The 38 acre former Saint David's Asylum was partially converted into a business park with a specialist unit split off some years prior. The local authority owner wished to dispose of the site and were open to options from the market. 

A desktop master planning exercise established that a mixed use masterplan which retained all the listed and heritage buildings would form the centre of a new community on the edge of historic Carmarthen. 

This proposal was the Central Heritage Park, designed to revitalise the site’s historic core and preserve its unique vernacular character while integrating modern residential and commercial opportunities. Clearing modern buildings, extensions and car parks liberated floorspace which could be transferred into new build homes in four distinct zones around the site. The intention was that each zone would be developed by individual housebuilders within the context of the masterplan under our control.

The master plan envisaged over 220 new build houses, around 50 apartments, business space and full restoration of the beautiful asylum church and reestablishment of the parkland setting.

By prioritising the restoration of semi-derelict character buildings and the creation of entry-level housing, the masterplan bridged the gap between preserving local history and meeting contemporary social needs.

The path to realising this vision was marked by substantial technical and environmental hurdles. The site’s geographical remoteness from major Welsh urban centers created persistent logistical pressures on sourcing local trade and transporting construction materials. Furthermore, the transition of the property from its historical medical use necessitated rigorous safety protocols, including comprehensive asbestos management and structural fire risk assessments across its diverse building stock. Environmental stewardship also played a critical role, as the presence of protected species required the development of specialized conservation plans to ensure that construction activities did not disrupt the local ecology. 

Ultimately, the acquisition process evolved into a highly complex bid that required extensive direct negotiation with the local authority. The bidding was intensely competitive, involving multiple rounds of offers for both 999-year leasehold and freehold interests. 

While the proposal was recognised as a preferred bidder due to its strong strategic alignment with the council’s community goals, it was ultimately the underbid against a less preferred party.

Even though the bid was preferred on quality and content, the outcome highlights the difficult balance both developers and local authorities must strike between immediate financial returns and the long-term qualitative benefits of sensitive, community-focused development. However, the outcome stands testament to the quality of the team and the bid.