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BOW CRESCENT (RE)GENERATION

By // Bow Crescent Partnership

Group 8 // Magdalini Giannakidi, Meiyu Huang, Carl McConnell, Sandra Perez Becerril, Aikaterini Sfyra BENVGUR4 // Case Studies in Preparing Regeneration Projects


BOW CRESCENT (RE)GENERATION

By // Bow Crescent Partnership

EXECUTIVE SUMMARY


Executive Summary Integration Bow Crescent is currently physically, socially and economically isolated from its surroundings.

Physical Integration Design plays an important role in enhancing integration with surrounding neighbourhoods, and connectivity across and under the A12. All but one building in Bow Crescent will be of the same height as its surroundings. The site will also endeavour to use similar materials as adjacent buildings to create contiguity. Infrastructurally, the subway next to Bromley by Bow tube station will be expanded and the crossing near Bow Interchange will be improved. By strategically placing land uses to relate to their surroundings will encourage visits to and use of Bow Crescent. The Tesco will be moved to be adjacent to the Bromley by Bow tube station underpass, giving passengers an incentive to nip across. The location of restaurants and retail in Bow Crescent’s Hub and retail area is adjacent to commercial activity in the StrandEast development and the Three Mills historical

site. The industrial uses will be situated across the river from the industrial parks to the south of Bow Crescent.

Social Integration The problem with some of the developments going up along Stratford High Street is that they are only for one group of users; there is no reason for existing residents to go there. Naturally

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our housing will have mixed market and affordable tenures, but Bow Crescent will go further. The Bow Crescent Management Company will manage the retail tenant mix to appeal to people of all incomes and ethnicities. Bow Crescent will become more integrated by making the content more accessible

Economic Integration All existing industry will be relocated. The efficient allocation of space will create 8,000m2 of new industrial space for new businesses and jobs. Recently a large employer (distribution use) left Bow Crescent creating local unemployment. These new potential jobs will reintegrate these people back into the job market and Bow Crescent.

Delivery Bow Crescent will be delivered by the Bow Crescent Partnership. The Partnership will bring all the private developers and the London Borough of Tower Hamlets together, design the master plan, apply for planning permission and ensure the master plan gets delivered.

The Bow Crescent Management Company will manage the finances, recruit appropriate business tenants and establish the Bow Crescent Business Improvement District. The Bow Crescent Community Workshop will carry out community consultations,

encourage community use of the site and market Bow Crescent. At the completion of the 7 year 3 phase project, the Partnership will dissolve itself. The other 3 will continue to run to ensure Bow Crescent is a success.

Funding The Bow Crescent Partnership will fund the project largely through the income from residential, commercial and industrial presales and rents. Other sources of funding, for infrastructure and relocation of uses for example, will come from section 106 contributions, national, regional and local funding schemes and grants.

Conclusion Bow Crescent responds to the existing situation to create an integrated, inclusive and regenerating intervention that manages to benefit private developers, the local communities and the local borough. As it is unique in its surroundings, it will be a strong and resilient element with an equally strong identity in the regeneration of the wider Lea Valley.

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TABLE OF CONTENTS 01. BACKGROUND & CONTEXT 1.1 Location 1.2 History 1.3 Demographics 1.4 Development Context

02. SITE SELECTION 2.1 Rationale 2.2 SWOT

03. PLANNING & POLICY CONTEXT 3.1 Land Ownership 3.2 Restrictions & Considerations 3.3 Policy Analysis 3.4 Community Consultation 3.5 Planning Applications

1-10

11-14

15-21

04. PROPOSAL

4.1 Vision 4.2 Project Aims & Priorities 4.3 Regeneration Strategy

22-43

4.3.1 Employment & Economic Growth 4.3.1 Housing 4.3.1 Connectivity 4.3.1 Community and Social Cohesion

05. IMPLEMENTATION & DELIVERY

44-58

06. CONCLUSION 07. REFERENCES

59-63 64-68

5.1 Delivery Mechanisms 5.2 Phasing 5.3 Funding Arrangements 5.4 Financial Details 5.5 Evaluation 5.6 Exit Strategy


01: BACKGROUND & CONTEXT 1.1 Location 1.2 History 1.3 Demographics 1.4 Development Context


1.1 Location “B

ow Crescent” is an east facing

crescent shaped site, bordered by the Bow Interchange in the north and the A12 in the west, enclosed by the curved Lea Valley River in the east to where it bisects the A12 in the south. Bromley by Bow tube station is about mid-way down on the other side of the A12 (figure 1.1). Bow Crescent occupies the eastern end of the Bromley by Bow ward (figure 1.2).

Figure 1.2 // Image: Tower Hamlets Figure 1.1 Location // AD Magazine

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In its wider context it is south of

London’s Olympic Park and on the eastern edge of

the London Borough of Tower

Hamlets, adjacent to the London Borough of Newham (figure 1.3).

Figure 1.3 // Wider context

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1.2 History, heritage and conservation areas

N

A small portion of the site’s eastern

area and the towpath lie within ‘Three Mills

orth of Three Mills Lane was

part of the Old Palace in Bromley by Bow,

Conservation Area’. Most of the ‘Three Mills

built in the 17th century for James I. The

Conservation Area’ lies on the opposite bank

Palace was demolished in 1893. The

of the River Lea (figure 1.5).

site is also in the vicinity of the medieval settlement at Bow and is designated within

The guidelines stipulate that any

an ‘Area of Archaeological Importance’.

Conservation Area land falling within a development should be designated open

From the late 19th century up to the

space. The scale, height, form, massing,

mid 20th century, the River Lea was a major

architecture and materials of proposed

waterway bringing raw materials from

buildings adjacent to the open space

further afield to London’s docks. The river

should preserve the view of Three Mills

banks, including Bow Crescent, become

Figure1. 5

to enhance the townscape quality of the

With the

area. The buildings should be public and/

decline of the London docks, Bow Crescent

or restaurants to encourage pedestrian

also degenerated. The site was then disused

activity.

supporting industrial spaces.

or abandoned or partly occupied by shortterm light industries (figure 1.4).

Figure 1.4 // Peter Marshall

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1.3 Demographics B

ow Crescent is located in an area

of high deprivation. The Lower Layer Super Output Area (“LSOA”) of which it forms part is one of the 5% most deprived LSOAs in the country. It is in the 3rd most deprived ward (Bromley by Bow) in Tower Hamlets. Tower

• 43% of people in the ward aged 16-74 have no qualifications;

most deprived LSOAs in the country (Von Ahm, 2008). Demographically, in 2006 the

• Unemployment is at almost three times

ward of Bromley by Bow had 50% of its

the national level with 16% of unemployed

population were of Bangladeshi origin and

people having never worked and 35% being long term unemployed;

Hamlets is the 3rd most deprived borough

in London (Tower Hamlets, 2010).

housing association;

population under the age of 27; 42% of the 36% were white. (Urban Initiatives, 2006).

Almost 70% of all tenure is council/

Household overcrowding is almost five

times the national level;

Residents have a higher than average

incidence of coronary heart disease, cancer and respiratory problems;

• Infant mortality is 50% higher than the national average; and

• There is a major problem with drug abuse (Bromley By Bow Centre, 2012). Figures 1.6-1.7: Overcrowded Households and Deprivation Index // ODPM Housing Statistics 2005

In 2007 the LSOAs adjacent to the

east across the River Lea were in the 10%

Figures 1.8 -1.9V: Bromley By Bow, Unemployment and Ethnicities // Neighborhood Statistics, Peter Marshall

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Crime

In relation to the wider context, Bow

Crescent is an area with low criminal activity, similar to the figures in the Canary Wharf area. In comparison, the areas to the east experience a higher than average number of incidences of crime.

Figure 1.10 // London Profiler, 2011

Employment

While areas such as the Docklands

have

concentrated

the

financial

and

business activities, northern districts of Tower Hamlets including Bromley By Bow, are characterised by high rates of unemployment. The working population of

Figure 1.11 // London Profiler, 2011

these areas, is usually employed in retail jobs and basic occupations, where the required qualifications are relatively low.

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Education, Skills & Training

The high levels of unemployment

in Bromley by Bow, are related to the lack of skilled and highly qualified working population. However, the situation changes on the other side of river Lea: by the time we enter the borough of Newham the levels of

Figure 1.12// London Profiler, 2011

education tend to be higher.

Income

The wider area of Bromley By Bow is

characterised by low income communities. However, there are some particular districts (shown with lighter colours in figure 1.13) that have significantly higher levels of prosperity than their suroundings.

Figure 1.13 // London Profiler, 2011

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Living Environment

The industrial Bow Crescent site is not

considered to be a good living environment. At the same time, it is neighboring to the east, the Three Mills conservation area and its surroundings, where the quality of living is significantly higher.

Figure 1.14 // London Profiler, 2011

Access to Housing & Services

The limited access to services and

the need for housing are the only aspects that Bromley By Bow and Newham have in common according to the London Profiler maps. The increase of population and overcrowded households is intense in both

Figure 1.15 // London Profiler, 2011

boroughs.

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1.4 Surrounding development context I

n 2006 London was awarded the XXX

a 350 bedroom Courtyard by Marriott

hotel;

links to the northern part of our hub. To the immediate east is the listed Three Mills historical site and studios (figure 1.21).

velopment of the wider area. The A11 to

• community facilities; and • open public spaces.

the north of Bow Crescent has been trans-

As you can see from StrandEast’s land use

Industrial Estate and other industrial spaces

formed from this:

map at figure 1.20, StrandEast’s Hub Quarter

(figure 1.22).

Olympiad. The Olympic Park site in the Lower Lea Valley has encouraged the rede-

To the south and southeast are the Bow Gasworks, ProLogis Business Park, Riverside

Stratford has been redeveloped and

rebranded as Stratford City. It is the location of the Westfield Stratford City, which has become the major shopping and leisure destination for its hinterland (figure 1.18). To the northeast of Bow Crescent, StrandEast is

Figure 1.16 // Image: grumpycycling.blogspot.co.uk

Figure 1.18 // Image: www.estatesgazette.com

Figure 1.17 // Image: www.oliverwainwright.co.uk

Figure 1.19 // Image: superradnow.wordpress.com

being built (figure 1.19). This development, in Newham, will have

• 50,000 m2 of commercial space (480,000 sf2 of offices, shops, cafes, restaurants, creative industries, a school, a nursery, and a health-care facility);

1,200 homes of which 40% will have 3

bedrooms or more;

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Continuing in a clockwise direction,

to the southwest is the new St Andrews

and feel adjacent areas have covered this market.

residential development currently being constructed (figure 1.23). It will have 964 homes (50% affordable (70% of that socially rented)) (a further 30% shared ownership) built over 5 phases, with a new health centre, community facilities, retail provision, new parks and gardens and architecture to fit

Figure 1.20 // Image: www.designboom.com

with surrounding environment. North of St Andrews is the rest of Bromley by Bow ward

Figure 1.23 // Image: www.rsa-geotechnics.co.uk

which, as stated above, is very deprived (figure 1.24).

The content and land uses of

surrounding developments will influence

Figure 1.21// Image: www.3mills.com

the content and use of Bow Crescent. From the variety above, Bow Crescent will have to find a niche in a crowded market place. For example, Bow Crescent will not try to corner creative industries given the amount in StrandEast. Likewise, we do not foresee the

Figure 1.22 // Image: Flickr

Figure 1.24

tourist market continuing after the Olympics

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02: SITE SELECTION 2.1 Rationale 2.2 SWOT


2.1 Rationale for Site Selection The location in the heart of an area of wider regeneration

The site’s physical and social isolation The site is centrally located within zone

As aforementioned, the site is situated in a

2 and is well connected to Canary Wharf,

wider area which is being regenerated and

the West End and the City of London by

redeveloped. Most of the projects focus on

its comprehensive transport infrastructure

new housing in glossy-designed buildings.

(the Bromley-by-Bow tube station, the

Whilst most of it of mixed tenure, the

Devons DLR station, buses, the A11 and

existing residential areas are inhabited by

A12 roads). At the same time, pedestrian

low income people, characterised by high

and cyclist connections to the hinterland

levels of unemployment and deprivation.

are insufficient, unfriendly and dangerous – there have been a number of accidents in this regard. The fact that it is located at the edge of the borough of Tower Hamlets makes cohesion with its surroundings even more problematic.

Figure 2.1 Nearby sites

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The site’s inherent strengths and lack of identity

Opportunity for redevelopment

It is located south of the Olympic Park,

This site is currently being targeted for

surrounded to the east by the River Lea

regeneration with planning applications

and adjacent to the Three Mills historical

having been recently submitted, for the

site.

These elements give added value

most part by existing stakeholders. Many

to potential housing which is needed to

of these applications however have been

address the current shortage of housing in

rejected due to the amount of regulations

the area. However, as stated above, the site

and constraints placed on the site, which are

suffers from deindustrialisation, ineffective use of space and it lacks of clear and

Figure 2.2 Current state of site

regeneration

and

explored in the SWOT analysis.

coherent identity.

Figure 2.3 Lea River bank

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2.2 StrengthsWeaknessesOpportunitiesThreats

W

e believe Bow Crescent’s

regeneration will economically, socially and physically weave the site back into its context, and create a connection between the older lower income community and new middle-income residents. Bow Crescent provides us with the potential to establish a new destination hub of leisure, cultural, employment and commercial uses which will create a livelier, safer and more valuable environment. This in turn will generate value, provide employment opportunities and offer a better quality of life for all in the area.

Figure 2.4 SWOT Diagram

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03: PLANNING & POLICY CONTEXT 3.1 Land Ownership 3.2 Restrictions & Considerations 3.3 Policy Analysis 3.4 Community Consultation 3.5 Planning Applications


3.1 Land ownership T

he current ownership of Bow Crescent is fragmented. The Site is divided into

eight parcels (figure 3.1): Parcel

Location

Owner

Current Land Use

1

From the northern tip down to the northern Multiple landowners and tenants — however, from boundary of the Tesco car park and the northern side the Southern Housing Association and East Thames of Three Mill Lane. planning application, we know that Tower Hamlets Council is willing to help compulsorily purchase the land in order to consolidate the site.

General industrial, storage and distribution.

2

Tesco supermarket, its car parks and the land between Three Mill Lane and Imperial Street.

Tesco PLC.

Tesco and car parks

3

From the southern boundary of lower Tesco car park and Imperial Street down to the rail tracks that bisect the Site.

Owned by Trad Scaffolding Ltd (“Trad”). London Thames Gateway Development Corporation (“LTGDC”) is willing to compulsorily purchase this site on the proviso that an alternative site can be found for Trad.

Trad Scaffolding storage, offices and distribution. Partially disused.

4

The housing development to the south of the rail tracks, west of the River Lea, north of Twelvetrees Crescent and east of Maltings Close.

East Thames.

Housing.

5

The vacant parcel of land south of the rail tracks, to The London Development Agency (“LDA”). We are the west of Maltings Close, east of the A12 and north aware that the LDA was abolished as at 31 March 2012. of the circular Twelvetrees Crescent underpass. It is intended that all LDA assets will be transferred to the Greater London Authority (“GLA”).

Vacant.

6

Parcel surrounded by the A12 on the west and the circular Twelvetrees Crescent underpass on all other sides

London Borough of Tower Hamlets.

Car wash.

7

Parcel of land south of Twelvetrees Crescent, east of the A12, west and north of the River Lea and excluding parcel 8

London Borough of Tower Hamlets.

Vacant.

8

52 Twelvetrees Crescent is to the north east corner of David McCready. parcel 7.

 

Figure 3.1

Housing.

Figure 3.2 Parcel 1 – General industrial, storage and distribution. Parcel 2 – Tesco and car parks Parcel 3 - Trad Scaffolding storage, offices and distribution. Partially disused. Parcel 4 – Housing. Parcel 5 – Vacant Parcel 6 – Car wash Parcel 7 – Vacant Parcel 8 – House An above ground tube and mainline railway cuts across the site.

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3.2 Planning Restrictions & Considerations B

ow Crescent is covered on different

Main Policies The main policies and objectives highlighted

spatial levels by the following planning

invvv the above documents are:

guidance and policy documents:

• The London Plan; • Lower Lea Valley Opportunity Area Planning Framework;

• Leaside Area Action Plan; • Tower Hamlets Core Strategy; and • Development Control Plan.

Creating and sharing prosperity and

growth by the introduction of new business and retail centres.

• Creating a sustainable environment and

Sustainable Homes Level 4);

• Open public space: open space provided should also contain pocket parks for local use;

Retained industry: the industry should

also be intensified;

• Three Mills: open up access to the River

providing new sustainable and affordable

Lea and further to the historic Three Mills.

housing.

• Protecting areas particularly sensitive to change.

• Promote a safer and healthier way of living. • Enhance physical and social connectivity and cohesion.

The Bromley by Bow Masterplan and

Bromley by Bow Land Use and Design Brief suggests that development should be designed sensitively to respect the historic character of the area.

• Housing: should be of mixed tenure: there should be 65% private or intermediate

Detail

housing and 35% social housing. 25% of the

• Renewable energy technology: innovative

private and intermediate housing should

design approaches should be adopted for sustainability. i.e. maximising the use of

be 3 to 5 bedrooms. For social housing, the distribution should be as follows:

roof space for amenity and biodiversity Figure 3.3

and achieve comply with at least Code for

Size

1 bedroom

2 bedroom

3 bedroom

4 bedroom

5 bedroom

Percentage

20%

35%

30%

10%

5%

 

Figure 3.4

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3.3 Policy Analysis

Figure 3.5: Common policies between planning documents

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3.4 Community Consultation W

e conducted semi-structured inter-

views with residents of the communities within and around Bow Crescent. What they were concerned with included:

• Lack of open space and community facilities, such as play equipment etc.;

• Poor maintenance and vandalism of existing spaces, particularly the football kick about areas;

• High levels of anti-social behaviour concentrated in and around Stroudley Walk and the underpasses;

• Dislike and fear of using underpasses; • Lack of activities to engage young people;

• The need for larger houses; • That the A12 acted as a barrier; • Safety of crossings over the A12; and • The need for a new school.

Figure 3.6-3.10// sources: Tower Hamlets

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3.5 Planning Applications I

n addition, the new Stratford City

Westfield had quickly come to be seen as the area’s major retail and leisure attractor.

Site

Applicants

Overall vision

Bow Crescent North (parcel 1)

East Thames, Southern Housing Group

residential-led mixeduse development

• • •

790 residential units car dealership (6,401 sqm2) primary school

Tesco (parcels 2 and 3)

Tesco PLC

mixed-use development including new district centre

• • • • • • •

454 residential units Children’s centre and a primary school (3,043 sqm2) hotel (3,326 sqm2,19 storeys) new petrol filling station (2 storeys) supermarket (11,377 sqm2, 2 storeys) car parking (underground) Idea store (1,315 sqm2, 3 storeys)

Circular Twelvetrees Crescent (parcel 6)

Bow Village Limited

Hotel

• •

6,328 sqm2 8 storeys

Bow Lock (parcels 7 and 8)

Bouygues UK

New school buildings plus multi-use game areas and car parking.

Primary school (up to 4 storeys)

Current proposed planning applications All of the Site is under planning application except the developed housing area and the adjacent vacant space (shown as parcels 4 and 5 in figure 3.2). There are four planning applications for four parts of the Site respectively, as shown in figure 3.13.

Main interventions

 

Figure 3.11: Tesco proposal // Flickr

Figure 3.13 Figure 3.12: Hotel Proposal // Flickr

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Critique of the current planning applications

example easily have a green roof. It is also

A12 instead of trying to connect with this

oppressive and overbearing in size.

potential market. None of the applications

Even although insufficient housing

supply is one of the primary issues in Tower Hamlets, the Bow Crescent North application is proposing housing over 90% of the land. This would lead to the site being

attempt to connect across the A12 in Whilst we are aware that the

order to integrate physically, socially and

Olympic Park is adjacent to Bow Crescent,

economically with the rest of Bromley by

we have found no proof of a sustainable

Bow ward.

market for two hotels at Bow Crescent. All of these schemes have their own

and largely inconsiderate of each other.

encouraging anti-social behaviour.

merits if we evaluate them as developments

Even although the Bow Crescent North

without

no

application recognises the reciprocity its

development, especially a regenerative one,

residents will have with the Tesco town

takes place inside a vacuum. StrandEast

centre,

has commercial activity across a proposed

primary school. There are currently three

bridge connecting to Bow Crescent at the

primary schools and two hotels proposed

northern boundary of Tesco’s northern car

throughout Bow Crescent. This is financially

park. This connection is completely ignored

and functionally unrealistic.

to do this.

when it could encourage connectivity and

Bow runs contiguously and we believe it

footfall to our site. It may even intensify

should be treated as such to have a more

separation. The Tesco development turns

efficient use of space. Furthermore dead

its back on the river which is a major value

zones at edges can be avoided and the site

generator. It also turns its back towards the

as a whole will have a greater regenerative

rest of the Bromley by Bow ward across the

impact.

empty during the day and run the risk of

The Three Mills conservation area

requires that the open public space in Bow Crescent and the walkway along the River Lea should enhance Three Mills as a destination. We believe that the height and arrangement of the Tesco development fails

The Tesco development is not as

environmentally friendly as it could be nor as the regulation asks for. It could for

The four applications are disjointed

a

context.

However,

both

applications

propose

a

Bromley by

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04: REGENERATION PROPOSAL 4.1 Vision 4.2 Project Aims & Priorities 4.3 Regeneration Strategy

4.3.1 Employment & Economic Growth 4.3.1 Housing 4.3.1 Connectivity 4.3.1 Community and Social Cohesion


4.1 Vision

Figure 4.1 //(from left to right) Flickr, BYEP, London Attractions

The Bow Crescent Regeneration Project aims to achieve physical, social and economic integration and value generation through redistribution and implementation of new types of land use. This will result in the creation of a vibrant, diverse, cohesive, inclusive and self-sustaining community hub. 04 // REGENERATION PROPOSAL // BOW CRESCENT REGENERATION PROJECT

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4.2 Project Aims

“The Oxford Economics forecast of the Host Boroughs economy to 2030 identifies the potential that in the Host Boroughs it is highly likely that investment by the public and private sector over the next 20 years will not only confirm the Host Boroughs’ position as London’s and the UK’s major growth point, but also create in excess of 200,000 new jobs in addition to natural job growth. The challenge for the Mayor of London and the Host Boroughs is therefore to ensure not only that such economic growth is realised, but also that the residents of the Host Boroughs are able to take full advantage of the opportunities which such growth will create.

// Olympic Park Legacy Company, 2012

T

he Bow Crescent Partnership’s

(“BCP”) key project aims are to:

1. Develop a safe, inclusive and sustainable neighbourhood;

2. Enable residents with the opportunities to grow and obtain a healthier lifestyle

3. Obtain benefit, economic stability and economic growth.

future residents, as well as provide new to

To achieve the vision, it is important capitalise

on

current

investment

opportunities for employment. According to

the

Olympic

Legacy

Convergence

opportunities and achieve cooperation

Action Plan, residents of the Lower Lea

between the individual stakeholders that

Valley stand to have a large impact on the

currently have vested interests in the area’s

economic growth of the area and “break the

development. Therefore, a balance must

cycle of deprivation” if they are provided

be reached between each company’s

with the necessary skills, knowledge and

interests and the necessary interventions

opportunities for growth (Olympic Park

that will benefit and appeal to current and

Legacy Company, 2012).

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The city of Barcelona is an example

of a very successful post-Olympic legacy that continues to see beneficial impact of the seeds planted as part of their plan. According to David Bond from BBC, a large part of that success is the fact that the “Olympic effect” was spread out thanks to the fact that Olympic facilities were dispersed throughout the city (Bond, 2012). While this is not the case in London, some of this can be replicated through the creation of destinations at key points in the city that can capitalise on the “increased investment and global spotlight resulting from the Olympics” (Olympic Park Legacy Company, 2012). Armed with a rich balance of culture and diversity, the Lower Lea Valley poses a great opportunity to create such a destination and take advantage of the opportunity to bring together the surrounding communities. Figure 4.2 Aerial View of London’s Olympic Park // Olympic Park Legacy Company

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4.2 Priority Issues

Figure 4.3 London Poverty Map // Guardian.co.uk, Alasdair Rae

“Despite being some of the most vibrant, diverse and dynamic places in the capital, the six Host Boroughs are an area of significant deprivation, among the worst in England.”

D

evelopment on its own does

According to the Bromley by

not equal regeneration. Despite intense in-

Bow Land Use and Design Brief, new

terest by developers in the Bromley by Bow

development must focus on a “strategy

site, the biggest priority is to allow these in-

for site assembly” in order to achieve the

terests to have transformative power in the

successful delivery of mixed land use and

site beyond the physical realm. In order to

the provision of the necessary infrastructural

fight the severe deprivation and economic

and public use interventions. Although the

decline in the area, the right kind of em-

site has the potential to be consolidated into

ployment, preservation of industrial space,

three major portions, planning applications

creation of green and open spaces for

submitted since 2009 have failed “to respond

recreation, social cohesion, education and

to the design opportunities and constraints

self-improvement must take precedence

and create poor quality housing” (London

in the decision making process during the

Thames Gateway Development Corporation

regeneration of Bow Crescent.

and Tower Hamlets, 2009).

It is imperative to provide the

mechanism through which cooperation can be achieved between The London Borough of Tower Hamlets, East Thames Group, Southern Housing Group and Tesco PLC.

// David Bond, 2012

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Sustainability

Open Space

Cohesion

Additionally, this is an area currently

Finally, cohesion with the spirit and identity

populated boroughs, Tower Hamlets has

lacking significant spaces for recreation.

of surrounding context must be preserved

set a focus on environmental sustainability.

Bow Crescent’s inherent beauty presents

and enhanced, as well as minimise visual

Complementing the objectives set out in the

an opportunity to highlight the landscape

pollution.

Tower Hamlets Environmental Strategy, the

and provide access to the waterfront which

BCP aims to preserve the site’s biodiversity

is home to a diversity of flora and fauna,

and build an ecologically sustainable

currently hiding behind a hard facade of

environment around it. As all interventions

industrial and vacant spaces. The distinct

will be built from the ground up, this

advantage of its location on the Lea River

presents a great opportunity to make every

bank emphasises the need for this area to

building on site highly sustainable and

become a destination and a key point of

energy efficient, effectively reducing Bow

connection between communities.

As one of London’s most densely

Crescent’s

environmental

impact

and

providing significant benefits and savings for both future residents and managing entities. New incoming policies, such as London’s Green Deal, can be implemented to offset some of the additional costs incurred during installation of sustainable technologies, making it a more attractive site for the developers. Figure 4.4 // Flickr

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Design 1.

In order to preserve visual access, all

development south of the business sector at the north of the site must not exceed four stories in height;

2. All buildings must be high quality and distinctively designed within a materials palette

homologous

to

surrounding

developments, illustrated on the right (Figure 4.5);

3. All buildings must preserve at least 30% of the site footprint as green and open space, and avoid north facing facades or single aspect units;

4.

All built units must have access to

quality private or semi private amenity space, including rooftop gardens and reach minimum Building Research Establishment (BRE) standards for sunlight and daylight access; and

5.

All built elements must have an area to

accommodate recycling and waste disposal.

Figure 4.5 Materials Palette // Flickr

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4.3 Regeneration Strategy

T

he Bow Crescent Partnership’s

(“BCP”) key project aims are to:

1. Develop a safe, inclusive and sustainable neighbourhood;

2. Enable residents with the opportunities to grow and obtain a healthier lifestyle

3. Obtain benefit, economic stability and economic growth.

With a focus on integrating new

increase community vitality and cohesion.

The resulting master plan includes

interventions and development from three

Following is a breakdown of the

separate entities, coming together as the

Bow Crescent master plan according to the

BCP.

The reason behind using a single

different key points addressed by the BCP

master plan, encompassing the entire site, is

and the physical interventions related to

to provide a uniform and cohesive platform

them. The site will be referred to according

upon which the interested parties can see

to two separate areas: Bow Crescent North,

their objectives realised, to inject growth

which includes the area directly north of

and value throughout the site and to take

the railroad tracks, and Bow Crescent South,

the opportunity to complement the positive

which encompasses the area below the rail

assets of surrounding developments.

tracks.

development at Bow Crescent with its surroundings and to give this development

The Bow Crescent master plan

a regenerative effect by connecting existing

(Figure 4.7) includes housing, industrial and

and future communities, we are adopting

office spaces, a primary school, community

a comprehensive land use development

facilities, and retail areas centred around The

approach. This is to reflect aims outlined in

Hub, anchored by a Tesco supermarket. The

the Bromley by Bow Land Use and Design

Hub will act as a gateway and destination

Brief as well as the Leaside Area Action Plan

to foster community interaction and

and the London Borough of Tower Hamlets

connectivity with adjacent communities,

Local Development Framework.

inject new sources of employment in the area, propagate economic growth and

Figure 4.6 Housing inspiration // BIG

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Figure 4.7 Bow Crescent Masterplan

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Housing: Live in Bow Crescent

With a continuously increasing

socio-economic mix that can strike a balance

population, there is need for new housing in

and provide much needed inward economic

a wide range of sizes and affordability. This

flow (Olympic Park Legacy Company, 2012).

is a priority that has been voiced by not only each of the boroughs, but by the Mayor of London himself. It is supported through The London Plan (GLA) 2011, The Tower Hamlets Housing Strategy 2009-2012, and the 2010 Adopted Core Strategy, which identifies that not only is there a shortage of 2,700 affordable homes per year, but also “current rates of over-occupation (over-crowding) are at 16.4%, which is much higher than the national average of 2.7% of all units�.

As

East

London

becomes

increasingly popular, particularly among younger residents, its demographic makeup is gradually changing. Although there is a particular need for family sized homes and high quality residences that are available and accessible to local residents in Tower Hamlets, it is also fundamental to achieve a

Figure 4.8 Housing Plan

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Mixed Use Development In order to develop a successful place, it is not enough to simply build new housing. When employed as part of a mixed-use scheme, there can be substantial benefits not only for the residents but also for potential shop and business owners, as a stream of new residents provides the necessary critical mass to bring the neighbourhood to life, support the local economy and create new jobs.

Figure 4.9 Mixed use development inspiration // Squire & Partners

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Residential Housing

the affordable homes. In total, 809 market

Housing in Bow Crescent will be built by

and intermediate value units (65%) and 435

three development companies: East Thames

affordable units (35%) will be built on site.

Group, Southern Housing Group and Tesco

These will be a mix of one, two, three, four

PLC, with Southern Housing Group acting

and five bedroom units, as shown on table

as the Registered Social Landlord (RSL) for

4.1.

Table 4.1 Distribution of residential units by developer

Residential Housing Tesco PLC (Market, Intermediate)

East Thames Group (Market, intermediate)

Southern Housing Group (Affordable)

Total: 1244 units

1 bedroom

125

222

61

408

2 bedroom

114

202

156

472

3 bedroom 4 bedroom

47 6

83 10

131 52

261 68

5 bedroom

0

0

35

35

 

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Student Housing

addition to nearby universities that could

To maximise space flexibility and mitigate

Although original planning applications

benefit from the availability of new student

any risks incurred by fluctuations in market

advocated constructing new hotels, nowhere

housing in the area, there is evidence of

demand, the student housing will be built

is it clear that this would be financially viable

interest by universities such as University

in a flat-sharing scheme that can be easily

after the Olympics, especially considering

College London to relocate to East London.

converted to conventional housing or long-

the amount of hotels being built in the

Tesco PLC will develop and act as landlord

term rental properties. The student housing

area already for this purpose. The counter

for the student housing on the northern

will include: 30 studio flats, 70 two-bedroom

proposal by the BCP is to introduce 200

side of the rail tracks with the southern side

flats, 66 three-bedroom flats, 30 four-

new units of student housing on the site. In

student housing being put up for tender.

bedroom flats and 4 five-bedroom flats.

Figure 4.10 Student housing inspiration // (from left to right) Zhang Lei Architect, Dick van Gameren architecten, Zhang Lei Architect

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Connectivity: Get To Bow Crescent

I

n order to address connectivity

issues of the site in relation with surrounding developments and the rest of the Tower Hamlets community, several infrastructural improvements are necessary, shown in Figure 4.11.

Figure 4.11 Connectivity issues in Bow Crescent

Figure 4.12 Connectivity Plan

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Underground Connections Improvements

include:

Above Ground Connections relocation

and

Above ground connections (Figure 4.14)

expansion of the underground tunnel

include a new crossing above the railroad

(Figure 4.13) from Bromley by Bow station

tracks, connecting Bow Crescent North

to the southern part of Bow Crescent

and Bow Crescent South.

North, adjacent to the rail tracks. Also, the

located from the student housing in Bow

underground connection at Imperial Lane

Crescent South and the Tesco superstore

will be refurbished to provide accessible

in Bow Crescent North, ensuring further

connections between Bow Crescent Hub

safety by enabling foot traffic between

and the community on the other side of the

two highly active nodes. Additionally, the

A12.

street-level crossing at the junction of the

This will be

A12 and A11 will be improved, including new traffic signals and wider pedestrian crossings. Upon further evaluation, there is an opportunity to cover part of the tunnel below the A11 and create an urban green space to further enhance pedestrian safety and visual improvement of the zone.

Figure 4.13 Undeground connections inspiration // Flickr

Figure 4.14 Current crossing

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Access & Parking

vehicular access will be through Twelvetrees

for pedestrian and bicycle access will be

In order to take efficiently advantage of

Crescent and a new road bisecting Bow

introduced throughout the site, providing

the site’s area, all vehicular access at Bow

Crescent South to support the industrial

connections to the underground and above

Crescent North will be pushed westward.

spaces. By limiting vehicular access into

ground links to adjacent areas, as well as the

A mixed-use parking structure consisting

Bow Crescent, the areas of the site that

bridges leading to the StrandEast and Three

of 737 parking spaces and 20 EV charging

focus on residential and recreational use

Mills.

points will act as a buffer from the noisy

can be brought back to a human scale. A

A12 (Figure 4.15). At Bow Crescent South,

network of attractive and convenient paths

Figure 4.15 Parking and Pathways Scheme

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Employment & Economic Growth: Work in Bow Crescent

A

employment generating uses within the LCS

focuses on the creation of permanent

area” (Olympic Park Legacy Company, 2012).

jobs that will be compatible with the

out by the Greater London Authority,

Most of the new jobs created in the area

qualifications of the local people, as well as

there is a high rate of unemployment

will either address newcomers living in the

jobs for the new communities. Additionally,

in Tower Hamlets (more than two times

new development schemes or be short term

it emphasises on the preservation of the

the equivalent London rate), while

and unsustainable.Therefore, the proposal

existing industrial businesses.

ccording to recent census data carried

there has been a significant increase of unemployment in the Bromley by Bow ward during the last years. “It’s necessary to provide the vehicle through which sustainable employment and inward investment can be procured as well as fostering partnerships between employers and residents to enable economic growth and social mobility for local residents.” (Olympic Park Legacy Company, 2012).

The Olympic legacy will not be

able to mitigate significantly the problem. “Although the Legacy Communities Scheme (LCS) will itself provide for around 4,400 new jobs, the economic model prepared for the Strategic Regeneration Framework for the Host Boroughs does not rely upon any large

Figure 4.16 Employment & Economic Growth Plan

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Industry

TESCO

24 hours and there will also be an online As TESCO is an important actor for

department. The basic products and the

south part of the site, the existing jobs can

the implementation of the project, it will be

food department will be on the ground

be preserved, the relocation costs will be

located near the tube station’s exit in order

floor, while furniture, electronics, clothes,

reduced and there will be more efficient use

to become part of the people’s (residents,

devices, etch will be sold on the first floor

of space. At the same time, the south part

commuters and visitors) everyday routes. In

(at affordable prices in order to address the

faces the industrial area located to the south

this way, it will benefit the local communities

needs of the students living next to Tesco).

of Bow Crescent, so they can share the same

and increase Tesco’s total revenue. The new

In this way Tesco will become a substantial

supply corridor. Since there is demand for

Tesco store is going to be larger (11.600sm)

employment centre for the neighbourhood

a car dealership, this will be situated at the

and will be organized in two storeys so that

and will be able to serve the increased

part facing the A12, which is easily visible

more space is saved. Part of it will be open

amount of customers.

By relocating the industry on the

and accessible by car.

Figure 4.17 Two-storey Tesco // Flickr

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Business

Retail

New office buildings will be situated

Advertisement For the main part of the site we are

The car parking building, whilst

in the northern part of the site, close to the

proposing a mixed use plan: the central areas

providing the main parking spaces for the

Bow Interchange. There is a need for new

will include housing on the higher levels

site will be covered in advertising banner

offices and since land prices and rents are

while the ground floor will be mostly stores,

space, designed to be visible from the road.

lower than in financial areas such as Canary

restaurants, leisure and community centres

Advertising gives an opportunity to animate

Wharf, these business spaces will be highly

(the Idea store, gymnasium, activities and

the surface and to introduce an additional

competitive.

This will be supported by

sports centre, primary school). Local people

source of revenue.

the supply of new housing and the good

will have the qualifications to apply for

existing transport connections.

most of these provided jobs. Some of the small businesses such as the restaurants and stores by the river will employ people from different backgrounds and ethnicities, giving the place a multicultural feel. The financial sustainability of these businesses will be achieved by their interdependence with the offices, industries and houses we are proposing for the site.

Figure 4.18 Bow Crescent presents many growth opportunities // Flickr

Figure 4.19 Potential revenue for the site

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Community and Social Cohesion: Enjoy Bow Crescent

D

ue to the inequalities of income be-

tween the more deprived areas and the new development schemes and diversity of ethnicities, one important aim is the achievement of social cohesion. The proposed plan must include facilities for the residents of Bow Crescent, while benefiting the communities living across the A12.

It is necessary to create poles

of attraction that will generate not only economic but also social value, will reflect existing needs and interests and bring together people from different backgrounds. It is for this reason that the proposal includes the creation of a Hub, a space for interaction and social integration that includes facilities that benefit the wider community such as: an Idea Store, a Primary school and an activity centre. The experience of visiting the hub will be enhanced through the creation of a riverwalk, a space that will enable local residents to enjoy the waterfront.

Figure 4.20 Community and Social Cohesion Spatial Plan

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Riverwalk and Open Space

A network of public green spaces

will encourage cycling and walking through the site, whilst complementing the natural assets and historical heritage. A riverwalk, as imposed by the Leaside Area Action Plan, will be part of this network and will act as the connecting corridor between the north and south part of the site. Taking into account the yards of residential units, the total amount of open spaces covers 50% of the site’s land. These spaces will be evenly distributed throughout the whole plot and will be “surveyed” by the surrounding houses and stores. Instead of a concentrated green area connected to the rest of the project by less vital pathways and streets, the even distribution of safe meeting points will provide safety, vitality and make the routes within the site more interesting and inviting.

Figure 4.21-22 Inspiration: Open space // Flickr

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The Hub

for locals and visitors from other parts of

and their construction will be part of Tesco’s

The Hub is located in a central part of the

London and to create a 24 hour vital place

development plan. The activity centre will

riverside, at the junction of three canals,

that everyone will have a reason to visit.

consist of a gym and a sports centre, located

facing the community and leisure facilities

An Idea store, an activity centre and a

by the river and under the railways. It will

of the opposite StrandEast regeneration

primary school will be included in the master

address the demand for “more activities for

project and the listed site of Three Mills. The

plan. According to the Lower Lea Valley

young people” that was expressed during

location is designated a conservation green

Opportunity Area Planning Framework,

the community consultation, while it will

area according to the Bromley By Bow Land

there is need both for a primary school and

also address the needs of student housing

Use and Design Brief (April 2009) and Three

an Idea store in this part of the borough

residents.

Mills Conservation Area. Therefore we are duty bound propose a riverside open space, framed by a mixed use front, including local restaurants, a bar and a pub. These types of uses, as well as local shops, will be found across the central Bow Crescent Street that will connect the Hub with the tube station and the improved A12 pedestrian connection. In this way, a more effective and safer transaction will be achieved between the main connection points and meeting points of the project. The main aim is to transform the place into a destination Figure 4.23 Inspiration: San Antonio Riverwalk // Flickr

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05: IMPLEMENTATION & DELIVERY 5.1 Delivery Mechanisms 5.2 Phasing 5.3 Funding Arrangements 5.4 Financial Details 5.5 Evaluation 5.6 Exit Strategy


5.1 Delivery Mechanisms ACTOR

TASKS

General Bow Crescent Partnership (BCP) The BCP will be the first organisation to be established - at the onset of the project. Bow Crescent Management Company (BCMC) The second body to be created (at the end of the first year)

Bow Crescent Community Workshop (BCCW) The third organisation to be created at the end of the second year. It will be constituted by representatives from BCP and BCMC. Funded the first 3.5 years by BCMC and by the BID after that.

Figure 5.1  

• • • • • •

Brings all the private developers together (Tesco PLC, Southern Housing Group, East Thames and LBTH); Applies for planning permission; Designs a holistic and comprehensive master plan; Organises the compulsory purchase and consolidation of land; Manages the funding for the construction of retail, offices, industries and housing; Ensures the master plan gets delivered.

• • •

Allocates all the money between the actors; Manages tenant selection; Coordinates and reallocates the cross-subsidisation of pre-sales and pre-letting income for: • Affordable housing managed by Southern Housing Group; • The Business Start-Up Loan Scheme to attract small scale businesses and retail, according to the needs of the community; • Creation of the Business Improvement District (“BID”) (to be created at the end of the fifth year. Membership will be compulsory for the first ten years and optional by election every five years subsequent. Businesses adjacent to the Site will be able to apply to join the BID at anytime) which will: • maintain the site supplemental to the Local Authority’s role of rubbish collection, street cleaning, pest control, etc. and tasks carried out by the service charge to building freeholders, such as building maintenance, repairs, building CCTV, communal area landscaping, etc.); • manage general improvements; • provide security; and • construction and maintenance of pedestrian and streetscape enhancements. o Includes representatives from BCMC and BCP; • runs community consultations; • manages events; • runs programs for local small scale businesses; • runs educational programmes for locals; • run local recruitment schemes and helps with local job placement; • markets the site; • plans events in the Hub; • works on behalf of community interests in relation to adjoining developments; and • carries out social evaluation.

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TASK

ACTOR

Employment and economic growth specific tasks Move small scale existing industries to the south of the site.

LBTH BCP

Relocate Tesco

Tesco PLC

Modernize the tube station

TfL LBTH

Build new offices and parking places

BCP

Build car dealership

BCP

Build the Hub

BCP

Bring small scale retail, restaurants and local businesses to the site

BCMC

Connectivity, Community and Social Cohesion   Designing an open spaces, green zones and the waterfront

BCP LBTH

Building a Primary School

BCP LBTH

Building an Ideas Store and Gym

BCP LBTH

Laying the cycling tracks and new pedestrian routs

BCP

Figure 5.3: Bow Crescent Management Company

LBTH

Figure 5.4: Bow Crescent Partnership

RESIDENTIAL PROGRAMMES   Market Value Housing

BCP

Affordable Housing

BCP Southern Housing Group

Student Housing

BCP Tesco PLC

 

Figure 5.2

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5.2 Phasing T

he duration of implementation will be approximately 7 years. Before the development an application for outline planning permission

is submitted. It is divided into three phases. Each phase is preceded by community consultations and the submission of applications for detailed planning permission.

Figure 5.5: Phasing

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pedestrian tunnel renovations commence

and make the area more lively.

years. It begins with the creation of the

immediately

The

BCMC and pre-sales of market value

connectivity to the site. Tesco will therefore

a half years and starts with the creation of

housing to generate the financial resources

see immediate benefit.

The building of

the BID, the building of the offices and the

for affordable housing and other future

market value and affordable housing is

Idea store. New working space will bring

development.

The industry which is

preceded by the same mechanism of pre-

people to the area during the day. On the

currently chaotically spread through the

lets and pre-sales as in phase one. Tesco will

proviso that the Bromley by Bow South

site will be moved to parcels 7 and 8 at

begin and complete the student housing

student housing block and overbridge

the southern end of our site, once the new

in Bromley by Bow North and tenders

have been successfully tendered, they will

location has been prepared. Tesco will also

are sought for the Bromley by Bow South

be completed during this phase. Once all

re-locate during the second year of this

student housing. Development of public

of the developments and relocations have

phase, maintaining footfall and the existing

space will happen alongside development

taken place work will begin on the town

customer base. Towards the end of this

of the built environment.

By the third

centre and Hub. Leaving them last will give

phase, the old industrial and Tesco sites

year Bow Crescent Community Workshop

them the greatest chance of success and

will be demolished and after it is prepared,

is on the site to run the consultations,

place-making through use.

some housing will be built. At the end of

programmes for locals and to manage the

the demolition, the car parking building will

events. During the fifth year primary school,

the three phases are evaluated by the

begin to take shape.

northern block of student houses and mini

BID against the goals of physical, social

The second phase lasts for the next

hubs are being built within the new housing

and economic integration.

two and a half years. Construction of the car

blocks that will bring the identity to all of the

respond to unforeseen needs and safety

parking building continues until completed

blocks and allow small local businesses to

and environmental concerns, and enhance

six months in.

develop. Student housing will diversify the

commercial

age, ethnic and cultural mix of the residents

management and marketing.

The

first phase

lasts for two and a half

The tube station and

afterwards

enhancing

third phase

lasts for one and

Over the following three years,

success

The BID can

through

event

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5.3 Funding Arrangements F

unding for this project comes from:

• Earned income generated through sales and rents of housing, retail and industry units

The Bow Crescent Partnership’s role to

a cross-funding scheme from the earned

coordinate the construction and delivery

income generated in each phase, as well

of the Bow Crescent Masterplan requires

as unearned income in the shape of grants,

assurances to developers that investment

loans and Section 106 agreements.

in the Bow Crescent Regeneration Project is financially viable. In turn, once investment

Unearned income generated through

Income Generating: Housing and Retail

is procured, the BCP can ensure that the

The estimated earned income for residential

public funding, grants, S106, among others.

infrastructural and community aspects

units is calculated based on the number

Financial details describing earned income

of the project, which do not generate

of units sold, rented, or acquired through

figures can be found in the next section.

large monetised benefits, are successfully

shared ownership schemes. All retail units

delivered. As outlined in the previous

generate income through rental revenue.

section, funding for the project results from

PROPERTY TYPE HOUSING TOTAL COMMERCIAL TOTAL TOTALS

 Figure 5.6

TOTAL SQ METERS

TOTAL CONSTRUCTION COST

1343

92,904

-£121,004,466.73

£150,643,424.00

£202,336,867.66

£259,410,606.46

5

59,097

-£47,273,731.37

£14,375,000.00

£74,808,077.30

£157,402,239.37

237,351

-£168,278,198.10

£165,018,424.00

£277,144,944.96

£416,812,845.83

# UNITS

NET INCOME (YEAR 1)

NET INCOME (YEAR 5)

NET INCOME (YEAR 10)

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PROPERTY TYPE

# UNITS

TOTAL SQ METERS

TOTAL CONSTRUCTION COST

COMMUNITY TOTAL

4

37,350

-£12,750,000.00

INFRASTRUCTURE TOTAL

4

48,000

-£2,050,000.00

85,350

-£14,800,000.00

TOTALS

POSSIBLE FUNDING

£15,052,000.00

Figure 5.7  

Non Income Generating Community and Infrastructure

12 funding streams for which part of our

S106 agreements, loans and budget until

interventions is eligible. Based on the

construction is completed. This data may

A wide range of national, regional

estimated income from each intervention,

fluctuate due to negotiation outcome and

and local funding schemes have been set

the total income from public bodies

changes of public financial conditions.

up to support activities related to transport,

reaches £15,052,000.00, including one-

community and infrastructure. We identify

off grants and long term income from tax,

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5.4 Financial Details F

ollowing is a break-down of the

construction costs based on total built area,

practice (framing, internal and external walls, roofing, finishes, etc)

as well as the estimated earned income for each element. These costs are estimated

The costs exclude:

according to cost models for central London

• Professional fees (for example, Architects’

in 2011 (Building Magazine).

fees), which would incur an approximate premium of 6% of total construction costs.

Costs take into account the following factors:

Site preparation, including demolition,

site pollution treatment and substructure.

Built elements, including extra costs

incurred by sustainable materials and

• External works and infrastructure (unless stated)

• Furniture, fittings and equipment • Other unexpected contingencies • VAT

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Figure 5.8 AFFORDABLE HOUSING TYPE AFFORDABLE SALE RENT SHARED OWNERSHIP  

I BED 61 17 20% 63 18% 0

2 BED 157 24 28% 139 40% 0

3 BED 131 35 40% 104 30% 0

4 BED 52 10 12% 35 10% 0

COSTS PROPERTY TYPE

SQ METERS

# UNITS

% PER TYPE

5 BED 35 0 0% 7 2% 0

435   87

35% 20%

348

80%

0

0%

ESTIMATED EARNED INCOME TOTAL SQ METERS

COST/M2 (1)

TOTAL CONSTRUCTION COST

NET INCOME (YEAR 1)

NET INCOME (YEAR 5)

NET INCOME (YEAR 10)

1 BED

44

80

18%

3,525

£950.00

£3,348,748.48

£1,637,104.00

£3,248,931.29

£5,028,518.86

2 BED

62

164

38%

10,150

£950.00

£9,642,542.56

£3,413,536.00

£8,051,074.17

£13,171,291.04

3 BED

82

139

32%

11,425

£950.00

£10,853,651.20

£6,966,400.00

£10,642,497.33

£14,701,205.83

4 BED

100

45

10%

4,528

£950.00

£4,301,752.00

£2,716,896.00

£4,036,520.68

£5,493,492.96

5 BED

120

7

2%

836

£950.00

£794,169.60

£-

£282,776.72

£594,985.06

3046.40672

1

10%

3,046

£712.50

£2,170,564.79

£14,733,936.00

£26,261,800.20

£38,989,493.76

COMMON SPACES

% SOCIAL VS MARKET AFFORDABLE TOTAL

 

435

32%

33,510

-£31,111,428.63

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Figure 5.9 MARKET VALUE HOUSING TYPE MARKET SALE RENT SHARED OWNERSHIP

I BED 348 222 55% 100 41% 37 23%

 

3 BED 129 57 14% 12 5% 65 40%

4 BED 16 4 1% 5 2% 3 2%

COSTS PROPERTY TYPE

SQ METERS

# UNITS

% PER TYPE

5 BED 0 0 0% 0 0% 0 0%

  809 405

65% 50%

243

30%

162

20%

ESTIMATED EARNED INCOME TOTAL SQ METERS

COST/M2 (1)

TOTAL CONSTRUCTION COST

NET INCOME (YEAR 1)

NET INCOME (YEAR 5)

NET INCOME (YEAR 10)

1 BED

44

359

44%

15,797

£1,558.96

£24,626,594.29

£55,421,444.00

£64,047,143.81

£73,570,613.39

2 BED

62

304

38%

18,850

£1,558.96

£29,386,525.71

£47,869,120.00

£63,332,798.48

£80,405,949.04

3 BED

82

133

17%

10,940

£1,558.96

£17,055,580.51

£30,241,640.00

£35,657,319.11

£41,636,666.44

4 BED

100

12

2%

1,213

£1,558.96

£1,890,862.58

£2,377,284.00

£3,252,545.27

£4,218,904.44

5 BED

120

0

0%

-

£1,558.96

£-

£-

£-

£-

4680.01508

1

10%

4,680

£1,169.22

£5,471,967.23

809

60%

51,480

£135,909,488.00

£166,289,806.67

£199,832,133.31

COMMON SPACES MARKET TOTAL

 

2 BED 315 121 30% 126 52% 57 35%

-£78,431,530.32

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Figure 5.10 STUDENT HOUSING TYPE STUDENT RENT

I BED 15 15 15%

 

2 BED 35 35 35%

3 BED 33 33 33%

4 BED 152 15 15%

COSTS PROPERTY TYPE

SQ METERS

# UNITS

% PER TYPE

5 BED 2 2 2%

  100 100

100% 100%

ESTIMATED EARNED INCOME TOTAL SQ METERS

COST/M2 (1)

TOTAL CONSTRUCTION COST

NET INCOME (YEAR 1)

NET INCOME (YEAR 5)

NET INCOME (YEAR 10)

1 BED

44

15

15%

660

£1,482.05

£978,153.00

£-

£730,647.24

£1,537,340.83

2 BED

62

35

35%

2,170

£1,482.05

£3,216,048.50

£-

£2,651,978.87

£5,579,977.82

3 BED

82

32

32%

2,624

£1,482.05

£3,888,899.20

£-

£3,750,655.82

£7,891,682.92

4 BED

100

15

15%

1,500

£1,482.05

£2,223,075.00

£-

£2,273,124.74

£4,782,838.13

5 BED

120

2

2%

240

£1,482.05

£355,692.00

£-

£378,854.12

£797,139.69

719.4

1

10%

719

£1,111.54

£799,640.08

£-

£9,785,260.79

£20,588,979.39

common spaces

% SOCIAL VS MARKET STUDENT TOTAL

 

99

7%

7,913

-£11,461,507.78

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Figure 5.11 RETAIL & COMMERCIAL

COSTS PROPERTY TYPE

# UNITS

% PER TYPE

TOTAL SQ METERS

COST/M2 (1)

TOTAL CONSTRUCTION COST

NET INCOME (YEAR 1)

NET INCOME (YEAR 5)

NET INCOME (YEAR 10)

SMALL RETAIL

9500

1

20%

9,500

£639.31

£6,073,445.00

£2,375,000.00

£12,359,595.38

£26,005,587.37

LARGE RETAIL

10500

1

20%

10,500

£639.31

£6,712,755.00

£2,625,000.00

£13,660,605.42

£28,743,017.62

BUSINESS

9500

1

20%

9,500

£1,050.00

£9,975,000.00

£2,375,000.00

£12,359,595.38

£26,005,587.37

INDUSTRY

18000

1

20%

18,000

£828.21

£14,907,780.00

£4,500,000.00

£23,418,180.72

£49,273,744.50

TESCO

11597

1

20%

11,597

£828.21

£9,604,751.37

£2,500,000.00

£13,010,100.40

£27,374,302.50

24

737

14740%

17,688

£366.00

£6,473,808.00

£375,000.00

£1,951,515.06

£4,106,145.37

5

100%

59,097

-£47,273,731.37

£14,375,000.00

£74,808,077.30

£157,402,239.37

PARKING COMMERCIAL TOTAL

 

SQ METERS

ESTIMATED EARNED INCOME

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COMMUNITY AND RECREATION

Figure 5.12 COMMUNITY & RECREATION COMMUNITY AND RECREATION COMMUNITY AND RECREATION COMMUNITY AND RECREATION COMMUNITY AND RECREATION COMMUNITY AND RECREATION COMMUNITY AND RECREATION

SQ METERS

# UNITS

% PER TYPE

TOTAL SQ METERS

COST/M2 (1)

TOTAL CONSTRUCTION COST

3000

1

25%

3,000

£1,400.00

£4,200,000.00

1350

1

25%

1,350

£3,000.00

£4,050,000.00

3000

1

25%

3,000

£1,000.00

£3,000,000.00

30000

1

25%

30,000

£50.00

£1,500,000.00

37350

4

100%

37,350

£12,750,000.00

 

Figure 5.13 INFRASTRUCTURE AND OPEN SPACE PROPERTY TYPE

 

COSTS SQ METERS

% PER TYPE

# UNITS

TOTAL SQ METERS

COST/M2 (1)

TOTAL CONSTRUCTION COST

PARKS

5000

1

25%

5,000

£30.00

£150,000.00

TUBE

3000

1

25%

3,000

£100.00

£300,000.00

PAVING

10000

1

25%

10,000

£100.00

£1,000,000.00

UTILITIES

30000

1

25%

30,000

£20.00

£600,000.00

INFRASTRUCTURE TOTAL

48000

4

100%

48,000

-£2,050,000.00

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5.5 Evaluation Implementations Community consultation phase 1-2

Stakeholders consultation and collaboration

Housing phase 1-2 +Students housing ph.1-2

Monitoring Actors Borough of Tower Hamlets+ Bow Crescent Community Workshop (BCCW) Bow Crescent Partnership (BCP)

Industry relocation

BCP+ Bow Crescent Management company (BCMC) BCMC

Infrastructure (Tube+ new connections)

BCP+ Borough of TH

Tesco relocation

BCMC+ BCP

Community infrastructure (Idea store, gym, primary school)

BCCW+ Borough of TH

Commercial units and offices

BCP+BCMC

Hub

BCP+ BCMC+BCCW

Figure 5.14

Criteria Social integration Meeting of new needs Representation of all the community groups Financial sustainability Representation of the main stakeholders and cooperation between them Environmental concerns Safety Meeting of new needs Financial sustainability Environmental concerns Connectivity Connectivity Safety Environmental concerns Connectivity Meeting of new needs Commercial success Social integration Meeting of new needs Commercial success Decrease of unemployment Commercial success Safety Popularity

Time Schedule After phase 1+ after year 7

After each phase(1,2,3)+ after year 7

After the end of each selling phase+ final evaluation after year 7 After phase 1+ after year 7 After year 7 After year 7 After year7(primary school) and after year 10 (gym+ idea store) After first selling and renting period and every year After year 10

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5.6 Exit Strategy T

here are four organisations which help

The success of Bow Crescent will depend

implement and perpetuate Bow Crescent:

on the good and close working relation-

Bow Crescent Partnership;

ships between the existing three organisa-

Bow Crescent Management Com-

tions. This is probable due to the fact that businesses and residents will often have

pany; •

Bow Crescent Business Improve-

multiple memberships and a common

ment District; and

cause, and because the BCMC is the parent

organisation to the BID and is represented

Bow Crescent Community Work-

shop.

on the BCCW.

Each organisations remit is set out above

These organisations have also been de-

under Delivery, Governance and Imple-

signed to be adaptive: businesses outside

mentation. At the conclusion of the third

Bow Crescent can join the BID; after the first

and final phase, the master plan will have

ten years the BID can be dissolved; if the

been implemented. Therefore the BCP will

BID is dissolved, parts of its remit can be

dissolve itself. The partnership between

reallocated to the BCMC.

the stakeholders (private developers and LBTH) will continue in the BID, which will

We believe that the exit strategy leaves Bow

compulsorily exist for a further seven years.

Crescent in good stead for success.

Any residual profit or debt will be passed on down to the BCMC.

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06: CONCLUSION


Bow Crescent: A Place for Everyone

“We are setting ambitious targets for local benefits because we believe that they can be delivered and that only by improving the lives of all our surrounding communities will we deliver a truly sustainable and exemplary scheme. It offers a unique opportunity to those developers who can rise to the challenge to come forward with innovative uses, groundbreaking concepts and the highest standards of design and sustainability. We will not accept second best.�

// Olympic Park Legacy Company, 2012

T

hrough the Bow Crescent

and ethnicities, decrease in unemployment rates leading to lesser disparity in equality

Regeneration Project, we intend to utilise

and economic growth, and an overall

the momentum provided by the Olympic

increase in sense of safety and well-being

Legacy Plan to foster growth and integrate

through the provision of places for public

the various communities that exist in the

gathering and recreation. Moreover, the

contextual vicinity of Bow Crescent.

comprehensive land use approach will

Although the regeneration project

enable costs to be distributed among the

has each developer’s interests at the

different participating actors and facilitate

forefront and the monetisation of the built

the delivery of the necessary infrastructural

elements, both for private and public use,

improvements and community facilities.

the unmonetised benefits that are provided

by the integration of the hub as a destination

Partnership envisions Bow Crescent as

point and source of employment far surpass

a place where people from different

those that would have been achieved with

backgrounds and interests can be proud of

a piecemeal approach to development.

and enjoy. The following images illustrate

These unmonetised benefits include social

that Bow Crescent is, indeed, a place for

integration across varying income levels

everyone.

Most importantly, the Bow Crescent

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Bow Crescent: A Place for Everyone

06 // CONCLUSION // BOW CRESCENT REGENERATION PROJECT

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Bow Crescent: A Place for Everyone

06 // CONCLUSION // BOW CRESCENT REGENERATION PROJECT

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Bow Crescent: A Place for Everyone

06 // CONCLUSION // BOW CRESCENT REGENERATION PROJECT

63


07: REFERENCE & LINKS


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Mayhew, L. & Harper, G., 2010. Counting the population of Tower Hamlets: A London borough in transition. London: Neighbourhood Knowledge Management. Mayor of London, 2011.The London plan. [pdf ] London: Greater London Authority. Available at: <http://www.london.gov.uk/priorities/ planning/londonplan>[Accessed 19 April 2012]. Mayor of London, 2007. Lower Lea Valley Opportunity Area Planning Framework. [pdf ] London: Greater London Authority and London Development Agency. Available at: <http://legacy.london.gov.uk/mayor/planning/docs/lowerleavalley-pt1.pdf>[Accessed 19 April 2012]. Pickett, K. & Wilkinson, R., 2010. The Spirit Level: Why Equality is Better for Everyone. London: Penguin Books. Nathaniel Lichfield and Partners, 2011. Planning and Impact Assessment for Proposed Bow School. [pdf ] Available at: <http://planreg. towerhamlets.gov.uk/WAM/showCaseFile.do;jsessionid=A448A3C3EC9AA4C542F039805FBE9A91?action=show&appType=Planning&appN umber=PA/11/02764>[Accessed 19 April 2012]. Olympic Park Legacy Company, 2012. Legacy Communities Scheme: Vision and Convergence Statement. [pdf ] Available at: < http://www.london. gov.uk/moderngov/mgConvert2PDF.aspx?ID=8677>[Accessed 12 April 2012]. Rogers, Simon, 2012. Deprivation and poverty in London: get the data. [online] Available at: < http://www.guardian.co.uk/uk/datablog/2012/ apr/12/deprivation-poverty-london#_>[Accessed 13 April 2012]. RPS Group, 2011. Planning Report for Twelvetrees Crescent, Bromley by Bow. [pdf ] Available at: <http://planreg.towerhamlets.gov.uk/WAM/ showCaseFile.do;jsessionid=C16BE6B41A83C9B85A83C87BB8E9BA44?action=show&appType=Planning&appNumber=PA/11/00485>[Acces sed 19 April 2012]. Strategic Planning Team, 2010. Core Strategy - Development Plan Document 2025. London: Tower Hamlets LDF. Supporting Healthier Lifestyles Strategic Regeneration Framework Steering Group, 2011. Healthy Urban Planning in Practice for the Olympic Legacy Masterplan Framework. [pdf ] London: Hackney Council. Available at: < http://www.hackney.gov.uk/Assets/Documents/Healthy_ Urban_Planning_for_the_Olympic_Legacy_Masterplan_Framework_-_full_report_FINAL.pdf> [Accessed 8 April 2012]. Tower Hamlets LDF, 2009. Statement of Community Involvement. London: Tower Hamlets LDF.

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Tower Hamlets, 2007. Leaside Area Action Plan. [pdf ] London: Tower Hamlets. Available at: <http://www.towerhamlets.gov.uk/lgsl/451500/494_current_planning_policy/interim_planning_guidance.aspx>[Accessed 19 April 2012]. Tower Hamlets, 2007. Tower Hamlets Core Strategy and Development Control Plan. [pdf ] London: Tower Hamlets. Available at: <http://www. towerhamlets.gov.uk/lgsl/451-500/494_current_planning_policy/interim_planning_guidance.aspx>[Accessed 19 April 2012]. Tower Hamlets, 2011. Indices of Deprivation 2010. [pdf ] London: Corporate Research Unit. Available at: <https://docs.google.com/viewer?a=v&q =cache:mnwWqcX1M3UJ:www.towerhamlets.gov.uk/idoc.ashx?docid%3D7d09b443-cc9a-4913-bb2b-b0a88c654f49%26version%3D-1+To wer+Hamlets+Indices+of+Deprivation+2010+research+briefing&hl=en&gl=uk&pid=bl&srcid=ADGEESh_CzoZgZlhe3xXuUcKSaH3mAeEG_ fNIHM5eUCmVFPGf5eU6UN57AUweoIlBYGxoxrckveDTT9yL4_rI7zo1TqylrKP6NlP4UHTTC-ietKtZYvqW2bSc9h5hZ2tviBsnvgSqcwl&sig=AHIEt bTOROpAS0BISdQkJaO_YyHBd3gYaw> [Accessed 18 April 2012]. Urban Initiatives, 2006. Bromley-By-Bow Masterplan. [pdf ] Available at: <https://docs.google.com/viewer?a=v&q=cache:5n5XCqqOS7IJ:www. towerhamlets.gov.uk/idoc.ashx?docid%3Daf726628-4527-4272-ab47-5ae3df5a865a%26version%3D-1+urban+initiatives+masterplan+br omley+by+bow&hl=en&gl=uk&pid=bl&srcid=ADGEESiW5AjS42bRuLaHBMtun8hYAbw0WloO6d5jDpppKZ6PCKgFNx2ubWKspwFjAdo4IX 1YP25ojErBma6vVdsfSbeEbHGqf2cl-Uq3gMnEYbKCcOT1TbbIkcnFtP3ebMNc_kRcvqeW&sig=AHIEtbStpmgpbXd6CtM67A63LeA9a-kCUQ> [Accessed 18 April 2012]. Von Ahn, M., 2008. Index of Deprivation 2007 â&#x20AC;&#x201C; a comparison with 2004. [pdf ] London: London Borough of Newham. Available at: <http:// www.newham.gov.uk/nr/rdonlyres/be0f8923-2979-4c68-aa72-4ac819e761ab/0/indexofdeprivationdomainanalysis.pdf> [Accessed 18 April 2012].

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Links Big Lottery Fund http://www.biglotteryfund.org.uk/ Community builders http://www.communitybuildersfund.org.uk/ Department for Environment Food and Rural Affairs http://www.defra.gov.uk/ Greater London Authority http://www.london.gov.uk/who-runs-london/greater-london-authority Heritage Lottery Fund http://www.hlf.org.uk/Pages/Home.aspx London Borough of Tower Hamlets http://www.towerhamlets.gov.uk/ London Legacy Development Corporation http://www.londonlegacy.co.uk/ Primary capital programme http://www.towerhamlets.gov.uk/lgsl/1-50/16_capital_for_change_programm.aspx Sport England http://www.sportengland.org/ The Energy Technologies Institute http://www.eti.co.uk/ Transport for London http://www.tfl.gov.uk/

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Bow Crescent Regeneration