To consider the Executive Director’s Report No. ED1805 (copy attached) on the approach to the development of the Aldershot Town Centre Strategy.

The Board considered the Executive Director (Customers, Digital and Rushmoor 2020) Report No. ED1805 which set out a number of options for the Board to consider regarding the development of a town centre strategy.  It was proposed that the strategy should aim to maintain the vibrancy of the town centre during the period of regeneration works and ensure the sustained health of the town centre in the longer term.

The production of a retail plan for Aldershot Town Centre had been identified as a Council priority as part of the 2018/19 Council Plan.  Informal advice had been sought from external consultants, Cushman & Wakefield and CBRE, and the key themes from the discussions included:

·      To consider other uses for the town centre as well as retail;

·      To contract the town centre and diversify use; and,

·      To agree Aldershot’s unique selling point.

There was a clear consensus that any plan developed would need to look beyond a retail plan to a wider town centre strategy.  The Board was advised on two documents which provided guidance on reshaping town centres, the Local Government Association handbook entitled ‘Revitalising town centres’ and ‘The Grimsey Review 2’.  Suggested potential activities that could be focussed on included parking incentives, access, cleanliness, anti-social behaviour, retail offer, markets and events.

The Board discussed the development of a town centre strategy and put forward some recommendations to be considered.  It was the general view that it was important to maintain a vibrant events programme to encourage footfall.  There was also strong support to build on the towns heritage and cultural offer.  The success of the Aldershot Games Hub was also seen to be important to draw in new talent and new residents to the town.  It was proposed that the provision of free WiFi in the town centre should also be considered.  Other proposals included proactive community engagement, food stalls, a soft play area and events for visitors to watch/take part. It was suggested that lessons should be learned from other town centres which had been transformed including Preston, Rotherham and Altrincham.  The retailers and businesses in the town centre would be contacted to obtain their views on the issue.

It was recognised that some of the large units which were currently empty were not attractive to many retailers. It was suggested that a model similar to the Aldershot Enterprise Centre could be operated in the town centre to provide an opportunity for smaller businesses to occupy part of a larger unit.  Discussions could be held with Enterprise First to identify the demand from businesses.

The Board commented on the high rent and high rates which were a deterrent to smaller independent businesses.  During the transition period it was suggested that rents should be reduced and rates should be subsidised.  The cost of parking and whether there would be sufficient parking with the loss of the High Street Multi-Storey car park was also highlighted.  A parking capacity survey was suggested.

There was some concern expressed regarding the roles of the various groups relating to the regeneration work including the Aldershot/Farnborough Regeneration Groups which had not yet met, Local Plan Group, Regeneration Steering Group and Rushmoor Development Partnership.  It was requested that the areas of responsibility be made clearer to ensure there was no overlap and duplication or work.

The comments from the Board would be incorporated into the development of the draft Aldershot Town Centre Strategy to be submitted to the Cabinet for approval and budget allocation.