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WANDLE VALLEY 05 BRINGING THE PARK TO LIFE WANDLE VALLEY REGIONAL PARK TRUST 2018 Round Table Discussion ‘BRINGING THE PARK TO LIFE – FROM VISION TO REALITY’ We are the multi-disciplinary consultant team from Barker Langham, LDA Design and Architecture 00 working to shape the future of the WVRPT, improve its business and funding model, and create a partnership that will enhance social investment and financial security. Development of new governance structures and models of management Business plans for asset opportunities Development of a Wandle Valley Delivery Funding strategy and Implementation Plan Pan London shared learning & stakeholder engagement CELEBRATION OF WHAT THE TRUST HAS ACHIEVED Developed a strategy for the Wandle Valley Will continue the legacy of major project - Living Wandle Partnership and health initiatives Provided a focus for the whole host of Delivered a range of projects across stakeholders who have an interest in the region: the Wandle Valley • Gateways • Wandle Valley Big Green Fund Project Recognised as the voice of the Wandle Valley HLF project will define a new direction: WVRPT 2.0 - an evolution based on its legacy, Created an identity for the Wandle, through but fit to deliver for the long term the Trail, branding, website Successfully leveraged HLF funding and raised investments through events and partnerships VISTAS FILM 5 STRATEGIC STRANDS 1 A Direct Response to Major Opportunities 2 ‘Powerful’ Governance and Singular Brand 3 A Coherent Landscape Scale Approach 4 Stable & Innovative Non-annualised Funding 5 Value-added Relationship between ‘Park’ and Growth THE FUTURE VISION FOR THE WANDLE VALLEY “A diverse urban-green mosaic landscape Key Attributes of the Vision: linked by the river and a bold green, • The rich mosaic of different landscape types / walking and cycling superstructure; a experiences within the Park virtuous ecology which drives value and investment, of all kinds, across the • The linkage of the assets in the central area to form a Wandle Valley.” singular landscape-scale green space for SW London • A highly legible and branded walking and cycling superstructure • Growth and regeneration areas seamlessly linked to green space assets • Transformation of key interfaces with the urban areas • Supporting and driving transformation of commercial and industrial land in response to disruptive technologies • Supporting the climate / energy / flooding agendas in the area Contextual Drivers GI Planning Drivers • Rich and varied assets to build on • Economic • Diverse and fragmented landownerships across • Social and Community the Wandle Valley • Health and Well-being • A wide range of groups and organisations active in • Landscape, Heritage and Biodiversity ‘delivery’ • Climate Change adaptation and mitigation • Proximity to well-connected major growth and economic regeneration areas • The potential for key interfaces to be reshaped through regeneration and development processes • The lack of coherence and linkage between social, economic and environmental assets • Vision statement Vision • Key diagram • Supporting explanation • Define criteria and priorities Objectives • Supporting detailed explanation • Measurable outcomes • New governance structure Outcomes • New and sustainable funding steams • Investment projects and programmes Green space River Wandle Growth / Regeneration area WANDSWORTH Commercial industrial Transport connectivity Park Central Connective network Key interfaces with urban area Major urban centre WIMBLEDON MITCHAM PARK CENTRAL CROYDON SUTTON 1 A DIRECT RESPONSE TO MAJOR OPPORTUNITIES • Major growth economic regeneration areas along the Wandle • High degrees of connectivity make the Wandle a movement and economic corridor • Big issues: lack of access to green space, health issues, flood water • Key interfaces between Park and urban areas to be transformed (Wandsworth Delta, Merton Chapter House) • Population will increase by 10.5% across the 4 boroughs from 2016 to 2026 : Office of National Statistics • Current developments and targets across 4 boroughs suggest approx. 72,765 new housing units 2 ‘POWERFUL’ GOVERNANCE AND SINGULAR BRAND: WVRPT 2.0 Shaping the Wandle Valley The Board: Influential board from diverse sectors, Good generate opportunities, facilitation, heart of the Jobs ‘ecology’, connected to the planning system. Delivering the Wandle Valley Residents The Delivery: Value-adding services and advice Great Strong Businesses for local projects: innovation and pilot schemes; Places Businesses strategic partner, a conduit for collaborative funding, Visitors destination marketing. Energising the Wandle Valley Quality Supporting, facilitating, funding, umbrella body - of Life strengthening the ecology by working with the huge range of organisations for a sustainable future. 2 ‘POWERFUL’ GOVERNANCE AND SINGULAR IDENTITY Comparators Cross River Partnership Great profile - with programme delivery capabilities Mersey Forest Investment strategy - making funding work harder Core-funded - with levies on business rates North Notts BID providing operational budget, large geographical area Innovation - with good trans-disciplinary Bristol partnerships and links Connectivity - work with consortia delivery, based Barcelona on innovative governance models 3 A COHERENT LANDSCAPE SCALE APPROACH BATTERSEA R S • Big vision to deliver big objectives, IVER THAME CLAPHAM COMMON BRIXTON but also ‘local’ needs ROEHAMPTON WANDSWORTH Wandsworth • The need for a coherent physical framework which links all the RICHMOND PARK DULWICH PARK BALHAM assets together WIMBLEDON PARK TOOTING COMMON WEST NORWOOD • Directly links regeneration with WIMBLEDON COMMON CRYSTAL PALACE PARK the Wandle Valley and associated WIMBLEDON assets Merton • Widen the boundary of ‘influence’ MITCHAM CANNON HILL MORDEN COMMON and ‘scope’ HALL PARK SOUTH NORWOOD MITCHAM COMMON COUNTRY PARK MORDEN PARK LEGEND MORDEN CEMETERY Croydon London Borough BEDDINGTON FARMLAND Merton London Borough NATURE RESERVE Sutton London Borough Croydon Wandsworth London Borough BEDDINGTON PARK CROYDON All London Green Grid - Area 8 River Wandle SUTTON LLOYD PARK Water course Sutton STONELEIGH Water body Woodland NONSUCH PARK Greenspace Urban Area 3 A COHERENT LANDSCAPE SCALE APPROACH L E G E N D Environment Agency Catchment Area Wandle Trust Catchment Area All London Green Grid - Area 8 River Wandle 4 STABLE & INNOVATIVE NON-ANNUALISED FUNDING Mixed portfolio, non-annualised Linked to regeneration - development and CiL Grants to add value and build capacity, not as Developing new models of finance core funding Capitalising on value created Extending others eg a new ‘Super BiD’? Coordination of multiple value investment by 3rd parties 5 VALUE ADDED RELATIONSHIP BETWEEN ‘PARK’ AND GROWTH A. New Central Major Hub for Wandle and London Wandsworth Clapham Park Common Richmond Park King George’s • Potential to link the assets in the Park WANDSWORTH central area (Mitcham Common Dulwich Park / Beddington Park / Beddington Tooting Garratt Park Farmlands / the Wandle) into Common a singular and recognisable Wandle Wimbledon Meadow Nature landscape-scale ‘Park’ Park Park Wimbledon Common • New major central green hub WIMBLEDON - balancing the east side of the Morden Hall Park MITCHAM Cannon Hill Ravensbury Wandle Valley Common Park MITCHAM Mitcham Common Beddington Farmlands Morden Park Poulter Park Wandle Park CROYDON Lloyd Park Waddon Ponds SUTTON Beddington Park Mellows Park Duppas Hill Roundshaw Open Space 5 VALUE ADDED RELATIONSHIP BETWEEN ‘PARK’ AND GROWTH B. Connective Tissue to Enable Movement • Connectivity to the Park (i.e. getting to it) - there are a • Connectivity in the Park (i.e. moving within it) - this number of great transport links - the barriers appear to could be improved - the provision of a continuous be social linear route safe from traffic is critical in unifying the Park • Accessibility to and within the park to be improved East to West • Tourism, amenity and business impacts Connected to the Overground The Principal Linear Route to the City and Underground Network 5 VALUE ADDED RELATIONSHIP BETWEEN ‘PARK’ AND GROWTH Streamlining Objectives C. Supporting the Wandle ‘Community’ • Activity and Projects • Being ‘umbrella’ • Support • Access to funds by being more strategic • Pilots / incubation MYRIAD OF COMMUNITY GROUPS Streamlining Energy DATA AND EVALUATION - TO GROW AND SHAPE THE FUTURE Environmental outcomes ‘markets’ more developed Trust needs capacity to engage and steer than environmental outcomes finance - both will rely collaboration opportunities, open calls, etc on data Growing ability to capture data on usage / New body needs mechanisms to collect and user behaviour / impact and make the case for respond / adjust to community / business / visitor preventative investment finance feedback. Requires partnership working to create test bed for innovation SHARED COLLECTIVE OUTCOMES WVRPT 2.0 1 Naoroji Street London WC1X 0GB +44 ( 0)20 7278 7847 [email protected] www.barkerlangham.co.uk.
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