Barry Regeneration Advisory Group Strategic Overview Workshop 4.30pm – 24th September 2014 Conference Room, BSC, Barry MINUTES Present Cllr Lis Burnett (Chair) Cllr Neil Moore Rob Thomas Keith Thomas Mike James Cllr Stuart Egan Sue Toner Peter Cole Mark Harris Observers Bob Guy Emma Harding Dave Williams Apologies Received Rachel Connor Heather Stevens Tamsin Stirling Emma Watkins Mark White Phil Williams Paul Roberts Marco Zeraschi Meurig Watts Nick Williams Emma Jenkins Vale of Glamorgan Council (Cabinet Member for Regeneration, Innovation, Planning and Transportation) Vale of Glamorgan Council (Leader and Cabinet Member for Corporate Resources) Vale of Glamorgan Council (Director of Development Services) PER Consulting Ltd (Independent Consultant) Cardiff and Vale College (Chief Executive and Principal) Barry Town Council (Leader) Cardiff & Vale Public Health Team / Cardiff & Vale University Health Board (Principal Health Promotion Specialist) Capital Region Tourism (Regional Strategy Director) Pride in Barry (Committee Member) LB NM RT KT MJ SE ST PC MH Vale of Glamorgan Council (Operational Manager - Countryside & Economic Projects) Vale of Glamorgan Council (Assistant Regeneration Officer) Vale of Glamorgan Council (Principal Regeneration Officer) BG Vale Centre for Voluntary Services (Executive Director) The Waterloo Foundation (Chair) Tamsin Stirling Associates Ltd (Independent Consultant) CBI Wales (Director) Chapter (Cardiff) Ltd (Chair) PJW Corporate Property Consulting Ltd (Independent Consultant) Newydd Housing Association (Chief Executive) Barry Island Traders (Proprietor - Marco's Cafe) Welsh Government (Head of Regeneration (South Wales)) Welsh Government (Senior Regeneration Manager) Welsh Government (Regeneration Project Manager) RC HS TS EW MWh Page 1 of 6 EH DW PW PR MZ MWa NW EJ No. 1. Item Action Welcome and Introductions RT welcomed attendees to the Workshop and introductions were made. 2. Strategic Overview RT introduced this item and referred to the discussion paper and supporting documents included in the papers for the meeting All agreed that the recap of regeneration activity in the town was useful and provided a sense of where we have come from. KT stated that the current situation is all about different things. Firstly, there is the inherent problem of the disadvantaged areas in the town and the challenge of breaking the poverty cycle; secondly, there is the opportunity to improve and raise the quality of the towns marine and lifestyle assets; and, thirdly there is the strategic positioning of the town in the Cardiff Capital Region. KT expressed the view that the strategic positioning of Barry in the Cardiff Capital Region could potentially be the most productive in terms of attracting future funding. Further discussion took place with regards to the strategic setting of the town in terms of its proximity to Cardiff; Cardiff Airport; and, the employment areas to the west (St Athan-Cardiff Airport Enterprise Zone) and the east (Cardiff Enterprise Zone). Reference was also made to connectivity and the fact the town is served by 4no stations although it was acknowledged that access to the airport by rail is a dilemma. The discussion then focussed on the need to demonstrate the relevance of Barry in the Cardiff Capital Region and the need to substantiate this. NM expressed the view that the Cardiff Capital Region has to demonstrate that it is delivering on a regional basis. All agreed that there are different elements to the City-Region approach and that the picture in terms of delivery is complex. In reference to the socio-economic profile produced by Wavehill in 2013 it was encouraging to note that Barry has a stronger economic base in comparison with other towns in the Cardiff Capital Region. In terms of qualifications Barry has a higher proportion of residents than the Welsh or local authority average holding a Level 1 and Level 2 qualification. That said it was disappointing to note that Barry has a lower proportion of residents than the Welsh or local authority average holding a Level 4 or above qualification. In making further reference to the Wavehill report it was noted that the proportion of employees in accommodation and food services in Barry is lower than that of the Vale of Glamorgan and Wales. It was also noted that on closer inspection Barry has a similar representation of employees to the Welsh average in the restaurant and event catering activities sub-sector but has just a Page 2 of 6 quarter of the Welsh average proportion of employees in the hotels and similar accommodation sub-sector. PC expressed the view that this highlights the need to improve the tourism offer in Barry by developing stronger relationships with the third parties who control key land and sites in order to make the marine setting more productive for activity based tourism. Further discussion took place regarding the strategic trajectory of the town and the likelihood that there will be a prioritisation framework for the Cardiff Capital Region in the near future. All agreed that Barry is amongst the best placed arguably the best placed- to contribute positively to the City Region approach. The following key strengths were identified: Connectivity (especially by rail) Supply of brownfield housing land at The Quays - Waterfront Barry and the capacity of the town to grow Quality of life opportunities in the town as defined by an outstanding waterfront setting with its marine and lifestyle assets That said this part of the discussion also concluded that community capacity and an inability to access opportunities is an issue especially in disadvantaged areas in the town. Views were also expressed that in some quarters, the town is perceived as being in decline. To counteract this perception it was felt that the strengths listed above can become the cornerstone of a positive brand and role for the town in the Cardiff Capital Region. The discussion then turned to project prioritisation and making the right project choices. The general consensus was that the strategic objectives and investment aims in Barry: a centre of growth and opportunity are still fit for purpose and essentially function as project selection criteria. All acknowledged that public spending cuts will continue into the next UK parliament. This will impact on future regeneration funding opportunities afforded to the Council and partner organisations. It was recognised that a number of projects and programmes are already in train in the town, namely Castleland Renewal Area; Communities First Cluster Area; and, Tackling Poverty Fund. In addition to this the private sector is active at The Quays - Waterfront Barry and the Innovation Quarter (Pumphouse). Furthermore, registered social landlords are delivering landmark schemes at Broad Street (redevelopment of the former Theatre Royal site) and Thompson Street (redevelop the former Barry Magistrates Court). All agreed that one priority must be to continue to maximise the community outcomes of this investment in the form of social, economic, environmental and health benefits. The land-use planning system was identified as a means of achieving this but it was also recognised that an opportunity now exists for greater partnership working and community engagement. A second priority to emerge from this part of the discussion was the need to develop stronger relationships with the third parties who control key land and sites. Specific reference was made to the condition of gateways to the town Page 3 of 6 such as Port Road and Cardiff Road; the Old Harbour; and, surplus land at a number of the train stations. A third priority to emerge was the importance of actively engaging with strategic partners such as Welsh Government; Cardiff and Vale College; Cardiff Capital Region Advisory Board; St Athan-Cardiff Airport Enterprise Zone Advisory Board; Waterfront Consortium; Barry Town Council etc. to develop and promote the strategic position of Barry. A fourth priority relates to concern for the future of traditional shopping areas in the town such as High Street / Broad Street and Holton Road. It was felt that future investment should concentrate on measures to improve movement and connectivity between the old and new areas of the town. All agreed that finding the balance between local challenges and the strategic trajectory of the town will involve hard choices. Summation 1. Strategic Trajectory in the Cardiff Capital Region: Barry is amongst the best placed -arguably the best placed- to contribute positively to the City Region approach. The following key strengths were identified: Connectivity (especially by rail) Supply of brownfield housing land at The Quays - Waterfront Barry and the capacity of the town to grow Quality of life opportunities in the town as defined by an outstanding waterfront setting with its marine and lifestyle assets 2. Strategic Objectives and Investment Aims: The strategic objectives and investment aims in Barry: a centre of growth and opportunity are still fit for purpose and essentially function as project selection criteria. 3. Community Capacity: Community capacity and an inability to access opportunities is an issue especially in disadvantaged areas in the town. 4. Perception: It was felt that the strengths listed above can become the cornerstone of a positive brand and role for the town in the Cardiff Capital Region. 5. Resources: Public spending cuts will continue into the next UK parliament. This will impact on future regeneration funding opportunities afforded to the Council and partner organisations. 6. Priority (tourism offer): Improve the tourism offer in Barry by developing stronger relationships with the third parties who control key land and sites in order to make the marine setting more productive for activity based tourism. 7. Priority (partnership working and community engagement): Maximise the community outcomes of investment in the form of social, economic, Page 4 of 6 environmental and health benefits. The land-use planning system was identified as a means of achieving this but it was also recognised that an opportunity now exists for greater partnership working and community engagement. 8. Priority (gateways and surplus land): Develop stronger relationships with the third parties who control key land and sites. Specific reference was made to the condition of gateways to the town such as Port Road and Cardiff Road; the Old Harbour; and, surplus land at a number of the train stations. 9. Priority (strategic partners): Actively engage with strategic partners such as Welsh Government; Cardiff and Vale College; Cardiff Capital Region Advisory Board; St Athan-Cardiff Airport Enterprise Zone Advisory Board; Waterfront Consortium; Barry Town Council etc. to develop and promote the strategic position of Barry. 10. Priority (traditional shopping areas): Future investment in areas such as High Street / Broad Street and Holton Road should concentrate on measures to improve movement and connectivity between the old and new areas of the town. 3. Annual Forum RT introduced this item and referred to the draft programme and initial list of workshop topics included in the papers for the meeting. LB informed that the purpose of the event was twofold. Firstly, to increase communication with residents, businesses, the third sector, local interest groups etc. and secondly to challenge and encourage groups to work together. LB expressed the view that the event is part of an approach which in the course of time aims to generate greater community capacity. The starting point of this approach is engagement so that people in the town start to feel they are involved more than they have been in the past; and, begin to realise there are things they can be doing themselves. All agreed that interaction will be critical to the success of the event. It was felt this would be best achieved by creating scenarios on the day which bring groups together to find common ground. All also agreed that a key challenge for the event will be to keep financial limitations to the forefront during the open house discussions. RT thanked the Advisory Group members for their contributions. 4. Any Other Business None. Page 5 of 6 5. Date of Next Meeting: Advisory Group, 4.30pm, 22nd October 2014, Board Room, Dock Office, Barry CF63 4RT Page 6 of 6
© Copyright 2024 ExpyDoc
