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
Â
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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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53
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
06 // CONCLUSION // BOW CRESCENT REGENERATION PROJECT
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Bow Crescent: A Place for Everyone
06 // CONCLUSION // BOW CRESCENT REGENERATION PROJECT
61
Bow Crescent: A Place for Everyone
06 // CONCLUSION // BOW CRESCENT REGENERATION PROJECT
62
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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