Harlesden Town Charter a Vision for Harlesden

Harlesden Town Charter A Vision for Harlesden

Summer 2010 Published by Urban Design Skills on behalf of Brent Council, 5th Floor, 5 Vigo Street, London, W1D 7LA, UK www.urbandesignskills.co.uk

First published 2010 ISBN: 978-0-9566382-0-5 © Urban Design Skills 2010

All rights, including translation, reserved. Except as permitted by the Copyright, Designs and Patents Act 1988, no part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying or otherwise, without the prior permission of the Publisher, Urban Design Skills.

Graphic design Draught Associates.

Cover image A vision for Craven Park Road, Harlesden. By Richard Carman for Urban Design Skills.

Authors Scott Adams, David Chapman, Rob Cowan and Alan Simpson for Urban Design Skills; John Dryden for Brent Council; and the Harlesden Town Team.

Photographs Photographs of Harlesden and our community by Salesh Kapor for Brent Council, and historic photographs provided by Brent Council Archives. Contents

A Vision for Harlesden 4 Harlesden 2020: Our Vision 26 An Introduction to Pillar One: Quality of place 26 Renaissance 6 Pillar Two: Cultural activities 27 Pillar Three: Health & safety 28 Pillar Four: Image & perception 28 A Charter for Harlesden 8 Pillar Five: Making it happen 29 Harlesden in Context 10 Our past 10 Harlesden Themes 30 Harlesden today 12 The Public Realm Policy Setting 14 Scheme: Project Areas 33 A new approach 14 The London context 15 Harlesden gateways 34 The Brent context 16 Harlesden approaches 36 Town centre landmarks 38 Town centre spaces 40 The Harlesden Neighbourhood streets Community 18 and spaces 42 Assets 18 Issues 19 Next Steps 44 Dreams and aspirations 21

The Process 23 Harlesden Town Team 24 N

4 A Vision for Harlesden

There is an opportunity to findways to harness the local pride, knowledge and skills in Harlesden Town Centre in order to improve the social, economic and physical well-being of the area.

There is immense value in local communities coming together to set aspirations and future possibilities while working with local stakeholders and the local authority. This represents a true community plan-making process. We need to engage local communities more fully in seeking to improve our towns as places to live, work, and visit. Communities are ready to work for improvements physically, economically, socially and culturally with support from local and national government.

Improving the economic performance of our towns means increasing investor confidence, creating opportunities for regeneration and making our urban centres more attractive – indeed beautiful. To achieve higher standards, we must invest in quality: in the design and construction of public space (our streets, squares and parks); in housing, education, health and commercial building projects; and in conservation and in regeneration programs. The Harlesden Town Charter is the start of this process for Harlesden and Kensal Green.

Councillor James Powney Lead Member for Environment, Planning and Culture, Brent Council

Aerial image of Harlesden today © The Geoinformation Group 2010 5 An introduction to renaissance

We need to focus more on improving the quality of the everyday spaces and places we inhabit, such as our neighbourhood centres and residential streets. We need to celebrate and enhance our everyday experiences. To achieve this, we need to get local communities to drive change in their own areas.

Collectively, we can work towards improving the quality of Harlesden, in the design and maintenance of its shared places – our streets, squares, parks and gardens. In doing so, we focus on the renaissance of our town centre and our town in general. This will require the continued direct involvement of community, amenity, business, and political interests. It requires good governance by the community for the community, and a strengthened sense of civic pride and civic leadership within our communities delivered through the Town Team process.

6 The concept of the Town challenging past assumptions, raising Team provides a necessary aspirations and encouraging people to express their concerns, and channel their new mechanism for engaging energies into a positive approach for the interest, support and change. ideas of local communities. The formation of the Town To create confidence in the process, it is essential to have civic leadership Team – through word-of- from the local authority with high-level mouth, press advertising and buy-in and a partnership approach with town charrettes (large-scale the community. We need a transparent workshops) – generates process where key political figures excitement and a sense of and council officers regularly attend meetings and workshops as well as real change. Community demonstrate progress on an agreed and business leaders can project plan. Leadership needs to ensure come together with local and a coordinated approach to funding and regional politicians, business project work, focusing on cross-boarder working and a multi-agency approach. and community leaders to Such involvement can energise councils engage in structured meetings themselves, inspiring a fresh look at their and workshops through which locality and providing a new perspective initial ‘community charters’ are on the opportunities that exist. prepared and subsequently This Town Charter for Harlesden is the realised. first step in realising the true potential of the area – the potential of its people, The Town Team provides a middle its leaders, the business community and ground where local government, of existing buildings and spaces. The consultants and citizens meet. The renaissance of Harlesden is upon us, let different strengths of public, private and us continue to collectively work together voluntary interests and aspirations can to create the Harlesden we deserve. be brought together at all stages of this process. This interaction plays a part in Professor Alan J Simpson

7 A Charter for Harlesden

“I’ve lived in Harlesden nearly ten years. In so many ways it is a wonderful place, full of energy and life. But it isn’t living up to its potential. The roads are decaying, the buildings are dilapidated; some of the finest buildings are derelict. We have five or six communities existing side by side, which don’t really speak to each other. We are besieged by a constant flow of traffic. We could do so much better.Working together we can tame the traffic, create new public spaces, care better for our buildings and streets, and promote a sense of community. This Town Charter is a chance to do all that. If we engage with the process and communicate with each other about what we want Harlesden to be, we can take charge of our area and create a home, which we are proud of.”

Louis Theroux Area resident and town champion

Harlesden is a vibrant centre full of potential

8 The Harlesden Charter It then presents a vision to guide the sets out a 5–10 year vision future development of Harlesden and groups community aspirations under for the community and the five pillars of urban renaissance: the local environment, as Quality of Place, Cultural Activities, developed through a series Health and Safety, Image and of community meetings and Perception and Making It Happen. A series of renaissance themes then workshops. The Charter demonstrate the priorities of the assesses Harlesden as a community against which emerging place and looks at its existing projects will be assessed. strengths and weaknesses, its assets and its issues. A comprehensive public realm scheme, financed through Transport for London, will be the primary driver of environmental change Working together through in Harlesden. The features of this the Town Team approach scheme, which the community would we can create a vision and realise this potential like to see, are set out in the Charter together with a series of related projects to deliver the vision.

The Charter has been agreed and signed by the community prior to being handed over to the local authority, where it will be adopted and will help influence decisions and priorities for the area. The local authority will be a key stakeholder in delivering the Charter’s vision. Local amenity and community groups, business interests, schools and individuals will also help guide and deliver the principles of the Charter.

9 Harlesden in Context

Our past

While Harlesden is now a vital London town centre, it was for much of its history a small English village, described in the Doomsday book, although founded earlier.

Access to the village opened up with the introduction of passenger trains: Willesden Junction station opened in 1866. The railways facilitated the development of industry in the area, and with the railways came a growth in house building.

The High Street was rebuilt in the Edwardian period. The Willesden Hippodrome, a large music hall, opened in 1907. The same year saw Harlesden’s first electric trams, complementing existing horse trams and horse buses.

The Royal Oak (above), Charter Day in Harlesden (middle) and a quiet residential, tree-lined street (left).

10 In 1912 Harlesden railway station opened near the site of the old pre- 1866 Willesden Station. In 1917 electric trains to Watford began operating on this line. Harlesden has been a centre for new communities from the 19th century to today – coming from Ireland, other parts of the UK, Africa, Latin America, the Caribbean and many other parts of the world.

The clock has long been an important area landmark (left).

Shops along Park Parade Historic Harlesden (above top), All Soul’s postcards (above Church in Harlesden (above and left). middle), and street trolley service in Harlesden (above).

11 Harlesden today

Today Harlesden is a thriving, vibrant urban neighbourhood. It has a busy town centre offering a variety of food shops and rich cultural mix. It also offers small-scale types of shops – local and one-of-a-kind – reflecting the area’s wide range of cultural diversity. pursued. These could not only replace some uses that have recently been lost, A walk down the high street will reveal but also introduce new ones to reflect an extensive range of independent community values and aspirations. fishmongers, butchers, greengrocers, clothing, beauty and cosmetic outlets. The town centre is surrounded by This mix and diversity offers ways to residential streets, with well-integrated grow the intensity of Harlesden’s centre schools, and places of worship. Harlesden while improving the overall look and is not isolated from its surroundings. experience. Many of the buildings are The Royal Oak today Public services, parks and transport (top) and the Jubilee of excellent quality, but often a newer Clock today (above). links are used by residents in the wider extension undermines the original design area. Boundaries mean little to local and the upkeep is not as good as it could residents living in Kensal Green, shopping be. There is also much repetition in the in Harlesden, and visiting friends in retail offering. The community would Brent Park and Neasden. Surrounding generally welcome a greater choice communities, including Stonebridge, and range of quality offered. Other Park Royal, North Acton, Brondesbury opportunities to encourage community Park and Willesden, all contribute to the interaction and cultural expression - such vibrancy of Harlesden town centre, and as gathering spaces, galleries, cinema Harlesden residents use nearby facilities space and music venues - should be such as Roundwood Park.

12 The Harlesden Charter is the start of the renaissance of Harlesden, aimed at creating a better and brighter future for the area and its people.

affinity with Harlesden as a place and a community, which has developed over time. While there is a strong sense of community related to the place, there are few places for the community to come together, share, socialise and enjoy. The lack of public and civic spaces and local venues contributes to a feeling that Harlesden has many strong communities which live, work and play side by side with too little interaction. Harlesden continues Two railway stations are within close reach to have a vibrant mix of uses in the town centre, of Harlesden town centre. Harlesden The centre of Harlesden has the basic surrounded by a network and Willesden Junction stations offer structure - its strategic location, transport of residential streets. connections with the London Overground, access and historic centre - for the town National Rail and the Bakerloo Line. There to continue to be vibrant. However, many is good access to the A40 Westway to people who choose to live and work in the the south, and to the North Circular to area hope to turn around what is perceived the west and north. Access to eleven bus to be continual decline over the past routes from the town centre, including decades. This has happened slowly through a night bus and two 24-hour routes, disinvestment and lack of coordinated offers access throughout London and to efforts from stakeholders, investors and surrounding areas and neighbourhoods. leaders. This is demonstrated in the However, additional routes, more problems associated with traffic congestion frequent service and more easily and parking, as well as the limited amount accessed stops would benefit area of space that can enjoyed and used by residents and businesses. pedestrians. Safety has been compromised when crossing the street and breathing One of the striking things about Harlesden the air. The Harlesden Charter is the start is the strong sense of community among of the renaissance of Harlesden, aimed at residents, businesses and shoppers. This creating a better and brighter future for sense of partnership reflects a genuine the area and its people.

13 Policy setting

Local Transport Note 1/08 Briefing March 2008

Civilised streets Local Transport Note 1/08 There has been an important shift in thinking in recent years about urban March 2008 street design. Where the car was king, now – according to the government’s Manual for streets at least – people must come first. In some places, we are seeing bold changes to street design, with the emergence of shared spaces which remove physical barriers and force drivers to consider pedestrians. But do Traffic Management these changes create safer, more civilised streets – or scarier streets? Do they and Streetscape help or hinder children, or people with impairments? We all want streets to work better for everyone – so does that make compromise inevitable? This briefing Making design sets out the debate. It’s designed to prompt further discussion among design by design professionals and lobby groups in our Urban design in the planning system: towards better practice policy work search for civilised streets. How to deliver good design through your local development framework

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A new approach provision for vehicular traffic is vital to the smooth functioning of our urban environment and local economies, There is a growing awareness the design of our streets must take amongst professionals that a into account the needs of all users and be more focused on people, place and new approach to the design environmental quality. and management of our streets is necessary in order to create A number of important recent publications better places; places with giving guidance in this respect include: character, places with identity, Manual for Streets, Department for places that are not dominated Transport 2007; by motor vehicles and Traffic Management and Streetscape, overwhelmed with traffic signs Department for Transport March 2008; and street clutter. Making Design Policy Work ,CABE June 2005; The new approach recognizes that for far too long the design of the public realm has Civilised Streets, CABE Space 2008; and been largely dictated by the movement function and the accommodation of motor By Design: Urban Design in the Planning vehicles. While it is recognized that making System: Towards Better Practice, DETR.

14 The London context users and be more focused on people, place and environmental quality.”

London-wide guidance on the design of Its sister publication: Better Streets – Practical major traffic arteries is given in Transport Steps provides design guidance and is for London’s Streetscape Guidance, which intended to “help make the vision for great has recently been revised. spaces a reality”.

November 2009 saw the publication of Both of these documents provide an London’s Great Outdoors – A Manifesto important recognition of the way in which for Public Space where the Mayor sets out thinking about the design of our streets his ambition to work with the boroughs and spaces is radically changing. They “to revitalize public space to make a big also recognize that the design and the difference to London’s quality of life.” use of our streets can achieve important social objectives, knit together disparate The Charter’s approach builds upon the communities and “make for more humane message in London’s Great Outdoors, interaction in our cities”. including the “new approach (that) recognizes for far too long the design of Better Streets recognizes that improvements the public realm has been dominated in street design can be achieved at a range by the movement function and the of different spatial scales “from internationally accommodation of motor vehicles. While significant projects such as Trafalgar Square it is recognized that making provision at one end, to the improvement of a local for vehicular traffic is vital to the smooth parade of shops at the other. Indeed it is functioning of our urban environment and often these local schemes that will have local economies, the design of our streets the greatest impact on the quality of life of must take into account the needs of all people living and working in London.”

A Manifesto for Public Space Practical Steps London’s Better Great Streets Outdoors

15 The Brent context Future development and change in Harlesden will be ultimately governed by the emerging Local Development The Harlesden Charter Framework (LDF), which will replace the current unitary development plan as supports the central purpose the statutory plan for Brent. The LDF is of planning in England – a series of individual documents known to promote sustainable as local development documents, development – and its which cumulatively form Brent’s spatial objectives by creating a planning strategy. The LDF will contain specific development plan documents, of community-led vision and which the core strategy is one. The core planning document that strategy sets out the vision, objectives, promotes localism and long- key policies and monitoring framework term enhancement of the town for future development in Brent. Whilst this framework provides the basis for centre. The process of genuine determining planning matters, the community involvement and Charter will serve as guidance and will decentralization of decision- help inform decisions. making within the Charter The Charter also reflects the principles set goes further than the council’s out within The Brent Placemaking Guide Statement of Community and promotes the overall design goal of Involvement and ensures the achieving excellence in the public realm document’s local ownership. and new thinking about the design and By beginning the process of maintenance of the full range of spaces. The guide promotes three key objectives: embedding the Charter into community, design and style. These Brent’s policy and corporate objectives are reflected in the Harlesden structure, this will further Town Charter. ensure the Charter’s relevance The Charter approach helps to build in the planning process and local capacity and empower the the working methods of the local community. It has depended council. on collaboration among a variety of stakeholders. Harlesden has high aspirations, grounded in realistic expectations.

16 This is where understanding and linking Harlesden’s aspirations to policy objectives will open up opportunities to link visions to action. Linking should not however be limited to planning, transportation and the public realm, the work of Town Team should be taken into consideration in a whole range of emerging council polices and strategies, including culture, education, housing and health. By drawing these together and promoting partnership-working across the council and community, the vision has the greatest opportunity for political support and public/private investment.

17 The Harlesden Community

Assets

Harlesden is rich both in its built fabric – its buildings and spaces – and in its street life and culture; buildings are of strong sense of community. a human scale and offer a comfortable People from many parts of rhythm along the street; and many historic design features on building the world choose to live and facades remain visible today. work in the area and call The community has Harlesden home. The community that chooses to live identified the key assets and work in Harlesden has changed and issues in Harlesden Harlesden, which grew in the 18th dramatically over the last few decades. and began to develop an century, further expanded from Many ethnic communities positively overall vision for the next 5–10 years. Victorian times to the 1930s. Many of identify with Harlesden. There is a rich the grand buildings (civic, religious and mix of cultures, apparent in the many commercial) and most of the housing languages to be heard on the streets; in the area are from this time. Many the mix of cuisine in cafes, restaurants of the buildings have changed and and shops; and the range and types of adapted, introducing different uses, religious institutions. changing internal layouts, modifying facades, or using front and rear Harlesden continues to be a place where gardens for development. many people feel comfortable and thrive. It is known for its independent shops, Many qualities that the original its reggae and its boxing, among many development achieved remain today other features. But the local community and continue to make Harlesden a know that it could be known for much desirable place. Shops and other more. Its strengths should be celebrated mixed uses continue to be street- and encouraged, and given expression based, creating an active and vibrant on the streets and in public spaces.

18 While the town’s basic structure is one of its greatest strengths, for it to be a true town, reflecting the values and aspirations of its community, existing assets and qualities need to be developed, enhanced and promoted further. The appearance of the place needs to be improved as well as how it functions. Over the years the quality of place has been eroded. The town centre, once easy to navigate by walking, is difficult. Cars and trucks are allowed to dominate. Inconsiderate and double parking causes traffic Issues congestion and enforcement is often ineffective. Parking issues cause traffic congestion and occasional road rage. Harlesden developed with Essentially there are too few ‘streets for a central shopping and people’. civic core, surrounded by a network of residential streets, Public spaces are few. It is difficult to find a public space to take a break and and is well connected to socialise in. Some public spaces are the wider city of London not cared for or maintained. Others do for the most part. However exist near the town centre, but are not Harlesden has poor bus known or easy to find.There is no heart to the community, no civic space, no connections to central place to celebrate in. Open spaces London. There are bus routes are undermined when they become to Euston and West London areas for parking, or used as dumping but no direct services to, for grounds instead of places for people. Many buildings seem unloved, vacant example, Oxford Circus or or poorly maintained, or have been Leicester Square. unsympathetically modernised.

19 Harlesden was once a place where everyone walked and few had cars. People would take carriages, trains or cycle. Today, cars and lorries dominate the town centre, many using Harlesden as a through route. They make the town centre dangerous for pedestrians and cyclists, with one of the highest accident rates in Brent. The traffic and congestion create an unhealthy environment with unsafe levels of pollution. The Charter process focused on With improved access and public Harlesden today, and identified spaces, there is still a need for our dreams and aspirations for the area to determine our vision activities, uses and shops that draw for Harlesden in the future. the local community and beyond to the town centre. There is a lack of diversity of shops and much repetition In the past, crime and drugs had in what the town centre offers. Many an unwanted presence in the area, uses are lacking, such as music venues perhaps made worse by nearby failed and cinemas, which once existed in the urban renewal projects. Much time, area. Other uses would complement energy and money has been spent the existing facilities of the town centre to correct these failures, but we now and reflect changing values. A limited need to deal with some of today’s number of multi-national chains could underlying issues, namely the lack help diversify the shopping and raise of things to do for young and old, quality, while gallery space could and too few spaces including good highlight the creativity the exists in community centres, restaurants, bars Harlesden. Family-friendly uses and and cultural spaces. Media attention spaces also are missing. Developing has ensured that Harlesden is known a more mixed-use and diversified around the UK for the wrong reasons. town centre will help to create a town Through the Town Team process, centre to reflect the needs and desires Harlesden can and will change these of our community. outdated images.

20 We expect change, and we expect to contribute. We expect to see big plans realised, along with small ideas. We would like to see things happen in the short term and in the long run.

We know that change does not happen overnight. Decision after decision over the years have led to increases in high street traffic, a poor quality and unhealthy environment, a privately managed car park in the centre of our town where there should be a central civic square, and a lack of action to ensure that the entry points into Harlesden, such as Dreams and aspirations Willesden Junction, are maintained. No one would design our town centre this way. It has happened As a community we are eager over time without thought being to see our town change and given to the bigger picture. We improve. Our Charter needs to need a long-term plan to create a raise expectations and ensure legacy worthy of being passed on to future generations. that those expectations are realised. The Charter identifies a range of projects. These are inter-dependent Our aspirations are both simple and and realisable. The Charter sets complex. We would like to see a Harlesden priorities – some quick wins, others that makes the most of its potential as for the longer term. Some will be a place and its people, a place where achievable within one year, others people choose to live and where everyone in between one and five years, and contributes to making a better community. some five to 10 or more years ahead.

21 22 The Process

Good design depends on a good client. That is the case with places as much as with buildings, but often there is no person or organisation to drive the process of improving a place. In Harlesden, the process to raise awareness has been driven by a group of local residents and stakeholders committed to making the town a better place. Representing the people of Harlesden, they have a mission to create a vision and drive it forward. They are the Harlesden Town Team.

The Harlesden Town Team is an open forum for all. Its objective is to create and realise a long-term vision for Harlesden through a partnership between the local community and the local authority.

23 HARLESDEN TOWN TEAM We, the members of the Harlesden In the development of the Harlesden Charter, there have been Town Team, subscribe to the aims and public meetings and workshops principles set out in the Charter: (Town Team meetings). Local stakeholders have expressed views, concerns, ambitions and dreams for Harlesden. Each session focused on discussing issues and opportunities relating to the town, drawing on the community’s knowledge.

Guiding the process has been a panel of advisers, who have helped to shape ideas and aspirations into projects, focusing on big themes: public space, urban design, planning and transport.

Since the inception of the renaissance towns programme in Harlesden, there have been three Town Team meetings in February and March 2010, and two Town Team workshops over the weekend of 19 and 20 March 2010. The outcomes from the Town Team meetings and the Town Team workshops provide the basis of the Harlesden 2020 vision. They set out the future community vision for Harlesden as a long-term planning and public realm strategy.

24 The Town Team will continue and grow following the delivery of the Harlesden Charter. The team will remain open to all who have an interest in the future of Harlesden.

A Core Team will guide and lead the Town Team, which will be composed of a Chair, Vice-chair, Secretary and Vice-secretary, with each position nominated by the Town Team, from the Town Team. In addition, an elected member and officer will sit within the Core Team to provide Council representation. Transport for London will engage in the process through the Town Team, as and when appropriate.

The Town Team, now a fact, has a Charter mapping a future for the community physically, socially and culturally, and is ready to champion the successful growth and change of Harlesden.

Harlesden Advisory Panel Alan Simpson, Urban Design Skills Scott Adams, Urban Design Skills David Chapman, Urban Design Skills Rob Cowan, Urban Design Skills John Dryden, Brent Council Adrian Pigott, Brent Council Peter Paddon, Brent Council Salesh Kapur, Brent Council Richard Carman, Architectural Illustrator Dave Gibson, Draught Associates

25 Harlesden 2020: Pillar One our vision Quality of place

A high-quality environment sets the The Harlesden 2020 vision scene for urban life. will deliver a series of short, A place that is well designed with quality materials and is well maintained demonstrates the standards medium and long-term and expectations of our area. projects that ensure the creation of a town centre that Quality streets - The streets of Harlesden should be designed for has high-quality spaces and the people first and foremost. They should focus on places in a safe and healthy a better balance of movement; a greater focus on walking, cycling and public transport; and be places environment. Harlesden will to enjoy, with attractive seating, better lighting and provide a benchmark for more street trees. urban renaissance in Brent, Quality spaces and will set a standard more - There are few spaces designed as squares, promenades and pocket parks in Harlesden. widely for London. Such spaces are needed as civic spaces for the community to use and enjoy. Where possible, small spaces should be designed within the existing The five pillars of urban street scene. renaissance define Quality buildings Harlesden’s vision for 2020: - There is a rich history of urban buildings in Harlesden. These buildings, many with impressive facades, have traditionally promoted street activity and mixed uses, while generally being responsive to their context. In recent years, some new buildings and alterations to existing buildings have lost this sense of tradition. A renewed focus on quality of design and materials should be promoted.

26 Pillar Two Cultural activities

Urban life should reflect the values and aspirations of the Harlesden community.

Activities should reflect these values and encourage community interaction and celebration.

A mixed-use centre - Mixed-use activities should create a varied, exciting and diverse town centre to mix retail, cultural and community activities. Both short-term and long-term activities should be promoted and encouraged to use available spaces.

Traditional mixed-use street in Shepherds A centre of activity Bush (top left), new streetscape design in Glasgow (top right), cafe zone introduced - Local groups, individuals and the local authority along a traditional street in Barcelona should promote activities to encourage use of (bottom left), and a high quality civic public and private spaces to celebrate cultural square in Oxford (bottom right). and creative ideas.

Spaces in town centres designed for people and activities in Berlin (left) and Umea (above).

27 Pillar Three Health & safety

A healthy and safe environment helps to nurture an inclusive community and allow individuals to live better lives, and enjoy healthy activities such as walking, playing and socialising, while discouraging anti-social behaviour.

Pollution - Pollution in Harlesden needs to be reduced. The high volume of traffic causes unhealthy levels of air pollution and noise pollution. Action is urgently required to reduce traffic congestion.

Road safety Health and safety initiatives should focus on - Harlesden has an unacceptably high accident reducing pollution, increasing healthy lifestyles rate, caused by clashes between people and and reducing crime, both real and perceived. vehicles, vehicles and cyclists, and vehicles with other vehicles. Reducing the accident rate is tied to reducing demand for vehicles using Harlesden as a through route; introducing a more civilised public realm for pedestrians with adequate crossing facilities, establishing uniform parking controls with appropriate enforcement; and making safe spaces for cyclists.

Safety from crime - The streets of Harlesden should feel safe and encourage a civil society. Crime, and its perception, should be reduced through active enforcement and passive techniques, such as better lighting and activity on the street.

28 Pillar Four Pillar Five Image & perception Making it happen

Harlesden is a successful town centre Plans worthy of investment in that needs to promote its values and time and energy can be realised. positive attributes to ensure that it becomes the place we want it to The Harlesden Charter is a first step for our community to come together to express become. our concerns, describe our collective view and deliver renaissance in collaboration Its future success will involve both change with the local council. This involves on the ground and change in the hearts and debate and plan making, consensus and a minds of others. determination to succeed.

Image A dedicated community - First impressions are lasting impressions. - Every community has many interests, Gateways into the town and the town centre which often conflict. Coming together to need to demonstrate a confidence in the area realise change is difficult. The community and its core values. They need to be beautiful is best placed to encourage, promote and welcoming. and take action. This vision will allocate priorities for change. Perception - Perceptions of an area are important for A committed local authority outsiders who are unfamiliar with it. Improving - The local authority has a duty to provide the perception of Harlesden is essential to services and governance, but local encourage investment and interest in the area. authorities often lack necessary resources. Where possible, Harlesden needs to promote The Harlesden Charter provides a guiding its positive attributes, including its strategic vision showing how Brent Council can and accessible location in London; its cultural work most effectively in the area. This milieu; its great buildings and spaces; and its will help council officers working with the people and traditions. community and the Town Team to direct resources and investment in a way that Public art, high quality materials and thoughtful design in London (far left) and will achieve the vision. Helsinki (near left) can help to create a positive image and perception for an area.

29 Harlesden Themes

The Harlesden themes Civic renaissance demonstrate the priorities of Creating streets and spaces for our community. Any project people and using the public emerging should promote one realm as a place for people to or more of these themes for meet and interact, celebrate renaissance: important events and create a centre for public life. Increasing Beauty renaissance the civic focus of Harlesden will Increasing the beauty of strengthen the town’s sense of Harlesden involves capitalising identity. on the town’s historic legacy. Celebrating the area’s unique Movement renaissance places, spaces and buildings will Improving connections to benefit employers, investors, and from the centre, along visitors and residents alike, key routes and at gateways, providing a springboard for especially for those walking, regeneration. cycling and using public transport, will make Harlesden a better-connected part of London. Essential to the movement renaissance of Harlesden will be restricting and limited through traffic.

30 Community renaissance Social renaissance Encouraging the various Community development communities to come together through civic leadership, and in public spaces and places the active participation of all to celebrate one another and sections of the community, develop a greater sense of including old and young, community. unemployed people, people with disabilities, Economic renaissance businesspeople, politicians, Improving the economic health and welfare agencies, opportunities in the area and the police. for local and area residents through skills development, Green renaissance encouraging entrepreneurship Enhancing green space and and promoting educational landscape within the area to opportunities. beautify Harlesden, improve air quality and the quality of life, and promote locally grown food.

31 1 Library Landmark Craven Park Road 2 Jubilee Clock Landmark N Gateway 3 Royal Oak Landmark

C Civic Spine ra A v p e Retail Spine p n P r ar oa k R Community Space (possible shared space) ch d Community Space (possible square) Manor Park Road 1 Harlesden Library John Keble Anglican Church Primary School

Harlesden e Methodist rad Plaza Church Pa k h car park ar ac A P ro c pp to A Acton Lane A n Our Lady of pp Lan 3 Gateway ro e Willesden ach 2 Willesden County Court All Souls Harlesden H S i t g a h A t i S o t p H p n a r R A r o le o p s a a p d c d ro e h a n ch Station Road Gateway Willesden Junction Station 32 Roundwood The Public Realm Scheme: Park Gateway Project Areas

The Town Team has identified five main project areas to guide the development of the town centre public realm scheme.

These are different types of spaces where future change will best promote the pillars of urban renaissance and the e ad main themes. The project areas are: ar P rk ach Pa ro pp - Harlesden gateways A - Harlesden approaches

- Town centre landmarks

H - Town centre spaces ig h S t H - Neighbourhood streets and spaces a A r p le High Street p sd ro e Harlesden a n ch Gateway

Willesden Junction Station 33 Primary Harlesden gateways are: N 1 5 1. Craven Park Road at Fortune Gate Road. This gateway links Neasden and Willesden to Harlesden 4 via Church Road, and it links Stonebridge to Harlesden via Hillside.

2. Station Road at Willesden 3 2 Junction tube station. This gateway links North Action to Harlesden via Old Oak Lane.

Harlesden gateways 3. High Street Harlesden at the steps on to Harrow Road footpath. This gateway links Kensal Green to Harlesden gateways are the spaces Harlesden via Harrow Road, and it that act as the first welcome point into links Wormwood Scrubs to Harlesden Harlesden. These spaces are defined via Scrubs Lane. by a change in transport, for example from tube to bus, or a change in the environment, such as the few shops you Investment in these primary see on the edges of the town centre. gateways will provide the greatest impact to the greatest number of The gateways are located along the main visitors to Harlesden. routes that many people pass through before they enter Harlesden town centre. Secondary gateways include (4) Acton They should become welcome points that Lane at Harlesden tube station, (5) offer information about the area’s places, Park Parade at Harlesden Road (which events and attractions. They should provides the link between Harlesden have public spaces for people to enjoy, Town Centre and Roundwood Park) encouraging people to change from one and Regent’s Canal at both Acton mode of transport to another, including Lane and Old Oak Lane (which is walking and cycling. They should offer a located outside of Brent Council). range of neighbourhood services, such Investment in these entry points is as a corner shop or cafe. Importantly, important as they provide important the entry points should alert motorists links into Harlesden and link to to the fact that they are entering a more surrounding amenities, such as the pedestrian-friendly environment. canal and nearby park.

34 Investment in these primary gateways will provide the greatest impact to the greatest number of visitors to Harlesden.

35 The three approaches are: N 1 1. Craven Park Road (between the Craven Park Road gyratory and the junction with Manor Park Road)

3 2. Station Road 2 (between Willesden Junction Station and the junction with Craven Park Road)

3. High Street Harlesden Harlesden approaches (between Willesden Junction Station and the junction with Manor Park Road). Harlesden approaches are the main routes most people travel to reach the town centre. They have a variety of uses, with a focus on commercial activity. Each has a distinctive character, and each should promote its unique qualities, such as uses, spaces and types of buildings.

The approaches should be easy to navigate by foot or cycle and should be attractive streets with a range of mixed uses. They link the primary entry points to the town centre and should continue to promote a welcoming progression to the town centre, while also acting as They link the primary entry neighbourhood high streets. Each can generally be improved with high-quality points to the town centre and public realm (wider footpaths, more should continue to promote crossings, new seating and additional a welcoming progression to street trees), a reduction in street clutter, the town centre, while also identification and promotion of character, improved connections to public acting as neighbourhood transport, and dedicated cycle lanes. high streets.

36 37 N 1

3 2

Town centre landmarks

Town centre landmarks are the spaces at main junctions announcing arrival in the town centre. They celebrate this arrival with special buildings, civic uses or important spaces.

The landmarks should highlight and celebrate the existing architectural features through a high-quality public realm, reducing the reliance on signs and other street clutter. New spaces should be created for people. As the landmarks are at junctions, there should be easy and desirable crossings. Barriers to pedestrian movement should be minimised. The landmarks should give priority to pedestrians, cyclists, taxis and buses. They should discourage cars and lorries from entering the town centre, especially at busy times.

The three town centre landmark areas are at the (1) Library, (2) Jubilee Clock and (3) Royal Oak.

38 The landmarks should highlight and celebrate the existing architectural features through a high-quality public realm, reducing the reliance on signs and other street clutter.

39 2. The civic spine N The civic spine runs along Craven Park Road between Crownhill Road 2 and the Library landmark. Footpaths are wide and can allow for a variety 3 of civic uses along this stretch, from farmers markets to food festivals. 1 The space should be designed to reflect the space’s potential for cultural activities.

3. The community space The community space refers to the Town centre spaces use of existing streets and spaces as squares – eliminating traffic where possible and promoting shared- Town centre spaces are the public surface treatments that allow vehicle routes, streets, paths and spaces in use but give pedestrians greater the town centre. They should be the priority. Crownhill Road, Tavistock most attractive streets in Harlesden, Road, and the Plaza car park and offering the best setting for civic, adjoining pedestrian routes should commercial, retail, community and be redesigned to allow for such residential uses. They are the places civic use. The school grounds at to which people can come to enjoy Manor Park Road might allow more the activity of Harlesden and find public use as a green square. In time space to relax and socialise. These these spaces can define a new heart spaces include the High Street; the for Harlesden. community spine; and the civic space.

1. The retail spine The retail spine is the primary shopping area of Harlesden. It connects the Royal Oak gateway to the Jubilee Clock gateway, and continues up Craven Park Road to Crownhill Road. Its design should focus on creating a magnificent shopping street for Harlesden.

40 They should be the most attractive streets in Harlesden, offering the best setting for civic, commercial, retail, community and residential uses.

41 Neighbourhood streets points, encouraging traffic to move slowly, planting more street trees, and and spaces promoting and retaining front gardens and garden walls. Neighbourhood streets are those A focus on neighbourhood streets and that are primarily residential, and spaces also means making sure that may have additional uses such as these streets become and remain more churches, schools, pocket parks and attractive through less-engineered . While most streets the occasional shop solutions and more beautifully designed in Harlesden are residential in nature, solutions. Efforts to create such streets it is the town centre streets and spaces require the involvement of residents, that draw residents and visitors. However, the local authority, landowners and it is essential that neighbourhood streets dedicated citizens. and spaces retain their local look and feel, and encourage neighbourhood life. It also means improving existing green spaces (and making new ones where possible), and creating connections between these spaces and the town centre.

Focusing on neighbourhood streets means promoting pedestrian and cycling movements over private cars and through traffic. This is, especially true along certain streets, such as Manor Park Road, Tubbs Road and Nightingale Road, that suffer unduly from high volumes of traffic based on strategic location or A road classification. Where such through routes exist, it is important to promote areas as safe residential streets. Traffic issues, such as noise, vibration associated with large trucks and pollution, need to be addressed while creating desirable neighbourhood streets. This means providing appropriate residential parking, plenty of crossing

42 Focusing on neighbourhood streets means promoting pedestrian and cycling movements over private cars and through traffic.

43 Next steps

The Harlesden Town Charter is the vision document for the Town Team and Brent Council. Both Brent Council and the Town Team need to commit to this process, work together and begin to address the list of projects that will lead to the renaissance of Harlesden.

Below is a list of projects to guide action organised according to the first four pillars of renaissance – each should be considered according to the fifth pillar of Making it happen. Each should be assessed according to the renaissance themes to maximise local impact. Priorities in terms of cost, time and commitment should be considered and assessed periodically.

44 Pillar One Harlesden renaissance themes Project areas Quality of place projects

Proposed project renaissance Beauty renaissance Civic renaissance Movement renaissance Community renaissance Economic renaissance Social renaissance Green gateways Harlesden approaches Harlesden landmarks centre Town spaces centre Town spaces & streets Neighbourhood

1. Embed the Harlesden Town Charter in Brent Council policy and guidance X X X X X X X X X X X X

2. Involve the Town Team in major and influential area planning applications X X X X X X X X X X X X

3. Identify temporary transformational projects to create more civic and activity X X X X X X X X X X X X spaces

4. Create an action plan to address problems with double parking, loading and X X X X enforcement, including a review the need for multiple parking zones

5. Review and create action plan for street trading, licensing and enforcement X X X X X X

6. Create a town centre maintenance plan and engage council staff responsible for X X X X maintenance in the design process

7. Create an action plan for a detailed public realm design guide for all streets and X X X X X X X X X X X X spaces in Harlesden

8. Identify key design concepts for X X X X X X X X

9. Brent Council’s detailed design on high street and gateway public realm X X X X X X X X improvements

10. Identify green spaces within X X X X X X

11. Harlesden, and improvements to spaces and links from the town centre X X X X X X

12. Create an action plan for tree-planting throughout Harlesden, including X X X X X X X X identifying primary locations

13. Investigate opportunities for shared space in the town centre and surrounding X X X X X X X neighbourhoods

14. Identify development opportunities and opportunities to improve walking, cycling X X X X and public transport at gateways

15. Identify existing family-oriented facilities and create an action plan to realise X X X X opportunities for further facilities in town centre

16. Identify key design concepts for detailed designs for the proposed plaza X X X X X X X

45 Pillar One Harlesden renaissance themes Project areas Quality of place projects

17. Identify improvements to improve the library’s setting X X X X X

18. Create annual awards for local residents and business owners for improvements in X X X X X X X X house and business designs and landscaping

19. Create a system by which residents can identify low-quality areas, and create an X X X X X X X X action plan with Brent Council to tackle them

20. List future quality of place project here

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46 Pillar Two Harlesden renaissance themes Project areas Cultural activity projects

1. Undertake a retail and diversification study, coordinated with the Town Team X X X X X

2. Review existing community assets and facilities, and identify an action plan to X X X X X X X X X improve and diversify them

3. Create an action plan for business development, including a strategy for X X X X retail diversification

4. Create long-term cultural and public art strategy for Harlesden X X X X X X X X

5. Promote and support mixed uses through policy, guidance and other X X X X X X X identified strategies

6. Reintroduce public uses and meanwhile (temporary) leases in vacant town X X X X X X centre buildings

7. Create an action plan to introduce a range of cultural spaces and uses X X X X (including art studios, music studios, dance studios, space for literary workshops and cinema space). Identify funding opportunities with the aim of encouraging projects with larger cultural institutions

8. Develop business incubator spaces X X X X X

9. Identify and promote incentives for desirable local businesses to expand, X X X X X X diversify and improve their retail offer

10. Identify existing community groups, their needs and ways to provide support X X X X X X X X

11. Investigate potential community use of school grounds and other existing X X X X X green spaces

12. List future cultural activities project here

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47 Pillar Three Harlesden renaissance themes Project areas Health and safety projects

1. Review pollution levels and identify an action plan to reduce levels X X X X X X X X X

2. Create an accessibility and inclusivity strategy, identifying barriers to X X X X X X X movement and creating an action plan for removing barriers

3. Carry out an annual audit of local movement needs, create an action plan to X X X X X X X encourage additional sustainable trips, and identify alternatives to unsustainable trips (including those through increased use of car pooling and car-share services)

4. Carry out an annual audit of accident locations and create an action plan to X X X X X X X reduce trouble spots

5. Coordinate Town Team efforts with Transport for London to expand the X X X X X X X number of bus routes, frequency of service and location of bus stops in Harlesden to encourage additional use of sustainable transport

6. Create an action plan to make cycling safer and more accessible X X X X X X X X X

7. Develop a strategic traffic management plan, which includes heavily affected X X X X X X X X X X residential roads and aims to reduce through traffic in Harlesden in general, including addressing the weight restriction and repairs necessary at the bridge over Scrubs Lane (which is located outside of Brent Council)

8. Identify and create action plan to address inappropriate pedestrian signal X X X X X X X X phases to give pedestrians enough time to cross streets at junctions – such as the junction with Tubbs Road and Station Road

9. Enhance links to the canal (which is located outside of Brent Council) and X X X X X X X other walking routes from the town centre

10. Identify links to neighbourhood green spaces, and create action plans to X X X X X improve these spaces

11. List future health and safety project here

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48 Pillar Four Harlesden renaissance themes Project areas Image and perception projects

1. Extend a communication and engagement programme for the Town X X X X X X X X

2. Initiate a study to identify local (including business), regional and national X X X X X X perceptions of Harlesden

3. Carry out annual neighbourhood and town centre place audits to assess X X X X X X X X existing conditions and help plan future quality-of-place projects

4. Develop a plan to identify and celebrate local heritage X X X X X X X X X

5. Create an action plan for a Harlesdenwide X X X

6. Branding and marketing strategy X X X

7. Introduce annual awards to reward positive neighbourhood and X X X X X X X X town centre action

8. Create a town-wide information and way-finding strategy X X X X X X X X

9. Create an action plan for improvements at bus and rail facilities X X X X X X X X

10. Identify and create a re-use plan for derelict properties, especially those of X X X X X X X X X architectural value

11. List future image and perception project here

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49 50 51 Quality of place Cultural activities Health & safety Image & perception Making it happen