Redwood recently worked with Leslie Jones Architecture (LJA) to develop a commentary for EG’s ‘Legal & Professional’ section focusing on the challenges facing many local authorities which have become owners of town centre properties – and in particular shopping centres – and how these can be best repurposed as part of a wider regeneration programme.
Town centres have evolved around patterns of shopping, employment and movement that no longer reflect the way people live today, leaving an over-provision of retail floorspace, underperforming property and environments that increasingly struggle to meet the needs of their communities. The issue is not simply about declining retail; town centres are having to redefine their purpose.
The commentary – from LJA’s Managing Director, James Cons – discussed how successful centres increasingly need to accommodate a broader mix of shopping, leisure, F&B, housing, healthcare, community services, workspace and public realm. Housing also has a key role to play, bringing more people into well-connected central locations and supporting shops, services and activity beyond traditional shopping hours. Doing so well requires a combination of civic leadership, commercial understanding, development expertise, creative design and practical delivery.
James’ piece considered the way in which many shopping centres were developed when retail demand was substantially greater than it is today. Some have simply become larger than their towns now require. This does not mean retail has ceased to matter. Strong retail remains fundamental to successful town centres. However, the objective has become more about the introduction of a better, more relevant place-focused shopping offer. Right-sizing an existing centre can strengthen its remaining offer while releasing buildings and land for new uses. For example, former retail units can accommodate healthcare, libraries and community services. Surplus parts of a centre can make way for residential, leisure, new streets and public spaces. Existing entrances and routes can be redesigned to reconnect an inward-looking centre with the town around it.
James examined different ways of delivering successful outcomes in partnership with local authorities, including Fareham in Hampshire, Royal Victoria Place in Tunbridge Wells, Kent (both working alongside the respective local authorities and RivingtonHark) and Freshney Place, Grimsby (working with North East Lincolnshire Council and Queensbury). The common theme across all three of these projects is the creative reuse of existing town centre assets as a means of delivering wider change, going far beyond basic retail restructuring. However, the piece made it clear that there is no single route to achieving change.
The opportunity for local authorities ultimately extends beyond individual shopping centres. It lies in understanding how the wider asset base under their control can collectively help deliver the future of their towns. Local authorities are uniquely placed to provide the long-term leadership needed to deliver that change. Their partners must complement that leadership with the specialist expertise, creativity and commitment required to turn ambition into reality. Successful change comes from understanding both the commercial reality of existing places and the possibilities that good design can unlock. For many towns, assets once regarded as part of the problem can become the starting point for their renewal. The challenge for local authorities – as James’ commentary reflected – is to recognise that potential and assemble partners prepared to take the journey together.
