eastern city cluster work… · 2.1 structure and agenda details: eastern city cluster area...

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STAKEHOLDER WORKSHOPFEEDBACK REPORT

EASTERNCITYCLUSTERarea enhancement strategy

March 2018

Document produced by City Public Realm Team, Department of the Built Environment, City of London

Issued: March 2108

Project Team:

For project enquires: [email protected]

Contact details: Maria Herrera ProjectManager-CityPublicRealm City of London Corporation PO Box 270, Guildhall, London EC2P 2EJ

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CONTENT

APPENDIX

Introduction and Background

Workshop Structure

2.1 Structure and agenda

2.2 List of Attendees

Executive Summary

Stakeholder feedback

4.1 Public Realm & Greenery

4.2 Security, Transport & Servicing

4.3 Culture & Art

4.4 Identity & Perception

4.5 General Comments

Conclusion

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Presentat ion f rom workshop

Questionnaire

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1.

2.

A.

B.

3.

4.

5.

1

This report summarises findings from the third StakeholderGroupWorkshop held

on 15th February 2018. It will be used to inform the content of the Eastern City

ClusterAreaenhancementstrategy.Thegroupofparticipatingstakeholdersincluded

representativesfromcurrentandfuturedevelopmentsinthearea, landownersand

keylocaloccupiers.

Theaimoftheworkshopwastogatherfeedbackonthestrategicvisionandobjectives,

whichweredevelopedandpublishedfollowinginitialcommentsprovidedbythisforum

in March 2017, and by representatives of the local insurance industry in a separate

meetingwhichalsotookplaceinMarch2017.Duringtherecentworkshop,emerging

ideasanddesignprincipleswerealsopresented,toseekstakeholder’sviewsabout

potentialchangeswhichcouldpotentiallybeimplementedinthearea,tohelpcope

withapredicted increase inworkforcepopulationand theanticipateddevelopment

pipeline.Particularfocuswasgiventopedestrianmovement,securityinfrastructure,

transport&servicing,culturaloffer,socialamenitiesandgreening.

Introduction and Background

1.INTRODUCTION

2

Duringtheworkshop,GrowthIndustryandLacunapresentedemergingideasandconceptsforpotentialprojects,invitingstakeholderstoexpresstheirviews.Aquestionnairewasdistributedtoallattendees,andround-tablediscussionstookplace.CopiesofthepresentationandquestionnaireareincludedinAppendices A and B.

Thefollowingtablesetsoutthestructureoftheworkshop,asfacilitatedbytheconsultantscurrentlysupportingtheCityPublicRealmTeaminthedevelopmentofthestrategy:

•JonAkers-Coyle,DirectoratGrowthIndustry[www.growthindustry.co.uk]

•StellaIoannou,DirectoratLacunaprojects[www.lacunaprojects.com]

2.1 Structure and Agenda

Details: Eastern City Cluster Area Strategy Stakeholder WorkshopDate: 15 February 2018 Time: 14:30 – 17:00Location:SCORSE,AsiaHouse,31-33LimeStreet,London,EC3M7HT

Welcome & introductionCarolynDwyerDirector, Department of the Built Environment, City of London

Part 1 – Opportunities Presentation

•Publicrealmandtrafficmanagement•CultureandArtStrategy:aspirationsandidentity

JonAkersCoyle–GrowthIndustry

StellaIoannou–LacunaProjects

Part 2 – Workshop - round table discussion•PublicRealmandtrafficmanagement•Security•Culture and Identity

All attendees

Part 3 – Discussion •Feedbackfromeachgroup•Discussion and Q&A

All attendees

Closing statement – thanks / next stepsChristopherHayward,ChairmanPlanningandTransportationCommittee

2. WORKSHOPSTRUCTURE

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2.2 List of Attendees

City of London CorporationList of Attendees: Eastern City Cluster stakeholder workshop – 15th February, 14:30-17:00 pm.

Attendees Title Company1. Carolyn Dwyer Director, Department of the Built Environment

City of London

2. Christopher Hayward Chairman Planning and Transportation Committee3. Simon Glynn Assistant Director - City Public Realm4. Adrian Roche Planning Policy5. Peter Shadbolt Assistant Director - Policy6. Iain Simmons Assistant Director - City Transportation7. David Horkan Assistant Director - Planning Development8. Annie Hampson Development Director9. Edward Jackson Project Manager – City Transportation10. Melanie Charalambous Group Manager – City Public Realm11. Maria Herrera Project Manager – City Public Realm12. Sarah Whitehorn Project Manager – City Transportation13. Anya Obrez Project Support Officer – City Public Realm14. Jon Akers Coyle Director Growth Industry15. Stella Ioannou Director Lacuna16. Maria Marro-Perera Project Manager Lacuna

STAKEHOLDERS:17. Tom Bradley Lipton Rogers18. Dan Scanlon Vice President of the CPA Board CPA/Brookfield19. Roy McGowan Momentum Transport Consultancy20. Mark Cannell Partner London & Oriental21. Loris Tinacci Associate Partner London & Oriental22. Maria de Simone Regional Facilities Manager Tideway Investment Management23. Steve Riches Facilities Manager Hiscox24. Nick Dart Head of Property Property The Leathersellers' Company25. Adam Goldin Head of CC Land CC Land26. Ned Salisbury Generali Saxon Land Development Generali27. Tina Palliet Head of Generali Real Estate Generali28. Samantha Garwood CTSA City of London Police29. Harry Badham Head of Development UK Axa30. Andrew Reynolds Chairman City Architecture Forum31. Rob Edwards Lead Sponsor Transport for London32. Simon O’Connell Lead Sponsor Transport for London33. Geoff Harris Management of property development T H Real Estate34. Justin Black Head of Development CC Land

Apologies:Peter Clarke Vice President, Project Management Brookfield

David Langer Managing Director WRBerkely (WRBC)Carlin Fier Marketing Director BrookfieldEd Casal Global Head of Real Estate AvivaJulian Baddeley Deputy Group Company Secretary AvivaGiles Radford Highways Manager City of LondonLeah Colburn City Transportation City of LondonSimon McGinn City Property Advisory Team Manager City of London

James Atack Group Property Project & Compliance Manager HiscoxPhillip Lewis (Kirsh group)- on behalf of Tower 42 Estate Tower 42Karen Graves UK property director SCOR

Martin Sargeant Head of Operations Diocese of LondonJon Sewell Lead Facilities Manager Tideway Investment ManagementStuart Lipton Lipton Rogers

Charles Begley CPA Executive Director City & Westminster Property Assoc.

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3. EXECUTIVESUMMARY

4.1.1

4.1

4.1.2

ThereissignificantappetiteforchangeintheEasternCluster,notonlytoaccommodatethe increasingnumbersofpeople in thearea,butalso tomake thispart of theCityanattractiveanddistinctdestination.Stakeholdersexpressed theiraspirations foranimprovedpedestrianenvironment,whichisinclusive,safeandabletoaccommodateadiverserangeofactivities.Thelocalpublicrealmisperceivedasavaluableasset,withthepotentialtomakeastrongcontributiontothedynamismofthisvibrantCityquarter. Theintroductionofmeasurestoreducevehiclemovementswasgenerallysupported,withtheaimofincreasingtheamountsofpedestrianisedspacetohelpcopewiththepredictedincreasesinpedestriannumbers,andtoimprovethequalityoftheenvironment.Anarray of design initiativeswere considered, and itwas recognised that each sitewould need to be carefully considered to ensure that businesses are not adverselyaffected.ThereisastrongappetitetogiveprioritytopedestriansinkeyrouteswithintheEasternCluster,inparticularStMaryAxeandLeadenhallStreet,whichwouldcreatea“pedestriancore”aroundkeydestinationpointswithinthecluster.Bishopsgatewasalsoseenasacriticalstreetwhichwillbesubjecttoincreasingpressures,onceCrossrailandnewplanneddevelopmentsarecompleted.

The intangible valueof LeadenhallMarket, asahistoricassetand local destination,wasconsideredworthyofinclusionintheAreaStrategy.ThereisanopportunityfortheMarket,asakeyvisitordestinationandlocallandmark,toprovideamorediverseretailoffer.

With regards to servicing and delivery needs, a consolidation strategy is generallysupported as a complementary mechanism to help deliver pedestrian priority areas andbetterairquality.The reliabilityof thedeliverysystem is fundamental, toensurebusinessescontinuetooperateinaregularmanner.

Securityisseenasanimportantconsideration.ThereisastrongpreferencetodevelopandimplementaestheticallypleasingHVMsolutions, integratedintothepublicrealm.Anenhancedpresenceofpoliceandsecuritypersonnelwasalsoidentifiedasdesirable,butstakeholdersstronglyfeltthatsecuritymeasuresshouldnotadopta“gatedestate”approach.

ThereisastrongdesirefortheCityCorporationtodrivethroughrapidandradicalchange,whilstalsocontinuingtoengagewiththecommunity.Theremaybesomebenefitgainedbyimplementingsomeproposalsincrementally,and/orthroughtrials.

Stakeholdershavehighexpectationsandhaveastrongappetiteforavariedprogrammeofculturalactivitiesthatarewelldesignedandwelltargeted.Newamenitiesshouldbetailoredtowardsthechangingtrendsinworkforcedemographicsandworkingpatterns.

In particular, the following qualities were considered to be key to the delivery of asuccessfulculturalandartoffer:o Varietyo Memorableo Surpriseo Interactiveo Inspirational

There was a general desire to re-brand the identity of the area in order to changethe perception and respond to the changing trends of office occupancy and globalinvestment.Anynew identityornamemustbe informedby thecharacteristicsof thesite,drawinguponthehistoricalandarchaeologicallegaciesandberelevanttothericharchitectureoftheCluster.

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4. PUBLIC REALM AND GREENERY

4.1.1

4.1

4.1.2

Bishopsgate

Public Realm and Greenery

Bishopsgatewasidentifiedbymanyasakeystreetinwhichpedestrianmovementandcomfortshouldbeimproved.Itwasfeltthatfootwaygainsmaynotbeenough,giventheprojectednumberofpedestrianscomingintothearea.

Trafficmovementsshouldbeimprovedbyachievinggreaterefficiencyinbusmovements,and/orlimitingprivatevehicleaccess.Considerationsshouldalsobegiventotheincreasingnumberofcyclists(north-southroutes)andtaximovements.

AbeneficialtransformationforBishopsgatecouldbetoprioritisepedestrians,ortheintroductionofa“Bankjunctionmodel”inordertoforceachangeinbehaviour.BankisatestcasethatcouldinformimprovementschemesforotherareasintheCity.Anytrafficchangeswouldneedtotakeintoconsiderationtheimpactuponneighbouringboroughs,andnetworkresilience.

CommentswereraisedwithregardstotheneedfornewandbettercrossingsalongthelengthoftheBishopsgate,respondingtopedestriandesirelines,givingcommutersgreaterchoiceinwheretheycancrossthestreet,butalsotodispersepedestriansbetterand‘feedinto’theCluster.

Othernearby,“tertiary”streetsshouldalsobeimproved,todispersepeopleawayfromthiscongestedrouteintosaferandmorepleasantroutes.OptionsforclosingsomestreetsoffBishopsgatetobetterredirectpedestrianflowsshouldbeevaluated.

Therewasageneralacceptanceoftheneedforradicalchange,giventhatsomestreetsarealreadyperformingatfullcapacity.Severalcommentswereputforwardaroundtheideaofintroducingpedestrianprioritymeasures.

Commentsweremadewithregardstotheprovisionofhigherqualityspacesandstreetsinthisarea,whichintegrategreeneryandimprovewell-being.Thereisadesireforahighqualitypublicrealmwhichmatchesthehigh-qualityarchitecturepresentinthearea.

Thegeneralconsensusisthatthepaceofdeliveringimprovementsshouldbeaccelerated.

Pedestr ian prior i tyTherewasastrongappetiteforpedestrianprioritisation,orindeedpedestrianisation,in streets such as St Mary Axe, Undershaft, Leadenhall Street and Lime Street, inordertoprovidealternativeroutesfortheincreasingnumberofpeoplecomingintothearea.

ThereisadesiretoenhancethepedestrianroutesintotheCluster,especiallyfrom/toLiverpoolStreetandCrossrail,inparticular,withcharacterandgreenery,andtomaketheseroutesmoreactiveintermsofthemixofgroundflooruses,andprovisionofplacestopause.Ifalternativeandattractivepedestrianrouteswereprovided,peoplewouldchoosetoavoidbusyroutessuchasBishopsgate.Thiswouldhelptoalleviatethepressureoncongestedmainthoroughfares.

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Do you support the introduction of pedestr ian prior i ty areas with the associated traff ic management impacts?

Pedestr ianisat ion of certain streets

Introduction of t imed closures to certain streets to l imit vehicle access at set t imes during the day

Temporary closures to certain streets to enable other activi t ies in the area to take place (e.g events, st reet markets).

Widen footways/reclaim carr iageway space

Withregardstothedeliveryofpedestrianpriorityschemes,experimentalclosuresofstreets,onacontinuousortimedbasis,wouldbewelcomedtotestideasandinformapermanentsolution.Eachprojectshouldbeassessedonacasebycasebasis,asitwasrecognisedthatthesamesolutionsmaynotbeappropriateforallareas.

Timedclosuresweresupportedasamechanismtoprovidebetterstreetenvironmentswhilstlimitingimpactsuponbusinessoperations.Forexample,LimeStreetcurrentlyexcludesvehiclesfrom8:00am-6:00amMonday-Friday.

Alternativeprovisionsfortaxismustbeconsidered,iftheyweretobeexcludedfromaccessingcertainzones.Forexample,peripheralpick-up/dropoffpointscouldbeconsideredtolimitthenumberofvehiclescomingintotheClusteratpeaktimes.

Somecommentsweremaderegardinghowstakeholdersseetheirgroundfloorspacesasattractivesocialspaces,tobeusedbyofficeworkersandwhichgiveapositivepublicfacetonewdevelopments.Groundfloorspaceswhicharemoreengagingcouldhelptogenerateamoredynamicpublicrealmenvironmentinthefuture.

CommentsweremadeaboutthechangingnatureofLeadenhallStreet.Thereisalreadyachangefromofficetoretailspaceatgroundfloorlevel,asbuildingownersarestartingtogivegreaterconsiderationtogroundfloorspacesassourcesofactivityandcreatingstrongeridentitiesfortheirbuildings.

TheBankExperimentwasverypositivelywelcomedandisseenasanexemplaryprecedentforhowtheEasternCityClusterareacanstartintroducingpedestrianpriorityorpedestrianisationonkeystreets.

1 2 3 4 5Do not support

Summaryofresults-Questionno.1

Somewhatsupport Undecided Support Stronglysupport

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4.1.3

Do you support any of the fol lowing options in order to accomodate the increasing numbers of pedestr ians?

4. PUBLIC REALM AND GREENERY

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Bishopsgate

WidenFootways Temporary closures Timed Closure Complete Pedestrianisation

LeadenhallStreet

StMaryAxe/LimeStreetNorth

Houndsditch

Camomile Street/BevisMarks

Creechurch Lane Area

64%

51%

15%

40%

35%

18%

0%

3%

11%

12%

13%

9%

25%

13%

22%

28%

22%

23%

11%

33%

52%

20%

30%

50%


Plan-BoundaryArea

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8

Addit ional greening may require space to be re-al located from exist ing carr iageway. What is your appeti te for increasing greenery?

Greenery

Strongsupportformuchmoreurbangreeneryandheavilyplantedareas–“bebold”

Greenerywouldenhancewellbeingandprovideanattractiveenvironment,wherepeoplewanttospendtimein,andgather.

ItisfeltthatthereisnotcurrentlyenoughgreeneryintheECCarea,thereisadesiretostartplantingtreesnow-“Greennow”.Thestrategicplacementofenhancedgreenerycanbeusedtoinfluencewheredwellingoccurs,awayfromcongestedthoroughfares,andstartanimatingotherstreetswhicharecurrentlyempty.

4.1.3

Temporarygreeninfrastructure

Do not support Strongly support

Additional street trees

Permanentgreeninfrastructure

Greenroofsandgreenwalls

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16

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13

5

4

9

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9

10

8

7

6

3

1

3

2 2

1

3

Somewhat support Undecided Support

Do not support

Do not support

Do not support

Strongly support

Strongly support

Strongly support

Somewhat support

Somewhat support

Somewhat support

Undecided

Undecided

Undecided

Support

Support

Support

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4.2 SECURITY, TRANSPORT & SERVICING

Securi ty4.2.1Integratedsecuritymeasureswerewelcomed,thoughshouldnotbetooovertinappearanceasthiscancreateahostileenvironment.Aestheticallypleasingintegratedsecurity measures should be prioritised, and the addition of utilitarian bollards or concretebarriersavoided.Throughanappropriatedesignprocess,hostilevehiclemitigationmeasurescanbebetterdesignedandintegrated.

Integratedsecuritymeasureswouldprovide“softerboundaries”wherepeoplefeelsafe.Therewasageneralconsensusthatgatesshouldnotbeintroduced,andinsteadalayeringofvarioussecuritymeasures(includingtimedvehicleaccess)inacomprehensivewayshouldbepursued.

Someexpressedtheviewthatanenhancedpolicepresencewouldhelptomaketheareafeelbettersecured,withouthavingtoinstallbarrierstomovement.

Otherssuggestedthatvehiclenumberscouldbemoresignificantlyreducedifheavierenforcementwasinplace,andiffineswereincreasedtoactasamoreseveredeterrent.

CommentsreceivedfromtheCityPolicehighlightedthatthelackoftrafficmeansvehiclespeedscanincreaseandpresentarisktocrowdedplaces.Hardandsoftlandscapingcanprovideobstaclesaspartofintegrateddesignsolutions.

Servicing4.2.2

Consolidationofdeliverieswasgenerallyfavoured,althoughitisperceivedasachallenginginitiativetoimplement.Attendeesexpressedconcernsabouttheneedforbusinessestocontinuefunctioningasnormal,andthatacertainnumberofdeliverieswouldneedtocontinuetobeallowedwithinthearea,maybethroughtheintroductionoftimedentries.

Theideaofremoteconsolidationcentres,wheredeliveriescanbelogged,checked,dispatchedandultimatelytrackedwasdeemedfavourableandagoodwaytomonitordeliverymovementsinandoutofthecluster.

CommentsweremadeaboutotherLondonlocationswhereconsolidationhasalreadybeenimplemented,forexample,somelargeestateshaveachievedthisfairlyquicklye.g.theCrownEstate.Questionswereraisedaboutthefactthatitiseasiertoimplementatthetimeofcreatinganewbusinesscluster,ascomparedtoimposingthemeasureuponanestablishedbusinessclustersuchastheEasternCityCluster.Whatare the cost implications?

CommentsweremadeabouttheconsolidatedwastemanagementschemeforOxfordStreetbusinesseswhichiscurrentlyoperatingsuccessfully,couldthistypeofschemebe explored for the Eastern Cluster?

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CanconsolidationworkforSMEs?Thisneedstobeensured,asitisrecognisedtheareaneedssmallbusinesstobeabletooperate,inordertobringdiversityanddynamismintothearea.Smallbusinesseswouldfindthecostsassociatedwithconsolidationchallengingunlessitissupportedbylargercompanies,forexampleonaproratabasis.

Commentswereraisedaboutthefactthataminimumvolumeisdesirableforconsolidationtoworkwell.Aseriesofincrementalmeasures,increasinginscopeandparticipantnumbers,mayhelptoachievetheultimategoal.

AttendeesraisedquestionsaboutwhetherapplicationofBusinessImprovementDistrict(BID)statuscouldbebeneficial?(DiscussionsaroundthistopichavetakenplaceinrecentmeetingsfocusedonFreightandServicing).

Personaldeliveriesintheareaneedtobeaddressed.Thiscouldinvolvetheintroductionofpermits/bookingslots.Cansuchdeliveriesbere-timedortakeplaceonlyatnighttime?

Wouldtechnologyoffersolutions?E.g.bookingdeliveryslotsviaaweb‘portal’system.

In regards to securi ty measures, do you support the introduction of vehicle restr ict ion measures through:

Passive measures such as time closures, fixed bollards, or other street furniture.

Active measures such as active management of street closures, manned gates, retractable bollards.

High quality aesthetic interventions and integrated street furniture.

Purely functional elements with low quality aesthetic (e.g concrete blocks).

Do not support Strongly supportSomewhat support Undecided Support




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6

1

1 0

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3

7

9

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10

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94

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15

15

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To what degree do you support the fol lowing mechanisms to del iver a reduction in del iveries and servicing movement in the area?

11%

7%

11%

18%

10%

18%

18%

8%

14%

21%

22%

27%

40%

32%

30%

33%

25%

22%

19%

14%

Requiring deliveries to bere-timed.

Requiring deliveries to come through a consolidated system.

Requiring delivery and servicing suppliers to work through a central hub (for servicing tools and equipment, goods) using alternative modes of transport (e.g. electric bicycles) to/from hub(s). “Last mile sustainable transport approach.”

Through supporting SME’s in the area to implement the changes (e.g. utilising your large building facilities for consolidated deliveries, subsidy)

Do not support Somewhatsupport Undecided Support Stronglysupport


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4.3 CULTURE & ART

Target audience

Culture and Art

Type of activi t ies and frequency

4.3.1

4.3.2

Thegeneralagreementwasthatculturalprogrammeshouldbetailoredtothecurrentworkforceandoccupiers,andpotentiallyextendedtoappealtoawideraudience,includingfamiliesandculturalvisitorsatweekends.Commentswereraisedabouttheimportancetorespondtotheincreaseinnumberofworkersbutalsotoconsiderthechangeindemographicsinthearea.

Someparticipantsexpressedtheviewthattheprogrammeshouldprovideamenitiesfordifferentagegroupsanddifferentinterests.

TherewasageneralconsensusthatintermsoftheCultureandArtprogramme,thereisgreatambitionandaspirationtoseeanon-goingprogrammeofculturalactivitiesandvariedevents,tosupporttheEasternCityClusterasaworldclassdestination.

Thereisanappetiteacrossteboardforawideinnovativeprogrammethatisongoingandrespondstoavarietyofpreferencesamongworkersinthearea.

Food,UrbanGardeningandArchaeologywereidentifiedassuitablethemesforanongoingculturalprogramme,whichwouldneedtobecuratedandtailoredtothearea’sworkforce.Otherthemesforactivitiesthatwereraisedwere:Play,sports,andfitness&well-being.

Theattractionandpotentialvalueofanongoingprogrammeofeventscentredaroundgardeningandfoodwasconsidered.Thiswasfelttobeaveryattractivethemeforthelocalworkforce.

Archaeology-ManyoftheattendeeshaveencounteredarchaeologicalfindingsontheirsiteswithintheCity.Questionswereaskedabouthowaprogrammeofactivitiescouldbecreatedaroundthesefindings?Thereisstrongscopetousearchaeologyasabasisforinteractiveandeducationalprogrammes,bothforofficeworkersandvisitorsthatcomeintothearea.

Talksandtoursshouldbeusedtoshowcasetheexistinglocalattractionsandculturaloffer,suchastheSculptureintheCityexhibition,LeadenhallMarketandopen-houseeventsinarchitecturallandmarkbuildings.

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52% Workforce/occupiers

15% Visitors/families/cultural tourism

33% All of the above

How can we increase the amenity value of the City Churchyards?

The facilities available

Potential new uses

City Churchyard users

Enhancing historic character

Additional suggestions

Please write your suggestions in the boxes below.

Office workers

Elderly

General visitors

Families



Potential new uses





Office workers

Elderly

General visitors

FamiliesHow can we increase the amenity value of the City Churchyards?


Potential new uses





Office workers

Elderly

General visitors

Families



Potential new uses





Office workers

Elderly

General visitors

Families

Who is the key target audience for the Cultural progamme?


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Suggestionsweremadeonholdinganarchitecture-drivenprogrammeofeventswhichcouldattractvisitorsratherthanworkers.Thistypeofactivityisthoughttobemoredesirableafterhoursorattheweekends.

Commentswereraisedinregardstotheevolvingrangeofamenitiesinbuildingsandthechangingrelationshipsbetweentenantsanddevelopers.Developersneedtoprovidebuildingswithamenitiesthatprovidemoreporopportunitiesforsocialengagement,includingevents.Placeslike“WeWork”areestablishingthemselvesasleadersindeliveringflexible/socialworkingspaces’

Oneattendeehighlightedthatmanyoftheirnewtenantscomingindonotfavourbiginstitutionalbarriersaandinsteadlikeengangingwithothertenants.Theseareanewtypeofitisanewtypeofusers,notalwaysfromthefinancialsectorandbringingwiththemanewcultureintermsofworkingpatternsandexpectations.

SomeeventshavetobetargetedatattractingpeopletotheCityattheweekendwherethereisopportunityforevents.Asanexample,itwasmentioneda‘RoofGardensWeekend’wherepeoplecouldgofromrooftoptorooftopandexploreviewsofLondon.

Therewasageneraldesire‘todomore’culturallywhilstatwork/duringtheworkingday.Activitiesshouldberotatedtooffervariety.

Lunchtimeisseenasacrucialtimefortheculturaloffer,especiallyforactivitiesthatrequirelimitedtimecommitmentandcanfulfilsomeoftheneedsoftheworkforce(e.g.food,aspacetohaveabreakandrelax).Therewasageneralconsensusthateventsshouldnottakeplaceinthemorning,asthisisabusytimeforCityworkers.EveningprogrammingwouldalsoprovideCityworkerswithawiderrangeofactivitiesafterwork.

Itwasagreedthereispotentialtoactivatetheareaduringweekends,iftheyaretargetedatawideraudience,whichcouldincreasefootfallandcreateavibrantweekendcommunityandeconomy.AseriesofweekendeventsshouldaimtoattractpeopletotheCityonSaturdaysandSundaysorBankHolidays,whenthereisanopportunitytoreceivegreatervisitornumbers.

Therewasgeneralsupporttoinvolvethelocalcommunityinthedeliveryofevents,toenablesocialengagement.

Frequency of events4.3.3

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In terms of f requency and t ime of day for events respondents strongly support:

FrequencyTime of daySeasonal programme

Annual programme

Temporary events

Morning

Lunchtime

Evenings

Weekends

50%5%

23%36%

36%40%42%


What types of events would you be interested in the area?

Music

Film

Art installation

Urban Garden

Archaeology

Immersive theatre

Talks and Tours

Food and Street Markets

Do not support

Do not support

Do not support

Do not support

Do not support

Do not support

Do not support

Do not support

Strongly support

Strongly support

Strongly support

Strongly support

Strongly support

Strongly support

Strongly support

Strongly support

2

3

1

0

4

9

1

0 0

3

3

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7

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65

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8

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8

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18

13 12

1110

8

15

9

8

Somewhat support

Somewhat support

Somewhat support

Somewhat support

Somewhat support

Somewhat support

Somewhat support

Somewhat support

Undecided

Undecided

Undecided

Undecided

Undecided

Undecided

Undecided

Undecided

Support

Support

Support

Support

Support

Support

Support

Support


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4.4.1

4.3 CULTURE & ART

Other comments on Culture & Art st rategy4.3.5Somecommentswereraisedinregardstolandownershipboundariesandpublicperception,particularlyareasofprivatelandwhicharepubliclyaccessible.Itwassuggestedthattheeventsprogrammecouldhelptocommunicateandincreaseawarenessofthenumberofspacesthatareopentothepublic.

Questionswereraisedinregardstothechangingnatureandidentityofthearea.Isthereanappetiteforafterhoursevents,(24/7lifeoftheCity).Howandwhyhasthecitychangedwithinthepast10years?Itwasacknowledgedthatthereisachangeindemographictowardsyounger,diverseandinternationalpeople,andmorecreativeindustriescomingintothearea.Thereisarichsocio-economicchangetotheworkenvironment.Howwecanweadjusttothischange?

Itwasrecognisedthattherangeofamenitiesinbuildingsisevolving,andtherelationshipbetweentenantsanddevelopersischanging.Developersneedtoprovidemorespacesforsocialengagementandevents.Thefocusisnowaboutcreatinganidentityforthebuilding,andensuringitisanattractiveplacetospendtimein.Placeslike“WeWork”areestablishingthemselvesasleadersinpushingtheconceptofflexible/socialworkingspaces.

Oneattendeementionedthatthegroundflooroftheirbuildingisusedasa‘programmablespace’,andthatitisworthconsideringwhatexistingamenitiescouldbeusedtoencourage‘linkingpeople’betweenbuildingsandbusinesses,inkeepingwithemergingtenancytrends.

Tech-enabledeventsandactivities,andthedistributionofinformationelectronicallywasfavoured,tosupporta24/7activeClusterandtoengagewiththecommunity.Bookingandticket-sellingshouldbeonline.

Theconceptof“verticalcommunities”wasmentioned.Theideaisfocusedonconsideringtheofficeenvironmentasspacestosocialiseandasplatformsforpublicengagement.ThechangingtrendsofnewdemographicsofCityworkers,requireare-focusoftheofficeenvironmentwhichcansupportmixed-usesinbuildings,changinglifestylesandadiversecommunity.

Recoveringthespiritofthe‘Lloyd’sCoffeeHouse’wasmentioned.

Theprogrammeshouldalsotargetunderusedspaces,orspacesthatarenotyetoccupiedtoanimatethearea.Eventscouldbedeliveredthroughapartnershipandengagewithdifferentretailersonapop-upbasisandoffervarietyandasenseof“surprise”anda“momentofinspiration”.

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4.4.2

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4.4 IDENTITY &PERCEPTION

Identi ty

TherewasageneralconsensusthatanewnamefortheClusterwouldbedesirable,aninspiringnamethatpeoplefromoutsideLondon/theUKwouldrecogniseasa‘destination’.Anewnamemayalsohelptobroadenapositiveperceptionofthearea.

ItwasfeltbysomethattheimageoftheCityneedstoevolve,toensureawelcomingenvironmentforall.TheCityasachoiceofworkplaceshouldbeasattractiveasworkinginotherLondonlocations,suchasSohoandtheWestEnd.

Otherexampleswheretheculturalandartisticofferhasbeenkeytosuccessfulplacemakingwerediscussed.TheexampleofKingsCrosswasmentioned,whichfeaturesarichculturaleventsprogramme,whichhasestablishedKingsCrossasaculturaldestination.

InKingsCross,feedbackfromdevelopersandinvestorsconfirmsthattheareahastransformedintoamixed-useandattractivepublicrealmthathasgeneratedincreasedvisitornumbers,andaninspiringworkplacemodel.CanwemaketheEasternCityClustermorelikeKingsCross?

ThedesirabilityofKing’sCrosswasmentionedbyanumberofattendees,andinparticulartheKXapproachtodeliveringadiversityofoffer:

oSelectingretailerscarefully,notjustanychainorconcession.oAcuratedprogrammeofculturalactivitiesandevents.oAttractiveandhigh-qualitydesignoftheoutsidespaces,whichareflexibleandopentoall.

Overall,attendeesagreedthatastrongerbrandwouldhelptoattractmorepeopletocomeintotheCityandintotheCluster.Definethepurposeandproduceofbriefforthedevelopmentofanewidentityandbrand.

SomeattendeesexpressedapreferencefortheCityCorporationtotakeownershipoftheCultureandArtprogrammeinordertomakeitconsistentandtocreatelinkagesbetweenthedifferentareas,buildingsandcompanies

4.4.1

•

•

•

•

•

•

•

Itwassuggestedanewnameshoulddrawuponthehistoryofthearea,andalsohighlightitsuniquequality.Examplessuggested:

o The Leadenhall Districto Leadenhall…(?):Hasaconnectionwiththeareathatgoesbackcenturies, linkedwiththeMarketandthestreet?o The Clustero Leadenhall Quartero Leadenhall Central Business Districto City Clustero (?)Quarter:informedbyalandmarkordestination

Name Suggest ions4.4.2•

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4.5 GENERAL COMMENTS

Estate Management

Process

Ingeneral,stakeholderswere not stronglyinfavourofintroducinganestatemanagementapproach.However,itwasdiscussethatapotentialjointpartnershipcouldbeadoptedtocurateandorganiseculturaleventsandotheractivities.Therewouldneedtobeaclearlydefinedsetofobjectiveandavisionforthis.

Therewereanumberofgeneralquestionsraised,relatedtothistheme:•Whomanagesit?•Whatisthecost?Whopays?•Forwhatpurpose?•Whatisthescope?

Manyattendeesfelttheprocessthatmustcurrentlybeworkedthroughtoobtainplanningpermission,istootimeconsuminganddrawnout.Theprocessisperceivedasdifficultandoftenconfusing,anditwasfelttheCorporationshouldlookinto“slimmingdown”theprocess.

Concernswereraisedaboutthedeliveryofhighwaysimprovementworks,thetimescalesforevaluationandimplementationofhighwaysschemesareperceivedbysomeasexcessive.

Itwasnotedthatmessagescommunicatedtostakeholdersaroundtopicssuchassecuritybollardssometimesappearinconsistent.TheprocessbecomesdifficulttomanageifvariousdivisionswithintheCorporationareperceivedtobeprovidingconflictingadvice.

4.5.1

4.5.2

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60% No

40% Yes

Are you interested on an estate managment approach in any form?

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Conclusion5

There is significant appetite for change in the Eastern City Cluster not only toaccommodatethe increasingnumbersofpeople in theareabutalsotomaketheareaanattractivedestinationwherepeoplewillwanttocomeandspendtime.

Insummary,thekeymessagesfromtheStakeholderworkshopcanbesummarisedasfollows:

1. RADICALCHANGEISDESIRED–rebalancetheallocationofspaceinstreetstoprovideanimprovedpedestrianenvironment.Pedestrianisationofkeystreetsisfavoured,tohelpensuresustainablegrowth.

2. ENHANCETHEENVIRONMENT-ahighqualityandwell-designedpublicrealmisofparamountimportance,withintegratedsecuritymeasureswhichdonotimpedebusinesses’abilitytooperate.

3. INCLUSIVE,SAFEANDWELCOMING–deliveryofsafecitystreetswhichfacilitatesocialinteraction,culturalactivitiesandcelebratethearea’suniquecharacter.

4. INTRODUCEGREENERY–Considergreeningtheenvironmentasacatalystforchange,andtoimprovehealthandwell-being.

5. CHANGEPERCEPTION–Transportmodesareevolving,thebuiltenvironmentshouldrespondtothechangingtrendsinofficeoccupancy,visitor&workforceprofiles.

6. DELIVERANAMBITIOUSCURATEDCULTURALPROGRAMME–TobesuccessfultheCitymustcuratetheprogramme.FoodandGreenSpaceswerestronglysupportedascandidatethemes,aswellasarchaeology,well-beingandfitness.

7. BRINGPEOPLETOGETHER–Supportpublicengagementandcommunityinvolvement,withinbuildings,butalsobetweenbuildings.

8. TECHNOLOGYENABLED-Technologyhasahugeroletoplayinactivatingpublicspacesandcommunicatingculturalactivities.Theenablingofflexibleworkingpatternsandenhancedconnectivityarekeyaspirations.

9. BUILDINGSARECHANGING–Supportchanginglifestylesandevolvingtrendsamongstbusinessescomingintothearea.

10. TIMINGISOFTHEESSENCE–Thereisadesireforimprovementstobedeliveredwithinshortertimeframes.

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APPENDICES

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APPENDIX A: Presentat ion f rom work-

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APPENDIX B: Presentat ion f rom work-

eastern city cluster work… · 2.1 structure and agenda details: eastern city cluster area...

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