CREATING RESILIENT TOWN CENTRES

Conference Summary Summer 2015 Future of is an independent not-for-profit policy network focused on the challenges facing regeneration, housing, infrastructure and economic development practitioners in the Capital. We are a borough-led membership organisation with a number of external partners, which provides top career development, expertled policy research, and topical networking and speaker-led events.

Arup is an independent firm of Bilfinger GVA is the UK’s largest Pollard Thomas Edwards specialises in designers, planners, engineers, independent commercial property the creation of new neighbourhoods consultants and technical specialists consultant. Headquartered in London and the revitalisation of old ones. offering a broad range of professional and with 12 offices and 700 fee Their projects embrace the spectrum earners across the UK, Bilfinger GVA of residential development and other services to clients around the world. offers the country’s largest and most essential ingredients which make Headquartered in London since 1946, diverse multidisciplinary property our cities and towns into thriving Arup’s commitment to the city is long- consultancy outside of the capital. and sustainable places: schools and established and the firm continues to nurseries, health and community support research into issues that may centres, shops and workspaces, affect London in the future. places to recreate, exercise and enjoy civic life.

“Without [the] political will, this big transformation would not have happened.” Contents - Roger Madelin CBE, Partner, Argent, on King’s Cross INTRODUCTION 1

STRATEGY AND DIRECTION OF TRAVEL 2

DELIVERING LARGE- SCALE CHANGE 3

WORKING WITH COMPLEX PLACES 7

DELIVERY: THE RIGHT INGREDIENTS 12

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Lisa Taylor conversions, vacant properties • Big projects will only succeed Director, Future of London and space-sharing on high streets. with consistent, brave leadership Participants included decision-makers in decision-making and London’s town centres are key to from across the public, private and investment. supporting its communities, especially third sectors; the event was an as the Capital flexes and shimmies to excellent time to exchange ideas with • Sound partnerships – with the accommodate its growing population. peers, and we hope this summary will private, voluntary and academic Some 54% of London’s total jobs keep the work and the connections sectors and across government are based in or near town centres; live. tiers – are required to deliver they provide services, leisure and effective change, particularly as civic amenities, and will play an Recurring themes included: austerity continues. increasingly important role in meeting • The most successful town centres • Long-term resilience comes from housing need. are true multi-purpose hubs – for understanding users, whether National and local policy recognise working, living, shopping and they’re shoppers, residents, the importance of high streets and playing. workers or traders – and from the town centres that support them, keeping that analysis flexible • Town centres require fit-for- but with threats from online retailing, enough to work as populations purpose approaches: plans demographic change and budget change. differ widely between Croydon, cuts, this is a good time to explore the Barking, Hackney Wick and • Civic assets should be valued emerging practices, relationships and Barking, as they should. and used more for their potential opportunities that will help London’s as catalysts for image and diverse town centres prosper. • As part of that bespoke investment. approach, boroughs and partners Future of London’s June 2015 must balance existing and new: Full presentations for most of the conference, Creating Resilient Town development opportunities, excerpts that follow are available on Centres, followed the natural course including needed new housing, our website. To get a comprehensive of town centre renewal big and should allow for what already feel for priorities, challenges and small, from strategy through delivery works in a place, and sustain approaches, read on… and changing uses to stewardship. uses for existing as well as new Discussion touched on thorny residents problems like office-to-residential

All photo credits this page: Marcos Bevilacqua Photography, courtesy GVA

CONFERENCE SUMMARY: CREATING RESILIENT TOWN CENTRES 1 STRATEGY AND DIRECTION OF TRAVEL

Jerome Frost OBE Global Planning Director and Leader of Consulting (UKMEA), Arup

“In a major departure from Forshaw and Abercrombie’s 1943 functional analysis map (Fig. 1) for a zoned London, the role of the town centre has shifted almost entirely from administrative to serving as a ‘living room’ for its catchment area, where shopping and leisure, learning and living have become dominant features. ‘Millennials’ born in the FIG. 1 : SOCIAL & FUNCTIONAL ANALYSIS, A.K.A. THE ‘ABERCROMBIE MAP’. 1980s and 1990s are shaping the (1943 COUNTY OF ) world to suit their needs and lifestyles, and their influence is changing Gerry Hughes trends and external shocks. how town centres are designed and Senior Director and National ”Looking across London and its function. Head of Planning, Development & catchment, a multi-faceted response Regeneration, Bilfinger GVA ”This has given our town centres is needed. Despite their differences, a boost. Urban centres are now “The town centre is not dead. Indeed, all town centres need the capacity to places where people want to spend there is clear evidence that it is change and flex over time. The public their time: both professionally and bouncing back, post-recession. This is sector plays a key role in enabling privately; during the day and in the because we have a natural affinity for cohesion, service provision and long- evenings. Movement patterns are our high streets, beyond their function term planning, but must do so in changing in tune with these lifestyles as shopping destinations. They play a partnership with the private and third and the impact of the internet and key role in social cohesion, sense of sectors; a top-down approach won’t growth in online shopping has further belonging and community well-being. work. reduced the administrative role of ”Local authorities are also central town centres, with community facilities ”Town centres are evolving rapidly, to another principal consideration: and ‘idea stores’ the most visible civic however, in response to technological that management and stewardship function. The emphasis now is on and social change. We need must be considered and budgeted for convenience and leisure. bespoke approaches to address the implications of these changes, from the outset. In turn, stewardship ”Acknowledging these trends taking account of particular local must involve embracing innovation and demands affords different circumstances. and change – in essence, responding perspectives and raises questions to customers. If you get this right, about how we design our cities and ”Now and in future, town centres town centres will work because you where we prioritise. Will Millennials are subject to long- and short-term understand your customer.” want to live in urban extensions, pressures, from local market shifts suburbs or new towns if we build and policy changes to broad systemic, them? Are our urban centre ambitions demographic, cultural and digital big enough to accommodate the growing demand for housing and SHORT TERM MEDIUM TERM commercial space within them? Declining spending power Planning Policy Market confidence TOWN Local Institutional support And are we making best use of Economic distribution CENTRES Alternative trading format the renewed demand to capture HIGH STREETS value and reinvest in town centre infrastructure that is fit for the 21st century?”

LONGER TERM ‘Slow Burns’

DEMOGRAPHIC CHANGE DIGITALISATION CONVENIENCE CULTURE Aging Internet Sales Ease of access Ethnic diversity Networking Instant availability Polarisation Social Media Move away from one stop shop Leisure demands Localised convenience

FIG. 2 :EXTERNAL INFLUENCES ON TOWN CENTRES (ECONOMIC & SOCIAL RESEARCH COUNCIL/BILFINGER GVA)

CONFERENCE SUMMARY: 2 CREATING RESILIENT TOWN CENTRES DELIVERING LARGE-SCALE CHANGE

CASE: OLD OAK COMMON (66% of Canary Wharf); 24,000 new retail study, investigating the quantity, homes and 52,800 new residents (1.5 location and phasing of retail and Victoria Hills times as many homes as Ebbsfleet); leisure that could be provided without Chief Executive Officer, Old and £7bn per annum GVA added to harming existing centres. Qualitative Oak & Park Royal Development the UK economy. recommendations – including Corporation affordable retail, meanwhile uses, In terms of town centre activity, the and opportunities and challenges for “Above all, we know that a flexible plan is to create a place in Old Oak nearby centres – will inform OPDC’s policy is needed because how we because that’s where most people Local Plan policy. shop now won’t be how we shop in will be spending time, as opposed to 15-20 years’ time. With a 30-year simply interchanging. OPDC sees key project still in is initial phase, we have opportunities here: to create a new a real opportunity ‘to plan from the town centre; to enhance what exists; start’ and for generations to come.”- and to safeguard assets including Victoria Hills Wormwood Scrubs Cemetery, the Grand Union Canal, the UK’s largest Old Oak Common will be the UK’s and most successful industrial park at largest regeneration project, involving Park Royal, and a lot of land. an entirely new town centre in west London and the creation of a ‘hub In terms of area integration, the plan of hubs’: the most connected part of is to connect emerging centres via the UK for national and commuter a new high street linking Harlesden rail, with nine lines coming together and Willesden Junction in the north including the only and HS2 to the Crossrail junction in the south, junction. In 11 years’ time, Old Oak providing a new retail corridor and will go from zero to 202 trains per connecting them into the new network day, similar to Waterloo. of canal, high street and station.

Everything about the scheme is on To try to create an exemplar resilient a large scale: the commercial draw centre from the outset, Peter Brett includes plans for 55,000 new jobs Associates is conducting a high street

FIG. 3 : OLD OAK AND PARK ROYAL TOWN CENTRES (OPDC)

CONFERENCE SUMMARY: CREATING RESILIENT TOWN CENTRES 3 CASE: SILICON VALLEY situations and chance encounters, role in regenerating King’s Cross into distinct from the controlled access on the great place it is today. Ellen Greenberg corporate campuses. In policy terms, Director, Integrated City Planning, town centres can compete by offering “In the 1980s, King’s Cross was a Arup high-quality public realm, night-life, dangerous area that needed drastic diversity and various forms of public improvements. Plans to regenerate the “In ‘playing the game’ [with big transport. area attracted much public scepticism, anchor tenants like tech campuses], but they went ahead anyway. This it is vital that these town centres do Mountain View and Redwood City was primarily because the political will not lose their authenticity, because have made radical public realm was there to carry the plans forward. that’s what attracts people in the first improvements, easing parking This is true for most big regeneration place.” – Ellen Greenberg regulations to make space for schemes, such as those in Birmingham ‘parklets’ (parking spaces co-opted for and Manchester, where the political In the United States, major seating, dining or play), increasing will of elected officials enabled the corporations – especially knowledge- the number of civic offices and close community consultation required economy ones – are acknowledging opening up the downtown area to for successful urban regeneration. For the value of town centre experiences, create vibrant public spaces. King’s Cross, the leading politicians and trying to replicate ‘downtown- really wanted to try something new: like’ environments on their campuses; Town centres in Silicon Valley have to think creatively and deliver a great Google HQ even has its own cycle- demonstrated that they can both town centre that people wanted to visit. share programme. complement and in some cases compete with tech and knowledge- “Much of the implementation strategy Google’s base, Silicon Valley is economy campuses, though there for King’s Cross has emphasised also home to Apple, Facebook and are risks associated with this kind factors that create place. Children Stanford University. The area’s main of paired growth. It can attract featured throughout the strategy, and town centres include Redwood City, gentrification, increase community they became a key business driver. Palo Alto and Mountain View. disparities and lead to a loss of The thinking was that if children like This ecosystem is spatially divided: urban grain and quality if taken a place, families would visit that tech headquarters are largely inward- too far. Those reliant on large firms place repeatedly, driving the area’s focused, car-oriented campuses need to be cautious about how they success. Families visit places out of designed to keep employees in, while accommodate these neighbouring choice: therefore factors that attract the town centres are open, authentic giants, but should recognise the them, such as safety, greenery and a urban spaces that offer vibrant, benefits to be gained from a large clean environment, were factored into unpredictable public life. firm presence in the town centre set planning. up. The role of Silicon Valley’s town “Regeneration plans also allowed for centres is evolving, and they are CASE: KING’S CROSS features and designs to attract other worth watching. Supported in part by cross-sections of people who lived, Roger Madelin CBE big-firm expenditure, they also attract worked and travelled in the area. smaller tech businesses and start-ups Partner, Argent LLP This required time to think about the spectrum of users of that place, but was looking for authentic urbanism. ““““‘”The three factors crucial to the key in making the design so successful. successful delivery of King’s Cross Among other assets for innovative were political will, time (to think) and industries and workers, town centres “The scheme’s successful delivery leadership. All three played a pivotal offer buzz and serendipity: real required good leadership and a team of planning officers with a shared vision. London’s winning Olympic bid certainly helped King’s Cross achieve its development plans, but much of the delivery came down to good leadership and bold decisions. In 2008, an attempt to borrow £600m infrastructure funding for the area failed, yet the leadership put in the funding themselves and – luckily – this paid off. The success of King’s Cross was thus highly reliant on brave leadership that dared to make informed decisions and risk budgets.”

FIG. 4: SILICON VALLEY TOWN CENTRES AND ANCHOR INSTITUTIONS (ARUP)

CONFERENCE SUMMARY: 4 CREATING RESILIENT TOWN CENTRES CASE: TOTTENHAM HALE Tottenham Hale 2025 - Vision & Commitment Tottenham Hale- a new urban centre Peter O’Brien Area Regeneration Manager, Tottenham Hale, LB Haringey

The borough of Haringey has ambitious plans to regenerate Tottenham. The council’s vision includes increasing local job opportunities and improving housing and transport links, with a target of 10,000 new homes and 5,000 jobs across Tottenham over the next 10 years. For Tottenham Hale, this includes a new urban centre based on two key moves: developing an east– west Green Link and improving the south–centre link. To carry this vision forth effectively, three key approaches have been adopted:

Authenticity: Work with what you’ve got Tottenham Hale has benefited from residential and workspace demand FIG. 5: TOTTENHAM HALE MASTERPLAN (LB HARINGEY) from areas with similar characteristics such as Fish Island, Hackney Wick and the Upper Lea Valley, leading the council and GLA to adopt a strategic a disused maintenance space set for Road to Lee Valley Regional Park. The approach to providing workspace. demolition. Rift has used this building Tottenham Housing Zone will create The Gaunson House warehouse, for as a practice and production space, a new mixed-use environment in example, was converted into a studio attracting 12 international theatre Tottenham Hale, with three additional and exhibition space, now with 20 productions. For the council, relaxing bridges. These are big projects that SMEs employing over 80 people. At policies and taking small risks has led require a lot of effort, patience and a total outlay of £150,000, this was to a dynamic project, and saved the funding. a cost-effective way of offering a lot council the cost of a vacant space. of workspace. The project’s success To support this complex work, the prompted the GLA and council to set Big moves: Address long-standing GLA is acting as an equal partner up the Opportunity Investment Fund to issues and be brave to LB Haringey. For its part, the stimulate this type of activity. Tottenham Hale has several spatial borough is investing time and effort challenges, mainly that it is effectively in building good relationships with Involvement: Engage people in a collection of islands, separated landowners and other key partners. consultation by rivers, canals, railways, roads As with any major multi-stakeholder Using feedback from the community, and housing. Stitching these spaces project, disagreement and competing Tottenham Hale has started a series together will be extensive, expensive interests will be factors, and elected of test projects that offer space for and won’t happen overnight. The leaders need to prepare for criticism. promising ideas to flourish and attract Green Link, for example, involves This is where bravery and building on investment. An example is Rift, a building a tree-lined pedestrian and partnerships to find a common goal theatre partnership that moved into cycle-friendly path from the High is key.

CONFERENCE SUMMARY: CREATING RESILIENT TOWN CENTRES 5 How can transport support geographical variation (90% of outer likely have taken longer to come the growth & success of town London town centres are still accessed forward, if they were undertaken at centres? mainly by car). all.

Lucinda Turner Balancing demand Wider benefits Head of Strategy & Policy, Responding to transport needs can TfL is increasingly gearing appraisal Transport for London be politically sensitive: increasing and funding toward capturing the cycle lanes mean reducing car lanes Public transport plays a major role wider benefits of transport investment. and increasing pedestrian areas is in supporting and catalysing the Acknowledging that there is untapped challenging as most town centre high growth-node potential of town centres. potential in improving the quality and streets are on strategic road networks. London’s continuous growth requires experience of place, National Rail’s Competition for limited space requires public transportation, connectivity development plans (particularly in balancing different needs, but can and accessibility that keep up with south London) focus on ‘metroisation’, also introduce new opportunities: demand. To do this, Transport for i.e. increasing the quality and for instance, London is learning from London (TfL) uses a multi-modal integration of areas around stations. cities that have invested in ‘Transit- approach focused on providing the This approach had a major positive Oriented Development’ (TOD), where right connections and good quality of impact in Dalston. developing around higher-quality services: station areas helps reduce pressure TfL’s greatest challenge in adopting Understanding shopping movement on space and car dependency, these approaches is funding. and fosters compact, walkable In trying to better understand how Many schemes are in the pipeline communities. people travel to town centres and (for example, Tube upgrades, the night Tube, mini-Holland cycling how travel preferences affect their Integrated approach shopping behaviour, TfL carried out infrastructure), but there is huge Rail and station development is a Town Centre study (2011) which pressure on budgets, and most increasingly designed around the showed the bus (36%) as the most funding streams are committed. delivery of housing and employment. widely used mode of travel. Walkers, With that in mind, TfL is focused on The masterplans for the Bakerloo on the other hand, spent the most capturing the value uplift from its line extension and Crossrail 2, for (£373 per head per month) and investments and reinvesting in London example, are centred on a multi-modal also visited most frequently, along priorities like housing. development approach, as are the with cyclists. This type of data can regeneration plans for Tottenham Hale inform accessibility and connectivity and White Hart Lane. Had these been improvements, allowing for pure transport projects, they would

FIG. 6: PUBLIC TRANSPORT ACCESSIBILITY LEVELS IN LONDON’S TOWN CENTRES (TFL)

CONFERENCE SUMMARY: 6 CREATING RESILIENT TOWN CENTRES WORKING WITH COMPLEX PLACES

CASE: BRIXTON homes and a local housing co-op on development on Coldharbour Lane Coldharbour Lane; and (potentially) will also include 3,000 sqm of Sue Foster OBE adding 250 new homes in the Brixton commercial space; over 10,000 sqm Strategic Director for Delivery, LB Central development. of new and refurbished commercial Lambeth space will also be made available in Congestion Brixton Central. The council also set Brixton has been subject to much Brixton has many congested streets up Pop Brixton, a meanwhile project development pressure. The 2013 and conflicting uses of space (for supporting local jobs, training and masterplan was co-produced with example, markets, shops, bus stops, growth, 85% of whose tenants are the local community and council (a refuse collection). It also has a vibrant Lambeth-based. major landowner) and focuses on two night-time economy, which contributes key objectives: to catalyse change significantly to the local economy, but The council has invested heavily in and promote stewardship in Brixton. also attracts problems including crime. major public realm improvements, Though the developments will bring The , which will soon including the extension of indoor many opportunities, they also pose be part of TfL’s 24-hour Tube offer, markets and improvements to Brixton’s a number of challenges in relation is likely to impact the town centre rail station. It is also working on a to gentrification, particularly in terms positively and negatively. To improve new management strategy to improve of housing, local businesses and – or at least maintain – area safety the outdoor market, funded through congestion. and user experience and to manage the High Street Fund, and improving historic shop fronts using Heritage Housing competing uses on its streets, Brixton needs to eke out more usable space, Lottery Fund money. Historically, Brixton has had a high along with better design, new public level of social and affordable housing, Overall, LB Lambeth’s approach to spaces, seating and greenery. but with the increased popularity of developing Brixton has been to not the area, house prices have risen and Local business only focus on physical regeneration, social housing access has stagnated. but to invest in working with local Much of Brixton is rapidly changing, This is constricting the housing market, communities and retailers to ensure attracting new businesses and driving prices up and putting extra they are resilient and effective through developments, but also protests pressure on the council to house the coming changes. and objections. National Rail has people on social housing waiting lists. plans to refurbish its ageing railway To stimulate housing growth, LB arches, but this has also resulted Lambeth has worked closely with in the termination of leases and local communities and retailers on displacement for local businesses. three major housing-led projects: a Importantly, this also threatens to new town hall (where 14 offices have change Brixton’s rich identity, which is been consolidated into two, making what attracts many new people in the room for 194 new homes, 40% of first place. which will be at sub-market rents); To provide more commercial 300 new, mainly private rented sector and business space, the housing

STREET MARKET LINKED UP Largest award of High Street Fund grant. OWNER WITH SPACE MAKERS A street market strategy including future management.

A master plan for the market 17 UNITS streets. OFFERED FREE Major public realm FOR 3 MONTHS improvements to Electric Avenue

Working with traders & the BID NOW HAS WAITING LIST Integration with indoor markets & adjacent business OF OVER 300 key challenge.

FIG. 7: BRIXTON STREET MARKETS (LB LAMBETH) FIG. 8: BRIXTON VILLAGE (LB LAMBETH)

CONFERENCE SUMMARY: CREATING RESILIENT TOWN CENTRES 7 CASE: HACKNEY WICK & the separation, the masterplan aims industrial heritage, with a large FISH ISLAND to improve connections between the number of basic, flexible workspaces The authority vision different centres. This has included and the highest concentration of replacing an existing footbridge over creative practitioners and artist Esther Everett the A12 with a new 24-hour vehicular studios in Europe. To carry this Interim Head of Physical connection and introducing a new plan forward effectively, research Regeneration & Design, London route that will connect the station has been commissioned on how a Legacy Development Corporation in the north to the south over the housing strategy would fit around the Hertford Union canal, creating a link workspace strategy. Hackney’s town centres are into existing developments. undergoing significant regeneration, Seeding uses with much growth opportunity to A joined-up approach Test spaces have been introduced that come. The borough’s regeneration Historically, fragmented ownership will be given a long-term home within plans are currently in their second has led to much piecemeal the masterplan. This includes projects phase, following a successful first development in the area. The LLDC such as a temporary skate/BMX phase (2009-12) tied to £12m in has therefore taken a lead in using the park in Frontside Gardens – initially GLA funding for Olympic Fringe land it owns to kick-start development a three-month plan, the facility has regeneration, and which won the and set standards. This has led to a now been operating for three years; 2012 NLA Public Realm Awards. The more joined-up approach, working Hub 67, a new community centre that second phase, from 2014 to 2020, collaboratively with neighbouring encourages local residents to use the is about creating new town centres, landowners to create a more area; Street Interrupted, a test space including a neighbourhood centre comprehensive approach to delivering for new public realm design, and the planned for Hackney Wick. The their plans. These include the delivery White Building, which has brought a masterplan for Hackney Wick has of 500 new homes in the masterplan locally listed building back into use as focused on: area, alongside a workspace strategy “London’s centre for art, technology which prioritises re-provision of the and sustainability”. Connectivity overall employment workspace, Hackney Wick and Fish Island are increasing employment density Stitching these three components isolated by the Grand Union canal and offering well-located, low-cost together within the bigger picture is and A12, which fragment the area workspaces whilst enhancing the fundamental to delivering the Hackney into five separate islands, and cut heritage of the existing buildings. Wick masterplan. it off from the rest of London. The goal is to create a place that has a This coordinated approach is essential distinctive character that reflects its in this area as Hackney Wick and cultural heritage. In order to address Fish Island have a rich cultural and

FIG. 9: OLYMPIC FRINGE MASTERPLAN (LLDC)

CONFERENCE SUMMARY: 8 CREATING RESILIENT TOWN CENTRES CASE: HACKNEY WICK & FISH ISLAND A developer perspective

Andrew Beharrell Senior Partner, Pollard Thomas Edwards

Much has changed in Hackney Wick since the mid-1990s. It used to be an edgy and impenetrable place, with under-used and derelict building stock from its Victorian factory-town past. When Stratford became the locus of regeneration, followed by the Olympics and now the LLDC, the spill- over transformed Hackney Wick into the well-connected, trendy place it is today. Still, Hackney Wick and Fish Island have no town centre. FIG. 10: STONE BROTHERS PERMEABILITY PLAN (PTE) As part of a wider effort by the LLDC to create a new Hackney Wick Neighbourhood Centre, Pollard Thomas Edwards (PTE) has been closely involved in redeveloping the premises of Stone Brothers, an LLDC have worked through a number • changes to the local heritage ironmongery distribution business of challenges typical of a complex designation and a general shift to moving to more modern premises. regeneration area under development a more conservation-led future for PTE Property and development partner pressure: Hackney Wick. Groveworld have bought the site. • changing context: planning policy Hackney Wick can provide Stone Brothers occupies two clusters is still evolving, and there have workspace, new homes and some of buildings north of Hackney been three successive planning town centre services, but must balance Wick station, on a new north–south authorities (Hackney, London the often competing interests of route planned as part of the station Thames Gateway and now the development with maintaining its upgrade. Currently impenetrable, the London Legacy Development distinctive character. As planning site will soon be part of the walking Corporation) over the project’s policy requires no net loss of and cycling route connecting Hackney seven-year gestation period; employment space, and rents are Wick station to Fish Island in the very low, the development of new south, Wallis Road to the north, and • multiple agencies including workspace has to be subsidised by Stratford and the Queen Elizabeth the LLDC in its capacity as primarily private housing. All of this Olympic Park across the River Lee. development control, regeneration will require leadership and effective agency, and landowner with its community engagement – and a The redevelopment of Stone Brothers own proposals; delicate balance between control and will deliver that route, and, with letting go. neighbouring sites, create a new • the need to model, test and network of accessible streets and prove proposals in various yards. contexts: the 2012 and still current Area Action Plan; the The development will include about-to-be adopted Local Plan; 4,645sqm of new studio space plus and the Neighbourhood Centre 120 apartments. In bringing the Masterplan still being designed; project forward, the developer and

CONFERENCE SUMMARY: CREATING RESILIENT TOWN CENTRES 9 CASE(S): THREE DIVERSE the local community well through PLACES a popular street market and shops selling convenience goods, it has Chris Hall the potential to attract new residents Director, Bilfinger GVA (many due to arrive during the major regeneration of the area). We focused “When thinking about complexity in on relatively simple fixes here: adding town centres, attention often falls on family dining, upgrading shop fronts, the ‘hardware’, or physical structures and consolidating the street market. needed. The ‘software’ - i.e. people, diversity and how an audience Alton Estate, Roehampton develops over time – is just as critical. “This is a diverse estate with a Three places where this has proved relatively low-quality town centre, out include: at the edge of town and without Vauxhall rail or Tube service. Analysing what people actually wanted, Bilfinger GVA “This is a fragmented place, divided increased the retail offer (particularly by a gyratory, a railway viaduct and convenience) to serve those in new the Thames, which effectively halves and existing estates, and added a its catchment. Some 30,000 people library and arts centre with start-up work in this area and regeneration space to accommodate the many plans will add up to 25,000 more students and make it more mixed-use. jobs. TfL’s public realm strategy calls for addressing the needs of current “A tailored approach was key to and future users – within that, our all three places – delivering high approach was to treat Vauxhall as quality, embracing how users a place of concourse, offering retail may change over time, and laying and dining through the day, including the partnership groundwork for convenience and quick retail for those sustained stewardship. Places need passing through and higher-end, more to be addressed individually, and durable goods slightly further out for professionals need to avoid letting people staying in the area longer. personal preferences and prejudices Assessing user needs as the place lead: not every street needs an artisan evolves produced retail approaches bakery.” that will increase footfall for some, and increase value for others.

Walworth Road “Good town centre design “The railway viaduct cuts this area off involves a huge amount of from the wider street grid. The road work by many people, and is an arterial bus route and the range one of the biggest challenges of retail is limited. Although it serves is the experience of place. Where are people actually interacting? Bus stations offer social contact and interconnections – what about health care? Social services? Churches? Who are we designing for, and how are they really living?” - Clare Devine Director of Architecture, Cabe at the Design Council

CONFERENCE SUMMARY: 10 CREATING RESILIENT TOWN CENTRES CASE: KINGSTON TOWN perception and feeling are vital in In regenerating its historic town CENTRE getting these parties on board, a key centre, RB Kingston has adopted Delivering growth in a historic challenge has been communicating a practical approach. It knew that borough the vision clearly – and then regeneration was necessary, so coordinating and delivering the the borough invested in continuous Neil Taylor investment. dialogue. This requires pragmatism, Kingston Futures Programme the ability to compromise and find Manager, RB Kingston Integrating development within its ways to work together to deliver a historic context shared objective. On top of this, Kingston Futures, RB Kingston’s The 2014 Eden Quarter development strong leadership has been essential town centre vision, is guided by an brief includes plans to build 1,200 to seeing these plans come to light. overarching aim to “deliver growth, homes, rearrange buildings on prosperity and well-being in equal the historic street and transform a measures”. Considering the borough’s dangerous bus route into a public many historical assets, this poses square. With the town centre’s many two key challenges: coordinating listed buildings (several in poor and delivering private investment condition), it has been a challenge to and integrating development into integrate the development within its its historic context. To overcome historic context. these challenges, the borough has invested heavily in communication To bring the listed buildings back and constructive consultation with the into use, new developments around many parties involved. them were essential. Plans include transforming the old post office Coordinating and delivering private- into an area with new restaurants, sector investment boutiques, and a digital business hub, The borough is producing a riverside and to convert the surrounding area strategy in consultation with (currently a car park and dumping community groups, landowners and ground) into a public square. The other users. The strategy will update borough has ensured that the plans older developments and provide a are high-quality and designed to be new north–south through route. A a complementary backdrop to the proposed boardwalk will require existing buildings. substantial private investment. Since

FIG. 11: KINGSTON: REFURBISHED POST OFFICE PLANS (RB KINGSTON)

CONFERENCE SUMMARY: CREATING RESILIENT TOWN CENTRES 11 DELIVERY: THE RIGHT INGREDIENTS

High Street London launched a multi-project initiative or Use the GLA to kickstart ‘hive’ as part of the Spacehive crowd- programmes Alison Mayer funding platform, pledging a total of Senior Project Officer, £600,000 for the best civic project Adam Towle Regeneration Team, Greater ideas. Senior Project Officer, GLA London Authority Regeneration Team Crowd-funding priorities are to: London contains 600 high streets, The GLA’s Regeneration Team aims to which together house around half • Encourage proactive stewardship drive and shape growth in London’s the jobs and businesses outside the and governance to guide change town centres through (predominantly) Central Activities Zone. Two-thirds of through long-term approaches place-based regeneration projects. Londoners live within a five-minute and management This approach relies on finding unique walk of a town centre, and almost • Stimulate activity that attracts local projects whose teams will lead 70% of new homes in London will be people by welcoming new ideas proactive change, while the GLA within 200m of a high street. (e.g. informal socialising, street provides them with the framework and parties, incubator growth and support to succeed. The GLA supports As London’s population rises from new design) these projects by gathering evidence, its February 2015 peak of 8.6m, making plans, consulting on ideas, demand on high streets will continue • Occupy vacant spaces to ensure working together and providing tools to increase. To support this growth, diverse and desirable mix of uses to then adjust the framework and the mayor has dedicated £129m • Accommodate growth to ensure it leads to a successful project. since 2011 – and levered in about recognise the role of the high £75m in match funding – to help more The policies are there to provide street in development and than 85 high streets adapt and thrive. guidance, though they can be intensification, particularly around Fig. 12 shows how this was spent. used in clever ways to attract new new residential uses. businesses and encourage local The High Street Fund was put in In late July 2015, the GLA also business participation. In Croydon, place in 2011 to identify broad launched a new Mayor’s Regeneration for example, a Meanwhile Use themes for investment and give a Fund to take these themes further, Toolkit was set up to help locals turn better understanding of individual with an emphasis on high streets and vacant spaces into start-up and SME town centres. To better engage with places of work. facilities. The GLA has also provided the public and search for creative funding to set up a business-rate relief high street ideas, the GLA recently scheme which has encouraged new businesses and mixed-use spaces. These projects have been led by local businesses and leaders, using GLA funding, time and investment to get started; it’s an effective way to work and is delivering results for town centres across London.

FIG. 12: HIGH STREET FUND OUTCOMES (GLA)

CONFERENCE SUMMARY: 12 CREATING RESILIENT TOWN CENTRES CASE: CROYDON Croydon has also benefited from a tech-industry surge, with 49% growth Matthew McMillan over the last three years, making it the Head of Inward Investment, fastest growing tech hub in London. LB Croydon To respond, the borough is investing “At the front lines, local heavily in workspaces for the industry. With 363,400 residents, Croydon authorities need to be is London’s largest borough by The biggest retail impact will be supported to take the time to population. It’s also well connected: replacing the 1960s Whitgift think – to bring officers from 400,000 people travel through Centre with a major shopping other departments together it to London each day. Given this centre developed by Westfield and significant potential footfall, the Hammerson through the borough- to consider these issues and borough is working to enhance backed Croydon Partnership. share information.” Croydon’s town centre and make it a Businesses are benefiting from the more attractive place to visit, rather borough’s tax increment financing, - Clare Devine than just pass through. designed to speed completion of Director of Architecture, critical infrastructure through a ‘build Cabe at the Design Council The 2008 vision for Croydon offered now, pay later’ model. Finally, the practical plans to achieve a collective borough is also supporting BIDs to ambition for the town centre. The improve the borough’s image through clarity of these plans was critical direct investment. given Croydon’s size, which had been a distraction in the past. Image is still one of Croydon’s big challenges, as highlighted by recent The three-year process produced user-perception research. Among a series of projects within the other things, respondents said the Connected Croydon public works town centre has nowhere to socialise programme, including a £50m after work. Boxpark Shoreditch, a investment to improve streetscape, successful short-term retail/dining/ urban connectivity and public realm. events initiative housed in shipping To transform East Croydon into a containers, asked to get involved on world-class interchange, the station hearing of the gap, and the council area is being opened up into a lively has now set up its own investment public space, with clear links directing fund to bring Boxpark to Croydon for visitors into the city centre. The hub five years. has drawn more residents to live near the station, reducing parking demand, which in turn frees up land for housing.

FIG. 13: CROYDON COUNCIL OFFICES USED FOR START-UPS (LB CROYDON)

CONFERENCE SUMMARY: CREATING RESILIENT TOWN CENTRES 13 CASE: THE seven commercial units to stimulate St Mark’s Square PROJECT economic activity.” ”Cathedral worked on a completely different development at St Mark’s Arlene van Bosch • Stimulating The Local Economy Square, part of a public–private Projects Director, Cathedral Group ”Besides adding restaurants and partnership to regenerate the commercial units, the regeneration “Cathedral Group tailors its approach southern end of Bromley High Street. strategy focused on protecting and to town centre development to each Unlike Deptford’s, this high street improving the local street market. place. While some centres just need plan was plainly about increasing The market is popular and has a nurturing and enhancement, others commercial activity and stimulating a distinct identity (Deptford High Street need an overhaul, as shown by two leisure economy in the town centre. has no global chain coffee shops or very different projects. Cathedral invested in consultation stores), but we felt it needed a boost which showed tenants wanted more Deptford Project to stimulate economic activity. As part leisure services; the approach here of that effort, in 2007, we brought ”Following an unsuccessful site visit has been to attract larger retailers a disused 1960s train carriage into with potential funders, Cathedral and global brands to help transform the centre of Deptford to act as a realised that Deptford town centre the town centre into a lively leisure community hub and consultation zone. needed to seriously improve its area. image. We saw the key challenges as ”Cathedral worked closely with ”The two cases show that it is low home ownership and low local the markets team to nurture local critical to address each town centre spending. Together with the council, businesses and encourage start-ups individually: not every high street Cathedral planned to improve the complementary to the existing market. needs or wants the same ‘line-up’. site and immediate area, in the hope Through this consultation process, Further, the leasing strategy must this would have a ripple effect on the new local businesses and independent be tailored to the needs of the asset high street, and invest heavily in local shops have started to appear on the management plan. Finally, effective, consultation. high street. We are now looking at early consultation is critical. This encouraging more night-time activity • Low Home Ownership three-pronged approach ensures that and restaurants: two services still developments are in tune with the ”Deptford has high levels of lacking in the area according to existing town centre, thus helping affordable and social housing, but research. Cathedral also opened up them to thrive.” low levels of home ownership. LB 14 small arches under a carriage Lewisham acknowledged the need for ramp by the station as workspace for more private housing to rebalance locals. This blends well with the area’s its stock and help increase local rich fabric, fed by a large creative expenditure. Cathedral’s development community and high population of art plan included a new block with students. 121 private-sale apartments and

FIG. 14: THE DEPFORD PROJECT (CATHEDRAL GROUP)

CONFERENCE SUMMARY: 14 CREATING RESILIENT TOWN CENTRES Retail and town centres 2. Agree appropriate responses to retail change Andy Godfrey The nature of retail is changing and Public Policy Manager, Alliance business rates and taxation need to Boots; Chair, Local Government “With 1,200 neighbourhood match. This calls for new ways to Policy Advisory Group, British centres, the Capital is in attract businesses and occupiers to Retail Consortium town centres, including more effective many ways a concentration of towns and villages. It may Retail sales contribute £18.5bn in tax business support and reduced to the UK economy annually, and most operating costs. be that some of those 1,200 sales still take place in town centres, centres won’t exist anymore, 3. Incentivise new developments and though online spend is growing, at least not in their current ongoing investment especially amongst the over 55-age form, but this is exciting: group. Patterns are changing: people Policy can be used to attract more investment; examples could include London won’t be tomorrow shop more frequently, but the majority what it is today.” still prefer to visit urban centres and incentives to locate or invest in town centres over other locations. ‘bricks and mortar’ shops. Many - Sir Edward Lister people buy items online after testing 4. Actively manage the pace of London Deputy Mayor for them in shops, but the combination of change town centre visits and online shopping Policy and Planning Change doesn’t happen on its own; it has simply increased the complexity is the role of all partners – businesses, of shopping behaviour. property owners and local authorities To respond to these changes, there – to manage this change and engage are four messages critical to keeping with the high street as investors, high streets at the heart of our leaders and catalysts. communities:

1. Recognise that the cost of operating high streets is changing Many high streets still operate on an outdated system, wherein property demand outstripped supply. Many areas are struggling with vacancies and expiring licenses, and local authorities must respond to this through policy.

WHERE DO YOU DO YOUR TOP-UP GROCERY SHOPPING?

On the high street 59% In a local corner/convenience store, not on the high street 30% In-town 43% (not on the high street) Out of town 30%

Online 6%

Somewhere else 7% Source: Deloitte Consumer report 2013

FIG. 15: GROCERY TOP-UP SURVEY (BOOTS)

CONFERENCE SUMMARY: CREATING RESILIENT TOWN CENTRES 15 BREAKOUT SESSION: LOCAL ECONOMY

This session looked at opportunities to grow the local economy, from the perspective of both the public and private sectors. Key ‘attitudes’ cited included:

Be proactive Compulsory Purchase Order powers, Work together which have enabled LB Ealing Lucy Taylor to obtain the land required. This Gillian Balfe Director, Regeneration & Planning, combination of placemaking vision, Town Centre Manager, LB LB Ealing commercial attitude, and use of Redbridge local authority planning powers is LB Ealing has always had a resilient, A chronic problem in less affluent delivering results, and should continue diverse town centre offer. On the town centres – in all centres to some to do so as Crossrail and other major one hand, it provides the ‘suburban degree – is worklessness and the projects approach. dream’ via links to central London. problems it engenders. To improve On the other, it offers access to Be transparent employment opportunities in LB nearby employers in Park Royal and Redbridge, the council introduced Heathrow and through its retail, Andy Godfrey Work Redbridge, a 12-week initiative distribution and media businesses. Public Policy Manager, Alliance to help 50 unemployed people find The borough is now preparing for Boots work in the borough. The project is a the opportunities that five Crossrail partnership between Work Redbridge, stations will bring. As retail becomes more complex, Jobcentre Plus and Enterprise in business property owners and Education, who work together to offer In particular, the council has been occupiers play an increasingly employability skills and training, exploring ways to make Ealing important role in shaping the motivational support and work more attractive for investors and to experience and opportunities of high experience. encourage people to live and work streets. The Heart of London Business there, rather than simply commuting Alliance, London’s first Property The initiative was set up by the out. It has done so by focusing Owner BID, has adopted an approach borough to engage closely with the on design, such as a new station grounded on extensive consultation local population: to develop their design at Ealing Broadway to attract and engagement, to develop projects and find ways to optimise investors; high-value residential knowledge and reach consensus on existing knowledge of this part developments such as Dickens Yard town centre issues. Heart of London’s of town. This project emphasises to drive other developments; and new emphasis on being transparent and the need for local authorities and cultural spaces. accountable has been crucial, as it businesses to share knowledge and has created trust in (and within) the funding to improve town centres and These plans have been brought BID – the most important factor in articulate their role. to fruition in large part due to making this new model of BID work. the borough’s no-nonsense use of

FIG. 16: EALING’S FIVE CROSSRAIL STATIONS (LB EALING)

CONFERENCE SUMMARY: 16 CREATING RESILIENT TOWN CENTRES BREAKOUT SESSION: INTEGRATING HOUSING

With the current drive to ramp up housing supply, town centre planning and delivery must focus on integrating the residential offer into mixed-use environments with a range of services and facilities, and a public real that works for residents as well as visitors. Key actions must include:

Insist on high-quality design Serve resident needs “As the owner of the only shopping centre in town, Peabody is looking to Heather Cheesbrough Ken Baikie upgrade the complex, which currently Assistant Director of Strategic Director of Thamesmead offers residents little choice and Planning, Regeneration & Regeneration, Peabody nowhere to eat, and turn it into a Economic Development, LB retail hub for the area. This includes “To house more Londoners, Hounslow introducing convenience retail, Thamesmead is developing a new new through routes and improved town centre … for the second time! Hounslow town centre was designated accessibility to enhance residential The original 1967 masterplan was a Housing Zone in February 2015. values and improve connections with designed to move Londoners out With little heritage offer, the borough surrounding homes. has adopted a design-led approach, of the city centre and into this new featuring high-quality, high-density suburban community. Though it was “It’s early days in the planning development in accessible locations. an original social and architectural process, but by focusing on Its 2013 town centre masterplan vision at the time, the urban design expanding the retail offer and identified four key sites to be and layout are now out of date. accessibility, Peabody intends to demolished or upgraded to include deliver a more integrated place that “Many of the developments are a range of activities to support will draw investors and provide an poorly integrated into the surrounding residents’ needs. improved quality of life for residents.“ space: housing is oriented away The largest of these is Hounslow’s from the river, canal and street; high street quarter. This scheme it lacks a decent retail offer; and has focused on adding high-density is poorly connected, with just housing and a mix of uses to the one local bus service. The new existing townscape. The well-received approach is to identify and address scheme includes plans for 527 new missing elements. As an example, homes (41% at below market rates) Thamesmead’s limited and physically and 8,000sqm of retail and restaurant isolated retail offer, meant to serve space. A multiplex cinema and family more than 30,000 residents, is totally restaurants will also be introduced on inadequate. the high street to extend trading hours and improve the public realm.

FIG. 17: HOUNSLOW TOWN CENTRE PLANS (LB HOUNSLOW) FIG. 18: THAMESMEAD TOWN CENTRE NOW (PEABODY)

CONFERENCE SUMMARY: CREATING RESILIENT TOWN CENTRES 17 Balance housing and employment space

Cllr James Murray Executive Member for Housing & Development, Islington Council

At publication, the Conservative government had not extended the office-to-residential provision of the General Permitted Development Order beyond its planned 2016 expiry as promised, but many in the sector believe it will. Whether or not the controversial planning exemption continues, its impact is already being felt, particularly in high-value, high-density inner London boroughs like Islington. The borough’s James Murray:

“LB Islington’s office stock is shrinking FIG. 19: LANDSCAPING AT EXTRA-CARE PROTHEROE HOUSE, TOTTENHAM (PTE) as developers apply for residential conversions. While housing need is acute, local authorities need to be alert to the long-term consequences to the point, most of the housing that them volunteering, our political and of losing local employment space. replaces the offices isn’t affordable, health systems wouldn’t function. so the conversions don’t help meet With an additional 11.3m people “There is a delicate balance between Islington’s stated housing targets. For of retirement age by 2030, it is offering office space and housing all of these reasons, it is important important to try to understand both in town centres and permitted to find a balance between trying to their needs and how they contribute to development rights can sometimes deliver more housing and converting town centres in the ‘third age of life’. undermine areas if this balance – office spaces, and to acknowledge and the uniqueness of each case– is that offices also add to the character As people whose days aren’t dictated ignored. Some parts of LB Islington and authenticity of place in addition by working hours, retired people play are losing their office space through to their vital economic role.” a big role in shaping the life of town compulsory evictions to make space centres through the day. They often for housing. Most of the targeted Build housing for all have close engagement with the area office spaces are smaller, mixed local and community and tend to have with businesses rather than larger office Patrick Devlin strong feelings of loyalty to place. blocks. Partner, Pollard Thomas Edwards On top of this, they generally have a relatively high disposable income. The role of pensioners in town centres “This means the changes are is often ignored, yet they play an small-scale and piecemeal, and Places such as Malmö (Sweden) have important part in shaping their social the conversions can diminish the recognised the value this group adds infrastructures; for example, without character of the area. Perhaps more to place and have been building many housing developments for the elderly in town centres. In the UK, LB Newham is following suit, looking at ways to introduce more retirement homes in its town centres, hoping to help counter high population churn. Town centre resilience “is also about creating an environment for The thinking is that if more elderly people live in the town centres, their people and their needs, including children and the elderly, and families and younger people will considering accessibility and decent housing amidst commercial follow, and their inclusion will help and public realm concerns.” make these centres more successful. - Ellen Greenberg, Director, Integrated City Planning, Arup

CONFERENCE SUMMARY: 18 CREATING RESILIENT TOWN CENTRES BREAKOUT SESSION: MANAGEMENT & PARTNERSHIPS

This session looked at building structures and networks useful to resilient town centres, and at the changing hierarchy of partnerships. In finding new forms of engagement, key approaches include:

Create agency establish and support sustainable to enhance place and support the events, projects and networks. varied communities which rely on Paul Augarde Barking town centre for work, retail Head of Creativity & Innovation, “The goal of all these efforts is and leisure. The town square, Abbey Poplar HARCA locally-rooted support and direction, Leisure Centre, enterprise hub and so the community and the retail offer other amenities are already serving “To achieve the authenticity and evolve as the area changes and new locals, and will draw visitors and connection to community that resilient developments arrive. The result is a residents as people pushed out of town centres need, consultation renewed place, rather than one that central London consider where to live, is valuable, but often doesn’t go feels overly designed and dropped in and where to spend time and money. deep enough. It’s not sufficient to from the sky.“ build ‘suitable’ places – we must Rethink the role of BIDs create ‘meaningful’ places that Use civic assets strategically residents have contributed to. That Simon Pitkeathley means regeneration partners need David Harley Chief Executive, Camden Town to focus on creating ‘agency’ in the Group Manager, Economic Unlimited community: ensuring that local people Development & Sustainable The context in which town centres feel connected to, represented by and Communities, LB Barking & operate is constantly changing, as able to affect their district centre. Dagenham is the nature of partnerships. With “Poplar HARCA is doing this by As part of its regeneration strategy, current political changes (e.g. local strengthening skills and knowledge LB Barking & Dagenham is investing government cuts, a new prospective amongst local traders; providing in and leading on public–private mayor, a possible EU referendum), avenues for local entrepreneurship; partnerships in housing, leisure and it is important to look at the and attracting relevant new the arts. A long-term vision featuring opportunities that non-governmental businesses. Examples include the bold changes and shared by all bodies can provide in town centres. Chrisp Street Exchange enterprise partners is critical, as is an emphasis BIDs in particular offer new business hub, the Open Poplar space-matching on improving the quality of the public opportunities. In Camden, the website, and the Poplar & Bow realm and civic facilities. Camden Town Unlimited (CTU) BID Enterprise Network, all of which has been put in place to make the involve existing and new businesses, At the core of that is borough town centre a more attractive living residents and visitors. We also investment in civic assets as anchors and business location.

Together with key private sector stakeholders and a number of public sector partners (the GLA, Camden council, TfL and central government), CTU works to advocate, initiate and deliver projects that improve the ‘viability, visibility and commercial performance of Camden Town’. It effectively works as a local lobbying partner and influencer of change.

Camden Town Unlimited illustrates the potential of BIDs as major platforms for partnerships. In their structure and way of working, they can mobilise assets and bring parties together through a common goal to improve the business potential and opportunities in town centres.

FIG. 20: BARKING’S CIVIC ASSETS INCLUDE (CLOCKWISE FROM TOP L) AN ENTERPRISE HUB, LEISURE CENTRE, SKILLS CENTRE AND MODERN TOWN SQUARE. (LB BARKING & DAGENHAM)

CONFERENCE SUMMARY: CREATING RESILIENT TOWN CENTRES 19 CONCLUSION

A recent report in the Guardian For boroughs, private and third sector thought and some new contacts. If made much of the shift away from partners, this is the perfect time to there’s anyone you’d like to get in traditional supermarkets – in and act: to create resilient town centres touch with, let us know. outside town centres – to discounters that will deliver what an area really like Aldi, but also to people shopping needs – whether that’s safeguarding Future of London will continue to more frequently at smaller, often character, injecting all-ages housing, explore and support the vitality of the independent shops. As many of the or increasing civic amenities to Capital’s town centres through field commentators here point out, the high support communities through change. trips; our programmes on workspace, street and town centre are far from regeneration, Housing Zones and the dead, but they are evolving rapidly. It’s also the time to set long-term Roads Task Force; our Leaders courses This may be natural, but it can still direction. As Ellen Greenberg puts it, and more. Visit the website or get in be painful for some, and fraught with ‘future-proofing’ healthy town centres touch if you’d like to be involved. uncertainty. is less about bricks and mortar than about fostering qualities -- sound For now, a big thank-you once again Retail has never been the only thing leadership, sense of place and to all who attended on June 23rd, to happening in town centres, and it is audience understanding -- which can our excellent speakers and chairs, taking a less dominant role all the flex with changing needs. and to sponsors Arup, Bilfinger GVA time, with recreation, dining, work and Pollard Thomas Edwards for and community activities coming to We hope Future of London’s keeping the conference and these the fore, along with a push for more conference, the materials available supporting materials free to access. housing. online and this summary have provided you with some food for

“The municipal landscape is changing – local governments are shrinking, devolution is on the horizon, austerity continues – and these shifts mean new opportunities, and greater need, for public- private partnerships. Business Improvement Districts have particular potential. These are partners who can talk directly – and as independent peers – to TfL, the EU and other bodies. They need to take more of a leadership position, speeding the process of regeneration and sound local growth.” - Simon Pitkeathley Chief Executive, Camden Town Unlimited

CONFERENCE SUMMARY: 20 CREATING RESILIENT TOWN CENTRES Highlights of the conference 23rd June 2015

CONFERENCE SUMMARY: CREATING RESILIENT TOWN CENTRES 21 “Creating resilient town centres isn’t about protecting fixed assets or retail models. It’s an ongoing process that requires us to foster qualities – sense of place, leadership, understanding our audience – that will help us respond to local and system shocks as well as opportunities”

- Ellen Greenberg Director, Integrated City Planning, Arup

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