Delivering Regeneration to our Urban Centres.

Delivering Regeneration to our Urban Centres.

19 September 2018

The Revo Route Map to Regeneration sets a framework for local authorities, developers and investors to deliver sustainable resilient urban centres that attract investment and deliver regenerative projects.

The vitality and vibrancy of our urban centres is the product of sustainable – and sustained – investment and curation. By their nature, these schemes tend to be those which are large or complex and have greater challenges due to the market conditions or site location.

There is much commentary about the challenges we face but there are few practical mechanisms to help local authorities or developers interact to bring about the changes needed.

The Revo Route Map to Regeneration therefore seeks to offer practical guidance arising from the experiences of delivering a wide variety of schemes where the solutions required the collective efforts of the public and private sector to achieve success and meet the objectives set. Trust in both  partners, and the process, are critical to create a truly collaborative and successful relationship.

The Revo Route Map is not designed to be proscriptive, but an aid to those navigating the critical steps in a joint venture from both the public and private sector perspective.

 

You can download it here

 

Ten key issues and learnings include:

  1. A scheme may be initiated by either a local authority, through policy or land ownership, or a developer through ownership or financial interest.

  2. It is important that parties are clear on the objectives and timeframes early in the process.  It is probable that the parties’ objectives will be materially different and compromises found.

  3. A local authority has a broad set of social, economic and environmental duties as well as responsibilities and statutory processes, which it is obliged to follow. The developer will have clear, time bound commercial imperatives. It is crucial to meeting the relevant objectives that the process for progressing a scheme addresses how these objectives will be met.

  4. The parties should recognise that any initial concept / design will change throughout the development process driven by various issues – including viability.

  5. The local authority must appoint a Project Champion who has the authority to ensure that the relevant weighting of the local authority’s social, economic and environmental objectives can be fully expressed and that they are empowered directly, with delegated authority or through a designated committee with appropriate authority, to make relevant decisions.

  6. There must be clear mechanisms, such as standing sub-committees, to ensure there is appropriate political support to any officer-led processes, especially where scheme implementation is likely to bridge the electoral cycle.

  7. The local authority Project Champion should be the local authority representative on the “Project Board”.

  8. The developer should have a Project Director who similarly has responsibility for commercial decisions for the developer, able to weigh up commercial risks on costs and values in the context of timescales and funding requirements.

  9. The Project Board, which may be split between strategic and management functions, is the body through which risks are identified and managed.

  10. Where issues and risks arise the Route Map indicates where the process will need to be rerun to overcome these challenges.  An unidentified, or unaddressed significant risk will, inevitably, prevent a project from being successfully delivered.

 

For more information or to find out more, please contact matthew@revocommunity.org