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Managing and Implementing Change. From Strategy to Real Regeneration.


What are we doing? • • • • • • •

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


Case Studies. 1.

North Liverpool – a strategy for change.

2.

West Rhyl – a delivery plan for change

• INSERT THE PLAN THAT SHOWS STRATEGIC CONTEXT


A Vision for North Liverpool. Making the Case for Investment. SRF Aims, Objectives and Frameworks Actions.


How Have We Produced this SRF?


October 2009: • Baseline analysis of national & local economic, social & physical conditions. • Review of existing plans & strategies. • Emerging national public policy. • Market conditions. • Engagement with funders, agencies, groups, representatives, 2 councils, potential investors. • Best Practice from other cities. • With the client team.


The Study Area • 2,500 Hectares • 84,000 people • 2 Local Authorities • 6 Wards • International Port • 2 Premier League Football Clubs • Unesco World Heritage site


• North Liverpool doesn’t exist. • North Liverpool is a collection of warring factions. • The most we can aim for is to “manage poverty” for the foreseeable future. • North Liverpool used to contain fine suburbs. • North Liverpool is too big and too difficult. • The 6 wards are too small • What about Birkenhead? • What about Dovecot? • and


We have an enormous & extensive Problem!


What is an SRF?


• What happens next in North Liverpool – a forward planning tool for 2010 – 2030 • The nature and scale of development.

• What are the BIG possibilities? • The nature and scale of public intervention in the area’s socio – economic activity. • The timing and pace of change and the prioritisation of activity- the first 5 years!


The re-establishment of a unifying aspiration, a vision and also a partnership. Create the conditions for investment


• Liverpool Waters Image here

What about Shanghai?


1. The re-connection of residents to opportunity – expand and attract growth sectors. 2. The creation of new residential and business suburbs that make the most of the area’s rich culture and historic fabric and attract people to stay put and move in. 3. The exploitation of the area’s irrefutable asset the River – and its green infrastructure.

The Vision is for:


Can population growth aspirations underpin this regeneration strategy? Without growth and new people and businesses its going nowhere……..

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


Baseline & Strategic context


North Liverpool Strategic Context


Urban Fabric


Existing Green Structure


Existing Connections


Neighbourhoods & Districts


Strategic Objectives & Frameworks


Grow the population Grow & diversify the economic base Address poverty & disadvantage


3 Frameworks.


District & Neighbourhood Plans


Spatial Concept


Connections Strategy


Green Strategy


8 District Boundaries


Area 01 – The Port


Area 02 – Liverpool Waters & Hinterland


Area 03 – Port Hinterland


Area 04 – Seaforth


Area 05 – Bootle


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


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


Area 08 – City Fringe


The Spatial Framework


Forty years in the life of a City “From the early 1970s to the early 1990s Liverpool had gone through a series of economic, financial and political traumas.. The decline of the traditional industries especially the port, led to huge job losses, heavy unemployment, and industrial militancy. The city lost half its population in forty years….. relations between the public and private sector were strained (and)….the legacy of the riots in 1981 hung over community relations.” “During the past twenty years, Liverpool has come from the depths of economic, political and fiscal crisis to be the European Capital of Culture. But it is also on a bigger journey to economic recovery. That journey has just begun.” Professor Michael Parkinson - Make No Small Plans – the regeneration of Liverpool City Centre 1998-2008


And there’s more • Sustainable Neighbourhoods, • Communities, • Places


Urban Fabric •

City Centre • Historic core

• Fractured edge •

The Docks • Industrial scale • Decaying urban fabric City Suburbs • Small/medium scale • High density designed • Regular grid pattern Deconstructed suburbs • Small scale • Low density infill • Poor pattern • The shatter zone


Street Hierarchy •

North South Routes • Dock Road • Great Howard Street • Vauxhall Road • Stanley Road • Scotland road • Heyworth Street • Walton Lane East West Routes • Kingsway Tunnel & Approaches • Walton Breck Road • Breck road • Queens Drive/Breeze Hill • Aintree Road


Open Space •

City Parks • Stanley park

• Everton Park • • •

5 District Parks 15 Neighbourhood Parks Leeds Liverpool Canal


Listed Buildings & Conservation Areas • • • • •

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


Land Use & Activity •

City Centre • Retail Core • Office District The Port • Industrial uses • Small scale manufacturing City Suburbs • Mixed use/residential • High streets Deconstructed Suburbs • Monotonous residential • Shopping centres


Local Centres • • • • • •

The Strand Project Jennifer Vauxhall Kirkdale Anfield & Breckfield Everton


New Heartlands • • •

Liverpool Sefton Wirral


What are the BIG possibilities within the framework? • • • • • • •

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


Delivery Matters • • • • • •

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


Summary of our key propositions • A Vision for a place not a collection of initiatives. • A Commitment to aspiration. • A set of organising principles which are comprehensive across all themes and all neighbourhoods. • A plan to do things right & differently – this is not business as usual. • A Commitment to confront the difficult choices.


So What Are We Waiting For?


West Rhyl


So what do we know about Rhyl……?


• 26,000 people • Heyday of tourism has passed • Concentration of benefit recipients in West Rhyl – 68% • An extreme concentration of multiple deprivation using any measures – health, employment, skills, transience…. • A conveyor belt that has moved many hundreds of individuals & families, many with drug & alcohol problems into Rhyl” (North Wales Coast 2016 Action Plan) • 70% of housing tenure is private rented • Every house will need in excess of £20,000 to make fit for modern living • Almost no green space or trees • Traffic congested streets & desolate backlands!


Most of the value in this neighbourhood is generated by the benefits system


Rhyl.….A Place to Play


Rhyl…..A Place to Work?


Rhyl … A Place to Live … for Who?


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


Insert the regional density plan here


Understanding the Housing Market. Tenure imbalance with 10% owner occupiers. Limited Housing choice and mix. Two thirds of population on housing benefit.

An Investor Market not a Place!


RHYL - Why a Strategic Regeneration Framework? • Answer the Question: “What next for Rhyl?” • Create a Forward Planning Tool for 2011 to 2031 • Create the conditions for public and private investment • Define Leadership, Partnership, Stakeholder Engagement, and Delivery Arrangements


Where is Rhyl going? •

From the Past…..

• •

FIRST WAVE Victorian Grandeur

• •

SECOND WAVE Mass Market

To the Future……

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


The impact of decline • Decay undermines reputation, present success and potential • The consequences of decline: • Positive: Affordability • Negative: Exceptional problems exacerbate challenges • The cost of removing the remnants of the past: • Economic: book values of assets; current uses • Emotional attachment to the past • Impact on people’s lives and livelihoods


Enduring Attributes: Cradled by Nature


Enduring attributes…… • Outstanding Natural Beauty and Sun • Proximity to England’s North West City Region • Charm and surprise amongst the relics • A town with many attributes that work


Rhyl in the Region


Approaches into Rhyl


Neighbourhoods and Places:


The story of Rhyl’s population: The missing middle? Age S t r uct ur e: Compar ing Rhyl t o Denbighshir e, Wales, England

30.00

25.00

20.00 Rhyl Denbighshire 15.00

Wales England

10.00

5.00

0.00 Aged 0-15

Aged 16-29

Aged 30-44 Age Gr oup

Aged 45-Retirement

Retired


The story of Rhyl’s communities: The normal alongside the exceptional Unemployment in Rhyl Rhyl Average Rhyl West Rhyl South West Rhyl South East Rhyl South Rhyl East 0.0

5.0

10.0

15.0

Percentage %

Permanently Sick/Disabled 35.00 30.00

Percentage %

25.00 20.00 15.00 10.00 5.00 0.00 Rhyl

Denbighshire

Wales

20.0


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

9%

7%

0%

12% 21%

Agirculture & Mining Industry Retail Commercial Services Public Sector Accomodation and Food Services Other

40%

11%


Sectors: Retail


Retail Rhyl - Retail Core 50 45 40 35 30 Percentage % 25

Rhyl UK

20 15 10 5 0 Convenience

Comparison

Service

Retail Type

Miscellaneous


Sectors: Tourism and Leisure


Rhyl’s Housing


Rhyl’s Property and Development Potential


Neighbourhoods and Places: Infrastructure


Neighbourhoods and Places: Green Space


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

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

• Strengthen

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

• Foster Leadership

(DCC, Public/Private Partnership, Entrepreneurs, Commercial acumen)


Strategic Focus Town Centre

Tourism

Communities


Emerging Strategic Challenges • Leadership • Joined Up Working (internal to DCC; partners) • Joined Up Investment: Education, Health, Infrastructure etc • Consultation and Engagement • Localism and Enterprise: unlocking civic leadership


Some emerging physical priority interventions? • Refocus on the Retail Core • Deliver the West Rhyl Property Strategy • Remove the large outmoded facilities and repair the seafront • Create the conditions for investment (Modus, Coastal Strip) • Make the case for Public Sector office relocation • Build development programme: e.g. Football Club? • Supply chain and job opportunities from major developments


Some emerging economic priority interventions? • Build the Tourism Sector: • Events Development and Management; Infrastructure; Marketing; Tourism Projects (Apollo; Harbour etc) • Build the Town Centre Retail Strategy: • Town Centre Management; Promote secondary and tertiary markets; Build the Cultural and Food Offer • Enterprise Development: • Commercial Services; Private Services; Social Enterprise; Retail Sector; Tourism Services


Some emerging social priority interventions? • Meeting the needs of the people displaced as HMOs reduce • Community regeneration in deprived estates • Health and Wellbeing • Neighbourhood Management • Skill and Enterprise development • Attract an affluent middle class


WHAT IS THIS TELLING US ABOUT THE ROLE OF A PLANNER?


Believing in new ideas & a new place?


•Passionate about places and people.

•Problem Solvers.

•Partnership makers.


MCD Presentation  

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