Issue - meetings

Mill Gate Shopping Centre and Estate : Joint Venture update and development principles

Meeting: 12/07/2023 - Cabinet (Item 31)

31 Mill Gate Shopping Centre & Estate: Joint Venture update and development principles pdf icon PDF 348 KB

Report of the Cabinet Member for Strategic Growth is attached.


Councillor Eamonn O’Brien, Leader and Cabinet Member for Strategic Growth, presented the report regarding engagement with local stakeholders to communicate the emerging development vision prior to further design development activity. This will be based on a Strategic Regeneration Framework (SRF) approach which provides a greater level of structure and flexibility to govern the development process for Mill Gate as a whole when compared with a phased (‘plot by plot’) approach.


Members discussed the long timeframe for the project, noting this would enable extended consultation to ensure residents and businesses were committed to the development. The Mill Gate was a successful development and the Council were looking to make improvements to ensure that success would continue in the future, rather than there being problems to fix.




1.    Provided approval for the JV to undertake engagement activity over the summer period to introduce the evolving masterplan design and key development principles; and

2.    Provided approval for the JV to procure and develop a Strategic Regeneration Framework for the medium/ long term re-development of the Mill Gate Estate.


Reasons for the decision:

It is important for the JV to engage with the Public and other stakeholders in order to validate the emerging strategic vision for the Mill Gate Estate prior to further design activity. Development of a Strategic Regeneration Framework for Mill Gate enables large scale development to progress in accordance with the emerging vision of the Mill Gate Joint Venture vehicle and the strategic objectives set out during the acquisition of the asset. The SRF provides the most flexible and cost-effective method of project development.


Other options considered and rejected:

·         To progress with the development on the basis of individual phases, obtaining outline planning permission and then undertaking detailed planning – this has been rejected owing to the risk of constraints to the overall delivery strategy, higher costs and a risk of extinguishing the underlying planning permission and the associated loss in up front expenditure.

·         Not progress the Mill Gate redevelopment proposals towards a first phase of development and leave the Mill Gate centre undeveloped - this has been discounted as this would not be in line with the strategic goals of both the joint venture partnership or wider Council aspirations.