W11P169

The Heart of Haringey

BPLN0063 Case Studies in Preparing Regeneration Projects

Students:​

Shahin Amin Osman Khan Yan Chun Derek Li​

Youngseo Park Andrew Sloane Jiabei Zeng​

Module Coordinator: Dr Sonia Freire Trigo Tutor: Dr Lauren Andres

8 May 2020 Group 4 Osman Khan Yan Chun Derek Li Youngseo Park Andrew Sloane Jiabei Zeng Shahin Amin The image on the front and back covers is an Aerial view of Haringey Reference details have been provided under the list of figures.

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Table of Contents Executive Summary ..........................................................................................Page 4 Section 1. Background ......................................................................................Page 7 1. Site Overview ....................................................................................................................Page 9 2. Demographics..................................................................................................................Page 10 3. Historical Background..................................................................................................Page 12 4. Natural Environment & Sustainability....................................................................Page 14 5. Crime ...................................................................................................................................Page 15 6. Socioeconomic Dimensions .....................................................................................Page 16 7. Health & Wellbeing ........................................................................................................Page 18 8. Transportation & Movement ...................................................................................Page 20 9. Current Land Use & Ownership .............................................................................Page 21 10. Public Spaces & Activities ......................................................................................Page 23 11. Planning & Policy Context ........................................................................................Page 24 12. Linkage Analysis ..........................................................................................................Page 27 13. Conclusion .....................................................................................................................Page 28

Section 4. Next Steps ....................................................................................Page 83 1. Next Steps .......................................................................................................................Page 85 References ........................................................................................................Page 86 List of Figures ..................................................................................................Page 88 List of Tables ....................................................................................................Page 94 Appendices A. Haringey’s Local Plan Strategic Policies (HC, 2017) – Planning overlays and relevant policies B. Combined SWOT Analysis C. Residual Land Valuation Calculation - Full Details Sheet

Section 2. Design ............................................................................................Page 31 1a. Design Vision ..............................................................................................................Page 32 1b. Design Objectives........................................................................................................Page 33 2. Masterplan .......................................................................................................................Page 34 3. The Cultural & Social Community Hub Intervention ....................................Page 36 4. High Road Regeneration ..........................................................................................Page 40 5. Legibility & Circulation Intervention .....................................................................Page 46 6. Property Development Intervention ....................................................................Page 50 The Heart of Haringey - Group 4

Section 3. Implementation ............................................................................Page 59 1. Phasing ...............................................................................................................................Page 60 2. Governance Structure ................................................................................................Page 64 3. Financial Feasibility.......................................................................................................Page 67 4. Finance & Funding .......................................................................................................Page 69 5. Post Intervention Strategy ........................................................................................Page 73 6. Evaluation & Monitoring .............................................................................................Page 74 7. Risk Assessment Management ..............................................................................Page 76

Contents 3

Executive Summary Context

Vision, Objective and Intervention

Wood Green is a large retail and commercial hub in North London, which is located in the London Borough of Haringey and recognised as one of London’s Metropolitan’s Town Centres (GLA, 2016; GLA, 2019). Wood Green contains a concentrated mix of employment opportunities and services for both residents in the neighbourhood and more widely in the borough . Despite its status, Wood Green’s building stock suffers from physical decay and there is a prevalence of both serious crime and public health issues, such as youth crime, anti-social issue and obesity. Similarly, the neighbourhood is highly deprived, ranging from most deprived to second most deprived on England’s Indices of Multiple Deprivation (CDRC, 2019), and local businesses cannot satisfy residents employment needs, leading to the outflow of large number of labourers. This document provides a regeneration strategy for Wood Green through comprehensive analysis and pertinent interventions.

The vision of this regeneration strategy – Wood Green a Healthy Heart of Haringey – is to protect and exploit the vibrancy of the High Road and Creative Quarter while increasing the quantity and access to jobs and homes, and focus on addressing the current low levels of health and well-being, as well as tackling high rates of crime, deprivation, and perception of lack of safety.

A full description of the context of Wood Green is contained in Sections 1.1-11.

Opportunities and Threats An analysis of the relationships between urban problems in Wood Green (or “linkages”) and its strengths, weaknesses, threats and opportunities relevant to regeneration are presented in Sections 1.12-13. A high-level summary of this section is presented below.

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The vibrancy of the High Road and the presence of a productive creative economy in the adjacent industrial neighbourhood are the primary advantages for the regeneration of Wood Green. Secondly, several existing underutilised and vacant sites provide sufficient available spaces for redevelopment and the attraction of SMEs and start-up companies, which can strengthen the local economy and provide more job opportunities. Thirdly, Wood Green has strong transport connectivity and its existing links can be further enhanced. For example, the pedestrian links to Alexandra Park in the West can be improved to enhance residents’ accessibility to existing green spaces. Finally, Wood Green is recognised as an Opportunity Area and Growth Area by the GLA (GLA, 2016; GLA, 2019) and an Area of Change by the local authority (HC, 2017), which demonstrate its importance to London and Haringey and the existing support for its regeneration.

In addition to the issues identified in the first paragraph, Wood Green residents face high rates of in-job poverty and a prevalence of physical and mental health issues, which put pressure on public health and welfare services in Haringey. Additionally, a high percentage of residents are renters which creates risks of displacement associated with new development in the area.

Based on the linkage and the SWOT analysis, eight objectives have been identified to address the primary urban problems facing Wood Green, which are: 1. Exploit Existing Public Transport Links 2. Increase Employment Opportunities and Support Improvement of Skills 3. Utilize Existing Business Hubs Facilities and Expertise 4. Reduce Car Dependence and Road Traffic 5. Protect the High Footfall on the High Road 6. Tackle the sources of Mental Health Issues 7. Support the reduction of Youth Crime and Anti-Social Issues 8. Improve Access to existing Green and Blue Facilities In order to achieve these objectives, four major interventions will take place during the regeneration:

The Culture and Social Community Hub This intervention is to redevelop the site of the existing Wood Green library and customer service offices for a unified multi-storey social and public services well-being centre, which includes job search and training facilities, flexible and multi-use spaces, vulnerable people help centre and public green spaces.

The High Road regeneration This intervention aims to protect high footfall and reduces car use on the High Road.

With combination of soft and hard intervention, recycling facilities and the Cycle Ways in this area will be improved and one car parking floor will be transformed into the local farmers market.

Circulation improvement This intervention aims to create more permeable and accessible routes to encourage flows between East and Wst part of Wood Green by redesigning the wayfinding signages, enhancing the lighting and reconnecting the existing dead end streets in the area.

Property Development This intervention will provide 70,553m2 of employment floor space and 3,788 new net residential units, including a training academy, to leverage the under-utilised land and vacant sites and address the high in-job poverty and underemployment in Wood Green.

The development will be carefully planned and delivered to protect the vibrancy of the High Road and the Cultural Quarter.

The vision, objectives and full descriptions of these intervention are contained in Section 2.1-6.

Implementation The project will be delivered in four phases spanning 15 years in total. In Phase 1, the Social and Cultural Community Hub will be completed with 5 years; Phase 2, the new residential and mixed-use development will start in year 1 of the project and will complete in 15 years; Phase 3 will support the High Road regeneration which is comprised of temporary and long-term interventions delivered over 13 years, the circulation and legibility intervention, Phase 4, will begin at the very start of the project and last for 15 years. The regeneration will be delivered by a joint venture which will be formed by the local authority and a private sector development partner or partners, and will be supported by a strategic planning team. A steering group, comprising representative of key stakeholders, will oversee the joint venture.

After the completing the final stage of the development, the joint venture will be dissolved, and responsibilities related to the long-term operation and maintenance of the assets created by the regeneration of Wood Green will be devolved to the relevant parties primarily Haringey and the private development partner(s).

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The full implementation strategy in contained in sections 3.1-7.

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Section 1 : Table of Contents 1. Site Overview 2. Demographics 3. Historical Background 4. Natural Environment & Sustainability 5. Crime 6. Socioeconomic Dimensions 7. Health & Wellbeing 8. Transportation & Movement 9. Current Land Use & Ownership 10. Public Spaces & Activities 11. Planning & Policy Context 12. Linkage Analysis 13. Conclusion

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Section 1 : Background 7

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1. Site Overview Wood Green is located in the north of London in the borough Haringey and the proposed area of intervention is located primarily in the ward of Noel Park with a small portion of the northern extent in the ward of Woodside (see figure 1.1.1).

The intervention area has an irregular shaped perimeter of approximately 2 miles and area of approximately 30 hectares. This area captures a dense concentration of commercial activity along and near to High Road (A105) and which forms the primary economic centre of Wood Green and the surrounding wards (as shown in Figure 1.1.2). High Road runs through approximately 0.6 miles of the site from the south-east to the northwest. The composition of these commercial areas are covered in greater detail in the following sections.

Areas containing primarily residential activities are located to the north, east, and south of the intervention area. A formerly industrial area undergoing regeneration is located immediately to the west called Haringey Heartlands. This development comprises 1,700 homes, open space, and employment facilities and has received planning permissions from Haringey Council (Haringey Council 2018). A National Rail Line is located to the north of Haringey Heartlands and the intervention area and runs from the south-east to the north-west.

Figure 1.1.1: Location overview (Author, 2020)

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Figure 1.1.2: Site detailed overview (Author, 2020)

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2. Demographics Overview To understand the area, the first thing is to understand its population structure. Population in Haringey is young, and according to current projections, this trait will continue for the next ten years. Although the percent of people over 65 is projected to grow more than any other age demographic, the majority of the population will still be comprised of people of working age (Noel Park Ward Profile, 2019). Haringey is also an ethnically diverse area and its proportion of non-English speaker is the third largest of in all the London boroughs. In terms of religion, Haringey is dominated by Christianity and quarter of residents identify themselves as having no religion. Wood Green is identified as one of the metropolitan centres in Greater London (GLA, 2016) and is the core of Haringey, whose demographic status is in line with the borough average to some degree .

The site is mostly located in Noel Park Ward, the southern part of Wood Green, whose population reached to 15,161 in 2017 and its population structure is in line with the Haringey borough, which means Noel Park Ward has a young and diverse population. People aged in 20-44 are the majority in the ward (47.8%) and over 90% of the population are aged under 65 (as shown in Figure 1.2.2). Though also being a multi-ethnic area, the ward has a higher proportion of population in the group of White Other compared to the borough (as shown in Figure 1.2.3). Residents born in foreign countries are mostly from Turkey and Poland, which also mirrors in the most popular foreign languages. In line with the brough, there are large proportions of Christians (45%) and atheists (20%) in this area and a Muslim population (19.1%) larger than borough average (as shown in Figure1.2.4).​

Current status Wood Green’s population had reached to 28,453 residents and 11,229 households by 2017 and population growth in Wood Green is the highest in the entire borough in last decades (HC, 2016) , 24% between 2001-2011 and over 10% after 2011 (as shown in Figure1.2.1).

Figure 1.2.2: The Noel Park Ward has an under-represented population aged over 65 and people in working age are the majority (Noel Park Ward Profile, 2019).

The Heart of Haringey - Group 4 Figure 1.2.1: Population rose by more than 10% in Wood Green in last decade (CDRC Maps, 2020)

Figure 1.2.3: The major ethnic group in Noel Park is the White Other group.(Noel Park Ward Profile, 2019).

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Section 1 - Background

Figure 1.2.4: Proportion of Muslim in Noel Park is larger than borough average(Noel Park Ward Profile, 2019).

London comparison Noel Park has a larger population and population density (15,161; 12,683per sq.km) than the London average (13,854; 8894 per sq.km). However, the age demographics of Haringey and London are similar, with a larger proportion (47.4% in Noel Park, about 40% in London) in people aged between 20 to 44 and less proportion (8.8% in Noel Park, about 11% in London) of old people aged over 65. Also, Noel Park has larger group of White Other (nearly 30%) and Muslim (19.1%) than London (less than 20%; around 10%).

Diagnosis

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A relatively large population in the district and a young population structure means opportunities to develop and a vibrant economy, but also a pressure to ensure adequate housing, public well-being and employment are provided to residents. Similarly, though helping area create and develop rich cultural and economic resources, cultural and ethnical diversity bring the challenge of social exclusion and ethnical conflicts, which may damage connections between residents and safety in the area.

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3. Historic Background Overview Wood Green became a settlement after the Norman Conquest (Pinching, 2000) and remained a small town until late 19th century (as shown in Figure 1.3.1). The rise of Wood Green was accompanied by the public infrastructure construction. After the construction of New River, several properties were built in the area and the construction and operation of Great Northern Railway in 1895 and the Palace Gate Line in 1878 brought more opportunities for development and more population to this area (as shown in Figure 1.3.2). Also, a tramway was built along the High Road and Station Road in 1890s and 1900s (as shown in Figure 1.3.3). In the same period, a tramway depot was built, which transformed into a trolleybus depot after the demolition of tramway in 1950s (as shown in Figure 1.3.4).

Figure 1.3.1: Wood Green 1870s: most areas are undeveloped (Digimap, 2020)

Figure 1.3.2: Wood Green 1890s (Digimap, 2020)

Figure 1.3.3: Wood Green 1910s: Trams and railway contributed to the townscape; industrial area emerged in the southwestern area. (Digimap, 2020)

Figure 1.3.4: 1950s: Tramway removed from the street; Noel Park estate completed (Digimap, 2020)

Figure 1.3.5: Wood Green 1970s: railway was dismantled (Digimap, 2020)

Figure 1.3.6: Wood Green 1990s: Big mall and social housing were built on the former railway (Digimap, 2020)

Wood Green’s city history started in 1894 when it was first created as an urban district.

After it merged into Haringey Borough in 1965 , Wood Green was expected to be the centre of Haringey and many new constructions were built in the area.

Current state Historical transformation of transport in Wood Green.

As Wood Green developed, the Palace Gate Line across the area declined and was replaced by the complex and some residential buildings because of its lost in the competition with the Great Northern Line and the construction of Piccadilly Line (as shown in Figure 1.3.5 and Figure 1.3.6). The tramway built along the main street was removed and depot was transformed into a bus hub.

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Historical development of economy in Wood Green.

Wood Green has finished its transformation from an agricultural field to an industrial area and then to a commercial city centre and a comprehensive community. Retailing in the area thrived after 1960s along the High Road and Wood Green became a concentration of retailers. Moreover, exploration and attempts to develop the new industries also emerge in the area. For example, the Blue House Yard is a redevelopment site creating studio spaces with fair rents to encourage local creatives and entrepreneurs.

Heritage conservation background of Wood Green and the site.

Long history in the area also left an abundant legacy in terms of heritage and cultural resources. Currently, there three conservation areas in Wood Green: Wood Green Common, Trinity Garden and the Noel Park, highlighting the rare open green spaces, quaint religion buildings and Victorian housing in this area (as shown in Figure 1.3.7).

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Section 1 - Background

The site, surrounded by these conservation areas, includes several local listed buildings in its western part and a listed building in its centre (as shown in Figure 1.3.8).

London Comparison Compared to surrounded area, Wood Green had become a small town when its neighbourhood was still undeveloped land. Although established in 1894, Wood Green rapidly developed in the late 19th century. Large amounts of workers and new developments were introduced by the railway from central London, which is highly industrialised and developed the area.

Diagnosis The cultural and historic background of Wood Green provide it with abundant cultural resources and there are opportunities for improving education, framing community imagination and strengthening social ties related to these assets. However, there are also some sites in the area suffering due to the transformation of its economic base and the heavy car-oriented transportation, especially the industrial area in the west part of the site and buildings surrounding the bus depot. Since Wood Green has become a centre of retailing, people around the borough drive to the town centre for daily shopping or leisure, and the industrial past of the area was eventually forgotten. Many factories or industrial buildings became vacant or moved out and the huge demand on transportation makes the large bus depot remain in the town centre, which leads to the inefficient land use in the area. Â

Figure 1.3.7: Conservation area in Wood Green and the site boundary (Haringey Council, 2019)

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Figure 1.3.8: Listed (blue) and locally listed (pink) buildings in the site (Haringey Council, 2019)

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4. Natural Environment and Sustainability Overview Located in north London, Haringey which stretches from the panoramic views from Muswell Hill and High gate in the west through to the open plains of the Tottenham Marshes in the east. Although Haringey is essentially a very urban borough, at the same time, it takes pride in managing areas of outstanding nature conservation such as Alexandra Park and Finsbury Park, made up of a wide range of habitats playing host to a remarkable variety of wildlife. Haringey recognises that the environment is the defining issue for this generation and is changing now. It places long term solutions that will protect the built and natural environment and encourage biodiversity - securing sustainable development (HaringeyCouncil, 2008).

In a view of sustainability, Haringey is striving to become one of London's greenest boroughs. Its environmental strategy, the Greenest Borough Strategy sets out how the Council will deliver a wide range of activity designed to create a 'Greener Haringey’, tackle climate change and embed environmental sustainability into everything.

Haringey's Greenest Borough Strategy 'Going Green' was also adopted and officially launched on 20 October 2008 (Haringey Council, 2020).

Haringey is conducting a Going Green policy which is promoting sustainability with a reducing environmental impact and empowering local community.

CO2 emission reduced noticeably but air pollution is similar to London and the Project site is particularly higher than the other areas.

Current state Haringey has many public parks and open spaces, including the most notably Alexandra Park in the middle of the borough, and Finsbury Park in the south. Broadly speaking, accesses to metropolitan parks in Haringey is very good, while those to the local, small or pocket parks and district parks is less good. However, there is substantial variation in the amount of open space in different wards. Especially Wood Green, the accessibility to nature is relatively worse than Haringey (Haringey Council, 2019:45).

The project site has a lower portion of nature and open spaces than both Haringey and Wood Green but close to Alexandra Park and has a linkage through a small tunnel.

Figure 1.4.2: The air pollution of Haringey (Source: Haringey Council)

London comparison

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For the view of the natural environment, Haringey has less green and open spaces than London but the accessibility to green spaces is relatively good. Due to the efforts such as the Going Green policy, the CO2 emission is decreased gradually and now is the third lowest, while the air pollution with PM2 is similar to London.

27.8% of Haringey is made up of open space compared to average of 33% for London Haringey has the third lowest carbon emissions per capita among its neighbouring boroughs, just above Waltham Forest with 2.5 tons of CO2. This is substantially below the Greater London (3.3) and England levels (4.5).

The rate of fraction of mortality attributable to particulate air pollution in Haringey is 6.7% which is similar to London’s 6.5 and higher than 5.5% of England (Haringey Council, 2019:41).

Diagnosis Figure 1.4.1: Alexandra Park and Project Area

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Section 1 - Background

Haringey needs to enhance local, small and pocket parks and also the accessibility to them also require improvement. To relate to the environmental issue, although many efforts, living litters and air pollution of the specific area should be more reformed

5. Crime Overview Crime has clearly negative impacts on its victims, but it might also cause considerable harm to other local people who fear being victims in the future. Cornaglia and Leigh argued (2011) that for victims and non-victims, as well as the effects of crime reporting by local media, it is plausible that an even larger cost of crime occurs via its indirect impact on the mental wellbeing. They suggested that increases in crime rates have a negative impact on the mental wellbeing of residents, with the biggest impacts arising from violent crime.

Current state In 2019, Haringey had the third-highest crime rate in London. It led the residents to recognise crime (include antisocial behaviour) is the most dislike about living and many of them are scared of going out at night. Anti Social Behaviour and violent crime are the dominant crime types and also the high rate of youth delinquency is still a big problem.

So, the borough gives efforts to reduce crime and anti social behavior by improving the security of public environment and community-enhancing as well as family education and community-enhancing to reduce youth crime. Locally, high rates of crime around large malls and on High road and the anti-social behaviour and drug use are relatively evenly distributed in the project site (Haringey Council, 2019:33).

• Efforts to reduce crime by improving security of public environment and community-enhancing • Efforts to reduce youth crime through policies that family education and community-enhancing

London Comparison As mentioned above, Haringey shows 113.7 crimes per thousand residents which ranked the third in 2019. It makes the lowest portion of residents agree with that police contribute the area’s security. The rate of knife crime and domestic abuse are reducing, but still much higher than London. For youth delinquency, drug use and being sentenced of youth are also above the average of London and ranked 2nd and 10th (Haringey Council, 2019:38).

• 54% of residents agree that police do a good job in the local area –the lowest level of all London • The rate of knife crime and domestic abuse are reducing, but still much higher than London • The rate of drug use and being sentenced of youth are above London and ranked 2nd and 10th

Figure 1.5.1: The analysis of high crime rate area in Wood Green (Source: police.uk)

• 34% which is the largest portion of residents said crime (include antisocial behaviour) is the most dislike about living in Haringey, but the crime rate of the project site is slightly decreased • Anti Social Behaviour and violence crime are the dominant crime types • The rate of Youth drug and offenders are also high • Locally, High rates of crime around large malls and on High Rd

Diagnosis

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Figure 1.5.2: The crime rate of Haringey, London Comparison (Source: police.uk)

Although improving, the high crime rate is one of the most significant issues of Haringey. Different types of crimes from anti-social behaviour to violent crime as well as youth crime required proper treatment such as improving the security of the public environment, community-enhancing and family education according to the type and regional characteristics.

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6. Socioeconomic dimensions Overview The area in focus, Wood Green is one of three economic centres within Haringey and attracts many visitors from around the borough as well as neighbouring areas. This is predominantly due to Wood Green High Road which is a have hive of activity related to the retail and commercial office facilities along and adjacent to the street. Wood Green and Turnpike Lane underground stations flank either end of the High Road and provide good connectivity to the area.

density of all London boroughs (Haringey, 2019).

• Haringey’s population decreases by about 16% during the workday, indicating that residents leave the borough for work (Haringey, 2019).

• 8.6% of Haringey residents have no qualifications, the 7th largest proportion of all London boroughs (Haringey, 2019).

Most of the socioeconomic data available for Wood Green is on a Haringey Borough level. As Wood Green is an Economic Centre of Haringey, the data available has been adopted for analysis purposes and will be quoted on a borough level.

Current State To evaluate the current state of the economy within Haringey, it is important to understand People, Employment & Jobs and Local Business. Under each one of these areas a variety of figures have been provided to act as indicators to assess the economic health of Haringey.

People

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Figure 1.6.1: Wood Green JobCentre Plus in Granta House (Wood Green JobCentre Plus, n.d.)

• Median hourly pay for those working in Haringey is £14.87. This is 20% lower than the London average. Haringey has the second largest proportion in London that are earning below the London Living wage (29%) (Haringey, 2019).

• Approximately one third of Haringey residents are in receipt of Housing Benefit (Haringey, 2019).

• Haringey has a higher than average number and rate of children living in all out of work benefit claimant households, compared to London average (Haringey, 2019).

• In middle income working households with children, 30% of income comes from benefits and tax credits (Haringey, 2019).

• 12.6% of Haringey households live in Fuel Poverty, the 4th highest percentage in London and substantially above the London average (10%) (Haringey, 2019).

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Employment & Jobs

• In Haringey residents’ unemployment levels have reduced in line with average levels of reduction in London. Haringey’s current unemployment level is 4.5% compared to a London average of 4.7% (Haringey, 2019).

• As of December 2019 there are 92,000 jobs in Haringey, this is under half of the London average of 186,000 for other Boroughs. Haringey has the fourth lowest jobs

Section 1 - Background

Figure 1.6.2: Workshop taking place in Wood Green (Brexit Workshop, n.d.)

Local Businesses • The focus of this section will be micro SMEs which employ 1 to 9 employees. Micro SMEs make up 96% of all businesses within the UK (Haringey, 2019). • In October 2019, there were 12.1 start-ups for every 10,000 working age people in Haringey, compared with a rate of 12.4 per 10,000 across the whole of London (Haringey, 2019). • There were 5.7% more business start-ups in Haringey during the first ten months of 2019 compared with the corresponding period of 2018, according to latest data from a BankSearch survey. This growth rate ranks Haringey at 87 out of the 326 English districts (Haringey, 2019).

Diagnosis These findings suggest that in-work poverty is likely to be a significant issue for many residents. Many residents are in work, but are unable to meet their outgoings. This can be closely linked to average hourly pay within Haringey being 20% less than the London average and the high proposition of residents reliant on housing benefits and tax credits to supplement their income. The ability to achieve higher salaries could also be attributed to lack of qualifications of residents. Unemployment in Haringey is below the national average, however the amount of jobs available is half that of a London borough of similar population size (Haringey, 2019). This would suggest that there are not enough businesses in the area to support a higher proportion of jobs. This is further evidenced by a higher proportion of residents traveling out of the borough for work, compared to the London average (Haringey, 2019) .

Figure 1.6.3: 'Shop Local' Advertising Campaign Poster by The Mall, Wood Green (Wood Green Mall Promotional Poster, n.d.)

The number of start-up businesses in Haringey is below the London average, although there has been a growth in the number of start ups between 2018 and 2019. There is likely to be a correlation between the number of new start ups and the amount of jobs available in Haringey.

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7. Health and Wellbeing Overview The rapidly developed health crisis this year shows the urgent need to manage public health, especially in globalised cities like London. One of the main challenges is to accommodate huge numbers of people crowding into the inner core of cities. The World Health Organization understands health not just as the absence of illness, disease and injury but embraces the extension of health to well-being. Built environment has been planned and formed to its best potential to meet human needs through design and development, but it could also lead to health threats. Globally, around 23% of deaths in 2012 were attributed to the physical environment including air and noise pollution, housing, transport and other factors (RICS, 2018).

Current State Haringey, where its Council is the second largest provider of mental health services, faces a wide range of health issues affecting the population.

Cancer, cardiovascular disease and lung disease are the main causes of deaths under the age of 75 in Haringey.

Nearly 2 in 3 adults are overweight or obese, 3 in 5 adults do not eat a healthy diet, more than 1 in 5 adults have high blood pressure and 1 in 5 people drink too much.

Children from black and minority ethnic (BME) groups are more likely to be obese than white British children (Haringey’s Health and Wellbeing Strategy 2015-2018).

A UK wide study also found that minority ethnic groups in Haringey have lower life satisfaction and mental health than those of white ethnicity (Borough Profile 2019).

Moreover, over 34,500 adults have a common mental disorder such as anxiety or depression (Haringey’s Health and Wellbeing Strategy 2015-2018).

Suicide rates are 33% higher than the London average. residents tend not to use the facilities and help centres that are available locally (Haringey’s Health and Wellbeing Strategy 2015-2018).

The Heart of Haringey - Group 4 Fig1.7.1: Structure of Wellbeing Vision for Haringey (Haringey’s Wellbeing strategy, 2012)

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Section 1 - Background

Figure 1.7.2: Elements to Achieve Health and Wellbeing (Interns Pamojo , 2019)

The following are some of the current organisations available or sets the Council has taken to improve health and wellbeing: • Free Mental Health First Aid Training - available for all frontline staff working in Haringey.

• The Haringey Suicide Prevention Group (HSPG) - an organisation that aims to strengthen community response to suicide prevention planning and implementation.

• Haringey’s Health and Wellbeing Framework – a plan to improve the mental health and wellbeing of our residents.

• Second largest provider of mental health services in the borough is Haringey Council that provides social worker input to Community Mental Health Services and day services.

London comparison • Haringey has similar rates of depression 7.7% compared to London but higher rates of serious mental illness 1.37%. Approximately 5000 people are diagnosed with mental health problems in Haringey (Borough Profile 2019).

• Life expectancy in the borough is in line with the London average though there are stark differences among different groups (Borough Profile 2019).

• A higher proportion of children in Haringey are obese in both Reception (ages 4 to 5) and Year 6 (ages 10 to 11) than London and England as a whole (2012/13).

Diagnosis Food choices and healthcare are two areas of focus. As such, Wood Green which sits within the London Borough of Haringey should improve its connections and accessibility to various health services in the vicinity, including walking trails and healthcare infrastructure. Healthier food option should be introduced in the more accessible parts of the area.

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Figure 1.7.3: Elderly Wellbeing (Author, 2020)

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8. Transport and movement Overview There are multiple ways and choices to get to Wood Green, with a generally good use of public transport. In the following different modes of transportation/movement and their quality of services are discussed, highlighting one of the internal weaknesses being that the service provision in the western parts of Wood Green is relatively poor.

Current state Wood Green has moderately good access to public transport (see Figure 1.8.1 and 1.8.2), as it is well connected by tube and rail services.

• Picadilly line serves the area with underground stations such as Wood Green and Turnpike Lane • Regular train service, that stops at Alexandra Palace station, runs direct from Moorgate or from Kings Cross.

• A number of bus routes run through the area such as W4, 121, 141, 221 However the connection between east and west is still weak with the absence of overground or underground lines. According to Transport for London’s 2015 Public Transport Access Level measurement, Wood Green received scores ranging from 2 to 6b (on a scale where 0 means very poor access and 6b means excellent access) (see Figure 1.8.3). There is an arguably huge disparity within the area, as the western parts of Wood Green perform significantly weaker than that of the other parts where the tube stations and the high street are located. In terms of transport facilities, there is a large bus garage near Wood Green tube station, which belongs to Arriva London bus company.

The Heart of Haringey - Group 4 Figure 1.8.1: Bus routes operating along High Road (Author, 2020)

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Section 1 - Background

Figure 1.8.2: Tube station in Wood Green (Author, 2020)

On the other hand, huge supermarkets and malls in Wood Green serve as the major hub bringing people from wider areas of Haringey together, but the size of buildings limits permeability and walkability, preventing a further increase in footfall. For example, people on high street need to either go through the building or detour via Station Road or Alexandra Road in order to reach the western parts due to barriers created by the bulky buildings as well as their parking lots; Wayfinding is another issue as the bulky malls and the lack of clear signages often would distract pedestrians or drivers, leaving them only the sense of where the key attractions are. Alexandra park, a highly loved public facility with diverse landscape, is situated at the western side of Wood Green and it is of great potential in providing desirable spaces for the creative industry in the vicinity, yet the tracks of National Rail and the unmanaged mound have created barriers in the accessibility, leaving just one small pedestrian tunnel between Wood Green and the Park.

London Comparison Comparing Haringey with the wider London, Haringey has the third highest number of people in London that travel to work by public transport. Bus (20%) and underground (12%) usages are higher than the London averages. It is also one of the leading boroughs in London in delivering walking and cycling facilities. 31% of all trips are on foot, contrasting with the London-wide average of 21%. Cycle greenways, cycle training and cycle parking are sufficient. It reflects the higher potential to switch to more sustainable modes. In terms of car usage, journeys made accounts for 31% of trips, which is slightly higher than the inner London average (27%) but significantly lower than the outer London average (51%).

Diagnosis Locally, public transport connectivity of the western parts of Wood Green and Turnpike Line is poor, where there is almost an absence of tube stations and bus stops.

The existence of rail tracks further hinders a comprehensive provision of public transport services, permeable design and good wayfinding experiences. In terms of the wider area, east-west connection performs poorer than south-north due to the lack of tube and train services.

Figure 1.8.3: Public Transport Access Level in Wood Green (Source: Transport for London)

9. Current land Use and Ownership

Current state

Overview

The intervention area contains Wood Green which is a Metropolitan Centre comprising a linear collection of shops adjacent to the High Road, made up of approximately 337 retail/service units (Haringey Council, 2013).

Wood Green’s High Road is a popular shopping and services destination which is recognised for the high footfall that it attracts on a regular basis (Wood Green Area Action Plan). Its primary attractors include larger retail facilities such as The Mall Wood Green and Vue Cinema London. It also includes community facilities such as the Wood Green Library and shops that cater to the necessities of residents in the area (grocery stores, pharmacies, and dentists). A complex of buildings used for light industrial activities is located to the north-west of the High Road. This area is recognised as an important contributor of office and creative spaces in Haringey, specifically for its co-working and maker space called the Chocolate Factory. Other similar coworking spaces and creative industries, The Blue Yard and Wood Green Works, are co-located in the general vicinity. The businesses along the highroad are considered dependent of footfall while the businesses to the northwest are not (see figure 1.9.1) The typologies, conditions, and strengths and weaknesses of the area are discussed below.

The commercial land uses on the High Road can be broadly separated into five categories, which are: convenience shopping, comparison shopping, services, leisure and entertainment, and community uses (Haringey Council, 2013). A concentration of large and medium sized buildings are located near the High Road in contrast to the surrounding residential neighbourhoods which are comprised primarily of developments with smaller footprints.

The buildings in the intervention area are largely younger than the surrounding residential areas which are primarily historic buildings (see figure 1.9.2). Although there are some historic buildings in the intervention area, the majority of structures in it can be classified as mixed age, interwar and post-war, and modern. Problems of under-utilised space and decaying property that need to be addressed have been identified by Haringey Council (2017B; 2018B).

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Figure 1.9.1: Land uses (Haringey Council 2015)

Figure 1. 9.2: Building age (EDINA, 2020)

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Land ownership and rental patterns In the neighbourhoods surrounding the intervention area: 30% or less of households are privately owned, there is a high percentage of social renters ranging from 15 to above 25%, and there is a similar concentration of private renters ranging from 20 to above 30% in areas that are not socially renting (see figure 1.9.3). These trends persist in the surrounding neighbourhoods.

Haringey Council partially or fully own 13 properties within the intervention area (as shown in figure 1.9.4). These are located along the high road and in the industrial area and comprise the majority of commercially used land in Wood Green.

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Diagnosis

London comparison

Figure 1.9.3: Residential tenure (EDINA, 2020)

Although there are vacant properties on the High Road, they are shown to only represented 3.3% of the entire stock of building which was well below the national average of 13.7% (Haringey Council, 2013). For this reason, despite the occurrence of sum level of vacancy on the high street, it is considered to be relatively well functioning, as demonstrated by the high levels of footfall (Haringey Council, 2013).

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Section 1 - Background

Figure 1.9.4: Land ownership (Haringey Council 2017)

From observations of the intervention area and an analysis of the relevant planning documents, it is apparent that there are both problems of under-utilised space and decaying property that need to be addressed (Haringey Council, 2017). These failings of the built environment are somewhat ameliorated by the vibrancy of the high-street.

This vibrancy makes a clear case that these spaces are in demand and should be maximised to their full potential to meet the current and future needs of residents of Wood Green and others in Haringey and London who benefit from the commercial activity along the High Road. Due to the substantial amount of key commercial land owned by Haringey Council, the council is well placed to lead urban regeneration efforts in the area. However, any new development in Wood Green needs to be carefully planned to safeguard the high percentage of renters in the surrounding neighbourhoods from the threat of gentrification it may pose.

10. Public Spaces and Activities

Diagnosis

Overview

Wood Green has many services as well as retail and leisure opportunities which attracts a high volume of visitors. These findings suggest that even though Wood Green is a magnet for the public, the spaces allocated for public use are limited. This is particularly the case for nature based spaces for which residents in Wood Green have the least amount of availability and accessibility in Haringey. The area is heavily used by road traffic, it would seem priority is currently given to car users in the area. This is evident by the large amounts of traffic on the high road and abundance of car parking facilities. Outdoor space allocated for public uses and activities in Wood Green is below what would be expected for an area with such high footfall.

Wood Green is the main retail and leisure centres of Haringey. This includes a mall with market, supermarkets, banks, cinemas, food & beverage outlets and other retail. Many of the Harringay local authority offices and civic buildings are situated within Wood Green and provide services such as a library, job seeker facilities and other civic support centres.

Current State The High Road within Wood Green is a hive of activity and attracts visitors from the local area and further afield due to the many services available and leisure opportunities.

To evaluate the current state of Wood Green’s public spaces and activities (the Cultural Quarter has not been included in this section as it is mainly used for industrial uses and not for general public use). The section below breaks down the current state of public spaces and activities into the current advantages and limitations of the Wood Green area:-.

There is opportunity for the hosting of temporal events in the many shops which are vacant on the high road, particularly those that were previously tenanted by department stores tenants. In the absence of any large public squares, the high road itself could be used to events if it was temporarily pedestrianised. This would allow the hosting of several large seasonal events throughout the year using the vibrant High road area.

Advantages

Figure 1.10.1: Space outside Vue Cinema (Vue Cinema Wood Green, n.d.)

Figure 1.10.2: Space outside Wood Green Library (Wood Green Library, n.d.)

Limitations

• Although the high road can be classified as a public area, this space is limited to the pavements either side of the road. (as shown in figure 1.10.3), there could be opportunity to add benches and planting areas.

• There are no public squares available beyond the buildings, on the High road, however traffic on the high road could be temporarily diverted for events.

• Only 38% of homes within Wood Green have access to nature, lowest in Haringey (Haringey, 2019). This is due to the scarce amount of green spaces available close to the area.

• A high proportion of space is allocated to road traffic and parking, this conflicts with the circulation of pedestrians.

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• The area can be easily reached by public transport – 2 underground stations and main bus hub.

• The area is well connected to the London Cycle Network (LCN).

• Haringey has a number of large public nature spaces, including Alexandra Palace, Finsbury Park, Wetlands and the River Lea. • There are two large cinemas.

• There are three supermarkets.

• There is a mall with an attached market.

• There are two large spaces outside the Cinema and Library, these have been shown in figure 1.10.1 and 1.10.2. These spaces could be used to host small events.

Figure 1.10.3: View of Wood Green High Road Circulation Space (Howard, 2016)

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11. Planning and Policy Context Planning and Policy Context This sections sets out the most relevant planning and supplementary planning documents related to the regeneration of Wood Green. This is not a comprehensive list but serves to outline the primary documents setting the intentions for regeneration in the area, which are: • The New London Plan (GLA, 2019A), • The London Plan (GLA, 2016), • Haringey Local Plan (HC, 2020,) • Draft Wood Green Area Action Plan (HC, 2018B), and • Wood Green Strategic Regeneration Framework (HC, 2018C).

The New London Plan (GLA, 2019A) While the London Plan (GLA, 2016) is the adopted Development Plan for London, the Draft London Plan is nearing its final adoption and has implications for regeneration and development (GLA, 2019B). The Secretary of State supplied a response to the plan in March 2020. The Mayor of London is currently considering how to respond and undertaking the statutory requirements to finalise the Plan (Ibid).

In the new Plan, Wood Green is recognised as a Metropolitan Centre with Regional and Sub-regional significance (GLA, 2019A, Annex 1 and Table A1.1 s. NT2). It is also classified as an Opportunity Area (GLA 2019A, s. 2.1.32-33). Opportunity Areas are significant locations with capacity to accommodate new development due to their existing conditions and connections to London. Wood Green is considered to have capacity for medium commercial growth, high residential growth, and regeneration and capable of supporting 4,500 and 2,500 new homes and jobs respectively (GLA, 2019A, Table 2.1).

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London Plan (GLA, 2016) Wood Green is identified as an Opportunity Area in the London Plan (GLA, 2016). In regard to the Wood Greet Town Centre, in the Plan which states, “[o]pportunities should be explored to redevelop parts of Wood Green town centre for high-density, mixed-use schemes and strengthen pedestrian connections to the town centre and library” and indicates that there in an indicative capacity for 2,000 additional jobs and a minimum on 1,000 new homes (GLA, 2016, Annex 1 s. 40).

Wood Green is also identified as a Metropolitan Centre along with only 13 other sites in London, which indicates its size and significance to the city (GLA, 2016, Annex 2). Additionally, the site is classified as being suitable for regeneration which indicates it has the correct capacity and characteristics to achieve regeneration objectives including physical, environmental and economic renewal (GLA, 2016, policy A2.6).

Section 1 - Background

Haringey Local Plan Haringey’s Local Plan governs development in the borough and is currently made up of the “Strategic Policies, Development Management Policies, Site Allocations and Tottenham Area Action Plan, alongside the London Plan” (HC, 2018A, p. 1). As in the London Plan, Wood Green is allocated as a Growth Area in Haringey’s Local Plan Strategic Policies (HC, 2017, p. 43). Additionally, it is identified as a Metropolitan Town Centre and is recognised in this plan as an Area of Change which contains a Cultural Area, and Key Housing Sites (Ibid). These designations show the importance of Wood Green to the borough of Haringey as well as its potential for regeneration.

The intervention site fully or partially contains the following overlays of the Haringey Local Plan (HC, 2020): • • • • • • • • • •

Family Housing Protection Zone (fully), Tall Buildings Growth Area (fully), Article 4 direction – Warehouse to Residential (partially), Cultural Quarter (partially), Listed Building Locally Listed Building (partially), Local Employment Area: Regeneration Area (partially), Primary Shopping Areas (partially), Primary Frontage (partially), Secondary Frontage (partially), and Local Centres (partially).

The planning polices most relevant to these overlays have been analysed and attached as an appendix.

The Local Plan informs the successive plans and supplementary planning documents (SPDs) that have been prepared to support the regeneration of Wood Green (as shown in figure 1.11.1). The most relevance SPDs to the creation of this strategy are the Draft Wood Green Area Action Plan (HC, 2018B) and the Wood Green Strategic Regeneration Framework Appendix 1 (HC, 2018C) which are described next.

Draft Wood Green Area Action Plan (WGAAP) (HC, 2018B) The WGAAP is intended to function as a “blueprint for the comprehensive, co-ordinated, regeneration of Wood Green” which will provide approximately 4,000 new jobs and 6,400 new homes (HC, 2018B, p. 3). The Site Allocations (see associated figure 2) in the WGAAP set out a spatial distribution for regeneration and new development in Wood Green, which comprise allocations for new residential units, employment floorspace, and town centre floorspace. The plan also provides for improved cycling and walking options, new open spaces and the potential for a leisure facility (HC, 2018B).

Important Comment: The intervention area central to this strategy contains 19 out of 28 of the site allocations in the WGAAP and therefore has the potential to deliver 70,553m2 and 3,788 of employment floor space and net residential units respectively (HC, 2018B p.102-168).

The details of the site allocation and the anticipated yields of residential units, employment floor space, and other land uses are attached as an appendix to this strategy.

• Strong cultural offer with supplementary evening economy as well • Sustainability in regeneration and drive to becoming a zero carbon borough by 2050” (HC, 2018D, p. 1).

Figure 1.11.2: Site allocations in the (HC, 2018C, Figure 8.1)

Figure 1.11.1: Haringey Council hierarchy of planning documents (HC, 2017, Figure 1.1)

Haringey Council have adopted a Strategic Regeneration Framework for Wood Green which sets out short term goals as well as the long term aspirations for the area. This document is intended to spur investment in the area and influence and integrating landowners’ plans for the area to ensure a high quality built environment is provided with a charter that benefits residents and businesses (HC, 2018C).

The key underpinning pillars of this strategy are restated below: • Better range of employment opportunities with educational offers aligned to this, to enable local residents to have the capacity to apply for a range of job opportunities.

• Supporting Wood Green as a business destination.

• Revitalising the town centre to draw people from Haringey and beyond.

• Maintaining the authenticity of London in Wood Green.

The vison contained in the Strategic Regeneration Framework is: “Our vision is that Wood Green will become North London’s most prosperous and green town centre – a place where people can succeed and are proud to live and work. It will combine outstanding and sustainable places for people to shop, socialise and create, with a wide and varied range of businesses. It will be a focus for opportunity and growth, a productive economic capital for Haringey, where people can come together, exchange ideas and put them into action (HC, 2018C, p.6).”

Next steps

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Wood Green Strategic Regeneration Framework (HC, 2018C)

Wood Green is designated as an Opportunity Area in the London Plan (GLA, 2019A; GLA, 2016) and Haringey Local Plan (HC, 2020), and Wood Green is recognised as a Metropolitan Area which is suitable for urban regeneration. This is further recognised through the Local Plan and its SPDs.

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To support this designation and put it into action, the WGAAP includes site allocations for specific plots of land which are suitable for regeneration (HC, 2018B). Of the 28 allocated site, 19 sites fall within the intervention area which is the subject of this document.

Council have specified the indicated yield of employment space (m2) and residential units for each allocated site (see Appendix). Although these sites have been allocated for regeneration, the WGAAP indicates that they should be developed only as part of a more comprehensive master plan or plans for the area (HC, 2018B).

This document provides a regeneration masterplan which realises the WGAAP site allocations, on behalf of Haringey Council and in a manner that is consistent with the underpinning pillars and vison contained in the Strategic Regeneration Framework.

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Section 1 - Background

12. Linkage analysis To help provide a clearer image of what the major strengths and weaknesses of our regeneration area are, a linkage analysis is conducted to spot out the reoccurring linkages between points (see Figure 1.12.1 and Table 1.12.1). Different intervention principles are identified from previous sections, and they are followed by the suggestion of a variety of potential causes, consequences, merits, shortcomings, links, etc. These linkages are then categorised into 3 types – positive to positive (factors perceived as strengths), negative to negative (factors perceived as problems), and contradictions (factors that are in contrast with the previous strength/problem). Also, key pivot points are indicated.

They are problems facing Wood Green which have more than four potential impacts.

In public policy, pivot points are considered crucial locations where a small amount of change can give a large impact (Pettifor, 2019). An example is ‘road traffic’, as shown in Table 1.12.1. It shows linkages with pedestrian circulation, air quality, transportation links, efficiency of land use and quality of cycle network. By targeting pivot points, positive impacts to points could be maximised via a condensed number of interventions

Connection with SWOT The linkage analysis assists the development of an overview of the strengths, weaknesses, opportunities and threats (SWOT) in two ways. First, the pivot points identified provide a foundation for us to define key dimensions for investigation. In fact, most of the ideas discussed in the pivot points reappear and are highlighted in the SWOT. Second, the linkages, especially ‘contradictions’, guide us to reflect on how the threats could be turned into opportunities. Furthermore, in our SWOT a spatial dimension is provided, which helps to visualise where the success is located and where improvement needs to happen.

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Table 1.12.1(T): Linkage Summary (Author, 2020)

Figure 1.12.1: Linkage Diagram (Author, 2020)

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13. Conclusion In conclusion, the key strengths, weaknesses, opportunities, and threats identified in Wood Green are presented in figures 1.13.1 and 1.13.2 and a more detailed summary of these is attached in the appendix. These have been used to inform the design vision and objectives and the interventions contained is Section 2.

Strengths and Opportunities

The Heart of Haringey - Group 4 Figure 1.13.1 Strengths and Opportunities (Author, 2020)

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Section 1 - Background

Weaknesses and Threats

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Figure 1.13.2 Weaknesses and Threats (Author, 2020)

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Section 2 : Table of Contents 1a. Design Vision 1b. Design Objectives 2. Masterplan 3. The Cultural & Social Community Hub Intervention 4. High Road Regeneration 5. Legibility & Circulation Intervention 6. Property Development Intervention

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Section 2 : Design 31

1a. Design Vision

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The development, Wood Green – healthy heart of Haringey, proposes to protect / exploit vibrancy of the High Road and Creative Quarter while increasing the quantity and access to jobs and homes in Wood Green for the existing communities. It will celebrate Wood Green’s past through recognition of its heritage and its present ethnic diversity. T ​ he interventions will focus on addressing the current low levels of health and well-being, as well as tackling high rates of crime, deprivation, and perception of lack of safety – which requires a better access to nature and an acceleration of the modal shift to active transportation. The interventions will be implemented as a mixture of immediate temporal project as well as permanent long-term interventions.

Section 2 : Design

1b. Design Objectives

Exploit Existing Public Transport Links

Utilize Existing Business Hubs Facilities and Expertise

Increase Employment Opportunities and Support Improvement of Skills Reduce Car Dependence and Road Traffic

Protect the High Footfall on the High Road Tackle the sources of Mental Health Issues

Improve Access to existing Green and Blue Facilities

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Support the reduction of Youth Crime and Anti Social Issues

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2. Master Plan

Employment zone

Design narrative Design narrative​ The Wood Green masterplan has been designed with the main theme of three categories which are: the definition of a new residential mixed employment zone, the enhancement of east-west connections, and the placement of a new community and green hub. ​

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First, the residential-mixed employment zones are designed to more efficiently provide both dwelling and workspaces for the residents. These residential-mixed employment zones are divided into two districts. It also matches the basic direction of the Wood Green Area Action Plan (2018). The former is an employment zone suitable for retail which is extended and enhances the existing Wood Green High Road and the latter is a creative workspace district linked with the Chocolate factory which is the current business hub of Wood Green (Figure 2.2.2). Secondly, These two districts will be mainly linked by the two new and improved east-west connections from Wood Green tube station and the high street to Alexandra Park. The High Road is of importance to the masterplan as it ties all the interventions together. As such, the proposed masterplan protects the high footfall of the High Road and further increases footfall towards the western and eastern wards of Wood Green.​The improved roads leading out of the High Road will also provide enhanced cycle lane routes leading towards Alexandra Palace Station and Alexandra Gardens. ​Each employment zone has its own secondary circulation routes which promote neighbourhood activity and link each other more closely.

This enhancement of the circulation includes the improvement of the function of the existing road network especially the high street and Coburg road (Figure 2.2.3). Lastly, the new and improved community and welfare facilities such as the library, community centre and extended GP clinic will make the life of residents be not only more convenient and vibrant but also raise the standards of living in the area. The new Training Academy will bring the new opportunity to skill education and new employment for the area. New green hubs are located at the main nodes of the circulation and linked with the community facilities. They will be used as green community spaces. Particularly, a linear garden located in front of the link tunnel serves as a milestone to Alexandra Park and encourage the connection to the park (Figure 2.2.4).

The residential-mixed employment zones are divided into two districts, west part of the creative workspace district and east part of the retail-led workspace The two zones are aiming to provide both home and workspaces for the residences. The east part is for retail area extended the Wood Green high street and the west part provides a creative workspace linked with Chocolate factory.

Retail+Office Employment Zone Workspace Employment Zone

Figure2.2.2: Employment zone (Author, 2020)

Circulation The new east-west link connects Wood Green tube station and the high street and Alexandra Park by improving the existing road. The secondary circulations promote neighbourhood activity of each employment zone and link them more closely.

North-South Axis East-West Axis Inner Connection Route Cycle Route

Figure2.2.3: Circulation (Author, 2020)

Green and community hub The community facilities will bring more convenient and vibrant spaces for the residents and raise the standards of living in the area. As green community spaces, the green hubs also promote the active connection between Wood Green and Alexandra Park.

Existing Social Hub New Social Hub Existing Green Hub

Figure2.2.1: Masterplan area (Author, 2020)

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Section 2 : Design

New Green Hub

Figure2.2.4: Green and community hub (Author, 2020)

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Figure 2.2.5: New Master plan of Wood Green (Author, 2020)

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3. The Cultural and Social Community Hub

Figure 2.3.1: Before View of Wood Green Library & Customer Service Centre (Author, 2020)

The Heart of Haringey - Group 4 Figure 2.3.2: After View of The Cultural and Social Community Hub (Author, 2020)

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Section 2 : Design

The proposal is to redevelop the site of the existing Wood Green library and customer service offices for a unified multi-storey social and public services wellbeing centre. The various local authority offices and departments which are located near Wood Green station would be unified within this one building to free up prime plots close to the station for other new mixed use developments.

Purpose The purpose of the Cultural and Social Community Hub (CSCH) is to be a binding community placemaker which serves multiple purposes for all Haringey residents and visitors; all under one roof.

One of the key features of the building is its ability to be adaptable and flexible for different requirements with multi-use space. This is to make the space available as efficient as possible so that the various community space requirements can be accommodated. By introducing the flexible space concept, dead space will be reduced with full utilisation of floor space that is easily adaptable for what it is required. The structure of floor plates in the building will be physically adaptable (open plan with dividing stud walls) for future major changes in requirements, as the needs of the community and technology develop over time.

Further details of proposed facilities to be provided have been included in the sections below.

Location The CSCH’s central location on Wood Green High Road naturally lends itself to being in a prominent area of the borough which is well known and heavily visited.

The location map (figure 3.1.3) shows the location of the new CSCH in red. Buildings shown in blue are existing local authority buildings that will be relocated to the new hub. This will allow the plots of the currently located buildings to be made available for future development.

Facilities that will be provided Below is a list of key facilities that will be provided by the CSCH: • • • • • • • • •

Local Authority administration office space.

Job search and training facilities.

Leisure and sport facilities – vertical gym.

New digital library services and study spaces.

Flexible Social meeting space for the local communities.

Multi use Events space for public and private subsidized use.

Vulnerable people help centre – “Safe Space” where people in crisis can find help.

“Well-being and Happiness” lab.

Green space facilities for public use.

The above is not an exhaustive list as all floorplates in the hub will be adaptable and flexible to accommodate various needs.

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Figure 2.3.3 - Location Map of CSCH and Consolidated Local Authority Buildings (Author, 2020)

Figure 2.3.4 - Images of facilities that will be provided in the CSCH (Stock Images, n.d.)

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Soft & Hard Interventions and Community Engagement Soft interventions It is vital that as part of this intervention change is seen on the ground soon after the project commences. It is recommended a number of soft interventions take place to engage community interest and demonstrate facility improvements are being made.

These will be a series of high profile events that can be organized immediately. This may include improving visibility of facilities that are already available to the community, development of online and social media presence as well as communication through traditional channels such as newsletters and face to face.

During the soft intervention stage there will also be opportunity to build up the brand and the profile of the CSCH, ensuring that the awareness of the intervention becomes known in the community.

Community Engagement and their input During the soft intervention stage the community will be engaged to make them aware of the planned hub. They will be asked to participate in forums (physical and online) to contribute in the shaping of issues the hub needs to address and its offerings. This will be facilitated jointly between the local authority and strategic design team to make the process as engaging and interactive as possible. It will be important to capture the community engagement journey online and showcase progress for the entire community to see, particularly for community members who are otherwise unable to participate directly in the engagement process.

Full Consultation The Heart of Haringey - Group 4

Following the community engagement process, a full consultation process will take place to consult the community of what is intended to be delivered within the CSCH. This will include forums conducted in town-hall style format which will also be made available online.

Hard Interventions Once endorsement has been given by the community at the full consultation stage, the final proposals will be presented to the Steering Committee for approval. Once approval is granted, the programme of hard interventions will commence including construction of the hub and the various decanting of existing facilities / offices.

Temporal Measures To avoid unnecessary disruption during the hard intervention stage, temporal meas-

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Section 2 : Design

Figure 2.3.5: Temporal Measures Using Shipping Containers (Alamy, n.d.)

ures will be utilised to ensure affected facilities are always available to the community.

Wherever possible, online resources will also be utilised to ensure temporal measures are in place swiftly and at efficient cost. Where space accommodation needs to be provided, this could be through the use of existing vacant sites on the high road or with temporary structures, as shown in figure 3.1.5.

Evaluation of Intervention against principles Table The CSCH has been evaluated against the overall regeneration objectives and an assessment of the contributions it has made to meeting these objectives is included in the table under figure 3.1.6.

Funding for Social Hub The Cultural and Social Community Hub's main source of funding will be grant funding.

Grants available from the GLA and central goverment will need to be investigated for suitability.

To supplement the main government grants the following funding will also be targeted:• Lottery Community Fund - As this is a community project, it makes it is a strong candidate for lottery funding. Due to the range of grants available from the Lottery Community Fund, the appropriate grants targeted will need further investigation. • Local Donations, Fund-raisers and Sponsorship - To raise the profile of the intervention, events targeting donations and sponsorship will be encouraged within the local community. This is to ensure that a sense of value and ownership amongst the users of the CSCH is established.

Objectives supported by the intervention

Contributions of the intervention

Increase Employment Opportunities and Support Improvement of Skills

• Dedicated job search and training facility to help with job search as well as identify training needs and delivery.

Utilize Existing Business Hubs Facilities and Expertise

• Strong relationship linkage with local businesses to feed in employment opportunities from job search and training facility • Business Support services including loans, grants and advice

Exploit Existing Public Transport Links Reduce Car Dependence and Road Traffic

• Centrally located on the High Road between Wood Green and Turnpike Lane stations as well as bus services.

Tackle the sources of Mental Health Issues

• Provides as “Safe Space” help centre for vulnerable people, where anyone who is in crisis can easily get help.

• A “Wellbeing and Happiness” lab that engages with the Haringey Community to make Haringey happier.

Support the reduction of Youth Crime and Anti-Social Issues

• Multi use space utilized for hosting a multitude of activities (educational and social) to engage and encourage young people of their strengths.

Protect the High Footfall on the High Road

• The central position of the hub on the High road will act as an anchor to drive footfall from the underground stations to the hub, past shops and businesses on the way.

Improve Access to existing Green and Blue Facilities

• New green space facilities on the roof and terraces of the building for public use. This would include an event / engagement space for sustainability awareness e.g. growers markets, classes, social events.

Table 2.3.1 (T) - Table of Evaluation of Intervention Against Regeneration Objectives (Author, 2020)

Specific Phasing of Intervention

Below are some specific design and sustainability considerations that must be made by the design team for the CSCH.

It is anticipated that this intervention will commence early within the regeneration - 6 months from kick off meeting. Construction of the final CSCH will be completed within 4 years from regeneration commencement.

• Multi use space that is adaptable and flexible for different requirements – For now and future changes in requirements.

• Modular construction should be utilized where possible to enable offsite fabrication with improved material and energy use.

• Sustainability Consultant appointed from Masterplanning stage.

• At each design stage a full life cycle of assessment / evaluation of the building must be carried out. This includes from disposal of any existing structures to eventual reuse of the new building at the end of it's life.

• Existing buildings concrete structural frame to be retained and reused, where possible.

• Traveling by public transport, on foot and by bike will be prioritized.

• The building itself will be assessed using a sustainability assessment tool which has criterion covering economic, environmental and social benefits and will strive to be best in class.

To make sure current services the local authority offers are not interrupted, the intervention must be phased. This may require multiple moves into temporal facilities in order to decant spaces for redevelopment. This will need careful management with a dedicated team. A programme will need to be developed by the project team using the outline timescales provided in the phasing section of this report

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Specific Design & Sustainability Considerations

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4. High Road Regeneration The high footfall and economic vibrancy of the High Road serves as an opportunity to enhance the ease of use for pedestrians and cyclists by reducing car dependence.  The intervention of the High Road aims to protect the high footfall and creates healthier ways of living in the Heart of Haringey.

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Figure 2.4.1: Imaginations of the High Road (Author, 2020)

Section 2 : Design

Purpose Although retail is an important element of the High Street and thriving town centres, it is not enough. Instead re-imagining the high street is valuable, driving towards a new future where people come together for many different reasons (DCLG, 2012). As such the proposal is to implement friendly and sustainable High Road for pedestrians and cyclists and create an inclusive high street for everyone living and travelling into Wood Green. This intervention aims to protect the high footfall of the High Road as well as making use of Wood Greens economic vibrancy as done previously with the creation of the Social and Cultural Hub. The intervention is also complimented by the next chapter in the report, Legibility and Circulation which aims to reconnect the High Road to the western and eastern areas of Wood Green.

The following sections provides a more detailed explanation of both soft and hard interventions which will be carried out on the High Road. By engaging in soft interventions at the very start encourages and nurtures community interest . During the initial stages of the soft interventions the Community Participation Hub will be a vital place for community discussions and meetings about the impacts of removing and transforming certain areas on the High Street for the local communities.

Location

The Heart of Haringey - Group 4

The Wood Green High Road (Road: A105) is situated in the centre of Wood Greens shopping and leisure district. It runs north to Wood Green Underground Station and to its south is Turnpike Lane Underground Station both serving the Piccadilly Line. As such, the High Road has a high street which contributes to the economic vibrancy of Wood Green. This is because the High Street has a wide range of amenities such as supermarkets, homeware stores, cinemas, restaurants and Wood Green Shopping Mall (see figure 2.4.2). The Mall in particular has more than 100 shops and is a six-storey high building, but only the lower two floors occupied by shops and the upper two floors serve as a housing complex whilst the remaining floors serve as a car parking space for shoppers.

Despite this, the High Street is poorly connected with the surrounding southern and eastern wards of Wood Green. The Mall serves as a ‘landmark’ for the High Road and can be seen from afar. However, signage and accessibility to local points such as Alexandra Park and the Chocolate Factory is poor.

Figure 2.4.2 Images of current High Road activities (Author, 2020)

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Objective aims A. Establishing a Community Participation Hub and cleaning the High Road (Soft Intervention) This objective engages in cleaning up the High Road by improving recycling facilities and encouraging recycling for communities. Recycling bins will be upgraded and installed across the stretch of the High Road to combat litter and waste disposal. An important element for all the interventions in the report is the creation of a Community Participation Hub on the High Road. This will be set up in a vacant unit and will be a vital place of discussion for the local community (see figure 2.4.3). It will assign and employ community managers to seek out problems in the area (i.e. congestion, poor bin collection services). The Community Participation Hub will be a safe and friendly place where locals can discuss the negatives, positives and concerns about any of the interventions proposed in the Heart of Haringey report. It aids in the implementation of the regeneration project and provides data and knowledge which contributes to the governance, structure, monitoring and evaluation, risk assessment, and post intervention strategy.

C. Closing the High Road – Incorporating temporal elements as night-time activities (Soft intervention) To explore the possible potentials of the High Road it will be closed off during one day of the week over a set period of time. In doing this the proposal aims to tackle crime and anti-social behaviour that take place in these hours as well as other possible issues such as air pollution etc. There are a few existing temporal elements in Haringey which have proven to be effective in maintaining the economic vibrancy of the area (See figure 2.4.6). During the closure, a set of carnivals and festivals will take place.

Figure 2.4.6 Recent outdoor temporal activities in Wood Green (Author, 2020)

The Heart of Haringey - Group 4

Figure 2.4.3: Imagination of the Community participation Hub (Author, 2020)

B. Car parking E-charging facilities (Soft Intervention) As the shopping mall offer a substantial amount of parking space there is potential to offer e-charging facilities for electric and hybrid vehicles. This will contribute in reducing petrol and diesel car users (see figure 2.4.5) . These e-charging docking points will encourage more sustainable and environmentally friendly car use when locals travel to the shopping mall.

One event that we see deemed fit for Wood Green is a Culture Night which celebrates the diversity of Wood Green.

On the night different cultures will be brought together with food, beverages, music and arts.

Similar ideas have circulated in cities such as Belfast (See figure 2.4.7).

Figure 2.4.7 Culture Night in Belfast celebrating the diversity and cultures of the area (Belfast City centre Management, 2016)

Figure 2.4.5:Electric car charging hub (Carbibles, 2020)

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Section 2 : Design

D. Enhancement of Cycle Ways (Hard Intervention) The High Road serves vehicles far better than pedestrians and cyclists. Due to the three levels of car parking available, car dominance is widespread in the area contributing to high levels of air pollution. The creation of a cycle friendly buffer along the High Road and leading out of the High Street will reduce car dependence and encourage healthier and more environmentally friendly modes of travel . The High Road has poor markings and access for cyclists and by creating cycle lanes cyclists will feel more confident and safer when undergoing journeys throughout Wood Green and Haringey. Figure 2.4.8 shows the improved cycle way on the High Road with the creation of new cycle ways leading out of the High Road towards Alexandra Park. This provides more accessibility to the cycleways. Furthermore, to encourage the use of cycle routes, there will be an installation of smart-biking units on the High Road. This will encourage cycle use and will reduce car dominance helping to tackle air pollution from vehicle.

E. Transformation of car parking floor into a vibrant fresh groceries market (Hard Intervention)

The malls offers three floors of parking on the west side and 4 floors of parking on the east side. The aim of this intervention is to transform one of the floors into an indoor farmers market which serves healthy hot and cold meals at affordable prices for local residents. In Wood Green there is high obesity rates fuelled by unhealthy eating diets.

As such, the Wood Green Farmers market will provide for healthier affordable eating choices for locals who come to shop at the Mall on level 2 shown in the figure 2.4.9 below, replacing two entire floors of car parking (See figure 2.4.10).

The market will also improve the quality of life and enhance community social interactions. The market will also be an opportunity to create jobs at the markets vendors as well as in the wider logistics of the market. The newly designed space will also be designed to allow flexible transformation of the site to be functional to hold community events and other recreational activities.

Figure 2.4.8 Enhancement of cycle lanes (Author, 2020)

The Heart of Haringey - Group 4

Figure 2.4.9 Diagram of proposed High Road (Author, 2020)

Figure 2.4.10 Existing car parking space (Author, 2020)

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Figure 2.4.11 Bloomsbury Farmers Market (Parmar, 2016)

The Heart of Haringey - Group 4 Table 2.4.1 (T) Design objectives met by the Legibility and Circulation intervention (Author, 2020)

44

Section 2 : Design

Funding for the High Road Funding for the High Road improvements will be through planning gain (Section 106) and development profits as mentioned previously in the property development intervention.

Specific Design Considerations • The Wood Green Farmers market site will be adaptable and flexible for different requirements. Creating a space which can be modified for other uses will ensure the sustainability of the intervention.

• Pedestrians and greenery forms of transport and travel methods will be prioritised • The High Road will be assessed using the sustainability assessment tool to assess the impacts on the social, economic and environmental fabric of the High Street.

• Electric charging facilities will be powered through solar energy or other green sources.

• Recycling bins and waste bins will be made from recyclable materials.

Specific Phasing of the Intervention As previously mentioned, the soft interventions will be carried out first to encourage and nurture community interest and participation. Community participation will aim to be as inclusive and diverse as possible to represent all groups and communities in the vicinity.

The Heart of Haringey - Group 4

To prevent the disruption of the social fabric of Wood Green the soft interventions will be carried out prior to the hard interventions. The soft interventions will carry temporal elements which will serve as a ‘trial an error’. Timescales of the soft and hard interventions have been included in the phasing section of the report. The next intervention compliments this section addressing the accessibility, lighting and wayfinding in Wood Green.

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5. Legibility and Circulation Intervention The existing Wood Green area has a lack of permeable walking spaces and accessible routes, which discourage the flow between east and centre towards the western parts of the area.

The Heart of Haringey - Group 4

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This intervention aims to create an equal distribution of activities between different parts by improving the East-West axis, facilitating the connection with Workspace Employment Zone, and designing soft and hard infrastructure in consideration of financial, social and environmental sustainability.

Figure 2.5.1: Imaginations of green legible infrastructure (Author, 2020)

Section 2 : Design

Purpose

Images of the current soft and hard infrastructure

This intervention strategically increases footfall from the High Road to the western parts in connection with the Alexandra Park to facilitate the interregional exchange between east and west parts of Haringey and to provide better accessibilities to recreational land uses (see Figure 2.5.1). Permeability enhancement is the key focus, as a fair distribution of social activities between east and west through both active and passive modes of transport requires more walkable environments, easier accessibilities and clearer wayfinding experiences.

Location This intervention applies to the whole site but mainly stresses the importance on the high street and its western parts in connection with Alexandra Park. Enhanced legibility and circulation are planned to benefit locations like Coburg Road, A105 High Road, Station Road, etc.

Figure 2.5.5 Cycling routes near Wood Green (Author, 2020)

Figure 2.5.6 Wayfinding signages (Author, 2020)

Figure 2.5.7 Barriers to permeability (Author, 2020)

The Heart of Haringey - Group 4

Figure 2.5.4 Fences of Water Treatment Work (Author, 2020)

Figure 2.5.2 Existing connections and barriers to permeability (Author, 2020)

Figure 2.5.3 Locations of signage points (Author, 2020)

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Design Consideration Soft and hard infrastructure would be enhanced. To list a few, better wayfinding and walking experiences are provided such as: • The improvement on quality and quantity of signages on various intersections of road and in tiny alleys like Martins Walk and Parkland Road (see Figure 2.5.3 and Figure 2.5.9) • The widening of roadside spaces of Western Road and Greenways • Lighting is enhanced such as in the tunnel of Greenways and other major parts of pedestrian pathways to increase perceptions of safety for both pedestrians and cyclists (see Figure 2.5.8). Fences of the Thames Water Hornsey Water Treatment Works are redesigned to create an aesthetically pleasing environment. Dead ends are reconnected and given a high efficiency in use to create public realm, and to remove barriers to permeability (see Figure 2.5.2 and the masterplan for comparison).

Figure 2.5.8 Lighting of tunnel pre- and post- intervention

These are followed by the creation of new cycling routes including those along the High Road (as previously mentioned in the High Road intervention). East-west traffic flow is carefully managed to provide an overall reduction in traffic congestion and accidents, such as planning for more efficient uses of public transport especially for eastwest bound, and the introduction of safety road design.

Funding for the intervention

The Heart of Haringey - Group 4

Funding for interventions will be through planning gain (Section 106) mainly as both the soft and hard local infrastructure proposed in this section have high relevance with the requirement. Competitive bidding can be avoided, lowering the financial risks. Later stages of the inventions may be funded by development profits from the property development intervention.

Sustainable considerations First, it is planned that Alexandra Park should be made the fullest use rather than seeking new spaces within the Wood Green area for the development of parks and gardens.

On the one hand Wood Green has fewer open and green spaces than that of the average of Haringey; on the other it helps to save construction and maintenance cost, but it still serves the purpose of promotion the use of recreational green spaces for healthier lifestyle. As such, the unhealthy local image of Wood Green can be improved by removing barriers to local amenities and green spaces.

Second, minor alterations such as reconnecting the existing dead ends or changing layouts of small parking lots would create a more permeable picture and enhance walkability without the need of large-scale reconstruction or additional infrastructure.

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Section 2 : Design

Figure 2.5.9 Signage and wayfinding pre- and post- intervention

Phasing considerations

Evaluation of Intervention against principles Table

Soft and low-cost interventions are to be targeted in initial phases because they do not require large alterations in the urban landscape and they are of less financial or community opposition risks. These include the improvement of signages and lighting to encourage walkability and perception of safety. Improvement works can be done in places such as the tube station, the high road and the tunnel of Greenways.

The Legibility and Circulation Intervention has been evaluated against the overall regeneration objectives and an assessment of the contributions it has made to meeting these objectives is included in the table 2.5.1.

Physical interventions including the construction of new routes and the removal of small car parks would come in at a later phase to enhance permeability of the wider area. They aim to provide benefits to the wider area in longer term. Examples include roadside works near high road and the library, fence redesign at Water Treatment Works and area-wide cycling route redesign.

Timescales of the soft and hard interventions have been included in the phasing section of the report.

The Heart of Haringey - Group 4

Table 2.5.1 (T) Design objectives met by the Legibility and Circulation intervention (Author, 2020)

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Figure 2.6.1 Character areas will be untouched (such as character buildings along the High Road) and underutilised land will be improved (like this vacant lot on the backside of the Mall) (Author, 2020)

6. Property Development Intervention The Heart of Haringey - Group 4

Wood Green is an important economic and cultural centre for Haringey. However, not all land use in Wood Green reflects this status and there are many parcels of land which are not being utilised to their full potential.

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Section 2 : Design

This intervention leverages under-utilised land and vacant sites in Wood Green to meet the needs of Haringey, while maintaining its character and economic functions as shown in figure 2.6.1

Background Haringey Council has an objective to provide over 6,000 new homes and 3,000 new jobs in Wood Green and sites have been allocated in the Wood Green Area Action Plan (AAP) (HC, 2018B, p. 3)) which have development potential which can contribute to meeting these targets. This intervention is focused on progressing and completing the development of 19 of these allocated sites, which will yield 70,553m2 of employment floor space and 3,788 new net residential units (HC, 2018B p.102-168).

While there is a demonstratable need for this new development and it has the potential to positively contribute to opportunities and quality of life in Wood Green, it must be planned to avoid negative externalities to the positive qualities of the area. Accordingly, it will be carefully staged to avoid disruptions to Wood Green’s vibrancy while enhancing under-utilised spaces and outdated land uses and aims to achieve zero net loss of affordable housing and business spaces.

Purpose On the High Road and in the Cultural Quarter, many buildings are in poor physical condition and are generally low-rise , which create opportunities for refurbishment, redevelopment, and increased density. The purpose of this intervention is to action this potential while maintain the area’s existing vibrancy and character.

In addition to these improvements, the intervention intends to multiply the benefits for Wood Green’s residents by connecting them to skilled job opportunities through the creation of a construction and trades apprenticeship programmes. This is to address the high levels of in-job poverty and underemployment that exist in Haringey as a result of inadequate skills and training. These efforts will run in parallel with the new property developments and will be supported by contractual obligations for developers to hire locally, and the provision of a physical training centre.

Facilities that will be provided Jobs training programme and apprenticeship opportunities This aspect seeks to connect residents of Haringey to the jobs that will be created during the construction of new buildings. This is an important aspect of the scheme as it has been recognised that jobs “training is essential to give disadvantaged urban resi-

It has been recognised in property development focused regeneration that, if appropriate interventions are not made, “the arrival of several thousand jobs on site will of itself do little to improve the quality of life of […] residents” (Forman, 2012, p.301). It has also been recognised that these types of opportunities are often only afforded to school leavers (Turok, 1992, p. 365). To overcome these barriers traditionally faced by urban regeneration projects to connect the benefits of urban regeneration to residents, a training facility will be established in Wood Green to reach early and mid-career adults to gain professional trades accreditations and the option to work on developments in Wood Green. This will be achieved through contractual obligations on developers and contractors who lead developments in Wood Green. They will be required to contribute a portion of their profits to funding the training facility and to source 15% of site employees (at a variety of skill levels) from either, graduates from the programme or current residents of LB Haringey. The training facility will be administered by LB Haringey and costs exceeding the developer’s contributions will be sourced from government funding.

Prior to other developments commencing, a training academy similar to the Tunnelling and Underground Construction Academy (TUCA) established in Ilford for training Crossrail employees will be established in Wood Green, except it will be oriented more towards generalist training than specialist skills (TfL, 2017). This will be located in the site known as the “Bury Road Car Park” which is immediately next to the East of the National Rail Line in the Cultural Quarter. Developing at this site is an ideal location for the training facility, because it is fully owned by Haringey Council, is currently mainly vacant, and is not located near any residential activities which may be sensitive to noises from the workshop in the training centre.

The training academy and apprenticeship opportunities provided in this intervention are considered complementarity to the jobs and employment centre provided as part of the Social and Cultural Community Hub outlined previously in this strategy (in section 2a). The jobs and employment centre provides more generalist services than the training academy and therefore they are not replicating each other. Additionally, it is intended that these two facilities will have complementary functions. For example, the jobs and employment centre will refer candidates to the training academy. Then after graduation, the jobs and employment centre can help graduates find roles, if they are not immediately awarded an apprenticeship.

The training academy will continue to function as a community serving organisation after the development is completed. Efforts will be made to secure apprenticeship opportunities with construction firms working in Haringey. If demand begins to wane for this level of training, the facility will transition towards a maker space which is accessible to the community and offers a greater continuum of skills courses, which will include basic carpentry and handyman classes in addition to professionally accredited trades programmes.

The Heart of Haringey - Group 4

To protect the vibrancy of the High Road and Cultural Quarter, 20% of all new commercial space will be provided by Haringey Council at 80 percent of the market rental rate.

These spaces will be located in the ground floors level of new developments, to ensure that affordable, small-scale spaces are available for local SMEs and businesses. This control will also enable the Council to positively influence the vibrancy of Wood Green’s High Road and Cultural Quarter at the street level.

dents the qualifications and experience to raise their earning” (Turok, 1992, p. 365) and that it can contribute to enhancing the sustainability of communities (BREEAM, 2012).

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Sustainability and Design considerations Protection of vibrancy The delivery of this intervention will be staggered into four stages to ensure there the normal vibrancy and functions of the High Road and Cultural Quarter are not significantly disrupted. These areas have different needs as discussed previously in this strategy – the retail/services along on the High Roads are dependent on high levels of footfall while the offices/industrial spaces in the Cultural Quarter are not. For this reason, special care will need to be put into designing work sites along the High Road which do not impact normal flows of pedestrians or the general amenity of the area. This will be achieved by consulting with impacted businesses to agree the physical layouts and visual treatment of construction hoardings.

Providing visually pleasing construction hoarding, in areas undergoing long periods of regeneration, has been recognised by councils and regeneration agencies as a tool to engage the public in works underway and communicate the long-term benefits being provided (CCC, no date; Ōtākaro Ltd, 2017). Hoardings can be used in a number of ways, including to display the past and future of sites undergoing construction, as portals for viewing works that are underway, and as platforms for displaying wayfinding signage. While the names and branding of main contractors should be displayed at each site, all the hoardings should have a consistent look and feel to demonstrate which projects are a contribution to the regeneration of Wood Green. This will be achieved by appointing a single design team or consultant to this task.

policy for affordable residential and business spaces be established prior to construction beginning (Causa Justa, 2014, p.69). To implement and evaluate this policy, clear baselines-measurements will be established using Haringey Council’s current levels of social and intermediately rented properties (HC, 2018E; Roberts et al., 2016). The policy will ensure that this intervention, which includes the demolition and refurbishment of existing building stock, will not lead to a reduction in the existing quantity of affordable housing. This is in addition to the affordable housing requirements of Haringey Council.

Additionally. This policy will include provisions to ensure any current residents who are displaced will be offered the right of first return. Meaning that they will be offered a new residence in the refurbished or replacement building where they lived before the development began.

Haringey Council sets a minimum reequipment of 40% affordable housing in new build construction which produces over 10 dwellings, comprised of 60% Social Rent/Affordable Rent and 40% intermediate housing (see definitions below). Additionally, because the intervention area falls in the Family Housing Protection Zone in the Haringey Local Plan (HC, 2020), a new development is required to provide a mix dwelling types comprising: 10% 3-bedroom, 30% 1-bedroom, and 60% 2-bedroom units. The numbers of units created in these categories are shown below in Table 2.6.1 (T).

Affordable commercial spaces and Activation of ground floor spaces along

The Heart of Haringey - Group 4

Small and Medium-sized Enterprises (SME) are significant contributors to the vibrancy and character of Wood Green. They are highly reliant on the availability of affordable rents space located in areas with high foot traffic. This intervention will result in new office spaced and mixed-use buildings in high-traffic areas, which are anticipated to provide ground floor spaces capable of charging at or above market-rate rents. To ensure SMEs retain their presence in Wood Green, Haringey Council will use planning contributions to fund the provision of 20% affordable commercial space in Wood Green, which will be rented at 80% of market rate. These affordable spaces will be located in the ground-floor’s of new office and mixed-use buildings. The tenants and rental arrangements will be chosen and arranged by Haringey Council, which is similar to a strategy currently being employed by Enfield Council in their regeneration scheme Meridian Water (Enfield Council, no date). These spaces will be made available only to micro SMEs which are defined as “hav[ing] at most 10, or in some cases 5, workers” (OECD, 2005, p. 17). This will ensure that these businesses continue to be attracted to Wood Green, thrive and contribute to its economy.

Affordable housing and bedroom mix Due to the high percentage of renters in Wood Green, it is important that a ‘no net loss’

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Section 2 : Design

Table 2.6.1 (T) Bedroom and Affordable Housing calculations (Author, 2020)

This policy and the strict adherence to Haringey Council’s affordable housing targets will ensure no existing social or affordable housing units are lost and that a net gain in affordable housing will be achieved. These calculations will inform the design on new facilities and quantity and types of dwellings provided throughout the development stages.

The remainder of new developments provided by this intervention are covered in the following section on staging.

Engagement As with the other interventions in this strategy, the input of the community will play a key role in shaping the outcomes and value created. While the site to be regenerated and the anticipated yields have already been set out in the WGAAP, alternatives are

available to “refurbish” rather than “demolish-and-replace” many buildings in this intervention. While refurbishment is not a viable option for all sites, such as the bus garage, there are many structures that could be retained if the community demonstrates a strong preference for this. This is important for retaining buildings which are not protected, but serve as key landmarks for the public. Buildings which fall into this category include the Mall (East and West) and the other pre and post-war buildings along the High Road which provide a distinctive character to the area and which could not be replicated by modern replacements. These consultations will be held in the new Community Participation Hub provided by the High Road Regeneration in this strategy report (section 2c/d).

Location As indicated previously, the Draft Wood Green Area Action Plan (AAP) dictates where new employment spaces and residential units should be developed in Wood Green and the intervention area contains 19 of these sites. The relevant sites, which fall inside the intervention area, and site numbers from the WGAAP are shown in Figure 2.6.3 and have been colour coded to indicate the order which they will be developed in.

The intervention will create a number of community serving facilities, including: a GP surgery (1,689m2), a school expansion (6,436m2), a waste facility (3,253m2), a new community facility (8,467m2 ), a new open space (1,260m2), and a new town square and urban realm amenities (9,023m2). While these sites and their general uses have been determined, the particular offerings at each site will need to be determined through community consultation during the planning period of each stage (see figure 2.3.d.3).

Staging While the overall high-level strategic phasing for this strategy is covered in “Section 3 Implementation”, the specific considerations relevant to this intervention are covered in this section. As described above, these relate to protecting the vibrancy of Wood Green and providing affordable spaces for local people to live and local places to work.

In addition to those considerations, there are other more practical matters related to property development that need to be taken into account, including: • not flooding the market with an oversupply of commercial and residential spaces, • separating the development into manageable stages to reduce risk, and • developing the most urgently needed facilities first.

The Heart of Haringey - Group 4

The timeline of the development will progress over 15 years with 3 to 4 years allocated for each stage, comprising 1 year for planning/engagement and 2 to 3 years for construction (as shown in f Figure 2.6.2). This timeline allows 18 months for a preparation/ consolation/approval of an outline masterplan and 6 to 12 months for the devolution of responsibilities (as described in further detail in Section 3 of this strategy).

Figure 2.6.3 Map of property development staging (Author, 2020) Figure 2.6.2 Timeline of intervention staging (Author, 2020)

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Stage A Vacant site and sites which currently do not have residential tenants will be developed first. This will provide spaces for temporarily displaced tenants in Stage B to be decanted into while their buildings are demolished and rebuilt.

Stage A (as shown in table 2.6.2 (T)) will provide 17,461m2 of employment space and 981 residential units along with replacing the existing bus garage (as shown in figure 2.6.4) (8,288m2) and supplying a new GP Surgery (1,689m2).

This stage includes the Bury Road Car Park where the new training academy will be established. Due the low risk associated with the construction of this facility mention above, it is anticipated that its construction can commence while the planning, consultation, and approvals for Stage A are still underway. The first trainees will be trained in a temporary facility off-site and will graduate in time to work on all or part of Stage A construction works.

The Bury Road Car Park was estimated in the Wood Green AAP as having capacity for 249 new residential units. However, locating a substantial cluster of residential units in the Creative Quarter was deemed inconsistent with the character of the surrounding industrial environment and with Haringey Council’s Strategic Statement Policy 15 which indicates the Council’s preference to “protect” the existing land uses and character in this area (see the appendix for section 1.11 of this report for further detail).

The bus garage will be temporarily relocated to a non-central location in Haringey while the new facility is established. This will be agreed with TfL and operators prior to works commencing.

The Heart of Haringey - Group 4

Figure 2.6.4 Impression showing before after the improved Bus Garage is established (GoogleEarth, 2020; Author, 2020)

Table 2.6.2 (T) Stage A (Author, 2020)

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Section 2 : Design

* Stages A and B include reserve projects. These are projects which are consistent with the objectives of the project but are not sensitive to having their timeframes changed. This allows them to be removed from a phase if an unanticipated change occurs or quickly put into action if there is surplus in the delivery budget which must be spent (such as surplus grant funding). The reserve projects in these stages are marked with an asterisk.

Stage B

Stage C

The first task of this stage will involve the decanting of tenants in Stage B properties into the completed Stage A sites. Displaced business and residential and tenants will be re-established in their original premises at the completion of Stage B.

This task will commence with the decanting of tenants in Stage C properties into the completed Stage A and B sites. Displaced business and residential and tenants will be re-established in their original premises at the completion of Stage C.

This stage (shown in table 2.6.3 (T)) will focus on properties both along the High Road and in the Cultural Quarter. This minimises disruptions to the functioning of these areas by evenly distributing development sites throughout Wood Green.

This stage (as shown in table 2.6.4 (T)) has also been designed to evenly distribute development sites throughout Wood Green in order to minimise disruptions.

This stage will provide 20,602m2 of employment space and 1,027 residential units, along with providing new open space (1,062m2), a school expansion (6,436m2), and a waste facility (3,253m2).

*The reserve projects in this phase are marked with an asterisk. Site 4 is one of the facilities which will be unified into the Community Hub (see section 2.A)

Table 2.6.4 (T) Stage C (Author, 2020)

The Heart of Haringey - Group 4

Table 2.6.3 (T) Stage B (Author, 2020)

This stage will provide 14,532 m2 of employment space and 835 residential units, along with providing new open space (1,260m2) and a new community facility (8,467m2) which will comprise a new Civic Centre and another library. The new community facility will provide a youth centre, health services and domestic counselling, to provide facilities for young people and to promote physical and mental well-being in Wood Green.

This facility will support the Community Hub and is intended to meet demand which the it does not have capacity to deliver. As this development is later in the delivery timeline, its offerings can be adjusted to meet needs of insufficient capacity identified after the Community Hub has opened.

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Stage D Stage D will begin with decanting of tenants in Stage D properties into the completed Stage A to C sites. Displaced business and residential and tenants will be re-established in their original premises at the completion of Stage D. In addition to dispersing development between the High Road and the Cultural Quarter, this stage has been planned as the final stage to ensure that the newest building in Wood Green, which are in least need of repair, are refurbished or replaced last. Specifically, Stage D includes the refurbishment of the Vue Cinema which at the time of drafting this strategy is one of the relatively newest buildings in Wood Green. Additionally, this site has special importance as it has been ear-marked as one of the potential locations for a new Crossrail 2 station (Park Malvern Residents Association, no date; TfL, no date). However, it is uncertain if Crossrail 2 will proceed at this point. Placing this site later in the development staging allows for it to age to the point of needing refurbishment and provides sufficient time to tailor plans according to the evolution/ceasing of Crossrail 2.

The Heart of Haringey - Group 4

Table 2.6.5 (T) Stage D (Author, 2020) Figure 2.6.5 Impression showing before after the improvements to the Mall West are complete (GoogleEarth, 2020; Author, 2020)

This stage (as shown in table 2.6.5 (T)) will provide 17,985 m2 of employment space and 945 residential units along with new open space, a new town square, and new urban realm amenities (9,023m2). The Mall West site will result in improvements to the wider site, including the ‘back side’ of the mall at Craxton and Mayes Road which is currently a vacant plot with low levels of amenity (see figure 2.6.5).

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Section 2 : Design

Table 2.6.6 (T) Evaluation against principles table (Author, 2020)

Evaluation of design objectives met the intervention

“Affordable housing: Affordable housing includes social rented, affordable rented and intermediate housing provided to eligible households whose needs are not met by the market. Eligibility is determined with regard to local incomes and local house prices. Affordable housing should include provisions to remain at an affordable price for future eligible households or for the subsidy to be recycled for alternative affordable housing provision. (See entry for affordable rent, intermediate and social rented for further details)” (HC, 2017, p.206). “affordable rent: Rented housing let by registered providers of social housing to households who are eligible for social rented housing. Affordable Rent is not subject to the national rent regime but is subject to other rent controls that require a rent of no more than 80 per cent of the local market rent” (HC, 2017, p.206).

“Intermediate housing intermediate housing: Housing available at prices and rents above those of social rent but below market prices or rents” (HC, 2017, p.209.)

The Heart of Haringey - Group 4

This intervention contributes to meeting the design objectives identified in Section 2.1.

An evaluation against these objectives is shown below in table2.6.6 (T). The process for evaluating the overall success of the strategy is described further of this strategy in Section 3 of this report.

**The Haringey Council Strategic Policy Statement (HC, 2017) defines affordable housing, affordable rent, intermediate housing, and socially rented housing in the following was:

“Social rented housing: Rented housing owned and managed by local authorities or private registered providers. A key function of social housing is to provide accommodation that is affordable to people on low incomes. Guideline target rents are determined through the national rent regime” (HC, 2017, p.211).

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The Heart of Haringey - Group 4

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Section 3 : Implementation 1. Phasing 2. Governance Structure 3. Financial Feasibility 4. Finance & Funding .

5. Post Intervention Strategy 6. Evaluation & Monitoring 7. Risk Assessment Management

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1. Phasing Introduction The Strategic Programme provides a high level overview of the breakdown of the regeneration into phases and the activities within each phase against a proposed timeline. This programme would act as an umbrella for other more detailed programmes for each intervention and can be used as a measurement tool for delivery.

Purpose for this Strategic Programme for this Project Below a list of key headings and relating description have been provided to detail the purpose of the strategic programme

Procurement To enable appropriate planning for strategic procurement of the regeneration as well as for the individual phases and projects. In order to meet the timescales and strategic programme approved by the steering committee, the programme will need to be used when deciding procurement methods for each element of the project. This will result in the production of the procurement strategy for the project which will always be read in conjunction with the strategic programme.

Moving and Decanting Part of the regeneration will include the moving and decanting of residents / businesses. To minimize the amount of moves the strategic programme will provide an overview that can be interrogated to ensure moves are minimised over the entire course of the regeneration programme.

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Funding To be able to establish and track when funding needs to be applied for and when milestones need to be met, they will be linked to activities within the programme. Key funding milestones on the programme will help the project team track deadlines and ensure timely dealing of funding requirements.

Disruption The programme will be an important to tool to manage disruption. It will be first used to establish where disruption will be suffered and interrogated to minimize disruption levels wherever possible. Where there is unavoidable disruption, it will be used as a communication tool to inform and explain to those being disrupted so they have the maximum amount of notice possible, understand the rationale and can be prepared.

Section 3 : Implementation

How the Phasing Programme will be linked to Management of the Implementation of the Project Funding The phasing programme will be linked to the processing and availability of cashflow, development profits and planning gain. This will ensure that stages are undertaken with funding being available. It will also allow changes to be made to the phasing during the regeneration programme should more funding become available or funds being cut or delays.

Monitoring & Evaluation The phasing programme will be used as a monitoring tool for checking progress of the project against schedule. It will be used in reporting for stakeholders to demonstrate if the project is on time.

Risk Management The phasing programme will be used to identify risk, particularly with regards to delivery of interventions. It will also be used to take account of risks that have been identified.

Post Intervention Strategy The post intervention strategy will be included as part of the phasing programme. It will be used to ensure that requirements are in place on time prior to projects being demobilized and transferred to final operators.

Programme Approval and Administration • The initial strategic programme will need endorsement from the steering group and will become the approved project strategic programme.

• Once approved, the custodian of the Strategic Programme will be the strategic planning team (as per governance structure), with oversight from the Steering Group. The programme will be reviewed at the steering group meeting for monitoring purposes. Any changes to the strategic programme will require steering group endorsement.

• It will have supplementary programmes feeding into it and will act as an umbrella programme.

• The Strategic Programme is a live document and has the flexibility to be adapted in line with project requirements, evolution and any changes

Summary of Each of the Four Implementation Phases

Phase 1 – Social and Cultural Hub Time Period - (0 to 5 Years)

Phase 2 – New Residential & Mixed Use Development Time Period - (1 to 15 Years)

• Early in the regeneration programme to address immediate social needs of residents and the wider borough.

• Protecting the vibrancy of Wood Green and providing affordable spaces for local people to live and work

• Temporal measures will be employed as required for any decanted businesses / services at the site of the Social and Cultural Community Hub.

• Not flooding the market with an oversupply of commercial and residential spaces, • Separating the development into manageable stages to reduce risk

• Will assist in providing space for decanted local authority buildings which become plots required for new development

• Developing the most urgently needed facilities first.

• Programmed to be completed within 5 years

Phase 3 – High Road Regeneration

• This intervention will proceed in four primary stages over 15 years,

Phase 4 – Circulation and Legibility Intervention Time Period - (0 to 15 Years)

Time Period - (3 to 15 Years)

• Closing the High Road for a Culture Night Festival

• Early stages to address walkabaility and perception of safety issues such as signage and lighting improvements.

• Car Parking E-charging facilities

• Later stages to input physical infrastructure for permeability improvement.

• Creation of Wood Green Farmers Market

• Intervention will take place over the entire 15 year regeneration programme

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• Establishment of a Community Participation Hub

• Enhancement and creation of Cycle Lanes Figure 3.1.1 - Summary of each of the Four Implementation Phases (Author, 2020)

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Overall Strategic Programme with Phasing

The Heart of Haringey - Group 4 Figure 3.1.2: Strategic Programme of Regeneration Works With Phasing (Author, 2020)

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Section 3 : Implementation

Stage A - Property Development

Stage B - Property Development

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It is important to note that the New Residential and Mixed Use Property Development (phase 2) will be broken into 4 stages. These have been represented spatially within this figure (Figure 3.1.1).

Stage C - Property Development

Each stage will be undertaken over a period of 3 to 4 years (1 year for planning/engagement and up to 3 years for construction). There has been 18 months allocated for preparation / consolation / approval for the overall property development masterplan. 6 to 12 months has been allocated for the final devolution of responsibilities.

Further information on timing can be found under figure 3.1.2

Stage D - Property Development

Figure 3.1.3: Spatial Representation of Property Development Stages (Author, 2020)

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2. Governance Structure Analysis on the projects Based on previous background studies, Wood Green, located in North London, is a culturally diverse area with a relatively young and active population, which means the project is going to deal with a wide range of ethnical interests and voices from different communities. A great opportunity is offered in such social condition to activate the local population with different cultural background to work together and enhance community inclusion through residents’ participation in the decision-making processes (Chaskin et al., 2012).

Therefore, the governance of the projects requires regular community engagement to ensure voices of the locals are heard and encourages people to improve their community life with joint efforts. Meanwhile, mixed land ownership and the relatively dominant

local authority means that an efficient land agglomerating structure should be established. Moreover, to deliver the large-scale properties renovation and construction, and enhancement of community infrastructure, such as the community hub and circulation improvements, an inclusive governance structure should be set up to incorporate large number of stakeholders from both public or private sectors.

Stakeholders According to previous desktop research and fieldwork, several stakeholders involved in the regeneration project are displayed below in Figure 3.2.1, including the major groups of stakeholders (in dark black), which are connected with the specific stakeholders under the groups. The governance structure should be able to address and balance the interests of a wide range of stakeholders. A strong role should be played by the group of stakeholders or a well-organised group that can speak for the stakeholders and make sure the project is delivering on the right track with less conflicts.

The Heart of Haringey - Group 4 Figure 3.2.1: Diagram of stakeholder (Author,2020)

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Section 3 : Implementation

Structure diagram In the governance structure of the Wood Green project, several actions of the different departments are taken, demonstrating the paths, positions, and interactions of each department in the preparation and implementation stages.

Due to the relatively concentrated land ownership of the council of Wood Green, most of the lands can effectively transfer to the joint venture (Marked 1 in Figure 3.2.2) and the project will be funded by the cooperative developer (Marked 2 in Figure 3.2.2). The equity of joint venture is 51% shared by the local authority and 49% by the partner developer, in order to ensure that the council has more right to speak during the implementation, thus public interests can be effectively guaranteed.

At the preliminary stage, the Strategic Planning Team should be procured first by the local authority for strategic planning, design and preparation of the regeneration project. (Marked A in Figure 3.2.2) In Wood Green context, the council owns approximately 80 percent of land in the intervention area, which provide an effective way to finance the project. Therefore, in order to attract investment and facilitate a smooth project delivery, the local authority will find a partner developer who is willing to invest and offer financial solutions to the project, and then members from the public and private sector will coalesce into a joint venture Wood Green Development. LTD., which is the main delivery vehicle for the Wood Green urban regeneration project (Marked B in Figure 3.2.2).

The joint venture takes responsibility for all designated land development and regeneration intervention. To complete these works, WGD needs to develop suitable procurement strategy and procure specific expertise for legal, financial, property and construction support. (Marked C in Figure 3.2.2) ​ ​​

To ensure that the regeneration project is implemented smoothly and properly that will not deviate from the normal track, the council is going to form a steering group where different stakeholders are invited, with the purpose of giving instructions directly to the joint venture. Also, along with the partnership developer and strategic planning team, the group takes the role of monitoring in the project implementation (Marked 3 in Figure 3.2.2).​

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Figure3.2.2: Governance structure of WG regeneration (Author,2020)

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Responsibility of Each Department Table 3.2.1 displays the responsibilities for each department in the governance structure BEFORE and DURING the project interventions. The table includes the major actors in the governance structure and these actors' major responsibilities are demonstrated in the previous section. It is worth mentioning that as the member of steering group, the LBH also need to offer support on the group's meeting and organisation, and for the strategic planning team, it will become the custodian of the project and meet with the delivery vehicle regularly as the programme will be reviewed and discussed within the steering group periodically.

Post-intervention strategy (to be discussed in the later section) is going to be delivered by the departments in project monitoring group (including the council, key stakeholders and developer) after the joint venture’s dissolution at the end of the final stage

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Table3.2.1: Responsibility of each department (Author,2020)

Section 3 : Implementation

3. Financial Feasibility A. Introduction i. The purpose of this feasibility study is to assess the overall financial viability of the proposal. The results can be used to give feedback for the governance to determine the share of landowners and investors and raise funding.

ii. Constraints According to Haringey council’s strategic planning policies, all residential developments delivering ten or more units should comprise 40% affordable housing. Affordable housing should be a mix of socially rented housing and intermediate rented housing, comprising 60% and 40% social rented and intermediate housing respectively. The social housing rent and the intermediate housing rent are defined as approximately 60% and 80% of the market-rate respectively (Haringey Council, 2013).

ii. The Residual Method is used to calculate the viability of the property development of this project by assessing the expected Gross Development Value (GDV) and total development cost and Residual Land Value (RLV) which is resulted by subtraction of the previous two figures. If the necessary land can be acquired and amalgamated without exceeding the RLV, the development proposal will be considered viable.

B. Calculate condition i. Assumption To calculate GDV, the Year of Purchase is set as 20 years and that means the required annual yield is approximately 5.0%.

Fg.3.3.1: The proportion of residential unit mix (Author,2020; Data Source: Haringey Council, Haringey Local Plan)

The rate of Gross External Area (GEA), Gross Internal Area (GIA) and Net Internal Area (NIA), which is used for calculating the construction cost, Community Infrastructure Levy (CIL) and the income generated by the rent, has an assumed ratio of 100:95:85.

The assumed NIA, GIA, and GEA are shown below in table 3.3.1 which are informed by the required bedroom mix for residential developments in Haringey, described in the following section on constraints.

The intervention area is fully contained in Haringey Council’s Family Housing Protection Zone which requires new residential developments to provide a mix of bedroom types to meet the needs of families. This applies to both affordable and market rate housing.

Accordingly, the dwelling mix of the new housing provision consists of 30% one-bedroom units, 60% two-bedroom units and 10% three-bedroom (or more) units (Haringey Council, 2020; MHCLG, 2020).

The CIL for Haringey central is £230.59/sqm for new residential development, while a Nil rate is applicated for new office, industrial and small retail developments (CIL Charging Schedule including Annual CIL Rate Summary for 2020, Haringey Council).

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The affordable workspace provision is assumed to 20% of the total area and 80% of the market rent.

Table 3.3.1: The area assumption of each residential unit type /sqm (Author, 2020)

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iii. Market survey: The market rent of residential and workspace of this year’s first-quarter data in Wood Green and within 1-mile area which is used for assessing the GDV is as below.

C. Assessment i. Gross Development Value: This feasibility study assessed the GDV divided into 4 stages and based on the calculation conditions above. In this project, the GDV is considered to consist of the rent of residential and commercial buildings, and the Years Purchase is assumed as 20 years. The figures applied to the formula are as follows.

Table 3.3.2: The Rent Comparison for Residential £/unit PM (Data source: Zoopla, 1Q 2020 Wood green)

Table 3.3.5: Gross Development Value Calculation (Author, 2020)

ii. Total development cost: The total development costs includes demolition cost, construction cost, external cost, professional fee, continency, planning obligation and the developer’s profit. The figures are based on BCIS data and Haringey council. The result of the calculation is the same here

Table 3.3.3: The Mix and Rent of commercial building (Data source: Zoopla, 1Q 2020, Wood green)

iv. Construction cost: The construction costs per sqm for the calculation is based on the Building Cost Information Service (BCIS) of the Royal Institute of Chartered Surveyors (RICS) data.

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Table 3.3.6: Total Development Cost Calculation (Author, 2020)

Table 3.3.4: Construction cost £/m2 (Author, 2020; Data source: Building: BCIS Average Prices: study Rebased to 1Q 2020 , Infrastructure: https://www.sabre-roads.org.uk)

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Section 3 : Implementation

iii. Residual Land Value: From the figures above, this feasibility study assesses the Residual Land Value of the intervention area, for each stage and the total development cost at completion . This project shows a relatively even distribution of GDV, total development cost and RLV for each stage.

Table 3.3.7: Residual Land Value Calculation (Author, 2020)

D. Comprehensive evaluation In this chapter, the feasibility of Wood Green development assessed by the Residual Method shows totals £1,637,390,865 of GDV, £1,185,742,509 of total development cost and £451,648,356 of RLV. The GDV consists of 75.1% of residential rent and 24.9% of commercial rent. For the total development cost, the construction cost occupies 61.6%, the developer’s profit is 20.7% and the professional fee is 9.5%. Looking at the scheme stage by stage, stage 2 has the largest figure of the total GDV with the amount of £445,718,020 while stage 3 shows the smallest share by £355,920,044. For the development cost, stage 2 the largest figure of £327,906,673 while stage 3 has the smallest by £274,639,363. Overall, it can be said that each stage has a relatively even proportion of total development.

The full details of the viability calculations which inform the tables within this section can be found under Appendix C - Residual Land Valuation Calculation Full Details Sheet.

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4. Funding and Financing

Inputs

A. Funding and Financing structure As outlined in Section 3.1, the strategy has been grouped into four phases which represent the primary interventions. These are as follows: Phase 1 (Social and Community Hub), Phase 2 (Property Development ), Phase 3 (High Road Regeneration), and Phase 4 (Circulation Improvements).

For the purpose of funding and financing, the assets created by these four phases can largely be separated into two primary categories: Publicly consumed goods (market rate residential and commercial space), and Privately consumed goods (community facilities, infrastructure improvements, and public space).

These distinctions are important because they distinguish which types of inputs (funding/finance/capital/assets) are required from the different contributors in the development corporation. Additionally, the delivery of the phases (or outputs) themselves serve as non-monetary benefits which support the overall strategy by creating favourable property market conditions in Wood Green (as shown in Figure 3.4.1).

Overall, finance from the developer will be the largest contributor to privately consumed goods while planning gain/Council funding and finance will be used to establish publicly consumed goods.

This section elaborates the financial process for obtaining these assets and heavily informed by the information contained in the previous section (3.3).

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B. Publicly Consumed Goods

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i. Private Developer The private developer will contribute to the provision of publicly consumed goods through the provision of planning contributions during Phase 2. These will be used to entirely fund publicly consumed goods provided by Phase 2, Phase 2, and Phase 4.

These are comprised of s106 and CIL contributions which will be an output of the delivery of privately consumed goods in Phase 2. These will be paid by the private development partner and will come to a total of £395.6 m.

A detailed summary of the inputs and outputs from these contributions are shown in table 3.4.1 and a general overview of them is provided at the end of this section in figure 3.4.1.

Table 3.4.1 Inputs (planning contributions)(Author, 2020)

Outputs • • • • •

Community Facilities: 28,839m2 Open Spaces: 9,639m2 Road Improvement: 17,311m2 Affordable Housing: 1,515 units Affordable commercial space : 14,111m2

*These calculation exclude the new Community Hub

ii. Council funding and finance To build trust in the community and the development partners that the regeneration is progressing, Phase 1 comprising its temporal provision and the new Social and Cultural Hub will be delivered early in the development timeline (by approximately 2024). The majority of the £44,376,902 cost will be borne by Haringey Council and small portion will be sought through grant funding.

Haringey Council This revenue expenditure will come from the sale of off-site Council investment properties held for the purpose of capital appreciation and revenue generated by fee charging Council services. To ensure sufficient cashflow capacity and allow property market conditions to stabilise following the impacts of the current global pandemic, the development will be financed against the anticipated GVA and business-rate growth and prudential borrowing against increase in council revenues from fee-charging services. This will be loosely based on the “Earn Back” programme in the Greater Manchester’s City Deal, but will differ due to its small scale and that it will represent borrowing and not the creation of a fund of money (GMGA, 2012).

As an indication of sufficient capacity to cover these costs, in the Statement of Accounts for 2018 / 19), the Council have stated: “The council discovered that other land and buildings were historically understated by £198m due to underestimating the land areas of various council sites” (LB Haringey, 2019, p.57).

C. Privately Consumed Goods

The development of the Community Hub and regeneration of Wood Green is consistent with the wider objectives of the Council and therefore a desirable use of Council funds.

i. Private Developer

Potential Grant and other funding inputs

Due to the current global pandemic, some grant funders are only seeking Covid-19 related applications to fund organisations in need of assistance for that purpose or who are suffering as a result of the current economic climate (The National Lottery Community Fund, 2020). As a result, this proposal has been structured to avoid reliance on grant funding, other than funding pools which have already been set aside for use in Wood Green. These sources are outlined in the table 3.4.2..

As shown in Figure 3.4.1, all privately consumed goods will be delivered by Phase 2 and the inputs required for this phase will come from the Private Developer and Haringey Council.

Phase 2 represents a primarily build to rent development and will require inputs of approximately £1.27 bn as finance from the private development partner(s) over the 15 year project life cycle. The anticipated planning gains charges (s106/CIL) will be an output of the delivery of this phase. These will be paid by the private development partner and will come to a total of £395.6 m, and the calculations in section 3.3 demonstrate the development remains viable with these costs included.

ii. Haringey Council As discussed in section 1.9, Haringey Council owns approximately 80 percent of the sites delivered in Phase 2. The supply of these sites for the development forms Haringey’s contribution to the delivery of privately consumed goods. The combined value of these sites is approximately £361.3 m, or 80 percent of the total RLV.

D. Considerations – Sustainability Sustainability has been a key consideration in the design of the strategy. The long-term funding and finance of operation and maintenance of each intervention has been considered throughout the strategy.

• • • •

Table 3.4.2 Potential Grant and other funding inputs (Author, 2020)

Community Hub – Council High road regeneration – Council Circulation improvements – Council/TfL Property development – split private sector / Council

This is an important aspect of the strategy which is intended to inspire confidence in the residents in the area that these interventions will create an enduring positive impact well beyond the 15-year implementation timeline.

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The future owners and operators, who will be responsible for long-term funding and finance of operation and maintenance are:

The structure of the long term ownership/management of these assets is described in further detail in section 3.5.

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E. Funding and Financing Overview

The Heart of Haringey - Group 4 Figure 3.4.1 Funding and Financing overview (Author, 2020)

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Section 3 : Implementation

5. Post-intervention strategy Purpose It has been recognised in the field of urban regeneration that, in partnerships, a succession plan should be considered at the outset of a programme to ensure the benefits provided to communities from regeneration are sustained over the long run (Roberts 2016; Roberts, 2008).

Accordingly, this post-intervention strategy seeks to provide an assurance to the communities in Wood Green that the assets and services established as a result of the regeneration of the area will be provided beyond the 15-year implementation timeline. It sets out clear guidelines of who will be responsible for the relevant facilities and services after the completion of construction, while also allowing for appropriate review and amendments if required.

• Newly created commercial spaces and market rate housing vest to the private development partner(s) on long-hold leases; • Private market provisions for 20% of affordable with Haringey Council units in control of the ground floor units in high-foot traffic areas.

• The joint venture will be dissolved at the completion of the final stage of development; The responsibilities of each of these parties are detailed in Figure 3.5.1.

Following the dissolution of the joint venture, Haringey Council will be responsible for holding historic documentation of operations during the programme’s works. They will also be responsible for delegating liability issues to the relevant party (should they arise) after the completion of the project.

Considerations

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The project stakeholders and the governance before and during the regeneration are described previously in Section 3.2. While the majority of the stakeholders identified in Section 3.2 will remain affected by the performance of the regenerated area following the completion of the programme or works, their roles, responsibilities and commitments to the area may change. This is particularly true for the tenants, occupiers and recipients of newly created buildings and services.

In total 3,788 new residential units and 70,553m2 of new commercial space will be created. Additionally, 39,478m2 of new community and open space and 17,311m2 of road improvements will be provided.

While issues with the quality of the construction should be handled during the construction stage and negotiated with the responsible developer, the on-going maintenance and evaluation of the performance of these assets will need to be passed on new owners and is described below.

Key roles and responsibilities Following the completion of construction, the management by the joint venture (Wood Green Development LTD.) will be dissolved and a staged handover to the relevant parties will begin in the following manner: • Individual assets will vest to the relevant stakeholder upon the completion of their construction; • Public spaces, education facilities, and community facilities will vest to the Haringey Council; • Newly created social housing will vest to Haringey Council; • Newly created affordable build-to-rent housing will vest to private developer(s) with conditions on the amount and rate at which rents can be charged and increased; and

Figure 3.5.1 Flow chart of devolved responsibilities (Author, 2020)

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6. Evaluation and Monitoring

the urban community and existing fabric of Wood Green. ​

To ensure the successful delivery of the Heart of Haringey regeneration project, implementing effective monitoring and evaluating (M&E) methods is crucial. This is because M&E is useful in understanding how well a project is going, how it is delivering impact in target areas and where it is experiencing difficulties (Jack and Breeze, 2011). There are several reasons to why M&E is needed in regeneration projects. ​

The data gathered will be produced on, print media, digital media and through interpersonal communication to allow access for the local communities.

M&E increases transparency and accountability between stakeholders on how monies and other resources are spent. This helps in understanding whether the funding is being used in the most efficient and productive way. Most importantly M&E can help direct/redirect activities and prioritise resources to where they are needed most and where the greatest impact can be achieved. ​ Moreover, M&E helps project managers understand and establish whether a project has been successful and the reasons why. If projects have unsuccessful on the whole or in certain areas, they can help organisations to plan more effectively for the future.​ M&E supports a reliable set of evidence that can help inform future applications for funding. At the same time, M&E informs future policy as lessons are learned on the ground to suggest how policy should be directed at the local, national, and international level (Jack and Breeze, 2011).​ As part of the monitoring and evaluation strategy both a range of quantitative and qualitative evaluation methods will be deployed before, throughout and after the project.

The Wood Green Development Ltd will be responsible for setting up the following evaluation methods:​

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• • • • • •

Interviews ​ Observations, site visits and surveillance ​ Community boards and forums held at the Community Participation Hub​ Longitudinal surveys and questionnaires with residents, consumers and businesses ​ Meeting with interest groups ​ Statistical Data on demographics, employment, health, and transport

Each group mentioned in the governance and post-intervention strategies will play an active role in monitoring and evaluating progress towards the objectives. Figure 3.6.1 shows how all the groups come together in the monitoring and evaluation process.​ The creation of a Community Participation Hub provides the opportunity to gain a comprehensive insight and information from the local communities. Once the soft interventions have been put in place the data gathered from the above methods will allow for amendments and changes to be made on the interventions set out in chapter 2.

Through this we can trial and evaluate whether our interventions are having a positive impact on the community. This ensures and prevents the hard interventions disrupting

Section 3 : Implementation

Figure 3.6.1 Diagram of stakeholder involvement in M&E (Author, 2020)

Evaluation is commonly applied to the progress and outcomes of public sector programmes during or following implementation (Lichfield, 2009). Table 3.6.2 displays each objective and how it will be evaluated and monitored during the development process and after the development process.

The following table 3.6.1 shows the key performance indicators (KPI).

Each KPI has been allocated with a quantifiable target, review period, reviewer and a success indicator that are closely related to the strategies’ design objectives (shown in in Table 3.6.2).

Table 3.6.2 Regeneration Objectives (Author, 2020)

Table 3.6.3 How monitoring and evaluation should be deployed (Author, 2020)

Table 3.6.1 KPI and Targets (Author, 2020)

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Furthermore, a social impact assessment (SIA) will be carried out once the Community participation Hub has been created. This space will allow for an SIA to be formulated.

Just Space believes that SIA can play an important part in nurturing an alternative planning approach that is supportive of local communities. In particular, the openness of the SIA process enables ‘softer’ social impacts of development – such as any detrimental impacts on the culture of communities – to be considered (Barbara et al.,2018). In addition, BREEAM communities will be further be deployed to certify and assess the performance of the project. As such the careful consideration of monitoring and evaluation methods will help monitor the success of the project. The next section examine the risk monitoring and risk mitigation measures.

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7. Risk Assessment and Mitigation Risk assessment is carried out to offer a high level and holistic view of the effect of uncertainty on the possibility of achieving the design objectives, through potential risk identification, systematic measurement, and risk management (Gardiner, 2005). Similar to the previous monitoring and evaluation arrangements this section also emphasises the monitoring of risks and further adds in risk mitigation measures. The tool used is the risk matrix (ISO 31000) that describes severity of risk by looking into the probability of occurrence and level of consequences (ISO, 2020) (see Figure 3.7.1). 5 categorised aspects, including social, economic, implementation, environmental and political, are explored. The risks identified in each aspect are detailed in the risk register, where the risk victim is identified, responsibility of risk monitoring is stated, severities of risk before and after intervention are rated, and finally mitigation aims and measures are suggested (see Table 3.7.1).

In our project, the potential risks that stand out or touch the risk rating of 'very high' or 'high are as follows: • The risk of displacement of existing residents as a result of gentrification • The risk of public transport service disruption during the construction period • The emerging risks of project delays and supply and demand disruptions due to COVID-19 The issues identified in the bullet points need to be brought into attention in top tier steering groups where the details of mitigation measures would be discussed by stakeholders from public and private sectors as well as the community. Items that are classified as low and medium risks would be managed by the Strategic Planning Team, which is responsible for both the monitoring and the delivery of the project (for details see Ch.3.2 Governance structure).

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Figure 3.7.1 Risk matrix modified according to ISO 31000 (Author, 2020)

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Table 3.7.1 Risk register (Author, 2020)

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Table 3.7.1 Risk register (Author, 2020)

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Table 3.7.1 Risk register (Author, 2020)

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Table 3.7.1 Risk register (Author, 2020) The Heart of Haringey - Group 4

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Section 4 : Next Steps 1. Next Steps

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Section 4 : Next Steps 83

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Section 4 : Next Steps 84

1. Next Steps This section contains a high-level summary of the next steps required to action the strategy outlined in this document and begin the process towards the regeneration of Wood Green. This is not intended to be a comprehensive list but instead represents only the essential steps to begin this process.

Actions required: • • • • • • • • • • • •

Approval of this report with Comments.

Procurement of consultants for outline planning stage.

Procurement of development partner.

Land amalgamation and negotiations related to private leases on publicly owned land.

Communication with key stakeholders and appointing the Steering Committee.

Approval of Strategic Programme by the Steering Committee.

Assessment of which Grant funding will be targeted.

Development of Masterplan.

Confirmation of measures of general risk items by Strategic Planning Team.

Discussion of high-risk items by Steering Committee.

Defining public engagement strategies.

Allocation of monitoring and valuation managers.

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Chaskin, R., Khare, A. and Joseph, M., 2012. Participation, Deliberation, and Decision Making. Urban Affairs Review, 48(6), pp.863-906.

Causa Justa (2014) Development Without Displacement, Causa Justa: Just Cause.

West Oakland, East Oakland, San Francisco. Available at: https://cjjc.org/publication/ development-without-displacement-resisting-gentrification-in-the-bay-area/.

Greater Mancher Combined Authority (GMCA) (2012) Greater Manchester City Deal.

Available at: http://www.agma.gov.uk/gmca/city-deal-announcement/index.html.

Haringey Council (HC) (2020) Planning Policy Maps. Available at: https://my.haringey. gov.uk/custom/atSoloMapSelectionTool.html (Accessed: 4 April 2020).

(CCC) Christchurch City Council (no date) Creative hoarding: custom, ccc.govt.nz.

Available at: https://ccc.govt.nz/consents-and-licences/business-licences-and-consents/signage/hoardings/custom-hoardings (Accessed: 3 May 2020).

Haringey Council (HC) (2020C) Connecting Wood Green, www.haringey.gov.uk. Available at: https://www.haringey.gov.uk/regeneration/wood-green/connecting-wood-green (Accessed: 3 May 2020).

CDRC Maps. 2020. CDRC Maps: Maps of UK Open Data [online] Available at: <https:// maps.cdrc.ac.uk/#/metrics/popchange/default/BTFTFFT/14/-0.0148/51.5122/> [Accessed 5 February 2020].

Haringey (2019) : Haringey at a Glance – State of the Borough, London Bourough of Haringey, London, viewed 18 April 2020, < https://www.haringey.gov.uk/sites/haringeygovuk/files/state_of_the_borough_final_master_version.pdf>

Consumer Data Research Centre (CDRC) (2019) Index of Multiple Deprivation.

Available at: https://maps.cdrc.ac.uk/#/geodemographics/imde2019/default/BTTTFFT/10/-0.0711/51.5181/ (Accessed: 28 April 2019).

Cornaglia F., Leigh A. (2011) Crime and Mental Wellbeing. CEP Discussion Paper No 1049

Haringey Council (HC) (2018A) ‘Local Plan’. Available at: https://www.haringey.gov.uk/ planning-and-building-control/planning/planning-policy/local-development-framework.

Digimap 2020. Historical Map of Wood Green. [image] Available at: <https://digimap. edina.ac.uk/roam/map/historic>. [Accessed 5 February 2020]

Haringey Council (HC) (2018C) Wood Green Strategic Regeneration Framework Appendix 1 – Cabinet January 2018. Available at: https://www.minutes.haringey.gov.uk/ documents/s98773/Appendix 1 Wood Green SRF.pdf.

EDINA (2020) Digimap. Available at: digimap.edina.ac.uk (Accessed: 2 May 2020).

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Enfield Council (no date) Meridian Water. Available at: https://www.meridianwater.co.uk/ (Accessed: 3 May 2020).

Forman, C. (2012) ‘London’s Olympic city: Equalising the East?’, Journal of Urban Regeneration and Renewal, 5(4), pp. 296–302.

Gardiner, P.D. (2005). Project management: a strategic planning approach. Palgrave Macmillan: Basingstoke.

Goodstadt, V. (2013) Roger Dudman Way Review: MAIN REPORT & EXECUTIVE SUMMARY (evidence in Oxford City Council examination).

Greater London Authority (GLA) (2019A) The Draft London Plan. London. Available at: https://www.london.gov.uk/what-we-do/planning/london-plan/new-london-.

86

Greater London Authority (GLA) (2019B) ‘What is the new London Plan?’, 2019(27/09/2019). Available at: https://www.london.gov.uk/what-we-do/planning/london-plan/new-london-plan/what-new-london-plan.

Greater London Authority (GLA) (2016) The London Plan. Available at: https://www.london.gov.uk/what-we-do/planning/london-plan/current-london-plan/london-plan-2016pdf.

References

Haringey Council (HC) (2018B) Wood Green Area Action Plan (WGAAP). Wood Green, London.

Haringey Council (HC) (2018D) Agenda item: Wood Green Strategic Regeneration Framework Meeting. Available at: https://www.minutes.haringey.gov.uk/mgAi.aspx?ID=55813 (Accessed: 3 May 2020).

Haringey Council (HC) (2018E) Intermediate housing policy statement 2018. Available at: https://www.haringey.gov.uk/sites/haringeygovuk/files/intermediate_housing_policy_statement_2018.pdf.

Haringey Council (2018F) Heartlands transformation gets green light. Available at: https://www.haringey.gov.uk/news/heartlands-transformation-gets-green-light (Accessed: 2 May 2020).

Haringey Council (HC) (2017) Haringey’s Local Plan Strategic Policies 2013 - 2026.

Available at: http://www.townplanning.gov.bb/pdp/Downloads/.

Haringey Council (2017) ‘Allocations Site DPD’, (July, 2017).

Haringey Council (2015) ‘Character Study of Green Lanes and Wood Green’ February 2015, pp. 127–159.

Haringey, 2015. Health and Wellbeing Strategy [online] Haringey.gov.uk. Available at: <https://www.haringey.gov.uk/sites/haringeygovuk/files/haringey_health_and_wellbeing_strategy_2012-2015.pdf> [Accessed 5 March 2020].

Haringey Council (2013) ‘Retail and Town Centres Study 2013 Main Report London Borough of Haringey April 2013’ (2013), (April).

Haringey Council (HC) (2008) Going Green: Haringey’s Greenest Borough Strategy 2008 - 2018 Available at: <https://www.haringey.gov.uk/sites/haringeygovuk/files/ greenest_borough_strategy-3.pdf> [Accessed 5 April 2020].

Haringey Council (HC), 2016. Wood Green’S Future Issues And Options Consultation Report. [online] London, pp.8-9. Available at: <https://www.haringey.gov.uk/sites/haringeygovuk/files/wood_greens_future_issues_and_options_consultation_report_0_0.pdf> [Accessed 5 February 2020].

Ōtākaro Ltd (2017) Huge comic strip on Convention Centre site. Available at: https:// www.otakaroltd.co.nz/news-and-videos/huge-comic-strip-on-convention-centre-site/ (Accessed: 3 May 2020).

Park Malvern Residents Association (no date) Crossrail 2 probably not coming to Turnpike Lane and Alexandra Palace or Wood Green? Available at: https://www.pmra.co.uk/ crossrail-2-coming-to-turnpike-lane-and-alexandra-palace/ (Accessed: 13 April 2020).

Pettifor, A. (2019). The Case for the Green New Deal. 1st edn. Verso.

Roberts, P., Sykes, H. and Granger, R. (2016) Urban Regeneration. 2nd edn.

1 Oliver’s Yard, 55 City Road London EC1Y 1SP: SAGE Publications Ltd. doi: 10.4135/9781473921788.

Pinching, A., 2000. Wood Green Past. London [England]: Historical Publications.

Roberts, P (2008) Chapter 7 Social Innovation, Spatial Transformation and Sustainable Communities: Liverpool and the ‘Eldonians’ from Drewe, P., Klein, J. and Hulsbergen, E. THE CHALLENGE OF SOCIAL INNOVATION IN URBAN REVITALIZATION.

ISO (2020). ISO 31000 Risk Management. [Online]. Available at: https://www.iso.org/ iso-31000-risk-management.html [Accessed 6 May 2020].

Savills (2020). Coronavirus and residential development. [Online]. Available at https:// www.savills.co.uk/research_articles/229130/298654-0 [Accessed 5 May 2020].

Lambeth Planning Applications Committee (2017) RECOMMENDATION : LJ Works (Case#:17/00527/RG3 - Loughborough Junction Farm ).

Transport for London (TfL) (2017) TUNNELLING AND UNDERGROUND CONSTRUCTION ACADEMY TO SUPPORT VITAL INFRASTRUCTURE. Available at: https:// www.crossrail.co.uk/news/articles/tunnelling-and-underground-construction-academy-to-support-vital-infrastructure-projects.

LB Haringey (2019) London Borough of Haringey Statement of Accounts 2018 / 19.

Available at: https://www.haringey.gov.uk/sites/haringeygovuk/files/haringey_statement_of_accounts_2018-19.pdf.

Jack, S. and Breeze J. (2011) Guide to Evaluating regeneration projects and programmes. Centre for Local Economic Strategies. Express Networks The National Lottery Community Fund (2020) Reaching Communities England This, www.gov.uk. Available at: https://www.gov.uk/government/organisations/the-national-lottery-community-fund (Accessed: 8 May 2020).

Noel Park Ward Profile. 2019. [online] Available at: <https://www.haringey.gov.uk/sites/ haringeygovuk/files/ward_profile_noel_park.pdf> [Accessed 5 February 2020].

Transport for London (no date) Wood Green station. [Online]. Available at: https:// crossrail2.co.uk/stations/wood-green/ [Accessed: 13 April 2020].

Turok, I. (1992) ‘Property-led urban regeneration: panacea or placebo?’, Environment & Planning A, 24(3), pp. 361–379. doi: 10.1068/a240361.

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Metropolitan Police Service (2020) Explore crimes [online] Available at: <https://www. police.uk/pu/your-area/metropolitan-police-service/woodside2/?tab=CrimeMap > [Accessed 10 April 2020]

Transport for London (2020). WebCAT [Online]. Available at: https://tfl.gov.uk/info-for/ urban-planning-and-construction/planning-with-webcat/webcat [Accessed 9 May 2020].

OECD, 2005, OECD SME and Entrepreneurship Outlook: 2005, OECD Paris, page 17.

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List of Figures including References

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88

References

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89

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References 90

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91

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References 92

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93

List of Tables including References

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94

References

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Table of Contents A. Haringeyâ&#x20AC;&#x2122;s Local Plan Strategic Policies (HC, 2017) â&#x20AC;&#x201C; Planning overlays and relevant policies B. Combined SWOT Analysis C. Residual Land Valuation Calculation - Full Details Sheet

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Appendices

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The Heart of Haringey - Group 4

Appendix A - Haringeyâ&#x20AC;&#x2122;s Local Plan Strategic Policies (HC, 2017) â&#x20AC;&#x201C; Planning overlays and relevant policies

Haringey’s Local Plan Strategic Policies (HC, 2017) – Planning overlays and relevant policies As reference in the Planning and Policy section of this strategy, The intervention site fully or partially contains the following overlays of the Haringey Local Plan (HC 2020): o Family Housing Protection Zone (fully), o Tall Buildings Growth Area (fully), o Article 4 direction – Warehouse to Residential (partially), o Cultural Quarter (partially), o Listed Building Locally Listed Building (partially), o Local Employment Area: Regeneration Area (partially), o Primary Shopping Areas (partially), o Primary Frontage (partially), o Secondary Frontage (partially), o Local Centres (partially).

The planning polices (HC, 2017) most relevant to these overlays have been copied and analysed in the following table.

Overlay Family Housing Protection Zone (fully)

Plan Text “In order to encourage mixed and balanced communities, the Council will aim to ensure that an adequate mix of dwelling sizes is delivered within new developments, while protecting existing family housing. The lack of family housing in Haringey has resulted in significant overcrowding.

Low to median income households with large families are likely to be more affected by overcrowding due to lack of choice of available affordable family homes. Responding to these issues is a priority for the Council. Along with the provision of new and affordable housing, the Council will aim to meet the need for family housing and alleviate the problem of overcrowding through a number of other approaches such as: assisting smaller households living in overcrowded properties to find their own home; and assisting residents living in under occupied properties to find more suitable accommodation.”

Tall Buildings “Development in the growth areas should take account of the community, environmental and other Growth Area distinctive local characteristics of each area, deliver good design, including public realm, open (fully) space and promote social and economic inclusion and relate development to the surrounding areas. Tall buildings may be appropriate at certain locations within these areas (see SP11 Design for the Council’s approach to tall buildings), subject to further detailed analysis. … Their significance lies in their location within the London-Stansted-Cambridge-Peterborough Growth Corridor and they are also identified in the London Plan as an Area for Intensification and an Opportunity Area respectively. These areas are suitable for large scale redevelopment with significant increases in jobs and homes.”

Article 4 “5.1.21 Manufacturing employment in Haringey continues to decline. Indeed, this decline is more direction* – pronounced in Haringey than in London or Great Britain. Haringey’s Employment Land Study 2014 Warehouse reflects this change in employment base by predicting a need for a total floorspace requirement of to approximately 23,800m2 for the period 2006 – 2026. This includes a net reduction in demand for Residential industrial and warehouse floorspace. The majority of demand is predicted to be for B1 floorspace (partially) including light industrial. Much of this demand is to be met through the reconfiguration of

Plan Reference HC, 2017, Family Housing 3.2.14

Commentary In order to meet the needs of Haringey’s population, multiple sized homes at a variety of price points should be included in the development of any proposed housing.

HC, 2017, Haringey’s Growth Areas 2.1.4

The intervention area has been deemed suitable for the development of tall buildings. This accommodates increases in capacity of new development and reduces risk in terms of the viability of new development and planning approvals.

HC, 2017, Protection and Enhancement of Existing Employment Sites 5.1.21

The area surrounding the Chocolate Factory, which is also designated as a Cultural Quarter, is protected from the permitted development rights to convert office space to residential units. This

redundant existing industrial and warehouse floorspace and through mixed use development within LEA – Regeneration Areas and town centre sites, particularly in Wood Green Metropolitan Town Centre and the District Town Centres. The trajectory identifying the locations and phasing to deliver the additional employment floorspace needed is set out at Appendix 2b, and will assist in monitoring delivery over the plan period. Given the uncertainty around the long-term demand for employment floorspace, the Council undertakes to update the Employment Land Review every five years or within a shorter period should monitoring indicate a review is necessary.”

Cultural Quarter (partially)

Listed Building Locally Listed Building (partially)

“The cultural quarter at Wood Green is dominated by the Chocolate Factory, a former Barratt’s sweet factory, now a complex of 80 artist studios and small business units, with more than 100 creative individuals and organisations. It is north London’s largest creative enterprise centre. The Wood Green Cultural Quarter is expanding further with the potential for growth as Haringey Heartlands develops. Further detail will be provided on the development of this Cultural Quarter through the Wood Green Area Action Plan.”

“Targets a. Protect the established Cultural Quarter at Wood Green. b. Protect, expand and enhance existing culture and leisure facilities throughout the borough. c. Protect sporting facilities in areas of deficiency. d. Improve access to culture, leisure and sports facilities, especially in areas of deficiency. e. Delivery of key leisure infrastructure programmes as set out in the Infrastructure Delivery Plan. …”

“The Council will protect and enhance buildings and areas of historical interest and importance, and their settings.

Targets Indicators a. Protect all buildings and areas in Haringey included in the Historic Environment Record. b. Maintain, and where appropriate, increase the number of buildings with statutory listing (where there is proper justification and where they meet certain criteria). c. Reduce the number of buildings, structures Conservation Areas and Nationally Registered Historic Parks / Gardens on the English Heritage ‘Heritage at Risk Register’. d. Ensure no change to the borough’s strategic view. ….”

supports the retention of office space in this area. * “An Article 4 Direction is an order made by a local planning authority to remove certain permitted development rights in all, or part of, its area” (GLA, 2017, p. 1) Haringey Council have removed permitted development rights for office to residential conversions in the area to the north-west of High Road identified as the Cultural Quarter (HC, 2016, p. 1).

HC, 2017, Wood Green Cultural Quarter 7.2.10

The designation as Cultural Quarter means the area surrounding the Chocolate Factory is already recognised as contributing to the vibrancy of Haringey.

Collocating similar creative enterprises and SMEs are encouraged under this designation as long as they do not pose a HC, 2017, Strategic Policy threat to the existing character of the area.

15: Culture and Leisure

HC, 2017, Strategic Policy 12: Conservation

Protection of existing listed buildings should be recognised and opportunities for preserving unprotected buildings which are important to the community should be explored.

Local Employment Area: Regeneration Area (partially)

“The Council will secure a strong economy in Haringey and protect the Borough’s hierarchy of employment land, Strategic Industrial Locations, Locally Significant Industrial Sites, Local Employment Areas and other non-designated employment sites.

HC, 2017, SP8: Provision of additional B Class floor space Employment should be prioritised to meet the anticipated demand of 23,800 m2 of additional floor space. Existing Class B floor space should be maintained.

The forecast demand is for an additional 23,800 m2of B Class floorspace up to 2026.

This forecast demand is to be met through:

▪ The reconfiguration and re-use of surplus employment designated land in B2 and B8 Use Classes;

▪ The intensification of the use of existing employment sites (where possible); ▪ The provision of B1a/b floorspace as part of mixed-use development on suitable sites, including town centre sites; and

▪ The protection of existing viable B Class Uses on designated and non-designated sites.

“In addition the Council will also:

▪ Support local employment and regeneration aims; ▪ ▪ Support environmental policies to minimise travel to work; ▪ Support small and medium sized businesses that need employment land and space; and Contribute to the need for a diverse north

London and London economy including the need to promote industry in general in the Upper Lea Valley and in particular, promote modern manufacturing, business innovation, green/waste industries, transport, distribution and logistics. …”

Primary Frontage (partially)

Secondary Frontage (partially)

“The Council will seek to retain all A1 use within the primary frontage as the presence of blank facades can contribute to inactivity at street level during certain times of the day. Within the secondary frontages there may be greater flexibility about the proportion of non A1 uses that will be permitted since it is recognised that town centres should perform a function beyond retail.

Within the primary frontages, A1 retail is the principle and dominant land use. Usually it contains the most important shopping facilities, those which attract the greatest number of customers and which contribute most to the vitality of the centre. Secondary frontages contain a variety of service and other uses in addition to A1 retail. These frontages support the primary frontage of a centre.”

“The Council will seek to retain all A1 use within the primary frontage as the presence of blank facades can contribute to inactivity at street level during certain times of the day. Within the secondary frontages there may be greater flexibility about the proportion of non A1 uses that will be permitted since it is recognised that town centres should perform a function beyond retail.

Within the primary frontages, A1 retail is the principle and dominant land use. Usually it contains the most important shopping facilities, those which attract the greatest number of customers and

HC, 2017, Ensuring a Range of Shops and Other Appropriate Town Centre Uses 5.3.12 HC, 2017, Ensuring a Range of Shops and Other Appropriate

Existing A1 shop frontages should be preserved and action should be taken to fill vacant A1 shop frontages along the High Road in order to support the economic resilience of Wood Green.

Primary Shopping Areas (partially) / Local Centres (partially)

which contribute most to the vitality of the centre. Secondary frontages contain a variety of service and other uses in addition to A1 retail. These frontages support the primary frontage of a centre.

Town Centre Uses

To preserve the viability and vitality of the primary and secondary frontages, no more than two adjoining frontages should be in non-A1 use. A2, A3, A4 and A5 uses or community facilities are the preferred alternatives to A1 because they are appropriate uses within town centres and would largely retain a window display. Window displays can help maintain the attractiveness and continuity of the shopping frontage especially in the core shopping areas. Further detail will be set out in the Development Management Policies.”

5.3.17 – 5.3.18

“The borough has a network of 38 Local Shopping Centres which provide for the day-today needs of people living, working and staying nearby. Small specialist shops are essential to sustain the vibrancy and character of shopping areas but they are threatened by the continuing trend towards fewer, larger shops. Haringey’s Retail Capacity Study 2008 recommended that these local shopping centres are retained as the loss of shop units within these centres would harm the character, function, vitality and viability of the centre and general area.”

HC, 2017, Local Shopping Centres 5.3.51

Small specialist shops should be protected from displacement associated with new development where possible. Affordable rent opportunities should be made available in new developments to accommodate this need.

space (m2) Appendix â&#x20AC;&#x201C; Wood Green Area Action Plan (WGAAP) (HC, 2018B)â&#x20AC;&#x201C; Site Allocation details As referenced in the Planning and Policy section of this strategy: The intervention area central to this strategy contains 19 out of 28 of the site allocations in the WGAAP and therefore has the potential to deliver 69,429m2 and 3,810 of employment floor space and net residential units respectively (HC, 2018B p.102-168). The details of the site allocation and the anticipated yields of residential units, employment floor space, and other land uses are displayed below.

Figure 3 Site allocations in the WGAAP (Page 102) WGAAP Site Allocations Site Name

Employ ment

Indicative development

m

2

Other use

1 Civic Centre 2 Green Ridings House (BT building) 3 Wood Green Bus Exchange 4 Station Road Office 5 Vue Cinema Site

capacity of net residential units 2,034 116 2,721 146 6,630

237

4,248

197

3,077

99

6 Mecca Bingo 7 Morrisons

4,176 5,038

8 Wood Green Library 9 The Mall West

2,100

8,28 8 1,06 2 3,84 6

Bus Garage, new open space new open space new open space

10 The Mall East 11 Iceland site

4,322 422

12 Bury Road Car Park 13 Salvation Army 14 16-54 Wood Green High Road 15 L/b Westbury & Whymark Avenue 16 Turnpike Lane Triangle 17 Turnpike Lane Station 18 Bittern Place 19 Hornsey Park Rd Steelyard 20 Coburg Rd North

3,053

209 234 1,26 0 195 1,05 0 388 3,47 1 432 84 1,68 9 249 -

753 3,849

74 735 Place of worship 420 -

1,114

117 -

21 Wood Green Cultural Centre (South)

6,941

41 835

new open space Town Square Town Square GP surgery -

199 Cycle Hub

85

3,224 1,264

8,34 Transport 5 Infrastructure 173 72 -

5,645

181

6,826

341

8,46 Boulevard/Civic 7 centre/Library 1,70 Urban realm 6

22 Wood Green Cultural Centre (North) 23 Claredon Road

4,291

153

6,105

1,465

24 Western Rd Car 1,615 park 25 Western Rd 3,253 Depot 26 Land Adjacent to 3,020 Coronation Sidings 27 Claredon Road 8,435 South 28 Hornsey Filter Beds Total for intervention 69,429m 2 area

6,43 Access, School 6 expansion

6,10 New open 5 space/Boulevard 92 0

3,25 Waste facility 3 173 8,43 WICC/Alevi/ERS 4 304 10,4 Biodiversity/leisu 75 re/accessibility 3,810 res. 40,528 m2 units

*Text in red are not within the intervention area (HC, 2018B p.102-168)

201

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The Heart of Haringey - Group 4

Appendix B - Combined SWOT Analysis

Combined SWOT Analysis This appendix contains a full assessment of strengths, weaknesses, and opportunities which were used to inform the condensed SWOT analysis in Section 1.13.

Strengths Historical background • Abundant cultural and heritage resources • Heritage helps improve education and framing community identity • Large areas are under conservation Natural environment and sustainability • Access to metropolitan parks such as Alexandra Park is good.

• Less CO2 emission.

Socioeconomic dimensions • Wood Green is one of the main economic and administrative centers of Haringey • Unemployment in the area is below London average • There is a high amount of retail and leisure activity in the area.

Health and Well-being Haringey Council recognises persisting mental health and wellbeing and provides a Health and Wellbeing Strategy and services for the local community.

Transportation • The provision of a variety of transport modes such as cycling, tube and buses • A strong north-south connection along the High Road Current land use and land ownership • The location of the High Road and its attendant shops to nearby residential areas and transportation connection (Wood Green Station and Wood Green Garage) make it a sustainable development location • The mix of businesses and community infrastructure support each other by driving footfall to the area and creating opportunities for chance encounters • There is a continuum of businesses in the area which make it suitable for both small scale and big box retailers to locate in Wood Green (as exemplified by The Mall Wood Green which contains both a market hall of small shops and big box retailer such as Primark and TK Maxx) • The large scale of the existing development along the High Road create a precedent that would support the intensification of underutilised and vacant sites Public spaces and activities • Many Indoor Public Spaces – Mall, Retail, Supermarkets and Cinemas • Public transport links to the area are very good • The area attracts many visitors.

Weaknesses Historical background • History of transportation development like the huge bus depot leaves a dilemma on the town planning • Few historically significant buildings are in the site Natural environment and sustainability • The accessibility to nature in Wood Green is relatively worse than Haringey and London average • Access to local, small or pocket parks and district parks is less good.

Crime • Higher crime rate than the average of London • Low belief to police • High rate of strong crime, domestic abuse and youth crime Socioeconomic dimensions • The average hourly salary is lower than the London average • Job density is lower than London average – there are less available jobs.

• High dependence on benefits to supplement incomes amongst working families.

• Level of qualifications amongst residents lower than London average.

Health and Well-being High obesity rates • High suicide rates • Persistent mental health problems (much higher than the London average) • Obesity linked to unhealthy diets • Lack of physical exercise • Lack access to green spaces Transportation • Geographic location of station access is poor for western wards of Wood Green • Connection of bus routes serving some areas are poor • A weak east-west connection • Existence of barriers such as the rail track to the western side of Wood Green Current land use and land ownership • Sites of community infrastructure (such as the Wood Green Library and the Community Hub) are located in building showing signs of physical decay • There are a several vacant or under-rented properties of the High Road which detract from its vibrancy (including a large office complex owned by BT called Green Riding House) • There are vacant lots in the vicinity of the High Road which detract from the amenity of the area (including the lot at the intersection of Claxton Road and Mayes Road) • There are several lots near the High Road which are under-utilised and could accommodate additional development (the Morrisons Supermarket, the Iceland Supermarket, and the Wood Green Garage) • There is a significant amount of space along the High Road which is used for car parking (including Bury Road Car Park, parts of The Mall Wood Green, and the lots adjoining Iceland and Morrisons) Public spaces and activities • Residents have the lowest percentage of access to nature in the borough with nearly no green spaces available in the immediate area • There is limited outdoor public space.

• The area has a lot of vehicle traffic, impacting pedestrian movement and taking up a lot of space in carriage ways and parking.

Opportunities

Threats

Historical background • Stimulating local cultural and creative economy • Good resources for place-marketing and branding

Historical background • Poor accessibility to the historical buildings • High demand on the house maintenance for the historic buildings • New construction may do harm to the significance of historic buildings

Natural environment and sustainability • Good access to Alexandra park.

• Improving the urban and the natural environment and ensuring sustainable development by policy of borough • Recycling increased while waste decreased Crime • The crime rate of the project site is slightly decreased in the period • Improving the security of the public environment • Efforts such as community-enhancing and family education to reduce anti-social behavior and domestic abuse Socioeconomic dimensions • The area is popular for visitors from across Haringey and the wider area.

• There is demand for space for SME and start ups in Haringey and neighboring boroughs as well as the wider London area.

• Public Transport connections are excellent including presence on London Cycle Network

Natural environment and sustainability • Residents cite litter as the second dislike about living • Particularly high air pollution degree of the High Road in wood green.

Crime • The anti-social behavior such as hate crime rate is increasing.

Socioeconomic dimensions • The High Road has suffered from several shop closure, particularly big box retailers such as department stores.

• The area has been stigmatized in the past as an unsafe area, this negative image could have issues with attracting new businesses to the area.

Health and Well-being • Loss of life due to issues such as mental health leading to suicide • Unhealthy eating options of the High Road • Lack of places to purchase healthy on the go meals

Health and Well-being • Existing council mental health facilities • Health and Well-Being Strategy • Potential revitalisation of access to green spaces such as Barratt Garden

Transportation • Traffic congestion likely during rush hour • Traffic accidents with poor pedestrian crossings and permeability • Premature deaths from high levels of air pollution from diesel vehicles

Transportation • Existing Bus Garage could be a site for development of other uses • Walkable distances between tube and train stations

Current land use and land ownership • Residential renters in the surrounding neighborhoods may be impacted by effects of gentrification • Uncertainty associated with HS2 • Unwillingness of current landowners to participate in the proposed regeneration scheme • Risk of damaging the vibrancy of the High Road • Risk of buoyancy of the property market impacting the community in the Creative Quarter (commercial gentrification)

Current land use and land ownership • Due to the substantial amount of key commercial land owned by Haringey Council, the council is well placed to lead urban regeneration efforts in the area • Site Allocation referenced in the Local Plan and specified in the Site Allocations DPD make the case for a need for new development in the intervention area • The Tall Buildings overlay and other pro-growth/density planning overlays de-risk future development from a planning perspective • Vacant properties in the vicinity of the High Road create ‘easy wins’ in terms of available land which can be developed without displacement of existing tenants • Conversion or removal of car carparking along the High Road could create substantial development potential Public spaces and activities • There is good connectivity to green and blue spaces within the borough – Alexandra Palace, Finsbury Park, Wetlands and the River Lea. • The area of Haringey relies on Wood Green as a “town center” for economic and leisure activities • Excellent public transport links and on the London Cycle Network

Public spaces and activities • The High Road is used as a main London thoroughfare for car traffic • Arrival of Crossrail 2 could bring further traffic into the area further constraining available public space and causing congestion.

The Heart of Haringey - Group 4

The Heart of Haringey - Group 4

Appendix C - Residual Land Valuation Calculation Full Details Sheet

Appendix. Residual Land Value Calcualtion Stage1 Residential provision (number of unit)

Stage2

Stage3

Stage4

Total

981 1,027 835 945 3,788 Market rent (unit) 589 616 501 567 2,273 Affordable rent (unit) 392 411 334 378 1,515

Average rent (£/PM) (include affordable/ social rent) 1,353 1,353 1,353 1,353 Average rent per unit (£/PA) 16,235

16,235

16,235

17,461

20,602

14,532

17,958 70,553

Market rent (sqm)

13,969

16,482

11,626

14,366 56,442

Affordable rent (sqm)

3,492

4,120

2,906

3,592 14,111

Zone1 area (sqm)

12,404

8,570

8,887

11,132 40,993

Zone2 area(sqm)

5,057

12,032

5,645

6,826 29,560

Average Rent Zone1 (include affordable/ social rent: £/sqm PM) 330 Average Rent Zone2 (include affordable/ social rent: £/sqm PM) 231

330

330

330

231

231

231

Commercial provision NIA (sqm)

Estimated annual rent (£/PA)

16,235

21,191,419 Residential 15,926,433 16,673,238 13,556,138 15,341,977 61,497,786 Commercial 5,264,986 5,612,663 4,239,864 5,254,244 20,371,757

Required annual yield Years Purchase (YP)

5.00%

5.00%

5.00%

5.00%

5.00%

20 20 20 20 20

Capital value (GDV) (from yield)

423,828,385 445,718,020 355,920,044 411,924,416 1,637,390,865

Capital value (GDV)

423,828,385 445,718,020 355,920,044 411,924,416 1,637,390,865 LESS Stage1

Demolition cost

Stage2

Stage3

Stage4

Total

879,095 1,096,130 834,190 721,315 3,530,730

Demolition cost (£/sqm)

35 35 35 35 140

Area (sqm)

25,117 31,318 23,834 20,609 100,878

Total construction costs (£)

173,607,888 201,995,833 171,816,545 182,803,804 730,224,069

Residential construction cost (£)

101,197,880 141,981,179 115,437,473 130,644,805 489,261,337 Residential unit 732 1,027 835 945 3,539

Commercial construction cost (£)

30,250,268 41,436,243 30,304,364 37,505,546 139,496,422 Zone1 area (sqm) 9,351 8,570 8,887 11,132 37,940 Zone2 area (sqm) 5,057 12,032 5,645 6,826 29,560 Zone1 construction cost (£) 20,876,108 19,132,525 19,840,228 24,852,190 84,701,050 Zone2 construction cost (£) 9,374,161 22,303,718 10,464,137 12,653,356 54,795,372

Community Facility (£)

30,534,574 11,266,132 20,726,879 8,034,827 70,562,412 Community building area (sqm) 9,977 9,689 8,467 1,706 29,839 Community building construction cost (£) 30,240,287 10,706,345 20,117,592 5,911,290 66,975,514 Open space area (sqm) Ͳ

1,062 1,260 7,317 9,639

Open space construction cost (£) Ͳ

265,500 315,000 1,829,250 2,409,750

Road Improvement (area) 4,328 4,328 4,328 4,328 17,311 Road Improvement construction cost (£) 294,287 294,287 294,287 294,287 1,177,148 Refurbish cost (£)

6,286,882

6,286,882

Residential unit 249

249

Zone1 area (sqm) 3,053

3,053

External works (2%)

3,489,740 4,061,839 3,453,015 3,670,502 14,675,096

Professional fees (15%)

26,696,508 31,073,070 26,415,562 28,079,343 112,264,484

Continency (2%)

4,093,465 4,764,537 4,050,386 4,305,499 17,213,888

CIL (230£/sqm x GIA) for residential

12,870,627 18,057,560 14,681,658 16,615,768 62,225,612

Developer's profit(GDV of 15%)

63,574,258 66,857,703 53,388,007 61,788,662 245,608,630

Development Costs

285,211,580 327,906,673 274,639,363 297,984,894 1,185,742,509 EQUALS Stage1

Stage2

Stage3

Stage4

Total

Capital value (GDV)

423,828,385 445,718,020 355,920,044 411,924,416 1,637,390,865

Development Costs Residual Land Value

285,211,580 327,906,673 274,639,363 297,984,894 1,185,742,509 138,616,805 117,811,347 81,280,682 113,939,522 451,648,356