Integrated Urban Development Plan (pdf) - Make It Kilmarnock

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1.5 Making the most of the College Campus Development – The College Campus is a potentially important lever in supporting and integrating new development into the north of the town. It is likely to be one of the single biggest physical investments in the town over the next few years. Explicit consideration should be given to developing mechanisms that directly connect local companies – and local people - with the benefits expected from new development is not just about engaging local firms and workers in the construction process (though this can be important) but about conn local businesses into supply chains, and local people with jobs that might emerge in the once developments are operational. The employment brokerage model that was operated at Silverburn by Glasgow South West Regeneration Agency is a good example. 1.6 The present Make it Kilmarnock Board will have a key role in supporting the expansion of the town centre and wider town. This is important to continue momentum from current position and aspiration for improvement. • Continuing to build Kilmarnock’s civic and institutional capacity is key. The closure of Diageo has been a major indicative proposals for the Diageo site by James Barr and BDP Diageo Masterplan Hill Street Kilmarnock Indicative Option 1 Indicative Option 2 • Hotel • Residential • Care Home • Business • Further Education College • Residential • Care Home • Business • Further Education College Indicative Mixed Use Masterplan Options 34 | MAKE IT KILMARNOCK BOARD | EAST AYRSHIRE COUNCIL
KILMARNOCK - INTEGRATED URBAN DEVELOPMENT PLAN spur to exploring the wider economic forces, and trends that have impacted on the town and have resulted in this study. However it will be important to follow through on this over the next 10 years. There will be a better chance of improving the town’s economic fortunes if we capitalise on the interest that has been shown by local people, business leaders and politicians throughout this study. This group should act as a steering group for the strategy and play a key role structuring proposals for the Diageo site in developing the branding strategy for Kilmarnock, and representing the town’s interests to the Scottish Government and other national interests. (point 4) 1.7 Focus on behavioural issues in/around bus station + Burns Mall – including methadone dispensing. This is critically important to secure the actual and perceived transformation required if the town centre is to be a safe and convivial place for users of all ages – both in terms of perception and reality. Local residents, from children through to adults, are deterred from coming into the town centre because of the atmosphere created by the concentration of drug users who spend time around the bus station and Burns Mall. Businesses believe that same issue is having a negative impact on their trade. The ultimate solution clearly involves reducing the demand for methadone dispensing, a goal to which the Alcohol and Drugs Partnership are working towards. In the meantime, the existing efforts of community planning partners (including the police, health authority and local authority) to manage the methadone dispensing regime and related behavioural issues should be prioritised. 1.8 Developing a clear economic strategy for Kilmarnock – The report has highlighted the major changes that have taken place in the national and local economy, and the increased competition between places for investment and jobs. We believe there is a strong case for developing a clear economic strategy for East Ayrshire and in particular Kilmarnock as its main town. A key aim of this strategy would be to identify the potential growth sectors of the future and what the town needs to do to secure them in terms of skills, property and business support interventions. It will be an essential bedrock for the development of the branding and visioning strategy and would include dimensions such as nurturing the core entrepreneurial, customer-oriented spirit towards private/social enterprise NOVEMBER 2011 | KEVIN MURRAY ASSOCIATES | 35
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