Alterations, erection of a extension to side elevation with roof balcony above

THE FOREGOING ZONES OF INTEREST ARE GENERALLY RESIDENTIAL OR TOURIST RELATED AND WHERE IT IS CONSIDERED THAT MAINTENANCE OR REFURBISHMENT MAY BE ENCOURAGED, PARTICULARLY AT THE UPPER LEVELS, MIXED USE WILL BE PERMITTED WHERE APPROPRIATE. MIXED USE WOULD INCLUDE RETAIL, RESIDENTIAL AND USE FOR TOURISM BUT NOT OFFICE USE.

zones of interest

instances identified in Business Policy 5. The above Policies need to be understood in the context of the whole Strategic Plan, and the nature and needs of each locality. As stated in Paragraph 9.4.5 of the Strategic Plan: "It is accepted that in some circumstances a mix of uses can be appropriate within town centre locations such as residential flats above retail units or office accommodation, particularly where this can help to ensure the use of the area at different times during the day, thus helping to ensure the security and vitality of these areas." Douglas Town Centre Douglas Town Centre performs a number of different functions , being the primary location for traditional retail and office accommodation and evolving uses associated with these in the modern marketplace. The character of the town centre is undoubtedly changing and being flexible to accommodate a variety of functions that are crucial if Douglas is to remain a dynamic, interesting place. Market stalls, for instance, for seasonal or weekend events are often a welcome addition to a vibrant streetscape, and these temporary uses are supported. From a retail perspective, Douglas town centre is relatively healthy with few vacant stores at any one time. Many town centres are retracting and a balance does need to be struck between centres having the ability to adapt and change without damaging the vitality of the central core. Map 5 shows a clear and reasonable Douglas town centre boundary focused on an obvious core area. The town centre boundary and extent of the Mixed Use Areas were considered at length during the Inquiry and the final coverage of the 'town centre' was given firm direction in the Inquiry Report. Area Plan objectives for town and village centres This Plan recognises the prin ciples of sustainable development when it comes to town and village centres and supports such areas being used for a mix of retail, office, food and drink tourism, cultural and residential development which all interplay together to help ensure the vitality of centres. Centres should be places where people work, live, shop, access local services and should be designed to minimise the need to travel and are accessible safely and conveniently by non -car modes of travel - walking, cycling and public transport. Signs of decline can be reversed by positive action to encourage increased activity to help re -vitalise the centres to ensure their continued viability. Objectives: • The principle that town and village centres are the physical heart of their communities. • The hierarchy of centres set out in the Strategic Plan is the starting point for centre development; • A defined Douglas town centre allowing for a range of suitable sites to meet the modern needs of the Capital and protecting against the loss of typical town centres uses to out of town locations . This is to take advantage of existing services and high level s of accessibility; • The continued regeneration of the Douglas town centre; • It is important to identify areas of special character and use , defining them by recognising their group value; • Allowing small scale development in local service centres and villag es which meets identified local needs and/or maintains the viability of local services and the attractiveness of those localities as places to live, fostering sustainable communities. • Reconnecting the communities in the Plan Area by service provision and fostering of local community identity. Area Plan desired outcomes i. Focused, compact and attractive centres. ii. Focused 'centre' uses in the core areas of existing settlements, with new neighbourhood centres in sustainable urban extensions over the lifetime of the Plan of appropriate scale to ensure well thought out sustainable communities. iii. Implementation of the Central Douglas Masterplan proposals. iv. Proposals identifying Comprehensive Treatment Areas (please see Chapter 13). v. A plan which promotes the use of vacant urban sites and premises through encouragement of site assembly, joint venture development and a framework to relieve blockages brought about by land ownership complications, which could extend the range of retail uses and activity in the town centre and thus retain expenditure. vi. Promotion of the town centre area as a residential location (especially on upper floors) to encourage evening activity and retain residential catchment expenditure. vii. Enhanced attractiveness through public realm and landscaping improvements and better connections across the town centre in terms of access and movement and active travel options which will contribute to an accessible and convenient Douglas town centre. viii. Enhanced town centre retail functions in terms of choice and location. ix. Developed centres in terms of visitor destinations and general tourism offer. Key Strategy Documents The Retail Study 2009 This set out to investigate approaches needed to create a revitalised and improved Douglas town centre, with a sustain

ALTHOUGH NO CONSERVATION AREA EXISTS IN PORT ERIN IT IS RECOGNISED THAT IN THE ZONES OF INTEREST IN PARTICULAR, SPECIAL ATTENTION SHOULD BE PAID TO ALTERATIONS AND REPLACEMENT BUILDINGS WHICH MIGHT AFFECT THE GENERAL ENVIRONMENT

zones of interest

LR) to give a revised target of 12.65ha. As 2.88ha of employment land has been developed since 2014, the outstanding requirement is for sufficient land to be available to meet a residual target of 9.77ha by 2026. 78 Employment Proposal 2 of the draft Area Plan indicates that the development of designated industrial land within existing settlement boundaries could contribute about 7.1ha toward meeting this target. In addition, Employment Proposal 3 of the draft Area Plan provides for the allocation of Site BE002a (south of Cooil Road) for employment development. This undeveloped site, which lies outside the existing settlement boundary, has a gross area of more than 9ha, and could contribute about 5.2ha net to meeting the residual employment land target. Furthermore, Employment Proposal 4 of the draft Area Plan, would designate Sites BE002b and BE006 as a Strategic Reserve for employment development. This undeveloped land, to the south of Cooil Road and north of New Castletown Road, has a gross area of almost 29ha. 79 The ELR also recommended that provision should be made for the development of a new Technology Park, which would be additional to the base requirement for employment land. The draft Area Plan allocates a site of 5.31ha for this purpose on Site DE004, at Sangster's, Field, Douglas. The Case for Eden Park Developments Ltd 80 Eden Park Developments Ltd challenged the adequacy of the employment land provision in the draft Area Plan. They owned existing employment land to the south of Cooil Road, together with the whole of Site BE002. They had received firm enquiries from a variety of prospective users of their land, who would jointly require some 9ha gross. These proposed developments would include a second phase of Jackson's existing multi-franchise car dealership (1.32ha); a second phase of the existing Eden Park light industrial units (1.71ha); an additional warehouse for Robinson's fruit and vegetable packaging business (0.69ha); a high quality manufacturing facility (1.2ha); a new HQ for Hartford Homes/Eden Park Developments Ltd (0.53ha); a private medical cluster (1.33ha); and a corporate office facility (1.35ha). 81 In 2018, Eden Park Developments commissioned GL Hearn to reassess the Island's employment land requirement. GL Hearn concluded that the ELR had significantly underestimated the need for additional employment land for several reasons. First, it had covered too short a period. A span of 15 to 20 years was generally considered to be an appropriate timeframe for planning purposes. Therefore, ideally the ELR should have covered a longer period, up to 2034. 82 Second, in estimating the future number of office jobs, the ELR had adopted the 'realistic scenario' used in the Government's Vision 2020 forecast, which postulated annual growth of 0.7% to 1.0%. However, the long term annual growth rate in the number of jobs in the Isle of Man had been 1.1% averaged over the 65 years between 1951 and 2016. Between 1991 and 2011, jobs had increased by an average of 1.5% per annum. It appeared that the growth rate used in the ELR had focussed too strongly on short-term trends in the wake of the global financial crisis of 2008. The consequent recession had unnecessarily been projected forward into the 2020s. 83 Third, the ELR assumed that 75% of future office development would be in Douglas town centre. However, the supply of sites there would be insufficient to meet 75% of the predicted demand. Much of the existing vacant office floor space in central Douglas was in older premises, of a relatively poor quality, and unattractive to potential users. The rental value of office buildings in Douglas would be insufficient to make the redevelopment of existing outworn office space commercially attractive. By contrast, there was a strong demand for the provision of modern office facilities on out-of-centre business parks, in attractive environments, with adequate parking space. 84 Fourth, the updated ELR appeared to have made no provision for inward investment, which in the past had made a substantial contribution to the Island's economy and employment growth. A suitable allowance should be made for this to continue. 85 GL Hearn's conclusion was that there would be a requirement for at least 16.5ha of employment land in the East, between 2014 and 2026 (as compared to the 8.43ha forecast in the ELR). However, 16.5ha should be treated as a minimum figure. A further 5-year's supply (10.6ha) should be added, to provide for market competition and flexibility. That would bring the total requirement to about 27ha. Eden Park Developments concluded that Sites BE002b and BE006 should be allocated for immediate development for employment purposes, rather than kept back as a Strategic Reserve for future employment use. The Case for Peel Land 86 Similarly Peel Land challenged the adequacy of the provision of employment land proposed in the draft Area Plan. They are the owners of part of Site BE006, measuring about 6.7ha. They had commissioned consultants Hatch Regeneris to review