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21st Century Towns

Mobilising for changeFostering ResiliencePlace Identity and Character Built HeritageLife between BuildingsCreativity and CultureSustainable Economies

Emma GeogheganMeme Architecture & Design, Carlow

A presentation to Carlow Town Council on the town centre design workshop co-ordinated by Icecream Architecture and Meme Architecture & Design in October 2011 and the resultant report prepared by Icecream Architecture.

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Place MattersA creative design charette with Carlow Town Centre Traders Association

As part of the nationwide travelling ‘Architectural Circus’ project, a creative community workshop exploring the latent potential of the everyday spaces and places of the town centre, will happen in Carlow during October. The workshop will be an open inclusive event to seek local views and arrive at ideas through discussion, collaboration and creativity.

Every place matters, and the intention of this workshop is to foster and encourage a critical awareness of what makes a successful place. At the heart of any successful response to the challenges facing our town centres must be a recognition of the uniqueness of place and that distinctive places are created and shaped by those who use them. Examples of strategies adopted in other towns will be discussed and explored. This is an opportunity to collaboratively ‘map’ the assets of Carlow town centre and discuss shared aspirations for it as a place to live and work.

At this stage we are seeking interested parties to get involved in order to achieve the most from this event. For more details contact Des at des@icecreamarchitecture.com or Emma at emma@meme.ie and 087 9601135

Date:19th October

Time:5.30 pm - 8.30 pm

Venue:Reddys, Tullow St, Carlow

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Carlow Historic Core Carlow 1948

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Carlow 2012

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IdentityConnectivityPublic Realm Trading Realm Process

It was agreed that Carlow has long been regarded as a market town, to which inhabitants from the surrounding area would come in order to trade and socialize. The central heart of the town has been Tullow St with a focus of trade surrounding the Potato Market. Traditionally the town centre was dominated by family run business’ that lived closeby and offered local products and services.

Today, the town centre hosts very few local residents, with the majority of those being ageing or elderly. Many traders believe Carlow’s town-centre has become a ‘night-spot’ that caters more for socializing than a trading clientele. The shift from trade to leisure offerings in the centre of town was a cause for concern for some participants who felt that the centre needed to maintain a mix of qualities.

Identity

“once you get to Carlow it’s attractive to stay here compared with

other towns, but active marketing about Carlow could improve its image”

The town centre should be known for its local trade

whilst also offering a dynamic area for various leisure

opportunities. The Farmers Market (left) and the diversity of shops and leisure venues

(right) are positive infl uences on the vibrancy of Carlow’s

Identity

The group agreed that Carlow is regarded as a safe town in which visitors who fi nd it attractive are encouraged to stay. There was believed to be a healthy balance between localised comfort and outward thinking among inhabitants.Carlow needs to promote the positives that exist within the town. Aspirations and progressive ideas need to be collated into an identifi able direction that is actioned by a collaboration of governance, town traders, residents, students and college staff, community groups, local creatives and tradespeople.

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ACTION FOR MARKET TOWNS www.towns.org.uk

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Diversity matters for local economic resilience. Locally rooted, independent retailers relate differently to the communities they serve. In economic terms, more of the money spent in them is liable to stay and re-circulate in the local area. They are more likely to support other local businesses too, rather than procuring the goods and services they need from other remote national and international suppliers. In difficult times, locally rooted stores are also more likely to go to greater lengths to remain open, doing whatever they can to keep trading. (NEF, Re-imagining our High Streets)

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www.incredible-edible-todmorden.co.uk

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10m 50m 100m

Co

nn

ectivity

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“If you asked people twenty years ago why they came into the city, they would have said it was to shop. But if you ask them today, they would say it was because they wanted to go into town” Jan Gehl

Pu

blic R

ealm

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Trading Realm

With the opening of Carlow Shopping Centre and most recently the Fairgreen Shopping Centre in 2003; trade has expanded beyond the initial town centre district of Tullow St, Kennedy Avenue and the Potato Market. This expansion and the availability of accessible parking has created a shift in trading activity towards the shopping centre and has had a knock on effect on the vibrancy and appeal of the traditional trading areas. In order to encourage an integrated consumer experience that promotes a cohesive trading realm; shopping routes need to be encouraged between the main nodal points of trade. Signage and guided routes should direct shoppers between these areas and dormant spaces that disjoint these paths should be enlivened to create a progression from one space to the next.

“Carlow needs to physically unify all its trading areas and then signpost and enliven the routes between them”

The trading area has grown and shifted from the town

centre without cohesive planning. The shopping

centres (below) and main streets (above) should

compliment each others individuality

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MEDIA PARTNERS RETAIL PARTNERSThe

Best towns and cities in Ireland

MEDIA PARTNERS RETAIL PARTNERS

06 { }The 100 best towns and cities in Ireland

With the results in from the Retail

Excellence Ireland ‘100 Best Towns

and Cities in Ireland’ survey, Westport

was handed the title of Ireland’s best town. But what

makes Westport different and how

did REI arrive at their decision?

Ireland’s Top 25 townsThe results are in

Town / City County Total Total Citizen Citizen Stakeholder Stakeholder Score Rank Score (%) Rank Score (%) Rank

Westport Mayo 85.61% 1 87.62% 2 80.93% 2Killarney Kerry 84.58% 2 87.89% 1 76.84% 8Swords Dublin 83.92% 3 85.21% 3 80.91% 3Ashbourne Meath 82.28% 4 84.58% 4 76.89% 7Dungarvan Waterford 80.40% 5 81.77% 5 77.20% 6Carrickmacross Monaghan 80.10% 6 78.36% 11 84.15% 1Clonakilty Cork 79.31% 7 78.90% 10 80.25% 4Malahide Dublin 78.07% 8 79.11% 9 75.65% 10Skerries Dublin 78.06% 9 79.27% 7 75.25% 12Listowel Kerry 77.55% 10 79.15% 8 73.82% 13Kilkenny City Kilkenny 76.54% 11 75.24% 15 79.59% 5Castleknock Dublin 76.50% 12 77.76% 12 73.57% 14Tramore Waterford 75.06% 13 80.51% 6 62.33% 58Galway City Galway 75.02% 14 77.31% 14 69.69% 19Tullamore Offaly 74.48% 15 77.63% 13 67.13% 35Wexford Wexford 74.04% 16 73.40% 21 75.54% 11Ratoath Meath 73.99% 17 72.98% 23 76.34% 9CarrickonShan. Leitrim 73.00% 18 74.17% 18 70.27% 17Cobh Cork 71.80% 19 74.06% 19 66.52% 43Kinsale Cork 71.45% 20 72.75% 24 68.43% 25Monaghan Monaghan 71.34% 21 74.38% 17 64.24% 50Midleton Cork 71.21% 22 72.53% 26 68.13% 27Cork City Cork 70.78% 23 72.08% 27 67.74% 30Letterkenny Donegal 70.77% 24 73.41% 20 64.61% 48Carlow Carlow 70.47% 25 74.38% 16 61.33% 65

Understanding the resultsEach of the Top 25 towns benefi ts from a balanced retail mix of multiple retailers. This drives footfall to the town. They also benefi t from independent retailers which give the town character and personality. Crucially, each town scored highly in important ‘peace of mind’ aspects such as safety, security and family friendliness.

Many of the Top 25 towns have also competed successfully in the Tidy Towns competition, something which generally demonstrates that there is a collaborative spirit within the town.

None of the towns have been exposed to signifi cant out-of-town planning, thus much of the commercial activity is confi ned to the town centre.

Understanding the data There were many key factors which determined why each of the Top 25 towns were a cut above the rest. The report has found that with the exception of where you live, the fundamental driver of customers to a town is the standard of the mix of retail units there.

RetailThe survey made some very interesting discoveries. Firstly, it found that dining and entertainment play an important role in any town or city, especially for male customers. It also showed that customers plan their shopping trips from home more than from their place of work or education.

Mature customers are more engaged with the streetscape and presentation than their younger counterparts, while citizens living in commuter towns are less engaged with their town centre. Due to this lack of engagement the report claims that customers in commuter towns are less likely to shop and dine in their town.

The report has also found that promotional and event-based activity will drive local citizens to visit provincial towns and cities. Such activity will have far less effect in commuter and suburban towns.

Car parkingCar parking availability and price is an important determinant of a town visit, especially for those travelling 11-20km. Frequent shoppers rate car parking availability as an important factor in their choice of town, while less frequent shoppers (once every two weeks) rate car parking price as an important determinant. Middle-aged people are most engaged with the subjects of car parking price and availability as, on average, they’re more car-dependant than younger and older citizens.

Customers in provincial towns are more likely to visit that town if car parking is reasonably priced, accessible and if the standard of retailer is good.

A closer lookWith a total score of 85.61 per cent, Westport fi nished top of the Retail Excellence Ireland (REI) ‘100 Best Towns and Cities in Ireland’ survey. But what is it about the Co Mayo town that makes it so special? Citizens and stakeholders of each town and city were asked to take part in a survey. In the survey they were requested to rate their town or city by variables from one to fi ve (one meaning strongly disagreeing with the question asked and fi ve meaning strongly agreeing with it). Amongst the variables under focus were car parking, presentation, safety and town identity.

When the results came in, REI turned the average response into a percentage. In other words; 100 per cent indicates a total yes for a question and zero per cent indicates a total no. In that context, Westport’s 85.61 per cent is a very positive overall response indeed.

The report outlined a number of key factorsSafetyThe survey found that suburban towns are viewed by citizens as the safest places to live. Provincial towns rated second while commuter towns came third. REI notes that it’s “not surprising to see that cities have been rated as the most unsafe”.

1 Is there an abundant number of car parking spaces available?

2 Is car parking competitively priced?

3 Has the town/city a unique and attractive streetscape?

4 Is this town/city well presented and maintained?

5 Has this town/city a large number of quality retail stores to choose from?

6 Has this town/city a large number of quality restaurants & pubs to choose from?

7 Is there a lot to do and see in this town/city?

8 Do you feel safe and secure when you visit this town/city?

9 Is this town/city family friendly?

10 Is this town/city my fi rst choice destination for shopping?

11 Is this town/city my fi rst choice destination for dining & entertainment?

12 Are there many events and promotions being run in this town/city?

13 Does this town/city have a unique and positive image?

n The national town and city averagen Town or city results

Key Questions

Understanding the Data

Visit

www.retailexcellence.ie

to read the REI Town

and City Management

Framework

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Vaca

nt U

nits

Meanwhile Uses

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Aims:- Develop an incubator hub for start-upbusinesses

- Broker high-street spaces for temporary trading with support and incentives

- Create studio spaces for creative industries

- Provide signposting to business support and develop mentor scheme

- Develop a showcase of Stirling’s produce for tourists and potential investors

Process so far:

- Consult with potential start-ups and organisations about who needs what to get started (left: Ideas Bakery)

- Develop relationships with all relevant stakeholders

- Secure an incubator space on the High Street (below: Empty Tax Offi ce)

- Crowd Fund Sourcing and Grant Applications

- Engage with existing businesses to include their support, resources and knowledge

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Outcomes:

- Initial pop-up shop is now permanent

- Reuse of empty shop unit

- Brought creative community together

- Provided a platform for retail of artist’s work

Process:

- Seed funding (£5k) from Council

- Negotiated peppercorn rent from landlord

- Rates covered by Council through C.I.C.

- Garnered donated support from local businesses (plumbing,electrical,signage,supply of wood)

- Open call for participants who paid nominal rent

- Artist’s manned the shop

- Icecream Architecture delivered facilitatory role

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The process of change implementation was discussed in detail during the work-shop. It was felt that a fully democratic and inclusive process of participatory consultation should be developed between the Local Authority and all who care about the future success of the town. It was felt that perhaps local interest groups, such as the Town Traders should be more proactive in making pro-posals for change. This may assist in developing a progressive and forward thinking dialogue between these parties. It was felt that the Town Council could articulate whether there is a plan or aspiration for the future identity of Carlow Centre and Tullow Street in particular.

While the scale of the challenge appears daunting and the current economic context prohibitive, it was acknowledged that small scale incremental changes and interventions could have a very positive effect on the character and identity of the town.

Process

“there should be increased dialogue and communication between the Town Council, the Traders Group and other community bodies”

There was acceptance that Carlow has been expanding for the past 20 years and that now, with uncertain growth in the near future, there is an essential op-portunity to set down a direction for the coming 5-15 years. The many commu-nities of Carlow need to be brought together in order to develop an integral and considered plan that ensures the town continues to progress through economic diffi culties.

This planning process should coincide with a simultaneous schedule of events and milestones that encourage signs of life within the town. The ongoing plan should be refl ected through these events and in turn the milestones can act as a benchmark to ascertain the successes and challenges of the overall process.

“Carlow as a whole, needs to come to-gether and create aspirations, progressive ideas and forward thinking proposals”

“small interventions should encourage change; with concerts and family events to promote a sense of community in the town centre”

Ambitions for the Process

- communication is constant between governance and community bodies

- a cohesion strategy and framework has been produced to guide development

- Carlow’s identity has evolved from small interventions involving strengthened relationships and incremental community driven needs

Dundalk - Town Centre ManagerBID/Autonomous

Westport - Town Architect, Community Groups

Kinsale - Transition Town

Stirling - Community Interest Corporation CIC

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Critical Success Factors for successful towns*

Building on local comparative advantages

Promoting a sense of place (history, culture, and regional cultural landscapes)

Promoting rhythm and seasonality

Promoting local products

Promoting outdoor activity

Promoting third places - social life of the town

Taking care of the physical fabric of the town (including conservation measures, improving pedestrian access, establishing open green spaces with more trees, fewer hard surfaces, and consolidation of cars and parking)

Promoting eco-friendly behaviours and investing in environmentally sensible infrastructure

Being attentive to the needs of locals and newcomers and visitors

Finding sustainable ways to make long term investments in the community’s social, economic and environmental infrastructure

* Heike Mayer, Paul Knox (Small Town Sustainability, Economic, Social and Environmental Innovation)