Managing and Implementing Change. From Strategy to Real Regeneration.

What are we doing?

• Location• Issues• Context: politics, players• Plans made• Success factors• Critical lessons learnt• The role of the consultant planner

• INSERT THE PLAN THAT SHOWS STRATEGIC CONTEXT

Case Studies.

1. North Liverpool – a strategy for change.

2. West Rhyl – a delivery plan for change

A Vision for North Liverpool.

Making the Case for Investment.

SRF Aims, Objectives and Frameworks

Actions.

How Have We Produced this SRF?

October 2009:

• Baseline analysis of national & local economic, social & physical conditions.

• Review of existing plans & strategies.• Emerging national public policy.• Market conditions.• Engagement with funders, agencies, groups,

representatives, 2 councils, potential investors.• Best Practice from other cities.• With the client team.

The Study Area• 2,500 Hectares

• 84,000 people

• 2 Local Authorities

• 6 Wards

• International Port

• 2 Premier League

Football Clubs

• Unesco World

Heritage site

• North Liverpool doesn’t exist.

• North Liverpool is a collection

of warring factions.

• The most we can aim for is to

“manage poverty” for the

foreseeable future.

• North Liverpool used to contain

fine suburbs.

• North Liverpool is too big and

too difficult.

• The 6 wards are too small

• What about Birkenhead?

• What about Dovecot?

• and

We have an enormous & extensive Problem!

What is an SRF?

• What happens next in North Liverpool – a forward planning tool for 2010 – 2030

• The nature and scale of development.• What are the BIG possibilities?• The nature and scale of public intervention in the area’s

socio – economic activity.• The timing and pace of change and the prioritisation of

activity- the first 5 years!

The re-establishment of a unifying aspiration, a vision and also a partnership.

Create the conditions for investment

What about Shanghai?• Liverpool Waters Image here

1. The re-connection of residents to opportunity – expand and attract growth sectors.

2. The creation of new residential and business suburbs that make the most of the area’s rich culture and historic fabric and attract people to stay put and move in.

3. The exploitation of the area’s irrefutable asset the River – and its green infrastructure.

The Vision is for:

“What is good for North Liverpool is good for the city”

Can population growth aspirations underpin this regeneration strategy?

Without growth and new people and businesses its going nowhere……..

Baseline & Strategic context

North Liverpool Strategic Context

Urban Fabric

Existing Green Structure

Existing Connections

Neighbourhoods & Districts

Strategic Objectives & Frameworks

Grow the population

Grow & diversify the economic base

Address poverty & disadvantage

3 Frameworks.

District & Neighbourhood Plans

Spatial Concept

Connections Strategy

Green Strategy

8 District Boundaries

Area 01 –The Port

Area 02 – Liverpool Waters & Hinterland

Area 03 –Port Hinterland

Area 04 –Seaforth

Area 05 –Bootle

Area 06 – City Family Suburbs (Anfield, Breckfield & Everton)

Area 07 – City Family Suburbs (Kirkdale, Vauxhall, West Everton & Eldonian Village)

Area 08 –City Fringe

The Spatial Framework

Forty years in the life of a City“From the early 1970s to the early 1990s Liverpool had gone through a series of economic, financial and political traumas.. The decline of the traditional industries especially the port, led to huge job losses, heavy unemployment, and industrial militancy. The city lost half its population in forty years….. relations between the public and private sector were strained (and)….the legacy of the riots in 1981 hung over community relations.”

“During the past twenty years, Liverpool has come from the depths of economic, political and fiscal crisis to be the European Capital of Culture. But it is also on a bigger journey to economic recovery. That journey has just begun.”

Professor Michael Parkinson - Make No Small Plans – the regeneration of Liverpool City Centre 1998-2008

And there’s more• Sustainable Neighbourhoods,

• Communities,

• Places

Urban Fabric• City Centre

• Historic core• Fractured edge

• The Docks• Industrial scale• Decaying urban fabric

• City Suburbs• Small/medium scale• High density designed• Regular grid pattern

• Deconstructed suburbs• Small scale• Low density infill• Poor pattern• The shatter zone

Street Hierarchy• North South Routes

• Dock Road• Great Howard Street• Vauxhall Road• Stanley Road• Scotland road• Heyworth Street• Walton Lane

• East West Routes• Kingsway Tunnel &

Approaches• Walton Breck Road• Breck road• Queens Drive/Breeze Hill• Aintree Road

Open Space• City Parks

• Stanley park• Everton Park

• 5 District Parks• 15 Neighbourhood Parks• Leeds Liverpool Canal

Listed Buildings & Conservation Areas• 4 Conservation Areas• 50+ Listed Buildings• Stanley Dock• Stanley Park• UNESCO World Heritage Site

Land Use & Activity• City Centre

• Retail Core • Office District

• The Port• Industrial uses• Small scale manufacturing

• City Suburbs• Mixed use/residential• High streets

• Deconstructed Suburbs• Monotonous residential• Shopping centres

Local Centres• The Strand• Project Jennifer• Vauxhall • Kirkdale• Anfield & Breckfield• Everton

New Heartlands• Liverpool • Sefton • Wirral

What are the BIG possibilities within the framework?

• The River • Business growth sectors• The Stadiums• Liverpool Waters • New residential neighbourhoods• Project Jennifer• Is this enough?

Delivery Matters

• Consultation, communication and on going engagement.• The planning process & strategic fit. • Strategic approaches to land assembly. • Strategic Transport and Infrastructure.• Understanding key spatial principles – raising quality. • Neighbourhood Planning Frameworks.

Summary of our key propositions

• A Vision for a place not a collection of initiatives.• A Commitment to aspiration.• A set of organising principles which are comprehensive across all

themes and all neighbourhoods.• A plan to do things right & differently – this is not business as usual.• A Commitment to confront the difficult choices.

So What Are We Waiting For?

West Rhyl

So what do we know about Rhyl……?

• 26,000 people

• Heyday of tourism has passed

• Concentration of benefit recipients in West Rhyl – 68%

• An extreme concentration of multiple deprivation using any measures –health, employment, skills, transience….

• A conveyor belt that has moved many hundreds of individuals & families, many with drug & alcohol problems into Rhyl” (North Wales Coast 2016 Action Plan)

• 70% of housing tenure is private rented

• Every house will need in excess of £20,000 to make fit for modern living

• Almost no green space or trees

• Traffic congested streets & desolate backlands!

Most of the value in this neighbourhood is generated

by the benefits system

Rhyl.….A Place to Play

Rhyl…..A Place to Work?

Rhyl … A Place to Live … for Who?

West Rhyl:• Strategically important in the North Wales Coastal Context • Denbighshire Coastal Resort• Less than an hour from Major Conurbations & Markets• A socio economic context as well as a spatial context.

Insert the regional density plan here

Understanding the Housing Market.Tenure imbalance with 10% owner occupiers.

Limited Housing choice and mix.

Two thirds of population on housing benefit.

An Investor Market not a Place!

RHYL - Why a Strategic Regeneration Framework?

• Answer the Question: “What next for Rhyl?”

• Create a Forward Planning Tool for 2011 to 2031

• Create the conditions for public and private investment

• Define Leadership, Partnership, Stakeholder Engagement, and Delivery Arrangements

Where is Rhyl going?

• From the Past…..

• FIRST WAVE• Victorian Grandeur

• SECOND WAVE• Mass Market

• To the Future……

• THE NEXT WAVE? • An Economy • A Society • A Place

The impact of decline • Decay undermines reputation, present success and potential

• The consequences of decline:• Positive: Affordability • Negative: Exceptional problems exacerbate challenges

• The cost of removing the remnants of the past: • Economic: book values of assets; current uses • Emotional attachment to the past • Impact on people’s lives and livelihoods

Enduring Attributes: Cradled by Nature

Enduring attributes……• Outstanding Natural Beauty and Sun

• Proximity to England’s North West City Region

• Charm and surprise amongst the relics

• A town with many attributes that work

Rhyl in the Region

Approaches into Rhyl

Neighbourhoods and Places:

The story of Rhyl’s population: The missing middle?

Age S t r uc t ur e : Compa r i ng Rhy l t o D e nbi ghshi r e , Wa l e s, Engl a nd

0.00

5.00

10.00

15.00

20.00

25.00

30.00

Aged 0-15 Aged 16-29 Aged 30-44 Aged 45-Reti r ement Reti r ed

Age Gr oup

Rhyl

Denbighshi r e

Wales

England

The story of Rhyl’s communities: The normal alongside the exceptional

Unemployment in Rhyl

0.0 5.0 10.0 15.0 20.0

Rhyl East

Rhyl South

Rhyl South East

Rhyl South West

Rhyl West

Rhyl Average

Percentage %

Permanently Sick/Disabled

0.00

5.00

10.00

15.00

20.00

25.00

30.00

35.00

Rhyl Denbighshire Wales

Perc

enta

ge %

Rhyl’s economy: mostly serving the town Jobs in Rhyl by Sector

0% 12%

21%

11%40%

9%7%

Agirculture & MiningIndustryRetailCommercial ServicesPublic SectorAccomodation and Food ServicesOther

Sectors: Retail

Retail

05

101520253035404550

Percentage %

Convenience Comparison Service MiscellaneousRetail Type

Rhyl - Retail Core

RhylUK

Sectors: Tourism and Leisure

Rhyl’s Housing

Rhyl’s Property and Development Potential

Neighbourhoods and Places: Infrastructure

Neighbourhoods and Places: Green Space

Emerging Themes

• Remove and (sometimes) Replace (examples: Sun Centre, Pavilion, HMOs)

• Repair(examples: Seafront facades; Harbour; Promenade)

• Strengthen (retail core, skills, enterprise, events programmes, informal leisure)

• Foster Leadership (DCC, Public/Private Partnership, Entrepreneurs, Commercial

acumen)

Strategic Focus Town Centre

CommunitiesTourism

Emerging Strategic Challenges

• Leadership

• Joined Up Working (internal to DCC; partners)

• Joined Up Investment: Education, Health, Infrastructure etc

• Consultation and Engagement

• Localism and Enterprise: unlocking civic leadership

Some emerging physical priority interventions?

• Refocus on the Retail Core • Deliver the West Rhyl Property Strategy • Remove the large outmoded facilities and repair the

seafront• Create the conditions for investment (Modus, Coastal

Strip)• Make the case for Public Sector office relocation • Build development programme: e.g. Football Club?• Supply chain and job opportunities from major

developments

Some emerging economic priority interventions?

• Build the Tourism Sector: • Events Development and Management; Infrastructure;

Marketing; Tourism Projects (Apollo; Harbour etc)

• Build the Town Centre Retail Strategy:• Town Centre Management; Promote secondary and

tertiary markets; Build the Cultural and Food Offer

• Enterprise Development:• Commercial Services; Private Services; Social Enterprise;

Retail Sector; Tourism Services

Some emerging social priority interventions?

• Meeting the needs of the people displaced as HMOs reduce

• Community regeneration in deprived estates

• Health and Wellbeing

• Neighbourhood Management

• Skill and Enterprise development

• Attract an affluent middle class

WHAT IS THIS TELLING US ABOUT THE ROLE

OF A PLANNER?

Believing in new ideas & a new place?

•Passionate about places and people.

•Problem Solvers.

•Partnership makers.