Oct 25, 2013 - Berkhamsted a voice in the development, design and evolution of community assets and of Berkhamsted town
B-Hive Report Lead Author: Wendy Conian. Date: 25 October 2013 Issue 1.2 For whomever it may concern
Reference: BHIVE-01
Revision History Issue
Date
Author(s)
Notes
0.1
17 Oct. 13
Many
From Google Docs
0.2
17 Oct. 13
Wendy Conian
Issue for initial review
0.3
19 Oct. 13
John Bell
Update following initial review + Executive Summary
1.0
20 Oct. 13
Hugo Hardy, John Bell, Wendy Conian
Site design added and final edits
1.1
25 Oct. 13
Wendy Conian
Executive summary updated
1.2
25 Oct. 13
Wendy Conian
Final version for publication Page 2
Contents 1.
Executive Summary ...................................................................................... 4
2.
B-Hive background and aims ........................................................................ 6
3.
The B-Hive consultation .............................................................................. 14
4.
Evidence from the Community - What does Berkhamsted want? ............... 17
5.
B-Hive design principles .............................................................................. 27
6.
B-Hive design approach .............................................................................. 46
7.
Timeline and phasing for the development ................................................. 51
8.
Funding and finance options ....................................................................... 54
9.
Next steps for B-Hive .................................................................................. 61
Appendix A – Organisations attending Building Community events ..................... 63 Appendix B – B-Hive charrette timetable .............................................................. 65 Appendix C - Breakdown of charrette statistics .................................................... 66 Appendix D - Supporting case studies .................................................................. 68 Appendix E - Letter from Berkhamsted Local History and Museum Society ......... 91 Appendix F – The B-Hive Team ........................................................................... 93
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1. EXECUTIVE SUMMARY 1.1.
Voice of the Community
1.1.1.
This report outlines the background, research and recommendations of BHive, which is a community led initiative aiming to give local people in Berkhamsted a voice in the development, design and evolution of community assets and of Berkhamsted town centre.
1.1.2.
Central to the development of this report was the output from a well-attended town-wide design event (the charrette), that harnessed the interest, commitment and creativity of Berkhamsted people.
1.1.3.
Our experience with B-Hive has demonstrated the commitment of the townspeople and their desire for improvements to their civic environment. They want services, culture and community benefit for young and old alike, creating space for a thriving heart of the town. They want something more in their town centre than a hotchpotch of parking spaces, bins and underused public assets.
1.1.4.
The support and commitment of the community has been demonstrated through the number of volunteers stepping forward to ensure that the charrette was a resounding success and to create this report. All the volunteers have worked in their spare time to tight timescales to create what we hope will be a useful asset for all parties in taking forward the planning and development of our town and as a basis for further discussions with all key stakeholders.
1.1.5.
Key themes arising from B-Hive consultations with the town’s community are:
Passion for the rich individual identity of Berkhamsted: we do not want the town to degrade in look and appeal or to morph into a town centre like any other.
A desire for long lasting, sustainable development solutions, not just for the next few years but for decades or centuries to come.
Involvement of the people of Berkhamsted should be integral to decisions made about the future of the town.
1.1.6.
The Civic Centre, Library and Police Station sites are the focus of this report. Considering the development of all of these sites together could lead to a whole that is much greater than the sum of the parts.
1.1.7.
The report also contains a detailed design proposal which has been created to show what could be possible with an integrated visionary approach to Page 4
development of the whole site. By no means is it a final design and we do not expect it to be taken forward as it is presented. It has been created to demonstrate what might be possible. 1.1.8.
1.1.9.
In this report we recommend that:
The sale and subsequent development of the Police Station site is completed within the context of the other potential developments. The value of the site will improve as a result, as will the public perception of the development. In addition, the pivotal location of the Police Station on the corner of the High Street and Kings Road is key to improving access to and use of the rear of the Civic Centre and Butts Meadow.
If appropriate, some planning restrictions may be relaxed to allow increased height of some parts of the development of the Police Station. This could compensate if necessary for any potential loss of space as a result of allowing access through the site to the rear of the Civic Centre.
The sites are combined and treated as one entity so that the development can deliver improved connectivity across the town, albeit with different owners and with development phased over time.
The community is involved throughout the process of the sale, planning and development of each site, to ensure a positive outcome for the town and to allow for alternative sources of funding that are available to community organisations to assist in the development of community space.
The existing local government landowners consider taking forward part or all of the development in order to reap the benefits of future returns. Such benefits could be used to subsidise further community provision such as a community centre, theatre or in particular the creation of shared space on the High Street and Kings Road intersection.
We recognise that the aspirations and objectives of B-Hive are being developed against a backdrop of economic difficulty and cut backs in public funding. We also know that public land increasingly has to work harder to maximise revenue to the public purse. However, with the community working in partnership with councils and other key decision makers, there is a once in a generation opportunity to develop an innovative and lasting vision for Berkhamsted town centre that will not only deliver the required economic benefits but contribute significantly to the civic and cultural life of the town, now and into the future.
1.1.10. We hope that this document and the accompanying presentations will mark the beginning of a fruitful and productive dialogue with key stakeholders, landowners and decision makers. Page 5
2. B-HIVE BACKGROUND AND AIMS 2.1.
B-Hive Begins in the “Building Community” Events
2.1.1.
In April 2012 Transition Town Berkhamsted hosted the first of a series of Building Community days at Ashridge Business School. Subsequent events were held at Ashlyns School and the Hospice of St Francis in November 2012 and March 2013.
2.1.2.
At these events over thirty groups and organisations, and many individuals within Berkhamsted got together to discuss the long-term future of the town. The participants shared their aspirations for their own organisations for Berkhamsted generally and also looked at where there might be overlapping aims which could benefit from pooling of resources. A list of the organisations that took part in these events can be found in Appendix A.
2.1.3.
One of the overriding themes of these gatherings was the need for a vibrant town centre, with dedicated community spaces. The group also created a list of many different community facilities and services that they would like to see developed or restored and undertook to pursue a project to explore this aspect further.
2.1.4.
One aspect of this work was to identify where there were existing spaces in the town centre which might be brought back into use by the community in the short term, whilst we continued to pursue ideas about longer term, more strategic development of the town centre.
2.2.
Launch of B-Hive
2.2.1.
As this work progressed it was important that although Transition Town Berkhamsted had been the catalyst for bringing together the people working on this project, the involvement of the wider community needed to be reflected. For that reason we decided to give the project its own identity and chose the name B-Hive to reflect Berkhamsted’s industriousness and activity.
2.2.2.
In June 2013 we decided that as well as pursuing the short term goal of releasing existing space for community use, we needed to engage an even wider group of people in the longer term vision of B-Hive. To that end we decided to organise a design charrette in September during which the whole community could be involved in planning any redevelopments and contribute ideas and aspirations. Page 6
2.2.3.
We then embarked on a series of events and activities between June and September 2013 to publicise the B-Hive and encourage individuals and organisations to attend the charrette. We used market stalls, social media, radio interviews, articles in the local press, email and our website to engage people with B-Hive.
2.2.4.
On the day of the launch of the B-Hive, 240 people signed up at the market stall and at the peak 1700 people viewed the website per day. At the time of writing nearly 600 individuals are on the B-Hive mailing list, in addition to the community and voluntary sector groups and other local organisations.
2.3.
Stakeholder Engagement
2.3.1.
A key aspect of our work to publicise and progress B-Hive has been to develop our relationships with important stakeholders and landowners.
2.3.2.
To this end we met with the Police and Crime Commissioner, David Lloyd, in July and asked him to consider delaying the sale of the Berkhamsted Police Station site until the results of the charrette were known; a request to which he agreed. B-Hive met again with Mr Lloyd during October to feed back the outcomes of our consultation and to present our proposals to him. He has agreed to include this report in the marketing pack sent to prospective developers and also to attend a roundtable with other landowners to discuss the possibilities for the wider site.
2.3.3.
We have had early discussions with the Commercial Assets and Property Development team at Dacorum Borough Council (DBC). Our suggestions of potentially bringing back into use areas of the Civic Centre have been met positively and discussions are on-going to progress this strand of our work with the landowner.
2.3.4.
We have also spoken on a number of occasions with the DBC Planning team and met with them in October to present our proposals. We are keen to identify how these proposals might be incorporated to DBC planning policy and strategy for Berkhamsted and how the DBC Planning and Properties team could support our project. We have agreed to meet again with DBC and our discussions are on-going.
2.3.5.
We have had a number of meetings and discussions with Berkhamsted Town Council, who, although not land owners are nevertheless key to the viability of our project. Their political backing and influence will be essential if the B-Hive aims are to be achieved.
2.3.6.
Herts County Council Libraries have also been kept informed of our progress and we plan to meet with them during November to share our proposals.
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2.3.7.
Beyond the political realm, B-Hive (and before that Transition Town Berkhamsted) have worked hard to ensure that as many community organisations as possible are aware of B-Hive and have been given the opportunity to become involved to whatever extent they are able.
2.3.8.
These organisations fall broadly into the following categories:
● Charitable e.g. Hospice of St Francis, Age UK, Children’s Centre ● Community e.g. BCA, Berkhamsted Raiders, churches, Lions, Rotary, Community Action Dacorum, CDA Hertfordshire ● Business e.g. WENTA, Chamber of Commerce, individual business owners ● Cultural e.g. individuals working in the arts, musicians, local history society, BAC, BerkoFest ● Youth e.g. the Swan Centre, Berkhamsted Youth Town Council ● Pressure groups e.g. Save Your Berkhamsted ● Producers e.g. Country Markets, Dacorum Local Food Initiative 2.4. 2.4.1.
Structure of B-Hive B-Hive currently has two main areas of focus:
1. Developing a masterplan for the combined town centre sites of the Civic Centre, the Library, the old Police Station, privately owned land (where S&T Autos and other small businesses are currently located), Gable Hall and Gable House. 2. In the short term, achieving utilisation of existing civic buildings for community activities, mainly focussing on bringing back into use mothballed areas of the Civic Centre site. 2.4.2.
The project is divided into work streams as follows:
·
Project Management
·
Branding, marketing and communication
·
Professional support (architects)
·
Finance and fundraising
·
Event planning
·
Record keeping and internal communication
2.4.3.
A steering group meets regularly to agree priorities, monitor progress and direct activity. Page 8
2.4.4.
Currently B-Hive is a project initiated and administered by Transition Town Berkhamsted. We are currently reviewing its structure, including how the legal status of the group should be defined.
2.4.5.
For further information about individuals within the team, please see Appendix F.
2.5.
The Aims and Vision of B-Hive
Aims 2.5.1.
The B-Hive is a community led initiative which aims to give local people a voice in the development, design and evolution of community assets within the town and to secure dedicated community space within Berkhamsted town centre.
Vision 2.5.2.
B-Hive achieves the development of a mixed use site (or number of sites) which are well used, well designed, vibrant hubs of the community where townspeople live, work and visit for information, social and community services, culture and shared working space.
2.5.3.
The site(s) also provide opportunities for sharing skills and ideas, buying and selling of local products and enjoying the company of fellow citizens.
2.5.4.
The sites have been designed with the full involvement of local people and are innovative and creative in their use of space. These places are focal points of community life within Berkhamsted. Principles
2.5.5.
During our work, a number of principles and outcomes have been identified, largely informed by the research and consultation B-Hive has conducted with residents of Berkhamsted. We detail these below:
● Mixed use development ○ Any development should be of a high quality, mixed use and attractive, adding to the public realm and bringing improved connections through the town.
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CASE STUDY - Spirit Quarters, Coventry, Regeneration and Renewal 2012 Award for Community-led regeneration The North East Coventry area has been undergoing intensive regeneration since 2001 through New Deal for Communities, a resident-led programme for which funding wound down in 2011. This didn’t stop the people of Coventry.
Steve Carr, head of economic development at the Homes and Communities Agency, calls the residents behind the scheme “an inspiring bunch”.
He adds: “What was really impressive was that when the NDC programme ended they were very inventive [in] looking for new forms of funding. They have shown that a ‘Big Society’ approach can help regeneration schemes survive drastic cuts in grants.” See “Appendix D - Supporting case studies” on page 68 for more details.
Partnership ○ B-Hive wants to engage in a forward thinking, long-term partnership with landowners and other key stakeholders. Private, public sector and community partners work together to develop both short-term and long-term designs for the site. ● Deliver beneficial outcomes ○ Any new development delivers beneficial outcomes for the local economy, housing, environmental sustainability and community facilities. ● Increased opportunities Page 10
○ Any new development delivers viable retail, business and community spaces through maximising ‘street frontage’, public access and permeability. ● Improved community facilities ○ A redeveloped site adds to and expands the existing offer to create something new, inclusive and sustainable: to include spaces for civic and community functions e.g. library, performance, learning, support, groups/individuals. ● New opportunities for the local economy ○ A new development should deliver flexible units for local creative industries, start-ups and small businesses; all of which have been identified as needing space in the town. ● A phased approach ● Possibilities derive from taking a longer term, phased approach to developing the site(s) to take advantage of the strengths of the market.
2.6.
Context - Berkhamsted Infrastructure and Demography
2.6.1.
The aims and principles of B-Hive have been created through our work with the town’s residents and community groups. This has included many discussions about how the community is evolving and what services it requires now and in the future.
2.6.2.
During these discussions, there has been a common thread of concern about the town’s infrastructure. This concern has a number of strands which can be summarised as:
● ● ●
2.6.3.
An erosion of accessible, local public services in recent years. Utility and physical infrastructure cannot support existing, let alone planned developments. There is a lack of civic facilities to support an extensive and vibrant voluntary and third sector. During the development of the B-Hive proposals these headline concerns and the following, more detailed observations have helped inform thinking.
Evolution of the town 2.6.4.
In recent years the population and geographical extent of Berkhamsted have both increased with little change in supporting infrastructure or services. The Page 11
town has also experienced demographic changes; most notably the growth in young families, many of whom move out from central London, families occupying properties previously marketed to one or two occupier households and increased housing provision for elderly people. Infrastructure and services 2.6.5.
The pressure of this increasing population and demographic changes have led to some well-known challenges to infrastructure provision, perhaps most notably and current, the need to increase the capacity of the town’s schools which has resulted in wholesale changes to the town’s educational structure.
2.6.6.
Other examples of pressure on infrastructure are well rehearsed but perhaps bear repeating here:
●
In addition to the issues of school capacity there is also a continuing pressure on the provision of community nursery and pre-school places. GP and dentist lists are growing, people often have to travel to Hemel Hempstead or beyond for primary or community health care services. Access to local social and health care for the elderly has become more difficult since the day care centre in Manor Street was closed and charities supporting this population often struggle to find appropriate and affordable space in which to deliver services in Berkhamsted. Although the establishment of the Children’s Centre in Lagley Hall has been successful, funding of that service is under continuous review and its outreach work to “hard to reach” families requires additional premises elsewhere in the town. Access to Council and other community services has also reduced for people in Berkhamsted. To focus on a few examples: the hours in which Dacorum Borough staff are available in the Civic Centre have been reduced, library opening hours have been reduced significantly, curtailing access to all services including use of the internet, the CAB operates more restricted hours and the police no longer operate a front desk service in the town. These reductions have gone hand in hand with the increase in the cost of public transport and a reduction in its availability for some areas. They are also set against a backdrop of increased traffic pollution and congestion, which is exacerbated by the need for Berkhamsted residents to travel by car to access many services.
● ●
●
●
●
Cultural and community life 2.6.7.
Culturally, the town is thriving: there has been a marked increase in live music, literary and theatrical events, art and performance. The artistic and cultural community could potentially contribute much to the commercial as well as the cultural wealth of the town but with little suitable dedicated civic or community space in which creative individuals and performers can make, Page 12
perform and display their work at affordable prices, that potential is currently underutilised. Volunteer and community groups are also strong and well supported but often struggle to find affordable community space in which to meet and hold events. An entrepreneurial town 2.6.8.
The town also has a significant population of entrepreneurs and small businesses, many of whom work from home. Other than cafes, there is little in the way of office or work space which can be rented or hired short term to accommodate these people when they wish to work outside of their home, network or hold meetings.
2.6.9.
Although there are several locations within Berkhamsted where rooms can be periodically hired and events held there is no one place that is a focus for the whole community, where community resources and facilities can be accessed most days by all sectors of the population.
2.6.10. A central location would also allow for the sharing of costs and resources in the use and upkeep of such a facility.
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3. THE B-HIVE CONSULTATION 3.1.
The Charrette
3.1.1.
The Town Consultation, or charrette, was held at Berkhamsted Civic Centre on Saturday 14th September between 10 a.m. and 5:30 p.m. A timetable of events can be found in Appendix B.
3.1.2.
During the day there were talks from local architects, Hugo Hardy, David Kirkland, Bob Thompson and Adrian Morrow, as well as a short film of Berkhamsted created by local architectural photographer, Andy Spain (http://vimeo.com/73692776). These were to provide inspiration and put town centre development into context.
David Kirkland (photographed by Andy Spain)
3.1.3.
Tours of the potential sites for redevelopment conducted by local urban planner, Annemarie de Boom, followed these talks.
3.1.4.
Two workshop sessions were held for local residents to discuss, draw and design with the architects their visions for the town centre. Plans of the site, art materials and paper were provided on tables each set up for 6-7 people at a time with an architect available for consultation on each.
Workshop Spain)
(photographed
by
Andy
3.1.5.
In addition, to the design activities, a series of local artists, musicians and performers provided entertainment, creating a lively, vibrant atmosphere.
3.1.6.
B-Hive created links with BerkoFest, the Swan Youth Centre, Upstairs Gallery and Berkhamsted Arts and Crafts, as well as individual poets, Leslie Tate, Sue Hampton, musicians, Devine Family and Colour Clash. In addition, the Happy Potter and Heartfelt Handmade led children’s activities. Local café, Dar Papillon provided refreshments. Page 14
3.1.7.
For the morning activities, it was estimated that at least 150 people attended and we believe that in excess of 400 people participated throughout the day.
Town Consultation (photographed by Andy Spain)
3.1.8.
The whole day was constructed so that people could book into specific events or just drop in as they wished. At all times people were encouraged to engage in conversations with members of B-Hive and other residents about their visions for the town.
3.1.9.
This was in addition to recording their ideas on the inspiration board and during the workshops.
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Inspiration Board (photographed by Andy Spain)
3.1.10. Local television, DeeTV recorded interviews with B-Hive members and residents (http://www.deetv.tv/#bee-hive-your-town-your-say).
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4. EVIDENCE FROM THE COMMUNITY - WHAT DOES BERKHAMSTED WANT? 4.1.
Outcomes from Transition Town “Building Community” Events
4.1.1.
As discussed in Section 2 above, since the first “Building Community Day” organised by Transition Town Berkhamsted in July 2012, the need for community space both indoors and outdoors within the centre of the town has been identified and developed.
4.1.2.
Some of this stems from concerns at losses or reductions in community services such as closure of Elderly Day Centre, Adult Education Centre and reduced hours of access to Civic Centre and Library, as described earlier in this document.
4.1.3.
These discussions identified that the indoor space needed to be permanent, central and accessible to all sectors of the community.
4.1.4.
It was envisaged that the space would be a place to meet, share local news and events (including tourist information and local history), display and sell local art, crafts and produce.
4.1.5.
There would be rooms which could be used for outreach work by organisations such as Age UK, the Hospice of St Francis and the Children’s Centre, by self-help and advisory services such as the Citizens Advice Bureau, credit unions and local community groups as required.
4.1.6.
There was also interest in providing space which would support young people and others into employment and to develop business ideas.
4.2.
Outcomes from B-Hive market research
4.2.1.
The “B-Hive” project developed out of the most recent “Building Community” Day, held at The Hospice of St Francis. The aim of B-Hive was to ask the people of Berkhamsted what they believe the town centre would benefit from and what they consider a desirable form for the redevelopment of key areas of the High Street, namely the old Police Station site, Library and Civic Centre.
4.2.2.
Throughout the summer, 2013, B-Hive was a visible presence at a Saturday and Wednesday market and the August Bank Holiday Lions Fete to raise awareness of a community consultation event held at the Civic Centre on Saturday 14th September 2013.
Figure 1: Outcomes of B-Hive Research
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4.2.3.
Ideas proposed by members of the community at B-Hive market and Lions Fete stalls are captured in the graphic below:
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B-Hive Market Stall, Berkhamsted High Street Saturday 29th June 2013
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B-Hive Lions Fete Stall, 26th August 2013
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4.3. 4.3.1.
Outcomes from B-Hive Charrette - 14th September 2013 In total 145 people wrote suggestions on the Inspiration Board at the Community Consultation Event (14th September 2013).
th
B-Hive Charrette Inspiration Board September 14 2013
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th
Example Workshop Diagram B-Hive Charrette September 14 2013
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th
Example Workshop Sketch Plan B-Hive Charrette September 14 2013
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In order of popularity, this graph shows suggestions for uses within the site/sites:
Figure 2: Townspeople's Preferences
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4.3.2.
In total 5% of people mentioned that they did not want to see residential property in this development and 4% mentioned that they did not want more cafes and restaurants in this development.
4.3.3.
A number of key themes emerged from suggestions:
● Linking open space within the development with Butts Meadow, i.e. forming a connection between the High Street and existing green space within the town centre. ● Developing inter-generational connections within the community ○ For example, a day centre for the elderly combined with a crèche or children’s nursery; ○ “a space that is inclusive for everybody, young and old like the ‘casa de popolo’ centres on the continent”; ○ “activity space for children, entertainment space for teenagers and workshop/creative space for retired older men” ○ “must meet needs of the community – all ages…community area for elderly to meet – social isolation is a major problem”; ○ “meeting club for elderly and teenagers together where can learn skills from them and make supportive friendships…” ○ “old people’s home with nursery attached (like the one in Paris)”; ○ a nursery during the day that turns into a community centre during evening and weekends – nursery pays lease and subsidised rates for local people to hire out. ● Multifunctional use – there was support for a mixture of commercial, community and residential usage within a redeveloped site ● Support local business and economy - suggestions here ranged from establishing a business incubation unit and using space for informal hot desking to providing an outlet for local goods and services. ● Keeping architectural historic characteristics of the town: ○ “any re-development must mix new buildings in the same style as old. Keeping the towns historic era” ○ “something sympathetic with surroundings” ○ “Marylebone High Street vibe” ○ “retain Civic Centre Frontage” ○ “light/glass construction…sympathetic construction” ○ “Eden Project type feel – open space and covered areas” ○ “create town square feel” ● Incorporate sustainable features ○ “Renewable energy please! Community energy” Page 25
○ “state of the art eco-building...[BedZED] springs to mind…sustainable building” ○ “integrate food growing and living space…water harvesting and power generation on site – green roofs” ○ “Building incorporate highest environmental standards and use best materials” ○ “green building design, construction and operation…public transport hub” ● Retain and expand existing community facilities such as library, Gable Hall, Civic Centre hall.
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5. B-HIVE DESIGN PRINCIPLES 5.1.
C3 "The Creative Community Collective"
Contributors: Abdi Aziz Aydeed Adrian Morrow Annemarie de Boom Bob Thompson David Kirkland Hugo Hardy Roger White
5.1.1.
5.2. 5.2.1.
Apprentice Architect RIBA/Arb Architect Urban Designer RIBA/Arb Architect RIBA/Arb Architect RIBA/Arb Architect Urban Designer
The B-Hive architects whilst developing their proposals have adhered to a set of design principles for the public realm and the adjacent architecture. Ensure the quality of the public realm The development of the public realm within the site(s) should have the following aims, outlined below:
● To introduce a mix of public spaces, including lanes, archways, squares, courtyards of an appropriate character and scale for Berkhamsted and to be able to accommodate a variety of activities from simple small scale activities such as sitting out to larger inclusive community events. ● To align routes and spaces with active uses; community, shops and workshops should spill out into public areas and there should be buildings to overlook the spaces from multiple levels. Activities with highest footfall to be located on squares ● Consider public spaces as an opportunity to improve the setting of quality buildings, e.g. Victoria School ● Carefully consider the micro-climate in the design of public spaces - i.e. lower buildings located to south side of spaces, to maximise solar access ● Use of high quality paving materials, suitable to courtyard developments using small units of natural materials such as granite setts and clay brick pavers ● Create "green" spaces and routes with suitable street trees, in particular along the route to Butts Meadow to achieve a visual green link. ● Avoid privatisation of any of the public realm
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5.3. 5.3.1.
No site stands on its own Wider links to the schools and community are a prerequisite, as the link through the park could become a key (and safer) route for children going to Ashlyns from the centre of town.
Issues
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Opportunities
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5.3.2.
The public realm is to have a shared surface treatment that extends beyond the site to the market and intersection of the Kings Road and the High Street. This resolves the pedestrian congestion at the Wednesday and Saturday markets, removes the bottleneck of pedestrians crossing at the bottom of Kings Road and allows people to circulate freely and seamlessly into the development site.
Shared Surface Proposal Plan
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Perspective sketch showing proposed extent of Shared Surface
Shared Surface Drachten Netherland, The De Kaden District
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5.3.4.
A better quality public realm outside the police station site, that is more pedestrian friendly, will encourage footfall to the proposed mixed use retail and commercial units within. Creating a more democratic streetscape will slow traffic speeds and increase safety for all street users. CASE STUDY - Stonebridge Hillside hub, Harlesden The right mix of infrastructure and use is an important long-term consideration. The Stonebridge Hillside Hub is part of a bigger masterplan aimed at regeneration of the Stonebridge Estate. It successfully integrated residential and commercial facilities, including private, shared ownership and affordable apartments, commercial units, health care facilities, a café, supermarket and a popular community centre. The Hub’s community activities include the Stonebridge Training and Employment Project, public IT facilities, a children’s after-school support group and spaces available for hire by local groups and societies. The Hub brings together a wide range of people from the local community. The local tenants’ association, for example, was part of the consultation and continues to take an active role in managing the Hub’s community activities. Nigel Swanton, head of development at the Hyde Group: The Hub is ‘strengthening community spirit and engagement in the process … the footfall greatly outperforms the original business plan’.
See “Appendix D - Supporting case studies” on page 68 for more details.
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5.4. 5.4.1.
Invert the town centre frontage to accommodate town centre growth The current perimeter frontage can be significantly increased by allowing for internal frontage around a shared public route and square. In order for this internalised frontage to be successful it must be connected to the surrounding streets and permeable to pedestrian traffic.
Fundamental Concept Diagram
Model of a Green Park Way in Dordrecht, Netherlands
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5.5. 5.5.1.
Maximise permeability This involves maximising permeability of the site with the public routes accessed from the High Street, Butts Meadow, Prince Edward Lane and Kings Road.
Size of arrow indicates importance of Entry
5.5.2.
The permeability of the site is key, with clear connections between Butts Meadow and the route to the High Street, with vegetation and planting entering into the shared space at the park end of the site. Well defined entrances are necessary from under the proposed building at the corner of the Kings Road and the High Street.
Key Routes
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5.6. 5.6.1.
Reinforce circulation routes Circulation across the site from the Kings Road to Prince Edward Street and from the High Street to the park forms an “Axis Loci” re-enforcing the position of public squares. The location of the main public spaces on crossing of routes maximises footfall and is the traditionally accepted method for urban development.
Main public open spaces are placed at intersection of the proposed routes
5.6.2.
Enticing gateways from the High Street, where the Civic Centre building is currently located, are important to draw people deeper into the site. Prince Edward Street also needs a generous connection to the proposed internal square.
Main entry Points into the proposed site
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View into proposed square from Civic Centre entry Berkhamsted High Street
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5.7. 5.7.1.
Provide for a useful public square The internal public square needs to be large enough to be useful and to have good light levels - i.e. more than parsley round a plate. The square should be able to accommodate pop up performances, additional market stalls and fairs.
Proposed main square illustrated during an event
The Paintworks in Bristol (A successful micro square)
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5.8. 5.8.1.
Architecture and the public realm must be considered as a whole Civic buildings should be grouped around the square. Buildings need to be varied to create mix and complexity of use on the square and need to open up to the public realm, not only at ground level but from balconies and roof terraces at multiple heights in order to combine activities from workshops, cafes, and street life to make a vibrant urban environment.
Small green square Lindenhof Zurich
Square Porto Portugal
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5.9. 5.9.1.
Places are for people View corridors are essential from Clarence road at Victoria School, from the square to the park, from the High Street to the square, from the Kings road to the square, from Prince Edward Street to the gateways onto Kings Road
View towards proposed King’s Road corner building (Site Entry)
5.9.2.
The buildings adjacent to the park should be no more than two storeys in height. Humans use all their senses; view, touch, sound, smell and taste to navigate through and to enjoy diverse urban environments, and higher buildings would inhibit this sensory stimulation.
Proposed view from Butt’s Meadow
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5.10. Public buildings are greater than the sum of their parts 5.10.1. Buildings such as the library are important markers of community shared aspirations and the aim should be to keep them together. The B-Hive workshop raises the subject of what the future of "the library" is. A place of congregation, workshops & activities or using IT services. Many continental examples have allowed for libraries to take on a multiple mix of community uses that help the library service pay its way. A redesign of the library would make better use of the current site allowing access from all sides.
Civic buildings as attractors
Berkhamsted’s Town Hall
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6. B-HIVE DESIGN APPROACH 6.1.1.
The B-Hive architects also developed a set of architectural principles which are listed here:
1. Traditional typologies re-interpreted. 2. Smaller footprints where possible for local business and small scale retail, office, enterprise. 3. Varied roof types, setbacks, frontages, height between different blocks. 4. Consistency within a block of 3-5 bays but an emphasis on the vertical by articulating each bay of the block, even if the material is consistent, to stop monotony. 5. Similar block types used as a single block, on occasion, for civic functions, workshop etc. 6. Floor to ceiling height should be kept low at ground level, where possible, given an allowance for archways and site entries, 2.4-2.7m max with the desire to avoid a continuous 3m typical development/ shopping retail height. 2.4 m clear floor to ceiling height above ground level to keep the overall building heights as low as possible. 7. The odd building, strategically positioned, 10% maximum, should be allowed to exceed the three storey height of the conservation area in order to allow for two storey buildings over perhaps 25% of the site and to offset losses from the need to make civic entrances at ground level into the site. The goal being to create a varied silhouette of the buildings’ roofs along the public routes. 8. Ideally a different architect would design each block of 3-5 houses or public building, perhaps no more than two blocks per company. 6.1.2.
UK wide RIBA architectural competitions are recommended for the main civic buildings to ensure high quality and community support through involvement in the selection process.
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6.2. 6.2.1.
Architectural principles rather than pastiche The scale of the buildings should tie in with the existing size and types available in Berkhamsted but designed by the best of today’s generation of architects.
The Berkhamsted community identifies itself with Tudor and Victorian Forms
Victorian Form Berkhamsted School
Awarded UK Contemporary Interpretation
6.2.2.
Buildings should be no wider than 3-6 bays frontage and bays should follow the existing Conservation area average widths. Depth of the buildings’ footprints should be appropriate for local small scale use and to allow for buildings on either side of a useful public sphere. Page 47
Malmo Western Harbour showing variation with a single building
6.2.3.
Each bay should be articulated to get a vertical division to break down successive blocks. The community recognises Berkhamsted’s predominantly Tudor and Victorian heritage, with the goal being for the scale of buildings to be no more than a Victorian Workshop of 3 storeys or a small row of houses rather than a continuous perimeter block running the whole length of any particular route or a deep plan modern office or retail development.
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6.3. 6.3.1.
Architectural principles and building use are interrelated Plan types should allow for small scale use: modern cottage industry, collaborative arts and community use, local retail, local office, urban flats, maisonettes or small row houses of a mixed tenure.
th
st
Chesham 19 C
6.3.2.
Town of Den Helder, Netherlands 21 C
Perimeter building height, setback, width, roof direction, and articulation should pick up on local typologies in order to achieve a place with high social capital with diversity, adaptability and as a centre for the cross fertilisation of ideas.
th
In nearby Chesham 18 -19thC
Housing Haarlemeer Amsterdam
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6.4.
The Community is a development partner
6.4.1.
The Community is our client and the above principles need to be applied to the site to achieve the creative mix of uses and public spaces outlined at the B-Hive charrette.
6.4.2.
The range of uses suggested at the workshop covered all aspects of our community including good governance, culture, health, interaction between the different population dynamics, business and exchange, manufacturing, living and recreation.
One proposal for a mix of uses with the most variation around the main public square
6.4.3.
Having a scheme that is commercially balanced and is not fragmented will have wider benefits for the whole of Berkhamsted such as helping combat social isolation, facilitating face to face business interactions, facilitating local start-ups, encouraging our socially committed voluntary sector by catering to the needs of our diverse, creative and hardworking community.
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7. TIMELINE AND PHASING FOR THE DEVELOPMENT
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8.
Diagram final proposal
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8. FUNDING AND FINANCE OPTIONS 8.1.1.
We understand the financial pressures of the current economic situation and the need for any development to be financially viable into the future. We also know that there are forward thinking and innovative developers and designers in the UK who, with the right information and support, could create something of award winning quality in Berkhamsted town centre with wide reaching benefits.
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8.1.2.
We believe that Berkhamsted town centre offers a prime location for achieving financial returns from quality, mixed use development which takes an imaginative approach and meets the recognised needs of the local community. By taking an inclusive and long term view, additional benefits can be achieved in terms of high quality aesthetic design, overall town connectivity, security for existing and developing businesses and enhanced community facilities with spaces for learning, enjoyment and social enterprise.
CASE STUDY - Kennington Park Business Centre, Lambeth, London Regeneration and Renewal Award winner 2012 award for boosting economic growth An example of a mixed use development, supporting small local businesses and bringing very significant economic returns. Kennington Park Business Centre is commercially successful transformation of former industrial buildings into a commercially successful complex of business, workshop and storage units in Lambeth.
It shows how the real estate investment model can be adapted for use in both high value and more challenging areas. It resulted in enabling businesses to remain in the area and contributes to the local economy. See “Appendix D - Supporting case studies” on page 68 for more details.
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8.1.3.
B-Hive recognises that developing the site for mixed use represents a financial challenge. Allocating space for retail, other business and especially community uses will impact returns especially compared with those that may be achieved from a purely residential development. Further, if development is phased, as may be necessary if elements of the space become available for development at different times, then returns from later phases can be expected to be deferred accordingly.
8.1.4.
The financial benefits of enabling short term opportunities for businesses and community initiatives to make positive use of existing and developing buildings and other space in the centre of town must also be recognised. Continuous, positive use of spaces and on-going footfall can be achieved through land owners and developers taking a flexible approach such as the Meanwhile model, bringing clear benefits to the local economy and community by keeping central areas and buildings ‘alive’ and viable through periods of change.
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8.1.5.
However, in addition to commercially led funding for quality developments in the town, support for community partnership approaches are available from a range of sources including the Homes & Communities Agency, new funding linked to the Community Rights legislation and others. Community led projects from Neighbourhood Planning, site improvements and new facility provision can attract a range of additional funding particularly as part of a wider partnership approach to site developments and were the whole development to be community led then there are options for funding that would not otherwise be available.
CASE STUDY – Union Square, North Shields A key principle for the architects was to make the site as accessible as possible and to give the space back to the public. This led the architects and developer to build a high-density scheme, which brings life back to North Shields. The scheme is built on a brownfield site in a town centre, for years in the process of decay. The scheme was the catalyst for a turn-around in the local economy. The commercial value has increased since completion, with one of the tangible benefits being the return of residential housing to the city centre.
See “Appendix D - Supporting case studies” on page 68 for more details.
8.1.6.
Funding sources change regularly with increasing opportunities becoming available through socially led financing such as social enterprise investment and crowd funding. Where community projects are delivered as part of a Page 57
wider development scheme, key elements of the build can be achieved through the development and planning process with additional funding sought by the community/partnership to complete the community elements and ensure sustainable on-going management. New Community Rights launched in 2012 offer increased opportunities for community involvement in local development as well as some new funding streams to support them. 8.1.7.
The Rights include: ● ● ● ● ●
8.1.8.
Community Right to Bid; Community Right to Build; Community Asset Transfer; Community Right to Challenge, and Neighbourhood Planning.
Some examples of these sources together with their purposes are:
Investment and Contract Readiness Fund
£50-£150,000 – To help prepare Social Initiatives to be revenue (can include able to secure investment of over up to £5,000 capital) £500,000 with aim to develop services or win contracts.
Social Investment Company
Range of revenue and capital funding to support community organisations making use of their Community Rights to develop projects and services:
a) Pre-feasibility Grants b) Feasibility Grants
c) Capital Grants
£5-10,000 Support to build internal capacity in order to compete to run assets/deliver services £10-100,000 Support to develop project and business plans to assist them to become investment ready and take on asset development projects £100-500,000 Towards purchase and/or transforming of a building for community use. In 2013/4 key themes include support for competitive bidding, equity matching schemes, exercising Community Rights and legal mechanisms, and green refurbishments
Neighbourhood Planning support
Applied for by the Town Council but work best delivered in partnership with local community groups and funding is Page 58
available to bring in professional expertise to ensure the best outcomes for the process: a) Direct Support
b) Grants
8.1.9.
up to £9,500 for planning and community engagement expertise and advice to enable process and development of Plan; also direct support available from Dacorum Borough Council and Community Development Action for Herts £500-7,000 for direct costs such as start-up costs (initial workshops/consultation), training sessions, expert advice/consultants, incidental costs – venue hire, printing etc
Other sources of professional and financial support are in place or in development to encourage and enable commercial, public, community partnership approaches to local development. These include the Housing and Communities Agency, Regional Development Fund, Local Enterprise Partnership European programmes and the Local Infrastructure Fund, a government led programme to support community led developments which ‘unlock’ stalled sites.
8.1.10. To support the development of facilities that deliver community, social and local economy outcomes, particularly if delivered as part of a partnership approach to town centre development, a further range of capital and revenue funding is available. The following potentially support specific project examples emerging from the B-Hive consultation process. ● ● ● ●
Arts Council - Grants for the Arts; Theatre, performance Creative Employment Fund; and arts spaces Charitable Trusts; Social Enterprise investment for long term community outcomes; ● S106 allocations from local development; ● Local authority/public funding sources for replacing and improving existing facilities (i.e. Berkhamsted Civic Centre) ● Heritage Lottery Fund - range of grant programmes; Local museum, heritage ● Charitable Trusts; exhibition spaces ● Social Enterprise investment for long term community outcomes; ● S106 allocations from local development; ● Local authority/public funding sources; Page 59
● MLA Grants ● ● ● ● ●
BIG Lottery; Comic Relief; MLA Grants; Social Enterprise Investment Fund; Space Hive (and other crowd funding)
● Hertfordshire LEP grants and loans for enterprise and technology; ● Sustainable technology business prize and support programmes such as Berti Green Accelerator ● Energy company lead grant and support schemes such as Community Sustainable Energy Fund, EDF Energy’s Green Fund and the Free Green Energy Scheme ● ● ● ● ● ● ● ●
Community centre, library, spaces for learning and community services, open civic space Environmentally sustainable technologies and facilities in new developments (waste, water, energy)
Hertfordshire LEP grants and loans for SMEs; Units for local existing Herts LEP European SIF Plan; and start-up small Regional Growth Fund businesses Local Authority sources linked to local economy and enterprise Apprenticeship / Intern programmes (or similar); Lloyds Bank Social Entrepreneurs Programme; Social Enterprise Investment Fund; UnLtd for Social Entrepreneurs
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9. NEXT STEPS FOR B-HIVE 9.1.1.
This report is prepared for presentation to and discussion with Dacorum Borough Council (DBC) and the Police and Crime Commissioner (PCC) for Hertfordshire but the work started with the B-Hive does not end there. The next steps are then:
Potentially refine the B-Hive architecture plan and proposal (i.e. this report) taking into account feedback from the meetings with DBC and the PCC;
Firm up the likely and desired mix of premises types (residential, retail, business, community) and define likely locations and sizes of retail frontages;
Refine the financial model with improved plan numbers (counts of each property type, retail frontages) and anticipated cost and revenue figures;
Use the model to compare the returns of the proposed developments with those of a likely default development (i.e. what is likely to be done with the site in the absence of the B-Hive proposal);
Decide what involvement B-Hive and the local community will have in the definition and development of the town centre sites, and in the subsequent running and management of community facilities;
Identify from the documented sources (and any others subsequently identified) those from which it is appropriate to seek funding to support, in the short term, on-going B-Hive work and, in the longer term, the development and operation of community and local small business premises;
Assess the likelihood of securing funding from each of the identified sources and further refine the financial model.
Consider defining covenants to be applied to town centre sites for constraining/guiding development.
9.1.2.
These tasks cannot necessarily be performed by the current B-Hive team and professional input is likely required, for example with appropriate build and revenue figures for the financial model.
9.1.3.
The B-Hive project itself will continue to support the above activity. The Berkhamsted community then face a choice as to whether the project continues and becomes a legal entity in its own right. Reasons for this might be to consider community purchase of part of the site or for application for grants. There have been offers of support and advice from HCA and CDA Hertfordshire and others to take proposals for the development further. Page 61
9.1.4.
Related activity includes the on-going plans for the use of the Civic Centre as it stands as a temporary community centre and for other community led activities.
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APPENDIX A – ORGANISATIONS ATTENDING BUILDING COMMUNITY EVENTS Berkhamsted Town Council Northchurch Parish Council Youth Council / Swans School Association Ashlyns School School governors DeeTV Berkhamsted Citizens Association Save Your Berkhamsted Berkhamsted Local History and Museum Society Tring & Berkhamsted Cycling Campaign Berkhamsted Raiders Hospice of St Francis Churches represented by St Peters Business Breakfast Network Berkhamsted Lions Rotary Club Women’s Institute / Country Market Aid4Disabled Berkhamsted School Transition Town Berkhamsted Sunnyside Rural Trust Berkhamsted Tenants Association Berkhamsted Children's Centre Page 63
Early years (0-5) music specialist & community musicians Dacorum Environmental Forum
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APPENDIX B – B-HIVE CHARRETTE TIMETABLE
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APPENDIX C - BREAKDOWN OF CHARRETTE STATISTICS Table 1: Breakdown of Town Consultation Statistics
Suggested Use
Numbers
Percentage
Piazza, open or green space
40
28 %
Low rent business space/workshops/ hot-desks/co-working
38
26 %
Theatre/Performance Studios
36
25 %
Library
31
21 %
Community Arts Centre/Gallery
26
18 %
Museum
19
13 %
Day Care Centre for Elderly
18
12 %
Market/Local Food outlet
16
11 %
Shops
15
10 %
Car Parking
14
10 %
Café/Tea Rooms
13
9%
Rooms for Hire
12
8%
Youth Centre
12
8%
Affordable Housing
11
8%
Nursery/Children’s Centre
8
6%
Civic Centre (Council Offices/services)
8
6%
Adult Education Centre
6
4%
Police Station
6
4%
Community Centre
6
4%
Bicycle Stands/Electric Vehicle Charge Points
6
4%
Medical Centre
6
4%
Space/Recording
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Suggested Use
Numbers
Percentage
Information Centre
5
3%
Sports Facilities/Swimming Pool
5
3%
Renewable Energy Generation
3
2%
Indoor play area/crèche
3
2%
Public Toilets
3
2%
Aquarium
2
1%
Expand Victoria School
2
1%
Religious /Spiritual Space
1
1%
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APPENDIX D - SUPPORTING CASE STUDIES Stonebridge Hillside hub, Harlesden Example of well designed, successful mixed use community infrastructure as part of housing (albeit whole project massively larger scale than Berkhamsted). Summary / Key Points: ● The right mix of infrastructure and use is an important long-term consideration. The Stonebridge Hillside Hub is part of a bigger masterplan aimed at regeneration of the Stonebridge Estate. It successfully integrated residential and commercial facilities, including private, shared ownership and affordable apartments, commercial units, health care facilities, a café, supermarket and a popular community centre. ●
The Hub’s community activities include the Stonebridge Training and Employment Project, public IT facilities, a children’s after-school support group and spaces available for hire by local groups and societies.
●
The Hub brings together a wide range of people from the local community. Local tenants’ association, for example, was part of the consultation and continues to take an active role in managing the Hub’s community activities. Nigel Swanton, head of development at the Hyde Group: The Hub is ‘strengthening community spirit and engagement in the process … the footfall greatly outperforms the original business plan’.
Development type: site redevelopment; mixed-tenure housing, commercial units, health care facilities, retail, community centre/facilities
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Partners: Edward Cullinan Architects, The Hyde Group (social housing provider), REAL (developers), INplace (Hyde Group subsidiary), Hillside Housing Trust, local tenants’ association Funding: Stonebridge Housing Action Trust funded the community centre and primary care centre. The Hyde Group funded the shared ownership / affordable residential units and the supermarket; Rydon Construction funded the units for private sale. The contract value was £19 million. Stonebridge Hillside Hub is the final component of a masterplan for regenerating the Stonebridge Estate. The brief included replacing 1,775 flats in a rundown 1960s high-rise estate with mixed-tenure housing in low- or medium-rise units. Stonebridge Hillside Hub is a vital part of this regeneration. In addition to apartments, it includes commercial units, health care facilities, a café, supermarket and a popular community centre. It was designed by Edward Cullinan Architects for The Hyde Group (a social housing provider), developers REAL, and INplace, a subsidiary of The Hyde Group The innovative design of the Hub and its facilities was developed following extensive consultation with the Hillside Housing Trust, which was set up by The Hyde Group. The Trust’s board and local tenants’ association continue to take an active role in managing the Hub’s community activities, including the Stonebridge Training and Employment Project, public IT facilities, a children’s after-school support group and spaces available for hire by local groups and societies. The Hub brings together a wide range of people from the local community. Nigel Swanton, head of development at the Hyde Group, said: it is ‘strengthening community spirit and engagement in the process … the footfall greatly outperforms the original business plan’. The strong design and distinctive appearance of the Hub also provide an important focal point for the redeveloped Stonebridge Estate and the wider neighbourhood. http://webarchive.nationalarchives.gov.uk/20110118095356/http:/www.cabe.org.uk/casestudies/stonebridge
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Cometa, High Wycombe Possibility to achieve financially viable, high quality housing in small infill site Summary / Key Points: ● Cometa, built on a small, suburban infill site on the edge of High Wycombe, consists of 12 high-quality, low maintenance apartments designed to ensure that the investment retains its value over time. ●
Light and airy, the homes have strong architectural quality, making a positive contribution to the local character and to the street scene.
Development type: small, suburban infill; residential apartments Partners: Richard Clark Chartered Architects; Ashton Homes Funding: Privately funded. The contract value was £1.3 million Cometa is a distinctive, contemporary response to a small, suburban infill site. The 12 homes have strong architectural quality, exploit views well and are light and airy. The scheme makes a positive contribution to the local character and to the street scene. A single block of 12 apartments, Cometa was built on a restricted site on one of the river valley routes on the edge of High Wycombe where detached single houses are being replaced by higher-density two- and three-storey apartment blocks. Whereas these have been predominantly an interpretation of traditional detailing with pitched roofs, gables and relatively small windows – adopted as an inoffensive and low-cost solution in much volume house building, Cometa has gone in a quite different direction, with large balconies, generous windows and dramatic monopitch roofs. The architects, Richard Clark Chartered Architects, designed the scheme for Aston Homes, a locally based developer which has retained the building for private letting. Aston Homes’ managing director Jeremy Caine expressed a concern about what he terms ‘the lack-lustre architectural merit of so much development over the last 20 years.’ He maintains a longterm interest in Aston Homes’ schemes and is willing to invest in high-quality, low maintenance buildings whose design will ensure that the investment retains its value over time.
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http://webarchive.nationalarchives.gov.uk/20110118095356/http://www.cabe.org.uk/casestudies/cometa
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City Point, Brighton High density development of the site enables funding for an improved public realm, use of pedestrianised walkways and courtyards. Summary/Key Points ●
City Point, developed on an old industrial railway site, reinvented itself as a new destination in Brighton. This was achieved through a mix of both affordable and owner-occupied homes, and careful integration with the rest of the neighbouring city centre through design of a prominent intersection of pedestrianised streets and a series of enclosed courtyard spaces.
Development type: industrial redevelopment; high density mixed-use housing; new ‘destination’; public access/realm delivery Partners: The New England Consortium (QED Property Developers, J Sainsbury Developments and Network Rail – the land owner) commissioned Chetwood Architects to work with URBED (Urban and economic development group) for a mixed use masterplan on the site. Once the masterplan had been agreed for the New England Quarter, Chetwood Architects developed the main site of the City Point mixed-use development with Barratt Southern Counties as the developer. Structural engineers and environmental design: URS. Funding: Unknown at present. Gross development value: £75 million (source: Barratt Developments: http://www.barrattdevelopments.co.uk/barratt/dlibrary/documents/1working_in_partnership.p df ) The railway sheds alongside Brighton station have been the basis for the transformation of an industrial site into an exciting new residential area, the New England Quarter. City Point is a mixed-use housing development that sits within this broader development. The project has all the challenges of an urban industrial development, needing a high density of both affordable and owner-occupied homes. Moreover, it needed to reinvent itself as a new destination in Brighton. Thus, the mixed-use element of the scheme and its careful integration with the rest of the neighbourhood was key to its success. A strong character has been achieved through design of a prominent intersection of pedestrianised streets and a series of enclosed courtyard spaces offering sanctuary from the surrounding city centre.
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http://webarchive.nationalarchives.gov.uk/20110118095356/http://www.cabe.org.uk/casestudies/city-point
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Union Square, North Shields The redevelopment of refurbished and new-build commercial and residential properties with the creation of attractive public spaces, increasing commercial value. Development type: refurbished/new-build commercial and residential with public spacer Partners: Architects: Jane Darbyshire and David Kendall Ltd Funding: A key principle for the architects was to make the site as accessible as possible and to give the space back to the public. This led the architects and developer to build a high-density scheme, which brings life back to North Shields. The scheme is built on a brownfield site in a town centre, for years in the process of decay. The scheme was the catalyst for a turn-around in the local economy. The commercial value has increased since completion, with one of the tangible benefits being the return of residential housing to the city centre.
http://webarchive.nationalarchives.gov.uk/20110118095356/http://www.cabe.org.uk/casestudies/union-square
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Kennington Park Business Centre, Lambeth, London Example of mixed use development supporting small local businesses and bringing very significant economic returns
Summary/Key Points ●
Kennington Park Business Centre is commercially successful transformation of former industrial buildings into a commercially successful complex of business, workshop and storage units in Lambeth
●
It shows how the real estate investment model can be adapted for use in both high value and more challenging areas.
●
It resulted in enabling businesses to remain in the area and contributes to the local economy.
Development type: tenancies
former industrial; business, workshop, storage space with flexible
Partners: Workspace Group; Funding: Workspace owns and manages the site; used REIT model to convert the space. Workspace Group PLC, a real estate investment trust (REIT), has a joint venture with Workspace Glebe Limited, which engages in property investment. Regeneration and Renewal Award winner 2012 award for boosting economic growth: Kennington Park Business Centre, a 1920s-built development near Oval underground station, comprises 11 former industrial buildings converted by property company Workspace Group into offices, studios, workshops and storage space available to businesses under flexible tenancies.
Workspace, a publicly listed real estate investment trust (REIT), took over the site in 2005, at which point it was home to 17 businesses. That number has since grown to 230. Workspace claims that the complex now accounts for more than 1 per cent of total employment within the central London borough of Lambeth, providing an annual turnover of £140 million.
Awards judge David Marlow, managing director of consultancy Third Life Economics, says: “We liked that Workspace was using the REIT model in a challenging area to convert and re-use declining industrial space, rather than its usual application in high-value areas.”
The model can clearly be replicated elsewhere, he adds, because Workspace owns and manages more than 100 such centres across the capital, usually in renovated older industrial buildings, housing 4,000 businesses that employ some 30,000 people.
According to a study by Cambridge Economic Associates in late 2010, there is evidence that the trust’s centres support their localities: 40 per cent of Workspace tenants across London said they would have moved out of their local borough if it wasn’t for their Workspace centre – and in the case of Kennington Park, some 60 per cent said they would have located outside of Lambeth if not for the scheme.
In addition, 13 per cent of firms who moved into Kennington Park said their turnover would be lower if they were not based there, and 27 per cent believed that they would be smaller.
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http://www.regen.net/channel/awards2012_economicgrowth/ http://www.kenningtonpark.co.uk
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The Collective, Camden, London Creation of a hub for creative business invigorating wider neighbourhood Development type: industrial redevelopment; creative business hub Partners: Camden Town Unlimited; London Borough of Camden Funding: Unknown at present. Regeneration and Renewal Awards 2012 award for boosting economic growth: Highly commended. Regeneration agency Camden Town Unlimited and the London Borough of Camden took a burnt-out, derelict warehouse and transformed it into ‘Collective’: a hub for creative businesses. Marlow says the judges were impressed by the “buzz” that the scheme has generated in the local area and adds that the plan to create two more Collectives demonstrates the success of the model. In 12 months, the Collective supported 21 businesses. Growth rate in employment: 130%; Average turnover growth: 309%; Average tenancy: 11 months; Internship/work experience opportunity offered: 64; Collaborations with Camden businesses: 27. http://camdencollective.co.uk More information about the Collective finances in its annual report: https://app.box.com/s/99cdb2cb45ba179505c6
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Kidbrooke Village, Greenwich Very different scale to Berkhamsted but example of high density housing delivering public realm benefits and value of long term vision and good design in economically tough times.
Summary/Key Points ●
Kidbrooke Village is a housing development in Greenwich which demonstrates a clear commitment to a long term masterplanning approach to regeneration, achieve quality design for mixed tenure homes
●
Its design ensures shared green spaces and pedestrian access are central to the site structure with clear linkages throughout
●
The project delivered a quality and innovative redevelopment in a challenging economic environment
Development type: larger scale long term housing development Partners: Nathaniel Lichfield & Partners; Lifschutz Davidson Sandilands (architect) Funding: Unknown at present.
Regeneration and Renewal Awards 2012 Winner of award for best use of housing in regeneration; Kidbrooke Village is one of the largest on-going regeneration schemes in the UK. Over the next 20 years it is due to see the demolition and replacement of the former Ferrier Estate in south London with 4,000 mixed-tenure homes on a site spread over 109 hectares. The judging panel singled out the scheme’s developer, Berkeley Homes, for its long-term
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vision.
A masterplan for the scheme, prepared by architect Lifschutz Davidson Sandilands, received planning permission from the London Borough of Greenwich in 2009. Berkeley says that new estate has been designed to feel less dense than its single-tenure predecessor, despite the fact that it will be able to accommodate double the population, while building on just 35 per cent of the land.
At the scheme’s heart is the new Cator Park, which runs the length of the site and creates a series of ‘green fingers’ – landscaped paths providing connections between existing communities and transport nodes.
Despite the economic downturn, work began on the scheme in September 2009, with 1,000 people now living in 344 new affordable homes and 175 private homes.
The judges were impressed by the way in which the scheme integrated community, physical and economic regeneration aspects, as well as the stylish design of new buildings. Jim Fennell, managing director of consultancy Nathaniel Lichfield & Partners, said: “The quality of new build is a million miles away from what it has replaced. “What impressed us most was the determination to deliver a big vision when so few have the confidence to do that in the current market.” http://www.regen.net/channel/awards2012_housing/
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Museum of East Anglian Life (MEAL), Stowmarket, Suffolk A museum turned social enterprise Summary/Key Points ● MEAL is a heritage site that benefited through reuse of its existing infrastructure for communal purposes, increasing visitor numbers by 30% in the process. ● MEAL’s social enterprise Abbot’s Hall Enterprises took over former New Deal for Communities programmes to provide training and therapeutic care services for young people, disabled, ex-offenders and people in long-term unemployment. Since 2006, it provided150 people with accredited training and helped 40 people into full-time employment. ● Community engagement: The museum’s partners include local businesses, charities, musicians and artists, environmental groups and even the Campaign for Real Ale. All these contribute the skills required for training and various workshops, clocking up 50,000 volunteer hours/year. Development type: open air museum/social enterprise with community facilities and opportunities Partners: Museum of East Anglian Life, local business, local community Funding: Heritage Lottery Fund; Arts Council England, etc This is one of the country’s leading open air museums; occupying a site of 70 acres, within a stone's throw from the market place, and containing much to interest any visitor to the region. A number of historic buildings have been moved here from elsewhere in East Anglia, there are extensive exhibition galleries, rare breeds of animals, picnic sites, gift shop, Brambles Café and a lively riverside walk. The Museum also boasts the Abbots Hall within its grounds, which dates from around 1709 and stands on the site of the grange of the Abbots of St Osyth. It is in effect Stowmarket’s manor house and in the past much of the town and surrounding countryside was owned by the occupants of Abbots Hall. In 2004, Tony Butler, a new director, started a reorganisation inspired by Coin Street Community Builders. The first move was to open the museum grounds for community use. This was followed by a series of cultural initiatives (music and art festivals). In 2007, MEAL opened Abbot’s Hall Enterprises, a social enterprise that took over former New Deal for Communities programmes to provide training and therapeutic care services for young people, disabled, ex-offenders and people in long-term unemployment. Most services are based on museum’s heritage work (costume-making, horticulture, animal-keeping), and participants frequently contribute to its collections. In 2010, MEAL won contract for Stowmarket’s floral display, bringing in new income and strengthening local pride. Key lessons: Page 81
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Recognising key protagonists: asset holding civic entrepreneurs;
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Re-using existing assets;
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Building a local action coalition. The museum works with local businesses, charities, musicians and artists, environmental groups and even the Campaign for Real Ale. Its partners contribute the skills required for training and various workshops.
Community engagement stats: 50,000 volunteer hours/year; 30% increase in visitor numbers; 150 people provided with accredited training since 2006 (as of 2012); 40 people helped into full-time employment since 2006. http://eastanglianlife.org.uk/community/partners.html http://www.stowmarket.org/visitor-information/things-to-see-do/museum-of-eastanglian-life http://eastanglianlife.org.uk/
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Paintworks Bristol Heritage regeneration, creative industries and residential, good public realm element
Summary/Key Points ● Paintworks, a 12-acre regeneration project on the site of the old Victorian paint factory, combines mixed use housing, creative industries, bar/restaurants and performance space. It is considered one of the most successful schemes of its type in the country, having attracted dozens of creative and digital firms and studios since the first phase of its development was completed in 2006. ● In contrast to modern soulless business parks, the Paintworks’ focus was on creating a sense of community through intimate design and use of its spaces for outdoors events, performances and as meeting points. Development type: industrial redevelopment; mixed use housing, creative industries, bars/restaurants, performance space Partners: Designed by elected mayor George Ferguson's practice, the first phase of the scheme was completed by Verve Properties Developers. Developers Verve Properties and building firm Crest Nicholson have joined forces to develop and expand The Paintworks scheme over the next 2 years. Funding: Unknown at present. Paintworks is the regeneration of 12 acres of industrial buildings along the banks of the River Avon, where many of the original buildings have been preserved and restored. A sustainable approach is a key part of the development's ethos. Mixed use housing, creative industries, bar/restaurants and performance space Phase 1 completed in 2006. Covered over cobbled streets, arcades and courtyards were re-opened and the brick and stone buildings then fronting them restored. A variety of studio/offices, live/work and residential spaces were offered, many in shell finish allowing occupiers full rein to fulfil their needs and fantasies. No formal marketing was carried out, the spaces all let or sold by word of mouth. Page 83
Central to the available spaces is a hub building providing a café/bar, performance space, a gallery and event hire space. Following the general theme of narrow streets opening onto courtyards, the hub building has its own terrace, small courtyard and main courtyard which host outdoor events and performances as well as providing the main meeting point. Those behind Paintworks detect a growing consciousness in Society and see the project as a genuine attempt to regenerate a mixed use district centred primarily on a sense of community and in so doing provide a model for others to build on elsewhere. Considerable effort has gone into the intimacy of the street scene, the public areas and hub spaces. This is in deliberate contrast to insular "lifestyle" residential accommodation and soulless anonymous business parks. The aim is to show there is Another Way to increasing isolation. A place where "lifestyle" living and working is not just marketing hype, but somewhere people do actually want to live, want to work and want to interact with others. A year ago, Paintworks became part of the officially launched enterprise zone set up by the West of England Local Partnership. The aim is to create thousands of new jobs in the area around Temple Meads station. Over the next 2 years, Paintworks will undergo the third phase of development. The plans include 221 houses and flats along with 61,700 sq ft of space for businesses and offices. There will also be 5,000 sq ft of space for shops and bars, along with 11 more studio units. http://www.paintworksbristol.co.uk
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In Store for Sidcup ‘Incubator’ space to grow new businesses, investment in public realm to benefit business Summary/Key points ● In Store for Sidcup is an incubator space set up in 2012 in the District Centre of the London Borough of Bexley. The programme’s aim is to help increase footfall, fill empty shops and support businesses as they adapt to market changes and inject life back into their high street. ● Currently around 30 traders and 15 businesses are using the space and taking advantage of the programme’s business support services, training and monitoring. ● It is too early for detailed outcomes, but there are already indications that the project is going well and traders have seen steady growth in sales. Development type: local economy investment; public realm Partners: In Store for Sidcup has a dedicated team working on physical improvements to the high street headed up by architect Murray Smith at Untitled Practice and transport planning strategists Urban Movement. In Store for Sidcup has appointed a dedicated team providing business support packages headed by Sally Williams at Retail Revival. Sally and her team will be delivering business support services, training and mentoring, town centre events and promotions, and inward investment activities in Sidcup. Funding: In 2012 Sidcup town centre was successful in its bid for f£1.2m funding from the Mayor’s Outer London Fund (OLF) which is helping increase the vibrancy and growth of high street places across London. This, together with £600,000 match funding from the London Borough of Bexley, provides Sidcup with £1.8m of investment over a 2 year period from March 2012 – March 2014. Sidcup is the Major District Centre in the south of the London Borough of Bexley, which serves as the commercial heart of the local community. In Store for Sidcup programme, set up in 2012, is the initiative to revive Sidcup High Street. The programme has created a shared retail incubator space, where free space, three grant packages, training and offer business support are provided to local traders and retail businesses. The programme’s aim is to help increase footfall, fill empty shops and support businesses as they adapt to market changes and inject life back into their high street. The project is located in a former William Hill shop, at somewhat reduced rent offered by the landlord. The ground floor shop space is used for boxes and stalls, currently offered for free to eligible applicants for a four month trial period, in return Page 85
for their time working in the shop. Small grants are available to support fit-out of boxes etc. The first floor has meeting rooms (available for hire and events) and a kitchen, and is also being used as workspaces for non-goods retail businesses (e.g. services and creative), and a yoga studio. Currently around 30 traders are using the ground floor and 15 businesses using workspace on first floor. From December 2013, the free period for the use of the ground floor comes to an end, and traders will need to commit to pay for their space. No detail on rents is currently available. Various support packages are available subject to taking up business support. It is too early for detailed outcomes, but there are already indications that the project is going well and traders have seen steady growth in sales. Applications for grants for existing and new businesses in the town centre were accepted in summer; while applications for grants to existing businesses or social enterprises in Sidcup are accepted until December 2013. http://www.instoreforsidcup.org/#!about/c1enr http://www.instoreforsidcup.org/#!business-support/clrk http://www.bexley.gov.uk/index.aspx?articleid=15982 Guide that shows project in Sidcup and how High Street altered http://www.bexley.gov.uk/CHttpHandler.ashx?id=11989&p=0
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Spirit Quarters, Coventry, Regeneration and Renewal 2012 Award for Community-led regeneration Shows that involving community can help unlock new sources of funding
Summary and Key Points ● The North East Coventry area has been undergoing intensive regeneration since 2001 through New Deal for Communities, a resident-led programme for which funding wound down in 2011.
● Steve Carr, head of economic development at the Homes and Communities Agency, calls the residents behind the scheme “an inspiring bunch”.
He adds: “What was really impressive was that when the NDC programme ended they were very inventive [in] looking for new forms of funding. They have shown that a ‘Big Society’ approach can help regeneration schemes survive drastic cuts in grants.”
Development type: Spirit Quarters is a major housing redevelopment scheme in North East Coventry, which is aimed at providing more than 3,300 new homes in the neighbourhoods of Wood End, Henley Green, Manor Farm and Deedmore.
The area has been undergoing intensive regeneration since 2001 through New Deal for Communities, a resident-led programme for which funding wound down in 2011.
Partners: A number of partners are involved in delivering the regeneration such as Whitefriars Housing Group, Coventry City Council and the Homes & Communities Agency. And in order to continue the lead role of the community following the ending of NDC funding, a community anchor organisation, the Moat House Community Trust (MHCT), provided an on-going voice for residents. The trust is governed by a board consisting primarily of local residents, supported by members of stakeholder
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organisations in the area.
According to Whitefriars Housing; residents play a key role in supporting the delivery of the redevelopment. MHCT is a signatory to the legal agreements relating to the development. A residents group has also been formed to meet regularly with Whitefriars Housing and developers, to discuss and influence progress on the redevelopment. In addition, a group of residents offers independent support and advice to those residents who are being re-housed.
Funding: Advantage West Midlands (AWM), Homes and Communities Agency (HCA) are key funders to the project. So far, 154 new homes have been completed, and another 230 started.
5% of homes are built to lifetime home standards, discretely designed so the properties can be adapted to suit the future needs of residents. The development also features renewable energy in the form of solar roof panels to heat the hot water system and photo voltaic panels for generating electricity. New 154 homes have been released with an average of 2 sales per week being achieved proving the schemes popularity is continuing on this second phase of redevelopment. Judging panel chair Steve Carr, head of economic development at the Homes and Communities Agency, calls the residents behind the scheme “an inspiring bunch”.
He adds: “What was really impressive was that when the NDC programme ended they were very inventive [in] looking for new forms of funding. They have shown that a ‘Big Society’ approach can help regeneration schemes survive drastic cuts in grants.”
http://www.regen.net/channel/awards2012_communityregen/
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Uppingham Neighbourhood Plan A rural parish council takes lead on a neighbourhood plan with close involvement of local community and businesses
Summary/Key Points ● In 2013, Uppingham, a market town of about 4,500 people, prepared a draft Uppingham Neighbourhood Plan, which sets the development priorities for the town in the period up to 2026. Community and business groups in the town have worked together to prepare the Plan
● The Plan is set for a public referendum in late autumn of 2013; if successfully approved, it will serve to deliver on a number of important objectives, such as improving the town’s economy and employment, while protecting its heritage and strengthening its community life.
Development type: neighbourhood plan; market town; example of joint working Partners: Community and business groups in the town have worked together to prepare the Plan. A Task Group, operating under the auspices of Uppingham Town Council and chaired by local businessman Edward Baines, has undertaken most of the work. As the qualifying body under Neighbourhood Planning legislation, Uppingham Town Council are legally responsible for producing the Plan which must be approved in a public referendum of the town’s registered voters. This vote will take place in the late autumn of 2013 and be administered by Rutland County Council.
Funding: The Plan took two years to prepare. The cost of preparing the Neighbourhood Plan has been subsidised by a government grant of £50,000 to Rutland County Council, approximately £15,000 of which has been used by the Town Council to draft and publish the Plan. An application for a pre-feasibility grant under the assets programme has been accepted. The application was for £9,000 to work up options for the parish council to take over the existing library building and redevelop to act as a community hub, in addition to continuing to act as a library. This will possibly happen via right to bid but more likely asset transfer. In 2013, Uppingham, a market town of about 4,500 people, prepared a draft Uppingham Neighbourhood Plan, which sets the development priorities for the town in the period up to 2026. The plan indicates where new development should be permitted, what green space should be protected and what kind of new employers the town should seek to attract. It details many other improvements and how some of them might be paid for. The vision of the Uppingham’s plan is to retain and enhance the traditional values of a small market town ensuring that future development in Uppingham reflects the community’s needs and aspirations incorporating new technology where appropriate. New community facilities were envisaged in ‘Uppingham 2025’ and have now received additional support. These could provide a new focus for community service provision. The need for a community hub comes out of the consultation work for the Neighbourhood Plan.
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The Localism Act has provided Uppingham with its first ever opportunity to be more than just a statutory consultee on planning matters. A Neighbourhood Plan approved by its community will become a statutory section of the Local Plan. Rutland County Council is supporting this plan and has agreed to recognise the proposals and local policies within it. As the next steps, Uppingham residents will receive notification of the date of the Referendum and where to vote from Rutland County Council. The ballot arrangements will be very similar to Town and County Council elections although the location of the voting booths has yet to be agreed. Only those on the current electoral role will be eligible to vote. http://www.uppinghamneighbourhoodplan.info/ The public referendum of the town’s registered voters will be held in late autumn. If successfully approved, the Plan will serve to deliver on the following objectives (source: Uppingham Neighbourhood Plan 2013-2026): http://media.freeola.com/other/28083/nplandraft16printingcopy30.5.2013.pdf : ● Protect the town’s heritage appearance and modernise its infrastructure ● Affirm which areas of the town should remain as open space ● Strengthen community spirit, community health and community safety ● Improve community life with particular regard for the vulnerable, disadvantaged and disabled by strengthening community services ● Improve the sustainability of the town’s retail centre ● Attract public and private sector investment ● Attract new employers and help create local jobs ● To increase housing by around 170 dwellings, including an appropriate percentage of ‘affordable properties’ and single dwelling sites ● New housing development to be in distributed clusters rather than en-bloc ● New properties to comply with an Uppingham Design Statement ● To enhance the visitor offer and attract the next generation of tourists
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APPENDIX E - LETTER SOCIETY
FROM
BERKHAMSTED LOCAL HISTORY
AND
MUSEUM
BERKHAMSTED LOCAL HISTORY AND MUSEUM SOCIETY Registered Charity No. 803417
Founded 1950 as Berkhamsted & District Local History Society Tel: 01442 865158
Rhenigidale, Ivy House Lane Berkhamsted Herts. HP4 2PP.
E: mail
[email protected]
To Representative of Dacorum Borough Council 3rd October 2013 Dear Sir/Madam, Redevelopment of central site encompassing former Police Station and Library Dear Sir/Madam, I have been asked by my Committee to express our concern that in the redevelopment of the important central site encompassed by the former Police Station and the Library the community interests of the people of Berkhamsted and not simply the commercial interests should be given full consideration. With the emphasis, which is being placed upon the regeneration of the centre of Hemel Hempstead by Dacorum Borough Council with its accompanying plans there is a risk that the interests of the people of Berkhamsted could be sidelined. There is a range of community interests, which would benefit the local community. There is no doctor’s surgery with sufficient parking and two surgeries are accessed from steep hills. A library with the accompanying services is a necessity as is a good information centre open seven days a week. Berkhamsted is a historic town with a Norman Castle, which brings many tourists from all over the world. The Berkhamsted Local History & Museum Society, founded in 1950, has a large collection of documents, photographs and artefacts, the largest collection stored in the Dacorum Heritage Trust Museum Page 91
Store, behind the Civic Centre. It is possible that Dacorum will in the foreseeable future have a museum, but Berkhamsted needs a museum of its own for the people of Berkhamsted and the visitors from far and wide who come to trace their ancestors. I should like to make a plea that a proper consultation on any proposals should take place and that our Society, which has a large membership from all sections of the community, should be involved in any discussions and decisions made on the future of Berkhamsted. Yours sincerely,
Mrs. Jenny Sherwood, Chairman
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APPENDIX F – THE B-HIVE TEAM In all, more than 30 people have contributed to the organising charrette and the report directly, with countless others assisting. A sample of some of those involved is given below. Adrian Morrow BA (Hons) BArch RIBA Adrian Morrow studied at Manchester University. After qualifying in 1983, Adrian worked for Aldington Craig and Collinge, before moving to Denton Scott Associates. Following the completion of Hilltops Medical Centre and the Silverstone Press Facility, Adrian moved to YRM in London. Following a period working for Robert Macdonald Associates and Jestico and Whiles Architects, Adrian joined Allies and Morrison in 1995, where he became an Associate and Technical Group Leader. Adrian joined architecture MK in 2003. In 2006, after commencing work on the new Crownhill Crematorium, Adrian became Principal Architect. After working on schools and housing for Patel Taylor, Adrian set up Adrian Morrow Architects in 2011. David Kirkland David is an architect and is a founding practice principal of Kirkland Fraser Moor. He is an innovator in low environmental impact design and for the past 20 years has contributed to this agenda through teaching architecture and lecturing widely in Europe and the US. David recently served as an Editorial Board Member for the International Journal of Design and Nature. He is currently a Trustee of the International Federation for Sustainable Architecture and also acts as a Design Advisor for the East of England Shape East program and the local Hertfordshire Design Review Panel.
Emma Norrington Emma has over 15 years of experience working for regeneration, environment and community charities in Hertfordshire. She brings her knowledge of grant funding to B-Hive along with her experience of developing environmental and community projects with a range of public, private and community partners. Emma was brought up in Berkhamsted. She returned to the town 15 years ago and now lives here with her family.
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Emma Sherrington Emma has lived in Berkhamsted for over ten years. She is an active member of the community including volunteering at the inpatient unit at The Hospice of St Francis and in the High Street Cancer Research UK shop and in the past have been a member of Berkhamsted Choral Society. Recently, Emma qualified from London Metropolitan University at a Dietician. She joined Transition Town Berkhamsted (TTB) last autumn, initially due to an interest in promoting local food. She has been involved with B-Hive since its inception in June 2013. Emma set up and administers the B-Hive Facebook page and promoted awareness of the project on the market and Lions Fete stalls.
Hugo Hardy BA/B.E.D/MArch/RIBA/ARB Born in the UK, Hugo was educated at the University of Western Ontario, the Technical University of Nova Scotia, Canada and the Berlage Institute, Rotterdam, where he worked with a series of internationally renowned architects including David Chipperfield. After graduation he worked at West 8’s wharf side atelier in Neuwe Haven, Rotterdam and specifically on various urban projects including new urban centres in Dordrecht and in Krimpen, Holland, in addition to the new Grand Egyptian Museum on the Giza Plateau. He worked with Arup developing large scale projects for the new Dong Tan Eco City in China and at Battersea power station’s “West Hotel”. He was later Project Architect, on schools, for the council in the ‘new town’ of Milton Keynes, to which he was invited after being awarded Runner up in Europan 8, a Europe wide competition for housing and urbanism on a site located at Bradwell Common, MK. He set up his practice in June 2010.
John Bell John has 15 years’ experience as a project manager in the UK rail industry and now runs a business in the same sector providing specialist consultancy services and software. He was elected leader of Transition Town Berkhamsted in May 2012 and was re-elected earlier this year. He is the project manager of the B-Hive. He has lived in Berkhamsted for 10 years and his three children were born here.
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Paul Crosland Paul has lived in Berkhamsted with his family for seven years. He is a chartered quantity surveyor by profession, and takes a keen interest in all matters relating to transport, the environment, conservation and community sustainability. Paul is a committee member of Berkhamsted Citizens Association - a local civic amenity society - for which he is also the Chairman of the Town Amenities Sub-committee. Paul is a Trustee of the Friends of St. Peters Great Berkhamsted, a secular body whose aims are to care for the fabric of St. Peter's Church and its churchyards.
Stephen Lee Stephen is a freelance project/programme manager with nearly 30 years' experience in the IT industry in the UK and USA. He has lived in Berkhamsted since 1987 and is a recent addition to the B-Hive team. A keen sailor he has been a member of Great Moor Sailing Club since 2000 and its treasurer since 2004. Stephen is a graduate of Cambridge and Belfast universities.
Svetlana Grant Svetlana is a project manager for Smart Cities Programme at the GSMA. She studied international economics at Syracuse University, and spent the past 15 years working in the mobile industry in the US and the UK. Svetlana has lived in Berkhamsted for 6 years and her two children were born here.
Wendy Conian Wendy studied in Cambridge and has over 20 years’ experience as a management consultant and HR professional. She has been involved with B-Hive since its inception, is a member of the steering group and latterly has been responsible for liaison with Councils and other key stakeholders, and for compiling the presentation documents. She has lived with her family in Berkhamsted for 6 years. She is a member of Transition Town Berkhamsted and a Trustee of Sunnyside Rural Trust and now spends her time working on projects in the local community. Page 95
