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Pan Urban Regeneration Scheme


Pan Urban Regeneration Scheme

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									Pan Urban Regeneration Scheme
Learning Points
• The Pan Projects take a broad view of regeneration, and link up effects to make progress on its physical, social and cultural aspects. Pan demonstrates how goals are best purchased in an integrated manner. The Pan approach identifies community development as a vital part of the regeneration agenda and makes a point that the community has to be at the centre of regeneration and community development. Isle of Wight – Picture Courtesy The proactive approach towards the of Management of the project at the Council, contributed to the success of the project. After identifying key stakeholders, they identified the expertise missing around the table and retained appropriate consultants to give the necessary advice areas, so that all aspects of regeneration were covered.



In the early part of this decade, the Isle of Wight was falling behind its affordable housing targets. To remedy this situation, the Council identified a large tract of Council-owned Greenfield land at the eastern edge of Newport that could be used for new development, including a portion of affordable homes. This tract of land abutted the Pan Neighbourhood, a community of Council housing built through the 1940s to 1970s, half of which managed by the Media Housing Association, the other half owner occupied. Based on indicators of deprivation, Pan performed poorly compared to other communities on the island. It also suffered from a poor reputation, especially in terms of a perception of crime and disorder. The expansion of Pan presented both challenges and opportunities. The greatest opportunity was to use the new development as a catalyst for broader regeneration and community development. The key challenge was to deliver on this promise in a way that integrated the new and old communities. The existing community felt isolated and excluded from the decision-making process and was generally distrustful of government interventions and promises of improvement. Two interwoven initiatives emerged to move the regeneration effort forward. The first was the Pan Urban Regeneration Project which focused on the new Greenfield development and the creation of a community core which would offer community facilities and other amenities to all Pan residents. The second was the Pan Neighbourhood Partnership (PNP), funded as part of a national Pathfinder scheme, which would lay the groundwork of community development and engagement that would make integration possible. Progress has been made on both these initiatives. The development agreement between the developer and the Council is due to be signed in Autumn 2008, with work expected to begin in Spring 2009. The Pan Neighbourhood Partnership has been working in the community since 2004 instrumental in improving Pan Residents’ perceptions of their community as well as meaningfully engaging residents in the regeneration process.

The projects in Pan target a number of the goals laid out for the region in the South East Plan: housing development, investment in affordable housing, and addressing and reducing social exclusion. Most importantly, they serve as an example of how goals are best pursued in an integrated manner. The Pan projects take a broad view of regeneration, and link up efforts to make progress on its physical, social and cultural aspects. New buildings and homes are not enough, as regeneration is not limited to physical development. The Pan approach identifies community development as a vital part of the regeneration agenda. Further, an obvious enough point, but one lost in many regeneration efforts, work in Pan recognises that the community has to be at the centre of regeneration and community development. Outreach and community strengthening are given as much emphasis as the new built itself. The Pan projects works to connect and involve the community in its own improvement.

The key driver behind the urban regeneration project was a lack of affordable housing. The Greenfield site next to Pan was an obvious site due to Councilownership, an existing allocation for housing or employment uses, the site’s size and the ability to conduct development at a scale attractive to developers, In 2003, the Isle of Wight Council appointed a consultation team to prepare a Master Plan and Supplementary Planning Guidance to support the development of the Pan Urban Extension. Spectrum Housing Group, the Council’s partner in developing the affordable portion of the new built, later secured £11 million from the Housing Corporation to fund the affordable housing. Concurrently, as work advanced on the physical built, the integration of the new build with the existing community was identified as an issue requiring a dedicated approach, especially in the context of the relative deprivation of the Pan neighbourhood. The Isle of Wight Council in cooperation with the local community secured funding from the Development of Communities and Local Government to address this Area that’s being regenerated, picture courtesy issue (through a Pathfinder of Geoff Lumley’s Blogspot programme to develop new approaches to neighbourhood renewal). The Pan Neighbourhood Partnership (PNP) was established with this funding in 2004. The PNP is managed by a resident-led board which also includes the local councillor, service providers (including the local housing association, police and the Head of the local school), local community and business representatives. The board directly controls funding and makes all strategic financial decisions for the PNP. The work of the board is supported by seven staff members who run community initiatives.

The activities run by the PNP are diverse and range from a youth club to sporting activities to mental health outreach work. The theme linking this work is that it encourages residents of all ages to get involved in their community. Further, it also encourages people to be community innovators and leaders by coming forward with proposals to use funding. Activities and programmes are residentled whenever possible. In addition to the activities run by the PNP, staff include a team of Community Wardens. Initially conceived as a way to address residents’ concerns about community safety, the Wardens perform a community policing function, in a manner that allows them to connect with the community without being viewed as part of the regular police force. Wardens act as the visible everyday face of the PNP in the community and help build relationships with residents. While the PNP was making advances on the community development front, the urban regeneration project had effectively stalled. The development became bogged down in continuous issues surrounding transportation and the possibility of a ring road around the new development. Very little progress occurred between 2004 and 2007. In 2007 the Council resolves these issues, as a deadline for utilising funding from the Housing Corporation approached. The clearing of the political path for the project to proceed coincided with a more proactive approach towards the management of the project at the Council, headed up by the Director of Community Services. In a two day project meeting, the Council gathered all key partners, including the representatives of the PNP, the housing association partner, and land agents, together to map out the tasks required to complete the urban regeneration project and assign responsibilities. They identified the expertise missing around the table, and retained appropriate consultants to give on property assessment, law and energy evaluation. Later, a joint project manager was appointed to lead on the project for the two main partners, the Council and Spectrum Housing Group, the housing association‘s development wind. Project meetings have occurred fortnightly to maintain the projects momentum and keep it to schedule. A central task of the project team was to create a development brief, put it to tender and select a developer to take the project forward. The development specifications were demanding, and had to meet a number of standards: • Code level 4 of the Code for Sustainable Homes, making the Pan development the largest at that level undertaken in the UK; • Building for life, the national standard for well-designed homes and neighbourhoods as jointly promoted by the Commission for Architecture and the Built Environment (CABE) and the Homes Builders Federation (HBF); • Tenure blind housing, with no visible difference between the affordable and market-rate housing units; and • Housing types that reflect the housing needs of the island, in terms of number of bedroom, etc, as expressed on the Housing Register. Community integration and community development were also part of the brief. A developer was selected by the whole project board, including Pan Neighbourhood residents as
Map of the Isle of Wight - Picture Courtesy of

represented by the PNP board, the Council, the housing association and the property assessor. The development agreement laying out the financial terms of the project will be signed in autumn 2008. Master planning for the new community core is set to begin soon afterwards. Work on the Pan Urban Regeneration Project is well underway but the new part of the Pan community is yet to be built, making it hard to evaluate the success of integrating the new with the old. However, the Pan Neighbourhood Partnership has already made real progress on the community development front. Although, the basic indicators of deprivation have not greatly changed, the perceptions of local residents toward their community have seen dramatic improvement. A resident survey was conducted in areas targeted by similar Pathfinder schemes across the country, at the beginning of the schemes in 2004 and three years into the projects in 2007. In Pan, 41% of respondents believed that the area had improved over the past three years. Satisfaction with the police service had jumped from 39% to 64%. The number of respondents that felt they could influence the decisions of local organisations had increased to 34% from 24%. The survey quantified a general increase in satisfaction levels across the board. These results indicate that the Pan Pathfinder is Isle of Wight Needles, Picture Courtesy of finding real traction within the Isle of Wight Pictures community. The following component of sustainable communities has been strengthened: The PNP has worked to make the Pan a more active, inclusive and safe place. The basic principle at work in the regeneration context is that a strengthened community with a strong and confident sense of self is a better partner to shape new development. A neighbourhood with an active community life is an easier one for newcomers to identify with and participate in. The PNP has created a forum for the expression of community interests and the development of community leaders. It has simplified residents’ interactions with local authorities, be it in accessing public funds for local projects or liaising with the police. Also, importantly, it has allowed residents to be full partners in the Urban Regeneration Project that will see the expansion of their community. The approach to urban regeneration demonstration in Pan, in both its physical and community development dimensions, provides lessons of best practice. The following skills, behaviours and attitudes necessary to create a sustainable community contributed to its success:

The following skills, attitudes and behaviours necessary to create a sustainable community contributed to the success of the Pan Regeneration Scheme. Commitment to make it happen The project management logo gathers the key partners together and acts as a focal point for collaboration and stimulating the energy and enthusiasm necessary to move the project forward. This mechanism has fostered joint working between the project partners as well as within the partner organisations themselves. This point is especially true of the Council, whose many departments must all be on side to complete the necessary work in very tight timeframe. These different players are brought to the heart of the decision-making process as experts in their respective fields and vital contributions. The management of the tendering process was also intended to bring the chosen developer into the project in a manner based on partnership and ongoing collaboration. The project management group opted for a competitive dialogue approach over the more traditional straight tender process. This approach allowed bidders to discuss and ask questions of the client before submitting their bid in order to clarify points and priorities. Now that the developer has been chosen, the project team remains committed to ongoing engagement to ensure the desired results in terms of process, quality and design are achieved. Respect for the contributions of others Partnerships have been the keyword of the urban regeneration project since its reinvigoration in 2007. The PNP now acts as a consolidation entry point into the community. It serves as a pool of community leaders willing to be involved in regeneration work. The PNP board members sat on the committee that evaluated the development bids and are ongoing participants in the project management group. The PNP also represents a group of people with well-established connections to residents. These connections and the PNP’s track record allows the distrust that residents have traditionally felt toward authority to be at least partially bridged. Community outreach on the Urban Regeneration Project has included “walk and talks” and the setting up of community focus groups that have put the project partners into the neighbourhood to talk to people about the project. Local Schools have involved students in the redevelopment process as well. Through an exercise called “view from my Window”, students presented their vision of what new community facilities might be provided to the developers and members of the project management group. As part of the extended curriculum, students took part in ecological assessment of the development site and considered the environmental consequences of construction.

Isle of Wight Council Sarah Mitchell Director of Community Services County Hall Newport Isle of Wight PO30 1UD Tel: 01983 821000 Website: Pan Neighbourhood Partnership John Norledge Neighbourhood Renewal Manager 4 Langley Court Pyle Street Newport PO30 1LA Tel: 01983 814260 Website:

Further Details
When The Pan Neighbourhood Partnership has been working in the community since 2004 and has been instrumental in improving Pan resident’s perceptions of their community as well as meaningfully engaging residents in the regeneration process. Where Eastern edge of Newport, Isle of Wight.

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