ideas from within the Council

7/31/2019 ideas from within the Council

1/10

1 of 10

LB EALING OFFICERS WORKSHOP

(22ND FEB 2012)Stage1:SouthallBigConversationReportfrominitialengagementmeetings

LondonBoroughofEalingonbehalfofEalingLocalStrategicPartnershipWritten by: Daniel Hill, Michael Owens, Peter OBrien

Signed off by: N/a

23/2/2012

FinalVersion

Introduction

The London Borough of Ealing, on behalf of the Ealings LSP and the Steering Group, has

commissioned Urban Initiatives to provide engagement and consultation support to help

deliver:

The Southall Big Conversation (the process); and A Southall Charter (the final output at the end of the process).

At the inception meeting for the project, it was noted that there were many council officers

already actively involved in Southalls social, economic, and physical regeneration. The

consultants needed to invest significant time to listening to these officers, learning abouttheir views and finding out about the many ideas and initiatives, problems and opportunities

that had already been identified.

This report should be read in conjunction with the following Stage 1 reports:

Listening to Southall: Themes and issues that have arisen from the first stage of thecharter production process. Futures Team Event 1 Consultation Report: Sets out the main outcomes from a majorstakeholder event on 14

thMarch 2012.

Stakeholder Consultation Report: Highlights the main points raised through a series offace-to-face meetings in early 2012.

Public Consultation Round 1 Report: This sets out the main outcomes from a majorevent conducted on 30 and 31 March 2012


2/10

2 of 10

Workshop StructureFollowing a number of presentations, officers were asked to reflect on the opportunities inSouthall. The officers were split into three sub-groups, tables for which were been laid out.

Three questions were proposed:

1. From current service delivery, what are the big shared issues?2. How can we leverage current programmes?3. How can we support each other?

Each session was run as follows:

overview / introductions3.25-3.30pm what are the big shared issues (discussion)? What are you already doing? 3.30-

3.45pm

what are yourideas for Southall (one big or small idea per person)? Each person wasgiven strictly 3 minutes to describe each. 3.45-4.20pm

Group discussion picking a favourite idea to submit back to the plenary session4.20-4.35pm

Plenary session each group presented their favourite idea back to full audience pick an enthusiastic member of each group to present back to the audience (probably

the person who came up with the selected idea). 4.35 4.50pm

Facilitators prompted the participants to develop ideas that:

Build on / tie in / add value to existing programmes / work Demonstrate that we all can work more closely together whats the role of the

people around the table? Who else needs to be involved?

Respond to the shared issues identified at the beginning of the session Session should finish with a show of hands in favour of a preferred idea


3/10

3 of 10

Participants

Name Department GroupRobLester Planning 3JasSahota ECS 2DaveStokes Environment 3MaryUmrigar AS+CS 1RyanAshlee Research&Consultation 3TimMelhuish TransportPlanning 2GaryNewhean ClaireHutnell Disabilities 3MathieuRogers EconomicRegeneration 1DavidBurns HousingRegeneration 2SimonBrooke Employment/Skills 3MarthaLambert Libraries 1NickODonnell TransportPlanning 1GeneveGangenu TransportPlanning 3JonathanKirby Assistantdirectorofmajorprojects 2ChrisBunting Environment&Leisure 1ZoeSellers EconomicRegeneration 2PaulDunn CommunitySafety 3TonySingh Highways

3ShahidIqbal Highways ElaineCunningham Youth,Connexions&PlayService 2RachelKeys StreetServices 2RobinWilliamson StreetServices 1GraeMackenzie StreetServices AndreaLaffey EconomicRegeneration CarolSam EconomicRegeneration 2MikeLiddall ChiefExecutiveMarcoms SteveBarton PlanningPolicyManager

KarenMontgomerie PlanningPolicy 1CalumMurdoch ExternalFunding 1NoelRutherford BuiltEnvironment 1AnnGriffiths Policy 1PatHayes Housing&Regeneration 2BrendonWalsh Property&Regeneration 3ShehzadAhmed EconomicRegeneration 3PeterOBrien EconomicRegeneration 1


4/10

4 of 10

Group 1: Peter OBrien facilitated

Issues

Priorities for Action (issues prioritised by group at end of discussion) Community Cohesion was seen as two sides of a coin with diversity a key positive

part of Southalls USP, but the lack of integration between communities being

identified as an area for further work

There was a consensus that there was a need for clearleadership in relation toSouthall and a need forpolitics to play its role more positively

Community safety was felt to be one of the biggest challenges where it was felt thatmuch needed to be done to instil a greater sense ofpride in Southall amongst key

stakeholders, with a need for a greatersense of ownership over the place

A risk of change being seen as something that it imposed rather than owned It was felt that much recent investment in Southall had focussed on capital, physical

interventions, while the community, social dimensions were under resourced

Clean: fly-tipping and spitting were reported as significant issues Health: Diabetes and Rickets were identified as being disproportionately problematic

in Southall

Transport: a need to re-shift the balance and to make more sustainable modes of travelmore attractive and safer capacity of the network was seen as an issue constraining

future growth

The lack of suitable public/community toilets was felt to be problematic Diversity, jewellers, fashion and restaurants were identified as key dimensions of

Southalls USP

Big Ideas

1. Shared Space Southalla. Premise: With significant investment in the public realm planned, Shared

Space Southall would introduce the principle of shared spaces to SouthallsHigh Streets.

b. Key Points: remove clutter, slow down traffic, provide a better balancebetween different users of the space. A need for significant up front education.

2. Community Cohesion 1: Grassroots Southall LSPa. Premise: Bring together the broad CVS sector to set local priorities and to act

as a Southall specific forumb. Key Points: Building on existing local capacity and mirroring the cooperation

of public sector partners, the grassroots LSP would be about bringing groups

together to find that common thread where priorities align and resources

pooled.

3. Community Cohesion 2: Southall Open Spacea. Premise: A flexible space in Southall to meet a variety of local community and

business interests

b. Key Points: It was felt that there was a need for spaces to accommodate a widerange of activities, places where innovation and cross-working could occur.This building could be built by the community (using the capacity and skills

from the College) and could be sponsored by local businesses. Designed as anopen space, the building would be a flexible space capable of being used by


5/10

5 of 10

businesses, community and faith groups, younger / older people and

individuals alike. It would mix business and innovation, arts and creativity,

learning and community and so on. In a time of significant change, this space

could be a focal point for generating real excitement about the process of

change underway in Southall.4. Leadership: A clear unambiguous leader for Southalla. Premise: Southall needs a leader, someone to champion the place across all

services and service providers.

b. Key Points: Based on the model employed in White City where S. Greenhousewas appointed to lead on change happening in connection with the OAPF.

5. Southall SWAT teama. Premise: A multi-agency, inter-departmental task force focussing on Southall.

b. Key Points: This team would be the eyes and ears on the ground, based inSouthall. With strong representation across Council departments and agencies,

this small flexible team would provide the focus needed to drive

improvements in Southall. It could be based at the Open Space innovationcentre (see above).

6. Southall Gatewaya. Premise: New development around the new Southall CrossRail station

b. Key Points: Given the arrival of CrossRail and the weakness of the currentarrival experience, there seems to be a great opportunity to look at intensifying

development around the station.7. Wedding industry

a. Premise: Build on Southalls multiple strengths in the wedding sectorb. Key Points: work to market Southall as the destination for Weddings

building on Southalls existing offer. Get the story out that Southall is cost

effective for jewellery, silks and so on8. Image and perception talking up Southall

a. Premise: Southalls image is poor and fails to build on its qualities andpotential

b. Key Points: work to develop a strong brand and image for Southall. Providepositive news stories to counter the negative news feed which tends tosurround Southall

9. Ward Forums a new approacha. Premise: Monies are going unspent locally and theres a need to ensure that

the Ward Forums feed into the process of change underway

b. Key Points: use the Southall Charter as a way of re-invigorating/integratingwards forums. Make combined choices on the allocation of resources which

are at their disposal. Link that resource to priorities identified in the Southall

Charter.

Preferred Idea:

Based on idea 4, with elements of other ideas; presented by Chris Bunting


6/10

6 of 10

Group 2: Facilitated by Dan Hill

Initiatives in Southall to note

Southall Boulevard Travel Awareness (cycle training etc.) Transport modelling Youth Mayor and forum Havelock Estate Civic Amenity Centre Check consultation on previous development framework Manor House/DISH Gasworks Crossrail and Urban Realm Glade Lane site assembly and planning change of use Dominion Arts Centre use intensification and moving of Southall Library to the site to

the rear (TBC)

Spikes Bridge Sports Facilities Warren Farm redevelopment of sports facilities

Issues

Reliance on the car although this was debated as there was a lack of evidence(transport commissioning studies) connected with

Poor quality of pedestrian and cycling experience linked with Car parking (fly parking and underused existing formal provision)

Divisions both physical (e.g. Railway tracks) and social (e.g. ethnic anddeprivation)

Health: Diabetes, lack of physical fitness after age 12, obesity, mental health,domestic violence and cultural issues and barriers to improving this

Litter and cultural barriers Telephone call boxes and street clutter Opportunities for young people Street trading taking up the pavement (again debated) Rough sleeping by marginal/undocumented immigrants The cliff-edge effect between new developments (e.g. Gasworks) and existing/old

Southall

Escalator community and population churn Golf links estate social issues 7pm formal start 9pm finish

Big Ideas

10.Southall Car Parking Solutionsa. Premise: There is sufficient capacity within existing car parks, but they need

to be promoted and enabled.

b. Key Points: Attract users when underused e.g. In the mornings, by varyingtariff, and encouraging businesses to open earlier and offer discounts. Revamp

existing car parks and provide porters to help shoppers move their goods totheir cars securely


7/10

7 of 10

11.Employment/apprenticeship Programmea. Premise: A real need to support NEETs into local employment and training.

b. Key Points: A branded and organised programme working with a large groupof local businesses. DISH could be the first major project. Involve college and

University of West London. Include requirements into all developmentagreements.

12.Rough sleeper Community Buddiesa. Premise: Meeting a major need in Southall

b. Key Points: Provide better connections and networks for isolated and marginalpeople who have to sleep rough in Southall. Buddies would meet individuals

on their own ground, provide pathways to services and documentation.

Involve temples and large businesses and better inform people in their homecountry.

13.Southall Land Funda. Premise: An opportunity to improve the place, make better use of land around

the station and capture value uplift through planning change of use.b. Key Points: Create a pot that would buy up industrial land as it became

available. At the same time there would be a planning change to move

industrial land allocations in order to develop for mixed use and higher density

housing.

14.Southall Social Enterprise Challenge/Young Foundation of West Londona. Premise: Extend existing Accession disabled peoples social enterprise start

up support network much wider and provide wider benefits and findings.

b. Key Points: The development of a West London Young Foundation wouldcreate a way of scaling ideas that meet social needs. This would include action

research, creation of social investment funds, and working on local projects in

a practical way that ensures a greater impact. Initially the work could focus onyoung people supported to develop ideas extending existing concept of

ambassadors.

15.Southall Rickshawsa. Premise: Provide a hyper local transport solution with wider benefits

b. Key Points: Rickshaws would add to the special character of Southall andhave much wider benefits in reducing congestion, parking needs and providing

employment and healthy lifestyles.

Preferred Idea:

A combination of idea 11and idea 14 presented by Zoe Sellers.


8/10

8 of 10

Group 3: Facilitated by Michael Owens

Issues to note

Need to deal with physical and cultural fabric together There is a positive energy within the Council about work on Southall Important to address Southalls negative reputation There is a lot of in-house knowledge about Southall that needs to be tapped Solutions should not be imposed from outside Important to get Southall residents and officers working together

Big Ideas

16.Events to promote Southall as a tourist destinationa. Build Southalls character

b. Run eventsc. Tap business appetited. Partners can be easily identified

17.Establish a Business Improvement Districta. Campaign for a YES vote!

18.Create a retail offer that responds to the needs of a younger generation; include shops,foodstalls and facilities that make it possible for the whole family to enjoy the

shopping experience here

a. Currently no variety in the shopping offerb. Particular gap in young peoples fashionc. Also scope for small eating snack cabins like on the continent

19.Build accessibility into all projects nowa. Can be social enterprise

b. Use all projects to involve/integrate/ secure accessibilityc. Eg project to clean up canal

20.Create a marketing suite for Southalla. Copy the Dickens Yard showroom example and broaden

b. Showroom for good ideasc. Hub/consultation centred. Invest in marketing now!e. Run word of mouth marketingf. Use the Manor House in the short termg.

Negotiate an exitstrategy by getting development to pay for a permanentcentre

21.Create a clear Planning Policy Guidea. Communicate clearly that we have our act together for Southall and that we

can present a clear set of policy requirements for any development.

b. Use the guide to manage change incrementally, include:c. Shop Front Designd. Hot Food Takeawayse. Healthy Eatingf. Betting Shopsg. Noise Levelsh. S106 for streetscape22.Nominate champions for Behaviour Change


9/10

9 of 10

a. Focusing on travel behaviour changeb. People who will commit to cycling / walking / use of bus etcc. Run publicity to turn champions into celebrities news stories etc

23.Use social media to carry out research, publicity and marketinga.

3

rd

Most IT connected Boroughb. BUT Southall hard to consult/engagec. Use social mediad. Get up to date/ realtime feedbacke. Run now to soft land resident consultation

24. Run an apprenticeship programme build on DISH projecta. create an early win apprentice programme

b. build PR / Market around the opportunitiesPreferred Big Idea from Group 3

SOUTHALL SHOWCASE

Create a marketing hub

An OPTIMISTIC HAPPENING PLACE CONVEYING A TANGIBLE VISION

Build as a partnership project with other investors/ stakeholdersPop up in Manor House do now!

Create a Front of House for Southall

Build a Brand for Southall

Fund from sponsorship

Move in medium term to permanent home funded from development

Accessible! Food! Students!

All have one voice

Home for events, tourism info, social media, projects, regeneration, DISH, apprenticeships

NEXT STEPS

Write the business case

Assess risk/ realism

Rent rates heat light running costs, sources of income

Identify sponsors/sources of income.


10/10

10 of 10

Outcomes and Follow Up

This note was circulated by Ealing Council. Other actions will continue through the Southall

Big Conversation Workstream.

Documents

ideas from within the Council