Contents
Page
1 Purpose of the Report 2
2 Successful Towns and Cities 4
3 Wrexham – The Current Position 6
4 Benchmarking & Performance 13
5 Maintaining Performance 17
6 Action Plan 19
Appendix 1 Plan Showing Wrexham Town Centre
1. Purpose of the Report
1.1 The purpose of this report is to examine the effect that Eagles Meadow may have
upon the town centre of Wrexham and to set out a strategy and action plan for the
town centre in order to capitalise upon the positive benefits of the new development
for the continued regeneration of Wrexham.
1.2 Retail-led regeneration is widely recognised as a catalyst to unleash the potential of
town and city centres, providing investment and infrastructure to sustain the critical
mass necessary to support other facilities that make a vibrant town centre. Retail-
led development is recognised as a regeneration initiative that can help to re-brand
a town, creating quality public space and diversifying the leisure offer. The
emerging consumer preference is for „shoppertainment‟ and the need for retail with
additional leisure facilities (The Retail Property Industry, BCSC, 2008). Retail itself
is a commercial business. In 2007, UK retail sales were worth £265 billion and 1/5
of the economy. The sector employed over 3 million people (to end March 2008)
which equates to 11% of the workforce (source: BRSC, 2008).
1.3 There are a number of categories used to define the different sectors within the
retail industry. These enable those involved with the industry to analyse how the
businesses are performing and to be able to make judgements about their value to
the economy. These are described in Figure 1.
Figure 1: Categories used by the retail industry
Convenience Retail This includes retail sale of food, beverages or tobacco,
alcoholic or other beverages, confectionery and dispensing
chemists.
Comparison Retail This includes retail sale of cosmetics and toiletries, textiles
and clothing, footwear, furniture, household appliances,
books and stationery, floor coverings and jewellery.
Service Retail Repairs, travel agencies, rentals (equipment, videos etc),
dry-cleaning, hairdressing and beauty treatments,
photographers, funeral services and other miscellaneous
service activities.
Offices Banks, buildings societies, mortgage companies, real
estate, accounting and auditing services, and other
miscellaneous business activities.
Restaurant and Licensed and unlicensed restaurants and cafes, take-way
Licensed Premises food shops, public houses, clubs and bars.
Arts, Culture and Museum activities, libraries, theatres, cinemas and
Entertainment physical well-being activities.
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1.4 Local Planning Authorities also identify categories of retail for planning purposes.
This gives some measure of control over the location of various types of businesses
within a town or city centre. Since planning permission is required for change of
use Planning Authorities can exercise control over changes which could affect
footfall. For planning purposes the key floorspace categories (Wales) are:
A1 - shops;
A2 - financial and professional services; and
A3 - food and drink (for consumption on the premises or of hot food for consumption
off the premises).
1.5 The plan at Appendix 1 shows the town centre boundary (as defined in the Unitary
Development Plan for planning purposes and by Experian Goad for retail analysis).
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2. Successful Town and City Centres
2.1 Successful towns and cities are important to national and regional economic growth
and their importance is increasing (State of the English Cities: A Research Study,
ODPM, 2006). A study of urban and regional performance by Rodriguez-Pose
(Rodriguez Pose, 1998) found that metropolitan regions were characterised by a
high level of qualifications, positive rates of population growth, low demographic
dependency, low unemployment and a fuller integration of women in the labour
market. The health of Wrexham town centre must therefore have a direct bearing
on the overall well-being of the County Borough and its residents.
2.2 Town centres never remain the same; they evolve to meet changing consumer
preferences and shopping habits. In the 1970s, out of town centres and retail parks
were developing, creating fears that town centres would be left with vacant shops
and would lose their role as centres for social interaction. This did not happen and
by 2000 new retail floorspace in town centres exceeded new floorspace created out
of town. Town centre sites are often more complicated to develop and have to
meet the needs of retailers for large floorspace whilst creating attractive urban
places and spaces. In addition, many retail developments have evolved into mixed
use schemes (incorporating residential and leisure uses) in order to ensure that
they attract people in sufficient numbers to be viable. Eagles Meadow is a classic
example.
2.3 Modern retailers require flexible spaces with good frontage and window space in
order to present their goods to potential customers. The multiples (ie stores with
chains throughout the UK and beyond) require good sight lines so that potential
customers can easily see who has a presence. Retail businesses prefer units
which service from the rear so that the sales area which commands the highest
rental value is not compromised. This requirement is based upon the way in which
retail rents are structured – rents are zoned with Zone A being the most expensive
– the first twenty feet of the store – with reduced rental values in zones throughout
the store layout. Often traditional town centre properties fail to offer these
requirements, hence the demand for new premises such as those offered at Eagles
Meadow.
2.4 When making decisions about where they will locate their stores, retail businesses
will make judgements based upon a range of factors including catchment
(population and demography), accessibility and rents. The mix of other businesses
present is also important and varies from business to business as some like to
locate near to other like businesses and cluster (eg estate agents) whilst some
prefer to be away from their competition. Some businesses act as key attractors to
which customers will travel (eg Primark) and this creates footfall and draws potential
customers through a town centre. The nature of banking has also changed and
banks now see themselves as being more aligned to the rest of the retail world with
products to sell to their customers and the need to attract new custom and to be
more competitive. The evolution of a town or city centre is such that it mostly goes
un-noticed unless, of course, a major development is completed which has a
significant impact – like Eagles Meadow. The key point however is that the decision
of a retailer to stay put, relocate or leave a town centre is a commercial judgement
and new retail developments are only successful if they satisfy demand.
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2.5 Nationally, the high street is suffering because of the current economic climate.
Retail sales are down like-for-like against 2007, with predictions of down-turn for the
next year to eighteen months. Investment in new developments has slowed and, in
some cases, stopped for the foreseeable future. Major new retail led mixed-use
schemes such as the redevelopment at Northgate in Chester has been shelved and
there is no future date for re-commencing. The timing of the Eagles Meadow
scheme has been fortuitous. With the majority of floorspace let or under offer it has
so far managed to escape the worst effects of the economic downturn.
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3. Wrexham the Current Position
(a) Changing Preferences
3.1 Wrexham is the main retailing centre in North Wales. The town centre is the main
destination for shoppers from a wide catchment area which includes the County
Borough, Flintshire, Denbighshire and much of North Shropshire. Multiple retailers
in the town centre include Adams, Boots, Clarks, Clinton Cards, Dorothy Perkins,
Burtons, Marks & Spencer, McDonalds, New Look, Next, Superdrug, Woolworths,
Wallis, Primark and Peacocks. In addition, there are two small variety stores - Bhs
and TJ Hughes.
3.2 Wrexham has grown substantially in recent years with four “edge of town/out of
town” retail parks in close proximity to the town centre at Island Green, Central
Retail Park, Border Retail Park and Plas Coch which offer large retail units and
proximity car parking for stores such as PC World, TK Maxx, Staples, JJB Sports
and Currys. However, prior to the completion of Eagles Meadow, the town centre
had a relatively small average unit floorspace compared with other centres such as
Chester and Warrington where there are large units in the prime retail area for
businesses such as Marks and Spencer and Debenhams.
3.3 A significant part of the rationale for the Eagles Meadow development stemmed
from retail assessments which identified by deficiencies:
Convenience floorspace was under represented.
The town centre had old poorly configured units which didn‟t meet current
retailers‟ requirements.
The shops were mostly of the discount variety and there were few shops offering
high value goods which would attract customers from a wider catchment area.
Retailers were under spaced because in modern retailing terms they require
large areas of floorspace and the old units in the town centre are not purpose-
built for retail but are former houses. This adds character to the town centre but
means that high value retailers are not attracted to the town centre.
The number of sales completed was not as high as chain averages due to small
retail space that means that stores cannot sell their entire range. This in turn
means that customers go elsewhere as the stores are not as attractive to them.
In Marks and Spencer, for example, there is limited capacity for the designer
ranges Per Una.
3.4 In order to address these issues, work commenced on Eagles Meadow in May
2006 as an extension to the existing town centre. The development, which opens
on 30 October 2008, comprises a new street and three plaza areas with shops, two
cafes and a Shopmobility on the ground floor with further retail, restaurant offer,
bowling alley and cinema above. The street can be accessed from Yorke Street
over a footbridge, from Salop Road by the Spanish steps and from Smithfield
Road. The new floorspace created will improve the overall retail offer in Wrexham
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town centre and the challenge for the Council is to maximise the benefits created
to support the wider regeneration of the County Borough of Wrexham 2009
onwards.
3.5 The development will provide an additional 306,325 sq ft of retail accommodation
within the town centre and will provide a new shopping environment which will be
anchored by an 88,430 sq. ft Debenhams, 51,750 sq ft Marks and Spencer and
approximately 970 car parking spaces. In addition to the two main anchor stores
the scheme will provide a further 35 shop units, four restaurants and two coffee
shops at ground floor level together with an eight screen Odeon cinema and Ten
Pin bowling alley.
3.6 A number of retailers already represented in Wrexham have chosen to relocate
within the town centre to Eagles Meadow. All of these have chosen to take
advantage of the better configured units and have committed to a larger floorspace.
These businesses currently occupy 61,259 sq ft of floorspace and they will have
137,047 sq ft in their new stores which is an increase of 124% of floorspace for
existing businesses. Past experience has shown that Wrexham has a trend of
successful relocations (eg WH Smith has been located on Regent Street and on
Hope Street, New Look is in its fourth store in the town centre, each of which has
been larger, carried more stock and been more successful that the last; and River
Island moved from Regent Street to Hope Street and will soon relocate again).
Concerns have been expressed about the relocations to Eagles Meadow because
they have been highly promoted and because a number of moves will happen at the
same time and because there will be an element of change that has not occurred
previously when Marks and Spencer (which has been in its store for over fifty years)
and Boots, (which has been in the same location for a similar period) relocate to
their new (larger) premises. In the independent sector, the same pattern has been
repeated with successful businesses moving to larger premises in the town centre
(e.g. Richard Hughes Jewellers and Off The Cuff moved from Central Arcade in
2007 to larger premises on Town Hill).
(b) Letting and Disposals Strategy for Eagles Meadow
3.7 As part of the Development Agreement between Wrexham County Borough Council
and Wilson Bowden Developments Ltd, a Letting and Disposal Strategy Schedule
was agreed. This was approved by the Executive Board in March 2005. The
Schedule set out a framework for leasing the scheme with a series of thresholds
and safeguards to ensure that the developer delivered a high quality development
and attracted new retailers not currently represented in the town centre to ensure
the viability of the town centre. To do this, Wilson Bowden Developments Ltd was
prevented from proactively marketing the scheme or letting units to any retailer
other than those on an approved target list, (however this did not prevent other
retailers from approaching Wilson Bowden Developments Ltd, which would have
been impossible to prevent).
3.8 The approved Target Retailer List included Argos; Boots; Arcadia; Clarks; HMV;
Marks and Spencer; Primark; Superdrug and TK Maxx.
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3.9 The Letting and Disposal Strategy has been updated periodically in order to cope
with the complex demands of the retail sector in a changing economic climate.
River Island was not included on the approved target list, for example, but because
it was included in a “basket of retailers” required to secure H&M and Jane Norman,
it was approached. Without the relocation of River Island (to larger premises) it
would have been extremely difficult to persuade H&M and Jane Norman to come to
Wrexham. In the case of NEXT, the store was going to re-brand on Hope Street as
part of a new range called Lime, but following the opening of a number of pilot
stores the company has decided not to proceed with the new brand and is
concentrating on having one larger store in Wrexham at Eagles Meadow. The
Lettings and Disposal Strategy has been important in preventing further targeting
and has helped to maintain a strong town centre offer.
(c) New Retailers to Wrexham Town Centre (including second units) - Eagles
Meadow
3.10 To date sixteen units, totalling approx. 129,750 sq ft, within the Eagles Meadow
scheme will be taken by retailers new to the town or retailers taking second units,
see Figure 2:
Figure 2 Pre-let units at Eagles Meadow
Retail Sq Ft
Debenhams 88,430
H&M 17,500
Orange 750
Clinton Cards 6,300
Jane Norman 2,000
Muffin Break 869
La Senza 3,584
Bank 1,394
Starbucks 1,715
3 Mobile 1,143
Mountain Warehouse 1,801
Millies Cookies 717
Carphone Warehouse 1,394
Past Times 1,106
Subway 1,047
Total 129,750
Source : Jones Lang LaSalle, 2008
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(d) Relocations within the town centre to Eagles Meadow
3.11 So far a total of nine premises will be vacated when retailers relocate within the
town centre to Eagles Meadow. In addition, Clinton Cards is retaining one unit and
sub-letting a smaller unit that it currently occupies and JD Sports is relocating but
retaining and rebranding its existing store. All of these are taking an increase in
floorspace within Wrexham.
Figure 3 Additional floorspace being taken by businesses
Retailer Current (sq ft) Growth (sq ft) New (sq ft)
Marks and Spencer 21,500 30,250 51,750
River Island 4,349 4,276 8,625
Dorothy Perkins/ 3,706 5,104 8,810
Burtons
Wallis 700 3,280 3,980
Top Shop/Top Man 2,100 8,418 10,518
Boots 12,049 3,015 15,064
NEXT 14,632 17,368 32,000
Clinton Cards 1,400 4,900 6,300
Boots Opticians 823 See Boots See Boots
Total 61,259 76,611 137,047
Source: Economic Development Department, 2008
Projected Vacancies Upon the Opening of Eagles Meadow
(e) Current and expected vacancies at September 2008
3.12 The total amount of vacant floorspace within the town centre (6.95%) is marginally
below the national average (9.41%). Current vacancies include some premises that
have been highlighted by the owners for redevelopment. These include the
premises on Henblas Street and on Queen Street, which the Hollins Murray Group
has planning permission to redevelop. The former Burger King premises on Queen
Street forms part of the redevelopment site and whilst the lease is available (as a
sub-let) until 2012 its short term availability is unlikely to attract a tenant.
3.13 Change also occurs when businesses cease trading because of financial difficulties
or go into administration. The national chain store MVC was located on Henblas
Street but went into administration in 2007. Stead and Simpson (owners of the
former Peter Briggs on Hope Street) went into administration in February 2008 and
was bought by ShoeZone which has subsequently closed some stores across the
UK but in Wrexham has re-branded the store to become a Stead and Simpson
store. Companies ceasing trading can lead to further change as financial deals are
struck at high level nationally. For example, it is understood that Qube and
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Monsoon both came to Wrexham because of a deal made when Etam and Tammy
Girl ceased trading (Tammy Girl was bought as a brand by Bhs) because there
were two stores in Wrexham. Monsoon has subsequently reviewed its trading
position across the north-west and no longer has stores in Wrexham, Wigan and
Warrington.
3.14 Other stores become vacant because businesses relocate to better trading
premises. Game and Vinyl Planet relocated to larger premises and The Doll‟s
House relocated to the primary shopping area from a tertiary shopping location on
Brook Street.
3.15 Of the premises that are currently vacant (and also those that are expected to
become vacant) the majority (23) are under 1,000 sq ft. The larger units (M&S,
NEXT, Boots) are mostly relocating to larger premises. The main exception being
Kwiksave which went into administration in February 2007. This property may be
attractive to retailers currently in the town centre in small units wishing to expand.
3.16 The Council tracks the voids and vacancies, rental terms and conditions and
amount of floorspace in the town centre in order to keep abreast of the changes in
the local market. National changes about retail businesses such as business buy-
outs and businesses going into administration are also monitored to enable the
Council to highlight opportunities to attract new businesses or to be aware of
potential problems.
3.17 In many cases, when businesses leave a property for whatever reason (eg no
longer trading or relocating) they can still be liable for rent and for the business
rates on the property. In the past, this has contributed to vacancies and landlords
still received rent from the former tenant and the necessity to re-let on less
favourable terms was diminished.
3.18 Empty property used to be exempt from business rates but under new legislation
(The Rating (Empty Properties) Act 2007) which came into force on 1 April 2008,
there is a three month exemption period after which the owner is liable for the full
costs of the business rates payable. The owner will pass this cost on to any
leaseholder, but where there is none, the owner will now have to pay. This will
provide some incentive to the owner to be proactive in ensuring that a property
does not remain empty. Business rates are set by the Valuation Office Agency
(VOA) for a five year period.
3.19 The current revaluation for business rates came into effect on 1 April 2005 and all
properties had their rateable value assessed on the valuation date of 1 April 2003.
The next revaluation will be from 1 April 2010 based on market rentals at 1 April
2008.
3.20 Figure 4 shows the premises that are expected to become vacant from October
2008 onwards following the opening of Eagles Meadow:
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Figure 4 Businesses Relocating to Eagles Meadow
Address Retail Floor Space (sq ft)
1 - 2 Hope Street Burtons/Dorothy Perkins 3,706
13 - 16 Hope Street Marks and Spencer 21,500
23 - 24 Hope Street River Island 4,349
26 - 29 Hope Street Top Shop/Top Man 2,100
51 - 53 Hope Street and Next 14,632
Border Retail Park
4 Regent Street (part) Clinton Cards 1,400
3 - 7 Regent Street Boots 12,049
14 - 16 Regent Street Wallis 700
3 Rhosddu Road Boots Opticians 823
Total 61,259
Source : Jones Lang LaSalle, 2008
3.21 The businesses will move in phases with the first stores relocating from 30 October
2008 (Next, M & S, River Island). The Arcadia Group (Topman/Top Shop, Dorothy
Perkins, Burtons and Wallis) will open week commencing 17 November 2008. No
proposed date for Boots or Boots Opticians as yet.
3.22 The visual impact of these businesses relocating will be high because they are
grouped together (with the exception of Boots Opticians) on Hope Street and
Regent Street and will all be moving within a short time-frame of each other.
However, this will also bring opportunities for further relocations, for further
development and for new businesses to come to Wrexham. The challenge is to
work with landlords to manage the negative visual impact.
(d) Jobs in the Retail Sector
3.23 Approximately £265 billion is spent through the retail sector every year. This
activity supports around three million people (approximately 11% of the UK‟s
working population) who work in the retail sector. Half of these are sales and
customer staff and around 10% are managers and senior officials. Other jobs
include those in finance, security and cleaning staff. Around half of the retail jobs
are full-time and many enter as part-time staff who then upgrade their skills.
3.24 Wrexham has an economic activity rate of 79% which is higher than Wales (75.1%)
and slightly higher than Great Britain (78.6%). However, the workforce is generally
lower-skilled than other areas of Wales. Employers report that they are keen to see
an improvement in generic skills - technical/practical skills, customer handling,
communication, problem solving and team working.
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3.25 There will be approximately 1000 new jobs created in Wrexham town centre
because of the new development. Debenhams (including concessions within the
store such as Principles and Oasis) will employ in the region of 160 people, both full
and part-time. Marks and Spencer is hoping, for example, to recruit additional staff.
Some of these will be short-term contracts because the store will open with a
complete „Christmas shop‟ and extended shopping hours in the lead up to
Christmas.
3.26 At entry level, the retail sector requires people that are customer focused, numerate
and literate. They require employees that can work well in teams and that are keen
to learn about the product in order to be able to pass the information to customers.
There are also jobs within the sector requiring higher levels of qualification such as
management, team leaders and trainer/assessors. All of the multiple retailers have
their own in-house training schemes.
3.27 In order to enable people to transfer from other jobs or to progress within their roles,
a number of training providers in Wrexham offer retail training. These include
Wrexham ITeC and Yale College. The retail sector has a Sector Skills Council
called Skillsmart which champions retail skills development.
3.28 The Council has worked in partnership with a Job Centre+ to hold a retail Jobs Fair
on 3 July 2008 at the Memorial Hall. Over 1,800 people attended the day and there
was positive feedback from all the businesses which attended. Training providers
and child-care providers also attended the event with information about the
assistance available to enable people to take up employment opportunities.
3.29 Caia Park Communities First arranged retail training courses which were provided
by Caia Park Partnership Ltd. Two courses were attended by 20 people who all
completed the courses. As a direct result of the training eight people are now in
employment.
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4. Benchmarking & Performance
4.1 The question is – how does Wrexham town centre currently perform relative to its
main competitors and how is it forecast to perform in the future following the
opening of Eagles Meadow – and why does it matter?
4.2 It matters because a healthy, strong and vibrant town centre provides opportunities
for the wider regeneration of the County Borough – through increased jobs,
investment and improved infrastructure.
4.3 Benchmarking Wrexham against its competitors is important in terms of attracting
future investment. Retailers and retail analysis have access to comparative data
which they use to inform investment decisions. Getting into the top 100 of the UK
retail rankings (Javelin) helps to open up opportunities for further investment.
4.4 In a local context the factors affecting performance of the town centre can be
described under five key categories – the five „C‟s:
(a) Competition – competing externally for trade against the attractions for other
town and city centres and out of town retailing; also to compete to attract
investment.
(b) Catchment – the economic position and social condition of the area
Wrexham serves, this largely defines the scale and type of retail provision
that is financially viable.
(c) Character – the physical environment of the town centre and its image or
perception that makes it attractive, or not, to shoppers.
(d) Choice – the range and quality of the retail offer and mix of uses within the
centre.
(e) Convenience – the ease at which shoppers can reach and move around the
centre by a variety of means of transport.
4.5 It is the combination or „mix‟ of these factors which defines the form and function of
a town centre and the actions which are appropriate to enable it to perform more
effectively.
(a) Competition
4.6 Wrexham is the main retailing centre in North Wales but faces competition from
competing retail centres, in particular Chester, Crewe and Shrewsbury. Broughton
Park is the nearest out of town retail centre, anchored by Tesco and Bhs. The
relative ranking of Wrexham and these competitors by the commercial companies
that specialise in retail statistics can be seen in Figure 5:
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Figure 5 – Town Centre rankings
Town CBRE Javelin Total Distance Distance
Shopping Ranking Floorspace from from
Pop Ranking 2008 (000‟s sq ft) Wrexham Wrexham
2008 (miles) (minutes)
Wrexham 110 179 909,400
Chester 18 20 1,470 12 20
Crewe 152 166 690 26 40
Shrewsbury 79 82 1,070 28 48
Broughton n/a 365 220,000 13 13
Park
Source: Economic Development Department 2008
4.7 In addition, the town centre faces competition from the following out of town
shopping centres and additional proposed retail development, as shown in figures 6
and 7:
Figure 6 – Competing out of Town Centres
Town Total Floorspace Distance from Distance from
(000‟s sq ft) Wrexham (miles) Wrexham (minutes)
Broughton Park 220,000 10 19
The Coliseum, 130,000 18 25
Ellesmere Port
Cheshire Oaks 360,000 18 25
Designer Outlet
Source: Jones Lang LaSalle, 2008
Figure 7 – Competing Town Centres – proposed new developments
Town Scheme Total Floor Net Additional Comments
Space Floorspace
Crewe Delamere Place 522,000 250,000 To include
Debenhams
Shrewsbury Raven 100,000 100,000 Links Darwen
Meadows and Pride Hill
Shopping
Centre
Shrewsbury Riverside Mall 238,000 50,000 Pre-planning
Application
Broughton Broughton 504 197,000 Extension to
Shopping Park include 90k sq ft
Marks and
Spencer, a 27k
extension to
Tesco, 55k
retail parade.
Source: Jones Lang LaSalle, 2008
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4.8 The most recent assessment undertaken for Wilson Bowden Developments Ltd by
Javelin Group in 2006, looked at the town centre‟s projected catchment and spend.
It concluded that Wrexham‟s UK ranking would improve from 179th to 78th following
the opening of Eagles Meadow. Being in the top 100 UK shopping destinations is
an advantage when seeking to draw in further investment.
(b) Catchment
4.9 It is important to recognise the relationship between the health of a town centre and
its catchment as both rely on each other to thrive. The Eagles Meadow scheme will
promote Wrexham in the retail hierarchy and as a consequence, the primary
catchment is estimated to increase to 261,000 from 190,000 at present. As a
town‟s overall population grows through house building this will, over time, help to
raise the demand for high quality retail development. Conversely, having an
attractive town centre and a critical mass of retailing is an important element of the
package needed to attract new employers into the town. Without new investment
Wrexham could have stagnated and declined. The improvements to the town
centre will help to retain spend and reduce leakage to Wrexham‟s competitors.
(c) Character
4.10 One of the major benefits of traditional town centres is a variety of uses, amenities
and facilities they offer. One of the most effective solutions to competition both with
other centres and within existing town centres is through the process of
differentiation. Wrexham can offer a unique experience by building on its qualities
including the character of location and also building on the strengths of its markets
and independent retailers within the town. The introduction of Streetscene and the
work carried out by the partnership of Crimelink, CCTV and North Wales Police
ensures that the town is clean, green and safe to visit. Wrexham is already
encouraging new mixed use development within its core area by aiming to provide
leisure and residential uses alongside new retail units.
4.11 Wrexham has three indoor markets and a number of successful independent
retailers in the two arcades and the secondary shopping streets. The New
Economics Foundation produced a report in 2002 (Clone Town Britain, NEF, 2002)
that raised concerns over retail spaces in town centres being filled with multiples
and driving out independent stores. Wrexham is fortunate that it retains its markets
and independent sector that helps to provide a sense of place whilst new floorspace
provides the infrastructure required by multiples that also attract visitors to the town
centre.
(d) Choice
4.12 The range and quality of the retail offer together with the mix of uses available in a
town centre will determine to a great extent how it performs. A centre offering a
wide enough range of shops and goods with a number of other activities to
complement retailing will be in a much better position to attract custom and
investment.
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4.13 There is a general acceptance that town centres need a critical mass of retailing
including good choice of traders, a good range of outlets together with a range of
specialist traders and smaller niche retailers to provide sufficient product range to
meet requirements of their local catchment. Choice not only applies to the
consumer in the range and mix of retail being offered within the town centre, but
more importantly to the retailer in the size, configuration and location of available
shop units.
4.14 The development of Eagles Meadow will attract new retailers into the town centre
and the scheme has effectively created a new fashion pitch anchored by
Debenhams and M&S. Alongside the critical mass of retail chains and names that
will attract customers to the town centre, Wrexham has three indoor markets and a
wide variety of small independent retailers.
(e) Convenience
4.15 Good accessibility is a vital ingredient for the success of a town centre. Issues of
access by private and public transport, navigability, congestion, and so forth,
determines how convenient a centre might be as a destination in relation to its
competitors. The relative convenience of a town centre can be summarised in
terms of access by all modes of transport.
4.16 Good quality, competitively priced car parking is viewed as a major competitive
advantage. There are approximately 1,000 car parking spaces within the Eagles
Meadow scheme and the pricing tariff for those spaces whilst not tied in to the
Council‟s pricing structure is not dissimilar. New infrastructure will be put in place to
support access by public transport such as providing a bus interchange at Market
Street with additional raised kerbs and shelters. The increased use of hackney
carriage taxis in the town centre has resulted in proposals for a number of new
stands in the town centre for use by the cabs.
4.17 Public transport networks are well-developed in Wrexham. There is a daily bus to
London as well as local bus routes linking the County Borough to the town and to
neighbouring towns and cities. Travel on buses within Wales and to Chester is free
to the over 60s and the disabled. There is a direct rail route from London, Chester,
Shrewsbury and Birmingham to Wrexham. There are opportunities for the bus
companies to review their timetables to provide direct and indirect (via the bus
station and town centre shuttle bus) bus transport to and from Eagles Meadow.
4.18 Wrexham town centre is compact and relatively easy to navigate. The high quality
public realm in the pedestrianised main shopping streets is high and makes it a
pleasant walking environment.
4.19 The plan at Appendix 1 shows the walking distances from Wrexham bus station to
the new Debenhams store at Eagles Meadow (650m). By comparison, the walking
distance across Cheshire Oaks Outlet Village is 1170m, from Chester Bus Station
to Woolworths it is 700m and even a walk around Broughton Retail Park is 570m.
For those with lessoned mobility, the town centre can be easily accessed from
Wrexham Bus Station or Eagles Meadow by Shopmobility.
16
5. Maintaining Performance
5.1 Maintaining Wrexham‟s performance relative to its main competitors will be a
difficult task. Whilst the economic downturn and worsening retail climate impacts
on every retail centre, some will be better prepared to adjust than others. The
development at Eagles Meadow will help by increasing the overall retail floorspace
in the town centre by about 25%. Most of which is pre-let to new or expanding
businesses in the town centre, improving the overall offer, helping to reduce the
leakage of expenditure out of Wrexham, increasing the catchment population by
16% and increasing the value of the clothing market by £28m.
5.2 In order to maintain Wrexham‟s performance, there have been a number of actions
undertaken based on the five „Cs‟. Figure 8 shows that the Council has been
proactive in its desire to see Wrexham town centre maximise its performance – but
recognises that there is more it can do.
Figure 8 – Maintaining performance to date
Possible Already actioned in the town
Further Actions centre
(a) Competition
Resist out of town development – (Planning policy)
proactively support retail redevelopment
in the town centre.
Differentiation – develop a differentiation (eg Real Wrexham)
strategy promoting Wrexham‟s unique
attractions.
Attracting investment – adopt a pro-active (eg Eagles Meadow,
role in identifying and marketing sites, working with developers/
guiding and assisting the development agents)
process to land assembly or acting as
land-owner or even as developers.
(b) Catchment
Retail regeneration – the retail sector‟s (Economic Development
contribution to regeneration of catchment Department Strategy)
is important and having an attractive
vibrant town centre is an important
element in the package of economic
development strategies.
The opening of Eagles Meadow scheme (eg Branding
will expose the town to a much wider & Place
retail catchment – engender strategies to Marketing)
capture this new audience on an effective
and sustained basis.
17
Possible Already actioned in the town
Further Actions centre
(c) Character
Urban design and public realm (eg Investment in
investment – enhance the town centre infrastructure, Streetscene)
through sustained investment in high
quality urban design, streetscape and
public realm improvements.
Town centre management to improve (eg Wrexham Town Centre
Wrexham‟s image and perception. Management Initiative)
Site allocation and land assembly – assist (eg pro-active work with
in land assembly to support further Welsh Assembly
development. Government, planning
process)
(d) Choice
Optimise the balance between national (eg
and independent retailers within the town Independent)
centre and attracting high quality retailers
independent retailers (eg marketing strategy)
fashion, jewellery and designer furniture
furnishing shops may prove fruitful) by
developing a strategy to encourage a
diverse offer, perhaps as an alternative to
the limited range of multiples.
Targeting national retailers, achieve a (eg pro-active work with
critical mass of multiple retailing within developers/agents)
the traditional core.
Retail led development – improve retail (eg Eagles Meadow)
choice by increasing floorspace and
providing larger store units suitable for
providing modern requirements.
(e) Convenience
Improving accessibility by developing a (eg Parking
programme of improvements. Strategy)
Comprehensive pedestrian signs exist (eg Finger posts, town
throughout Wrexham town centre. These centre maps)
are being reviewed as part of the Eagles
Meadow development.
18
6. Action Plan
6.1 To deliver continued improvement in the performance of Wrexham Town Centre,
the Council has identified a number of tools and processes which will form the
foundation of its action plan to deliver its strategy for a renaissance which will
benefit the whole of the County Borough. These include:
Understanding key retail trends in the national retail market.
Identifying Wrexham‟s role in the local/regional retail hierarchy.
Understanding Wrexham‟s consumers.
Benchmarking Wrexham‟s retail offer.
Identifying gaps in the retail offer.
Analysing retail requirements.
Analysing current vacancies.
Matching potential requirements.
Promoting Wrexham Town Centre to retailers and to customers.
6.2 The Action Plan contains a series of activities under broad headings which are
related to the 5Cs. These include:
Information and knowledge – to inform future planning and activity;
Marketing and Promotion – campaigns for Wrexham town centre to promote the
town centre to a wider audience;
Event Management – facilitating and organising events throughout the year as
an added attraction to visitors;
Support for Businesses – both direct and indirect;
Physical Regeneration – carrying out or facilitating improvements to the physical
infrastructure of the town centre to improve its attractiveness and accessibility
for visitors;
Cleanliness, attractiveness and safety – making Wrexham clean, green and safe
for visitors; and
Accessibility – improving access within the town centre for visitors, people
arriving and leaving Wrexham.
19
DRAFT ACTION PLAN
1. COMPETITION
(a) Information and Knowledge
Action Activities Timescale Cost/funding Lead Outcome/output Monitoring
Frequency
1.1a Extend the appointment (i) Incorporate the October 2008 £10,000 Economic Ability to interact with Task and
of specialist advisors Sociovision Consumer – September (Economic development the retail and leisure finish.
Jones Lang La Salle in Model to provide a clear 2009. Development department, sector to identify
order to use its retail direction for the town Department). WCBC. gaps/opportunities.
and leisure expertise to centre in terms of its retail Ability to target key
ensure that the strategy positioning and the needs retailers/investment
and action plan remains of the local market. decision makers.
focussed and effective. (ii) Understand the Improved target
demographic make up of marketing at primary
Wrexham using ACORN catchment population.
consumer classification
tool by the commercial and
financial analysts CACI
and predict population
growth to 2018.
(iii) Monitor Wrexham town
centre‟s performance
relative to its competitors
in the national and retail
centre rankings
(Venuescore and CACI) to
better understand its
competitive position.
Action Activities Timescale Cost/funding Lead Outcome/output Monitoring
Frequency
(iv) Utilise CACI gravity model to define
Wrexham‟s catchment area market
share to show the changing size of
Wrexham‟s shopper population (the
number of people who shop there on a
regular basis). With the significant
change to Wrexham‟ retail landscape
with Eagle Meadow, model the impact
this has on the shopper population and
the new position that Wrexham holds in
the national hierarchy.
(v) Geographically map the demographic
and market share information to indicate
where Wrexham‟s trade is coming from.
1.2a Work with (i) Category analysis – eg jewellers Jan- June See 1.1a. Economic Information about Six months.
specialist convenience etc. 2009. Development which retailers to
advisors to (ii) Occupier analysis – key multiples Department, target.
analyse the currently not trading. WCBC. Identification of gaps
retail gap in (iii) Independent analysis – key regional in retail provision
Wrexham town and independent brands which are a enabling the Council
centre and to target market that matches Wrexham‟s to target key
target support shopper profile. retailers/investment
and help grow decision makers.
key sectors.
1.3a Undertake (i) Monitor retailers requirements. Ongoing. Officer time. Economic Knowledge of which Monthly.
analysis of Development retailers to target.
retail Department, Identify potential new
requirements WCBC. retailers for Wrexham
on a local, town centre.
regional and
national basis.
21
Action Activities Timescale Cost/funding Lead Outcome/output Monitoring
Frequency
1.4a Continue to (i) Monthly list and Ongoing. Officer time. Economic Information on how well Monthly.
analyse analysis of type of Development Wrexham town centre is
vacancy/void vacancies/voids in Department, WCBC. performing to enable
trends and Wrexham town centre. potential retailers to be
rates and targeted.
requirement Track change in local
matching. market.
1.5a Footfall (i) Undertake physical End July £2,200 pa Economic Increase data on Annual.
survey. count at six strategic each year. (Economic Development pedestrian numbers to
sites in the town centre Development Department/ Wrexham town centre.
to ascertain pedestrian Department). Transportation and Monitor key flows and
traffic routes and Asset Management, identify changes.
number of visitors to WCBC. Monitor footfall and enable
the town centre. comparisons to national
Economic trends.
Longer term. Approximately Development
£7,000 pa (further Department/
(ii) Locate permanent report required). Transportation and
footfall counters in the Asset Management
town centre to monitor Department, WCBC.
footfall and to give
comparisons with the
national picture.
1.6a Retail (i) Monthly analysis of Ongoing. Officer time. Economic Identify peaks and troughs Monthly.
performance. retail performance in Development in retail performance year
the town centre “Like Department, WCBC, on year which can inform
for Like” against the Wrexham Town Centre marketing and promotion
previous year. Forum. decisions/ campaigns.
1.7a Goad maps (i) Purchase electronic 2009 and £500 pa Economic Improved and up to date Annual.
and links to Experian Goad ongoing. (Economic Development information on the town
information. maps through GSI in Development Department, WCBC. centre.
order to be able to Department).
update and utilise.
22
(b) Support for Business
Action Activities Timescale Cost/funding Lead Outcome/output Monitoring
Frequency
1.1b Town (i) Monthly newsletter to all businesses informing Monthly. Officer time. Economic Businesses Monthly.
Centre them of local/national retail trends, events and Development supported and
Newsletter. other retail information, (eg information on training Department, kept in touch
and top tips for increasing footfall/conversion). WCBC. with national/
regional and
local trends.
1.2b Business (i) Keep up to date with changes to BIDs legislation Ongoing Cost to set up Economic Provide Ongoing.
Improvement and experience elsewhere. with a view BID upwards Development development
Districts (ii) Engage/consult with business community within to potential of £30,000 Department, of a BID if
(BIDs). Wrexham town centre. development (further report WCBC/Private agreed by
(iii) Seek Members‟ views on the proposals. of a BID in required). Sector. businesses.
2011- 2012.
1.3b Business (i) Collect business crime statistics. Ongoing. Officer time. Economic Provide Monthly.
Crime. (Potential for Development Baseline of
funding from Department, crime statistics
JAG if WCBC/JAG. to inform policy
required). and target
setting.
1.4b Business (i) Provide Business Counsellor support for individual Ongoing. Unknown Economic Supported and Ongoing.
Advice. businesses on request. depends on Development more
demand Department, successful
(Economic WCBC. businesses.
Development
Department).
23
2. CATCHMENT
(a) Physical Regeneration
Action Activities Timescale Cost/funding Lead Outcome/output Monitoring
Frequency
2.1a Economic (i) Identify and develop the role and 2008-2011. Officer time. Economic Focus on the retail Annual.
Development importance of retail in the local Development sector in terms of
Department economy. Department, employment and
Strategy. WCBC. growth.
(b) Marketing and promotion of Wrexham Town Centre
Action Activities Timescale Cost/funding Lead Outcome/output Monitoring
Frequency
2.1b Public relations (i) Undertake public relations campaign Ongoing. Officer time. Leisure, Libraries Positive PR generated. Weekly.
campaign. of positive news stories about and Culture
Wrexham. Department/
(ii) Respond to letters in the Wrexham Economic
and Evening Leader to portray Development
positive aspects of Wrexham Town Department/
Centre. WCBC, Private
Sector.
2.2b Development of (i) Directory of businesses in the town October Officer time. Economic Number of hits on-line. Six monthly
online directory centre with search facility by: 2008 – Development for set up
of businesses. business name; March Department, and
street; and 2009. WCBC/ Wrexham thereafter
type of business by category. Town Centre weekly.
Forum.
(ii) Working with businesses to develop 2009/2010. Further report Additional promotion for Monthly.
a web domain for shopping in required. businesses.
Wrexham and the online directory.
To provide, by subscription, such E-vouchers will drive up
additional features as stock footfall and the number of
information, photographs and e- vouchers reclaimed gives
vouchers. management information.
24
Action Activities Timescale Cost/funding Lead Outcome/output Monitoring
Frequency
2.3b Shopping bags. (i) Provision of environmentally friendly October £5,000 Economic Number of bags issued 6 months.
shopping bags to promote Wrexham 2008 – (Economic Development through the markets and
markets and Wrexham town centre. February Development Department, through the independent
2009. Department). WCBC. stores.
2.4b Tourism (i) Development of promotional/advisory Economic Promote Wrexham to Quarterly
promotional publications: Development wider audience. and annually
documents. Department/ as required.
(a) Real Wrexham. Annual £28,000 WCBC
publication (Economic Sponsorship/
Development Flintshire and
. Department) Denbighshire
(b) Wrexham Borderlands Annual £25,000 County Councils/
publication. (Economic Welsh Assembly
Development Government.
Department)
(c) What‟s On. Quarterly £4,710
publication. (Economic
Development
Department).
2.5b Business (i) Brochure for retailers and for retail February £5,000 Economic Information for agents/ Six monthly.
brochure. agents setting out the demographics 2009. (Economic Development retail sector.
and available rental space in the Development Department,
town centre. Department/ WCBC/
Private). Sponsorship and
advertising.
2.6b Marketing Plan. (i) Produce annual town centre Annual £12,000 Economic Marketing Wrexham and Annually.
marketing plan utilising key retail ongoing. (further report Development promotion of Wrexham
dates including Christmas, Easter required). Department, town centre.
and days including Father‟s Day, WCBC.
Mothering Sunday, Valentine‟s Day
etc.
2.7b Wrexham (i) Continue to be point of contact for Ongoing. £23,429 Economic Information for visitors/ Monthly.
Tourist visitors within town centre. (Economic Development businesses.
Information Development Department,
Centre. Department). WCBC.
25
Action Activities Timescale Cost/funding Lead Outcome/output Monitoring
Frequency
2.8b Christmas (i) To produce Christmas supplement November £2,300 Economic Promotion of town centre February
Supplement. (NW Newspapers). 2008. (Economic Development and information for 2009.
Development Department/ visitors re town centre
Department). Leisure, Libraries access etc.
and Culture
Department.
Transportation and
Asset
Management
Department.
2.9b Advent (i) Sponsorship of an advent calendar December £5,000 Economic Increased footfall. February
Calendar. supported by businesses. 2008. (Economic Development 2009.
Development Department/
Department/ Private Sector.
Private
Sector).
2.10b Production of (i) Work with Yale College to produce October – Officer time/ Economic Positive promotion of March 2009.
material for „vox pop‟ images for use on the December Yale College Development Wrexham and the recent
internet/intranet. internet. 2008. time. Department/Yale changes.
College.
2.11b Temporary use (i) Work with property owners and Yale October Private Sector. Economic Create interest and September
of shop College to produce temporary highly 2008 – Development activity in empty shops. 2009.
frontage. visual displays in empty shop September Department,
windows. 2009. WCBC/Yale
(ii) Consult with planning and business October College/Private
rates re above. 2008 – Sector.
September
2009.
26
(c) Event Management
Action Activities Timescale Cost/funding Lead Outcome/output Monitoring
Frequency
3.1c Eagles Meadow (i) Opening event in Queens Square 30/31 Private Sector. Private Sector Increased visitor One off
Development. and French Market. October numbers. event.
2009. Promotion of
Wrexham town
centre.
3.2c Christmas (i) Lights Switch-on October – (i)–(iv) £25,000 Economic Increased visitor Annual.
events. (ii) Opening of Santa‟s Grotto. January (Economic Development number.
(iii) Victorian Christmas Market. each year. Development Department, Promotion of
(iv) Camels and Carols. Department/ Private WCBC/ Wrexham town
Sector). Sponsorship/ centre.
(v) Christmas Lights Contract. (v) £45,000 Business
(Economic partners.
Development
Department).
3.3c St David‟s Day (i) Programme of events to celebrate St March 2009. £10,796 excluding Economic Promotion of Annual.
events. David‟s Day. sponsors (Economic Development Wrexham Town
Development Department, Centre.
Department/Private WCBC.
Sector).
3.4c Wrexham (i) Development of Programme of 70+ October £80,000 (2008) = Economic Bring together Annual.
Business Week. events covering a wide range of 2008 and £20,000 Economic Development high profile
business topics and events. ongoing. Development Department, business
Department). WCBC. speakers and
£60,000 (Private experts to provide
Sector/other public). information to
local businesses.
Promote
Wrexham to a
wide audience.
3.5c Wrexham Arts (i) Week of activities celebrating the May 2009. £15,000 (mostly Leisure, No of events. Annual.
Festival. arts. external grant Libraries and
funding). Culture
Department
WCBC/Private
Sector.
27
3. CHARACTER
(a) Physical Regeneration
Action Activities Timescale Cost/funding Lead Outcome/output Monitoring
Frequency
3.1a Local (i) The potential of sites and buildings Not known. Officer time. Planning Department/ Continued Dependent
Development development/redevelopment sites Economic Development development of upon project.
Plan. within the town centre. Department/ town centre.
(ii) Consider redefining town centre Transportation and
boundary to include Eagles Meadow. Asset Management
Department, WCBC.
3.1b Environmental (i) Environmental improvements and 2008/09. Total Transportation and Enhance quality End 2009.
improvements improved traffic management in £2,663,000 Asset Management of environment.
St George‟s phases. (WCBC/Welsh Department/Economic Improved
Crescent/ Assembly Development access to
Smithfield Government/ Department, WCBC. Wrexham town
Road/Salop Private Sector). centre.
Road.
(b) Cleanliness, Attractiveness and Safety
Action Activities Timescale Cost/funding Lead Outcome/output Monitoring
Frequency
3.1b Pride in Your (i) Work with Streetscene to ensure that Ongoing. Environmental Environmental Creation of a Monthly.
Streets. the public realm is clean and free of Services Services cleaner
graffiti. Department. Department, environment within
WCBC. the town centre.
3.2b Wales in Bloom. (i) Participate in Wales in Bloom Ongoing. £15,000-£20,000 Environmental Enhancement of Annual.
annually. pa (Environmental Services the environment
Services Department, within the town
Department). WCBC. centre.
28
Action Activities Timescale Cost/ Lead Outcome/output Monitoring
funding Frequency
3.3b Business (i) Engage with Town Centre Ongoing. Officer Economic Provide town centre Monthly.
Support businesses. time. Development businesses with a collective
Wrexham Town Department. voice in order to provide co-
Centre ordinated response to
Management problems/opportunities and to
Initiative. help improve the image and
perception of the town centre.
3.4b Purple Flag (i) To assess the benefits of 2009/10. Officer Economic Creation of a safer/ cleaner To be
Award. participating in the Civic Trust‟s time to Development environment for the evening confirmed.
Purple Flag Award for the evening develop Department, economy.
economy. case. WCBC. Achievement of Purple Flag
Award.
£30,000
if the
Council
decides
to pursue
(further
report
required)
.
3.5b Crimelink. (i) Continuing to develop Wrexham Ongoing. Officer Economic Reduction of crime within Monthly.
Crimelink with Wrexham town centre time. Development Wrexham Town Centre.
businesses. Department,
WCBC/Private
Sector.
3.6b Nightsafe (i) Participation in and development of Ongoing. Officer Environmental Create a safer environment for Quarterly.
Initiative. the Nightsafe initiative. time. Services evening economy.
Department,
WCBC/ Private
Sector.
29
4. CHOICE
(a) Providing a good retail mix
Action Activities Timescale Cost/funding Lead Outcome/output Monitoring
Frequency
4.1a Markets (indoor (i) Market Proofing – Ensure that the Ongoing. Officer time to Transportation Strategy and Action Annual.
and outdoor Markets are considered in all aspects develop the and Asset Plan to help ensure
including of the Strategy and Action Plan. strategy (further Management successful markets
specialist/ report required). Department/ as part of a vibrant
continental). Economic town centre.
Development
Department,
WCBC.
4.2a Independent (i) Work with the independent sector to 2009-2010. Officer time Transportation Strategy and Action Annual.
Sector develop a strategy and action plan to (further report and Asset Plan to help ensure
(including help support sector. required). Management that a vibrant
Arcades). Department/ independent sector
Economic helps to add to the
Development diversity of the town
Department. centre and prevent
„clone town‟
syndrome.
30
5. CONVENIENCE
(a) Accessibility
Action Activities Timescale Cost/funding Lead Outcome/output Monitoring
Frequency
5.1a Promote (i) Work with rail/bus providers to 2009. To be confirmed. Transportation Improved Annual.
transport links. promote the transport links that exist and Asset knowledge for
in Wrexham. Management customers/
Department, visitors.
WCBC.
5.2a Real time (i) Explore the opportunity to provide 2010 Scoping and Transportation Reduce Annual.
signage for car real-time signage for car parks in onwards. preparatory work to and Asset congestion and
parks. Wrexham to indicate the availability be carried out Management help visitors.
of spaces and to direct customers to (further report Department,
the next nearest car park if need be. required). WCBC.
5.3a Car parking (i) Develop a Strategy for car parking 2009/10. Officer time. Transportation Reduce To be
strategy. within Wrexham town centre and Asset congestion and confirmed.
including residential, park and ride, Management help visitors.
on street etc. Department,
WCBC.
5.4a Park and Ride (i) Temporary park & ride from opening October 2008 £4,300 minus any Environmental Reduce February
(Christmas). of Eagles Meadow to New Year – January fare income Services congestion and 2009.
(30/31 October and 8 Saturdays from 2009. (Transportation and Department, help visitors.
1 November). Asset Management WCBC. Improve access
Department). to Wrexham town
centre.
5.5a Shopmobility. (i) Continue provision of service at Ongoing. £50,000 2008/09 Economic Improve Monthly.
Wrexham Bus Station. part-funded by Development accessibility
(ii) Open Shopmobility office in Eagles Wilson Bowden Department, within town
Meadow. Developments Ltd. WCBC/Private centre.
Sector.
5.6a Public transport. (i) Discuss routes with commercial bus Ongoing. Officer time (further Transportation Improve Annual.
companies. report required). and Asset accessibility to
(ii) Ensure appropriate infrastructure in Management town centre.
place. Department,
(iii) Review provision of taxi ranks in the WCBC.
town centre.
31