Memorandum submitted by London Borough
of Tower Hamlets (BW 94)
Tower Hamlets is criss-crossed by inland waterways,
is home to a number of former working docks and has the longest
riparian boundary in London. As a consequence there are many opportunities
for regeneration and development alongside and involving water.
In order to maximise the benefits for all organisations
involved in the many exciting initiatives and create a sustainable
and workable community for local people, the Council and British
Waterways have sought for many years to work collaboratively and
in partnership on development and regeneration matters.
ROLE
The abundance of water and waterways places
BW in an important position in Tower Hamlets and places Tower
Hamlets in an important position within their overall Estate.
Land Values here are rarely likely to be exceeded elsewhere at
the present time. BW are aware of the value locked up in their
assets but are playing a responsible role in establishing development
partnerships and mechanisms with which they can engage with the
local authority and listen to the local community. Examples include
the "Docklands Management Group" (DMAG) where they discuss
water management issues in the round, quarterly with local groups,
land owners and the Council. The Council is also working very
closely at present with BW in helping it to take forward development
proposals for what is likely to be one of the biggest planning
projects in the U.K. when it presents detailed proposals for Wood
Wharf. This is anticipated to be a high quality, sustainable urban
environment for people to live, work and relax in. This is an
opportunity for BW and its development partnership to lead the
way in the UK with development standards, design solutions and
community liaison. This will be an important role. Public bodies,
especially as part of private partnerships should lead the way
and establish best practice in sustainable development and design
matters.
WORKING RELATIONSHIP
The scale and pace of change is such in Tower
Hamlets that all landowners sometimes struggle to ensure that
their own estate management proposals are aligned with emerging
planning policies and that all the Strategic and local organisations
with an interest are involved in emerging development proposals.
This is a challenge for an organisation like BW who have not until
recently employed a specialist in-house planning team and have
therefore struggled to support the development of water use guidance/policies
alongside their own asset management plans. Inevitably without
such alignment but with a clear driver to secure maximum return
for their assets there can be issues that arise. The Council often
endures a more strident relationship with BW but perhaps this
is inevitable, as it is with most public sector agencies there
is an inevitable tension felt by in securing maximum value / income
for the organisation while still seeking to achieve more rounded
and "softer" objectives. BW of course do need to operate
in all facets of the public interest including embracing sustainable
development; the environment; heritage; social inclusion; and
children and young people, when considering potentially conflicting
commercial objectives. Nevertheless, discussions remain professional
and as an organisation they are always accessible and willing
to discuss matters. Consequently, issues of disagreement are usually
resolved.
FUTURE WORKING
It is important that all bodies involved in
development across the Borough, this includes BW work closely
and collaboratively together now and into the future. The policies
and proposals being developed today within this Borough are usually
now part of major initiatives such as the Olympics and long-term
masterplans with regional/sub-regional importance such as those
in the Lower Lea Valley. They are unlikely to be realised for
a number of years so it is essential, despite often difficult
negotiations around value, expectations and the provision of the
essential ingredients of a sustainable community, that BW continue
to work closely and co-operatively with Tower Hamlets Council.
The alternative is unlikely to be one which will deliver the sustainable
communities that the residents now and in the future deserve.
I hope these comments are useful.
Emma Peters
Corporate Director, Development and Renewal
London Borough of Tower Hamlets
April 2007
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