantial business base; a new university;
access to Glasgow airport and the motorway network; and its fine
architecture and townscape.
Paisley has been through difficult times, but it is still a distinctive
and special place which is better placed than many towns of its
size and type to transform itself into a competitive 21st century
town centre.
MARKET TRENDS AND PROSPECTS
Paisley’s status as a retail centre has declined, and this is reflected
in the closure of major stores, high vacancy rates, low demand and
a shift towards value retailing. The situation may get worse before
it gets better, with new competition coming on stream including the
Silverburn centre at Pollok, which opens in 2007.
The leisure market has followed a very similar trajectory, while
the office market (though boosted by new low cost space on the
town centre fringes) remains uncertain. Prospects are best in the
residential market, with luxury apartments coming to the market at
Anchor Mill and other locations.
THE CHARACTER OF PAISLEY
Paisley is a handsome and distinctive town, with a riverside
setting, fine buildings and townscape. Its urban form is largely
intact, but the declining fortunes of areas such as the West End and
Gauze Street have resulted in pockets of dereliction and decay.
Immediately adjoining the core area there are secondary streets
where retail is in deep decline.
Paisley has a new university, but it has not yet acquired the
character of a university town. The university needs a more
stylish and lively urban environment; Paisley needs to capture the
university’s potential as a driver of change and regeneration.
The town has suffered from a bad press and a negative reputation,
and there are concerns about litter, vandalism and crime. Too often,
Paisley presents an image of shabbiness and neglect.
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TRANSPORT AND ACCESS
Paisley is strategically located, close to the motorway network and
an international airport, and is well served by rail and local buses.
But the quality of infrastructure and services is variable. Key
issues include:
major roads encircle the town centre, cutting it off
from residential areas and business locations, and
discouraging walking
points of entry to the town are unattractive and
unwelcoming
the pedestrianised central area is attractive, but needs
better management and maintenance
there is an adequate supply of parking, but the quality of
some car parks is poor
the town centre is a hostile environment for cyclists
rail services to Glasgow and the Clyde Coast are excellent,
and the rail link to Glasgow airport has received the go-
ahead, but Gilmour Street station is unwelcoming
the quality of bus services and vehicles is mixed, and
Central Road is an ugly and threatening environment.
SUMMING UP
The challenges facing Paisley are complex and deep-seated.
Throughout the UK traditional town centres have struggled to
come to terms with a changing environment and hostile market
conditions. Paisley’s decline is not “somebody’s fault”, and there
is no quick-fix solution.
The way forward is through diversification: creating a rich mix of
activities and uses to replace an unsustainable retail mono-culture.
However, market conditions are not favourable, except in the
residential sector, so the partners will need to adopt a practical,
realistic and incremental approach.
This means creating demand conditions that will boost confidence
and attract investment, for example:
providing attractive, high quality housing bringing more students to live in the town delivering modern workspace for knowledge-based
businesses
growing the creative community.
The key message is that the continuing decline of the study area is
not inevitable. PVB has a key role to play in promoting recovery by:
championing the vision
proactive management and maintenance
mobilising public sector resources for investment
engaging with the private sector to deliver development
and regeneration.
THE STRATEGIC PROPOSITION
The report sets out a strategic proposition based on a number of
guiding principles:
there is no realistic prospect that Paisley can win back its former status as a shopping centre in the foreseeable future
the competitive pressures on Paisley will intensify in the short-medium term
the process of market adjustment means that Paisley is set to become a value retail centre
in the medium-long term, regeneration and diversification will help to achieve a quality retail and leisure revival
residential development represents the best prospect for market-led regeneration in the heart of Paisley
the office market is volatile and there is evidence of a mismatch between present day demand and available supply
the university is a key economic and cultural asset Paisley’s cultural offer is modest for a town of its size, but
there are some worthwhile assets to build on Paisley’s architecture and townscape are key assets but
the physical condition of the town centre has degraded the town is generally well-connected, but road access to
the town is confusing and compromised the environment for pedestrians and cyclists is hostile
and unwelcoming
public transport infrastructure needs to be upgraded
iv
LEARNING FROM BEST PRACTICE
Paisley can learn form the experience of comparable towns such
as Doncaster, Halifax and Scunthorpe. A review of best practice
in these and other towns shows that they have faced many of the
same challenges as Paisley. The strategies adopted by these towns
display a number of common themes:
reducing retail dependency by diversifying and
intensifying town centre uses
the key role of mixed-use developments to drive change
capitalising on educational, cultural and historical assets
regenerating neglected and forgotten places
establishing a coherent, legible urban form
investing in public transport and access measures
working with the market grain
building on place distinctiveness.
A VISION OF PAISLEY TOWN CENTRE IN 2016
The report sets out a 10-year strategic vision for Paisley town
centre:
Paisley town centre will emerge from a decade of transformation
with a renewed sense of pride, optimism and purpose. It will be
a living, working community: an exemplar for the reinvention
of traditional town centres in the 21st century, fulfilling a vital
and valued role in the life of the community – and the wider
metropolitan region – as an attractive historic riverside town which:
has a growing residential population enjoying the
benefits of town centre living
offers an attractive package of quality convenience
shopping, restaurants, cafes and nightlife
has a reputation for excellence in higher education and
research
is a centre for enterprise with a growing business base
has a vibrant creative and cultural life
is the local capital and administrative centre
is welcoming, accessible and connected.
STRATEGIC OBJECTIVES
The strategy is based on eight themes and strategic objectives:
Theme 1: Living in the town centre: to repopulate the
heart of Paisley
Theme 2: Shopping and leisure: to establish a viable and
sustainable shopping and leisure offer
Theme 3: University town: to make Paisley a real
university town
Theme 4: Paisley for enterprise: to increase knowledge-
based employment
Theme 5: Culture and creativity: to enhance the quality of
the cultural offer, and grow the creative industries
Theme 6: Government and administration: to consolidate
Paisley’s role as a centre of local government and
administration
Theme 7: Accessible and connected: to make Paisley a
more accessible and welcoming place
Theme 8: Quality and style: to discover, celebrate and
enhance Paisley’s distinctive townscape.
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ACTION PLAN
The report sets out an action plan based on these eight themes,
and comprising eighteen priorities for action.
Themes Priorities for action1. Living in the town centre 1.1 Eastern Arc residential development
1.2 Student housing
2. Shopping and leisure 2.1 Convenience shopping
2.2 Events, marketing and promotion
2.3 Winter lights
3. University town 3.1 Campus design strategy
3.2 Student quarter
4. Paisley for enterprise 4.1 Serviced business centre
4.2 Mixed use development
5. Culture and creativity 5.1 Cultural experience
5.2 Creative production
6. Government + administration 6.1 Public sector relocations
7. Accessible and connected 7.1 Road access and parking
7.2 Public transport hub
7.3 Walking and cycling
8. Quality and style 8.1 Urban form
8.2 Public space
8.3 Eastern Arc
The centrepiece of the plan is a proposal to transform the Eastern
Arc – which stretches from Gilmour Street through Gauze Street to
Cotton Street and Bridge Street – into a vibrant mixed use urban
quarter. This project will change the face of Paisley town centre;
other key outputs include:
a business centre which will provide a home of knowledge
based businesses, including university spin-outs
continuing investment in the public realm, especially at
town centre gateways and around the universities
improvements to the towns traffic management and
transport infrastructure, and
investment in Paisley’s underperforming cultural assets.
The action plan will require public sector expenditure in the order
of £10m over five years, and it will act as the catalyst for up to
£50m of private sector investment.
DELIVERING THE ACTION PLAN
The regeneration of Paisley should be private sector led wherever
possible. The resources of the public sector are finite, but the PVB
partners have a key role to play in laying the foundations for private
sector activity.
The partners will champion the strategy and the action plan and
make sure that the regeneration of Paisley is on the market radar.
However, public sector investment will also be required to tackle
market failure, and to ensure that the mix of uses and quality of
development matches the new vision for Paisley.
The report also recommends an enhanced role and additional
resources for the town centre team. The team will play a key role in
coordinating delivery of the action plan, but it will also be charged
with:
introducing a zero tolerance regime to combat crime,
litter, graffiti and vandalism
designing and implementing a year-round programme
of events, festivals and cultural activities
developing a marketing, promotion and PR campaign.
We recommend that appropriate delivery arrangements should be
agreed case-by-case. However, the Paisley Vision Board should
direct and monitor progress, assisted by a dedicated town centre
team. The Board’s key responsibilities will be:
developing a 5-year business plan
championing the new vision
working with the private sector to deliver development
mobilising public sector resources
ensuring that complementary infrastructure, public
realm and cultural projects are delivered
performance management.
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1. INTRODUCTION
1.1 This is the final report of the Paisley Town Centre Study,
commissioned by the Paisley Vision Board, Renfrewshire
Council and Scottish Enterprise Renfrewshire. A consultant
team led by yellow book was appointed to carry out the
study; the team also includes:
• Ryden: property market analysis
• wmud: urban design, and
• MRC McLean Hazel: transport and traffic.
1.2 The original brief called for a retail study which would:
“identify and analyse the causes of retail under-performance
in the town, and initiatives for improving the offer and mix
of shops, increasing the uptake of vacant units… [and]
improving the trading conditions in the town”.
A STRATEGIC APPROACH
1.3 The immediate backdrop to the study was concern about
the impact on the town centre of the closure of two major
stores, Littlewoods and the Co-op, and this accounts for the
i n t r o d u c t i o n
1
Paisley Town Hall
2
focus on retail issues. However, the brief invited consultants
to suggest alternative approaches, and the yellow book
proposal called for a more strategic approach, which would
encompass other town centre uses, including office and
residential, civic and cultural activities and the university.
1.4 The yellow book response to the brief suggested that a
narrowly defined retail study would:
• tell the partners what they – and town centre traders
- already know about the competitive pressures
facing Paisley town centre
• focus on social trends and market forces over which
the partners have little or no control, and
• lead to recommendations which would be
inadequate to deal with complex and systemic
causes of decline.
1.5 This analysis was accepted by the steering group, and a
revised brief was agreed:
• to review conditions and prospects in Paisley town
centre, taking account of market conditions and
trends
• to review prospects in key sectors including retail,
office, commercial leisure and residential
• to assess the character of the study area and its
architectural, townscape, cultural and historic assets
• to identify 10 year scenarios for the future of Paisley
town centre
• to agree a vision and strategy for the town centre
• to identify priorities for action, and
• to prepare recommendations on delivery.
WORK PROGRAMME
1.6 The work programme has comprised four key stages. In
Stage 1 the consultant team carried out an extensive review
of planning and other local policies and – through a series
of site visits – assessed the character and quality of the
town centre. Ryden has carried out a comprehensive study
of property market conditions and trends; wmud developed
a detailed urban design analysis; and MRC McLean Hazel
has reviewed traffic, transport and access issues.
flower stall by the Cross
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1.7 In Stage 2 we prepared a concise summary of issues,
challenges, threats and opportunities which provided the
platform for a scenario planning workshop which explored
the implications of a range of possible strategies and
development trajectories. At the same time we issued the
first draft of Ryden’s review of the Paisley property market,
subsequently updated and expanded. The workshop
brought together a group of about 30 stakeholders – elected
members, officials, business representatives, investors and
others – and resulted in a broad consensus on a strategic
direction for the town centre.
1.8 In Stage 3, following the workshop, the consultant team
developed a strategic proposition, which set out a vision
and objectives for the town centre. This vision statement
calls for a decade of transformation which will confer a
renewed sense of pride, optimism and purpose on Paisley
town centre. At this stage we also developed a set of
priorities for action by the Vision Board and the partner
organisations.
1.9 Finally, in Stage 4, we have worked up the priorities into
an action plan, and also prepared recommendations on
delivery. We have prepared this final report and also drawn
together a package of supporting evidence, including four
documented case studies. These latter are attached as
annexes to the report.
CREATIVITY, PRAGMATISM, LEADERSHIP
1.10 The Vision Board has encouraged consultants to consider
radical and imaginative solutions. We agree that creative
thinking will be required if Paisley is to break out of its
present cycle of decline. In particular, the study has
confirmed the wisdom of looking beyond retail in order to
create the conditions for a prosperous and sustainable
future.
1.11 This report contains proposals designed to promote
and accelerate the process of transformational change
in the town centre. These include ambitious plans for
mixed use development in an area that we have defined
as the Eastern Arc: these plans will regenerate an area
in long-term decline; create modern public transport
infrastructure; define the edge of the town centre and create
a contemporary urban context for the abbey.
1.12 The Eastern Arc project will create a new image for Paisley
– of modernity, quality and optimism about the future - but
innovation must be balanced by pragmatism. The impact of
market forces, economic and social change on Paisley town
centre – and many other towns of similar size and type – has
been profound. Taken together, these drivers of change
raise profound questions about the role and purpose of
traditional town centres in the 21st century. These powerful
Churchhill
4
forces cannot be ignored, and this report addresses the
key question: what – in an age of unprecedented choice
and mobility – will make more people choose Paisley town
centre as a place to live, work, shop and visit?
1.13 So this report also aims to offer a practical, realistic and
incremental approach to generating change in the study
area. This approach focuses on creating the demand-side
conditions which will boost business confidence and attract
investment by, for example:
• providing attractive, high quality housing which will
bring high net worth individuals and households to
live in the heart of Paisley
• bringing more students to live in the town, and
encouraging more interaction between the town and
the university
• delivering modern workspace that will attract
knowledge-based businesses, start-ups and
university spin-outs to the town centre, as well as
larger public sector and/or head office relocations
• growing Paisley’s creative community
1.14 We make no apologies for balancing proposals for radical
change with these basic, no-frills ideas. Over an extended
period, Paisley has lost retail trade to new and powerful
competitors, and market adjustment is leading inexorably
towards a value shopping offer catering for low income
consumers in the local catchment area; the leisure/
entertainment offer has followed a similar trajectory. At the
same time, the already small population of the central area
has been reducing, and non-retail employment has also
fallen. We need to tackle these fundamental challenges.
1.15 Our strategy, which is consistent with the objectives of
the Vision Board, aims to rebuild demand and create the
conditions for new investment in quality convenience
shopping; cafes, bars and restaurants; and – over time – the
return of quality speciality shopping, such as bookshops,
fashion stores and delicatessens. The public sector
partners cannot make this happen: their job is to create
the conditions which will restore market and investor
confidence in Paisley.
1.16 This leads us to another key theme of our approach:
leadership. There is an understandable sense of anxiety
about the condition of Paisley town centre. This study
shows that the continuing decline of the study area is not
inevitable, and it maps out a strategy for a more sustainable
and diverse future. However, the process of recovery will
take time: it could take up to 5 years for Paisley to turn the
Orr Square
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corner, and a decade to achieve the transformational change
described in this report.
1.17 During this period, the role of the PVB partners will
be pivotal. At a time when public, political and market
confidence in the town centre is at a low ebb, the partners
have a vital role to play by:
• championing the vision of an exciting and positive
future for Paisley town centre
• demonstrating their faith and commitment through
proactive management of the town centre, a year-
round events programme and effective marketing
and promotion
• mobilising the resources of partners and funding
bodies in support of the action plan
• engaging with the private sector to deliver
development and regeneration.
1.18 As we explain in Section 7 of this report, the partners
will need to match leadership and moral support with a
substantial resource commitment. We are well aware of the
budgetary pressures facing the public sector bodies, and
our strategy is designed to encourage and accelerate market
adjustment, and to stimulate private sector investment. We
are not dealing with endemic market failure, but the market
is producing some unlooked for results and it would be
misleading and dishonest to suggest that the development
programme outlined here can be delivered without public
sector intervention.
1.19 Similarly, the proactive management regime recommended
in this report will require significant annual revenue
funding. Contributions – in cash and in kind – may be
sought from the private sector, but the burden will inevitably
fall on the Council. We recognise that this will involve tough
decisions, but in our judgement action to create a livelier,
safer, cleaner town centre – and to spread the word in the
wider catchment area – is imperative, especially in what we
anticipate will be a difficult next 2-3 years.
STRUCTURE OF THE REPORT
1.20 The main report is in seven sections:
• Section 2 describes the background and policy
context for the study
• Section 3 sets out the key points from our analysis of
conditions and prospects in Paisley town centre
Anchor Mill
6
• Section 4 contains a summary of the key points of
discussion at the scenarios workshop
• Section 5 sets out the strategic vision and
objectives for the town centre
• Section 6 details a proposed action plan, organised
around eight key themes
• Section 7 contains recommendations on
development and delivery of the action plan
1.21 The report is accompanied by six annexes:
• Annex 1: a concise policy review focusing in
particular on the planning context
• Annex 2: a review of recent studies of Paisley town
centre
• Annex 3: a review of data on socio-economic
conditions in Paisley
• Annex 4: an updated report (May 2006) by Ryden on
the Paisley property market
• Annex 5: a report (by MRC McLean Hazel) on
transport and access issues
• Annex 6: documented case studies of four
comparator towns: Doncaster, Halifax, Scunthorpe
and Taunton.
Paisley Arts Centre
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2.1 In this section we review the background to the study,
focusing on three key themes:
• socio-economic conditions in Paisley
• the planning policy context, and
• recent previous studies of the town centre
SOCIAL AND ECONOMIC CONDITIONS
2.2 Paisley had a population of 75,870 at the time of the 2001
Census, making it the sixth largest urban settlement in
Scotland, and accounting for about 44% of the population
of Renfrewshire. Like much of west central Scotland, the
Council area has been experiencing population decline, and
is forecast to lose a further 7,400 residents by 2016.
2.3 The resident population of Paisley Central Ward in 2001 was
3,508, down 8.9% since 1991.
2.4 The principal town centre employment locations are in the
Paisley Central and Seedhill wards. The Annual Business
Inquiry shows that there were about 11,000 employee jobs
in these two wards in 2004. More than two-thirds of these
jobs were concentrated in four sectors:
b a c k g r o u n da n d c o n t e x t
2
County Square
8
• retail and wholesale trade (22%)
• public administration (16%)
• business services (15%)
• education (15%).
POPULATION AND HOUSEHOLD
2.5 Compared with Scotland as a whole, Paisley has:
• more single person households: 38.8% in Paisley
(Scotland 32.9%), with a particularly high proportion
accounted for by people below pension age (23.1%/
Scoltand 17.9%)
• fewer detached houses (10.2%/Scotland 20.4%)
and more households living in flats and apartments
(51.4%/Scotland 35.6%)
• relatively low levels of home ownership (57.5%/
Scotland 62.6%) and an above average number of
households living in Council and other social rented
housing
• a less cosmopolitan population: 92.9% were born in
Scotland (Scotland 87.2%) and only 2.2 % were born
in Europe or the rest of the world (Scotland 3.4%)
• a broadly similar age profile
• relatively low levels of car ownership: 44.6% of
households do not have a car (Scotland 34.2%) and
there are only 0.7 cars per household (Scotland 0.9)
• more people live in overcrowded houses: 15.3%
live in households with too few rooms per resident
(Scotland 11.7%)
• an above average share of lone parent households
(8.5%/Scotland 6.9%).
HEALTH
2.6 Compared with Scotland as a whole, Paisley has:
• slightly fewer people in good health (65.8%/
Scotland 67.9%)
• slightly more people with a limiting long term
illness (22.0%/Scotland 20.3%)
The Cross
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• a higher economic inactivity rate (see below) and a
higher proportion of the economically inactive who
are permanently sick or disabled (24.7%/Scotland
21.3%).
EMPLOYMENT
2.7 Compared with Scotland as a whole, Paisley has:
• a broadly similar economic activity profile, but with:
- more people in full-time employment
- fewer people in self-employment
- slightly more retired people
- fewer students
- more people who are economically inactive
because of sickness or disability
- more very long term (3-6 years+) unemployed:
(12.2%/Scotland 9.9%)
• a broadly similar industry profile for employed
residents, but with:
- fewer people working in primary/extractive
industries
- more people working in manufacturing,
transport and health/social work
• a broadly similar occupation profile, but with:
- slightly more people working in administrative/
secretarial occupations
- slightly fewer people working skilled trade
occupations
- slightly more people working in process and
elementary occupations.
EDUCATION
2.8 Compared with Scotland as a whole, Paisley has:
• more households where no one aged 16-74 has
qualifications or is in full-time education (35.6%/
Scotland 33.1%):
- 35.0% have no qualifications (Scotland 33.2%)
- 17.0% have a Level 4 qualification (19.5%)
• a lower proportion of 16-18 years olds are in full-
time education (58.9%/Scotland 69.5%).
White Cart frontage
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COMMENTARY
2.9 These headline figures from the 2001 Census suggest that
Paisley is less prosperous than Scotland as a whole. The
most marked differences relate to household composition,
housing tenure, the quality of the housing stock and car
ownership.
2.10 However, Paisley is a very mixed community, with pockets
of acute deprivation and poverty balanced by other areas
of relative comfort and prosperity. An analysis of the
2004 Scottish Index of Deprivation (SIMD) highlights the
concentration of poverty in housing schemes throughout
Paisley.
2.11 In Figure 2-1 the areas shaded brown and pink are among
the most deprived datazones in Scotland. The map is
based on the Scottish Index of Multiple Deprivation (SIMD)
and shows that the town centre is ringed by deprived
neighbourhoods. Poverty is particularly intense in St
James and Ferguslie Park, but there are a number of other
deprived inner areas, including Foxbar, Hunterhill, Seedhill,
Gallowhill, Moorpark and Shortroods.
Figure 2-1: Incidence of multiple deprivation: Paisley, by datazone
Source: Scottish Index of Multiple Deprivation, 2004
2.12 The Scottish Executive has generated rankings at ward level,
which show that:
• St James (ranked 11th out of 1,222) and Ferguslie
(29th) are among the 5% most deprived wards in
Scotland
• Shortroods (100th) is among the 10% most deprived
• Sandyford, Seedhill, Paisley Central, Brediland,
Saucel & Hunterhill and Foxbar wards are among the
20% most deprived.
2.13 These deprived neighbourhoods account for a very
significant proportion of the town centre catchment
population, including residents who (because they are on
low incomes and/or do not have access to a car) are most
likely to remain loyal to Paisley town centre as a shopping
and leisure location.
2.14 We can infer that people living in the more prosperous
residential areas of Paisley are more likely to be able to
exercise choice about where they shop and spend their
leisure time. These higher income individuals are more
likely to have transferred part or all of their custom to
Braehead or Glasgow city centre.
2.15 This analysis is consistent with and supports the thrust of
the property market review supplied by Ryden as well as
the findings of a shopper survey carried out by DTZ Pieda in
2004. It shows that, in addition to the economic, social and
market forces that are putting pressure on all town centres,
Paisley is catering for low income markets, with inevitable
consequences for the scale and nature of demand.
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POLICY CONTEXT
2.16 National planning policy has long recognised the challenges
facing Scotland’s towns and cities and, over an extended
period, a sequential test has been applied to protect and
preserve the role of town centres by restricting out of town
and edge of town developments. In practice, however, these
policies have been a failure: approvals have been granted
for a number of regional-scale out of town shopping and
leisure centres, as well as numerous retail parks and food
stores. These new retail and leisure locations account for an
increasing proportion of consumer spend, while traditional
town centres have continued to decline.
2.17 It can be argued that the policy objectives of vital and viable
town centres have not been delivered because, either:
• the objectives are unrealistic and fly in the face of
market realities and investor/consumer preferences,
or
• decision makers have lacked the will and/or
resources to resist pressure from developers and
operators for out of town development.
2.18 These matters are beyond the scope of the present study,
but they highlight the need to treat a nominally supportive
policy context with a degree of caution. There has been a
big gap between stated policy aspirations and the reality
on the ground, and it is not clear whether policy will be
enforced more rigorously in the next 5-10 years than in the
past.
2.19 The most recent statement of Scottish Executive policy
objectives is contained in the consultation draft of SPP8:
Town Centres, published in August 2005. SPP8 states that
the Executive’s key objectives for town centres are:
• promoting competitive places and encouraging
regeneration
• enabling communities to have access to a range of
shopping, leisure and other services
• improving the physical quality of town centre
environments
• improving access and reducing car dependency by
supporting development in accessible locations.
2.20 Based on these performance measures, the performance of
Paisley town centre in the past decade has been, at best,
mixed. On the negative side:
New Street from Church Hill
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• there has been a significant decline in the
competitive advantage of Paisley town centre,
reflected in the closure of key retailers and high
vacancy rates
• vacancy rates are particularly high in secondary
retail streets, but the malaise is also affecting the
prime pitch, including the Paisley Centre
• there a number of gap sites and numerous derelict,
dilapidated and under-used buildings.
2.21 However, the ten-year balance sheet also reveals some
positive changes, including:
• evidence of market adjustment, reflected in the rise
of the low price value retail sector
• completion of a high quality pedestrianisation and
public realm scheme, including improved public
transport infrastructure
• refurbishment of the Council’s South Building
• completion of the student union in Storie Street
• success of farmers’ markets in County Square
• significant investment on the town centre fringes,
notably at Mile End and Anchor Mill.
2.22 The draft SPP8 puts a greater emphasis on the mix of
activities and uses in town centres and on creating a sense
of place and identity. Retail and leisure are still seen as key
activities, but – in an implicit acknowledgement of the new
market realities – the policy also focuses on the potential
contribution of business space, community facilities,
culture, tourism and civic space.
2.23 This renewed emphasis on the diversity of town centres is
also reflected in proposed revisions to the Glasgow and the
Clyde Valley Structure Plan, published in October 20051,
which give more explicit recognition to the economic,
administrative, educational and cultural roles of the
region’s principal town centres.
2.24 The revised plan concludes that there is no quantitative
requirement for additional convenience or comparison
retail space in Paisley, but that up to 25,000 m² of new
provision might be justified on qualitative grounds. Paisley
is identified as a strategic business centre and the plan
also highlights the potential contribution to town centre
regeneration of the university.
1 Draft Finalised Supplementary Written Statement, October 2005
Page and Park’s new student union building in Storie Street
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2.25 The current Renfrewshire Local Plan (2002) confirms the
policy of protecting the retail function of the town centre,
although recent retail consents have been granted at Anchor
Mill and Love Streets.
COMMENTARY
2.26 A more detailed account of the policy environment is
contained in Annex 1. Planning policies designed to protect
the role and status of Scotland’s town centres have failed to
stem the tide. Nowhere is this more strikingly demonstrated
than in Paisley, where the already evident decline in the
quality and status of the town centre has been exacerbated
by the arrival of the Braehead shopping and leisure
complex. Another major regional centre, Silverburn, will
open for business in 2007 and will inevitably compound the
competitive threat.
2.27 These major planning decisions may have conferred net
benefits on the city region, but it cannot be denied that they
have had a negative impact on Paisley. Equally, it needs to
be recognised that Paisley’s decline pre-dates Braehead.
The key point is that, as far as out of town retail and leisure
are concerned, the genie is out of the bottle. Braehead and,
soon, Silverburn are facts, and any sustainable strategy
for the regeneration of Paisley town centre needs to
acknowledge this reality.
2.28 We are therefore encouraged by the pragmatic tone of
SPP8 and the revised structure plan. Their emphasis on
encouraging diversity and cultivating a range of activities
and uses as the best ways to promote vitality and viability
is sensible and realistic, and we expect to see this approach
reflected in local planning policy and its day-to-day
implementation.
2.29 An appropriate and sustainable level of retail and leisure
will, of course, continue to be an important part of the
town centre offer, but they need to be complemented by a
renewed emphasis on, for example:
• town centre businesses
• civic and administrative functions
• teaching and research
• culture and tourism.
2.30 SPP8 notes that developing a rich mix of activities
also requires action to enhance the place quality and
inclusiveness of town centres by, for example:
former Arnotts store in Gauze Street
14
• improving the physical environment
• promoting quality design
• creating safe and attractive public spaces
• improving accessibility by all modes of transport.
2.31 This agenda has influenced the development of the strategy
set out in the following pages. However, implementing the
vision of a mixed use town centre (including an increase in
residential development, although this does not form part of
the SPP8 agenda) will still require strong policy direction to
counteract trends including:
• dispersal of modern offices to edge of town/out of
town locations
• shift of some public sector services from town
centres to neighbourhood delivery
• new approaches to higher education delivery
tending to undermine the social aspects of university
life.
2.32 A key message of SPP8 is the need for town centre strategies
to provide a detailed framework for action. The draft
suggests that strategies should:
• indicate the scope for change through
redevelopment, renewal, alternative uses and
diversification
• consider the constraints to their implementation
• identify clear actions, tools and delivery
mechanisms
• promote new opportunities for development, using
masterplanning and design exercises, and
• recommend arrangements for monitoring change.
2.33 This report meets these criteria, although further detailed
work will still be required to progress the priorities for action
identified in section 6.
office premises at Abbey Mill
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RECENT STUDIES
2.34 This study is the latest in a series of studies commissioned
by the Vision Board and the key partners since 2000. The
key findings and recommendations are described in more
detail in Annex 2.
PAISLEY OFFICE MARKET REVIEW
2.35 This study by Ryden (2002) reviewed the office market in
the whole town, not just the town centre. It concluded that
out of town and edge of town centre locations were most
active, but that the town centre had a role to play. The report
recommended that:
• office development should be promoted at well
located strategic sites
• the quality of town centre offices should be improved
• the area north of the railway should be assessed for
its suitability as a quality inner city business park.
PAISLEY RETAIL STUDY
2.36 This study by DTZ Pieda (2002) included a survey of town
centre users which confirmed that shopping was the main
purpose of 58% of visits, followed by work (11%), financial
services (9%) and social/leisure (9%). The survey showed
that local residents were much less likely to use the town
centre for shopping trips than at the time of the previous
survey (1994); for example:
• respondents using the town centre for their main
food shopping: down from 37% to 16%
• respondents using the town centre to buy clothing
and fashion: down from 40% to 18%
• respondents using the town centre to buy household
goods: down from 41% to 15%.
2.37 This collapse in customer loyalty was accounted for by
leakage to a combination of Braehead, Glasgow and retail
parks. The main reported advantage of the town centre was
that it was close to home; the main complaint was the poor
range of shops.
2.38 The issues highlighted in the retail study helped to shape
the agenda for the Paisley Vision operating plan.
THE FLOWERING OF PAISLEY
2.39 This study by EDI examined the feasibility of developing
a university quarter in Paisley. It discussed the declining
fortunes of Paisley town centre, and identified factors
including:
• the impact of the town’s negative image, especially
on the residential market
• the declining market for traditional town centre flats
and the need to improve the tenement stock
• an oversupply of retail space at secondary locations
and the Piazza Centre
• the impact of Braehead on town centre trade
• the small number of students living in the town.
2.40 The report identified a number of regeneration
opportunities, including:
• building a critical mix and mass of retail, hotels,
restaurants and cafes
• creating a well-rounded town centre experience,
16
making better use of arts and cultural attractions
• flagship housing developments
• concentrating university development in the town
centre, including residential accommodation
• developing arts studios and workshops
• commissioning innovative, high quality buildings.
2.41 The report set out a master plan for the town centre, based
on four zones:
• Oakshaw: the university old town
• Piazza/County Square: transport hub
• the abbey environs: civic landscape.
2.42 The fourth zone would be a university quarter, based on
the university campus, but pushing out into neighbouring
streets to create business space, studios and retail
opportunities.
2.43 These proposals were indicative, and the report called for
more detailed project appraisals to be undertaken. It also
recommended the formation of a public-private joint venture
company to drive forward the key developments.
POTENTIAL RE-USE OF UPPER FLOORS
2.44 This report by Halcrow (2000) identified opportunities to
convert vacant upper floors above shops into flats. This
might create up to 30 units in the High Street/Gilmour Street
area, with opportunities to extend the pilot scheme into
other parts of the town centre.
WEST END REGENERATION STUDY
2.45 This 2005 study by ODS and Roger Tym & Partners examined
conditions in an area centred on Wellmeadow Street, Well
Street and Broomlands Street. Retail trade in this former
suburban centre had declined “drastically”, and the area
was now predominantly residential.
2.46 The study described conditions in the West End, which were
characterised by:
• a high proportion of flats, many in the social rented
sector
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• low housing demand and high turnover
• low sales values
• a significant private rented sector linked to the
university
• a degraded urban environment
• high levels of deprivation, crime, drug abuse and
anti-social behaviour.
2.47 The report recommended the adoption of an area
development framework (ADF) which should be delivered
by a multi-agency partnership. A core of neighbourhood
shopping should be retained, but the focus should be on
housing-related initiatives, including:
• an estate management agreement
• including the image of the area
• increasing the quality and choice of housing.
Canal Street
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COMMENTARY
2.48 The Paisley Vision Board partners have commissioned a
number of studies in recent years. Some progress has
been made, but the underlying problems remain. This is
understandable: the drivers of change in Paisley town
centre are powerful and hard to influence. In our view,
there has been a mismatch between the scale of the
challenge in Paisley and the public sector response,
both strategically and in terms of the level of resources
committed. We recognise that the partners have to deal with
competing spending priorities. However, the fact remains
that Paisley needs to achieve transformational change if it
is to break out of the current cycle of decline; the Paisley
Vision partners will need to champion the change process
and make a significant financial commitment in order to
stimulate private sector investment in the town centre.
2.49 In preparing the present report, we have sought to
build upon the work already undertaken by others and
– where appropriate – embed it in our own proposals and
recommendations. At the same time we have aimed to focus
our attention specifically on the town centre. We broadly
endorse recommendations from some of the previous
reports which provide useful context for our proposals. For
example:
• in their previous report, Ryden identified an area
north of the town centre (in the Cart Corridor)
as a potential inner city business park2: our
recommendations on business space aim to
complement that approach by treating the town
centre as the preferred location for start ups, spin-
outs, micro-businesses, civic and administrative
uses
• we have not attempted to second guess the recent
ODS/RTP study of the West End, but we see this area
as an important gateway to the town centre, with the
potential to mesh more closely with the university:
regeneration of this neighbourhood would therefore
complement the proposals contained in this report.
2.50 The DTZ Pieda retail study has to some degree been
overtaken by events, and the more recent market analysis
(which covers other sectors as well) by Ryden which
accompanies this report. However, it remains exceedingly
valuable for its insights into the perceptions and behaviour
of town centre users, and the transfer of custom to more
attractive alternatives. It would be useful to conduct a new
2We understand that this recommendation is broadly in line with emerging proposals for the
Glasgow Airport Zone which is the subject of a separate report by EKOS
survey after Silverburn has opened for business.
2.51 The EDI study on the Flowering of Paisley is in some ways
closest to the present study in terms of its scope and
aspirations. Much of the analysis is admittedly broad brush
and less rigorously evidence based, and the consultants
acknowledge that their recommendations are “concepts”
that require further development and appraisal. The present
study provides a much more detailed evidence base and
our proposals are more fully developed, although they will
require further work.
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3.1 There has been a mood of pessimism about the performance
of Paisley town centre. This is understandable in the light
of recent events, but the partners recognise that there is
a danger that it will become a self-fulfilling prophecy. The
town’s negative image and reputation, combined with a lack
of confidence in the private and public sectors could feed
and accelerate a cycle of decline.
3.2 In the early stages of the study we discussed our approach
with the Paisley Vision Board, and agreed that it was
important to use the process to set a more positive and
optimistic tone, to challenge the prevailing mood and create
a climate of confidence in Paisley.
3.3 We noted, for example, that although the High Street and
the retail core have struggled in recent years, there has been
some major investment in the town centre fringes (notably
at Mile End and Anchor Mill) and prospects in some market
sectors, notably residential, are relatively positive.
3.4 We also enumerated some of Paisley town centre’s
strengths and assets, for example:
• it is a large town – the sixth largest urban area in
Scotland – with an extensive catchment
• it is an important employment centre with a diverse
t o w n c e n t r e :c o n d i t i o n s + p r o s p e c t s
3
study area
20
economy playing an important role in the wider city
region
• Paisley has fine townscape and architecture, and a
rich history and heritage
• there is an ambitious new university with a town
centre campus and plans for merger and expansion
• successful regeneration of the town centre fringes
has introduced a new generation of small and micro
businesses as well as luxury housing
• Oakshaw is an outstanding conservation area and a
popular and distinctive residential enclave
• Paisley is close to Glasgow‘s dynamic city economy
and an international airport
• there are excellent road and public transport
linkages to Glasgow, the Clyde coast and the central
belt.
3.5 These are advantages that many other towns in Scotland and
the rest of the UK cannot match. Paisley is, unmistakably, a
special place, with a distinctive character and personality.
We cannot afford to ignore or discount some of the troubling
symptoms of decline, but Paisley is arguably better
placed than most of its peers to become a successful and
sustainable 21st century town centre.
3.6 The study has examined how these assets can be leveraged
to create new opportunities to revitalise the heart of the
town – as a retail centre, but also as a centre of learning, a
place for leisure and recreation, a business location and a
residential community. Diversification into new uses and
activities will provide the foundation for the new Paisley.
TOWN CENTRES IN THE 21ST CENTURY
3.7 The challenges facing Paisley are typical of the problems
experienced by many medium sized towns in the UK. The
declining quality and status of high street shopping is only
the most visible symptom: many places have also seen a
decline in civic functions, leisure and entertainment and
professional and business services. Town centres are no
longer at the heart of community life in the way they were a
generation or two before. This raises fundamental questions
about the purpose, role and functions of town centres in the
21st century.
3.8 A number of factors have served to undermine the
traditional role of town centres. Four key, inter-connected
Town Hall
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factors are among the most important:
• UK society is more prosperous than ever before, and
most people have experienced a long term rise in
living standards and disposable income: this means
that citizens consume more goods and services, and
have more choice about where and how they spend
• increasingly, we are a society of empowered
consumers of goods and services: as disposable
income has increased so discretionary expenditure –
on comparison goods, leisure, recreation and culture
– has grown
• there has been a dramatic increase in personal
mobility: more people own cars and we drive more
than ever before – to work, to shop and for leisure
and recreation
• these trends have created the conditions for a
dramatic rise in out of town development: new
centres of consumption on the fringes of every urban
centre in the UK: supermarkets on the edge of towns,
regional shopping and leisure centres and business
parks.
3.9 Together, these forces – which have been unfolding over
several decades - have had a transformational effect on the
urban hierarchy. Previously, people had little choice but to
“go to town” to shop, visit the bank or go to the pub, but in
an era of unprecedented choice and rising aspirations town
centres now need to compete with the attractions of major
cities and out of town shopping and leisure centres. Instead
of buying groceries in local shops, we drive to supermarkets
and fill a trolley: on average, we make fewer shopping trips
a week, but we buy in bulk. The impact of internet shopping
is also beginning to make itself felt: the value of UK internet
sales is closing in on total sales in department stores.
3.10 Meanwhile, businesses have been leaving traditional town
centre locations and moving to more convenient modern
space on the edge of town. Banks and building societies
have been closing their high street branches, moving the
customer interface to telephone and online services, and
consolidating staff in back office locations and contact
centres.
3.11 The result of these powerful economic and social trends
has been a dramatic diminution of the role and status of
small and medium-sized towns. Their share of retail and
leisure expenditure has been squeezed as consumers have
transferred their loyalty to the resurgent big cities; and to
the value, convenience and improving quality of out of town
centres. People have decided that traditional town centres
Sma’ Shot Cottages
22
cannot compete, and they have been voting with their feet
– and their wallets.
3.12 Of course, not everyone is sharing in Britain’s wealth and
prosperity. A significant minority of people are excluded.
Traditional town centres are increasingly dependent on a
captive market of people who are too old, too young or too
poor to exercise the choices that the rest of society can
make. This is a key factor in Paisley, where the town centre
is ringed by low income neighbourhoods, whose residents
are more likely – through lack of choice – to remain “loyal”
to the town centre than people living in more prosperous
areas.
3.13 In Paisley, like many other towns, department stores (often
much-loved institutions) have closed, and many of the top
multiple stores have left town. This is reflected in vacancies
in Paisley’s prime retail pitch: a third of the units in the
Paisley Centre are empty.
3.14 The problem is compounded because shop units in the old
town centres are often small and inconvenient to service:
they cannot compete with the large, flexible floorplates and
dedicated service access available at out of town locations.
3.15 In the face of these events, the market adjusts more or
less successfully. Town centre vacancy rates have risen in
response to new competition, but over time new occupiers
emerge. In some high income areas these have included
independent specialist shops, but typically premium retail
brands are being replaced by value stores, amusement
arcades and similar activities.
3.16 This is a market response to changing conditions; at least in
the medium term, it will be the defining trend in Paisley’s
retail offer. We can see the rise of value retail in the Piazza
Centre and Causeyside Street, but also now in the High
Street. The problem is that the quality and presentation of
these new occupiers tends to have a negative impact on the
town’s image and ambience. This can be seen as the start
of a vicious circle, undermining the confidence of existing
occupiers and deterring new investment except at the
budget end of the market.
3.17 However, without value retailing, conditions would be even
worse. The only sustainable response is to acknowledge the
market realities while at the same time stimulating demand
for higher order goods and services by increasing visits and
footfall, especially by higher earners and more sophisticated
consumers.
3.18 This is the difficult background to the present study. What
has happened in Paisley in the past decade is reflected in
towns of similar size and type throughout the UK. Nowhere
top: Gauze Street below: County Square
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is immune to these powerful forces and it would complacent
and dishonest to suggest that there are any easy answers to
a complex challenge.
3.19 What is needed is a radical and fundamental re-appraisal
of the future role and function of Paisley and other town
centres. Paisley’s future cannot lie in a return to the past:
the world has changed fundamentally and traditional town
centres need to find a new raison d’être. In our view, Paisley
is better placed than most to make a change by virtue of its
size, townscape quality and assets.
SHOPPING IN PAISLEY
3.20 Traditional town centres have been exposed to fierce
competition from major city centres and out of town
retailing. The challenges for Paisley are particularly acute
because the town is in the catchment area for Glasgow
– consistently ranked second after London as the UK’s top
retail location – and the Braehead shopping centre.
3.21 These competitive pressures will be compounded when the
1m square feet, £350m Silverburn shopping centre opens
for business at Pollok in autumn 2007. Silverburn will be the
fourth largest shopping centre in Scotland, after Glasgow,
Edinburgh and Aberdeen; Debenhams, Marks & Spencer
and Tesco have been signed up as anchor tenants, and the
centre aims to attract up-market high street fashion and
other multiples, as well as various leisure facilities.
3.22 Paisley’s town centre retailers cannot be expected to resist
this array of competitive forces. The town centre has been
“trading down” over an extended period, and the rate of
decline has accelerated in the past 2-3 years, culminating
in the recent closures of Arnotts and Littlewoods, and the
impending loss of the Co-op department store. Marks and
Spencer and WH Smith still occupy their traditional pitches
at the heart of the town, but elsewhere Paisley has been
losing a war of attrition as familiar brands depart the town
and are replaced by value retailers.
3.23 The retail vacancy rate – though still high at around 20%
of units3 – had been declining as the market adjusted to
the effects of competition from Braehead. The closures
of Littlewoods, the Co-op, Etam and others will push
the vacancy rate up again, and the low level of retailer
requirements reflects a lack of market confidence. A third of
the units in the Paisley Centre are vacant, and the large Co-
op store will close shortly. Renfrewshire Council has been
very active, working alongside owners to try to attract new
tenants.
3 This represents 12% of floorspace, reflecting very high vacancy rates in secondary locations. However, this pattern will shift as the effects of large scale closures feed through the system.
3.24 Ryden report that prime retail rents in Paisley increased by
11% between 2000 and 2006 while the Scottish average
rose by 12%. However, substantial incentives such as
rent-free periods are being offered, reflecting low demand.
There are only nine national retailers currently seeking town
centre pitches, and Paisley has declined from the 148th most
required town in the UK, to 411th in 2005.
3.25 Nevertheless, the market has responded to these conditions
and departing high street names have been replaced by
value retailing, especially in the Piazza Centre. Vacancy
rates in the Piazza Centre remain relatively high, but
are declining, and there is a sense that this location
has adjusted more successfully to Paisley’s changed
circumstances than the High Street or the Paisley Centre.
3.26 In the short to medium term the prospects for retail in
Paisley are not good. The situation may well get worse
before it gets better. Planned diversification at Braehead,
the opening of Silverburn in 2007 and the consent
granted for a superstore at Love Street will all ratchet
up the pressure on the town centre. National retailers
will inevitably review their positions in the light of these
events and in advance of lease expiries. Some secondary
locations are already beyond the point of no return, for
example in Wellmeadow Street and at the south end of
Causeyside Street, and here vacant units may need to revert
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residential in Paisley
28
to alternative uses, although this will be a complex process.
3.27 Faced with these pressures, a sensible course might well
be to consolidate retail in the heart of the town centre,
and actively encourage secondary locations to shift to new
uses. The town needs to adapt more quickly to change, but
this strategy may be constrained by:
• the modest level of demand for residential,
commercial and other uses in these transitional
locations
• the lack of incentives for institutional investors to
reduce rents of upgrade vacant premises
• the complex building configuration and tenure of
traditional tenement buildings.
MARKET TRENDS AND OPPORTUNITIES
3.28 The commercial leisure market has followed a similar
trajectory to retail, with a very high share of expenditure
going to Glasgow and out of town locations; the opening of
X-Scape at Braehead has introduced a major new attraction
for local residents and the wider catchment area, and
Silverburn will also have a significant leisure component.
3.29 Leisure developments in Paisley can be expected to serve
an overwhelmingly local catchment, although there is
always the possibility that a nightclub or restaurant will
gain a wider reputation. We are seeing the development of a
“convenience” leisure offer based on bars, restaurants and
cafes.
3.30 The quality and market positioning of the offer will reflect
the changing demography of the town’s resident and
daytime populations. An increase in footfall, and in the
number of high income households and high wage jobs in
the centre of Paisley, will create more aspirational consumer
demand and encourage entrepreneurs. The same effect
could feed into speciality retail.
3.31 Similarly, a revival in Paisley’s fortunes as a business
centre (and an expansion of commercialisation activity at
the university) may help to create opportunities for a town
centre hotel, perhaps associated with a health and fitness
club.
3.32 There has been steady growth in the supply of office space
in recent years, driven by conversions and redevelopments
on the town centre fringes. The town has a total office stock
of about 100,000 sq m, in 500 units. Vacancy rates are very
high, with 68 units (14% of stock) available offering a total
of 27,000 sq m of floorspace (27%)4. Vacancy rates are
particularly high for larger units.
3.33 The increase in the amount of flexible, relatively low cost
space has created volatile market conditions, but it has
undoubtedly added to the vitality of the town. Conversion
of existing buildings (for example, Mile End and Mirren
Chambers) is viable in a market where office rentals are
sub-marginal for new-build developments, and there may be
opportunities to introduce new supply into the heart of the
town.
3.34 The market for good quality office space is very competitive.
Ryden advise that Braehead Business Park and the edge
of town centre Anchor One developments will satisfy much
of the local and mobile demand for space in the near term,
although the action plan (section 6) identifies opportunities
for commercialisation activity and public sector relocations
to boost demand for town centre locations.
3.35 The residential market has been strong in Paisley in recent
years, and has played a key role in regeneration on the
town centre fringes, for example, at Oakshaw and Anchor
Mill. Residential development will have a key role to play in
reviving the heart of the town. In this respect, Renfrewshire
4This excludes Renfrewshire Council’s North Building, which will be replaced by residential development.
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Council’s decision to offer the 1.15 ha site of the North
Building in Cotton Street for residential development could
be vitally important. Creating a high quality residential
enclave around the abbey will be a defining challenge for
the new Paisley.
3.36 Glasgow Airport is not included in the study area, but is
the subject of a separate study. It is one of the area’s key
economic assets, although efforts to establish the airport
as a catalyst for local development have met with mixed
fortunes. For the purposes of this study, two issues should
be highlighted:
• the planned rail link between Gilmour Street and the
airport will strengthen Paisley’s status as a gateway
to and from Scotland: although many passengers will
simply pass through Paisley, others will access the
airport using inter-connecting rail, coach and bus
services (we return to this below)
• the north end of the Cart Corridor continues to
represent the best opportunity to create a modern
business district serving the airport zone and
providing space for Scottish and international
businesses.
URBAN CHARACTER APPRAISAL
3.37 Although many of the challenges facing Paisley are common
to most towns of its size and type, the study has also
analysed the distinctive place qualities of Paisley town
centre. We believe that Paisley is better placed to respond
to the challenge of change than most of its peer group
precisely because it has physical features and attributes
that they lack.
3.38 Paisley has a somewhat tired and lived-in look, but it is a
handsome town, with some distinguished historic buildings,
fine townscape (including a skyline of towers), splendid
public statues and a riverside setting. It has a rich history
and heritage, reflected in the built form of the town, and its
museum collections. Major roads and developments have
had an impact on the town, but left the historic centre more
or less intact.
3.39 However, the quality and integrity of the urban form tends to
fall away on the edges of the town centre:
• the area immediately north of the railway (Niddry
Street, Weir Street and Old Sneddon Street) is
entirely dominated by traffic which – combined with
the barrier effect of the Gilmour Street wall – is a
severe constraint on development opportunities
• the West End – which has itself been the subject
of a recent study – has fallen on hard times: local
shopping has almost collapsed, leaving a legacy of
vacant and derelict buildings on Wellmeadow Street;
housing in this area is unpopular and characterised
by low prices and high tenant turnover
• the eastern edge of the town centre is a transitional
zone: the closure of the Arnott’s store had a major
impact on this area, and the area bounded by
Smithhills Street, Gauze Street, Incle Street and the
railway is largely vacant and derelict, although there
is still a parade of shops and commercial premises
on the north side of Gauze Street.
3.40 Paisley has a new university, with a large student body
including a growing number of overseas students who
are beginning to give the town a more cosmopolitan feel.
However, the consensus of opinion is that Paisley is still a
town with a university: it has not yet acquired the character
of a true university town. There are a number of reasons for
this:
• a high proportion of Paisley’s students are local
residents who commute from home to study rather
than live in the town
30
• a significant proportion of the available student
accommodation is in out of town locations
• like other universities of its generation Paisley aims
to optimise utilisation of its estate: the timetable
aims to fill blocks of student time, and to discourage
“downtime” on campus
• the campus, though located close to the heart of
Paisley, does not encourage interaction between
town and gown: it is an enclosed area that
contributes little to the public realm or to a more
permeable urban form.
3.41 These are constraints that must be recognised. Paisley is
not a traditional seat of learning and a conscious effort will
be required to promote integration with the life and work
of the community. Nevertheless, all parties have an interest
in encouraging integration, especially at a stage when the
university is planning to expand (through merger with Bell
College) and, in all probability, re-brand:
• the university needs to offer a more stylish,
enjoyable and lively urban environment – including
attractive places for students to live – if it is to
succeed in the increasingly competitive higher
morphology
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education market, and attract the best students,
researchers and academic staff
• the town needs to cultivate the university as one of
its most important economic and cultural assets, and
a key driver of change and regeneration.
3.42 Paisley town centre has the potential to become an
attractive and special place, making a valued contribution
to the life of the community and the wider region. However,
we are aware that this is not the popular image of Paisley,
and that the town has suffered over many years from a
bad press and a negative reputation. Our consultations
confirmed that the town is too readily associated with
violent crime, drug abuse, teenage pregnancies, heart
disease and other social ills.
3.43 Whether or not this is “fair” is immaterial. The perception
is that Paisley is a town in crisis and this will only change
when the town has good news to tell and achievements
to celebrate. This takes time: Dundee has achieved a
remarkable turnaround in the past 15 years, but it has taken
a long time to shake off the old image of poverty and bad
labour relations.
3.44 Crucially, Paisley needs to help itself. In this report we have
highlighted concerns about litter, vandalism, graffiti and
character areas
32
anti-social behaviour – as well as the presence of derelict
buildings and long-term gap sites. The town has made a
big (and, in our view, successful) investment in the public
realm, but this has not been matched by a commitment to
the proper management and maintenance of streets and
public spaces.
3.45 Successful places create a sense of comfort and well-being,
but Paisley still presents an image of shabbiness and
neglect. For example:
• the squalid pedestrian underpass linking Seedhill
and the town centre
• streets and alleys in the Oakshaw area strewn with
glass
• litter and rubbish in the river next to the town hall,
and in public spaces.
3.46 There is a challenge here for the Council, property owners
and traders. Despite the difficulties facing the town there
has been a lot of investment in Paisley – by the private
and the public sector – in the past decade. But poor
maintenance, crime and anti-social behaviour undermine
the effectiveness of this investment, and determine users’
experience and impressions of the town.
physical characteristics
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3.47 The monthly farmers’ markets are an undoubted success,
but there are not enough events and activities to animate
the town centre or to create an expectation among potential
visitors that, if they go to town, there will be “something
going on”. We recognise that the straitened circumstances
of many town centre retailers make it difficult to enlist
private sector support and sponsorship, but a partnership
effort is required to create a climate of optimism and
confidence.
TRANSPORT AND ACCESS
3.48 MRC McLean Hazel has reviewed transport and access
issues in the study area. Their analysis has confirmed that
while the town is generally well-connected to Glasgow
and the wider region, the quality of much of the transport
infrastructure leaves much to be desired. A number of
general points can be highlighted:
• the town centre is almost encircled by dual
carriageways and the north side is bounded by the
Gilmour Street wall: as in many towns, the roads
infrastructure isolates the centre of the town from
the surrounding neighbourhoods and business
locations
views and landmarks
34
• points of entry to the town are generally unattractive
and unwelcoming and – for drivers – hard to
navigate
• the town is generously provided with public transport
services, but the quality of infrastructure and
services is variable.
3.49 Pedestrian access to the town centre is relatively
straightforward, but it is an inhospitable experience. All
the principal routes into town involve crossing major roads,
and waiting times at pedestrian crossings are often lengthy.
Entry points under the railway or through underpasses are
unpleasant and sometimes intimidating.
3.50 Extensive pedestrianisation means that walking in the town
centre is a more positive experience, although we have
observed (and had reports of) anti-social behaviour in the
principal streets. Anecdotal evidence suggests that there are
concerns about crime and safety, especially on the fringes of
the town centre and out of hours.
3.51 It has been reported that some retailers and other
stakeholders believe that pedestrianisation has been a
cause of Paisley’s retail decline, although it should be
noted that this view was not expressed at the scenarios
Central Road Town Centre transport
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workshop. We have not been able to test this proposition
in the course of this study, but in our opinion (and
based on the experience of other towns) it is unlikely
to be a significant factor. However, the upkeep of the
pedestrianised area, through proactive management and
maintenance, is vital: good housekeeping helps to create
a climate of confidence among traders and a sense of well-
being among visitors (see para 3.44).
3.52 It is demonstrably the case that shoppers today prefer
car-free environments, whether in malls or pedestrianised
streets. However, especially in fragile retail environments
there is a risk that street closures or restrictions on private
cars may make access/egress problematic and deter people
from visiting the town centre. For this reason we have
recommended (in section 6) that traffic restrictions on
Smithhills Road and Gauze Street should be reviewed.
3.53 Provision for cyclists is generally poor, with a lack of cycle
lanes, strategic routes or bike storage to encourage usage.
There is reportedly very little cycle traffic in Paisley, but
this is hardly surprising in a hostile and unwelcoming
environment.
3.54 The town has an extensive array of public transport services
by rail and bus. Gilmour Street has 8 trains an hour to and
from Glasgow Central, supplemented by services on the
Paisley Canal line. Proposals for the rail link to Glasgow
Airport are also well advanced, although realising the full
benefits of Paisley’s rail connections would require a cross-
Glasgow link. Though heavily used, Paisley Gilmour Street
is an unwelcoming station, and facilities for passengers are
limited and spartan.
3.55 Paisley is the hub for an extensive network of local and
sub-regional bus routes, including services to Braehead.
Arriva is the principal operator, but there are also numerous
small operators. Some of the vehicles used by the latter
are shabby and dirty and we understand that there are also
problems with service reliability and information. The recent
town centre streetscape scheme provided good quality bus
shelters on the principal streets, but other services operate
out of the grim and forbidding Central Road bus station.
3.56 The town’s road network is extensive, though fragmented in
places. There is easy access to the M8 east and west of the
town centre, and main roads to other local centres. Driving
to and around the town is not a problem, but access to the
town centre is more problematic and appears to require a
degree of local knowledge. Drivers enter the town “through
the back door”, there is no sense of arrival, and orientation
is difficult.
3.57 A recent parking study by Buchanan suggests that parking
Gilmour Street Station
36
provision is adequate, with two multi-
storeys and some surface and street
parking. The Paisley Centre car park, though
some distance from the shops, is clean and
well-lit. By contrast Central Road is well
located but ugly and forbidding.
transport and access
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CONCLUSION
3.58 The challenges facing Paisley are complex and deep-
seated. They reflect the effects of profound economic
and societal changes which have, among other things,
undermined the traditional role of town centres and
left Paisley – like many other places of its size and type
– searching for a raison d’être in the 21st century.
3.59 This study has shown that there is a high level of awareness
and understanding among the PVB partners of these drivers
of change. We have tried to show that, far from being
unique, Paisley’s experience is typical of a whole raft of
post-industrial towns in the central belt of Scotland and
throughout the UK.
3.60 Paisley’s decline is not “somebody’s fault”. We believe
that there are things that the partners should do differently
and better, but if there was an easy answer to Paisley’s
problems someone would have found it already. The fact
is that the challenges facing town centres are complex and
intractable: there are no easy answers and no quick-fix
solutions. Indeed, as we have indicated, things may well get
worse before they get better.
3.61 However, this short review has shown that, while Paisley’s
declining status as a shopping centre is the most obvious
symptom of the present malaise, the way forward lies in
diversification: creating a rich mix of activities and uses to
replace an unsustainable retail monoculture.
3.62 We do not pretend this will be easy. As we have seen:
• leisure developments are subject to much the same
market forces as retail
• the office market – though volatile and hard to
“read” – is very competitive and there is some
evidence of over-supply, or at least of supply-
demand mismatch
• the university is an important asset, but resources
are constrained and the institution will have to
balance the estates requirements of three locations
(Paisley, Ayr and Hamilton)
• low cost space for the creative and cultural
industries may add to the diversity and urbanity of
the town centre, but will inevitably require public
sector intervention; so will new cultural assets.
3.63 Only the residential sector offers the prospect of private
sector led development on a significant scale, although
even here it is by no means certain that it will be possible
to cross-subsidise mixed use developments or investment
in the public realm and/or transport infrastructure without
public sector funding.
3.64 The clear conclusion, therefore, is that – while there is a
pressing need for an exciting vision of the future to inspire
and motivate the community and stakeholders – it will need
to be underpinned by a practical, realistic and incremental
approach to generate change in the study area, based
essentially on creating the demand-side conditions which
will boost business confidence and attract investment. This
means, for example:
• providing attractive, high quality housing which will bring high net worth individuals and households to the heart of Paisley
• bringing more students to live in the town, and encouraging more interaction between the town and the university
• delivering modern workspace that will attract knowledge-based businesses, start-ups and university spin-outs to work in the town centre, as well as larger public sector and/or head office relocations
• growing Paisley’s creative community.
38
3.65 Over an extended period, Paisley has been losing retail
trade to new and powerful competitors, and market
adjustment is leading inexorably towards a value shopping
offer catering for low income consumers in the local
catchment area; the leisure/entertainment offer has
followed a similar trajectory. At the same time, the already
small population of the central area has been reducing, and
non-retail employment has also fallen.
3.66 We recommend a strategic response which will rebuild
demand and create the conditions for new investment in
quality convenience shopping; cafes, bars and restaurants;
and – over time – the return of quality speciality shopping,
such as bookshops, fashion stores and delicatessens. The
public sector partners cannot make this happen directly:
their job is to create the conditions which will restore
market and investor confidence in Paisley.
3.67 This approach is consistent with the objectives of the draft
SPP8 as well as those of the Paisley Vision Board, namely:
• encouraging investment in retail, office, commercial, leisure and housing
• increasing footfall in the town centre
• developing Paisley as a university town
• capitalising on key buildings and spaces, and
• marketing and promotion.
3.68 This study has shown that the continuing decline of the
study area is not inevitable, and it maps out a strategy for a
more sustainable and diverse future. However, the process
of recovery will take time: it could take up to 5 years for
Paisley to turn the corner, and a decade to achieve the
transformational change described in this report.
3.69 In this period, the leadership role of the PVB partners will
be pivotal. At a time when public, political and market
confidence in the town centre is at a low ebb, the partners
have a vital role to play by:
• championing the vision of an exciting and positive future for Paisley town centre
• demonstrating their faith and commitment through proactive management of the town centre, a year-round events programme and effective marketing and promotion
• mobilising the resources of partners and funding bodies in support of the action plan
• engaging with the private sector to deliver
development and regeneration.
3.70 The partners will need to match leadership and moral
support with a substantial resource commitment. We are
well aware of the budgetary pressures facing public sector
organisations, and our strategy is therefore designed
to encourage and accelerate market adjustment, and to
stimulate private sector investment. However, it would be
misleading to suggest that the development programme
outlined here can be delivered without public sector
intervention. We return to this in Section 7.
3.71 Similarly, the proactive management regime recommended
here will require significant annual revenue funding.
Contributions may be sought from the private sector, but
the burden will inevitably fall on the Council and its public
sector partners. We recognise that this will involve tough
decisions, but in our judgement action to create a livelier,
safer, cleaner town centre – and to spread the word in the
wider catchment area – is imperative, especially in what we
anticipate will be a difficult next 2-3 years.
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they could look 10 years ahead. The purpose of this exercise
was to reveal the group’s natural agenda by identifying
some of the critical uncertainties.
4.4 Responses focused on nine key issues:
• the future of retail: what kind of shopping offer? will
there still be any major national brands?
• employment: how many jobs, and in what sectors?
• the property market: will Paisley still be running with
a high level of retail vacancies, or will the market
have adjusted to new conditions?
• residents: how many people will be living in the town
centre? what kind of social mix will there be?
• will the town centre be safe and secure, or afflicted
by crime and fear of crime?
• how will people travel to the town centre, and will
roads and public transport have been upgraded?
• will the town centre have a positive and attractive
INTRODUCTION
4.1 A first-cut analysis of the challenges facing Paisley town
centre formed the basis for discussion at a stakeholder
workshop held in March 2006. The event was attended
by about 30 people, including elected members,
representatives of the PVB partners, business leaders and
others.
4.2 The objectives of the event were:
• to reach broad agreement on a diagnosis of the
condition of the town centre and on its future
prospects
• to develop a series of future scenarios for Paisley,
analysing how they might come about and what the
implications might be, and
• taking account of the results of this exercise,
mapping out a broad strategic direction.
THE ISSUES AGENDA
4.3 In the first exercise, delegates were asked what they would
like to know about the condition of Paisley town centre if
t h e s c e n a r i o sw o r k s h o p
4
image, or will it still be run down?
• will Paisley attract more tourists and day visitors?
• how will the relationship between the university and
the town have evolved?
4.5 We used this natural agenda as a reference point throughout
the workshop, to ensure that the emerging strategy was
addressing the partners’ aspirations and concerns for
Paisley
A SUCCESSFUL PLACE?
4.6 The group was then invited to assess the Paisley town centre
experience against the six key criteria for successful places
set out in the Scottish Executive policy statement, Designing
Places:
• distinctive identity
• safe and pleasant
• easy to move around, especially on foot
40
• have a sense of welcome
• can adapt to changing conditions
• are sustainable and make good use of resources.
4.7 Five break-out groups gave Paisley marks out ten for each
of these criteria. There were some variances, but the results
were generally consistent, and the average scores were as
follows:
Criterion Score
Identity 8.2
Safety 4.0
Movement 6.4
Welcome 5.6
Adaptable 5.6
Sustainable 4.4
Total 5.7
4.8 All the groups felt that Paisley had a strong and distinctive
identity, which was reflected in its history, culture and
heritage. However, it was acknowledged that this was
a mixed blessing, and that the town was also popularly
associated with crime (hence the low scores for safety)
and a combative, confrontational attitude. The latter was
thought to be in contrast to the friendly staff in shops and
cafes, resulting in mixed scores for welcome. Scores for
movement were generally positive, reflecting the perceived
benefits of pedestrianisation.
4.9 Opinions varied on the town’s adaptability: some felt that
the town’s strong urban form lent itself to adaptive re-use;
others focused on a perceived failure to adapt to change
and competitive threats. The declining physical condition
of the town – reflected in gaps sites and the poor condition
of many buildings – was taken as evidence that the town
centre is not sustainable.
AUDITING THE ASSETS
4.10 A further plenary discussion identified existing or potential
strengths and opportunities in Paisley town centre. In a
short working session the group identified a provisional list,
which included:
• a large catchment population
• a strong (though sometimes ambiguous) brand
image
• a strong community spirit, forged in adversity
• a diverse mix of town centre activities: retail,
administration, ecclesiastical, educational etc
• a substantial employment base
• a rich history and architectural heritage
• accessibility to the airport and the motorway
network and good public transport
• the creation and expansion of the university
• success of residential developments around the
town centre, such as Anchor Mill.
DEVELOPING THE SCENARIOS
4.11 We then split into groups to develop three 10-year
scenarios:
• the university town
• the urban village, and
• the enterprise centre
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4.12 The consultant team prepared a fourth scenario, Scotland’s
Shoreditch, to describe a future based primarily on the
creative and cultural industries (Figure 4-1).
4.13 The scenarios are not forecasts. Rather they are intended
to explore the boundaries of the possible, and to test the
feasibility, practicability and desirability of a range of
strategic directions.
4.14 The University Town scenario described a vibrant, youthful
and cosmopolitan town, with a large and growing resident
student population helping to create the conditions for a
lively evening economy, niche retailing and a café culture.
An expanding university would create iconic buildings
on derelict land, and be the mainstay for a year-round
programme of events and festivals.
4.15 The attractions of this scenario were clear, and there would
be further spin-offs in terms of knowledge based jobs and
new cultural attractions. The town would become more
attractive to sophisticated, high paid individuals, whether or
not they were directly associated with the university. Paisley
would be plugged into new global knowledge networks.
4.16 However, the group was sceptical that the university could
bear the burden of the whole regeneration effort. It does
not have a high profile in UK or international markets, and
there is a long way to go before it becomes the dynamic
driving force described in this scenario. The university is
also held back by the town’s negative image and reputation.
Above all, the group was not convinced that the resources
required for a major capital investment programme would be
achievable.
4.17 The Urban Village scenario described a repopulated town
centre following a decade of residential development. Most
of the new housing would be flats built in the heart of the
town and offering an affordable city living experience for
young urban professionals, academics and others. Many
of the new residents would travel to work in Glasgow, but
others would work locally – in the university, the public
sector and knowledge-based businesses. This influx of
higher earners would support new cafes, restaurants and
speciality shops, as well as sports and leisure facilities.
4.18 The benefits of this scenario would include a more liveable
town, with more day-round activity and cleaner and
safer streets. Increased local demand would encourage
investment and the development of gap sites and redundant
buildings.
4.19 However, there was a perceived risk that gentrification
would polarise the community, and that the urban village
would not address the needs of local people. The town’s
Figure 4-1: The scenarios
42
current image – especially its reputation for crime – was
thought to be a constraint on this scenario.
4.20 The Enterprise Centre scenario envisaged a town centre
based on a thriving population of small and micro-
businesses. A combination of high quality new build offices
and conversions of existing premises would accommodate
start up businesses, professional services, creative
businesses and university spin outs. The town would
develop a reputation for entrepreneurship, stimulated in
part by the Paisley Enterprise Research Centre, and new
mixed use developments would include live-work units.
4.21 The benefits of this scenario in terms of wealth creation,
jobs and town centre vitality were recognised, and it was felt
to reflect the potential for synergy between the university
and the town. It would boost demand for town centre shops,
cafes and restaurants, and for a business hotel.
4.22 However, doubts were expressed about the viability of this
model. The town centre was perceived to be a less attractive
business location than some more convenient out of town
locations. Significant public sector support would be
required, and conversion of much of the traditional town
centre stock would be complex and time consuming. It was
argued that Paisley might require a dedicated regeneration
vehicle such as an urban regeneration company to mobilise
the necessary resources.
4.23 Scotland’s Shoreditch described a scenario based on the
creative and cultural industries. Paisley would become a
community of practising artists and creative enterprises. Key
features would include: a WASPS-style studio/production
complex and a creative industries incubator. Vacant shops
would be used as artists’ studios and theatre workshops;
the museum would document post-industrial life; and there
would be a major annual festival of the contemporary arts.
4.24 This would be lively, edgy, cosmopolitan Paisley. There
would be some rough edges, but the town would become
a magnet for Scotland’s creative community, attracted by
the availability of low-cost workspace and a vibrant cultural
scene.
4.25 Delegates saw this as an attractive strategy for regeneration
and recovery, but they acknowledged that it might be
resisted by local people and businesses fearing that the
economic benefits would be limited. The economics of
the strategy were problematic: it would require capital
and revenue funding and was unlikely to be attractive to
conventional investors and property owners.
IMPLICATIONS FOR STRATEGY
4.26 Each of the scenarios had its attractions, and the exercise
demonstrated how existing and/or latent assets could be
translated into new strategic directions to create economic
opportunity. The common theme to emerge was the need
to encourage new groups of people to choose Paisley as a
place to live, work, study and create.
4.27 At present the town centre is over-dependent on a declining
captive market of low-income individuals and families.
It was recognised that, in an inclusive society, Paisley
needs to continue to serve the needs of these people for
convenience shopping and value comparison goods and
services. But this needs to be balanced by action to:
• increase the resident population of the town centre,
and to attract higher income groups
• grow and diversify the employment base, with a
particular focus on knowledge-based jobs
• attract more students to the university and,
in particular, increase the number of UK and
international students living in Paisley
• grow the creative community.
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4.28 The group recognised that none of the scenarios was
feasible or sustainable on its own, but that taken together
they showed the potential for regeneration and renewal. It
followed that the strategy should aim to reduce dependency
on retail by creating new attractors based on a rich mix of
town centre uses and activities.
4.29 The scenarios also highlighted potential risks and pitfalls,
including:
• ignoring market realities and pursuing a highly subsidy-dependent development model
• a dash for gentrification, which may alienate local people
• the risks of a supply-led approach running ahead of demand for workspace, artists’ studios etc
• inability to mobilise sufficient private and public
sector resources.
4.30 It was agreed that there were genuine grounds for optimism,
and that Paisley was well placed achieve transformational
change in the next decade. However, the group recognised
that the change process will take time, and that it will
require leadership, courage and patience to achieve a
positive outcome.
OPPORTUNITIES FOR EARLY ACTION
4.31 Recognising the long-term nature of the task, the group was
asked to identify some early actions that would make a
positive difference in the next 2-3 years. Recommendations
included:
• better management, maintenance and cleaning of
streets and public spaces
• more energetic marketing and promotion to generate
a flow of good news stories
• providing street wardens and increasing the police
presence in the town centre
• incentives to improve unattractive and low quality
shop fronts and decaying buildings
• productive short-term use (for example, galleries or
studio space) for empty shops.
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5.4 Our approach is therefore based on a set of guiding
principles:
• there is no realistic prospect that Paisley can win
back its former status as a shopping centre in the
foreseeable future, but the right strategies can help
to maintain a viable retail core
• the competitive pressures on Paisley will intensify
when Silverburn opens for business in 2007, and
may trigger more store closures
• the process of market adjustment means that Paisley
is set to become a value retail centre, anchored by a
small core of quality high street brands
• however, in the medium-long term, regeneration
and diversification will help to create the demand
conditions for a quality retail and leisure revival
• residential development represents the best
prospect for market-led regeneration in the heart
of Paisley, and may present opportunities for cross-
subsidy and mixed use development
• the office market is volatile and there is evidence
of a mismatch between present day demand
5.1 Following the scenarios workshop the consultant team
started work on developing a strategic proposition for
Paisley town centre. We set out to develop a robust,
evidence-based proposition that would combine:
• a positive and inspiring vision of the future, with
• a realistic, practicable, market-led approach to
delivery.
5.2 In particular we were anxious to avoid the optimism bias
which is endemic in economic development practice in the
UK. The Treasury has highlighted optimism bias as a chief
cause of under-achievement and overspend in regeneration
initiatives. The implicit assumption underlying many of
these flawed initiatives is that “innovative ideas” or “iconic
buildings” will somehow cause the laws of economics
and human behaviour to be suspended: they won’t be,
and this approach leads inevitably to disappointment and
frustration.
5.3 In framing this strategy we have therefore taken a rigorous
and dispassionate view of the evidence summarised in
section 3, while also seeking to identify the strengths and
assets (sometimes hidden or forgotten) that might provide
the basis for regeneration and renewal.
d e v e l o p i n g t h e s t r a t e g i c p r o p o s i t i o n
5
and available supply: the town centre should be
the preferred location for start-ups and small
businesses, as well as public sector relocations
• the university is a key economic and cultural asset
which has not been fully exploited: integrating town
and campus should be a top priority
• Paisley’s cultural offer is modest for a town of its
size, but there are some worthwhile assets to build
on
• Paisley’s architecture and townscape are key assets
but the physical condition of the town centre has
degraded as its economic fortunes have declined:
the strategy therefore needs to focus on making
Paisley a more attractive place
• the town is generally well-connected, but road
access to the town is confusing and compromised,
the environment for pedestrians and cyclists is
hostile and unwelcoming, and aspects of the public
transport infrastructure need to be upgraded
• the strategy is designed to change the demographic
base by attracting under-represented social groups
to live, work and visit, but it must also be an
46
inclusive and welcoming place for disadvantaged
and lower income residents
• regeneration and redevelopment in the town centre
will be a complex process: the physical configuration
of the tenemental stock, multiple ownerships and
existing long leases all need to be factored into the
equation.
LEARNING FROM BEST PRACTICE
5.5 In developing the strategy we have also aimed to learn from
the successes and failures of comparable towns and cities
in the UK, especially those located close to large regional
cities. We have identified four comparator towns:
• Doncaster
• Halifax
• Scunthorpe
• Taunton
5.6 The criteria we used to select the towns can be summarised
as follows:
• broadly comparable scale: we have focused on
medium-sized towns with a population between
50,000 and 100,000
• proximity to a major city: like Paisley, Doncaster
and Halifax are second tier centres close to a major
regional city
• post-industrial towns: Doncaster, Halifax and
Scunthorpe are towns which, like Paisley, were
previously major industrial centres
• towns that have developed innovative regeneration
strategies and delivery mechanisms.
5.7 None of the four towns is offered as an exemplar. Their
respective regeneration strategies are best described as
work in progress, and it is too early to say whether they have
succeeded in achieving sustainable regeneration. However,
our review has confirmed that the towns selected exhibited
many of the same symptoms of decline as Paisley, and that
each has developed an imaginative and holistic response to
the challenges identified.
5.8 Three of the towns (Doncaster, Halifax and Scunthorpe) are
participating in Yorkshire Forward’s Renaissance Towns
and Cities programme, which has gained an international
reputation for its innovative work in towns that were
previously off the policy radar. In some respects, Taunton
is the outlier in this peer group: it is a medium-sized
rural town, within striking distance of Bristol but not fully
integrated into the city-region. However, the Taunton Vision
is regarded as an exemplar urban regeneration strategy, and
it has some important themes in common with Paisley.
5.9 Doncaster (population 100,000) is in South Yorkshire and
is one of three medium-sized towns (the others are Barnsley
and Rotherham) in the Sheffield city region. The partners
developed the Doncaster Renaissance Charter, which set out
their shared ambitions for the town. The Charter provided
the basis for a strategic vision for the town, underpinned by
eight key themes:
• converting a section of the inner ring road into a
great urban street, lined with shops and commercial
buildings
• reconnecting the town centre to its neglected
waterways
• creating a mixed-use urban quarter
• restoring the town’s covered market and creating a
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new town square
• creating a hierarchy of public spaces
• regeneration of the town centre’s Waterdale district
as a mixed use quarter for the arts, culture and
education
• creating an education city
• promoting ease of movement.
images from the Doncaster Renaissance Masterplan
48
5.10 Halifax (85,000) is a former textile manufacturing town
in the Leeds-Bradford conurbation; it was one of the
renaissance towns identified by Yorkshire Forward and is
now the subject of a regeneration strategy whose themes
include:
• development of the Dean Clough Mills complex as a
focal point for the creative and cultural industries
• restoration of the distinctive Victorian markets and
arcades as a speciality shopping centre
• regeneration of the historic Piece Hall as a visitor
attraction and events space
• reclaiming the abandoned valley of the Hebble Brook
as a new urban village of 300-400 homes in a town
centre location, and resisting proposals for more
retail sheds in this sensitive site
• a lighting strategy for Halifax’s rich architectural and
townscape heritage.
images from the Halifax Renaissance Masterplan
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5.11 Scunthorpe (77,000) is a steel making town in North
Lincolnshire. The Scunthorpe Declaration sets out a vision
underpinned by seven strategic themes, one of which is
about creating a strong, attractive, vibrant town centre,
capable of pulling its weight in the sub-region. The
signatories to the declaration will focus on four priority
actions in the town centre:
• promoting and developing the centre of Scunthorpe
as an attractive, distinctive and well-performing
destination
• intensification and diversification of the town centre
through mixed use development, focusing on four
key nodes
• improving the quality of the town centre by
enhancing the public realm, and
• developing a cultural quarter around Church Square.
images from the Scunthorpe Framework - a transformational strategy
50
5.12 Taunton, Somerset (61,000) is a less obvious comparator,
although its role as an administrative and educational
centre is relevant, and like Paisley it has a fine medieval
church at its heart, as well as an under-exploited riverside.
The recently published town centre masterplan (by Terence
O’Rourke) is widely regarded as one of the best of its type,
setting out a compelling vision for the town, including the
recovery of under-used and brownfield sites on the fringes
of the town centre. The key outputs include:
• 80,000 sq m of employment space, including modern
offices and a 150-bed hotel
• 50,000 sq m of retail and leisure facilities
• 2,000 new residential units (houses and apartments)
• upgrading the cricket ground to international
standard
• a new theatre, library and cultural centre
• a new transport interchange
• two new river crossings
• enhancement of 2km of the riverfront.
images from the Taunton Urban Design Framework
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5.13 The common themes running through the four case studies
are:
• the critical importance of reducing dependency on
retail by diversifying and intensifying town centre
activities
• the key role of mixed use developments as a driver
of change
• capitalising on educational, cultural and historical
assets
• regenerating neglected and forgotten places such as
rivers, redundant buildings and brownfield land
• establishing a coherent, legible urban form and a
hierarchy of public spaces
• investing in public transport infrastructure and
improving access to the town centre.
5.14 These themes inform our recommended strategy for
Paisley town centre. They reflect the merits of working
with the market grain and of capitalising on the distinctive
attributes and qualities of the place. They reflect the
experience and insights of stakeholders and practitioners
in comparable post-industrial towns, and in particular the
fruits of a multi-million pound investment in Yorkshire
Forward’s Renaissance Towns and Cities programme.
A VISION OF PAISLEY TOWN CENTRE IN 2016
5.15 Based on the guiding principles, and drawing on the case
studies, we have framed a 10-year strategic vision for
Paisley town centre:
Paisley town centre will emerge from a decade of
transformation with a renewed sense of pride, optimism
and purpose. It will be a living, working community: an
exemplar for the reinvention of traditional town centres in
the 21st century, fulfilling a vital and valued role in the life
of the community – and the wider metropolitan region – as
an attractive historic riverside town which:
• has a growing residential population enjoying the
benefits of town centre living
• offers an attractive package of quality convenience
shopping, restaurants, cafes and nightlife
• has a reputation for excellence in higher education
and research
• is a centre for enterprise with a growing business
base
• has a vibrant creative and cultural life
• is the local capital and administrative centre
• is welcoming, accessible and connected.
STRATEGIC OBJECTIVES
5.16 We have developed a strategy for the regeneration and
transformation of Paisley which is based on eight themes
and strategic objectives:
• Theme 1: Living in the town centre: our objective
is to repopulate the heart of Paisley by making it a
popular and attractive place to live.
• Theme 2: Shopping and leisure: our objective is to
establish a viable and sustainable shopping and
leisure offer focused on serving the needs of growing
52
resident, student and workforce markets.
• Theme 3: University town: our objectives are to
move Paisley from “a town with a university” to a real
university town – lively, stylish and cosmopolitan
– and to integrate the campus into the fabric of the
town.
• Theme 4: Paisley for enterprise: our objective
is to increase knowledge-based private sector
employment in the town centre by encouraging
commercialisation and providing modern workspace.
• Theme 5: Culture and creativity: our objectives are
to enhance the quality of Paisley’s cultural offer, to
encourage cultural production and grow the creative
industries.
• Theme 6: Government and administration: our
objectives are to consolidate Paisley’s role as a
centre of local government and administration, and
to attract public sector relocations.
• Theme 7: Accessible and connected: our objectives
are to make Paisley a more accessible and welcoming
place, and to improve the quality of its parking and
transport infrastructure.
• Theme 8: Quality and style: our objective is to
discover, celebrate and enhance Paisley’s distinctive
townscape.
5.17 A recommended action plan, which describes priorities for
action under each of these objectives, is set out in
Section 6.
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PLANNING FOR A DECADE OF TRANSFORMATION
6.1 In this section of the report we set out a recommended
action plan for the next five years. The plan is designed to
accelerate the process of change and market adjustment
in Paisley town centre, and to create the platform for
continuing transformational change in the next decade.
6.2 In framing the action plan we have adhered to the
following guiding principles:
• the plan should be ambitious and challenging,
but also realistic: the challenges facing Paisley are
complex and deep-seated and they require a bold
response, but they must be grounded in a robust
appraisal of market conditions
• the plan should offer a comprehensive package of
measures: the decline of Paisley town centre has
been long-term and systemic, and narrow single-issue
responses will not make a lasting difference
• the plan should set out clear priorities for
action, recognising that resources – financial and
organisational – are under severe pressure
• implementing the plan will require long-term
commitment and determined leadership from the
Paisley Vision partners
• the plan should be predicated on mobilising private
sector investment, but a significant investment by the
public sector will be required to create a climate of
confidence
• the plan should comprise a sustainable mix of capital
investment and revenue programmes: management
and promotion of the town centre is key.
6.3 The following action plan is based on the eight themes
highlighted in Section 5, and embraces a total of 18
recommended priorities for action. The action plan is
summarised in Figure 6-2 overleaf, and described in
detail in the following pages. Figure 6.3 illustrates the
principal physical interventions proposed in the action
plan
6.4 The summary includes nominal cost estimates, which
should be treated as indicative only. In total we estimate
that the programme will require additional public
expenditure in the order of £9.5m over the next 5-7 years,
depending on the rate of progress. The broad breakdown
of expenditure is summarised in Figure 6.1:
a c t i o n p l a n
6
Expenditure Type
PublicSector
(£K)
Total Development
Costs (£K)
Assisting property development
5,000 40-50,000
Cultural investment 1,000 not known
Infrastructure 1,000 not known
Public realm 2,100 not known
Consultancy/project development
385 not known
TOTAL �,585
Figure 6.1: Estimated public sector funding
54
Figure 6-2: Action Plan Summary
Themes Priorities for action Lead partner(s)(Support)
Timescale(Indicative)
Indicative public sector expenditure (£k)5
Y1 Y2+
1. Living in the town centre 1.1 Eastern Arc residential development Private sectorRenfrewshire CouncilCommunities Scotland
Year 1: development brief/master planYear 2: delivery modelYear 3+: development in phases
See 8.3
1.2 Student housing University of PaisleyPrivate sectorRenfrewshire Council
Year 1: agree strategyYears3-5: deliver housing
Nil6 Nil
2. Shopping and leisure 2.1 Convenience shopping Private sectorTown Centre TeamRenfrewshire Council
Year 1 and ongoing Nil Nil
2.2 Events, marketing and promotion Town Centre TeamRenfrewshire CouncilSE Renfrewshire
Year 1: develop programme and early actionsYear 2+: deliver
Nil7 Nil
2.3 Winter lights Town Centre TeamRenfrewshire Council
Year 1: commission lighting designYear 2: switch on winter 2008
20 100
3. University town 3.1 Campus design strategy University of PaisleyRenfrewshire CouncilSE Renfrewshire
Year 1-2: develop design strategyYears 3-5: implementation
50 500
3.2 Student quarter University of PaisleyPrivate sectorRenfrewshire Council
Years 1-2: agree strategyYears3-5: delivery
See 1.2/4.1
4. Paisley for enterprise 4.1 Serviced business centre Private sectorSE Renfrewshire
Years 2-3: develop business modelYear 4+: develop centre
Nil 1,0008
4.2 Mixed use development See Eastern Arc (Priority 8.3) See 8.3
5. Culture and creativity 5.1 Cultural experience Town Centre TeamRenfrewshire Council
Year 1: develop programmeYear 2+: deliver
30 1,0009
5.2 Creative production WASPS or similarPrivate sector SE Renfrewshire
Years 1-3: develop business modelYear 3+: deliver
30 50010
6. Government and administration
6.1 Public sector relocations Renfrewshire CouncilSE Renfrewshire
Year 1: Research and develop package as part of Eastern Arc strategyYears 2-3: provide serviced siteYear 3+: promote and develop
30 See 8.3
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Themes Priorities for action Lead partner(s)(Support)
Timescale(Indicative)
Indicative public sector expenditure (£k)
Y1 Y2+7. Accessible and connected 7.1 Road access and parking Renfrewshire Council
Private sectorYears 1-2: research, design and development (factor parking into private sector-led packages)Years 3-5: implement
50 50011
7.2 Public transport hub Renfrewshire CouncilStrathclyde Passenger Transport
Years 1-2: Project development and early actionsYears 3-4: Deliver hub
50 50012
7.3 Walking and cycling Renfrewshire Council Year 1: planning + implement management etc measuresYears 2-4: implement proposals
25 100
8. Quality and style 8.1 Urban form Renfrewshire CouncilSE Renfrewshire
Year 1: urban design strategyYear 2+: staged implementation
50 Nil13
8.2 Public space Renfrewshire CouncilSE RenfrewshireUniversity of PaisleyPrivate sector
See Priority 8.1 1,50014
8.3 Eastern Arc Private SectorRenfrewshire CouncilSE Renfrewshire
Year 1: development brief / masterplanYear 2: delivery modelYear 3+: development in phases
50 3,50015
TOTAL 385 9,200
5 Additional expenditure; excludes recurring revenue expenditure 6 Assumes student housing is funded by the University: no additional expenditure7 Revenue expenditure: see Section 78 Estimated total development cost £3.5m9 Nominal partner contribution to 5-year capital programme to upgrade cultural venues10 Estimated total development cost: £1.5m11 Nominal public sector contribution over 5 years: projects to be part funded by private sector. Cost of new car park included in Project 8.312 Nominal additional expenditure. Project assumed to be part-funded through Eastern Arc (8.3); improvements to Gilmour Street station assumed to form part of SPT/Scottish Executive proposals for the airport rail link13 Costs included in Priority 8.214 Nominal contribution to 5 year programme; significant elements will be delivered through the Eastern Arc (Priority 8.3)15 Estimated total development cost £35-40m for housing-led scheme. Table shows nominal public sector contribution to deliver office space, affordable housing, public realm, parking and transport infrastructure
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affordable housing in the development.
6.11 We recommend that the Council should give guidance
and direction to potential investors by commissioning
a development brief for this key location. The aim
should be to create a new urban quarter which will
have a transformational effect on the image and urban
environment of Paisley, and to set the benchmark for
housing-led regeneration in Scotland. With this in mind,
we recommend that the development brief should include a
requirement for energy efficient homes.
6.12 Under Priority 8.3 we have mapped out some guiding
principles for the redevelopment of the Eastern Arc. Given
the importance and sensitivity of this area, we recommend
that Renfrewshire Council should seek early advice and
guidance on the scheme from Architecture + Design
Scotland.
Priority 1.2 Student Housing
6.13 The University of Paisley is likely to require new sites for
student housing, to accommodate increased demand
by students from the rest of the UK and overseas as well
as temporary accommodation for visiting academics,
researchers and conference delegates. There is also a need
Theme 1: Living in the town centre
6.5 This is the element of the strategy most likely to attract
private sector investment in the short term, encouraged
by the recent success of Anchor Mill, the regeneration
of Oakshaw and other residential schemes. However,
a key challenge for the partners will be to ensure that
the architectural/design quality of residential schemes
enhances the town centre and helps to create a positive new
image for Paisley.
6.6 The success of the Anchor Mill development shows the
potential to capitalise on Paisley’s fine buildings and
townscape to create popular and stylish new locations
for urban living. Now we want to see new houses and
apartments in the heart of the town, especially in the
Eastern Arc, which will help to animate the town centre and
create demand for local shops and other services. Student
housing will also have a key role to play.
PRIORITIES FOR ACTION
Priority 1.1 Eastern Arc: residential-led mixed use
development
6.7 The site of the Council’s north building is available for
residential development. There is also potential to extend
mixed use development into the area north of Gauze
Street, and to re-establish street form along Bridge Street.
The regeneration of this area – the Eastern Arc - may also
include a new multi-storey car park and a transport hub
(Priority 8.3).
6.8 We see this as a key location, which requires high quality
development to provide an appropriate context for the
abbey church and the town hall, transforming under-used
open spaces around the abbey into a modern abbey close.
Development in this area also provides an opportunity to
restore integrity and coherent form to the eastern edge of
the town centre, mitigating the visual and environmental
impact of the dual carriageway on Mill Street, and creating
an attractive new riverside street.
6.9 The area north of Gauze Street includes a significant
proportion of derelict/under-used land and buildings,
including the former Arnott’s store. This area is an ideal site
for mixed use development, which may accommodate office
space (priority 4.2) as well as student housing.
6.10 Abbey Close will be a very attractive and distinctive
location, and we envisage that the majority of the units
(principally apartments, but with some town houses) will
be for sale at prices at the top of the local market range,
although the partners may also want to seek an element of
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to replace existing stock in George Street, which is not
considered suitable for modern requirements and is likely to
be sold off.
6.14 Increasing the number of students living in the town centre
will add to the vitality of Paisley town centre, not least
because levels of car ownership will be relatively low.
Vacation lets to overseas students, budget travellers and
conference delegates will help to generate year-round
benefits. The Paisley Vision partners need to encourage
the University to commit to locating the next generation of
student accommodation in the town centre, rather than in
peripheral locations, and must be prepared to influence the
content of mixed use developments to achieve this.
6.15 There are a number of specialist developers of student
housing, but design standards are often disappointing.
Although these will not be high-spec units, every effort must
be taken to ensure that design quality and construction
standards make a positive contribution to the town centre.
Possible locations include the Arnott’s site in Gauze Street,
the derelict County Bingo site in Wellmeadow Street, and the
West End.
“cheap and cheerful” shopping experience which is at odds
with the partners’ aspirations for the town centre and the
image of Paisley. Other towns in the west of Scotland such
as Clydebank, Airdrie, Dumbarton and Motherwell have
followed a similar trajectory, and none has been able to
stem the cycle of decline.
6.18 Paisley cannot realistically expect to claw back its former
status as a comparison shopping centre, or to attract
premium high street names in the face of intense local
competition. A more productive and sustainable approach
may be to focus on developing Paisley’s role as a local
centre, providing convenience shopping and leisure for
growing residential, student and office worker markets
– augmented by a programme of markets and events to
capture discretionary expenditure from the sub-regional
market.
6.19 In the short term there is inevitably an element of managing
decline, but the strategy aims to generate new sources of
demand which, over time, will create the conditions for a
sustainable retail/leisure revival, reflecting the spending
power and lifestyle aspirations of new residents, office
workers and students. We therefore believe that a quality
comparison shopping offer (including, for example,
delicatessens, fashion, books and music) can be re-
established, but not in the short term.
BEST PRACTICE MODELS
6.16 Exemplar schemes reviewed by the consultant team include:
• masterplan for a high density, mixed use riverside
development at St Mary le Port, Bristol, subject of a
recent positive appraisal by CABE
• New Islington: a large scale residential-led
regeneration scheme in Manchester: the masterplan
has recovered lost waterways
• residential development at St Mildred’s Tannery,
Canterbury inserted successfully into an historic
urban setting and including the re-use of industrial
buildings
• student housing as part of a mixed use development
at Brayford Quays, Lincoln: like Paisley, Lincoln
is a new university and the local partners have
encouraged the creation of a student quarter.
Theme 2: Shopping and leisure
6.17 The market mechanism is repositioning Paisley as a value
shopping centre. The problem is that this is creating a
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6.20 We reviewed the experience of Gateshead, Dudley,
Rotherham, Birkenhead and other medium-sized towns
faced with competition from nearby out of town shopping
centres and large regional cities. By general consent,
these towns have struggled to adapt and diversify, while
comparable centres such as Halifax, Darlington and
Wolverhampton have diversified and enriched the town
centre offer in order to offer an attractive alternative for
shoppers and visitors.
PRIORITIES FOR ACTION
Priority 2.1: Convenience shopping and leisure
6.21 The public sector partners should work in partnership
with property owners, investors, retailers and agents to
encourage a shift towards quality town centre convenience
shopping and leisure to serve growing residential, student
and office worker markets.
6.22 Over a 3-5 year period, the aim will be to shift the retail
balance in the prime High Street/Paisley Centre pitch away
from a failing comparison shopping offer and towards
a more sustainable mix which will include food, cafes,
restaurants and bars. Maintaining a sustainable level of
quality comparison shopping will continue to be a priority,
and particular attention should be given to the marketing
and promotion of the key Littlewood’s store, and to raising
occupancy levels in the Paisley Centre and immediately
adjoining units in the High Street in order to maintain a
viable retail core.
6.23 The vision is of a scaled down core of quality food and
comparison shopping, complemented by:
• value shopping in the Piazza Centre and Causeyside
Street: this is an essential element of the town
centre mix, catering for the needs of local residents,
but the aim should be to steer the value sector into
these preferred locations and to discourage “creep”
into the prime pitch
• a mix of leisure (cafes, bars, restaurants) and retail-
commercial premises in the transitional areas
immediately adjoining the core including High Street
(west), New Street and Causeyside Street (south)
• a food store as a key element in a mixed use
development on the former Arnott’s site.
6.24 In the medium term, establishing a viable and sustainable
trading position will create the conditions for the return
of quality retailers to Paisley, as new residents, including
students, and a growing workforce generate demand. Over
time, the core area should see the arrival of speciality
shopping - including books, music, fashion and food – as
well as quality restaurants, cafes and bars.
6.25 By definition, these objectives will be delivered by the
private sector. The public sector partners cannot compel
operators to invest in Paisley, but they can create the right
environment for market adjustment by:
• establishing and championing a clear vision which is
challenging, but practicable and realistic
• creating a supportive policy context, including
rigorous application of the sequential text to prevent
counter-productive local competition from retail
parks and edge of town sites
• engaging with the private sector and promoting the
vision to prospective investors/ operators
• confidence-building measures, including grant
support for building facelifts and encouraging
positive short-term use of vacant units
• pro-active marketing, promotion and housekeeping.
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Priority 2.2: Events, marketing and promotion
6.26 A year-round programme of events and festivities will help
to generate additional footfall, stimulate trade and create a
climate of confidence. A targeted programme will also help
to penetrate new markets by attracting visits from customers
who would not normally come to Paisley.
6.27 A key element of the programme should be to maximise the
use of County Square as a market place and events venue.
The markets programme might include: increased scale
and frequency of the popular farmers’ markets, perhaps
including an annual food festival; antiques/book fairs; craft
markets; flower/plant markets; annual Christmas market.
6.28 County Square should also act as a focal point for a year-
round programme of events and festivals, acting as a
welcome/orientation point, an outdoor performance space
and a market place. There is an opportunity for further
investment in County Square, linked to proposals for an
upgraded transport hub (priority 7.2). This might enable
high quality temporary tented structures to be erected.
Neighbouring indoor exhibition/performance spaces (for
example, the Town Hall and Wynd Centre) may also be used.
Possible events themes include:
• arts festivals: street performance/open air cinema
• food festival
• community events
• civic festivities
• university freshers’ week
• classic car rallies.
Priority 2.3: Winter lights
6.29 Paisley’s Christmas lights are a much-loved institution, but
they have become tired and dated. We recommend that the
partners should explore the potential to create a dazzling
new winter lights display, as part of a winter festival
programme which would also include a Christmas market
and other outdoor entertainments. The display should be
designed so that, at reasonable cost, it can be adapted and
updated every year.
BEST PRACTICE MODELS
6.30 Exemplar models reviewed by the consultant team include:
• the urban renaissance strategy for Barnsley, which
recognises the need for refocusing and scaling down
retail, and diversifying town centre activity
• successful insertion of food stores in town centre
locations such as Ludlow, and retail as a key
element of mixed use development at Raglan Street,
Wolverhampton
• Canterbury has introduced a highly successful
programme of events and festivals, targeted
primarily on local/sub-regional markets
• Gloucester has introduced new Christmas lights
designed by a lighting artist working in collaboration
with local school children; the annual switch-on
includes an artificial snow storm in the centre of the
city
• Walsall’s autumn illuminations are a long standing
tradition which attracts tens of thousands of visitors
to the town each year.
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Theme 3: University town
6.31 Following the planned merger of the University of
Paisley with Bell College, the Paisley campus will be the
administrative headquarters of an expanded university
for the west of Scotland. The new university will aim to
raise its profile in the Scottish, UK and international higher
education markets, and to attract more graduate and
undergraduate students.
6.32 There is an expectation that the university will expand and
build on existing research strengths such as accounting
& finance and European studies, and that the Innovation
and Research Office will be the catalyst for increased
commercialisation activity; the Scottish Institute for
Enterprise will play a key role in stimulating new firm
formation.
6.33 An ambitious new university will need to invest in its estate.
Although funding for capital projects in the HE sector is
limited, it is clear that the quality of the Paisley campus
needs to be enhanced to create an appropriate image for a
progressive, modern higher education institution.
6.34 Our understanding is that (in the short to medium term)
development of the core administrative and teaching
facilities will be contained within the existing footprint of
the campus, and that student accommodation in George
Street may be sold off. The action plan envisages a long-
term programme of investment to upgrade the campus and
the university gateways, based on the implementation of an
urban design strategy.
6.35 The university can also be expected to have a significant
presence elsewhere in the town centre, notably in an
emerging student quarter close to the university and
through student accommodation in town centre sites
(Priority 1.2).
PRIORITIES FOR ACTION
Priority 3.1: Urban design strategy
6.36 The University of Paisley campus has been the subject of
significant capital investment in the past decade, including
new build, cladding of existing buildings and internal
re-organisation and re-fits. This investment has enabled
the university to respond to changing patterns of learning
and to improve the utilisation of its estate. However, the
architectural and design quality of the campus remains
undistinguished and the university still reflects its origins
as a technical college rather than the image of a modern
centre of higher education and research.
6.37 We recognise that any programme to upgrade the campus
must be pragmatic and realistic. The resources are not
available for a radical re-casting of the site in the short
term, and the aim must therefore be to adopt a robust urban
design strategy, including architectural guidelines and
proposals for the public realm, which will guide and direct
the development of the campus over the next 5-10 years.
6.38 The strategy should identify a number of affordable short-
term interventions, including investment in public and
semi-public spaces designed to create meeting places and
events spaces on the campus; and to improve permeability
and strengthen connections with the town. This will help to
transform an enclosed campus into a lively urban quarter.
We also recommend that the gateways to the university
should be upgraded.
Priority 3.2: Student quarter
6.39 The influence of the university extends beyond the
campus, especially into the area bounded by Storie Street,
Witherspoon Street, New Street and High Street (west).
This area includes the recently completed Student Union
building. However, while a number of clubs, cafes and shops
appear to serve staff and student markets, the impact of
the university on its immediate neighbourhood is muted. In
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particular, Wellmeadow Street west of the campus has fallen
into severe decline and physical decay.
6.40 We recommend that the partners should seek to encourage
the development of a vibrant off-campus student quarter
in the area surrounding the campus. In part, this can be
encouraged by adopting a more permeable urban form (see
priority 3.1) but also by actions including:
• identification of buildings/sites suitable for
university-related off-campus activities (for example,
business space: see priority 4.1)
• identification of town centre sites (for example,
Wellmeadow Street) for student housing (priority
1.2)
• using planning policy and engagement with the
private sector to encourage the replacement of
former retail premises in New Street by cafes, bars
and convenience stores (priority 2.1).
BEST PRACTICE MODELS
6.41 The Paisley campus is typical of many new universities, with
its legacy of utilitarian architecture reflecting its status as a
technical college serving local markets. However, other HEIs
have made more progress towards creating a positive new
image. For example, in Scotland:
• the University of Abertay Dundee has transformed
its city centre site into an attractive and accessible
urban campus, with an impressive new library and a
recently completed student services facility
• Glasgow Caledonian University has upgraded a
sprawling campus on the edge of the city centre
into a more coherent urban form; new buildings
have been incorporated into the estate and others
have been upgraded; there has been a significant
investment in public spaces and landscaping.
6.42 Elsewhere in the UK relevant models include the creation of
a city centre campus for the University of Wolverhampton,
incorporated into the civic heart. Christ Church University
College Canterbury has its main site at a small edge of
city campus, but it has located various publicly accessible
facilities (recruitment, arts performance spaces) in the city
centre.
Theme 4: Paisley for enterprise
6.43 The analysis in section 3 shows how the office market in
Paisley has tended to gravitate towards:
• sites in the Glasgow Airport Zone (for larger office developments)
• St James Street and sites north of the railway
• Abbey Mill and other edge of town locations (for
start-ups and small businesses).
6.44 Our assumption is that the Cart Corridor between the town
centre and the airport will continue to be the preferred
location for larger new-build commercial development, and
that this area will become a regionally significant business
district within the metropolitan area.
6.45 However, office and studio space should certainly be part of
the mix in a revived town centre, and we recommend that the
study area should be positioned as the preferred location
for the next generation of start-ups and small businesses.
Three market segments can be identified, some of which
may be co-located in shared premises:
• office space for start-up and micro-businesses in the
service sector
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• affordable workshop and studio space for the
creative and cultural industries (see theme 5 below)
• serviced accommodation (including incubator space)
for university spin-outs.
6.46 Development opportunities may be identified throughout
the town centre, but our action plan recommends that
priority should be given to creating a dedicated new
business centre in the heart of the town, and to securing
office space as part of the proposed mixed use development
in the Eastern Arc. Proposals for studio/workshop space are
dealt with separately (theme 5).
6.47 An increase in town centre employment combined with
the planned expansion of the university may create the
opportunity to attract a medium-sized business hotel to the
town centre. A revived town centre would also make this is
an attractive option for airport user.
PRIORITIES FOR ACTION
Priority 4.1: Serviced business centre
6.48 We recommend the formation of a joint venture partnership
to create a dedicated serviced business centre in the heart
of the town, ideally close to the University at a site such as
Witherspoon Street. The aim here should be to create a high
quality environment targeted at small knowledge-based
businesses (for example, professional practices, financial
business services and university spin-outs).
6.49 We envisage a partnership led by a private sector developer
with experience of providing serviced office centres,
supported by the public sector partners and the University.
The aim should be to achieve high levels of occupancy at full
commercial rentals; pump-priming funding may be required
to achieve this, with the public sector partners clawing
back their contribution once the centre is fully operational.
Timing will be key: in the short-term there is a risk of over-
supply which will distort the developing office market.
Priority 4.2: Mixed use development
6.50 We have identified a medium term opportunity for the
comprehensive redevelopment of the largely derelict area
north of Gauze Street to create a mixed-use development
and a site for a new multi-storey car park. The development
– which forms part of the proposed eastern arc (see Section
6) will have a substantial residential element, including
student housing, and we envisage active retail/leisure uses
on the Gauze Street frontage, including a new food store.
6.51 However, we also recommend that the development should
include office accommodation, either in the form of office
suites on upper floors or a dedicated office building for a
single or multiple occupiers.
BEST PRACTICE MODELS
6.52 The drift of office development out of traditional town
centres is a recurring theme of strategies for urban
regeneration in UK cities. Of particular interest are plans to
create modern office space in towns – like Paisley – located
close to major regional centres.
6.53 The “mixed economy” model advanced for the Yorkshire
urban renaissance towns is of particular relevance, and we
have reviewed proposals to increase the stock of modern
office space in, among others, Doncaster, Halifax and
Doncaster.
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Theme 5: Culture and creativity
6.54 The study has revealed considerable enthusiasm for culture
and the creative industries as key themes of the town centre
strategy. As we have seen, Paisley has some strengths and
assets in this field, but our candid assessment is that the
town does not have any significant competitive advantage
as a centre for the creative and cultural industries. In
particular, the town does not have a degree-awarding art
school – although Reid Kerr College has a good reputation
for its arts and media courses. The university’s arts and
media courses are delivered at the Ayr campus.
6.55 Paisley’s situation is analogous to Birkenhead, where Single
Regeneration Budget (SRB) initiatives in the 1990s aimed to
(i) enhance the town’s cultural facilities by upgrading the
Wirral Museum and creating a new performing arts venue,
and (Ii) attract creative businesses to low cost town centre
accommodation. This initiative has enjoyed mixed success,
but the signs are that – after a decade of effort and targeted
support – Birkenhead has begun to establish a distinctive
role in the cultural life of the city region.
6.56 In the following paragraphs we have mapped out the two key
themes of a strategy for creativity and culture in Paisley, but
a successful programme will require dedicated resources
and proactive facilitation, starting with a robust appraisal
of the asset base and the regional context. Assuming this
exercise confirms the potential for development in this area,
and if there is an appetite among the partners for a long-
term initiative, we believe the focus should be on: improving
and enriching Paisley’s cultural offer, and nurturing a
community of practising artists and creative businesses.
PRIORITIES FOR ACTION
Priority 5.1: Cultural experience
6.57 This priority calls for the development of a coordinated
year-round programme of high quality cultural events
and activities. The programme should aim to improve the
programming and utilisation of venues including Paisley
Arts Centre, the Wynd Centre, the Student Union, and the
Town Hall. It should also aim to raise the profile and quality
of the Museum & Art Gallery’s exhibition programme. There
may be opportunities to establish regular arts festivals
and other events (for example) art fairs forming part of an
enhanced events programme (see priority 2.2).
6.58 An innovative programme may also involve the creative use
of “found spaces” such as the former Littlewood’s store for
special performances, perhaps celebrating aspects of the
culture and history of Paisley.
6.59 A detailed appraisal of existing cultural venues (including
the Museum and Art gallery, Paisley Arts Centre, the Student
Union, the Town Hall and the Wynd Centre) is beyond the
scope of the present study, but we envisage that the town
centre team (see Section 7) will commission a review, and
develop a capital programme.
6.60 Another theme should be public art. Paisley has some
outstanding public sculpture and Sandy Stoddart – who
is one of the UK’s finest living exponents in the classical
tradition – has his studio in the town. We recommend that
high quality public art commissions should be a key feature
of planned developments, including the regeneration of the
Eastern Arc.
Priority 5.2: Creative production
6.61 Paisley already has a number of working artists and arts
organisations. Redundant churches, industrial buildings
and other sites offer opportunities for conversion to low
cost studio and rehearsal space. Such developments
can add to the vitality of declining areas, and create an
environment of greater comfort and safety. However, they
will inevitably require funding, both for capital works and, in
all probability, ongoing revenue support.
6.62 We recommend that the partners should explore the
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possibility of creating a dedicated, serviced centre for
creative/cultural production and/or artists’ workspace on
the WASPS model. Consideration should also be given to
using vacant shops as temporary studio/gallery space.
BEST PRACTICE MODELS
6.63 The creative and cultural industries have been a recurring
theme of urban regeneration projects throughout the UK. We
have reviewed a number of relevant initiatives including:
• SRB-funded projects and services in Birkenhead (see above) and current plans for the creation of a cultural quarter in Sunniside, Sunderland
• one of the most successful initiatives in this field has been the Metropole, which offers a combination of exhibition and production space and is the focal point for an emerging cultural quarter in Folkestone
• other recent workspace projects (both focused on the creative industries/digital media) include Seabraes Yard, Dundee; the Workstation, Sheffield and the LCB Depot, Leicester
• Stroud in Gloucestershire had a highly successful initiative to make vacant shops available to local
artists.
Theme 6: Government and administration
6.64 The Council’s recent investment in its headquarters
buildings is an important (practical and symbolic) gesture.
Future decisions about the location of Council offices and
services, including recreation facilities, should reflect
the town centre’s role as the civic heart of Renfrewshire.
But Paisley is also an attractive and convenient location
for government and other public sector agencies such as
Communities Scotland, and we believe that it has a key
role to play as a key administrative centre in the Glasgow
metropolitan region.
6.65 While we anticipate that large commercial office
developments will naturally gravitate towards sites north
of the town centre and in the Cart Corridor, Paisley has the
capacity to accommodate civic and administrative functions
in a quality environment in the heart of the town. Paisley’s
excellent public transport links and easy road access to
Glasgow and Edinburgh will be particular advantages.
6.66 Attracting relocations of this type will bring well-paid
management and administrative jobs to Paisley and
generate local expenditure which will create opportunities
for shops, cafes and other service sector businesses.
PRIORITIES FOR ACTION
Priority 6.1: Public sector relocations
6.67 We recommend that the partners should give priority
to attracting relocated civil service jobs and/or public
agencies to Paisley, through a targeted campaign of
lobbying, marketing and promotion. Ryden advise that
departments and agencies considering relocation will
require advance office accommodation or, as a minimum, a
dedicated serviced site.
6.68 As a first step the partners should identify possible town
centre sites and development partners. We envisage that
the Eastern Arc will be Paisley’s prestige location for
civic and administrative functions. Consideration should
be given to including high quality business space in the
proposed mixed use development north of Gauze Street.
Our illustrative proposals for the eastern arc also include a
new town centre gateway building next to the river in Bridge
Street: this would be an ideal location for a high profile new
occupier.
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BEST PRACTICE MODELS
6.69 A number of Council areas in Scotland have benefited
from the Executive’s policy of jobs dispersal. Dundee has
had particular success, and North Ayrshire Council has
attracted a number of small projects to Kilwinning and other
locations.
Theme 7: Accessible and connected
6.70 This report has shown that Paisley is generally well
connected: it is close to the M8 and served by an extensive
network of local and regional roads; it enjoys and extensive
array of public transport services; and the heart of the town
includes a high quality pedestrianised area.
6.71 However, these advantages are compromised to a degree
by the variable quality of transport infrastructure. In
particular:
• motorists need to be encouraged to enter the town
centre rather than being diverted around it, and they
also need convenient, pleasant and competitively-
priced parking
• public transport users need a higher quality
travel experience with greater reliability and more
attractive services and infrastructure facilities to
encourage people to leave their cars at home
• pedestrians and cyclists need to be provided with
safer and more comfortable routes into and across
the town, as well as better amenities in the central
area.
6.72 The following proposals are designed to improve the
accessibility and connectedness of Paisley town centre for
each of these groups, and to create a more comfortable,
welcoming, safe and secure experience for all visitors to the
town. The proposals are summarised in Figure 6.4.
PRIORITIES FOR ACTION
Priority 7.1: Road access and parking
6.73 The roads network is designed to help drivers to avoid
Paisley town centre; we need to encourage motorists to
enter, to make it easier to find convenient places to park,
and to exit quickly on departure. We do not believe that the
pedestrianisation of the core area is the cause of decline,
but the traffic management regime around Gauze Street/
Smithhills Street may be too restrictive.
6.74 Parking provision is a mixture of the planned and the ad
hoc which does nothing for the town centre experience.
The Central Road car park, though conveniently located, is
a grim, dark and dispiriting place which presents a wholly
negative image of Paisley. The Storie Street car park is much
better quality, but it is in a no-man’s-land poorly connected
to the shops and other facilities.
6.75 We propose the following package of measures:
• through improved signage, public realm investment
and new developments, enhance the sense of arrival
and welcome, and create attractive gateways to the
town centre
• detailed appraisal of the case for relaxation of
restrictions on private cars in Smithhills Street/
Gauze Street and St Mirren Brae, to increase traffic
penetration of the core town centre area, and speed
entry and exit
• downgrading of Cotton Street/Bridge Street
for vehicular traffic as part of the Eastern Arc
regeneration of the Abbey precincts; this could
involve reductions in road width, creating a shared-
use surface or forming flush kerbed areas or tables
(as in the Royal Mile, Edinburgh)
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Fig 6.4 traffic and access
parking advanced information sign
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• explore the potential for providing a high quality
multi-storey car park in the heart of the town as
part of the proposed mixed use development of the
Arnotts site; the new car park would replace the ugly
and unwelcoming structure at Central Road
• rationalisation of short-term surface car parks:
this will create development sites in the medium/
longer term, and opportunities for pocket parks/
environmental schemes.
Priority 7.2: Public transport hub
6.76 Paisley is an important public transport interchange, with
a busy railway station served by regular trains to Glasgow,
the Clyde coast and Prestwick airport. It is the focal point for
an extensive array of sub-regional and local bus services,
including connections to Braehead.
6.77 The creation of the Glasgow airport rail link will raise
Gilmour Street’s passenger throughput and its status as
an interchange station. Even though a high proportion
of airport users will pass through Paisley on their way
to or from the airport, a significant minority will change
at Gilmour Street. Either way, the station will become a
prominent gateway for UK and international visitors, and it
is important that it projects a positive image of Scotland and
Paisley. At present, the station is bleak and unwelcoming,
with only the most rudimentary facilities for passengers.
6.78 Paisley’s bus services are of mixed quality. The town
centre is served by a comprehensive range of services to
and from Glasgow and Braehead, neighbouring towns and
Paisley’s suburbs. These services are provided by Arriva
(the principal operator) and a number of local independent
operators. The quality of services provided by the latter
varies, and the scruffy appearance of some of the vehicles is
not encouraging. There is also a lack of timetable and fares
information. Bus stances around the Cross – at Gauze Street
and Causeyside Street – are excellent, but the facilities at
Central Road are very poor.
6.79 The net effect is that, although Paisley is generally well
provided for in terms of public transport, the service
offering is of variable quality and not particularly well
integrated. Although there is no single interchange facility,
the proximity of railway station, bus stances and taxi rank
would be acceptable if they were clearly signposted, if
services were properly coordinated and if service timetables
were supplied and adhered to. That is not the case at
present.
6.80 The range of public transport services should be a positive
incentive for prospective business occupiers and visitors,
and upgrading of Gilmour Street could encourage more
commuters to travel by train. However, unless the local bus
operators raise their game, it is hard to envisage existing car
users switching to the bus.
6.81 Our key recommendation is a programme of investment to
create an integrated public transport hub in the heart of the
town, as part of the regeneration of the Eastern Arc. There
are three key elements of this proposal:
• first, upgrading of Gilmour Street station to an
attractive, modern station catering for commuters,
visitors and interchange passengers, which will
provide a fitting gateway for visitors to Scotland and
reflect a positive image of Paisley
• second (and linked to the proposals to demolish
and relocate the existing multi-storey car park) the
bus stances in Central Road should be replaced with
modern structures of the type already provided at the
Cross
• finally, a series of measures to promote integration
and enhance service quality should be introduced,
for example:
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- a small travel information centre in County Square
- information boards to help public transport users to locate their bus stop
- any street furniture required must be of high quality, and should be designed to fit with the design and materials used for the town centre pedestrianisation works
- negotiation of quality bus contracts to secure improved quality, comfort and cleanliness of vehicles; coordination of service timetables to principal destinations; provision of comprehensive timetable information for all services, and electronic service information for
principal services.
Priority 7.3: Waking and cycling
6.82 New residential, office and leisure developments on the
town centre fringes have created opportunities for linked
trips and walk-in visits, but pedestrian routes into town
are hostile: car-dominated, environmentally poor and
with a reputation for crime. Litter, vandalism and anti-
social behaviour all contribute to a lack of comfort and a
perception of risk.
6.83 The pedestrianised streets at the heart of town contribute to a
greatly improved public realm, and this area is often busy with
shoppers, students and office workers. However, even in this
area, vacant shops and litter have a negative impact on the
environment, and there is a lack of sociability and outdoor life,
especially out of hours.
6.84 Cyclists are not well catered for. There no dedicated routes
through the town, and no facilities for safe storage.
6.85 We propose the following package of measures:
• an energetic and proactive approach to management, maintenance, cleaning, safety and security (see Annex 7: early action plan)
• encourage street life and sociability through a programme of events (priority 2.2) and outdoor eating and drinking
• identify, upgrade, promote, manage and police key pedestrian routes to town, addressing signposting and navigation issues
• add pedestrian/cycle crossings on major roads and increase crossing times; decommission underpasses
• create N-S/E-W cross-town cycle routes linked to the regional networks with secure cycle storage at
stations.
BEST PRACTICE MODELS
6.86 Numerous recent schemes have aimed to improve the quality
and efficiency of access to town centres. The principles of
removing clutter and reducing the amount of visual input
confronting drivers are well established, and the prescription
is likely to include the familiar brown signs to advertise
attractions, Welcome to Paisley signs, and variable message
signs (VMS) to guide motorists to available car parks.
6.87 Modern multi-storey car parks are spacious, well-lit
and accessible, and there is an increased emphasis on
integrating the buildings into the townscape. Recent
successful examples include the Glasshouse car park in
Glasgow’s Merchant City.
6.88 The quality of new railway stations in the UK has generally
been very disappointing, with the notable exception of the
London Underground Jubilee Line. Gilmour Street station
is a building of some historic and townscape value, and
the emphasis should therefore be on creative adaptation,
possibly inspired by best practice models from Norway and
Switzerland.
6.89 We are proposing the development of an integrated transport
hub rather than a major interchange. The major piece of
new build development would be sheltered outdoor bus
waiting areas at Central Road. Arup’s Vauxhall Cross bus
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station in London is a possible model, as is Hyde in Greater
Manchester and Hoofddorp in the Netherlands.
6.90 Facilitating increased pedestrian and cycle movements
require provision of quality infrastructure for these modes.
Bristol is an excellent example of well signed routes,
especially for pedestrians. Darlington, Worcester and
Peterborough are all sustainable travel demonstration towns
that are promoting packages of schemes and marketing
measures to encourage walking and cycling.
Theme 8: Quality and style
6.91 In the late 1990s Paisley made a major investment in the
public realm. An extensive area around the Cross and the
Abbey was pedestrianised and upgraded. Key elements of
the scheme included:
• pedestrianisation of High Street (east), Moss Street
and Gilmour Street
• creation of public spaces at County Square and the
Cross
• upgrading of the riverside
• exclusion of private cars from the north end of
Causeyside Street and the west end of Gauze Street,
and installation of high quality bus stances
• creation of a high quality pedestrian environment at
Abbey Close.
6.92 By common consent, this was one of the most ambitious and
high quality schemes of its type in any Scottish town, but it
has not halted the decline in Paisley’s fortunes.
6.93 In our view, this is not surprising: the social and economic
forces arrayed against Paisley (and other similar towns)
in the past 20-30 years have been formidable, and the
competitive pressures have intensified in the past decade.
Public realm improvements, however elegant, cannot be
expected to turn the tide on their own. More work is required
to enhance the quality, diversity and attractiveness of the
town centre experience.
6.94 Some people have suggested that the crisis in Paisley town
centre is the result of pedestrianisation, but we do not
believe that this is the case. We have recommended minor
changes to the traffic management regime (see Theme 7)
but our view is that Paisley’s upgraded public realm is a
valuable asset which will support and facilitate aspects of
this strategy for transformational change.
6.95 This theme introduces an urban realm strategy designed to
underpin the rest of the action plan and maximise its impact.
Implementing this strategy will help to achieve an urban
environment of quality and style, which will:
• attract more people to the town centre to live, work and visit, and encourage repeat visits
• make it easier for residents and visitors to enter and leave the town and – for car users – find a place to park
• make the experience of arrival more pleasant and welcoming
• increase levels of footfall, trade, social and cultural activity throughout the day, the week and the year
• create a lively town centre with a more diverse base of residents, employers, workers and visitors
• reduce crime and improving the sense of comfort and
personal security.
6.96 Our proposals for improving the accessibility of the town
centre to drivers, pedestrians and cyclists are described
under Theme 7, but we also propose action to:
• enhance the integrity, permeability and legibility of
the urban form
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• enhance the public realm by creating a sequence of gateways, green spaces and open space
• establish guidelines for development in the eastern
arc.
PRIORITIES FOR ACTION
Priority 8.1: Urban form
6.97 Paisley has a distinctive and high quality townscape, but
the impact of major roads and the presence of some areas
of dereliction (for example, north of Gauze Street and at
Wellmeadow Street) means that the urban form has broken
down in places, especially on the town centre edges. This is
a particular issue on the east side, where Mill Street and a
group of 1970s civic buildings set among under-used lawns
create a fragmented and car-dominated zone.
6.98 Paisley’s urban form is generally permeable and adaptable,
but it has become fragmented and dislocated in some
places. For example:
• links between the Oakshaw conservation area and
the rest of the town are confusing and – in some
cases – unwelcoming
• the university campus (see priority 3.1) has the
character of an enclosed compound, exacerbated by
the sweep of under-used land south of Witherspoon
Street
6.99 We propose the development of an urban design strategy
to restore the integrity of the urban form and to improve
permeability and legibility.
6.100 Key features of our proposals include:
• improvements to key pedestrian/cycling routes into the town centre to encourage walk-in visits and to strengthen connections with the Anchor Mill/Abbey Mill complex
• creation of a riverside street with active street frontages on the south bank of the White Cart, between Mill Street and Forbes Place
• streetscape schemes, incorporating public art as appropriate, to signal the key gateways to the town and create a sense of arrival.
• we have proposed the development of an urban design strategy for the University of Paisley campus: this should enhance the coherence and legibility of the site itself, but also strengthen linkages with the surrounding area, including possible future developments on the south side of Witherspoon Street
• a programme to improve pedestrian links between Oakshaw and High Street/Wellmeadow Street through infill development of gap sites, signposting and lighting
• creating safe and attractive pedestrian links between the Gilmour Street interchange and the proposed mixed use development in the town
centre east.
Priority 8.2: Public space
6.101 The urban design strategy should define a hierarchy of
public spaces and green space in the town centre. At
present, the two principal public spaces in the town are
County Square and the area around the abbey church.
These will continue to play a key role, and we would expect
the events strategy (priority 2.2) to help to maximise and
intensify their use.
6.102 We have suggested that some further investment may be
required for County Square, linked to the transport hub
proposals and this may include an opportunity to create a
temporary tented roof to provide all-weather protection.
6.103 Our Eastern Arc proposals are designed to animate the
area around the abbey and to create a more intimate and
enclosed urban space – a modern abbey close. These
proposals should not compromise or encroach significantly
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on the values green space around the abbey, which is a
valuable resource and the natural focus for larger scale,
family-orientated events.
6.104 Other key elements of the public space strategy might
include:
• creation of a distinctive civic space at the entrance to
the university, capitalising on the outstanding group
of civic and ecclesiastical buildings in this location;
this would be a shared space, with a road running
through it, but with traffic calming measures
• turning the White Cart into a valued townscape asset:
crucially this will involve an active management
regime to keep the river clean and attractive, but we
have also recommended built development, linking
Bridge Street to Forbes Place to create an active
riverside street, and strengthen links with Anchor Mill
• we have recommended the reclamation of some of
the small surface car parks in the town as part of a
programme to rationalise and improve the quality of
parking: we do not envisage significant development
demand for these sites in the short-nedium term, but
there may be an opportunity to convert some sites
into small urban parks or green spaces.
Priority 8.3: Eastern Arc
6.105 We have highlighted the town centre east as an area of
opportunity. In contrast to much of the study area, this site
has the capacity to accommodate significant mixed use
development. We have developed the concept of the Eastern
Arc, a regeneration zone extending from Gilmour Street
station, through Central Road and the Arnott’s site, to Cotton
Street and Bridge Street.
6.106 Figure 6-5 shows an illustrative proposition for the
eastern arc which aims to establish guiding principles for
development of this area. Key features include:
• the proposed public transport hub around Gilmour Street/the Cross, including comprehensive regeneration of Central Road
• proposals for mixed use development north of Gauze Street comprising residential, student housing, offices and a multi-storey car park
• guidance on the form and scale of development in the immediate vicinity of the abbey, including proposed residential development on the site of the Council’s north building
• down-scaling Cotton Street/Bridge Street to make them more pedestrian friendly
• development around Bridge Street and the riverside including prestige offices and riverside links to existing development in south-east of the town such
as Anchor Mill and Abbey Mill.
6.107 We propose that these illustrative proposals should be
worked up into a development brief for the Eastern Arc,
designed to deliver transformational change in this key
location over the next 5 years.
BEST PRACTICE MODELS
6.108 Our selected case study towns (Doncaster, Halifax,
Scunthorpe and Taunton) have all identified mixed use
developments as the preferred model for regenerating
underperforming town centre areas. For example:
• Doncaster’s Great Street project is designed to restore urban form to a section of inner ring road that divides the town from surrounding neighbourhoods
• Scunthorpe has identified four key development nodes for mixed use developments on the fringes of the town centre, and Church Square has been targeted as a cultural quarter
• Taunton is making the rediscovery of neglected
riverside sites a top priority, and the strategy aims to
reconnect previously isolated quarters.
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ACTIVITIES AND INTERVENTIONS
6.109 The action plan needs to be worked up into a detailed
business plan and budget for the next five years. However,
the first-cut programme outlined above describes a mix
of activities and interventions that can be summarised as
follows:
• engaging with the private sector and public sector
partners to deliver development
• pro-active town centre management and promotion
• developing a robust urban design framework and
enhancing the public realm
• improving transport infrastructure
6.110 Some aspects of the programme will require further
development over the next 6-12 months, including the
urban design strategy and the Eastern Arc development brief
(theme 8) and investigation of a possible capital programme
to enhance Paisley’s cultural assets and venues (theme 5).
6.111 At this stage, some of our proposals are inevitably
provisional, but we have identified a series of key
development outputs, summarised in Figure 6-6.
Figure 6.7: Paisley town centre developments
Priority Description
1.1 Residential development on site of North Building (1.25 ha site)
1.2 Student housing (various sites considered)
4.1 Serviced business centre at Witherspoon Street (0.5 ha)
4.2 Mixed use development north of Gauze Street (2.0 ha site)
5.2 Creative industries production space (re-use of redundant building to be identified)
6.1 Riverside development at Bridge Street (0,5 ha site)
6.112 In total these key locations have a site area of about 4.5
hectares. We cannot yet determine the development mix or
potential to retain/re-use buildings, but we have assumed
an average plot ratio of 70%, giving a development footprint
of about 30,000 sq metres which will produce about 90,000
square metres of floorspace (gross) over 10-15 years. The
gross cost of development of this scale is likely to be in the
order of £50 million.
6.113 For the purposes of this report we have produced a nominal
schedule of the mix and scale of development at the key
sites identified above.
Figure 6-4: Nominal development mix, Paisley town centre 2006-2016
Site Sq metres
Gross space
Resi-dential
Retail/leisure
Office/studio
Parking
North Building 25,000 20,000 2,000 3,000
Witherspoon St 5,000 5,000
Gauze St 50,000 20,000 15,000 5,000 8,000
Bridge St 10,000 2,000 4,000 2,000 1,000
Creative industry* 2,000 2,000
TOTAL 92,000 42,000 21,000 14,000 12,000
* Site to be identified
6.114 The nominal retail, leisure and office space would create in
the order of 1,500 gross jobs, roughly a 15% increase on
the present level of town centre employment; income and
supplier multipliers may increase this to 2,000.
6.115 Section 7 provides a commentary on the viability and
deliverability of this programme.
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7.1 We have mapped out an action plan for the next five years,
although the developments described here will be delivered
through to 2016 and beyond. The analysis contained in
Section 3 has highlighted market failures in some sectors
in the town centre and the implementation of this plan must
therefore take account of the market realities and guard
against optimism bias.
7.2 We have asked Ryden to appraise the action plan from a
market perspective, and to comment on its deliverability.
Their key conclusions are summarised below.
RESIDENTIAL
7.3 Theme 1 describes residential-led regeneration, focusing on
the North Building site. Private sector investment will supply
housing (although some public sector intervention might be
required to deliver social or upper floor housing) and it may
be sufficiently profitable to generate an element of cross-
subsidy for mixed-use development and infrastructure.
Nevertheless, the strategy must be sufficient robust and
diverse to withstand any downturn in the private housing
market or indeed changes in the funding of social and
affordable housing. There are risks in treating residential
development as a cash-cow.
SHOPPING AND LEISURE
7.4 Shopping and leisure present a serious challenge for
Paisley town centre. The town is being re-positioned by the
marketplace as a district centre serving local residents and
workers. Market adjustment will continue throughout the
next decade, and rent and lease expectations will need to
adjust, especially on the High Street. The Paisley Centre may
experience some diversification. Value retailing should be
accepted as a useful market niche for Paisley, rather than a
second-best option.
7.5 Development will be market-led and the role for the
regeneration strategy is to create the demand conditions
which will maintain an attractive and competitive retail/
leisure offer by increasing footfall by students, workers
and residents, and creating an attractive town centre
environment which will encourage people to visit more often
and to stay longer.
UNIVERSITY CAMPUS
7.6 The university will continue to invest and upgrade within the
existing campus boundaries in the medium-term. The most
significant new investment is likely to come from provision
of purpose-built student housing, and from the recycling of
tenement buildings currently used as student housing back
into the private sector housing market.
OFFICE SPACE
7.7 Theme 4 seeks to continue Paisley’s recent successes in
attracting and growing small businesses. Public subsidy or
development cross-funding (as at Anchor Mill) is likely to be
required to support this form of development in Paisley. A
measured, demand-led approach will be required to avoid
over-supplying this market.
7.8 We anticipate that office space will form part of the
development mix at Gauze Street, and that this will be
achieved primarily by cross-subsidy. Public intervention
will be required in order to pump-prime development of a
public sector office building as part of the proposed Bridge
St/riverside scheme. The demand side of this market is a
changing landscape: Audit Scotland is reviewing the current
policy on decentralisation. Paisley will face strong out
of town competition, but the town centre offers excellent
transport connectivity and amenities to compete in the next
market cycle.
CREATIVE INDUSTRIES
7.9 Theme 5 proposes space for the creative industries in
Paisley. Such initiatives typically require an obsolete
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building to become available at negligible capital cost,
and public sector support for the costs of conversion.
Occupiers are typically seeking flexible, low cost studio
space, and there are a number of examples of projects
where a sustainable model has been achieved (subject to
up-front funding). However, the realities of low and often
uncertain rental income mean that creative industries hubs
often require ongoing revenue support, especially if tenants
include non-commercial artists and performance groups.
SUMMING UP
7.10 The action plan is predicated on the need to diversify and
intensify activity in the town centre, but we recognise that
market conditions are challenging and likely to remain so
for some years to come. Residential development will be the
commercial driver for much of the development programme
outlined here, but it will be important not to over-burden
developers with unrealistic expectations about cross-
subsidy of other uses.
7.11 Our default position is that the development and
regeneration in Paisley town centre should be private
sector-led wherever possible. The resources of the public
sector are finite and the Council, Scottish Enterprise and
Communities Scotland all have competing priorities and
tough decisions to make. We endorse the view set out in the
on the public sector partners to encourage and facilitate
appropriate development. However, office development
and space for the creative industries will require subsidy,
and public sector funding will also be required for future
investment in the University of Paisley campus, although
the precise nature of the university’s requirements is not yet
clear.
7.15 Other aspects of the action plan will also generate
funding requirements. Aspects of the accessible and
connected agenda (for example, car parking and pedestrian
routes) may be part-funded by Section 75 agreements.
Improvements to Gilmour Street station may form a part
of planned investment in the airport link, but there will be
significant additional costs associated with the creation of
the transport hub, revised traffic management arrangements
and the pedestrian/cycle network.
7.16 The quality and style theme also envisages additional
investment in the public realm, for example at County
Square and the University Gateway. Again, some of this may
attract developer contributions, but it would be prudent to
plan for a significant public sector contribution.
7.17 Something in the order of a third of the property
development programme (representing development
costs in the order of £15 million) will require an element
Scottish Executive’s Regeneration Statement, People and
Place (February 2006) that: “much of the purpose of private
sector activity should be to act as a catalyst for, or lay the
foundation for, private sector activity”.
7.12 We believe that the role of the public sector partners as
champions of the new vision for Paisley is particularly
important. The evidence from the case studies (and our
experience elsewhere) is that sending a clear signal about
the partners’ aspirations for the town can help to get Paisley
“on the radar” for developers and investors. People and
Place argues that “much more needs to be done to ensure
that the private sector players…view Scotland as ‘open for
business’ on regeneration; and that they are fully aware of
the opportunities available”.
7.13 Nevertheless, Ryden’s appraisal makes it clear that public
sector intervention will be required to address market
failure, and to stimulate private sector activity. There
needs to be what the Scottish Executive describes as “a
‘mixed economy’ of investment which delivers sustainable
regeneration and value for money”.
7.14 With the caveat that all the figures quoted here should be
treated as indicative and provisional, we are working on
the assumption that private sector-led residential, retail
and leisure development is viable, and that the onus is
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of subsidy. At this stage any estimate of the public sector
contribution will be highly speculative, but we recommend
that the partners should assume a funding requirement of
£5-6 million over the next 5 years.
7.18 Similarly, we are not in a position to cost the infrastructure
and public realm requirements, but these are likely to be in
the order of £3-4 million in the same period, including the
design and installation of the winter lights.
7.19 Aspects of the programme require further detailed appraisal
and development. Key tasks include:
• preparation of a costed business plan
• development of a marketing strategy
• development brief for the Eastern Arc
• development of an urban design strategy
• development appraisals for key sites
• development of plans under the culture and
creativity theme
• appraisal of proposed changes to the traffic
management regime.
7.20 Consultants fees for these and other tasks may amount to
around £400-500,000 in the next 2-3 years.
7.21 Subject to the development of a full business plan, our
estimate at this stage is therefore that the public sector
partners should plan on the basis of an £�-10 million
capital programme over the next five years. This excludes
any planned new buildings on the university campus, but
does make provision for a contribution to improvements to
the public realm.
REVENUE PROGRAMMES
7.22 In addition, we envisage the creation of an enhanced town
centre team. We discuss the role and function of the team
below, but its responsibilities will include the management
and delivery of an energetic town centre management
programme, events, marketing and promotions. The team
will use additional resources to build on its joint campaigns
with retailers.
7.23 The key elements of the town centre team’s programme will
include:
• introduction of a zero tolerance regime to combat the
problems of litter, graffiti and vandalism in the town
centre
• action to combat crime and anti-social behaviour,
including more regular and visible policing
• introduction of a year-round programme of events,
festivals and cultural activities
• a positive marketing and PR campaign
• planned promotional activity linked to the events
programme.
7.24 While we envisage that this will require some additional
expenditure, we also assume that the Council, the police
and other partners will prioritise cleansing, foot patrols
and other services in the town centre. Subject to the
development of an operating plan and budget we are
working on the assumption that the team will control an
annual revenue budget in the order of £250,000, excluding
staff costs.
OPTIONS FOR DELIVERY
7.25 Implementation of the action plan will require a mechanism
(or mechanisms) to:
• secure the delivery of development proposals and
other capital projects, and
80
• deliver town centre management, promotion and
other services.
7.26 The opportunities for comprehensive development in
Paisley are limited. The potential development sites
identified in our report add up to less than 5 hectares within
a total central area footprint of around 75 hectares16. Most
of this land – about 3.75 hectares – lies in the area we have
designated the Eastern Arc, but even here we are talking
about an archipelago of sites in a variety of ownerships.
7.27 For the most part the town centre will adapt and evolve
through a period of market adjustment, with support and
assistance from the private sector where necessary and
appropriate. There is no systemic market failure in Paisley
town centre, nor are there any “no go” locations for the
market. However, there are areas of market uncertainty –
such as prime retail – and others requiring subsidy funding
– such as new-build and managed business space.
7.28 The projects proposed in the action plan therefore form a
package of town centre development opportunities, rather
than a single development programme. Delivery will be on
a project-by-project basis through the appropriate owners
and agencies, under the umbrella of the existing public
sector agencies and partnerships. Delivery will also take
place over an extended period, reflecting market uncertainty
and the – unpredictable – rate of market adjustment.
7.29 In these circumstances, implementation of the plan
will require ad hoc arrangements and bespoke delivery
solutions, and the public sector partners will need to be
flexible and adaptable in their approach. This is not a
situation in which there is likely to be much advantage in
creating an urban development company or similar special
purpose vehicle best suited to large scale redevelopment of
brownfield sites.
7.30 However, a coherent and cohesive approach is essential.
Implementing the action plan is an exercise in place making
and regeneration, requiring a clear vision and strategic
direction, an intimate knowledge of the study area and the
principal actors, and the ability to mobilise resources in
support of the programme.
7.31 In our view, the Paisley Vision Board is well placed to
fulfil that role, in terms of the partners’ knowledge and
understanding of the issues and their shared commitment
to reviving the fortunes of the town centre. However,
the expertise and goodwill of the Board needs to be
underpinned by a strong executive team accountable to the
Board for implementing the action plan. We envisage a team
of up to three full-time staff, led by a senior and experienced
manager which will be responsible for:
• developing a 5-year business plan and budget
• championing the new vision for Paisley, including a
marketing and PR programme
• working with owners and developers to deliver the
development programme, and mobilising public
sector resources
• working in partnership with public sector bodies and
the private sector to deliver infrastructure, public
realm and other projects
• establishing a performance management framework
• reporting and accountability.
yellow book
July 2006
16 Approximate land area within ring-road
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1. PAISLEY VISION BOARD
1.1 The Paisley Vision Board (PVB) was set up in January 2000
with the aim of providing a forum and focus for private
and public sector stakeholders who had an interest in the
regeneration of Paisley Town Centre. The PVB aims to re-
establish the town centre as a “centre of excellence” by:
encouraging investment in retail, office, commercial,
leisure and housing
increasing footfall in the town centre
developing Paisley as a university town
capitalising on key buildings and spaces
marketing and promoting the town centre
research and evaluation.
2. NATIONAL POLICY
2.1 A Consultation Draft of Scottish Planning Policy: Town
Centres (SPP8) was published in August 2005. SPP8 sets
out Scottish Executive policy on the development of town
centres and has to be taken into account in the preparation
of Structure and Local Plans and the determination of
planning applications.
a n n e x 1p o l i c y r e v i e w
1
2.2 The SPP8 applies to all retail, leisure, entertainment and
recreation uses. It also applies to other uses that contribute
to the vitality and viability of a particular centre (such as
community facilities, civic space, culture and tourism and
business uses). The focus is on establishing a mix of uses
and activities in town centres, and housing should form an
important element of the mix.
2.3 Town centres provide a diverse range of commercial and
community activities, including places of employment,
open spaces and meeting places; a mix of interdependent
land uses which, taken together, create a sense of place
and identity. The physical structure, the range and mix
of uses make a ‘town centre’ different from a ‘shopping
centre’ and provide much of its character and identity.
Consequently, the key thrust of national policy is to ensure
that vibrant, thriving town centres are protected as the focus
for communities and that development and regeneration
is directed primarily towards town centres to protect and
enhance their vitality and viability.
2.4 The Executive’s key policy objectives for town centres are
therefore to:
promote competitive places and encourage
regeneration, in order to create town centres that are
attractive to investors and suited to the generation
of new employment opportunities; town centres are
the most appropriate location for retailing and other
related activities in order to sustain and enhance
their vitality and viability
enable all sectors of the community to have access
to a range of shopping, leisure and other services;
this means supporting an efficient, competitive and
innovative retail and leisure sector which allows
genuine consumer choice to meet the needs of the
entire community
improve the physical quality of town centre
environments by promoting good quality design,
protecting and enhancing existing quality and
supporting the creation of town centres which are
attractive, safe and inclusive for all
support development in existing accessible
locations or in locations where accessibility can
be improved, thus reducing the need to travel and
provide alternatives to car use.
2.5 Planning authorities should, through development plans
and other strategies, implement these key policy objectives.
They should tailor their approach to meet particular local
circumstances and community needs. In order to deliver
these objectives, stakeholders should focus on the following
policy principles:
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identifying and promoting town centres as part of a
network of centres
focusing new development in existing town centres
by using a sequential approach to assessment
maintaining, improving and developing town centres
promoting an attractive and safe environment
ensuring that centres are accessible to all sectors of
the community by a range of modes of transport
regularly monitoring and reviewing their policies.
2.6 SPP8 recommends that authorities should undertake a
health check to measure the strengths and weaknesses of a
town centre and to analyse the factors which contribute to
its vitality and viability. “Vitality” is defined as a measure
of how lively and busy a town centre is and “viability” is a
measure of its capacity to attract ongoing investment, for
maintenance, improvement and adaptation to changing
needs. Together these give an indication of the health of a
town centre. A range of key performance indicators can be
used to provide an effective insight into the performance of
a centre and so offer a framework for assessing vitality and
viability. The following 9 factors are suggested:
pedestrian flow
prime rental values
space in use for different town centre functions and
change over time
retailer representation and intentions
commercial yield
vacancy rates
physical structure of the centre (opportunities,
constraints, and
accessibility)
periodic surveys of consumers
crime
2.7 The PVB has commissioned health checks on Paisley Town
Centre, using some of these performance indicators, for
both 2002 and 2003 and compared these to 1994 baseline
survey data, where available. The data revealed a generally
poor performance between 1994 and 2002, and a more
mixed picture in 2002-03. There have been no systematic
updates since 2003.
3. REGIONAL DEVELOPMENT POLICY
3.1 The regional policy perspective is provided by the
Glasgow and the Clyde Valley Structure Plan. The
most recent policy statement is that set out in the Draft
Finalised Supplementary Written Statement published for
consultation in October 2005. The revised Plan updates
policies in the approved 2000 Plan to take account of
significant economic growth in Glasgow and the Clyde Valley
and the Government’s desire to achieve a more sustainable
pattern of development throughout the United Kingdom and
to contribute to the renaissance of Scotland.
3.2 The 2000 Plan sets out a strategic vision of Glasgow and
the Clyde Valley as one of the most attractive business and
residential locations in Europe because of the improved
quality of the transport system, the labour force and the
physical environment. Delivering this vision requires a long
term metropolitan development strategy for the area based
on the following key themes:
strengthening communities in the area by meeting
their diverse social needs and improving health
a corridor of growth through the heart of the area
stimulating economic growth with a strong and
vibrant City Centre as the heart of the metropolitan
conurbation
a green network creating a quality environment.
3.3 The updated policy framework is based on a faster rate of
development than assumed in the 2000 Plan and is based
on sustaining the rate of economic growth which has been
achieved in recent years. It also reflects the development
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priorities in the Scottish Executive’s National Planning
Framework (April 2004) which identifies:
the Clyde Corridor and Lanarkshire as key economic
development zones for Scotland
the Clyde Waterfront, Clyde Gateway and Ravenscraig
Flagship Initiatives together with Gartcosh and
Eurocentral, as regeneration and renewal priorities
improving the quality of the core of the Metropolitan
Area as part of the national Strategy
Gartcosh and Bishopton as two of the preferred
locations for long term expansion within the Glasgow
and Clyde Valley Area.
3.4 The review of the Plan has confirmed the importance of
sustaining the network of town centres (Strategic Policy
1(a)). The policy gives explicit recognition to the economic,
administrative, educational and cultural role of the main
town centres. Strategic Policy 1 and Schedule 1(a) in the
2000 Plan have been modified to identify sub-regional
centres serving a wider area than their local communities.
Paisley is identified as one of nine sub-regional centres
whose role is to be safeguarded and enhanced. It is also one
of nine town centre renewal priorities.
3.5 Strategic Policy 6(c) is modified to clarify the relationship
between established town centres and new shopping/
leisure centres. Braehead and Lomond Shores are
identified, and the policy states that - without prejudice
to the policy of supporting town centres as the preferred
location for new retail development - these centres should
be taken into account in the assessment of out of town
proposals and adverse impact on them avoided.
3.6 The Plan also updates the assessment of the need for
additional retail floorspace in each centre based on revised
estimates of retail expenditure and floorspace in the
relevant catchment areas. In relation to Paisley it concludes
that in the period up to 2011 there is no quantitative need
for additional convenience or comparison floorspace, but
that on qualititative grounds, new comparison floorspace
which would improve the viability and vitality of the town
centre would be supported.
3.7 Strategic Policy 5 sets out the development opportunities
which promote the economic competitiveness of the
area. Higher rates of economic growth are expected to be
driven by the service sector, and science and technology
associated with the knowledge economy. The policy to
support this covers the provision of a range of strategic sites
which includes strategic business centres and university
campuses. In this context, Paisley is specifically recognised
as a strategic business centre and the University as having
the potential to contribute to the regeneration of the Town
Centre.
3.8 The principal implications of this review of strategic policy
for Paisley town centre are:
a greater emphasis on the protection and
development of the non-retail activities
identification of Paisley as a strategic business
centre location
recognition of Braehead as part of the system of
retail centres which should have some protection
from adverse development
assessment that there is some scope (on quality
grounds) for additional retail floorspace through
restructuring, and
opportunities to further develop linkages with the
University of Paisley.
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4. LOCAL DEVELOPMENT POLICY
Strategy
4.1 The finalised Renfrewshire Local Plan was published in
October 2002. It is anticipated that the Local Plan will be
formally adopted by the Council early in 2006.
4.2 The main aims of the Local Plan can be summarised in five
strategic policies:
Strategic Policy 1: social inclusion
Strategic Policy 2: promotion of sustainable
development and strengthening the settlement
pattern
Strategic Policy 3: promotion of economic
competitiveness
Strategic Policy 4: protection and enhancement of
the environment
Strategic Policy 5: integration of planning and
transport.
4.3 Strategic Policy 2 includes safeguarding and promoting the
vitality and viability of town and village centres. Strategic
Policy 3 covers the promotion of appropriate business
use in the town centre and other locations. The continued
development of the University of Paisley and Reid Kerr
College is considered vital to the educational, cultural
and economic wellbeing of Paisley and Renfrewshire.
The Council also recognises the important role that
business development within the Cart Corridor will have
in complementing Paisley town centre’s role as a strategic
business centre.
4.4 Five specific development opportunities are identified in the
Local Plan which have varying degrees of impact on the town
centre. These are:
Renfrew North
Bishopton
Cart Corridor
Saucel Street.
Anchor Mills.
Town Centres and Retailing
4.5 Local Plan Policies R1 – R7 and R17 - 18 relate to the
development of Strategic (Paisley, Johnstone, Renfrew and
Erskine) and other town centres. Specific policies include:
Policy R1- town centre type uses will be directed to
strategic and secondary centres
Policy R2 – retail developments over 2000m2 of
comparison floorspace and 1000m2 convenience
floorspace will be directed to the strategic town
centres
Policy R4 – preference will be given to expansion
areas which are immediately adjacent to town
centres
Policy R5 – within the Paisley Town Centre core area
the following policies apply:
- within the Paisley Centre, no more than
20,000ft2 or 10% of the gross floor area shall be
used for non-retail or food retail purposes
- within the Piazza, no more than 10% of the
gross floor area shall be used for Class 2 or
Class 3 developments
- in High Street/Moss Street, ground floor
frontages will be restricted primarily to Classes
1 and 3 with no more than 20% of the frontage
length available for other uses
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Policy R6 – change of use of properties (from former
retail or commercial to residential) on the fringes of
Paisley Town Centre will be supported where they
bring buildings back into active use and have no
adverse impact
Policy R7 – the distinctive townscape created by the
mix of civic and cultural land uses around Paisley
Abbey and Paisley Library and Museum will be
safeguarded and enhanced
Policy R17 – a high standard of design will be
required in all new development in town centres with
particular consideration to compatibility of form,
scale and materials
Policy R18 – all new hot food outlets, public houses
and licensed clubs will be directed to town and
secondary centres.
4.6 The Local Plan also has 4 policies relating to out-of-centre
and edge-of-centre retailing which potentially could have
some impact on Paisley Town Centre. These are:
Policy R13 – no new retail warehousing or additional
retail floorspace beyond the current consents will be
supported at the existing retail warehouse parks at
Blythswood, Abbotsinch, Phoenix and Braehead
Policy R14 – no expansion of the existing retail
stores at Neilston Road, and Anchor Mills, Paisley;
Newmains Road, Renfrew; and the Phoenix, Linwood
will be supported
Policy R15 – an allocation is made for the
development of the Phoenix Centre, Linwood for
leisure, business, hotel and car showroom uses
Policy R16 – no additional retail floorspace beyond
that in current consents will be supported at
Braehead.
Education
4.7 The Local Plan also recognises the importance of higher and
further education facilities. Policy Ed1 specifically indicates
that the Council supports the continuing development of
the University of Paisley and Reid Kerr College. Development
proposals in these areas should not adversely affect
operations or future development.
Transportation
4.8 Transport policies aim to achieve integration with the local
transport plan by:
ensuring that sustainable transport measures are
incorporated in new developments
protecting disused rail lines and freight connections which have potential for reuse
protecting walking and cycling routes
protecting land for new road improvements.
4.9 Transport assessments of new development should take
account of:
the likely effects on the transport system
measures to reduce the level of car use
levels of car parking
proposals to encourage access by walking and cycling
improvements to public transport and initiatives to secure sustainable travel by employees, customers and suppliers
4.10 The Structure Plan identifies a number of strategically
important public transport schemes of which two are of
particular relevance to Paisley town centre:
Public Transport Links to Glasgow Airport
Rail Link to Renfrew /Braehead.
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4.11 The Council, in partnership with Scottish Enterprise
Renfrewshire, Strathclyde Passenger Transport and other
bodies, has undertaken major works in Paisley Town Centre
to improve pedestrian access and facilities for bus and rail
transport. These works have brought about a significant
improvement in the Town Centre environment and won a
number of awards.
4.12 The Local Transport Strategy (2000) makes provision
for studies to progress a number of transport proposals,
including works to address traffic problems on the north
side of the town centre.
Economic Competitiveness
4.13 The economic competitiveness policies of the Local Plan
cover a range of activities including tourism and general
business needs. Tourism makes a significant contribution
to the local economy with annual direct expenditure around
£65 million supporting approximately 2000 jobs. The Local
Plan supports Tourist Development Areas (TDAs) including
Paisley town centre.
4.14 The development of office, service, education, tourism and
culture orientated facilities is supported and the Local Plan
promotes the development of an area to the north of Paisley
Town Centre as a strategic business centre.
Environment
4.15 The Council has identified eight conservation areas, of which
The Cross/Oakshaw has been designated outstanding by
Historic Scotland.
Conclusions
4.16 The Local Plan provides policy protection to the retail
function of Paisley town centre. In practice, consents for
superstores have been given to edge of centre sites at
Anchor Mill and Love Street.
4.17 The Local Plan does not generally recognise that the role of
town centres is changing and that a wider range of functions
will be important to their vitality and viability. Policy R5
restricts the amount of non-retail uses in the core area of the
town centre, although R6 recognises that on the fringe of the
centre changes to non-retail uses could be acceptable. There
are no specific proposals for further retail development or
restructuring within the town centre.
4.18 Policy R7 also recognises the role which historic and cultural
uses play in the creation of an attractive and vibrant town
centre, although this is couched in townscape rather
than functional terms and there do not appear to be any
proposals to further develop/ enhance such activities.
4.19 The Plan identifies areas for the expansion of the University
within the town centre which is seen as an important
component of the town centre activity mix.
4.20 Access and parking are known to be issues of concern.
Problems with the operation of the northern section of
the town centre ring road are identified but the Local Plan
contains no specific proposals to address the issue.
4.21 Paisley Town Centre is safeguarded as a tourist development
area, but there are no specific proposals to develop the
function.
4.22 The town centre is identified as a strategic business centre
where service sector business activities will be encouraged
and allocates an area to the north of the town centre for this
purpose.
4.23 The Local Plan puts considerable emphasis on conserving
and enhancing the quality of the town centre environment
and requiring a high standard of design in new
development. Further enhancement proposals are not
specifically identified.
4.24 Much of the work on the Local Plan was completed before
the Paisley Vision Board (PVB) was created and since then
a number of studies have been carried out on retailing,
offices, housing and the University Quarter.
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1. PAISLEY OFFICE MARKET REVIEW
1.1 Ryden was commissioned in 2002 to undertake a review of
the Paisley office market. The study looked at the whole
town, not just the centre. Key findings included:
• the stock totalled some 704,000ft2 in 343 premises
• only 5% of units were over 5000ft2, 84% were under
2000 ft2
• Paisley Town Centre has a substantial 1960’s and
1970’s public sector office quarter; the majority of
the stock is at first floor level and of relatively poor
quality
• turnover is quite high with 18% available for lease
or sale; only a very limited amount is of modern
construction (1990’s or later)
• the main area of activity is in out-of town locations
• the Paisley office market is small but important for
the town centre
• there was a demand for around 130,00ft2 of office
floorspace in Paisley over the next 3-4 years.
a n n e x 2p a i s l e y t o w n c e n t r e :r e c e n t s t u d i e s
1.2 In terms of the future town centre supply, Ryden identified
Anchor Mill and the University Quarter as significant
development opportunities which could provide new
and refurbished office accommodation. The Anchor Mill
proposal contained just over 20,000ft2 of net office space
on the first floor. The University Development Prospectus
identified 3 commercial development opportunities of which
one for a multi-use centre of 31,000ft2 contained office
accommodation. In addition, the area to the north of the
town centre around Back Sneddon Street was also thought
to have some potential, although development was felt to
be constrained by fragmented ownerships.
1.3 Key recommendations of the study included:
• office development in Paisley should be promoted
on well located town centre strategic sites
• the quality of the office specification available in the
town centre should be improved, including up-to-
date ITC infrastructure
• the area to the north of the town centre and station
should be assessed for its suitability as a quality
inner city business park, for indigenous and inward
investing companies
2. PAISLEY RETAIL STUDY
2.1 The Paisley Retail Study published in June 2002 by DTZ
Pieda provides an extensive analysis of current provision
and future prospects for the town. In terms of various UK
retail ranking systems Paisley is placed either 13th or 14th
of all retail centres in Scotland. It has around 106,000m2
gross retail floorspace, of which nearly 12,000m2 (13%) is
vacant, a significantly higher proportion than comparable
centres. Multiple retailer representation (47%) is also lower
than might be expected (eg. Stirling 60%) and the report
concluded that the range and quality of the retail offer in
Paisley was restricted.
2.2 The survey of town centre users revealed that the main
purpose of 58% (60%) of respondents was to shop, with
11% (10%) citing work, 9% (5%) using financial services
and 9% (12%) indicating social and leisure reasons
(equivalent 1994 responses are shown in brackets).
2.3 Analysis of the survey of Paisley TC catchment area residents
indicated that since 1994 the percentage visiting the town
centre for main food shopping had more than halved from
37% to 16%. Those using the town centre for clothing and
fashion goods had fallen from 40% to 18% with most of the
difference accounted for by Braehead. Similarly, household
goods visits had dropped from 41% to 15% with losses to
other centres including Glasgow and various retail parks.
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2.4 Qualitative assessment of shoppers’ perceptions about the
Town centre indicated that:
• the main advantages of the town centre were its
closeness to home (32% - down from 55% in 1994)
and covered shopping malls (24%)
• the main complaint was the poor range of shops
(39%) and if there were more big stores and a better
variety 56% said they would shop more in the centre
2.5 Retail managers felt that more (84%) and cheaper (90%)
parking was essential, with free parking (83%) rated as a
very high priority. Other issues with more than 50% support
were:
• the need to address long-term vacant units (90%)
which was linked to lower rental levels (87%)
• the removal of town centre graffiti (67%)
• an improved specification of retail units to meet
modern market requirements (57%)
• the need to improve regularity of existing town centre
bus services (57%)
• improved road and hard landscaping maintenance
(53%)
2.6 The Retail Study calculated that in 2002 Paisley Town centre
convenience goods turnover was £33m representing 6% of
the catchment area (418,000 population) total convenience
goods spending. The equivalent figure for comparison
goods was £129m which represents just under 18% of the
catchment area estimated total comparison goods spending.
2.7 Future projections by DTZ Pieda suggest that by 2011 the
catchment area population will decline by 7,000 and that
convenience expenditure in the town centre will decline by
around £4m�. Over the same period comparison expenditure
in the town centre is estimated to rise by £40m which would
support around 19,000m2 additional floorspace�.
2.8 An alternative and more pessimistic analysis undertaken
for the Glasgow and Clyde Valley Structure Plan Alteration
2005� indicates that by 2011, the estimated turnover in
the town from existing and planned convenience (food)
floorspace would be around £310m, while available
expenditure from the shopping catchment would only be
£191m, a notional overprovision of floorspace of the order
of nearly £120m.4
1 This takes account of the new Morrisons store but not any other superstore consents in the town
2 This is based on growth of per capita comparison expenditure over the 2002-2011 period of 35% (at constant prices) and maintaining market share in the face of competition from the new centre at Pollok
3 Technical Report TR C/05
4 This is based on a convenience catchment population of 82,900 and on importing £33m more expenditure than is exported to competing centres
2.9 A similar exercise was undertaken in respect of comparison
shopping, and the Technical Report suggested that the
estimated turnover in the town from existing and planned
floorspace would be around £327m, while available
expenditure from the shopping catchment would only be
£242m, a notional overprovision of floorspace of the order
of nearly £85m.5
2.10 The implications of the Structure Plan analysis are that there
is no quantitative case for additional retail development
within Paisley over the next 5 years or so but there is a case
to improve the quality of the existing provision in order
to enhance the competitive position of the centre. In this
respect, both reports are effectively saying much the same
thing.
5 This is based on a comparison catchment population of 155,800 and on exporting £244m more expenditure to competing centres (principally Glasgow and Braehead) than is imported to Paisley from elsewhere
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3. THE FLOWERING OF PAISLEY: THE UNIVERSITY QUARTER
1.1 The Paisley Town Centre Strategy Group commissioned this
study by EDI into the feasibility of developing a University
Quarter in the town. The study looked at constraints and
opportunities, proposed a master plan framework and
implementation mechanisms.
3.2 Key constraints identified by the study included:
• negative publicity surrounding the town in all
sections of the development market but particularly
residential
• the market for flats in the town centre being in
decline; the need to improve the tenemental stock
and parking for residents
• a problem with secondary retail locations with
oversupply and many vacant units together with the
poor performance of the Piazza Shopping Centre
• the negative impact of the Braehead Shopping
Centre
• the commuter driven nature of the bulk of the
student population in Paisley which reduces evening
and weekend impact.
3.3 Opportunities and issues identified in the report focus on
the need for:
• a critical mix and mass of retail, related amenities and businesses which provide an enticing offer with small quality hotels and specialised cafes and restaurants
• a well-rounded experience of which shopping is one component – more should be made of heritage and historic features as well the arts and cultural attractions (new gallery, new relocated library, refurbished museum, new arts centre etc.)
• flagship housing development with comprehensive marketing strategy to attract new residents into the town centre
• university development centralised as far as possible on to existing town centre facilities and in medium/long term concentrate the student resident population in the area
• development of workshops and studios for arts and crafts together with a youth enterprise centre with workspace for new start-ups
• higher quality innovative buildings to add to the
town’s architectural heritage
3.4 The Master Plan framework identified 4 zones within the
town centre where there was potential to develop broad
functional themes:
• Oakshaw Hill, with its Victorian buildings as the
University Old Town area
• the Piazza/Station Square – as the transport hub of
the town centre
• the Abbey and environs – providing an open civic
landscape
• the University Quarter – which as well as the campus
itself would embrace 3 areas on its edge (the High
Street frontage – providing a new “front door”; the
Alleys network to the south of the High Street – with
studio/office/shop opportunities in intimate courts
and Storie Street where a new business sector could
be developed)
3.5 The implementation arrangements suggested a requirement
for more detailed project appraisals and refinement of the
concept plan and broadening the responsibility for the town
centre’s regeneration. In particular, a joint venture company
management structure was proposed involving public and
private sector partners matching finance from the latter with
property assets from the former.
�0
4. POTENTIAL RE-USE OF UPPER FLOORS IN PAISLEY
4.1 This 2000 study by Halcrow Fox was commissioned by
Scottish Homes, Renfrewshire Council and SE Renfrewshire.
The study focused on the town centre. The key conclusions
were:
• identified potential to convert vacancies to
residential use amounting to an estimated 15-17
flats, in properties where there was an expressed or
confirmed interest
• seven more properties may have potential for
conversion, but ownership could not be established:
if these properties were suitable for conversion, a
total of about 30 flats might be developed
• the potential properties tend to concentrate in the
High Street/Gilmour Street area: this might provide
an opportunity for a pilot which might stimulate
interest from property owners in other parts of the
study area.
5. PAISLEY WEST END REGENERATION STUDY
5.1 This 2005 study was carried out by ODS and Roger Tym
& Partners. The consultants’ overview of the study area
concluded that:
• this inner urban neighbourhood is predominantly residential with a high proportion of flats; it has declined and the housing/retail markets have performed poorly
• there are high levels of deprivation; crime and anti-social behaviour (often drug related) contribute to its negative image
• there is a high proportion of social rented housing, characterised by low demand and high turnover
• sales values are below average, and the private rented sector is significant - partly due to the proximity of the university
• retail has declined “drastically” and much of the core area is characterised by vacant units, compounding the area’s poor image
• the environment is being eroded by poor building maintenance, vacant and derelict sites and poor
streetscape quality.
5.2 They recommended that an area development framework
(ADF) should be put in place to re-profile the area as a
residential neighbourhood and improve the social/physical
fabric. The ADF should be delivered through a multi-agency
group operating within the framework of the community
planning partnership.
5.3 Interventions should focus on housing related initiatives:
• improved coordination of agencies and services
through an estate management agreement
• concerted effort to improve the image of social and
private housing, and increase demand
• reducing over-supply of social rented house, and
increasing choice and quality in the owner-occupied
sector.
5.4 The west end has declined as a retail area, but its role as a
local centre should be protected. Nevertheless, the number
of retail units in the core area should be reduced.
5.5 A number of vacant and underused sites are identified as
development opportunities that could improve the image
of the area, especially when combined with streetscape
interventions at key locations.
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1. INTRODUCTION
1.1 This concise review of social and economic conditions in
Paisley is based on the 2001 census settlement profile
(see www.scrol.gov.uk).
2. POPULATION AND HOUSEHOLD
2.1 The population of Paisley was 74,170. Compared with
Scotland as a whole, Paisley has:
• more single person households: 38.79% in
Paisley (Scotland 32.88%), with a particularly high
proportion accounted for by people below pension
age (23.14%/Scoltand 17.90%)
• fewer detached houses (10.2%/Scotland 20.4%)
and more households living in flats and apartments
(51.42%/Scotland 35.58%)
• relatively low levels of home ownership (57.48%/
Scotland 62.59%) and the an above average number
of households living in Council and other social
rented housing
• a less cosmopolitan population: 92.9% were born
in Scotland (Scotland 87.15%) and only 2.23% were
a n n e x 3s o c i a l a n d e c o n o m i c c o n d i t i o n s
born in Europe or the rest of the world (Scotland
3.35%)
• a broadly similar age profile
• relatively low levels of car ownership: 44.63% of
households do not have a car (Scotland 34.23%) and
there are 0.74 cars per household (Scotland 0.93)
• more people live in overcrowded houses: 15.28%
live in households with too few rooms per resident
(Scotland 11.74%)
• an above average share of lone parent households
(8.54%/Scotland 6.91%).
3. HEALTH
3.1 Compared with Scotland as a whole, Paisley has:
• slightly fewer people are in good health (65.79%/
Scotland 67.91%)
• slightly more people have a limiting long term
illness (22.03%/Scotland 20.31%)
• the economic inactivity rate is higher (see below)
and a higher proportion of the economically inactive
are permanently sick or disabled (24.65%/Scotland
21.25%).
4. EMPLOYMENT
4.1 Compared with Scotland as a whole, Paisley has:
• a broadly similar economic activity profile, but with
- more people in full-time employment
- fewer people in self-employment
- slightly more retired people
- fewer students
- more people who are economically inactive
because of sickness or disability
- more very long term (3-6 years+) unemployed:
(12.23%/Scotland 9.90%)
• a broadly similar industry profile for employed
residents, but with:
�2
- fewer people working in primary/extractive
industries
- more people working in manufacturing,
transport and health/social work
• a broadly similar occupation profile, but with:
- slightly more people working in administrative/
secretarial occupations
- slightly fewer people working skilled trade
occupations
- slightly more people working in process and
elementary occupations.
5. EDUCATION
5.1 Compared with Scotland as a whole, Paisley has:
• more households where no one aged 16-74 has
qualifications or is in full-time education (35.58%/
Scotland 33.11%):
- 35.03% have no qualifications (Scotland
33.23%)
- 17.01% have a Level 4 qualification (19.47%)
• a lower proportion of 16-18 years olds are in full-
time education (58.94%/Scotland 19.47%).
6. COMMENTARY
6.1 These headline figures from the 2001 Census suggest that,
based on these proxy measures, Paisley is somewhat less
prosperous than Scotland as a whole. The most marked
differences relate to the household composition, the quality
of the housing stock and car ownership.
6.2 However, Paisley is a very mixed community, with pockets
of acute deprivation and poverty balanced by other areas
of comfort and prosperity. An analysis of the 2004 Scottish
Index of Deprivation (SIMD) highlights the concentration of
poverty in housing schemes throughout Paisley.
6.3 In the following sequence of maps of Paisley, the areas
shaded brown and pink are among the most deprived
datazones in Scotland. Figure 1 provides an overview
based on the index, which shows that the town centre
is surrounded by deprived neighbourhoods: poverty is
particularly intense in St James and Ferguslie Park, but
there are a number of other deprived areas, for example,
in Foxbar, Hunterhill, Seedhill, Gallowhill, Moorpark and
Shortroods.
Figure 1: Incidence of multiple deprivation: Paisley, by datazone
Source: Scottish Index of Multiple Deprivation, 2004
6.4 The pattern is very similar for income deprivation (Figure 2)
and employment deprivation (Figure 3).
Figure 2: Incidence of income deprivation: Paisley, by datazone
Source: Scottish Index of Multiple Deprivation, 2004
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Figure 6: Incidence of education deprivation: Paisley, by datazone
Source: Scottish Index of Multiple Deprivation, 2004
6.5 The picture on education is much more encouraging. Here,
serious deprivation is largely confined to St James, Ferguslie
Park and Moorpark (Figure 6).
6.6 The Scottish Executive has generated rankings at ward level,
which suggest that:
• St James (ranked 11 of 1,222 wards) and Ferguslie (29)
are among the 5% most deprived wards in Scotland
• Shortroods (100) is among the 10% most deprived
• Sandyford, Seedhill, Paisley Central, Brediland,
Saucel & Hunterhill and Foxbar are among the 20%
most deprived.
Figure 3: Incidence of employment deprivation: Paisley, by datazone
Source: Scottish Index of Multiple Deprivation, 2004
6.5 Health deprivation is even more extensive (Figure 4), but
housing deprivation – though significant – is less intense,
probably reflecting investment in the public sector stock
(Figure 5).
Figure 4: Incidence of health deprivation: Paisley, by datazone
Source: Scottish Index of Multiple Deprivation, 2004
Figure 5: Incidence of housing deprivation: Paisley, by datazone
Source: Scottish Index of Multiple Deprivation, 2004
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6.7 These deprived neighbourhoods account for a very significant
proportion of the town centre catchment population,
including inevitably many of these who (because they on
low incomes or do not have access to a car) are most likely
to remain loyal to Paisley town centre as a shopping and
leisure location.
6.8 We can infer that people living in the more prosperous
residential areas of Paisley are more likely to be able to
exercises choices about where they shop and spend their
leisure time. These higher income individuals are more likely
to have transferred part or all of their custom to Braehead or
Glasgow city centre.
6.9 This analysis is consistent with and supports the thrust of
the property market review supplied by Ryden (Annex 4). It
shows that, in addition to the broad economic, social and
market forces that are putting pressure on all town centres,
Paisley is catering for low income markets, with inevitable
consequences for the scale and nature of demand.
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1. INTRODUCTION
1.1 This report reviews Paisley’s town centre retail market.
Retail is the primary, but not the only, function of Paisley
town centre, therefore the report also considers other
property market sectors too. The report covers:
• Retail property market (section 2)
• Leisure property market (section 3)
• Office property market (section 4)
• Residential property market (section 5)
2. RETAIL PROPERTY MARKET
NATIONAL RETAILING
2.1 The UK has enjoyed a period of sustained retail market
growth, fuelled by rising consumer expenditure. Scotland
has also benefitted from increasing expenditure in recent
years. However, consumer confidence has been adversely
affected by a series of interest rate rises and a stalling
housing market. Following five years of rising expenditure,
like-for-like sales have fluctuated considerably during early
2006; smoothing the data suggests a 2.8% rise during the
12 months to March/ April 20066.
6 Source: RBS/ SRC expenditure surveys
a n n e x 4p a i s l e y p r o p e r t y m a r k e t r e v i e w
2.2 As consumer expenditure has increased, spending on
“essentials” such as food grows comparatively slowly, while
discretionary expenditure increased rapidly. According to
HM Treasury Blue Book, UK consumer expenditure on food
and drink increased by only 13% between 1995 and 2003.
Meanwhile, expenditure in discretionary areas such as
clothing and footwear (up 76%), furnishings and household
goods (up 39%) and recreation and cultural activities (up
40%) grew much more strongly.
2.3 Increased personal mobility through widespread car
ownership, and constraints on free time (particularly for
working women) mean that, despite rising expenditure,
fewer shopping trips are being made. Again this favours
larger centres offering wider ranges of goods and services.
The top 200 UK centres now account for 75% of shopper
custom, up from 50% in 1971.
2.4 In the grocery sector, slower expenditure growth is driving
major chains towards acquisition and diversification.
Following the major acquisitions of Asda (by Walmart) and
Safeway (by Morrison), the other major operators Tesco,
Sainsbury and Co-op have all recently acquired smaller
businesses7. Tesco now controls more than 30% of the
7 Chains acquired include: Europa and T&S Stores (Tesco); Local Plus, Balfour and Alldays
(Co-op); Bells Stores and Jacksons (J Sainsbury) (source: IGD Research 2005).
British grocery sector (and 6.5% of the non-food sector8).
The Competition Commission is about to commence a major
investigation into this sector.
2.5 DTI estimates that the UK has lost almost 30,000
independent convenience retailers over the past ten years;
in Scotland around 3,000-4,000 general grocers have been
lost. On the other hand, supermarkets have driven down
prices (by 4.1% between 1999-2005) and greatly expanded
product choice (by around 40% 1999-2005)9.
2.6 Slowing expenditure growth, price deflation, rising
costs10, and the expenditure trends described above, are
encouraging comparison goods retailers to seek economies
of scale. These economies can be achieved by trading from
large box retail formats, sometimes in addition to their
existing networks of high street shops. The large box retail
sector is no longer restricted to bulky goods operators, but
now includes high street multiples such as Next, Boots the
Chemist, Marks & Spencer, Border Books and Gap.
2.7 Some town centres are responding to this challenge by
providing large floorplate solutions in central locations
8 By some estimates, non-food retailing of clothes, books and media, chemist goods and so on now accounts for between one-f if th and one-quarter of some major superstores’ sales turnovers.
9 The Economist, 18 February 2006
10 Including rising minimum and general wages and property cost inflation.
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– essentially hybrid retail parks and shopping malls; an
example of this currently under construction at Ayr Central11.
2.8 Growing leisure expenditure has fuelled a property
development boom, encompassing hotels, bars,
restaurants, multiplex cinemas and health & fitness clubs.
The development rate has now slowed; some sectors such
as health & fitness continue to expand, while others such as
cinemas are experiencing their first casualties (for example
closures in Glasgow, Dundee and Edinburgh).
2.9 The principal outcome of rising discretionary expenditure
and increased mobility is that larger retail centres are
becoming stronger. These larger centres include cities,
certain major towns, regional malls and prime retail parks
with Class 1 planning consents. During 1996-2006, retailer
requirements for Scotland’s six cities increased by 30%12.
Meanwhile, smaller centres are becalmed in their local
markets, attracting retail warehouse, supermarket and
smaller multiple retailer interest, but struggling to secure
prime high street multiples.
11 Slightly off-pitch in Ayr town centre, increased planned floorspace by 140% by pro-viding underground car-parking and large units let to Debenhams, Next, H&M and Primark.
12 Source: Property Intelligence/ Ryden
PAISLEY
2.10 Historically, Paisley held a position among the larger retail
centres. Consumer trends described above were favourable
for Paisley - as recently as the 1990s the town was able
to attract the new-build Paisley Centre and investment in
refurbishment of the Piazza Centre, a position supported by
sub-regional status in the structure planning hierarchy.
2.11 In 1999, two major new retail developments were completed
close to Paisley. In Glasgow, the UK’s second-largest retail
centre after London, Buchanan Galleries provided 56,000
sq.m. of retail floorspace, including the city’s first John
Lewis department store. At Braehead, 93,000 sq.m. was
provided only four miles from Paisley.
2.12 Although further away, new development at East Kilbride
and refurbishment at Clydebank have reinforced those
town’s trading positions relative to Paisley. Finally,
Silverburn, Pollok is currently under construction and is
due to open in Autumn 2007; it will provide around 93,000
sq.m., anchored by Debenhams, Marks & Spencer and a
Tesco store which will open here during 2006; a further 12
major retailers are also discussing terms and the centre
has a total of 85 shop units. It is against this extremely
challenging background which Paisley’s retail performance
and prospects must be considered.
2.13 Table 1 summarises Paisley’s stock of retail floorspace.
There are 435 retail units in Paisley. Currently, 85 units are
available to lease or to buy, indicating a high vacancy rate
of 20%. Floorspace vacancy is lower, at 12%. However,
the large, recently-vacated Littlewoods and Etam units
are not included in this data, and the Co-op building is
about to come to the market13. Generally, retailer interest
in properties on the market in Paisley is very limited at the
moment.
Table 1: Paisley Retail Stock
No of units Floorspace
Total 435 79,830 sq.m.
Vacant 85 9,550 sq.m.
Source: Goad / Experian
2.14 Table 2 and Figure 1 classify retail occupiers present in
Paisley town centre. A total of 252 retailers are listed (this
is fewer than the 350 retail occupiers in Table 1 as the
analysis in Table 2 covers the town centre only).
13 The Co-op store provides 4250 sq.m. sales area over three floors within the Paisley Centre, for lease as a whole or floor-by-floor, long leasehold or sale as a going concern
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Figure 2: Paisley Retail Property Supply 1��6-2005
Source : SPN
2.17 This analysis illustrates the rise in retail vacancies in
Paisley during the late 1990s and early 2000s, in response
to very difficult trading conditions associated with the
launch of Braehead. The c.75 units available at the end of
2005, although high, is substantially down from the peak
supply of around 120 units in 1998. At May 2006, despite
larger properties coming to the market, supply of retail
space comprises 73 properties (including 8 under offer)
across 10,164 sq.m. (1371 sq.m. under offer).
TABLE 2: RETAILERS IN PAISLEY TOWN CENTRE
Source: Goad / Experian & Ryden
Retail Category No.
Amusements 7
Bakers 8
Banks 6
Bars, Public Houses and Restaurants 29
Betting Offices 8
Cafes 11
Charity Shop 6
Clothing and shoes 38
Department and Variety Stores 3
Electrical and Durable Goods 7
Fast-food and Takeaway 12
Financial Advisors 11
Furniture, Household Goods and DIY 15
Greeting Cards 6
Hairdressers 20
Health & Beauty 29
Off License 3
Opticians 4
Jewellers 5
Sport, Camping and Leisure goods 6
Telephones and Accessories 8
Toiletries, Cosmetics and Beauty Products 5
Travel Agents 5
2.15 Clothing and shoes have the highest share of units in
Paisley town centre, at 8.7%. Bars, Public Houses and
Restaurants have the second highest number of units – not
uncommon in a traditional, tenemented town centre. Health
& Beauty are also well-represented. Overall, Paisley town
centre has a broad mix of retailers, despite the high vacancy
rate. This mix is supported by a wide a range of sizes and
quality of units, including covered malls, pedestrianised
streets and secondary shopping streets.
Figure 1 – Retail Mix in Paisley Town Centre
2.16 Figure 2 shows retail property for sale or let in Paisley since
the mid-1990s.
�8
2.18 Looking in greater detail at shopping in Paisley town centre,
a number of “pitches” can be identified:
• The High Street is a traditional, tenemented and
part-pedestrianised shopping street. Occupiers
include H Samuel and Burton. The High Street is
home to 85 retailers and has an estimated 12 (14%)
available units on the market, including 9 along the
core pedestrianised area. Wellmeadow, essentially
a western extension of the High Street, has a total of
49 units, a large number of which are known to be
available.
• Paisley Shopping Centre is a purpose-built modern
shopping mall built over three levels. The centre
can be accessed from High Street, New Street and
Causeyside Street. The centre totals 16,722 sq.m.
The Centre’s anchor tenants are Co-op and Marks
& Spencer. Other tenants include Boots, Vodafone,
Dixons and Thorntons. There are 33 units in the
centre, 11 of which are currently on the market.
• Piazza Shopping Centre totals 15,613 sq.m. of retail
space. The centre has been successful in attracting
a portfolio of discount retailers - tenants include
Poundland, Shoe Zone, Half Price Jewelers and
Peacocks. Eight of the 30 units are available (two of
these are under offer) a kiosk is also available.
• Causeyside Street is the main arterial road running in
a north-south direction from Paisley Cross. Paisley
Shopping Centre can be accessed from the north
end of the street. The south end acts as a secondary
retail pitch accommodating local independent
occupiers such as hairdressers, newsagents and
bookmakers. Of 68 retail units, five are known to be
vacant, and one being marketed as a redevelopment
opportunity is under offer.
• Outwith the town centre is the 16,279 sq.m.
Gallagher Retail Park. Occupiers here include
Carpetright, Focus, Matalan, TK Maxx and Topps Tiles.
There is also the Junction Retail Park, which opened
in 1999 and houses tenants including Comet, DFS,
Harveys and Burger King.
2.19 Paisley’s shopper catchment defines the town as a ‘major
centre’ with “50,000– 99,999” people14. The resident
population of Paisley is 74,170 people. The loyalty of this
catchment is questionable, given the town’s proximity to
Braehead Shopping Centre and to Glasgow city centre.
14 ORC/ Property Intelligence
2.20 Glasgow and the Clyde Valley Structure Plan Joint Committee
provides retail expenditure forecasts for the Plan area at
201115. The forecasts for Paisley are:
• Available convenience goods expenditure of £191
million but a turnover requirement to service all
existing and consented stores of £310 million.
• Available comparison goods expenditure of £242
million (after net leakage of £244 million) but a
turnover requirement of £328 million to service
existing and consented floorspace.
2.21 There is a clear requirement for substantial improvements
to Paisley to fulfil its function as a sub-regional shopping
centre, in the face of competing modern centres nearby; or
alternatively, to function largely as a district centre.
2.22 High Street and the Paisley Shopping Centre represents the
highest Zone A rents in Paisley. By retail pitch:
• Within the Paisley Shopping Centre, rents are
on average circa £65 per sq.ft. Zone A, with one
exception reaching £76 per sq.ft. Zone A.
15 TR C/05 Technical Report: Convenience and Comparison Shopping Capacity Assessments at 2011
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• High Street rents are in the region of £50-£60 per
sq.ft. Zone A, although current market activity
suggest that £50 per sq.ft. may be the maximum
achievable rent.
• On Causeyside Street, rentals vary between £12 to
£20 per sq.ft. depending upon location, shape, size
and aspect onto the street.
2.23 During the period 2000-2006, prime rents in Paisley have
risen on a headline basis by 11% from £65 to £72 per sq.ft
Zone A. Across Scotland as a whole, the Ryden retail rent
index has risen by 12% over the same period. However,
substantial incentives such as lengthy rent-free periods are
being granted to retailers investing in Paisley, due to a lack
of tenant demand.
2.24 Investment activity provides a further indication of
market confidence in a retail location. In June 2005, Tiger
Development acquired 14 (Etam16) and 16 (WH Smith)
High Street for £5.0 million, representing an initial yield of
7% and suggesting that Paisley is trading at a discount to
similar towns. A retail investment with 8 years remaining on
the lease recently struggled to attract interest. In February
2006 Glen Maud, through its asset manager Propinvest
Ltd, purchased The Paisley Shopping Centre for £48
16 Etam’s lease runs until August 2014.
million, reflecting a net initial yield of 5.8%. Paradoxically,
institutional investment may be a market failure for Paisley
- with a long lease in place there is little incentive to reduce
rents or upgrade premises, even if the property is vacant.
2.25 Turning to future market prospects, a total of 18 national
retailers have active requirements for premises in Paisley.
These are itemised in Table 4. Only 9 of these retailers
require high street or secondary pitches, i.e. within Paisley
Town Centre. The remaining 9 retailers are seeking sites on
prominent, busy roads or a retail park format. The largest,
TJ Hughes, is an active department store format which
typically targets towns such as Paisley. At least one further
supermarket operator17 is known to be active in Paisley, in
addition to the 6,040 sq.m. Morrison store recently opened
at Anchor Mill. It is understood that an amusement arcade
operator may be interested in the former Etam unit on the
High Street.
17 Planning consents are available at Love Street (7432 sq.m.) and at the former Arnotts building
TABLE 4: RETAILER REQUIREMENTS FOR PAISLEY
Retailer Type Size (sq m)
Aldi Stores Supermarkets 1360
Bathstore.Com Bathroom Furniture 230 – 560
Best Cellars Public Houses 280
Brighthouse Electronic & Electrical 95 – 185
Carphone Warehouse Mobile Phones 45 – 140
Frankie & Benny’s Cafe/Restaurant/Bar 325 – 410
Game Computers & Software 130 – 230
Health Rack Health Foods 10 – 55
Hobbycraft Group Hobbies/Artists Materials 745 – 930
O’Neills Public Houses 85 – 110
Pets At Home Pet Shops 370 – 1,115
Silverscreen Games/ Toys/ Café Audiovisual 185 – 325
Staples (UK) Ltd Furniture/ Office Equipment/Supplies
930 – 1395
T-Mobile Mobile Phones 40 – 65
TJ Hughes Department Stores 2230 – 13,935
Toby Carvery Cafe/Restaurant/Bar 650
Vets4pets Service/Specialist 185
Vintage Inns Public Houses 650
Source: Property Intelligence
2.26 A time series analysis indicates that Paisley has fallen from
100
being the 148th most-required town in the UK in 1995, to
around 411th in 2005. The total numbers of requirements
has fallen from 30 to 19. Peer group towns such as
Cumbernauld, Greenock, Ayr and Hamilton currently have
between 12 and 27 retailer requirements.
2.27 Recent retail deals include :
• Unit 25 Piazza Centre (235 sq.m.) let to Stationery
Box for 10 years at £55,000 pa.
• Kiosk D Piazza Centre (24 sq.m.) let to FSKI Ltd for 5
years at £12,000 pa.
• 13/19 Causeyside Street (974 sq.m.) let in February
2006
2.28 The challenge facing Paisley is not simply Braehead, but the
choice of competing centres west of Glasgow. Few retailers
will require stores in Glasgow city centre, Braehead,
Silverburn, and Paisley too. Some retailers – such as travel
agents – have found that they can serve the Renfrewshire
market from Braehead alone. Others – such as mainstream
fashion – were expected to turn to Paisley once Braehead
became established, but have simply not renewed their
interest in the town.
2.29 A number of retail opportunity sites exist in Paisley town
centre which could accommodate future investment. These
include:
• The units formerly occupied by Etam, Littlewoods
and (shortly) Co-op
• The former House of Fraser (Arnotts) store18 and
carpark. Owners MacDonald Estates propose a
mixed-use development comprising 12,500 sq.m.
food and non-food retail, 840 sq.m. offices and
residential apartments.
2.30 It is apparent however that Paisley’s retail sector will
continue to consolidate. A lack of new prime retailers, a
wave of dis-investment19 and the knock-on effects upon
independents have caused a structural shift in the local
retail sector. To sustain a healthy town centre, many vacant
properties must revert to alternative uses. There is however
substantial complexity of building configuration and
tenures associated with Paisley’s vacant tenemental stock.
3. LEISURE PROPERTY MARKET
3.1 The share of UK household disposable income spent on
leisure has increased steadily in recent years. According
18 House of Fraser has recently dis-invested from a number of Scottish locations – Paisley, Inverness, Aberdeen, Dundee and Perth, leaving major stores in only Glasgow (one store has been converted and one flagship remains) and Edinburgh (two stores – Fras-ers and Jenners). All of the vacated stores have been taken over by developers with plans for a mix of commercial and residential uses.
19 Not restricted to Paisley – Frasers as above, Co-op and Littlewoods are withdrawing elsewhere too
to the Treasury Blue Book, around 18% is spent on leisure,
making it a major expenditure category alongside housing,
motor vehicles and shopping.
3.2 The destination of this spend is increasingly dictated by
large, drive-time based catchment areas. Major locations
such as Glasgow City Centre and purpose-built leisure parks
attract exceptional shares of expenditure from surrounding
towns and Metropolitan area. These destinations form a
natural complement to the local leisure offer in the same
way regional shopping centres sit alongside town centres.
3.3 At a town level, leisure provision tends to be aimed at a very
local catchment population. According to Experian, Paisley
town centre has 29 bars, public houses and restaurants.
SPN reports 7 leisure units on the market. Paisley also has
four health & fitness operators in-town.
3.4 There are only two leisure requirements for Paisley, both
of which seek prime pitch / high street, good secondary
fringe prime or prominent busy road locations. A further
amusement arcade is also reported to be interested in
town centre premises. There may be additional, local
requirements for town centre premises.
3.5 A number of developments (will) impact on Paisley’s leisure
market:
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• Xscape at Braehead is a new 3250 sq m leisure
and retail scheme, which opened in April 2006. The
scheme is anchored by a “real snow” indoor 200m
ski slope, an Odeon 12-screen multiplex cinema
and a 22-lane Bowlplex. Around 35 units have been
created and tenants include Trespass, Ellis Brigham,
Billabong, Nandos, Frankie & Benny’s, TGI Fridays,
Tootsies, MA Potters, Pizza Hut, PizzaExpress and
Chiquitos. The development was 90% pre-let.
• Silverburn Shopping Centre opens Autumn 2007 and
is located just over two miles to the east of Paisley.
In addition to the retail offer described, earlier there
will also be a significant element of leisure uses.
• There is a fast food village at Phoenix Business Park
comprising KFC, Burger King, Pizza Hut and Ashoka
Shack.
• In-town, Vico Properties has secured Mecca Bingo for
a site close to the Watermill via a relocation from the
High Street.
3.6 The scale of this development means that the rate at which
leisure expenditure is diverted from Paisley is likely to
increase. Some leisure operators which might previously
have been interested in Paisley will consider the local
market adequately served by the range of out-of-town
destinations.
3.7 Paisley’s future leisure market potential is therefore local.
The market opportunity is to create facilities complementary
to town centre retail, employment and residential uses, and
to extend town centre activity beyond shopping hours. This
might be termed “convenience” rather than destination
leisure, and will include bars, restaurants and cafes. Other
market opportunities could include one-off requirements
for a hotel (there is no modern hotel in Paisley) and further
health & fitness operators.
4. OFFICE PROPERTY MARKET
4.1 Office market activity in Paisley is directed towards Paisley
town centre, regeneration areas and established business
park. The town’s total office stock is 508 units, providing
just over 100,000 sq.m. of floorspace.
4.2 Figure 3 shows availability of offices for sale or let in
Paisley20 2000-2005. There are currently 69 units available
(34,000 sq.m. of floorspace). This includes 7000 sq.m.
marketed by Renfrewshire Council at the headquarters
north site, Cotton Street, as a residential opportunity.
Although the vacancy rate is artificially inflated by such
20 Includes Glasgow Airport but does not include Braehead
redevelopment opportunities, it is still very high indeed at
around 34%.
Figure 3: Paisley Office Availability (2000 – 2005)
4.3 Supply of offices in Paisley has been rising since 2002.
Anchor One (a Grade A listed conversion offering 2370
sq.m.) recently came to the market. The local market spans
a broad range of units from traditional small suites above
shops and managed business centres, through flexible
refurbished accommodation to modern business space.
4.4 Take-up of office premises in Paisley is volatile (Figure 4).
Activity can appear high where small offices on short leases
are re-let regularly. The typical rate appears to be at least
30 offices sold or let each year.
102
4.5 Enquiries for offices in Paisley are mainly from local
occupiers seeking space in the town centre. Demand is
limited. Only Cirrus, a modern office at Glasgow Airport
Business Park has generated a relatively high number of
enquiries and a recent letting of 1394 sq.m. to First Milk
Ltd.
4.6 Traditional town centre offices typically achieve rents of
around £75-85 per sq.m. for short term leases. Prime rents
are around £110 per sq.m. These are sub-marginal rents
which can support conversion of existing premises, but not
new-build. There is some evidence of demand for owner-
occupation in Paisley. Capital rates for sales of traditional
offices are £450 - £750 per sq.m.
FIGURE 4: PAISLEY OFFICE TAKE-UP (2000-2005)
4.7 Market competition is intensive and new offices must
compete strongly in terms of price, surrounding amenities
and location. Good quality office space being offered to the
market around Paisley includes Anchor One and Braehead
Business Park. These two developments alone will satisfy
much of the local and mobile demand seeking new and
refurbished office space.
4.8 In addition to these new (re)developments, recent office
refurbishments in Paisley such as Mile End Mill and
Mirren Chambers have succeeded by providing centrally-
located premises on terms acceptable to the market. For
the foreseeable future this affordable redevelopment/
conversion market for lease or owner-occupation will remain
Paisley town centre’s best prospect for attracting office
market investment and activity.
5. RESIDENTIAL PROPERTY MARKET
5.1 The Paisley residential market has experienced growing
demand and prices in recent years. The drivers of growth
are smaller households, stock renewal and good economic
fundamentals (high employment and low interest rates).
Paisley is also beginning to benefit from overspill from the
Glasgow market and good external communication links.
The rental market in Paisley has also expanded alongside
the University of Paisley.
5.2 Table 5 and Figures 5 and 6 show average prices for
secondhand and new-build houses in the PA1 postcode
area, alongside numbers of units transacted. The
secondhand market has achieved c3,000 sales per annum
since 2001, while the new-build market has fluctuated
between 220 – 422 sales. Prices in both sectors have
increased rapidly; by 8% per annum over since 1996 for
secondhand houses and by nearly 11% per annum for new
houses21. The 2005 average price of £91,824 is below the
average Scottish house price for second hand dwellings of
£105,097.
21 It is possible that new-build house prices are not mix-adjusted, meaning that larger units would account for some of the growth in prices.
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Table 5: House Prices & Transactions In Postcode Area Pa122 (1��6-2005)
Year Secondhand New-build
Average Price£
No. Average Price£
No
1996 42,675 1,437 73,661 241
1997 44,324 3,443 73,306 371
1998 46,208 3,223 74,180 303
1999 50,903 2,896 79,738 233
2000 51,991 3,593 82,433 422
2001 57,693 3,427 112,241 351
2002 61,812 3,510 111,279 317
2003 71,178 3,684 142,773 333
2004 90,706 3,405 219,768 220
2005 91,824 3,233 201,930 286
Source: I-Spolis
Figure 5: Average Price & Number of Transactions for Secondhand Dwellings in
Postcode Area PA1 (1��6-2005)
22 Post Code PA1 represents Paisley Town Centre
Figure 6: Average Price & Number Of Transactions For New Build Dwellings In
Postcode Area Pa1 (1��6-2005)
5.3 The level of new house-building in Renfrewshire is below
estimated need. For the period 1998–2002, new supply
was only 76% of the estimated demand. The annual
building ratio was 0.80, well below the Scottish average of
0.9823. Forecast development for 2006 and 2007 is 800
units and 850 units respectively, indicating a rising trend.
5.4 Recently there have been a large number of new-build
one and two-bedroom flats on the market in Paisley.
Developments include:
23 Prospects For The Scottish Housebuilding Industry 2004-2007 By Mackay Consultants.
• Persimmon Homes, in conjunction with Historic
Scotland and The Phoenix Trust, recently completed
restoration of the former Thread Mill (Anchor Mill)
into one and two-bedroom apartments, two-bedroom
triplex and two, three and four-bedroom duplex
homes. Prices are between £225,000 - £299,000
(reflecting a capital sales rate above £2000 per
sq.m.)
• Wallace Court near St Mirren football ground was
completed in early 2005. This is a mid-market
development where two-bedroom flats can reach
capital sales rates of between £1300-£1400 per
sq.m.
• Two bedroom flats at Seedhill Road and St Andrews
Court were recently sold in the region of £90,000.
5.5 Market evidence suggests there is continuing high demand
for one and two-bedroom flats in Paisley for owner
occupation and for the buy to let market.
• Carvill is currently developing the Weave site, a 121-
property scheme featuring two-bedroom apartments
to three-bedroom houses. The site is in close
proximity to both Canal Line and Gilmour Street train
stations.
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• The Spires is located off Gockston Road near the
town centre. The 127 properties comprise semi-
detached and detached homes from £130,995.
5.6 These developments are notable for providing a mix of
accommodation types in the middle and upper markets,
within proximity of Paisley town centre.
5.7 Renfrewshire Council reports 59 known or potential
housing sites24 in Paisley. Twenty-four of the sites are under
construction, 18 have planning permission, 13 are potential
sites and 4 are Local Plan sites. From the 24 sites under
construction, 18 are private housing sites. Table 6 shows
the breakdown of programmed completions for Paisley
based upon known planning applications and developer
intentions (this is the reason that the figures tail-off).
Table 6: Programmed Housing Completions in Paisley Year 05/06 06/07 07/08 08/0� 0�/10 10/11 11/12 Post
2012
Programmed Completions
487 425 445 320 179 109 4 333
Source: Renfrewshire Council
24 In order to qualify as a housing site there must be potential for 4 or more dwellings
5.8 The largest town centre residential development site
is Renfrewshire Council’s 1.15-hectare (6592 sq.m.
floorspace) headquarters north site, Cotton Street.
Expressions of interest are currently invited from
prospective developers.
5.9 Although price inflation in the housing market has slowed,
the economic fundamentals remain sound. However,
in common with many West of Scotland towns demand
in Paisley is finite due to adverse population trends.
Residential development is expected remain a major driver
of town centre investment, activity and diversification in
Paisley for the medium term.
RYDEN
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1. INTRODUCTION
1.1 The purpose of this report is to contribute to the Paisley
Town Centre study commissioned by the Paisley Vision
Board. The report:
• considers existing transport and access issues in
Paisley Town Centre through an analysis of key trip
generators/attractors for pedestrian and vehicular
traffic
• assesses the strengths and weaknesses of the
current transport facilities and services
• identifies transport options to enhance the vitality
and operational efficiency of the town centre, and
• suggests potential measures that could be
implemented to improve the situation
2. TRIP GENERATORS AND ATTRACTORS
2.1 There are a variety of facilities and attractions in Paisley
town centre which may generate trips. The primary reasons
for visiting the town centre include:
a n n e x 5t r a n s p o r t a n d a c c e s s
• shopping trips, sometimes combined with access to
food, drink and other leisure activities
• access to other retail services
• travel to work
• travel to study
• access to civic and administrative functions
• transport interchange
2.2 Despite the evidence of decline in retail activity and
town centre jobs, Paisley is still a large shopping and
employment centre. The town is the administrative
centre of Renfrewshire Council, which has its principal
buildings in the town centre. There are numerous public
and administrative buildings, including law courts, a large
police station and the regional offices of Communities
Scotland.
2.3 The University of Paisley’s main campus is located just off
the High Street, on the south-west side of the town centre.
Reid Kerr College is located to the north-east of the town
centre, close to the M8 (junction 27). There is a variety of
leisure and cultural facilities including the Lagoon Leisure
Centre, Paisley Central Library, the Paisley Museum & Art
Gallery, the Paisley Arts Centre and Coats Observatory.
2.4 Paisley is located close to the M8, with links to the
motorway east and west of the town. It is also within easy
striking distance of Glasgow Airport. The town is particularly
well served by rail service to Glasgow and the Clyde coast,
and is also an important hub for an extensive range of local
and sub-regional bus services.
3. TRANSPORT MODES: STRENGTHS AND WEAKNESSES
WALKING
3.1 Paisley’s key radial roads provide direct, if in sometimes
inhospitable, routes into the town. However, pedestrian
access to the town centre is made significantly more difficult
by the presence of an effective ring-road, which creates a
real physical barrier to walking into the town centre. While
there are pedestrian crossings at junctions around the
ring road, these often involve several stages and in some
locations significant waiting times.
3.2 Paisley town centre offers a generally agreeable
environment especially in the pedestrianised central retail
area and there are some information signposts in the core
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pedestrian area. However, away from the pedestrianised
area, many streets are unwelcoming and there are particular
problems with derelict sites and buildings, litter and graffiti.
These contribute to a sometimes threatening environment,
and there are reported problems of anti-social behaviour
– for example, people drinking in streets and public spaces
- and fear of crime, especially in the evenings.
CYCLING
3.3 The town centre does not have a comprehensive network
of cycling connections or facilities. Apart from National
Cycle Route 7 (from Carlisle to Inverness), the Paisley and
Clyde Railway path (part of NCR 75 - Clyde to Forth Cycle
Route) and some sections of Glasgow and Clyde Coast Cycle
Route, which run to the south and east of Paisley, there is
little in the way of strategic cycling provision in the area.
With the exception of a few disconnected sections of local
cycleway, access to the town centre from outlying areas is
problematic as cyclists must use the general road network.
Facilities, such as cycle parking or storage within the town
centre are also limited, with only a few parking stands in the
pedestrianised zone.
3.4 Consultation with the local authority suggests that at
present there is little cycling activity in the Paisley area and
low demand for facilities, but this may be a self-fulfilling
prophesy.
PUBLIC TRANSPORT
3.5 Paisley is as a well-connected town with frequent public
transport services. This means that it is relatively easy for
residents of the catchment area to get to the town centre,
but it is also easy for them to leave and travel to larger more
attractive retail centres such as Glasgow and Braehead.
3.6 Paisley is well-served by rail services to and from Glasgow,
Inverclyde and Ayrshire. There are eight train services per
hour between Paisley Gilmour Street and Glasgow Central
Monday to Saturday in both directions (less frequent on
Sundays). In addition there is a half-hourly train service
between Paisley Canal Street and Glasgow Central Monday
to Saturday in both directions (no Sunday service). All rail
services are operated by Strathclyde Passenger Transport
(SPT). Despite the high frequency of trains serving Paisley,
there are quality issues relating to the station infrastructure
and information provision.
3.7 Paisley town centre is well-served by high frequency day-
time bus services to/from suburban areas, neighbouring
towns, Braehead and Glasgow. However, there are problems
with service quality, especially among the numerous smaller
operators. Evening and weekend services are less frequent.
3.8 The bus-waiting infrastructure in the town centre is generally
of high quality with most bus shelters well-used and in
good condition. By contrast, bus stances in Central Road are
poorly lit, inhospitable and unwelcoming. There is also a
problem with information provision for bus services to/from
the town centre.
3.9 Taxi ranks are located at various points around the town
centre. Taxis are permitted to use the bus-only sections of
Gauze Street and Causeyside Street, maximising their ease
of circulation in the town centre.
PRIVATE CAR
3.10 Paisley has easy access to/from the strategic road network
and is easily accessed by car from most directions via its
good radial routes. These include the A726 to the south-
east, the A761 and M8 to Glasgow the east and north-east,
the M8 to the north and north-west, the A761/A737 to the
west and south-west.
3.11 The town centre is effectively bounded by a partial ring-road
on the south and east sides. The north and west sections
of the ring are less heavily used (in part due to the low
bridge restrictions on Underwood Road). This ring-road is a
dual carriageway for most of its route and from observation
appears to be functioning within capacity on most sections.
However some junctions on this ring-road are large and
complicated, with junctions and traffic signals that are
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WALKING – STRENGTHS
3.16 Provision for pedestrian activity within Paisley town centre
is relatively good, with a high quality pedestrianised zone
around the main retail area. There is good potential for
walking activity to/from the town centre as many residential
areas are located quite close to the town centre. The
demography of town centre users includes high proportions
of low-income residents (such as the unemployed, students
and pensioners), for whom walking is an attractive option.
3.17 Increased pedestrian activity could help to improve the
vitality and viability of Paisley town centre. As walking
is used at both beginning and end of most journeys,
there is scope to increase distances walked and access
alternative routes. High pedestrian footfall, and attractive
and functional pedestrian routes, can improve the entire
environment and character of the area. Waterside routes
are often particularly attractive and well-used, and the
White Cart Water riverside could provide opportunities for
improvements to town centre access.
WALKING – WEAKNESSES
3.18 The effective ring-road around the town centre creates
a barrier for pedestrians and the severance of walking
routes from residential areas into the town centre is a
problem. Pedestrian routes that are indirect, inconvenient,
especially difficult for visitors. The heavily engineered
character of the ring road makes it hard for motorists
to orientate themselves in relation to the ring road.
Signposting on key approach rotes and on the ring-road is
often confusing, unhelpful and lacking key directions such
as to the town centre itself.
3.12 Circulation within the town centre is problematic mostly
due to difficulties with orientation and navigation. The town
centre is difficult to ‘read’ for many motorists, especially
those unfamiliar with the area, partly due to physical
barriers such as the river, the railway embankment on the
north side of the town and the dual carriageway ring-road.
These barriers limit visibility of potentially key town-centre
identifiers such as the Town Hall and the Abbey.
3.13 Most of the roads in and around the town centre appear to
be operating within capacity at most times and there are few
significant queuing problems at junctions. However there
is some peak hour congestion, especially on approaches
to and around the eastern and southern sections of the
ring road. In addition, the local road network is highly
susceptible to the knock-on impacts of problems on the M8.
3.14 There are two multi-storey car parks in the town centre;
at the Piazza (365 spaces) and at the Paisley Centre (520
spaces). In addition there are several council-operated
surface car parks for long and short-stay parking and also
some areas of on-street parking provision. Both the multi-
storey and surface car parks have some on-street signing.
3.15 Parking within the town centre has been studied separately
(Buchanan) and it has been found that in parking supply
is adequate in order to meet demand, with a weekday
occupancy ratio of approximately 85%. This is considered
to be the optimum ratio of demand to capacity in order to
balance high town centre activity levels with low search
time. However, the report also notes that, taking account
of Renfrewshire’s minimum parking standards and SPP17
maximum standards, the town centre could technically be
described as being under provided with parking. It suggests
that the vitality of Paisley town centre could be improved by
a decrease in long stay parking and an increase in short-stay
provision. A separate study by Faber Maunsell has found
that satisfaction with the quality of Paisley’s off-street car
parks (both multi-story and surface-level) by existing users
is also relatively high.
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or encounter substantial delays are unlikely to encourage
walking to, from or around the town centre. In addition some
pedestrian routes conflict with other modes, for example at
the pedestrian crossing on Causeyside Street, buses queue
across the crossing for the adjacent bus stops.
3.19 Within the town centre, the sometimes inhospitable and
threatening atmosphere can be a significant deterrent to
walking in the area. A more safe, secure and welcoming
environment is needed, especially at night and in some
locations such as bridge arches that are dark and secluded.
A lack of surveillance, overlooking uses and low activity
levels can have a direct impact on pedestrian feelings of
safety and security.
3.20 Navigation in the town centre when on foot can be
somewhat problematic. Orientation is difficult for those
unfamiliar with the town layout and while Paisley does
have some clear landmarks (the Abbey, Town Hall, and
Observatory) they are often not visible from the street. Some
pedestrian signing for navigation and information does exist
but the stands are not immediately noticeable and they
contain too much detail with too small print size to be easily
read and useful.
CYCLING – STRENGTHS
3.21 While there are few existing provisions for cyclists in terms
of either routes or facilities such as storage, the relatively
‘blank canvas’ means that there is great potential for the
development of a well-connected and integrated cycling
network. Paisley has the opportunity to carefully plan and
create a user-friendly network, closely aligned with existing
and future desire lines. The White Cart Water riverside in
Paisley could provide an ideal opportunity for mixed-use
access improvements to the town centre.
3.22 There is also significant potential for improvements to
cycling facilities in the town centre such as sheltered cycle
storage within the pedestrianised zone or secure locked
storage at Gilmour Street Station.
CYCLING – WEAKNESSES
3.23 Cycling activity into and around the town centre area is
presently believed to be very low, with poor provision of
routes and facilities. The current lack of dedicated tracks
obliges cyclists to share heavily trafficked roads. The
present regime does nothing to encourage cycling as a
healthy and sustainable mode of transport.
Public Transport – Strengths
3.24 Paisley has a wealth of public transport services including
frequent bus and rail services to/from the town centre and
key surrounding locations such as Glasgow City Centre. It
is easy for local residents to access the town centre area
by bus from most surrounding areas during the day. There
are high quality bus shelters on Gauze Street, Smithills
Street and Causeyside Street. There is also a good presence
and availability of taxis within the town centre area from a
number of taxi ranks.
PUBLIC TRANSPORT – WEAKNESSES
3.25 The quality of the public transport services to and from
Paisley is very variable. There is particular concern about
the quality of bus services provided by some of the smaller
bus operators. Buses on some routes are often old,
inaccessible and dirty, and services can be late or not run
at all. Unattractive public transport services drag down the
overall image of the town centre environment and give a
poor impression of Paisley to new and regular visitors alike.
3.26 While daytime bus services are generally in plentiful supply,
evening and other non-peak services are at best infrequent
and sometimes non-existent.
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3.27 Information provision for bus and train services is generally
poor. Train timetables are available on request, but are not
easily accessible or obviously on display. Bus, train and
coach information is provided at the Strathclyde Passenger
Transport information office on Causeyside Street. However
this is not easy to locate and is too distant from either
the rail station or bus stops to be immediately useful for
travellers.
3.28 Finally there are also some quality issues with public
transport infrastructure in the town centre. While some bus
stops are of high quality, those on Central Road, under the
Piazza Multi-Storey Car Park, are very poor. This area is dark,
inhospitable and unwelcoming. It is not obviously a key bus
interchange location from its external appearance; it has
poor pedestrian access and can have a very threatening
feel, especially for new visitors or more vulnerable groups.
In addition buses frequently queue into, through and out
of Central Road, which creates localised congestion and
trapped pollution, meaning that the area will soon be
designated as an Air Quality Management Area.
3.29 Visitors to the rail station also experience difficulties with
infrastructure quality. Firstly the station entrances/exits are
not easily visible from all directions, despite its prominent
central position in the town. Internal station circulation and
navigation is difficult as routes to/from the platforms are
not immediately obvious. Also the station platforms are set
on an embankment making them susceptible to inclement
weather, and have little in the way of furniture or shelter,
making for a generally bleak and inhospitable waiting
environment.
PRIVATE CAR – STRENGTHS
3.30 Paisley is well located in relation to the strategic road
network and has good highway approaches from all
directions. The town centre has an effective ring-road
arrangement with apparent space capacity especially on
the west and northern sections. This ring-road effectively
funnels traffic around the town-centre periphery, keeping
peak-hour congestion and its associated negative impacts,
such as noise and air pollution, away from the commercial
centre and historic core.
3.31 Parking within Paisley has been thoroughly reviewed in
two separate studies on demand/supply and customer
satisfaction. Broadly there is a plentiful supply of parking for
those visitors who choose to drive to the town centre and for
existing users there is good satisfaction with current parking
facilities. There is also a supply of car parking spread across
the town centre area, meaning that most attractions are
served by at least some parking provision in close proximity.
3.32 The Piazza multi-storey car park is very well located in close
proximity to many of the shops, including the Piazza Centre,
the High Street, and the Paisley Centre. In contrast, the
Paisley Centre multi-storey car park is located to the south-
west of the town, between the Paisley Centre and the Paisley
University campus. It has more spaces than the Piazza
car park, and is of higher aesthetic quality, with a more
convivial atmosphere.
PRIVATE CAR – WEAKNESSES
3.33 Driving into and around Paisley town centre can be a
confusing and disorientating experience. The quality of
signing on some approaches is poor, causing confusion and
a stressful driving experience. On some larger signs there
is serious case of information overload, while some key
features/attractions (such as car parks, the university and
the town centre itself) are not clearly indicated. This makes
locating the town centre from the strategic and local road
network highly problematic, especially for new visitors. In
contrast, signing to the strategic road network such as the
M8 is mostly quite clear, once again helping visitors to leave
Paisley rather than enter the town centre.
3.34 However signing is a vitally important navigation aid for
drivers arriving in Paisley town centre as there are many
barriers which make the town centre very difficult to ‘read’
110
for many motorists, especially those unfamiliar with the
area. From most of the main approach roads it is not
possible to see key features of the town such as the Abbey,
Town Hall, rail station or the main High Street, any of which
may give an indication of the direction of the town centre.
Physical barriers to this visibility include the canal, the
railway embankment across the northern edge of town and
the dual carriageway ring-road.
3.35 Signing to car parks is also poor on many approaches.
Where the Piazza and Paisley Centre car parks are signed,
there is only a blue P and the names Paisley Centre and
Piazza. There is no mention of the words ‘parking’ or ‘car
park’. Even on arrival at these car parks from the key
approach roads, the car parks themselves are difficult to
find, especially the entrance to the Piazza Centre car park
which is very inconspicuous. Signing to the many small,
scattered short and long-stay surface car parks is also poor
with just small one-off signs on the direct approaches.
These signs often don’t give any indication of the number
of spaces available or what other attractions are in a similar
direction (i.e. what destinations may be convenient for users
of this car park).
3.36 Car parking provision itself is scattered and confusing
with no apparent coherent strategy in relation to parking
location, pricing or the balance between short and long-
stay. Access to and from the car parks, especially the two
main multi-storeys, from the ring-road and elsewhere within
the town centre area, is very convoluted. The exit route from
the Piazza car park is particularly difficult as it requires a
left-turn into Central Road and then another into Smithhills
Street in order to go under the railway embankment
bridge and into the northern gyratory system. This route is
frequently heavily congested with queuing buses and taxis,
and as a result car drivers often disregard the regulations
and turn right into either Central Road or Smithhills Street in
order to more quickly exit the town centre area.
3.37 In comparison with the large, well-designed and free car
parks at other locations such as Braehead shopping centre,
parking in Paisley town centre is highly tortuous and
therefore a disincentive to visit. The internal layout of the
multi-storey car parks, especially the Piazza car park, is
difficult both for circulating vehicles and for pedestrians,
due to limited internal space. Pedestrians walk on the
vehicle ramps in order to move between levels and the
route to the shops and town centre is not shown. In addition
the opening hours of the car parks, particularly the multi-
storeys, are restricted especially at night, which constrains
the potential success of any evening leisure industry such
as pubs and restaurants.
3.38 Traffic circulation within the town centre is also problematic
due to the constantly changing direction of the ring-road
arrangement. This presents the motorist with a continually
shifting orientation in relation to the town, which is made
even more disorientating by the inability to see, or even
visualise, the town centre.
3.39 Finally significant peak hour congestion is observed on
some key routes, especially on approaches to and around
the eastern and southern sections of the ring road. The local
road network is known to be highly susceptible to the knock-
on impacts of congestion problems on the strategic road
network such as the M8.
4. MEASURES/IMPROVEMENTS
WALKING
4.1 There is a definite need for a safer and more welcoming
environment and atmosphere on pedestrian routes to, from
and within the town centre. It is suggested that in order to
meet this need a focussed walking (and cycling) strategy
should be developed to create a coordinated programme
of works for pedestrians (and cyclists). These schemes
would address security issues, navigation problems and the
current lack of useable attractive infrastructure provision for
pedestrians.
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4.2 Dark, secluded locations must be reduced and surveillance
and lighting enhanced to reduce the perception of crime
(and fear of crime) in the town centre. This could be
through the careful design of pedestrian routes, the use
of CCTV in key locations such as in the town centre, in
car parks and under bridges, and through an increase in
police foot patrols. Key pedestrian corridors should also
be identified where there is clear potential for significant
pedestrian movements. Such routes are likely to run from
the residential periphery into the town centre core, and also
link to other strategic transport infrastructure such as the
national cycleways and the train station. This will enable the
concentration of resources and allow natural activity levels
to enhance the feeling of safety of these routes.
4.3 In addition, new developments should be designed so as
to be more outward-looking, with windows overlooking
streets, footpaths and public spaces, in order to increase
natural surveillance levels. A conscious effort must be made
to ‘design-out’ any locations with potential to encourage
loitering, unfriendly groups. Where new lights are installed,
or old lights replaced, they should use high-pressure
sodium (SON) lighting which gives a whiter light with better
colour definition thus appearing brighter and feeling safer.
4.4 The river-side of the White Cart Water has significant
potential as an attractive pedestrian route into town,
especially from the south-east and the new up-market
residential redevelopment of Anchor Mill. However the
success of any new or revamped pedestrian route is
dependent on its image as a clean, safe and pleasant
walking environment. In order to achieve this ideal, the
incumbent image of squalor and neglect must be overcome.
This would require the regular removal of litter from the river
and its environs, cleaner and better-lit paths, and improved
green spaces with extra landscaping along the riverbanks.
4.5 The most direct route from the Anchor Mill building towards
the town centre is via the Seedhill underpass, which is dark,
filthy and covered in graffiti. If this underpass could be
cleaned, upgraded with new lighting, CCTV, and more open/
inviting entrances, and linked with a user-friendly riverside
footway, it could provide a highly attractive alternative to
crossing the busy dual-carriageway of Mill Street.
4.6 The pedestrian crossing arrangements of the ring-road also
need to be addressed in order to facilitate quicker and
easier pedestrian movement. Improvements at appropriate
locations should include giving greater time priority to
pedestrian phases at signal junctions and providing more
roadspace for pedestrians by increasing pavements widths
and island-refuge sizes at crossings. The negative impact
and priority of the hard road environment at these junctions
could also be softened to include some strategic planting
and differentiated crossing surfaces. Such measures will
encourage walking into the town centre and reduce the
isolation of residential suburbs from the core area. It will
also therefore limit the natural inclination for local residents
to drive into town, which creates peak-hour congestion.
4.7 However such improvements should give heed to their
potential impact on reduced traffic through-put and
increased queues and so be at appropriate, carefully-
selected locations such as the Glasgow Road/Mill Street/
Gauze Street junction, and at the junctions on either end of
Gordon Street.
4.8 Once in the town centre, pedestrians are relatively well
catered for, with a clean and tidy pedestrian core (albeit
slightly let down by unkempt vacant shop fronts). However
there is a lack of quality pedestrian signing to aid navigation
and direct movements between locations. This is especially
important for new visitors to the town, for whom it is
difficult to establish bearings on immediate departure
from the car parks or the rail station. Paisley town centre
has considerable quality of its built heritage, and if visitors
to attractions such as the Coats Observatory and the
Museum/Art Galleries are to be retained, or even potentially
expanded, then pedestrian visitors need to be better catered
for.
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4.9 Signposts should be highly visible at key junctions and
decision points and easily identifiable from some distance
away. They should show large, high-level direction arrows to
key town centre locations, including visitor attractions, the
Tourist Information Centre and the Rail Station. In addition,
a clear and colourful town centre plan is useful at eye-
level, with some detailed information on local attractions if
desired.
CYCLING
4.10 At present there is little in the way of cycling provision
to/from and within the town centre. If there is a desire to
capitalise upon the potential for increased cycling activity,
then the provision of facilities needs to be improved. This
could include planning a quality network of on and off-road
cycle routes from surrounding residential areas to the town
centre. On-road routes on key radials could simply involve
the installation of distinguishing road-markings and signs to
indicate the presence of cycle lanes. This greatly increases
the awareness of and thus safety of cyclists. Advanced stop
lines with box markings should be provided in order to allow
then safe passage through junctions, especially some of the
more complicated signal junctions on the ring-road. Covered
and secure cycle storage facilities will also be required in
the town centre at key locations e.g. the High Street, outside
the University and at the rail station.
4.11 If these facilities are to be fully utilised, a strategy of
marketing and initial incentives will be required to stimulate
demand. The focus should be on provision of information
on an individual’s travel choices, targeting University and
college students, journeys to school and work (especially for
lower-income groups) and on the health benefits of cycling,
advertised through GP surgeries.
PUBLIC TRANSPORT
4.12 The quality of public transport infrastructure provision
in Paisley town centre needs to be significantly raised
if the overall image of the town is to be improved. When
Paisley Gilmour Street becomes an interchange station
for the Glasgow Airport Rail Link, it is expected to receive
considerably more visitors and transfer passengers than at
present. This will significantly increase the profile and role
of Paisley Gilmour Street station above its current status.
Realistically many passengers may simply be transferring
between services, or even staying on the train while it is
stopped at the station, so the platforms of Gilmour Street
station may be all they see of Paisley. The aesthetic quality
of these platforms is therefore likely to be significant for
many people’s future image of Paisley as a place.
4.13 If the currently bleak and inhospitable platforms can be
transformed into more comfortable and welcoming waiting
places, this is likely to substantially improve the image and
reputation of the whole town. Most people’s impressions
and memories are formed either at the start or end of a
process, so the station is the key to creating a positive
arrival and departure point for trips to Paisley. This could be
achieved by the installation of clean, bright and comfortable
platform waiting facilities including seating, toilets and
refreshment facilities such as a café and snack machines. In
addition the movements between platforms and into/out of
the station could be improved by better internal signing.
4.14 More also needs to be made of Gilmour Street station as a
gateway to the town and as a key centre of public transport
interchange. Although the station name is in large letters
on the railway bridge, the station entrance door is not at
all clear from the outside on either County Square or Old
Sneddon Street. Despite its prominent central position, the
station is difficult to find from elsewhere in the town as it
cannot be easily seen or identified and pedestrian signing
to it is poor. These issues can be simply addressed though
some investment in town centre signing and the external
character/image of the station.
4.15 There should additionally be better integration between
the rail station, the taxi rank on County Square, the bus
stops on Central Road (plus the airport bus stop on Old
Sneddon Street) and any new infrastructure provision for
pedestrians and cyclists. This is an ideal location for such a
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key transport interchange, within easy walking distance of
all town centre activities, yet conveniently close to the town
edge to provide quick and easy access for buses and taxis.
This could be simply achieved through the naming, and
signposting of the area as a transport hub.
4.16 Such plans should also incorporate the upgrading of Central
Road bus stops. This could involve the total redevelopment
of the entire area or a simple refurbishment. At a basic level,
the underside of the car park infrastructure could be painted
white and kept clean, the few dingy orange lights replaced
with SON lighting as described above, the dirty netting on
the archway over the river could be cleaned or removed,
and rubbish cleared from the access road. The entrance to
the Piazza shopping centre should also be opened up made
more eye-catching and levelled to be more accessible for
wheelchairs and pushchairs.
4.17 At a more extreme level, in order to dramatically improve
the Central Road vicinity, which is desperately needed, more
acute measures could be taken. These could involve the
relocation of the Piazza centre car park, and the removal
of the overhead concrete structure, thus ‘opening-up’
Central Road to create a proper bus station. This would
open the road to natural daylight, making it more attractive
and feeling safer. A glass roofed structure could be used
to maximise the natural light yet still provide shelter for
waiting passengers. This would also have the added bonus
of potentially reducing the pollutants which currently get
trapped under the Central Road car park, creating a severe
air quality problem. This would include regular and reliable
services going when and where there is passenger demand
and a modern accessible low-floored/kneeling bus fleet with
access for those with impaired mobility and wheelchairs,
buggies and prams.
4.18 Bus service quality also needs improving in the town centre.
Several of the less-reputable operators run unreliable
services with old inaccessible vehicles, thus providing the
customer with a less-than-satisfactory travel experience. If
bus travel is to be encouraged as affordable, accessible and
congestion-busting transport, then services need to be as
attractive as possible. The council should therefore make
efforts to reach contractual arrangements with bus operators
to ensure enforceable minimum quality standards and to
improve customer service.
4.19 A final key section of public transport measures involves
the provision of information relating to public transport
services. At present this provision is essentially non-existent
in any useful location. There is a SPT information office on
Causeyside Street, which is too far from the rail station and
most bus stops in order to be practically useful, and train
timetables can be requested from the ticket office at the rail
station. However there are almost no bus timetables actually
at the bus stops, and there is little information available on
the rail station platforms.
4.20 In order to improve the situation, information provision
should be rationalised into a one-stop-shop for all public
transport information, including local buses, trains and
longer-distance coach and ferry services. In addition, a
branding and marketing strategy should be developed to
create a strong brand image and campaign for the future of
Paisley. This should be closely aligned with its key transport
interchange role. Marketing and availability of information
materials can have a significant impact on retail vitality and
public transport patronage, particularly when aligned with
service and infrastructure improvements.
PRIVATE CAR
4.21 Car drivers are the most affluent section of society and it
is these customers that have been lost to other shopping
centres such as Braehead and Glasgow city centre. In order
to maintain a core retail market, whatever type and order
this may be, and to prevent further loss to other competitive
centres, current shoppers in Paisley must be retained. This
will be best achieved through the diversification of activity
in the town centre and through an improved image of Paisley
to retain higher-income shoppers and prevent further
decline.
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4.22 The creation of this improved image and reputation is
dependent upon an ameliorated town centre environment.
The focus must be on developing the general perception
of a more attractive town centre location. One simple way
to do this is to better announce a driver’s approach to,
or arrival at, the core of the town centre. Due to physical
barriers such as the railway embankment limiting visibility
to key landmarks, a driver on the ring-road may have no
idea how close or far-away they are from the town centre.
Through improved signing, public realm investment and
new developments, a series of attractive urban ‘gateway’s’
could be created. These would welcome visitors to the town
centre, and could better intercept drivers on the key radial
routes and ring-road, thus drawing them into the town
centre.
4.23 The core of the town centre is relatively compact, and must
become more so in order to revive its vitality. This core area,
including the Abbey, Town Hall, the High Street and County
Square therefore needs to develop a proper sense of place
and arrival. This is connected to the previous mention of a
branding and marketing exercise to give the town centre a
positive and distinctive identity.
4.24 For car drivers, a key to improving their perception of Paisley
is through the provision of car parking facilities. There is a
need for a well-thought-out, clearly defined and coherent
parking strategy for the town centre. The future of the town’s
car parks needs to be carefully considered directed and
managed to optimise the performance of the car parking
supply. Other factors for inclusion in the strategy should
include short and long-stay balance, parking locations,
signing, pricing and opening hours.
4.25 The current peripheral long and short stay surface parking
should be rationalised to reduce the random and incoherent
scatter of parking that presently exists across the town.
Long-stay parking should be severely cut to reduce workers
driving to work in the town centre and causing peak-hour
congestion. Some long-stay parking provision should be
retained closer to the rail station to provide a Park and Rail
facility to Glasgow. But this should be heavily charged to
ultimately restrain private car use and manage demand for
town centre roadspace.
4.26 The more peripheral short-stay car parks (outside the ring-
road) should be used to create small parks in the immediate
term and redeveloped in the longer term. Short-stay parking
supply should be heavily concentrated in locations within
the town centre, in close proximity to the High Street and
core area of activity.
4.27 One suggestion is to remove the dismal Piazza car park from
above Central Road and to locate a new facility to the rear
of the old Arnotts quadrant on the other side of Smithhills
Street. This would allow the thoughtful design of a large,
bright user-friendly car park to cater for much of the town
centre parking demand. Yet it would still be sufficiency close
to the core town centre activities and the Piazza Centre to be
attractive.
4.28 One of the major problems with parking provision at present
is the problematic access arrangements are compounded
by the lack of clear signposting to available spaces. It is
suggested that car parking provision is rationalised to four
main locations in the town centre:
• the Paisley Centre multi-storey (short stay - re-named the University or West car park)
• the Piazza multi-storey (short stay - possibly relocated to the Arnotts site - re-named the North car park)
• around Loanend (long stay - called the South car park)
• Moss Street (long stay - called Station parking)
• weekend shopper spaces under Renfrewshire
Council’s south building
4.1 Once this has been achieved signing to the car parks will be
much simpler, as only two car parks with available spaces
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would be signed from each main approach to the town (one
long stay and one short stay). The signs should contain the
full new name of the designated car park and ideally be a
variable message sign with real-time information indicating
numbers of free spaces. This will allow drivers to be
funnelled to the most appropriate car parking space, without
the need to drive around searching for a space which causes
congestion and driver frustration.
4.2 Car park opening hours should be reviewed in order
to support the prospect of an evening leisure and
entertainment economy. Safe and secure parking in the two
multi-storey car parks may encourage evening visitors to the
town. In addition a pricing policy should be developed to
encourage short-stay and shoppers parking, but discourage
the long-stay parking which leads to peak-hour congestion.
Paisley’s major retail competitor is Braehead shopping
centre which provides free parking in close proximity to
all of the stores. Paisley could develop a simple short-stay
schedule that offers, for example, free parking for up to two
hours, and £2 for two to four hours. Long-stay pricing should
be optimised to balance capacity and demand with revenue
generated.
4.3 However it is not only parking signing that is currently
problematic. Road signs on some key radials and
approaches suffer from a case of information overload with
drivers not fully able to absorb the plethora of information
and select their desired destination in time. Destinations
selected to go on each sign-post need to be simplified and
reduced to major trip attractors, such as the town centre and
abbey, nearby car parking, and some (the most relevant in
terms of sign location) of the University, the Royal Alexandra
Hospital and the M8/airport. Signing is also key to the
strategy to create a brand for Paisley and to introduce
gateways to indicate a sense of arrival in the core area.
4.4 There are a number of specific traffic management schemes
which could be used to draw visitors closer to the town
centre and improve town centre circulation. These include
the re-opening of Smithhills Street and the eastern end of
Gauze Street to general traffic to increase private vehicle
penetration of the core area. In relation to this, is suggested
that some one-way routes could be reversed so that
Abercorn Street and the Smithhills Street bridge become
one-way into town, and the Gilmour Street bridge arch
becomes one-way out-of town. This would be connected to
access arrangements for a new multi-storey car park on the
mixed-use Arnotts site and the removal of Central Road car
park.
4.5 It is also suggested that some attempts are made to simplify
or clarify the functioning of the ring-road at either end of
Gordon Street, and at the Gauze Street junction. These are
currently large and complicated junctions with many lanes
and movements for pedestrians and vehicular traffic are
often unclear. It is hoped that these could be simplified,
whilst giving greater priority to pedestrians at the junctions.
4.6 Finally the use of Bridge Street and Cotton Street could be
downgraded as part of the development in the area of the
Council’s north building to regenerate the area to the east of
the Abbey precinct. This route does provide a key alternative
to the ring-road for some north-south traffic movements
and may become more important if the Arnotts site is
redeveloped to incorporate a new multi-storey car park.
4.7 However at present it is considered appropriate to install
some traffic restraint measures on this route in the historic
Abbey vicinity. This would aid pedestrian movements from
the east of town and the north building redevelopment,
towards the town centre. Such features could include the
creation of a continuous share-use surface with flushed
kerbs or traffic table arrangement. Paving, perhaps with
different coloured or shade bricks, could be used to
distinguish the footway from the carriageway but the
level surface would create a greater balance of priority for
pedestrians, vehicles and other road users. Other measures
could include narrowing of the carriageway especially at the
end junctions, horizontal deflections of the road (chicanes
or splitter islands), and planting.
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5. CONCLUSIONS
5.1 It is clear that there is a need for realism in all the
aspirations proposed for the regeneration of Paisley town
centre. The aim should be to make Paisley town centre as
successful as it can reasonably be, given the external forces
and pressures that it faces.
5.2 The focus should be on making Paisley Town Centre as
attractive and distinctive a location as possible for a
wide variety of activities. Whilst it is relatively easy to get
to Paisley, it is also easy to leave and travel on to other
nearby attractions. It is not possible to force people to
stay in Paisley town centre once they have arrived. For
example visitors arriving by in town bus may then choose
to travel by train to the shops in Glasgow rather than stay in
Paisley. Such forces should not be resisted, but the causes
addressed by maximising the relative attractiveness of
Paisley in order to retain existing custom and develop new
markets.
5.3 Image is everything. The key to the successful revitalisation
of Paisley town centre is the reversal of its negative image
and the creation of a positive, confident mood for the future.
Face-lifts of particularly bad structures, and a marketing
campaign aligned with the creation of a town brand will
raise the image of the town for both external visitors and
internal residents. Immediate impact measures such as the
creation of more small park areas and the cleaning up of the
river and its environs will also play a vital role in lifting the
feel of the whole town.
5.4 However sustained effort will be required over a long period
of time to stem the town’s overall decline. The current poor
public perception of the town and its apparent problems
(such as crime) can be addressed through the dissemination
of more positive messages, especially through local media
sources.
5.5 It is important to recognise and remember that the transport
and access measures outlined in this report will have little
effect on their own. Only as part of a combined package of
cross-community schemes can benefits truly be accrued and
the future success of Paisley’s town centre secured.
MRC McLean Hazel
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1. SELECTING THE CASE STUDIES
1.1 The consultant team identified and documented as case
studies four towns which are broadly comparable to Paisley
is terms of size and type, and which have recently adopted
regeneration strategies:
• Doncaster
• Halifax
• Scunthorpe
• Taunton
1.2 The criteria used to select the towns were:
• broadly comparable scale: we focused on medium-sized towns with a population between 50,000 and 100,000
• proximity to a major city: like Paisley, Doncaster and Halifax are second tier centres close to a major regional city
• post-industrial towns: Doncaster, Halifax and Scunthorpe are towns which, like Paisley, were previously major industrial centres
• towns that have developed innovative regeneration
strategies and delivery mechanisms.
a n n e x 6b e s t p r a c t i c e c a s e s t u d i e s
1.3 The regeneration strategies adopted by the four towns are
best described as work in progress, and it is too early to
say whether they will succeed in achieving sustainable
regeneration. However, the review has confirmed that
the towns selected have experienced many of the same
symptoms of decline as Paisley, and that each has
developed an imaginative and holistic response to the
challenges identified. In each case, local and regional
partners have made a substantial investment in developing
regeneration strategies.
1.4 Three of the towns (Doncaster, Halifax and Scunthorpe) are
participating in Yorkshire Forward’s Renaissance Towns
and Cities programme, which has gained an international
reputation for its innovative work in a group of towns that
were previously “off the policy radar”. In some respects,
Taunton is the outlier in this peer group: it is a medium-
sized town with a rural hinterland, within striking distance of
Bristol but not fully integrated into the city-region. However,
the Taunton Vision is regarded as an exemplar urban
regeneration strategy, and it has some important themes in
common with Paisley.
2. DONCASTER
2.1 Doncaster (population 100,000) is in South Yorkshire and
is one of three medium-sized towns (the others are Barnsley
and Rotherham) in the Sheffield city region. Doncaster is an
ancient town, but during the industrial revolution it became
an important centre for coal mining and engineering. The
decline of these traditional industries has had a severe
impact on the community in the past 20-30 years, but
Doncaster’s strategic location near the A1(M) and on the
east coast main line means that the town has excellent links
to London and the south east. These have helped to attract
a new wave of investment to the area, mostly to out of town
locations such as Lakeside and Town Moor.
2.2 The town centre still retains its medieval street pattern, and
there are some notable historic buildings and townscapes.
A number of streets in the heart of the town have been
pedestrianised in the past decade. The town centre offers
a good range of national chain stores, but retail has been
under pressure from competing local and regional locations,
and floor plates were generally too small for modern
requirements. A new retail development, the Interchange,
will increase the stock of large floor plate units. A traditional
market still attracts many visitors to the town but has been
in decline.
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2.3 The quality of the urban environment deteriorates sharply on
the town centre fringes. The canal is a potential asset, but is
isolated from the town in an area of low density, poor quality
development which includes bad neighbour uses such as
an abattoir, sewage works and Council depots. Much of this
area is contaminated with heavy metals and petrochemicals.
The St George’s road bridge – a key link to the A1(M) - slices
through this area. Also on the edge of the town centre, the
1960s Waterdale development is in terminal decline: a
recent study sets out proposals to transform this area into a
cultural quarter.
2.4 The Renaissance partners identified the need for large
scale physical interventions, especially in edge of town
centre areas. They carried out an audit of constraints on
development including:
• land ownerships
• sites of archaeological interest
• site conditions, including areas of contaminated
land
• utilities including a major water works
• flood risks.
computer rendering of Doncaster Masterplan proposals
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2.5 The partners developed the Doncaster Renaissance Charter,
which set out their shared ambitions for the town. The
Charter provided the basis for a strategic vision for the town,
underpinned by eight key themes:
• converting a section of the inner ring road into a
great urban street, lined with shops and commercial
buildings: the street will continue to carry high levels
of traffic, but the strategy aims to make it a safe and
attractive pedestrian environment
• reconnecting the town centre to its neglected
waterways: a major urban expansion will extend
urban scale, layout and functions to create a mixed
use waterfront quarter in the area bounded by the
canal and the River Don
• creating a mixed-use urban quarter: the Waterfront
will be the focus for restaurants, bars and cafes as
well as new office and residential develo• pment, a
hotel, cultural, civic and educational facilities
• restoring the town’s covered market and creating
a new town square: there is concern about the
rapid decline of the market, and the strategy aims
to reinvigorate it by extending its opening hours,
putting the emphasis on high quality locally
produced food, and investing in the market buildings
and improving management of the site: a business
plan is being prepared; to stimulate activity around
the market the partners plan to create a new town
square by the Corn Exchange
• creating a hierarchy of public spaces: to complement
successful pedestrianisation schemes already
carried out, a system of linked public spaces will
be created at Waterdale, Christ Church, St George’s
Church, the new railway station, Market Square and
the Waterfront
• regeneration of the town centre’s Waterdale district
as a mixed use quarter for the arts, culture and
education: the strategy will rejuvenate existing
cultural institutions and create new facilities
• developing an educational city concept, including a
defined education quarter in the heart of the town
• promoting ease of movement by improving links
between different modes of transport and raising
public transport service standards.
Doncaster public realm proposals
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3. HALIFAX
3.1 Halifax (85,000) is a former textile manufacturing town
and one of a group of large towns, including neighbouring
Huddersfield, in the Leeds-Bradford conurbation. Although
the traditional industrial base of Halifax is much reduced it
has a left a fine architectural legacy including the historic
Piece Hall, mill complexes, splendid churches and civic
buildings. The town’s dramatic setting adds to its potential
and appeal even though the townscape has diminished by
crude road engineering and inappropriate development.
3.2 The local partners identified severance caused by roads and
low density development as a major problem. The core of
the town has an “exemplary” layout and urban grain but the
edge of the town centre is fragmented, leaving assets such
as the Eureka! children’s museum and Dean Clough Mills
isolated from the town centre.
3.3 The two drivers of renaissance identified by the local
partnership are:
• making Halifax a good place to live and work, and
• making Halifax a good place to visit.
3.4 The strategy aims to promote social cohesion and to make
the town attractive and welcoming to the whole community.
Concern was expressed that an evening “drinking culture”
was deterring older and younger residents from visiting the
town centre outside working hours. Consultations showed
that the town’s Asian (and principally Muslim) community
was discouraged from visiting the town centre because bars
and clubs are concentrated around some of the principal
points of entry to the town.
3.5 The proposals adopted by the partners aim to make Halifax
a beautiful town full of high quality and properly connected
public spaces. Focusing on physical regeneration, the
strategy sets out a seven point proposition:
• enhancing the town’s unique landscape setting and making it accessible to all; the strategy combines proposals for he wider landscape setting as well as the town centre, and includes plans to:
- create links between the town, countryside, villages and parks
- create a new generation of country parks- celebrate the special history and character of
Halifax
- re-open the Calder & Hebble Navigation
• repopulating the valley bottom: the valley of the
Hebble Brook was abandoned many years ago as
a residential location; houses were replaced by
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factories, mills and railways and the brook was
culverted; the partners aim to create a small new
community with 300-400 homes forming part of
a high quality mixed use development which will
enable the “rediscovery” of the river, Beacon Hill and
the old parish church; connections to the heart of the
town will be improved
• connecting Dean Clough Mill: the huge Dean Clough
complex was the subject of pioneering regeneration
schemes in the 1980s and 1990s and is an
important employment centre and cultural venue;
but the site is surrounded by major roads, creating a
hostile pedestrian environment which discourages
visits to and from the town centre; the proposals
aim to overcome severance by winning land for
development between Dean Clough and the town
centre, returning Broad Street to a single carriageway
and promoting active frontages
• integrating West Central Halifax and People’s Park:
this ethnically diverse area is also severed from
the town centre by major roads, and the evidence
shows that minority groups do not make full use of
the centre; as for Dean Clough, the proposals will
combine new development to close the gap between
the town centre and inner suburbs with measures to
reduce the impact of major roads
• new life for Halifax heritage aims to revive the
fortunes of three iconic local buildings: the Piece
Hall (subject of striking proposals by Will Alsop);
Somerset House, the town’s “hidden” stately home”;
and the historic Elsie Whiteley Mill
• making the town centre a good place to walk: the
balance between pedestrians and road traffic is
wrong, and the approaches to the town centre have
become hostile environments which discourage
walking and sociability; the strategy sets out a long-
term plan to create a town centre where the needs of
pedestrians are paramount; this may involve radical
solutions such as relocating the bus station; scaling
down major roads; and creating pedestrian-only or
pedestrian-first regimes in an expanded area
• showing off the town: studying opportunities to
use floodlighting, lasers and annual illuminations
to highlight and celebrate the special character of
Halifax.
Corn Market, Halifax
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4. SCUNTHORPE
4.1 Scunthorpe (77,000) is a steel making town in North
Lincolnshire. Unlike Paisley, Doncaster and Halifax it is
not part of a major conurbation, although it is within easy
striking of Hull and Grimsby. Scunthorpe is a relatively new
town, which reached its reach its peak as a centre of the
steel industry in the late 19th century. Employment in the
steel industry has declined rapidly and further job losses
are inevitable, but Corus is still the largest private sector
employer.
4.2 The Scunthorpe Declaration describes the town as an
“industrial island” in an otherwise rural and agrarian
setting. Because much of the town is of recent date,
Scunthorpe’s architectural heritage does not match the
quality of the other case study towns, but the character
of the town – low density, low rise and with many parks
and open spaces – is a surprise: in the late 20th century it
adopted the description, an industrial garden town, which
still has some validity.
4.3 The town centre is stretched between the retail core (which
also includes some cultural assets) and the transport hub,
centred on the railway station. Its relatively diffuse form
is reinforced by easy vehicle access and over provision
of surface parking. Nevertheless, the underlying urban
structure has potential for improvement and adaptation;
gateway sites and open spaces are generally disappointing
and under-used.
4.4 The long-term decline of steel-making and the failure of the
local economy to adapt and diversify means that Scunthorpe
has been losing population for some time. Unemployment
is low and wages are relatively high, but there is a lack of
economic vitality which is feeding out-migration. Land and
house prices are low. Manufacturing jobs account for twice
the national average share, and there is concern about how
these will be replaced if there are further plant closures
or major redundancies: Scunthorpe is described as a
vulnerable town.
4.5 The local partners identified the persistence of a
paternalistic, single-industry culture as a brake on
innovation and enterprise, and they are aware the town’s
negative image and its status as a “music hall joke”.
Compared to some of the other case studies – which are
strongly biased towards physical interventions – Scunthorpe
has adopted a more rounded approach which has influence
our approach to the Paisley study. The five elements of the
vision are:
• repositioning Scunthorpe over the next 25 years:
change has proved to be difficult and slow, but a
radical shift is required, a “jumping of the tracks”
• Scunthorpe needs to become a smart, successful,
sustainable town with a diversified, high value
added business base
• making things will continue to be a key activity, but
future competitive advantage will lie manufacturing
excellence
• Scunthorpe will become a more effective sub-
regional driver for the North Lincolnshire economy
• achieving the vision will require a strong
commitment to civic engagement.
4.6 The Scunthorpe Declaration sets out a vision underpinned
by seven strategic themes:
• improving competitiveness
• creating a strong, attractive, vibrant town centre
• coming to terms with the steel industry
• reinvigorating and expanding the garden town
framework
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• maximising the benefits of connectivity
• managing image and perceptions of the town
• increasing community engagement.
4.7 For the purposes of this review we have focused on
proposals for creating a strong, attractive, vibrant town
centre. The action plan identifies opportunities in four
locations, linked by strategies for streets, spaces and
greening. There are four key objectives:
• promoting and developing Scunthorpe as an
attractive, distinctive and well-performing
destination; this will involve action to diversify land
use, improve the environmental quality and legibility
of the town centre; develop high quality commercial
space to attract inward investment; improve the
retail, culture and entertainment offer; and diversify
the housing offer
• intensifying and diversifying the town centre by
promoting mixed use development: mixed use
developments should focus on 4 major nodes:
Britannia Gateway, the area around the railway
station, Plowright Theatre and Church Square
part of the greening strategy for Scunthorpe
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• improving the quality of the town centre by
enhancing the public realm: the aim is to develop
a series of attractive public spaces which mediate
between the civic, retail, residential, commercial,
cultural and leisure functions of the revived town
centre; the public realm strategy should also address
the currently abrupt transition between the town
centre and surrounding residential districts
• establishing a cultural quarter around Church
Square, comprising a relocated museum, a
refurbished library and a visual arts centre; mixed
use development will help to animate the square,
where a new hotel will be located; single aspect
buildings will screen multi-storey car parking.
part of the Scunthorpe Masterplan proposals
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5. TAUNTON
5.1 Taunton, Somerset (61,000) is perhaps a less obvious
comparator than the here other towns. Taunton has
traditionally been seen as classic county town in a rural
area, but it was also an important centre of industry and a
major railway junction. In more recent times, the town has
diversified and grown rapidly. It is a substantial employment
centre with jobs in business services, contact centres and
retail, and it is an important centre of regional and local
administration. This change has been driven in part by
Taunton’s easy road and rail access to Bristol: the town is
not fully integrated into the city-region but the benefits of
proximity are growing.
5.2 The town is popular and attractive, and the layout of the
pre-industrial town is still largely intact. There is a fine
medieval church at the heart of a dense network of intimate
Georgian, Victorian and earlier streets. There is an array of
attractive and interesting historic buildings. The fact that
Taunton is some distance from a large city has helped to
insulate retail to a degree from some of the competitive
pressures experienced in Paisley. The picturesque county
cricket ground draws large numbers, especially during
the festival week. Strong demand for prime retail space
underpins elements of the Taunton 2025 vision.
Taunton proposals
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5.3 Despite this generally positive outlook, Taunton has some
conspicuous rough edges that have undermined quality of
life and deterred town centre investment over many years. In
particular, the river Tone is an under-utilised asset: there are
some popular and attractive riverside locations, but much
of the waterfront is derelict and under-used. There are a
number of potentially attractive development sites close to
the town centre core.
5.4 There is also a concern that developing links with Bristol will
fuel demand for commuter housing without a corresponding
increase in local employment. The 2025 vision aims
to maintain a sustainable balance of commuting, and
this drives proposals for mixed use development and
employment locations in Taunton.
5.5 The 2025 vision has recently been worked up into a
masterplan prepared by Terence O’Rourke architects. The
plan has been exceptionally well received; it sets out a
compelling vision for the town, including the recovery of
under-used and brownfield sites on the fringes of the town
centre. The key outputs include:
• 80,000 sq m of employment space, including modern offices and a 150-bed hotel
• 50,000 sq m of retail and leisure facilities
• 2,000 new residential units (houses and apartments)
• upgrading the cricket ground to international standard
• a new theatre, library and cultural centre
• a new transport interchange
• two new river crossings
• enhancement of 2km of the riverfront.
5.6 These outputs will be delivered by a strategy based on the
following key priorities:
• the retail heart will be strengthened by the provision
of 250,000 sq ft of new floorspace, complemented by
a new, smaller bus station, multi-storey car parking
and new apartments: the proposals aim to enhance
pedestrian links in and around the High Street
• Tangier is a transitional riverside area close to the
town centre: the strategy aims to revitalise the
area and strengthen links between the heart of the
town and other emerging quarters; the area will
accommodate student/key worker housing as well as
space for small/start-up businesses
Taunton proposals
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• cultural quarter: the plan identifies a site on the north bank of the Tone for a new cinema and theatre to replace the Brewhouse Theatre, which has outgrown its present site; new development will mesh with existing historic buildings and streets to form a lively, fine-grained cultural quarter; interestingly, this proposal would supersede a long-standing plan to construct an inner relief road
• Firepool office district: this site – largely brownfield land – will accommodate 500,000 sq feet of premium office space in a high quality town centre environment; offices will be complemented by housing, a new hotel, bars and restaurants
• County Ground: the master plan would facilitate proposals increase the playing area and spectator capacity of the cricket ground so that it can host international matches; new indoor facilities would provide an amenity for local residents including children
• East-west links: the long-standing proposals for an inner-relief road are now thought to be inappropriate and intrusive; instead, the master plan incorporates a new urban street to provide access to the Firepool site; this proposal is combined with plans to
promote sustainable public transport.
6. CONCLUSIONS
6.1 The common themes running through the four case studies
are:
• the critical importance of reducing dependency on retail by diversifying and intensifying town centre activities
• the key role of mixed use developments as a driver of change
• capitalising on educational, cultural and historical assets
• regenerating neglected and forgotten places such as rivers, redundant buildings and brownfield land
• establishing a coherent, legible urban form and a hierarchy of public spaces
• investing in public transport infrastructure and
improving access to the town centre.
6.2 These themes have informed our recommended strategy
for Paisley town centre. They reflect the merits of working
with the market grain and of capitalising on the distinctive
attributes and qualities of the place. They reflect the
experience and insights of stakeholders and practitioners
in comparable post-industrial towns, and in particular the
fruits of Yorkshire Forward’s pioneering Renaissance Towns
and Cities programme.