west end commission final report april 2013 · devolution, public service reform and flexibilities...

WEST END COMMISSION

West End Commission Final ReportApril 2013

Contents

Foreword from the Chair 03 Summary of recommendations 04 About the Commission 09About the West End 15Governance and Leadership 26Growth 35 •Transport 36 •Non-transportinfrastructure 43 •Business 46Place 51 •Crime,safety,night-timeeconomyandlicensing 52 •Environment 56 •Heritageandculture 59 •Marketingandpromotion 61People 63 •Housing 64 •Employmentandskills 68 Annex 1: Primary data sources 71Annex2:Acknowledgements 71

Foreword from the Chair Ihavebeenapassionatepromoterofcitiesasenginesofnationalgrowththroughoutmycareer.WhenIwasinvitedtochairtheindependentWestEndCommission,Isawitasanopportunitytolearnmoremyselfaboutwhatmakessuccessfulplacestick,butalsotocreateaplatformforseriousdebatetosupportthelong-termsuccessofakeynationalasset.

Thisreportistheculminationofmanymonthsofhardworkbyanumberofpeoplewhohavegivenuptheirtimefreelytolisten,learnanddiscusshowtheWestEndcanrespondtothechallengesitfaces,sothatthearearemainsanattractiveplacetoliveandworkandinaddition,achievesworldclassexcellenceincorporate,visitorandenterpriseactivities.

FiscalrestraintisachallengeformanyplacesandnotjusttheWestEnd.Soistheco-ordinationofpublicservices.WhatisdifferentintheWestEndisnotjustthescaleofthechallenges,butalsotheneedtotackleeffectivelytheexternalitieswhichareassociatedwithsuccess.

TheanalysispresentedinthisreportseekstoprovideaplatformforaradicalreformprogrammewhichisfocusedupontheWestEndasaplace.Italsorecognisesthattheneedtosecureanewleadershipandgovernancemodel,whichtheCommissionbelievesisrequired,extendsbeyondtheWestEnd.ThebroaderpictureisaboutwinningtheargumentforgreaterdevolutionforLondonasawhole,anddevelopingthecaseforagreementsbetweentheMayorandboroughsoninvestment,devolution,publicservicereformandflexibilitiesaroundregulatoryandplanningfunctions.

Irealisethatthetemptationforsomewillbetofilethisreportinthe‘toodifficult’box.ButthenationalandinternationalroleoftheWestEnd–andthecomparisonswehaveproducedwithitspeersthroughouttheworld–meanthatthisisadebatethatneedstobehad.TheMayor,workingwithbusinessandtheboroughs,shouldnowdevelopthemomentumforthechangeswhicharerequired.

Overthesepastseveralmonths,IcouldnothavebeenmoreimpressedwiththenumberofpeopleassociatedwiththeWestEndwhohavecommunicatedpassionatelytheirviewofthechallengesfacingtheWestEnd.SomeofthelocalmembersareamongstthemostimpressiveIhaveevermet,whiletheareaisparticularlyblessedtohavesomanybusinessleaderswhogivesomuchtimeandenergytoimprovethefortunesofthearea.Ihopetheythinkthereportdoesjusticetotheviewstheyhaveexpressed.

IwouldliketothankallmyCommissioncolleaguesforthehardworktheyhaveundertakenoverthepastmonths–particularlyGregClarkwhohassupportedmeontheworkonleadershipandgovernanceandJimSteerontransport.

IwouldliketothankMikeMore,theChiefExecutiveofWestminsterCityCouncil,forhisconstantsupportandwisdom;andhisteamwhohaveworkedsohardtoprovidethesecretariatandpolicysupportsincetheCommissionwasestablished.

Finally,IwouldliketothankmyLeader,SirRichardLeese,forencouragingmetoundertaketheroleofCommissionChair,andPatBartolifromManchesterCityCouncil,whohasworkedalongsidemethroughoutthedevelopmentoftheCommission’sworktoenablemetoalsodomydayjob.

Sir Howard BernsteinChief ExecutiveManchesterCityCouncil

Defining the West End

TheCommission’stermsofreferencedidnotspecifyadefinitionoftheWestEnd.Basedontheevidencereceivedontheadministrative,economic,culturalandsocialcomplexityofthearea,thecommissiontooktheviewthatthereisnosingledefinitivedefinitionofthisuniqueurbanarea.TheCommission’s recommendations therefore have implicationsataboroughlevel,acentralLondonlevel,aLondon-widelevelandanationallevel.

Governance, leadership and incentives

1. TheWestEndistheheartoftheglobalcitywithsignificanteconomicimpactfortheUnitedKingdomasawhole.Itsrangeandconcentrationofinternationallyprestigiousinstitutionsandsignificantbusinessandtouristactivitymakeitquiteunique.Thecostsandconsequenceofhostingsuchnationalassetsareconsiderable,butarenotfactoredintohowtheWestEndismanagedorresourced.Thereisnoexistingfiscalorfinancialincentivetooptimise the performance of the West End as theUK’scapitalcitydistrict.TheGovernmentshouldrecognisethefinancialpressuresontheareaandaddresstheincentiveissue.

2. TheWestEndisakeynationalandregionalassetwithoutanaturallycoherentgovernanceandincentivesystem.Thiswasseenasthesinglebiggestweaknessbytheoverwhelmingnumber of respondents to the Commission’s publiccallforevidence,andwasalsoaconsistentconcernraisedbybusinessleaders.TheCommissionagreeswiththeiranalysisthatthisfundamentalweaknessmustbecorrectediftheWestEnd’slongtermsuccessasaplacetolive,work,visitandinvestistobeactivelypromoted.Acoherentgovernanceand incentive system is also necessary to ensurethefullandproperco-ordinationofallpublicservices.Thisincludeshowthestreetsceneisbettermanagedandregulated,howfunctioninghousingmarketsareaddressedwithinandbeyondtraditionallocalboundaries,howplanning,licensing,policingandotherservicesareco-ordinatedandhowallresidentsareequippedwiththeskillstheyneedto

accessjobs.Acoherentgovernanceandincentive system is also needed to overcome theunintendedconsequencesofthecurrentarrangements,particularlyafailuretotackletheexternalitiesassociatedwithsuccess.Theseincludethecostsandimpactsofhighandgrowingprivatewealthandinvestment,thechallengesofavigorousnight-timeeconomy,intensiveuseoftransportandroadsfor different purposes and the multiplicity of differentmessagesinmanagingandpromotingthearea.

3. Newarrangementsmustgripstronglyanumberofrequirements,including:theneedtodevelopanintegratedframeworkforplace-shaping,createtheessentialplatformforbuildingacompellingvisionfortheWestEnd’slongtermfuture,anddevelopthenecessaryprogrammeofimplementationwhichembracestheactivitiesofthefullrangeoflocalandsub-regionalservices(includingtransport)withinacontextofclearlydefined,integratedandevidencedpriorities.

4. Anewleadershipandgovernancemodelisrequired,butgettingthisrightextendsbeyondtheWestEnd.ItisalsoaboutwinningtheargumentforgreaterdevolutionforLondonasawhole,anddevelopingthebaseforagreementsbetweentheMayorandindividualboroughsorgroupsofboroughstoensureeffectivedeliveryarrangementsarebroughtforward.Theseagreementsshouldcoverinvestment,devolution,publicservicereformandflexibilitiesaroundregulatoryandplanningfunctionswhichmeetthespecificneedsoftheWestEnd.

5. Overall devolution for London: this is a radical reformprogrammewhichwillonlycomeaboutifitisagreedbytheMayorandcentralGovernment;ifitisledbytheMayorinpartnershipwithLondonCouncils,ifitprovidesthescopeforintegratedgovernancesolutionswhichcombinecity-wideandlocaltiersofgovernment;andifitstimulatesLondonboroughstopursuecollaborativemodelsof reform and service delivery with each other andwithkeypartsoftheGreaterLondonAuthority(GLA).

Summary of recommendations

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6. SubregionalarrangementswithinLondon:atcentralLondonlevelastrengthenedallianceisrequired,whichcouldbetheoverarchingfocusforcollaborationatinter-boroughlevel,andthespatialfocuswhereadealwiththeMayorongrowth,reformandincentivescanbemade.ThisisamatterwheretheCommissionexpectsthe London Finance Commission to offer more detailedadvicewhenitreportsshortly.

7. PlaceshapingarrangementsfortheWestEnd:anewWestEndpartnershipisrequiredinvolvingappropriatelocalboroughs,theMayorandcity-widefunctionssuchastransport,policing,andbusinesswhichprovidesthestrategicplace-shapingcapacity.Itsearliestpriority should be to produce a clear plan withprioritiesidentifiedrelatedtogrowthandreformandtoplanforalow-carbonfuture.Theplanshouldbecompellingandevidenced,andshouldbeproducedfollowingconsultationwithresidents,business,localauthoritiesand otherstakeholders.

8. A Senior Executive support for the West End shouldbesecured:ateam,reportingtoaseniormanager,dedicatedtomakethedetailedpartnershipprocessesworkday-by-day;toprovide a clear focus for executive action and co-ordinationoftheactivitiesofarangeofstakeholders.ThisseniormanagerwouldreporttotheWestEndpartnership.ItshouldbeamatterfortheWestEndpartnershiptoagreethedetailedjobdescriptionandtitleforthispost.Itshould be a matter for Westminster City Council inparticulartodetermine,inconsultationwithotherstakeholders,whetherthisshouldbecomean employee of the council so that it is supported by the council’s Chief Executive and the rest of hismanagementteam.

Transport and infrastructure

9. ThemostpressingrequirementidentifiedbytheCommissionistheneedtoprioritiseworkonpost-Crossrailplanning.Crossrailwilladdsignificantcapacity–thoughthiswillberapidlytakenup,asLondon’spopulation,employmentlevels in the West End and visitor numbers areallonasignificantupwardtrend.TogetherwithThameslink,itsnorth-southcounterpart,Crossrail should transform the way in which peopletraveltoandfromtheWestEnd.

10. Another area of concern identified to the Commission was the incidence of buses on OxfordStreet.WhilstthereweredifferingviewsemergingfromtheCommission’sworkaboutwhetherbusesandgeneraltrafficshouldbe eliminated from Oxford Street and other keyareasoftheWestEnd,andtheneedforreviewingthebalancebetweenvehiclesandpedestrians,understandinghowchangingpatternsoftravelinlightofCrossrailwillimpactuponbusmovementsandroutings–andtheirinfluenceondemandmanagementfor scarce road space more broadly – is a prerequisitetothedevelopmentofaplace-shapingframeworkfortheWestEnd.SuchaframeworkisurgentlyrequiredandshouldbeakeytaskofthenewWestEndpartnership.ThisworkshouldalsodrawupontheMayor’sRoadsTaskForcewhichwillreportshortly,andwillalsoassistinplanningforCrossrail2.

11.Theframeworkshouldaddressnotonlyprioritiesaboutbusmovementsandthemanagementofroadcongestionatdifferenttimesoftheday,butalsothekeyrequirementsfortheWestEnd’spublicrealm.Animprovedpublicrealmstrategyisrequired,including:strongerconnectionsforpedestrians;improvedwayfinding;strengthenedlinksbetweenretail,culturalandrecreationalareas;reconnectinghiddensquares;improvingamenity spaces and rest areas; and the development of new mechanisms to drive public realminvestment.Thereisalsotheneedtoaddressthedetailofthisstrategysothatitisresponsive to the different demands on areas atdifferenttimesofthedayandnight.Thesematterscanonlybefullyevaluatedatastrategiclevelandinthelightofafullevidencebasefoundeduponpost-Crossrailtransportpatterns.

12.Thereisalsoarequirementtoevaluatethepotentialforlate-nightandall-nightservices,includingaone-hourextensionoftheUndergroundoperationonFridaysandSaturdays,whichisalreadyunderexaminationbyTfLforthenow-upgradedvictoriaandJubileelines.Inthelongerterm,thesetimeextensionsneedtobeexpanded,bothdeeperintothenight-timeandtoembracemoreroutes,withrevisedmaintenanceregimestomakethispossible.Whilethesemayprovechallengingtoachieve,thereisamoreimmediateopportunitythatmustbegrasped,whichistoensuretheprovisionofnight-timeservicesonbothCrossrailandThameslink,supportedbyrevisedbustimetablingwhereappropriate.

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13.Theexpansionoffreightconsolidationprogrammesandfacilitiesshouldbeprioritisedtoreducetraffic,emissionsanddisruptionforresidents.Quiet,properlymanagedandenforcedout-of-hoursdeliveriesmaybemadeacceptable in some localities by appropriate daytime traffic restrictions as public realm improvementsareextended.ThephasedimplementationoftheMayor’sexistingplanstoreduceemissions,furtherimprovementstocycleamenitiesandtime-basedbusticketingarrangementseachneedtobeconsideredaspartofthecoherentstrategyweareseekingfortheWestEnd.Wewouldalsoaskthatconsiderationisgiventotheintroductionofapilotschemeembracingamodestnetworkofsmallerzero-emissionbusesonthesecondaryroadnetworktoprovidemoreconvenientservicesforresidentsandbusinesses,possiblyfunded on a shared basis between the public andprivatesectors.

14.Thereistheshort-termquestionofweekendtraffic-freedaysandtheCommissionsupportstheexpansionoftheseproposalsalongthelinesofNewyork’s‘SummerStreets’programme.Thecurrentpracticeofcarryingoutdetailedmonitoringoftraffic-freedaysshould be continued and the experience used toinformtheevolvingpublicrealmstrategy.Crossrail also offers an opportunity to plan for more permanent improvements to achieve a better balance of street use between vehicular trafficandpedestrians.

15.Aclearforwardstrategyisalsorequiredfornon-transportinfrastructureprovisionsuchasenergy,waterandtelecommunications,involvingtheproviders,distributionnetworkoperators,utilityregulators,businessandlocalandcity-widegovernment.TheresponsibilityforleadinganddeliveringthisshouldliewiththenewWestEndpartnership.Aspartofthiswork,wearerecommendingthatanumberofoptionsarefullyevaluatedtoencourageinvestment in advance of committed future demand to reduce disruption and protect publicrealm,alongsidetheencouragementofdecentralised and low carbon sources of power supplyandvariousfuelandwastemanagementefficiencymeasures,includingarobustretro-fitprogrammeforexistingbuildings.Workingwithtechnologyproviders,thenewWestEndpartnershipshouldalsodevelopaclearlong-termdigitalstrategyfortheWestEnd.

Business

16.ThecriticalroleoftheWestEndtothenationalandregionaleconomyiswithoutquestion.IthasthelargestandmostdiverseconcentrationofjobstobefoundanywhereintheUKandisahubforsectors,includingcommercialandprofessionalservices,retail,entertainmentandculturalservices.Crucially,itishometoavastnumber of small businesses – some in historic clusters–whichnotonlyaddsignificantvaluetothe character of the West End but in many cases also create the essential platform for business incubation,notablyindigitalandnewtechnology.

17.Thislevelofcomplexitydemandsasophisticatedbusiness-ledapproach.Itmustembracethedifferentneedsoflargeandsmallbusinesses,recognisethedifferentrequirementsofinternationalanddomesticbusinesses,andsupportspecificneedsacrossarangeofdistinctivesectors.Aone-size-fits-all approach to business expansion will not respondtotheneedsofallbusinesses.Anewpolicymustalsoevaluatethedifferentskilldemandsofbusinesses,howlabourmarketproductivitycanbestrengthenedthroughoutthecity-widearea,theneedtodrivedigitaltechnologyandaccess,andgenerallyhowbusinesses,largeandsmall,canflourishandcontinue to contribute to the character and diversityoftheWestEnd.

18.ThegloballyrecognisedroleoftheWestEndfor business means that the need to respond to competitivethreatsandchallenges(technology,changingconsumerdemand,globaleconomicpatterns,security,etc.)isessentialtobuildingandmaintainingastrongbusinessclimate,brandandreputationforattractivecorporate,visitorandenterpriseeconomies.Thistaskwillalsorequireastrongintelligencebasetomakeinformeddecisionsaboutwhatclustersmust remain in the West End and how to supportthem,encouragingagreaterroleinincubationforLondongenerallyandtherestoftheUK.Thiscouldincludetheopportunitytocreateajointdataobservatoryfunction,initiallyfocused on business but with the potential toexpandintootherareas.Thepolicymustalsorecognisethat,witheconomicsuccess,externalitiesemergewhichneedtobetackledifsuccessistocontinue.Theseinclude,forexample,congestion;inflation;intensecompetition for land; crime and disorder and strongercompetitionfromotherplaces.The

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newgovernancemodelwhichtheCommissionisadvocatingmustbeabletointernalisesomeofthebenefitsofsuccess(suchasthroughnewfinancialinstruments,businessrateretention,etc.)inordertotackletheseexternalities.

19.ThenewWestEndpartnership,workingwiththecentralLondonallianceofboroughsandwithbusiness,needstodevelopaclearpolicyfor business in the West End as part of the broadervisionforthearea.Suchapolicymustaddress the complexity of the West End and howtoaddresscompetitionandchangingtrends.Anevaluationframeworkneedstobedevelopedwhichaddressesmanagementrequirementsandimpacts.Androbustprogrammesneedtobecreatedwhichdealwiththespecificrequirementsfor:improvingthebusinessclimateandenvironment;buildingandmaintainingastrongWestEndbrand;andrespondingtothespecificneedsoflargefirmsandemployers,investorsandowners,historicbusinessclustersandSMEs.Theexecutiveof the new West End partnership will have a clearroleinco-ordinatingthedefinitionandexecutionofthispolicy.

Crime, safety, night time economy and licensing

20.TheWestEnd’ssheerdiversityposesuniquechallengesinpolicing,enforcementandstreetscenemanagement.Therearealmostasmany reported crimes in the West End as there areinthecitycentresofManchester,Leeds,LiverpoolandBirminghamcombined.Againstthisbackdrop,maintainingaclean,safeandattractiveWestEndisexpensiveandpolicingtherangeofactivitieslocatedintheWestEnddemands flexibility and close collaboration between the local police commanders and the boroughsconcerned.

21.Thereisnosingleintegratedapproachtoneighbourhoodpolicing,licensingandcommunitysafetythroughouttheWestEnd.PuttingthisrightshouldbeakeypriorityforthenewWestEndpartnership.TheCommissionalsobelievesthatthelicensingpoliciesoftheboroughsshoulddrawaclearerdistinctionbetweeneveningactivities(broadly,entertainmentandfoodusesendingbyaround1am)andnight-timeactivities(broadly,alcohol-basedpremisesgoingonbeyondthistime)andallowgreaterflexibilitytotargetpolicyaccordinglytogeographyandtypesofusage.

Thereisalsoaneedtodevelopaninvestmentandoperationalstrategyforcrimepreventiontechnology,includingCCTv.

22. We have been impressed with the submissions madetousconcerninghowaLateNightLevy should be able to be deployed in a more targetedwaytohelpmitigatethenegativeexternalitiesofspecificlate-nightactivitiesandpremises.InconjunctionwiththeBIdsandotherstakeholders,furtherworkshouldbeundertakentomakethecaseforlegislativereformandtomaximisetheavailablefundingtotacklealcohol-relatedcrimeanddisorder.GovernmentshouldalsogivepowerstotheboroughsandtheMetropolitanPoliceServicetoregulateorbantheuseofpedicabs.

Environment

23.TheWestEndisatriskfromenvironmentaldegradationandclimatechangeand,withinLondonmorewidely,experiencessomeofthepoorestairqualitytobefoundinanycityinEurope.Thetransitiontoalow-carboneconomymustalsobecomeoneofthekeyobjectivesoftheWestEndpartnership,includingcoordinatingunderpinningprogrammesastheyrelatetoretrofitofbuildings,newenergyandwastesystems,andsupportingbusinessindevelopingmoreefficientmodelsofoperation.PublictransportoptionsbeyondCrossrail,andchangingthebalanceinfavourofthepedestrianonkeystreets,willalsobeinfluentialinachievingchange.

24.BeforebringingforwardplansforanUltraLowEmissionZone,theCommissionbelievesamore concerted effort to implement the critical fifthphaseoftheexistingLowEmissionZoneshouldbeundertaken.ThenewWestEndpartnership should also conduct an analysis to assess the appropriateness for the area of differentformsoflowcarbonenergygenerationandgreeningmeasures,aswellasacoherentandtargetedapproachtosustainabledrainageacrosstheWestEnd.

Heritage and culture

25.TheWestEnd’suniqueculturalheritageisamajordriveroftheWestEnd’seconomiccompetitiveness.ItisadrawforvisitorsandakeyfactorinattractingbusinessestotheWestEndfromaroundtheworld.However,keyparts of this cultural infrastructure are under

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threatthroughahistoriclackofinvestment.TheCommissionbelievesthatthenewWestEndpartnershipshouldlead,withnationalGovernment,areviewofinvestmentoptionswithaviewtobringingforwardarobustfundingstrategyfortheWestEnd’sculturalandhistoricbuildings.TheCommissionalsoagreeswiththecontributions from some respondents that there are many opportunities to celebrate individual buildingsandtorebuildtheconnectionsbetweenkeyspaceswithintheWestEndandgivespecialattentiontothehistoricalstreetlayoutofthearea.Thistooshouldbecomepartoftheplace-shapingstrategytobeundertakenbythenewWestEndpartnership.

Marketing and promotion

26.TheWestEndattractsover200millionvisitorsayear.Thereis,however,nooverarchingplace-basedstrategyaroundthemarketingandpromotionoftheWestEnd,althoughthereisaWestEndMarketingAlliancewhichwas established specifically to improve the co-ordinationofmessaging.TheCommissionbelieves that London and Partners should establish a unit with a particular focus on thepromotionoftheWestEnd.Wealsobelieveasingleco-ordinatingfocusshouldbeestablished,undertheauspicesofthenewWestEndpartnership,forthemarketingandpromotion of the West End to visitors and investors,drawingtogetherprioritiesandskillsfromacrosspartnersandlinkinguppublicinvestmenttogeneratemaximumvalue.Thisvehicleshouldbeledbyamarketingexpertandbe in a position to form a coherent and effective partnershipwithLondonandPartners.

Housing

27.ThecomplexityoftheWestEndalsoextendstohousing.ThesheerscaleanddynamicsofthehousingmarketservingLondongenerally,andtheWestEndinparticular,makesstraightforward,siloedpoliciesimplausible.

28.TheCommissionstronglysupportspolicyrequirementstosustainanddevelopmixeduseandtenureasthekeytobuildingbalancedandself-sustainingcommunitieswithintheWestEnd.However,werecognisethatthisperhapscannot be done entirely effectively or exclusively onanindividualboroughbasis.TheCommissionbelievesthattheMayorofLondonandacentralLondonallianceshouldundertakedefinitive

researchintothefunctionalityoflocalhousingmarketareassothatdecisionsareinformedbythedeepestunderstandingofhousingdemandandsupply,andhowarangeofinterventionscanbeintelligentlydeployedtosupportgrowth.Thiscouldincludetakingabroadergeographyintoaccountinthewaynewhousingisdeliveredin those cases where developers have shown thaton-siteorin-vicinityprovisionisunviable.Thiscouldinvolvespendingsomeofthemoniesraisedinhighvalueareasinthewiderlocalhousingmarketratherthanlocally.

29.Thereisalsotheimportantquestionofaffordability.ClearlythisshouldbeakeyprioritygiventheimportanceoftheWestEnd’ssocial diversity which lies at the heart of the area’svibrancy.TheCommissionbelievesthatsecuringmoreflexibilitytoleveragelocalauthorities’publichousingassetstobuild morehomesshouldbeakeypriorityfordevolutionnegotiations.

Employment and skills

30.AddressingbarrierstoemploymentiskeytotacklinghighlevelsofworklessnessinmanyareasaroundtheWestEnd.Itisalsothekeytoreducinglevelsofdependencyaspartofawiderpublicsectorreformprogrammesothatthenewfiscalrealitiesfacingthepublicsectorcanbeaddressed.AformalroleforLondonboroughsinthecommissioningoftrainingandskillsprovisionshouldbeoneoftheobjectivesofdevolutionnegotiationsbetweentheMayorandtheGovernment,anddevelopingpracticaldeliveryarrangementsshouldbepartofthecentralLondonalliance’sprioritiestoo.Ifthisisdone,thereisaprospectofsignificantprogressbeingmadeinunderpinningtheeconomic performance and inclusivity of the WestEnd.CurrentdiscussionsonthepossibledevolutionofskillsfundingtoLocalEnterprisePartnerships may provide a route for this to be takenforward.TheCommissionrecognisestheworkofpublicandprivatestakeholdersintheWestEndinfacilitatingtheemploymentoflocalpeople.Thereissomeexcellentpracticetobuildfrom,notablytheRecruitWestEndschemewhichprovidesasinglepointofcontactfor both employers and candidates to meet employerrequirements.Aswellastechnicalandprofessionalskills,trainingwhichtacklesadverseattitudesandbuilds‘soft’skillssuchascustomerserviceisalsocrucialtoachievingsustainableemploymentforlocalpeople.

TheindependentWestEndCommissionwasconvened by Westminster City Council in summer2012toreview,exploreandsetoutrecommendations for the continued and future successoftheWestEndofLondon.

TheestablishmentoftheCommissionreflectsthefactthattheWestEnd’suniquequalitiesalsobringuniqueoperationalandstrategicchallenges,bothintheshort-termandinthelonger-term.Againstabackdropofmajorpublicevents,challengingeconomicconditions,increasingcompetition,strainedinfrastructure,fragmenteddecision-makingandrapidlyshiftingconsumerandtechnologicaltrends,thereisnoroomforcomplacency.TheChairandCommissionershaveaimedtogatherviewsfromallinterestedstakeholdersonhowbesttoensurethattheWestEndmeetsthefutureneedsofresidents,businesses,communitiesandvisitorsalikewhilecontinuingtooccupyitsvitalplacewithinLondonandintheglobaleconomy.

TheChairandCommissionershaveundertakentheirworkentirelyvoluntarilyandwithoutpayment.

Evidence gathering

TheCommissionissuedaformalcallforwrittenevidenceinsummer2012.ThisclosedinOctoberand over 70 submissions were received from residents,businesses,landowners,charitiesandinterestgroups.

Five public verbal evidence sessions were held betweenOctoberanddecemberatwhichtheCommissionheardfromandputquestionstoover30people,includingmanywhohadsubmittedwrittenevidenceandarangeofothers.

Inparallelwiththisformalprocess,theChairand various Commissioners have met and correspondedwithkeystakeholdersandexpertsincludingofficersfromWestminsterandCamdencouncils,representativesfromtheGreaterLondonAuthorityandTransportforLondon,academicsandotherstogatheradditionalinsight,adviceandinput.Commissionershavealsocarriedoutinformalengagementwithgroupsofstakeholdersincludingresidents(ataWestEndAreaForum),smallbusinesses,taxidrivers,representativesfromthenight-timeeconomyandtheatres.

TheCommissionalsodevelopedcasestudiesofthree comparable international cities: the central districtsofParis,midtownManhattaninNewyorkandtheCentralandWesterndistrictsofHongKong.Aspartofthisprocess16telephoneinterviews were conducted with experts and practitionersineachcity.ThesecasestudieshelpedilluminateseveralofthechallengesandopportunitiesfacingtheWestEndandhavebeeninvaluablebackgroundtotheCommission’swork.Inordertodrawoutthekeyinternationallessonsoncitymanagementandgovernance,asimilarcasestudyfortheWestEnditselfwasdeveloped,which has been referred to extensively when draftingthisreport.

Intheprocessofwritingthisreport,Commissionershavealsodrawnonawiderangeofsecondarysources.AfullbibliographyisprovidedinAnnex1.

About the Commission

Matthew BennettMatthewhaslivedinSohosince1968andownedarestauranttherefor26years.Healsobuiltup a successful environmental business,LondonRecycling,whichwassoldtoaplcin2009.

MatthewhasbeeninvolvedinissuesintheWestEndformanyyears,includingactingasSecretaryoftheSavePiccadillyCampaignwhichfoughtplans in 1972 to redevelop the Piccadilly Circus area.HecreatedandranprojectstotackleyouthhomelessnessintheWestEnd,setuptheCentralCities Institute at the University of Westminster and

established a ‘not for profit’ property company to promotemixedusedevelopmentintheWestEnd.MatthewisafoundercommitteememberoftheSohoSocietyandtheSohoHousingAssociation(pastchairman)andaformerchairofgovernorsofSohoParishSchool.

MatthewcurrentlychairstheWestminsterCitizens’AdviceLicensingService.HeisthedeputychairmanofKeepBritainTidyandchairmanoftheConservationFoundation.HeisalsopromotingstudiesonretrofittingSohoforsustainabilitywithWestminsterCityCouncilandEnglishHeritage.

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The Chair – Sir Howard BernsteinSirHowardjoinedManchesterCityCouncilasJuniorClerkin1971andhasbeenthecouncil’sChiefExecutivesince1998.HewasChiefExecutiveofManchesterMillenniumLimited,thepublic/privatesectorTaskForceestablishedtooverseetheredesignandrebuildingofManchestercitycentrefollowingtheterroristbombingin1996andhasplayedastrategicroleinthecity’sregenerationovermorethan20years,drivingprojectssuchasthe International Convention Centre & Concert HallandSportcitycomplex,attractingmillionsofpoundsininwardinvestment.

SirHowardwascentraltotheintroductionofManchester’sgroundbreakingMetrolinktransportsystemandtothecity’ssuccessfulhostingofthexvIICommonwealthGamesin2002,deliveringwhatwasthenthelargestmulti-sporteventeverhostedbytheUKandthemostsuccessfulgamesever.HewasinvolvedintheestablishmentofManchesterAirportasaplcinthemid1980sandplayedaleadingroleinitsrecentrestructuring andexpansion.

Hewasinstrumentalintheestablishment of the Greater ManchesterCombinedAuthority and continues to play aleadingrolewithintheCA.

SirHowardwasamemberofLondon2012OlympicdeliveryAuthorityfrom2006to2008andChairman ofBlackpoolUrbanRegenerationCompany 2008-2010.

SirHowardwasknightedforhisservicestoManchesterin2003.Externalrecognitionincludes:FTEuropeanPersonalityoftheyear2004;Regeneration&RenewalLifetimeAchievementAward2008;CBI(NW)BusinessLeaderoftheyear2009;andHonorarydegreesfromUMIST,UniversityofManchesterandManchesterMetropolitanUniversity.

The Commissioners

Commissioners were invited to participate first and foremost for their expertise and experience in various relevantfields.TheinvitationstookintoaccountadvicefromstakeholdersandpartnersincludingtheWestminsterAmenitySocietiesForum,theLondonChamberofCommerceandIndustryandtheLondonBoroughofCamden.

Julian BirdJulianhasbeenChiefExecutive of the Society of LondonTheatreandTheatricalManagementAssociationsinceNovember2010.Priortothat,hewastheChiefOperatingOfficerforTate,leadingtheday-to-dayoperationsoftheTateGroup.Beforemovingtoworkinthearts,JulianspentnineyearsattheFinancialServicesAuthority,joininguponitsinception.BeforetheFSA,JulianworkedattheBankofEngland,andalsoworkedinvariousartsandentertainmentcompanies.

Julianisinvolvedinseveralotherarts-relatedcharities.HeisoneofthetrusteesoftheyvonneArnaudTheatreinGuildford,andtheSouthwold&AldeburghTheatreTrust.HeisalsoatrusteeofthedeLaWarrPavilioninBexhill-on-Sea.

Inhisrole,JulianactsasexecutiveproducerfortheannualOlivierAwards,heldeachApril,tocelebratethepastyear’stheatreinLondon.

Greg ClarkBasedinLondon,Gregisaninternational advisor on city managementandinvestment.Hisportfolioofactivitiescurrently includes:

International:Chairman,OECdForumonLocaldevelopmentAgenciesandInvestmentStrategies;SeniorFellow,UrbanLandInstitute(ULI),Europe;GlobalFellow,MetropolitanProgramme,TheBrookingsInstitution,WashingtondC;Co-chairman,NewyorkMetropolitanPlanGlobalAdvisoryBoard;andWorldBankAdvisoronMetropolitanStrategy.

UK:BoardMember,LondonEnterprisePartnership(LEP);Chairman,LondonStanstedCambridgeConsortium;Chairman,BritishBIds;BoardAdvisor,HeartofLondonBusinessAlliance(BId).

HeisafrequentadvisoroncitydevelopmenttoJLL,GvA,Siemens,MicrosoftandJPMorganChase,andalsoalong-termadvisortoworldcitiesandregionsincludingHongKong,Singapore,London,Newyork,Toronto,CapeTown,Barcelona,SaoPaulo,RiodeJaneiro,Auckland,Johannesburg,vienna,Glasgow,andMoscow.Otherprofessionalinterestsinclude

propertyandenterpriseinvestment.Greghastrainedasaneconomist,socialandpoliticalscientist,cityandregionalplanneratCambridgeUniversity,UK,ColumbiaUniversity,NyC,andtheLondonSchoolofEconomics.HeisaHarknessFellowandtheauthorofsixbooksandnumerousreportsandpapersoncitiesandbusinessdevelopmentissues.

Harvey Goldsmith CBEHarveyGoldsmithhasproduced,managedandpromoted shows with most of theworld’smajorrecordingartists,includingBobdylan,theRollingStones,Queen,TheBeeGees,dianaRoss,ShirleyBassey,U2,EltonJohnandPinkFloyd.AfterpromotingthefirstmajorglobalTvfundraisingeventofitskind,theConcertforKampucheain1978,HarveyorganisedthenowhistoricLiveAidconcertwithBobGeldofin1985,raising£140millionforfaminereliefinEthiopiaandinspiringhundredsofsimilarevents.In2005HarveywasaproduceroftheLive8seriesofconcerts.

HarveyinstigatedandproducedtheLedZeppelinshowinLondonindecember2007andinOctober2008produced‘SalutePetra’,theofficialtributeconcerttoLucianoPavarottiheldinPetra,JordanunderthepatronageofHRHPrincessHayaBintAlHussein.HetookoverthemanagementofguitaristJeffBeckin2008.HarveyisChairmanoftheBoardofTheBritishMusicExperiencewhichopenedattheO2ArenainMarch2009.InSeptember2009heproducedtheTowerFestivalintheTowerofLondon,whichranfor10days.Indecember2011,HarveybecameEvent100Club’smostinfluentialpersonintheEventsbusiness,andasChairmanofIgnite,tooktheagencytonewlevelsin2011.

Harveyhasreceivednumerousawardsinrecognitionofhiscontributiontothemusicindustry,includinganHonoraryFellowshipfromRavensbourneCollegeand an honorary doctorate from the University ofBrighton.Otheraccoladeshaveincludedthe15thMusicIndustryTrust’sAwards(MITS)andtheInternationalMusicPersonoftheyearAward,theChevalier des Arts et des Lettres from the French MinisterofCulture,theFreedomoftheCityofLondonandtheBritishOrderofChivalry.In1996,HarveywashonouredwithaCBEintheQueen’sBirthdayHonoursList.MorerecentlyhereceivedadiamondAwardfromtheQueenforhiscontributiontothearts.

THECOMMISSIONERS 11

David KanerdavidKanerhaslivedinCoventGardensince1993.HisprofessionalbackgroundisasaSupplyChaindirectorinconsumergoodsbusinesses,andhenowworksasaconsultant and lecturer in OperationsManagement.

davidhasbeeninvolvedintheCoventGardenCommunityAssociationformanyyearsonPlanningandLicensingissues.HehasworkedwithbothCamden and Westminster Councils to improve theirLicensingpolicies,andhascontributedtodCMSandHomeOfficereviewsofthelegislationaswellasnegotiatingwithmanyapplicantsandtheirsolicitorstoagreeanappropriatecompromisebetweentheoperatorandlocalresidents.

davidisalsoChairofthecharityHOPEworldwide,whichthroughitsTwoStepprogrammehelps400homelesspeopletogetoffthestreetseachyearinLondonandalsorunsOdAAT,asuccessfulrehabilitationprogrammefordrugaddicts.

Professor Henry OvermanHenryOverman,BSc.(Bristol),Msc.(LSE),Phd.(LSE),AcSS,FRSAisProfessorofEconomicGeographyinthedepartmentofGeographyand Environment at the London School of Economics and director of the Spatial EconomicsResearchCentre.Hiscurrentresearchinterestsincludethecausesandconsequencesof spatial disparities and the impact of urban and regionalpolicy.Hisresearchhasbeenpublishedinleadingeconomicsjournals(TheReviewofEconomicsStudiesandTheQuarterlyJournalofEconomics)andleadingeconomicgeographyjournals(EnvironmentandPlanningandJournalofEconomicGeography).

ProfessorOvermancontinuestopublishinjournalsfrombothdisciplinesaswellaseditingtheinter-disciplinaryJournalofEconomicGeography.Hehasprovidedpolicyadviceto,amongstothers,theEuropeanCommission,theManchesterIndependentEconomicReview,thedepartmentforInternationaldevelopment,thedepartmentforBusinessInnovationandSkills,thedepartmentfor Communities and Local Government and the departmentforTransport.HeisamemberoftheManchesterEconomicAdvisoryPanelandis also affiliated with the Centre for Economic Performance and the Centre for Economic PolicyResearch.

David PartridgedavidjoinedArgentin1990andwasappointedJointChiefExecutiveinSeptember2006andmanagingpartnerofthenewArgentLLPindecember2013.HehasoverallresponsibilityforstructuringandestablishingfinancialandmanagementprogrammesforallArgentbusiness.

davidoverseesthemasterplanning,buildingdesign,financingandlegalaspectsforallprojects–includingKing’sCross,PiccadillyandStPeter’sSquareinManchesterandParadiseCircus inBirmingham.

AfteradegreeinarchitectureatCambridge,hebecameafoundingpartnerofGeblerToothPartridgeArchitects.

HeisChairmanoftheKing’sCrossBusinessPartnershipLtdandformerlyaNon-ExecutivedirectoroftheManchesterAirportsGroup.

davidisalsoamemberoftheRoyalInstituteofBritishArchitectsandhasalsosatonanumberofRIBApracticecommittees.

THECOMMISSIONERS12

Geoffrey RieselGeoffrey Riesel has been in the taxi business for almost 40years.HavingbeenadirectorofRadioTaxissince1988hebecameChairmanin1993.Hewasresponsibleforcompletelymodernisingthebusiness,includingthe incorporation of GPS satellite data despatch systemsatleast5yearsbeforeGPSbecamewidelyused.

In2004hedemutualisedthecompanyfromadrivers’co-operativeintoashareholder-ownedgroupofcompanies,securingexternalinvestment.TheRadioTaxisGroupnowincludes2,500selfemployedtaxidrivers(around800ofwhomremainshareholders)and250employees,andincorporatesRadioTaxis,xetaTaxisandOneTransportLimited,whichsuppliesfleetsofvehiclestoorganisationsincludingtheBBC,HSBC,UBS,LOCOGandtheNursesandMidwiferyCouncil.RadioTaxisisanactive sponsor of numerous charities and is the world’sfirstcarbonneutraltaxicompany.

GeoffreyisadirectoroftheLondonChamberofCommerceandIndustry,amemberoftheConfederationofBritishIndustry’sLondonregionalcouncil,aformerchairofLondonFirst’sstreetmanagementgroupandaconsulteefortheMonetaryPolicyCommitteeattheBankofEngland.HehasheldpositionsonLondon-wideand international taxi associations and boards andisaformerLBCradiobroadcasterandjournalist.Hehassuccessfullylobbiedforchangestoprimarylegislationaffectingtaxiandpersonaltransportregulation,includingtheonlysuccessfulamendment to the Greater London Authority Act2000.

Professor Yvonne RydinyvonneisProfessorofPlanning,EnvironmentandPublicPolicyintheBartlettSchoolofPlanning,UniversityCollegeLondonanddirectorof the UCL Environment Institute.Sheisaspecialistingovernanceforurbansustainability,lookingattheroleofurbanplanningandspecifictoolssuchassustainabilityindicators.yvonnehaswrittenwidelyondifferentaspectsofurbansustainabilityincludingairquality,transportandgreenspaces,andmostrecentlyontheprospectsforlowcarbonurbandevelopment.

HermostrecentresearchprojectwasanEPSRC-fundedprojectonChallengingLock-inthroughUrbanEnergySystems(CLUES).In2010shepublishedtwobooks:GoverningforSustainableUrbandevelopment(Earthscan:2010)andThePurposeofPlanning(PolicyPress,2010).Her nextbookwillbepublishedinautumn2013 andisonTheFutureofPlanning:Beyond Growthdependence.

David ShawdavidleadstheteamatTheCrown Estate responsible forthe£2.4bnRegentStreetportfolioanditsaward-winningtransformationoverthepasttenyears,deliveringa£1bninvestmentanddevelopmentprogrammetomakeRegentStreetanexemplarofportfoliomanagement.TheteambrokeredaninvestmentpartnershipforRegentStreetwithNorgesBankInvestmentManagement,whotooka25%stake.

davidisadirectoroftheNewWestEndCompany,workingtosecureLondon’swiderWestEndasthepremiershoppingandleisuredestinationinLondonandtheUK.PriortojoiningTheCrownEstate,davidhasworkedacrossretail,developmentandinvestmentsectors,includingasaManagementBoarddirectoroftheBurtonGroupwherehewasresponsibleforretailplanningandproperty.

THECOMMISSIONERS 13

Jim SteerJimSteerisatransportexpertandconsultant.HefoundedSteerdaviesGleave–anindependentemployee-ownedcompany with 300 staff and Britain’sleadingindependenttransport consultancy; its headquartersareonLondon’sthrivingSouthBank.

HelaunchedGreengauge21in2006tostimulateadebateonhigh-speedrailinBritain,andformeda Public Interest Group to fund the necessary strategicstudiesandresearch.From2002to2005JimwassecondedtotheStrategicRailAuthority where he was a member of the Executive responsibleforforwardplanningactivity.duringthistime,hewasalsodirectorofCrossLondonRailLinksLtd,thesponsorofLondon’sCrossrail.

HehasledpolicyandinvestmentassignmentsforBuenosAires,dublin,HongKong,Jakarta,Paris,Santiago,Sydney,andvalencia.Hisworkhasembracedallmodesoftransportandmanymajordevelopments,includingCanaryWharf,wherehispracticehasbeenretainedcontinuouslysince1985.InLondonhehasledmajorstudiesonvictoriaCoachStation,Thameslinkandbuspolicyandefficiency(underbothLondonmayors).

JimwasTransportAdvisertotheNorthernWayfrom2006to2010,helpingtoidentifyprioritiesacrossthenortherncitiesandregions.HeisaCharteredCivilEngineerandPresidentElectoftheCharteredInstituteofLogisticsandTransport.Hewritesamonthlycolumnforthe‘TransportTimes’.

Simon ThomasSimonThomaswasbornin1965.HereceivedaFirstClassHonoursdegreefromBristolUniversityandthenworkedintheCitybeforeenteringafamilybusiness.

HewastheyoungesteverPresidentoftheindustrytradeassociationBACTAandheisalsoonthestrategycommitteeofNCIF,themaincasinoassociation.HisvariousroleshaveledtohighlevelinvolvementwithParliament,theGamingCommission,thedepartmentofCulture,MediaandSportandHerMajesty’sRevenueandCustoms.

Simonhasextensivemulti-siteleisureexperiencerangingfromsiteswithsixto600employeesandservicesincludinggambling,bars,restaurants,cinema,cabaretandliveentertainment.HeiscurrentlytheChiefExecutiveofHippodromeCasinoLimited,whichisanextensiveleisure-basedcasinocomplexattheHippodromeinLeicesterSquare.Heisadirectorofanumberofothercompanies,andisalsoatrusteeofGamcare,theUK’smainproblem-gamblingcharity.

HelenBaileysteppeddownasaCommissionerinSeptember2012upontakingupapositionasChiefOperatingOfficerattheMayor’sOfficeforPolicingandCrime(MOPAC).

THECOMMISSIONERS14

TheWestEndisahugelysuccessfulplace.yettheuniquequalitiesoftheareaalsobringuniquechallenges.

ThemostnotablechallengerevealedbytheCommission’swork,andtheburdenoftheoverwhelmingevidencesubmittedtoit,isalackofconsistentleadershiptosupportthelong-termsustainabilityandgrowthoftheWestEndasaplacetolive,workandvisit.TherecommendationsinthisreportaimtosupporttheWestEndinfacingthisandotherchallengesandmaintainingandbuildingonitssuccess.

1. Spatial definition

TheCommission’stermsofreferencedidnotspecifyadefinitionoftheWestEnd.Basedontheevidencereceivedontheadministrative,economic,cultural and social complexity of the area the commissiontooktheviewthatthereisnosingledefinitivedefinitionofthisuniqueurbanarea.

TheWestEndisacomplexplacewhichcanbedefinedinanumberofdifferentways.Itcanmeanthe West End electoral ward within the City of Westminster.Fromtheperspectiveofshoppersandvisitors,itcanmeantheshoppingandentertainmentdistrictsaroundOxfordStreet,RegentStreet,BondStreet,CoventGarden,LeicesterSquare,ChinaTownandSoho.Intermsoftheofficemarket,theWest End is seen to cover a much wider area that stretchesasfarnorthasPaddingtonandasfarsouthastheSouthBank.1 When seen from the perspectiveofthehousingmarket,theWestEndplaysamajorroleataLondonwidelevelandalsooverlaps,orhasalargeimpacton,atleastfiveidentifiedLocalHousingMarketAreas.2

Given the area’s complexity and national and internationalimportance,ourrecommendationsthereforehaveimplicationsataboroughlevel,acentralLondonlevel,aLondon-widelevelandanational level:

About the West End

1 Source:CBRE

2 GeographyofHousingMarketAreasinEnglandSingleTierSetofHMAs(Jones,CoombesandWong),2011(http://www.ncl.ac.uk/curds/research/defining/NHPAU.htm)

Area of recommendations Implications for

Leadership and governance

Westminster City Council

LondonBoroughofCamden

TheotherfiveLondonBoroughsthatsit within London’s Central Activity Zone–RoyalBoroughofKensingtonandChelsea,CorporationofLondon,andtheLondonBoroughsofLambeth,IslingtonandSouthwark

MayorofLondon

NationalGovernment

Transport



TransportofLondon

MayorforLondon

Non-transport infrastructure



MayorofLondon

UKPowerNetworks

Utility providers

OFGEM

Business



MayorofLondon

Crime, safety, night-time economy and licensing



MetropolitanPoliceService

BusinessImprovementdistrictsandbusinesses with an interest in the eveningandnight-timeeconomy

Environment



MayorforLondon

Heritage and culture



NationalGovernment

Marketing and promotionWestminster City Council

London & Partners

Housing



MayorofLondon

NationalGovernment

Employment and skills



MayorofLondon

NationalGovernment

BusinessImprovementdistricts and employers

ABOUTTHEWESTENd

Data sources Forstatisticalpurposes,threedifferentspatialdefinitions have been used to analyse the social and economic data available:

1. ThelowersuperoutputareasoftheLondonBoroughofCamden,RoyalBoroughofKensingtonandChelsea,andtheCityofWestminster that are within the boundary of theCentralActivitiesZone(CAZ)

2. BoroughwidedataforLondonBoroughofCamden,RoyalBoroughofKensingtonandChelsea,andtheCityofWestminster

3. BoroughwidedataforLondonBoroughofCamden,RoyalBoroughofKensingtonandChelsea,theCityofWestminster,theLondonBoroughofLambethandtheLondonBoroughofSouthwark

A full list of the data sources used is contained in Annex1.

2. Overview

TheWestEndofLondonis:‘auniqueplacelocally,nationallyandinternationally.’3 It is the seat of the UK Government; the home of the Royal Family; a leadingEuropeanretailandvisitordestination(withover2,500restaurantsandbars,and2,000shops);avibrantentertainmentandculturalcentre(including40renownedtheatres,30museumsandgalleriesand18casinos);akeylocationofUKfinanceandprofessionalservices(suchashedgefunds,majorrealestatefirmsandadvertisingcompanies);anetworkofdistinctiveresidentialcommunities(includingMayfair,Marylebone,CoventGarden,SohoandBelgravia);andahometoleadingcreativeanddigitalindustries(suchasdesigncompanies,Tvandfilmproductioncompaniesandpublishingfirms).4 TheWestEndprovidestheUKwithbothsubstantialemployment and tax revenues and hosts functions withasharpcompetitiveedgethatarenoteasilylocatedanywhereelseintheUK.

Inonlyafewsquaremiles,theWestEnd‘providesa shop window to the rest of the country and to theworld,showcasingtheverybestthatLondon

andtheUnitedKingdomhavetoofferwhilsthighlightingtheextraordinarydiversityandcharacterofournation’scapitalcity.’5TheseactivitiesgeneratesubstantialrevenuesfortheUKGovernmentthroughbusinessrates,vATandemployment/incometaxes.

3. Key characteristics

Economic TheWestEndofLondonisamajoreconomicasset.AccordingtoLondonFirst,theCityofWestminsterisLondon’smostproductiveborough.6Itgeneratesaround£40billioninGrossvalueAdded(GvA)perannum,representing15%ofLondon’stotalGvAgenerationof£269billion.7Thisproductivityis driven primarily by activity in Westminster’s WestEndwards.TheLondonBoroughofCamdengeneratesover£20billionofGvAannually.8

In2012,theWestEndcorehad86,600businessesandtheWestEndperiphery25,750businesses.9 In thesameyear,theWestEndcorehad1,447firmsper10,000population,comparedto418firmsper10,000inEnglandand514inLondon.10Thisgavetheareaoneofthehighestbusinessconcentrationsinthecountry.Between2008and2012,despiteunfavourableeconomicconditions,theWestEnd’sbusinessstockhascontinuedtogrow–by1.3%inthecoreand4.4%intheperiphery.11

TheWestEnd’sstrongestsectorsincludetheprofessional,scientific,propertyandtechnicalsectors(32.1%ofbusinessesinthecoreand25.7%intheperiphery);andthenight-timeeconomy(16.9%ofbusinessesinthecoreand17.1%intheperiphery).12Thevisitoreconomyisalsovital.TheareaaroundBondStreet,OxfordStreetandRegentStreet,includingthe22adjoiningstreets,attractsapproximately200millionvisitorsandgeneratesaround£7.6billionannually.13

Since2003,employmentintheWestEndhasshownstronggrowth.AgainsttheLondongrowthrateof7%,employmentintheWestEndcorehasgrownby10%andintheperipheryby27%.14Althoughtheratehasslowed,theeconomiccrisishasnotreversedthistrendinemploymentgrowth.Rates ofself-employmenthave,however,declined.15

16

3 CBRE,2012.Socio-EconomicBaseline.London:CBRE.4 HeartofLondonBusinessAlliance,writtenevidencetotheWestEndCommission5 CBRE,2012.Socio-EconomicBaseline.London:CBRE.6 LondonFirst,2012.WestEndCommission–submissionbyLondonFirst.London:LondonFirst.7WestminsterCityCouncil2011,WestminsterLocalEconomicAssessment:WestminsterCityCouncil8 LondonBoroughofCamden,2011,CamdenLocalEconomicAssessment8 ONS2011citedinCBRE,2012.Socio-EconomicBaseline.London:CBRE.10ONS2011citedCBRE,2012.Socio-EconomicBaseline.London:CBRE.

11 ONS2011citedCBRE,2012.Socio-EconomicBaseline.London:CBRE.12 ONS2011citedCBRE,2012.Socio-EconomicBaseline.London:CBRE.13 TheNewWestEndCompany,2012.LettertoSirHowardBernstein.London:TheNewWestEndCompany.

14 BRES/ABI,Index:2003=100.Excludesself-employedcitedinCBRE,Socio-economicBaselineAnalysis,2012.

15 BRES/ABI,Index:2003=100.Excludesself-employedcitedinCBRE,Socio-economicBaselineAnalysis,2012.

Business composition and evolution in London’s West End

2012 COMPOSITION 2009-2012 PERCENTAGE CHANGE

ENGLAND LONDONWEST END

CORE BOROUGHS

WEST END PERIPHERY BOROUGHS

ENGLAND LONDONWEST END

CORE BOROUGHS

WEST END PERIPHERY BOROUGHS

Professional, property, scientific and technical 18.4% 25.1% 32.1% 25.7% 6.5% 9.9% 4.9% 10.1%

Night-time economy 13.3% 14.4% 16.9% 17.1% -4% 1.1% 0% 1.7%

Primary manufacturing and construction 16.3% 11.3% 6.8% 7.8% -7.5% -3.3% -6.6% -9.4%

Information and communication 6.9% 11.3% 10% 13.2% 5.9% 14.1% 5.8% 11.6%

Retail 10.8% 9.8% 9% 8.6% -2% 3.2% 1.8% 2.5%

Wholesale, transport, motor trade and storage 11.1% 8.7% 5.5% 6.4% -2% 0.4% -2.2% -2.9%

Business administration and support services 7.1% 8% 8.6% 9.6% -9% -4.5% -6.9% 0.6%

Public sector 9.2% 7.8% 5.9% 9.2% 8.1% 14.6% 8.4% 1.3%

Finance and insurance 2.6% 3.5% 5.3% 2.3% -2.4% -0.8% 3.6% -12%

ABOUTTHEWESTENd

Capital city district TheWestEndisthecapitalcitydistrictfortheUnitedKingdom.NotonlyareWhitehall,Westminster,theRoyalHouseholdandthecentralRoyalParkslocatedwithinitsboundaries,butsotooisasignificantconcentrationofnationallyandinternationallysignificantmuseums,galleries,theatre,artsandliveentertainment.Itisalsohometoiconicpublicspaces,suchasTrafalgarandLeicesterSquares,andthemajorityofLondon’sinternationalembassiesandcentresofdiplomacy.

despitenationalsignificanceandthecostsandconsequenceofhostingnationalassets,noneofthese activities are factored into how the West End ismanagedorresourced.Thereisnofiscalorfinancial incentive to optimise the performance of theWestEndastheUK’scapitalcitydistrict.TheGovernmentshouldaddressthisbybecomingapartner in the West End as an active custodian of thesenationalassets.

DemographicLondon’spopulationisanticipatedtogrowbyanexpected1.25millionpeopleby2031from201116.BythetimeCrossrailopens,thiscouldmeananadditional450,000peoplelivinginLondon.WhiletheimpactsofthisrapidpopulationgrowthwillextendbeyondtheWestEnd,itisclearthatpolicyfor central London must be developed within thewidercontextofthelong-termdemographicchangestoLondonandtheUKasawhole.

TheWestEndishometoaseriesofvibrantandwellestablishedresidentcommunities.Asanareawithdynamic,fluidboundariesitisdifficulttoascertaintheprecisepopulation.Nonetheless,resident numbers in the three wards of West End andStJames’sinWestminsterandHolbornandCovent Garden in Camden – which incorporate the iconic areas most associated with the West End – is nearly40,000.17

TheageandethnicityofthepopulationoftheWestEndbroadlymirrorsthatofLondonasawhole.58%oftheworkingpopulationoftheWestEndcoreand57%intheperipheryhaveaqualificationatdegreelevelorhigher,comparedwith46%forLondonand33%forEngland.TheAnnualPopulationSurveyunemploymentrateintheWestEndcoreboroughswas6.8%and10.0%intheperipheryboroughs,comparedtoaLondonaverageof9.3%.18

17

Source:ONS(n.d.),CBRE(2012)

16 TfL,18October2012,presntationtotheWestEndCommission17 ONS201118CBRE,2012.Socio-EconomicBaseline.London:CBRE.

ABOUTTHEWESTENd18

CulturalTheWestEndisahighlydiverseenvironment.Itsoffercentresonshopping,leisureandculture.Butwithinthesethreestrengthstheareahastremendousdepthandvariety.AccordingtotheWestEndMarketingAlliance,theWestEndhas:

• ‘2,500restaurants&barsofferingcuisinesfromacrosstheworld,17ofwhichareMichelinstarred;

• 2,000shopsofferingeverythingfromhighclassfashiontoone-offvintagefinds;

• 40worldclasstheatresshowcasingBroadwayhits and contemporary productions;

• 30museumsandgalleriesexhibitingsomeofthe world’s most iconic art;

• 20cinemasofferingglamourandcelebrityexcitementthroughredcarpetpremieres;and

• 7tranquilgreenspacestositbackandsoakuptheatmosphere.’19

Thestreetsarealsoanimatedonamoreseasonalbasiswithlights,streetperformancesandspecialexhibitions.

4. Spatial relations

Commuter catchment area Evidence shows that a substantial proportion of workerscommutetotheWestEndfromwithinLondon.In2012,53%ofthosewithjobswithinthecoreand46%withjobswithintheperipherycommutedfromwithinthecapital.20 ManagementandseniorofficialsrepresentedthehighestproportionofthosecommutingtotheWestEndfromoutsidethecapital–26%tothecoreand24%totheperiphery.21AsurprisingnumberofWestEnd commuters were already resident in the wider WestEndarea–26%ofthosecommutingtojobsinthecoreand39%tojobsintheperiphery22.

Visitor catchment areaEachyear,theWestEndreceivesapproximately200millionvisitors.23Thoughspecificfiguresabouttheprovenanceofthesevisitorsarenotavailable,Londonasawholesaw10.8milliondomesticvisitsand14.2millionoverseasvisitsin2009.24 Ofthedomesticvisitors,20%originatedfromthesoutheastand12%fromthenorthwest.25 Of the internationalvisitors,13%originatedfromtheUSAand11%fromFrance.26

14.0

12.0

10.0

8.0

6.0

4.0

2.0

0.0Jan 2005-Dec 2005

Jan 2006-Dec 2006

Jan 2007-Dec 2007

Jan 2008-Dec 2008

Jan 2009-Dec 2009

Jan 2010-Dec 2010

Jan 2011-Dec 2011

% o

f wor

king

pop

ulat

ion

West End Core Boroughs

West End Periphery Boroughs

London

Unemployment rate in the West End compared to the London mean

Source:AnnualPopulationSurvey(n.d.);CBRE(2012)

19HeartofLondonBId,n.d.WestEndMarketingAlliance[online].Availableat:http://www.heartoflondonbid.co.uk/wp-content/uploads/2012/01/WEMA.pdf[Accessed:6.12.2012].

20CBRE,2012.Socio-EconomicBaseline.London:CBRE.21Census2001,citedinCBRE,2012,Socio-economicBaselineAnalysis,Londopn:CBRE22 CBRE,2012.Socio-EconomicBaseline.London:CBRE.23 TheNewWestEndCompany,2012.LettertoSirHowardBernstein.London:TheNewWestEndCompany.

24 visitEngland,n.d.LondonTourismStatistics–KeyFacts[online].Availableat:http://www.visitengland.org/Images/London%20Tourism%20Factsheetlisaedits2_tcm30-18381.pdf[Accessed:10.12.2012].



ABOUTTHEWESTENd 19

Local and regional competitionTheWestEndisaworld-renownedculturalandretaildistrict.Nonetheless,theareaisundergrowingcompetitivepressurefromexistingandnewly established districts and centres within Londonandbeyond.

TheWestfieldshoppingandentertainmentcentresinWhiteCity(2008)andStratfordCity(2011),forexample,havebeguntoattractsignificantnumbersofvisitors.AccordingtotheWestfieldGroup,itstwoLondoncentreswillbe:the‘2topperformingurbancentresinEurope,haveretailsalesofover£2billion,attractover50millionconsumervisitsperannumandcreateover25,000permanentjobsinLondon.’27IfthesefiguresarerealisedthentheWestEnd’scommercialoutletsarelikelytoexperience intense pressure as the retail centre of massinthecityshiftsoutwards.

Attheregionalscale,therearefewcentresthatcancompetewiththeWestEnd’sculturaloffer.In2009,fourofLondon’stopfivefreetouristattractionswereintheWestEnd,withtheotherontheSouthBankoftheRiverThames.28 Further afield,however,theWestEndcompeteswithEuropeanculturalcentressuchasParis,RomeandAmsterdamforinternationalvisitors.

5. International comparisons

Aspartofitswork,theWestEndCommissionconducted research and developed case studies on centralParis,NewyorkandHongKongaspointsofcomparisontotheWestEnd.Eachofthesecitiesisexperiencingvibrantgrowth,intensification,andregenerationintheirwidercentralcores.

Inmanycases,thecitycentrehasexpandedtoofferspaceforfunctionswhichmaybeincreasinglydifficulttoaccommodatewithinthehistoriccore,suchasnight-timeeconomyactivities,housing,retailandsomeleisure.

Thenatureoflocalgovernmentintheinternationalcitieswasakeyareaofstudy.Thethreecitiesallhaveadifferentbalancebetweencity-wideandmorelocalgovernment,butcity-widegovernmenttends to be far more powerful relative to the local

tiersascomparedtothesituationinLondon.Ineachofthethreecities,city-widegovernmenthastakentheleadinsettingandchampioningthemajorredevelopmentprojects,servicesandpolicies(inareassuchasplanningandlanduse,transport,housinggrowthandaffordability,crimeanddisorder,publicrealm,homelessness,pedestrianisationandplace-making)thatenablethecentralareastoadjustwelltothechangingsocialandeconomicgeographyoftheircities.

Ineachcity,localorganisationssuchasParis’sMairies,BusinessImprovementdistricts,communityandresidents’groups,CommunityBoardsanddistrictCouncilsplayakeyroleinidentifyingcommunityneeds,addressinglocalconcernsandresolvingproblemsaswellasmanaginglocalimprovementsandinlobbyingforcity-widepoliciesandinvestments.

Crucially,thethreecitygovernmentsexaminedhave clear fiscal and financial incentives to invest in their central districts in order to optimise taxrevenues,leaseholdincomes,planning/developmentgain,valuecapturedfinance,andlanduses.Theirfiscalsystemprovidesastrongfeedbackloopintocity-widegovernmentthathashelped to facilitate investment in infrastructure and services,particularlynoticeableintransport.ThiscontraststotheWestEnd,where,despitenationalsignificanceandthecostsandconsequenceofhostingnationalassets,noneoftheseactivitiesarefactoredintohowtheWestEndismanagedor resourced and there is no fiscal or financial incentive to optimise the performance of the West EndastheUK’scapitalcitydistrict.

Gettingthebalancerightbetweencity-wideandlocalauthority-ledservicesandpoliciesmaybemoredifficultinLondonthaninHongKong,NewyorkCityandParisbecausethebalancebetweentheGreaterLondonAuthorityandLondonboroughsismoredelicate,whereasintheotherthreecitiesitisclearthatcity-widegovernmentisinthelead.AstrongdealbetweentheGLAandrelevantboroughsandgroupsofboroughswillbecrucialtosettingacoherentpolicyandfinancialframeworkfortheWestEndandcentralLondonmorewidely.

27 WestfieldGroup,2011.WestfieldStratfordCityOpensInEastLondonToday[online].Availableat:http://www.westfield.com/corporate/news-announcements/media-releases/2011/20110913_43155.html[Accessed:10.12.2012].


ABOUTTHEWESTENd20

Central and Western District, Hong Kong – case study summary

• An international business centre: over the last 20years,HongKonghasbecomerecognisedasoneoftheworld’sfastestgrowing,mostdynamicglobalcities.Accompanyingthischange,theCentralandWestern(C&W)districthasgrownfroma‘9to5’typecentralbusinessdistrictintoanenergetic,24-hour,mixed-usecommercialcentre.

• Intensive land-use and growth: the land intheC&Wdistrictisnowsubjecttointensivedevelopment.Thishascausedlocalmanagementissuessuchastrafficpollution,risingcostsandtensionsbetweenconservationistsanddevelopers.Ithasalsoencouragedgrowthinnewareasoutsidetheoldcore.TheperipheryofthedistrictisbecomingmoreactiveandHongKongasawholeisbecomingmorepolycentric,withthegrowthofadditionalCBdtypedistrictssuchasWestKowloonandKowloonEast.

• Lack of formal development strategy: there isnosinglestrategicplanforthedevelopmentoftheC&Wdistrict.City-widepoliciesanddevelopmentstrategiesaddressmanagementand service needs and development momentumismaintainedthroughacontinuedhighlevelofdemandforofficeandretailspaceinthearea,aswellasinfrastructureinterventionsbytheHongKongGovernment,suchastheNewCentralHarbourFrontandtheCentral-WanchaiBypass.

• Low levels of crime and public disorder: crime and levels of public disorder are extremely low intheC&Wdistrict.Theruleoflawisgenerallywell-respectedandpolicingisvigorous.Asaresult,nuisancecrimesthatmayoccurinotherdistrictsarekepttoaminimum.

• Effective two-tier development governance: theHongKongGovernmentsetsoverallpolicyforareassuchashousing,planning,waste,education,developmentandtrade.EachoftheseHongKongGovernmentdepartmentshasrepresentativesineachdistricttohelpimplementcity-widepoliciesatthelocallevel.ThisprocessisfacilitatedbydistrictCouncils,whichprovideacriticallinkbetweenthecity’scommunitiesandtheHongKongGovernment.

Key learning points for the West End of London

• Championing the district:theHongKongGovernment understands the importance of theC&Wdistrictandrecognisesitsdistinctiveneedsthroughtheimplementationofstrongcity-widepoliciesthataddresscentralareas,keynoteprojectsintheC&Wdistrictandbespokeapproachestostreetmanagement.TheplaceisrecognisedasthehistoricheartofHongKong.

• Addressing local and city-wide challenges: thesuccessoftheC&Wdistricthascreatedaseriesoflocalproblems.IntensivelanduseintheC&Wdistricthasledtocongestion,airpollutionandnoise.Furthermore,ensuringthatdemandforskilledworkersismetlocallythrougheducationandtacklinglowlevelsofaffordablehousingprovisionarealsoseenaschallengesbothwithinthedistrictandacrossHongKong.Meetingthesechallengesandmaintainingaclean,safeandattractiveC&Wdistrictisseenasafundamentaltaskfor thecity.

• Embracing polycentric growth: the polycentric growthofHongKongisnotseentounderminetheC&Wdistrict.Instead,growthinmultiplenodes across the city is seen to complement thedistrict’sofferandsupportthevibrancyofHongKongasawhole.

• Engaging local people:districtCouncilsoperateasdistrict-wideconsultativeforumsthat articulate local problems and issues to beaddressedbytheHongKongGovernment.TheseCouncilshavenoexecutivepowerbutdoexertinfluencebyactingasthevoiceofresidentsandthroughrelationship-building.

• Public service innovation: the introduction of the Octopus Card in September 1997 has simplifiedmovement,paymentsandaccesstobuildingsacrosstheC&WdistrictandHongKong.Thecontactlesssmartcardsystemallowsvisitors and residents to pay for multiple modes oftransportwithonecard,payforbasicitemsandenterbuildingswithinthesystem.

ABOUTTHEWESTENd 21

Central Paris – case study summary

• A key strategic centre: central Paris is recognisedatthenational,regionalandlocallevelsasthekeystrategiccentreofthecapitalcity.Itfulfilsarangeofcapitalcityfunctionsand has a particular concentration of historic andculturalsitesandretailareas.Itisnotablyresidential and comprises a number of distinct neighbourhoodsandlocalessuchastheLesHallesdistrict,theLatinQuarterandRue deRennes.

• No formal development strategy: Paris has noexplicitstrategyforthedevelopmentofitscentralarea.However,ParisCityGovernmentpolicies and services actively address the centralParisareaasaplace.Coherentdevelopmentgovernanceismaintainedbyacollectiveunderstandingofthearea’svalueanddevelopmentmomentumisachievedthroughregularinterventionswhichactasacatalystforfurtherdevelopment,suchastheLesHallesredevelopment,theremodellingofPlacedeLaRépubliqueandthepedestrianisationofRue deRennes.

• Highly accessible: the district is enclosed by severalmajorrailstationsandunderpinnedbyaneffectivepublictransitsystem.TheoverlandrailstationsactasagatewaytocentralParisandtheMetroishighlyefficient,operatingfrom5amto1amfromSundaytoThursdayand 5amto2amonFridaysandSaturdays.Mobilephone reception is available on many sections oftheMetroandtwolinesarenowfullyautomated(driverless).

• Highly residential:theareaishighlyresidentialrelativetomanycitycentres.Thoughitcontainssomesocialhousing,centralParistendstobepopulatedbythewealthyandhasalargerentalmarket.ThereisasmallpocketofsocialhousingaroundtheLesHallesarea.

• A diverse retail and entertainment offer: althoughcentralParisisbetterknownasaculturalandresidentialcentre,itsretailofferissignificant.Thereareclustersofretail,particularlyluxuryshopping,forinstancearoundtheChampsElyséesarea.Thereisalsoarelativelydiverseretailoffer,withbothhigh-endstoresandlocal,independentshops(particularlyfoodoutlets)acrossthearea.


• Weekend transport opening hours: the central Paris transport system provides easy overland andundergroundaccessacrossthedistrict.ThelateropeningoftheMetroattheweekendkeepsthecitymovingafterdarkandisparticularlysupportiveoflate-nightbusinessessuchasrestaurants,barsandcafes.

• Promoting ‘soft-transportation’: there has been a clear focus by the Paris City Government on enhancingtheprovisionofliveability,walkabilityand‘soft-transportation’acrosscentralParisandthecapitalasawhole.Thepublicrealm,streetscape,andpedestrianenvironmenthavebeenimprovedthroughpavementwidening,signageimprovementsandthereorganisationofstreetfurniture.Inaddition,thevélibcyclehirescheme has been a tremendous success with 20,000bikesin1,800bikestationsevery300macrossthecity.Indecember2011,thecityalsointroduceditsfirstelectriccarhireandsharingschemecalled‘Autolib.’

• Development through keynote interventions: inplaceofadevelopmentstrategyforCentralParis,cityleadershavechosentotargetthedevelopmentofunder-utilisedspaceswithintheareatomaintainitssuccess.Outdatedandunder-performinglocalessuchastheLesHallestransportinterchangeandshoppingcentre are under redevelopment and will provideasignificantboosttocentralParisoncompletion.Onthehorizon,cityauthoritiesplanto increase the attractiveness of central Paris throughaprojectthatwill‘openup’therightandleftbanksoftheSeine.

• Balancing land-uses:conflictinglanduseswithin central Paris are located apart from one another.Forexample,thebarandnightclubsoftheeastandnorth-easternneighbourhoods(e.g.Bastille)ofcentralParisaresituatedsomedistancefromtheresidentialneighbourhoodstothesouth-westofthearea(e.g.the7tharrondissement).Inotherwords,night-timeactivity has been pushed towards areas of the cityandcentralcity,whicharelesssensitivetonoiseandotherassociatednuisances.

ABOUTTHEWESTENd22

• Supporting independent retailers: independent local shops are supported by the Paris City Government in order to maintain the character of and promote social cohesion withincentralParis’sneighbourhoods.Withinthe 20 arrondissements of the City of Paris largesupermarketsorhypermarketsarestrictlycontrolled.

Midtown Manhattan, New York City – case study summary

• A highly multi-functional, international centre:MidtownManhattandescribesitselfassittingat‘thecrossroadsoftheworld.’Itisagloballysignificantcorporate,retail,commercial and tourist destination and continues to thrive in spite of the economic downturn.MidtowncomprisesseveraldistinctneighbourhoodsandlocalessuchasTimesSquare,thediamonddistrictandtheareasaround Grand Central Station and the Empire StateBuilding.

• Clear development framework but no formal strategy:MidtownManhattanhasnoformaldevelopmentstrategy.Instead,inthepast20years,therehavebeenaseriesofcatalyticdevelopmentprojectsandmajorinfrastructureimprovements that have reinforced the competitiveedgeofthearea.TheseincludetheredevelopmentofTimesSquare(1992to2000),therejuvenationofMidtownWest(2000to2005),theGrandCentralTerminalproject(completionduein2014)andthecommercialre-zoningofEastMidtownManhattan(proposed),creatingarecognisedframeworkforMidtown’sdevelopment.

• Changing trends and local challenges: there has been a shift in activity from downtown ManhattantoMidtownManhattaninrecentyears.ThedemiseoftheWallStreet/downtownManhattandistrictaspurelyafinancialandcorporatecentre(reinforcedbythe9/11attackontheWorldTradeCentre)andits successful redevelopment as a more mixed use district has pushed corporate activity into Midtown.ThishasreinforcedthesuccessoftheMidtowndistrictinnumerouswaysbutalso raised local concerns about issues such aspavementovercrowding,vehiculartrafficcongestionandalackofaffordableofficespace.

• City-level projects benefiting the area: there havebeenaseriesofcity-wideinitiativesthathavesignificantlybenefitedMidtownManhattan.Theseinclude,forexample:acrackdownoncrimeandnuisanceactivity(sexindustry,drugs,streetcrime),thecreationandsuccessofBusinessImprovementdistricts;publicrealm,publicsafety,andcleanlinessinitiatives;andprojectstotackle

ABOUTTHEWESTENd 23

homelessness.Takentogether,theseinitiativeshavetransformedtheattractivenessofMidtownManhattanandencouragedthere-emergenceoffamilyentertainmentandretail,tourism,andcorporatepresence.

• Fostering accessibility:theMidtownManhattanpublictransportofferisexcellent,with24-hoursubwayandexcellentbusandtaxiservices.Highervisitorandcommuternumbershaveaccompaniedgreaterintensityofthelanduseinthearea.Torelievecongestionandboostcapacity,severalmajortransportprojectsareinprogressandamajornewlink(LongIslandRailroad)isplannedatGrandCentralTerminal.Theconstructionoftwonewsubwaysectionsisunderway.


• Providing financial incentives: City and state governmentshavethefiscalincentivetotackleproblemsinMidtownManhattan.Thishastranslatedintosignificantandsustainedinvestment into the success of the district over thepast20years.

• 24-7 mobility:theNewyorkSubwayruns24hoursaday,7daysaweek.Althoughpublicsafetyremainsanissue,theserviceisregularlybusylateintothenight.Trackmaintenanceis aided by the fact that that the system has enoughline-spacetooperateservicesandcloseasectionoftracksimultaneously.Publictransport mobility across the city is also facilitatedbythefactthatpassengersmaytransfer between modes of transport for free withintwohoursofhavingpaidafare.

• Combining keynote development projects with place management schemes: the potential positiveimpactofinterventionsinMidtownManhattanhasbeenmaximisedthroughtheapplicationofbroaderplacemanagementschemestotacklethesexanddrugindustries,crimeandhomelessnessandbringaboutimprovementsinpublicrealmandpublicsafety.Thesehavecombinedwithlarge-scaleandsuccessfularea-basedredevelopmentprojectsatTimesSquare,GrandCentralTerminal,andMidtownWest,alongwithprojectsinEastMidtown,PennStation/MadisonSquareGarden,Hudsonyards,andothers.

• Promoting local representation:localgroupsinMidtownManhattansuchasitsBusinessImprovementdistrictsandCommunityBoardhave collaborated and lobbied hard to convince theNewyorkCityGovernmentthattheirprioritiesalignwiththoseofthecityasawhole.ThishasgeneratedacontinuedcommitmenttothesuccessofMidtownManhattan.

• Reducing nuisance crimes:qualityoflifecrimes and public nuisances have been reducedthroughtoughandsophisticatedpolicingandcreativesentencingbytheMidtownManhattanCourt.Thedetectionofandresponse to such issues has been enhanced by the implementation of the ‘311 service’ across thecity–anew,easy-to-remembernumbertocalltoaccessnon-emergencymunicipalservices.

District Definition Composition Strategy Governance and Services

West End, London

• Previously poorly defined but now more clearly demarcated to include a core and periphery

• Includes parts of Kensington & Chelsea; Westminster; Camden; Southwark and Lambeth

• Key locales: Soho, Oxford Street, Covent Garden, Mayfair, Knightsbridge and South Kensington)

• Highly multi-functional with a strong retail, cultural and residential offer

• 86,600 firms in the core and 25,750 firms in the periphery in 2012

• 220,000 residents in Westminster, many of which live within West End wards

• Unemployment 6.8% in the core and 10.0% in the periphery in 2012

• 47% of workers in the core commuted from outside London compared to 54% of workers in the periphery

• No formal strategy for the West End as a whole• Designated one of London’s two international

centres by the London Plan (2004, 2007, 2011)• Borough Core Strategies and the London CAZ

strategy relate to the West End • Major transport and area-based developments• Recent focus on marketing and promotion

• No effective leadership body for the West End as a whole

• Clear two-tier system: GLA and London Boroughs

• GLA responsible for regeneration, economic development, police, transport and waste

• London Boroughs responsible for planning, social services, housing and education

• Other key stakeholders include: Transport for London, Residential Groups, BIDs, Special Interest Groups

Central and Western District, Hong Kong

• Clearly defined administrative boundary, but blurring of activities into peripheral areas and fringe

• Area of 1,255 ha• Key locales: Admiralty, Central/

Sheung Wan, Kennedy Town• Sits within highly boundaried island

archipelago and wider south china Pearl River Delta Region. Long-term growth and integration with mainland China

• Strong corporate/office offer supported by a moderate retail and cultural offer

• 252,000 residents: relatively young and wealthy population with 2 social housing estates

• 300,000 daily commuters• Contains many of Hong Kong’s major

tourist attractions

• Rapid growth and intensification supported by planning policies and infrastructure investment. Consequential pollution/congestion

• No formal strategy for the district, addressed by city-wide policies.

• Major transport and area-based development projects

• Recent focus on conservation/heritage interventions

• Emphasis on collaboration and discussion with stakeholders at district level to provide a bridge between people and CEO

• Clear two-tier system: HKSAR Government and District Councils

• HKSAR Government is powerful and provides comprehensive city-wide services

• District Councils have no executive role but consult, facilitate and can exert influence

• City Departments have representatives in the Districts

• There is a district coordinator for the HKSAR Government and she addresses problems and co-ordination issues

• 20 hour public transport. Very low crime. Good taxi system

Midtown Manhattan, New York

• Clear defined administrative boundary

• Area of 414 ha• Key locales: Times Square, Grand

Central Terminal, Rockefeller Centre, Diamond District, Empire State Building, Chrysler Building, UN District

• Highly mixed-use • 52,000 residents: relatively young and

wealthy with 10% on income support• 2.1 million daily commuters to Manhattan• Approximately 52 million tourist visits

• No formal strategy for Midtown, but strong city-policies on BIDs, crime, homeless, public realm, pedestrianisation, affordable housing, inclusive planning at address key issues for Midtown

• Major transport and area-based development projects (roughly every 5 years) combined with continuous place management schemes have created an acknowledged strategic framework for Midtown

• Strong integrated City Government with executive role for the Mayor and city departments

• BIDs provide top-up public services and lobby, particularly on behalf of the management and development of commercial districts

• Community Board 5 lobbies and represents local constituents but feels under-resourced and is worried about losing good members who serve on BIDs instead

• 24 hour subway system, good taxi system

Central Paris, Paris

• Loosely defined area enclosed by several major overland rail stations

• Key locales: Les Halles, the Latin Quarter, Place de la République, Rue de Rennes, Champs Elysées, the Louvres

• Strong cultural, retail and residential offer supported by a moderate commercial offer

• Relatively wealthy residents with a high proportion of rented households and a concentration of social housing around Les Halles

• Visitor accommodation occupancy rates in Les Halles, Place de la République and Rue de Rennes areas over 80% annually

• No formal strategy for the district but strong focus of City Government on whole of Central Paris

• Major area-based development projects with a particular focus on under-utilised spaces

• Focus on liveability, attractiveness, soft-transport options and pedestrianisation

• Strong executive role for the Mayor and city departments

• Local ‘Maries’ lead engagement with local people and draw up local development plans, but the city government has executive power

• 20 hour public transport system with 21 hour at weekends. Poor taxi system, but very walkable

ABOUTTHEWESTENd24

District Definition Composition Strategy Governance and Services

West End, London

• Previously poorly defined but now more clearly demarcated to include a core and periphery

• Includes parts of Kensington & Chelsea; Westminster; Camden; Southwark and Lambeth

• Key locales: Soho, Oxford Street, Covent Garden, Mayfair, Knightsbridge and South Kensington)

• Highly multi-functional with a strong retail, cultural and residential offer

• 86,600 firms in the core and 25,750 firms in the periphery in 2012

• 220,000 residents in Westminster, many of which live within West End wards

• Unemployment 6.8% in the core and 10.0% in the periphery in 2012

• 47% of workers in the core commuted from outside London compared to 54% of workers in the periphery

• No formal strategy for the West End as a whole• Designated one of London’s two international

centres by the London Plan (2004, 2007, 2011)• Borough Core Strategies and the London CAZ

strategy relate to the West End • Major transport and area-based developments• Recent focus on marketing and promotion

• No effective leadership body for the West End as a whole

• Clear two-tier system: GLA and London Boroughs

• GLA responsible for regeneration, economic development, police, transport and waste

• London Boroughs responsible for planning, social services, housing and education

• Other key stakeholders include: Transport for London, Residential Groups, BIDs, Special Interest Groups

Central and Western District, Hong Kong

• Clearly defined administrative boundary, but blurring of activities into peripheral areas and fringe

• Area of 1,255 ha• Key locales: Admiralty, Central/

Sheung Wan, Kennedy Town• Sits within highly boundaried island

archipelago and wider south china Pearl River Delta Region. Long-term growth and integration with mainland China

• Strong corporate/office offer supported by a moderate retail and cultural offer

• 252,000 residents: relatively young and wealthy population with 2 social housing estates

• 300,000 daily commuters• Contains many of Hong Kong’s major

tourist attractions

• Rapid growth and intensification supported by planning policies and infrastructure investment. Consequential pollution/congestion

• No formal strategy for the district, addressed by city-wide policies.

• Major transport and area-based development projects

• Recent focus on conservation/heritage interventions

• Emphasis on collaboration and discussion with stakeholders at district level to provide a bridge between people and CEO

• Clear two-tier system: HKSAR Government and District Councils

• HKSAR Government is powerful and provides comprehensive city-wide services

• District Councils have no executive role but consult, facilitate and can exert influence

• City Departments have representatives in the Districts

• There is a district coordinator for the HKSAR Government and she addresses problems and co-ordination issues

• 20 hour public transport. Very low crime. Good taxi system

Midtown Manhattan, New York

• Clear defined administrative boundary

• Area of 414 ha• Key locales: Times Square, Grand

Central Terminal, Rockefeller Centre, Diamond District, Empire State Building, Chrysler Building, UN District

• Highly mixed-use • 52,000 residents: relatively young and

wealthy with 10% on income support• 2.1 million daily commuters to Manhattan• Approximately 52 million tourist visits

• No formal strategy for Midtown, but strong city-policies on BIDs, crime, homeless, public realm, pedestrianisation, affordable housing, inclusive planning at address key issues for Midtown

• Major transport and area-based development projects (roughly every 5 years) combined with continuous place management schemes have created an acknowledged strategic framework for Midtown

• Strong integrated City Government with executive role for the Mayor and city departments

• BIDs provide top-up public services and lobby, particularly on behalf of the management and development of commercial districts

• Community Board 5 lobbies and represents local constituents but feels under-resourced and is worried about losing good members who serve on BIDs instead

• 24 hour subway system, good taxi system

Central Paris, Paris

• Loosely defined area enclosed by several major overland rail stations

• Key locales: Les Halles, the Latin Quarter, Place de la République, Rue de Rennes, Champs Elysées, the Louvres

• Strong cultural, retail and residential offer supported by a moderate commercial offer

• Relatively wealthy residents with a high proportion of rented households and a concentration of social housing around Les Halles

• Visitor accommodation occupancy rates in Les Halles, Place de la République and Rue de Rennes areas over 80% annually

• No formal strategy for the district but strong focus of City Government on whole of Central Paris

• Major area-based development projects with a particular focus on under-utilised spaces

• Focus on liveability, attractiveness, soft-transport options and pedestrianisation

• Strong executive role for the Mayor and city departments

• Local ‘Maries’ lead engagement with local people and draw up local development plans, but the city government has executive power

• 20 hour public transport system with 21 hour at weekends. Poor taxi system, but very walkable

ABOUTTHEWESTENd 25

GOVERNANCE AND LEADERSHIP

WEST END COMMISSION

GOvERNANCEANdLEAdERSHIP 27

1. The West End: A national and regional asset without a governance and incentive system

TheWestEndisacomplexplace.ItscorecanbedefinedasrepresentingawholeorpartoftheWestminsterwardsofWestEnd,StJames,MaryleboneHighStreet,BryanstonanddorsetSquareandHydeParktogetherwithpartsoftheCamdenWardsadjacenttoCoventGardenandFitzrovia.

TheWestEndmakesauniqueandsubstantialcontribution to economic success and fiscal resourcesintheUK,anditplaysauniquepartinnationalpubliclifeandlocalqualityoflife.

i. Itisamajorbusinessandtradehubwithdiverseworldclassspecialisationsinretail,finance,media,entertainment,hospitality,fashion,art,culture,anddesign.TheseactivitiesgeneratesubstantialrevenuesfortheUKGovernmentthroughBusinessRates,vATandemployment/incometaxes.

ii. TheWestEndalsoprovidestheLondonRegionwithitslargestsinglesourceofjobsanditsbiggestcontributiontotransportrevenuesandCommunityInfrastructureLevy.

iii. TheWestEndisEurope’spremiervisitordestination and contains a rich mix of historic commercialclustersretail,arts,culture,andentertainmentdistricts,andiconicpublicspaces.visitorscontributesubstantialtradeincomewhichunderpinsahugerangeofservicesandamenitiesenjoyedbyeveryone.

iv. TheWestEndisalsoamajorlocationofhousingwith a series of distinct residential districts that producehighlevelsofCouncilTax,Stampduty,andotherfees.Theseresidentialdistrictsdependuponcostandqualityoflife,environmentalstandards,andpublichealthstandards.

ButtheWestEndisunderthreatfromenvironmentaldeteriorationandclimatechange,dynamicdomesticandinternationalcompetition,changingtrendsincommerceandlifestyle,andthefailure,sofar,toaddressacute,butunintended,symptomsofsuccessandgrowth.TheWestEndlacksalonger-termvisionforthefuturethatmakesitrobustovera20-25year timespan.

TheWestEndofLondonisatonceadistinctivelocationofmultiplefunctions,andaplacewithoutanaturallycoherentgovernancesystem.

Theseconclusionsareevidencedbythemajorityof respondents who submitted evidence to the Commission,togetherwithvariousmeetingswithbusinessleadersandstakeholders.

2. The West End governance problem

ThefunctionalareaoftheWestEndisaverywidegeography,giventhenatureofcommuterflowsinandoutoftheWestEnd,thenatureofthelogisticsusedbybusinessesandpeople,andtheadjacentamenitiesenjoyedbyresidents,tourists,workers,andothers.The‘coreWestEnd’territoryspanstwolocalauthorities(WestminsterCityCouncilandtheLondonBoroughofCamden)whichleadonlocalservices,andissupportedbydifferentfunctionsofcity-widegovernmentundertheGreaterLondonAuthority(transport,policing,planning,housinginvestment,emergencyservices,culture,andeconomicdevelopment/tourism/promotion).TheWestEndisalsoservedbyamenitiesandfacilities that are provided by national departments and nationally funded bodies that include universities,hospitals,galleries,museumsandothernationalinstitutions.ItisalsotheseatofGovernmentandtheRoyalHousehold,andcontainsmanyimportantnationallyrecognisedpublicspaces,placesofworship,majormonumentsandsitesofantiquity.

TheWestEndalsohasstronganddiverseresidential and business communities who are activeinthelifeofthearea,andprovidesubstantialstakeholderresourcesandopportunitiesthatmustbeoptimised.

despiteahighlevelofcivicprideandmoralcommitment for the activities of the West End from Governmentsandallstakeholders,thereismuchtodotoengagethesemultipleplayersinasystematicgovernanceoftheWestEnd.Atpresent,thesemultiplelayersandsectorsofgovernanceinWestEndcanactinseparatedanduncoordinatedways.

Indeed,theWestEndbringsintosharpfocusboththestrengthsandfrailtiesoftheLondongovernancemodel:thereisstrongandvisibleleadershipatthecity-widelevelthroughtheMayorandtheinfrastructurewhichsupportshisofficeandarangeofkeycity-widefunctions,and

GOvERNANCEANdLEAdERSHIP28

there are local services provided by the London boroughs.Butthereislittleornoalignmentaroundthe delivery of shared priorities around specific economicgeographiessuchastheWestEnd.Aco-ordinationgapbetweenlocalandCity-wideGovernment is visible in many of the problems facedintheWestEnd.

Thegovernancechallengeishowtoengagethesemultipleplayersinasystematic,cohesiveandco-ordinatedway.Thisneedstoprovide:

• Betterintegration:thereisaneedforabetterintegratedframeworkforplace-shaping.AcompellingillustrationofthisistheneedtoplanfortheimpactofCrossrail,inthewaytheWestEndoperates,thechangestoitsaccessibility and the opportunity to create a differentpublicrealm.

• Astrongerandsimplervision:theneedto state,simplyandstrongly,acompellingpictureofwhattheWestEndis,howitmightdevelop and its critical importance to the UK.Acompellingillustrationistheneedtoform a common perspective about climate changeandtheneedtoprepareformorevolatileweathersystems,potentialcrisesandchangedbehaviour.Similarillustratorsapplyintechnologicalopportunities.

• Simplicityandco-ordination:thereisaneed to drive simplicity of leadership across institutions,toavoidconfusionastowhereresponsibility and accountability lies and for co-ordinatedinvestment,servicedeliveryandspeakingupfortheWestEnd.

• Strongertacklingofexternalities:theunintendedconsequenceofcurrentarrangementsisafailuresufficientlytotackletheexternalitiesassociatedwithsuccess.Forexample,thecostsandconsequencesofhighandgrowinglevelsofinternationalprivatewealthandinvestment,thechallengesofavigorousbutsometimeslowquality night-timeeconomy.

• Strongervoiceforadequatefunding:theiconicWestEndlookedterrificthroughtheOlympics–itisnecessarythatthedistinctivefundingneedsoftheWestEndarepromoted.

FortheWestEndtoovercomethesechallenges,a

newleadershipandgovernancemodelisrequired.GettingthisrightextendsbeyondtheWestEnd.ItisaboutwinningtheargumentforgreaterdevolutiontoLondonasawhole,anddevelopingthebaseforagreementsbetweentheMayorandindividualandgroupsofboroughstoensureeffectivedeliveryarrangementsarebroughtforward.

ThisisadebatewhichisnotonlytakingplaceinLondon.ItishappeningeverywhereandthechallengeforLondonistorisetoit.Thisprovidesan important part the necessary context for the Commission’sproposalsfortheWestEnd.

3. A city and local government-led solution

IntheirevidencetotheCommission,WestminsterCityCouncilandtheLondonBoroughofCamdenbotharguedthatitistimeforamorecoherentframeworkfortheWestEnd.

TheCommissionagreeswiththisandwouldsupportlocalinitiativeswhichsetanewframeworkforco-ordinatedleadershipandwhichrecognisestheimportantroleofallgovernmentplayers,andbetterintegratestheiractionsandefforts.

Any successful partnership must be founded upon sharedambitions,objectivesandprogrammeswhichhaveclearoutcomes.Itisalsothecasethatthe most successful partnerships are the result of hardwork,insomecasesovermanyyears.ManyofthepeopleandorganisationswhowehavemetsincetheCommissionwasestablished,includingtheLeadersofCamdenandWestminster,havesuggestedthatmaterialdifferencesinpoliciesbetween the two principal local authorities could besignificantbarrierstorobustandformalpartnershipstructuresbeingestablished.Ontheotherhand,othershavesuggestedthattotheextenttherearesuchdifferences,andthesecanbeoverstated,theyhavenotpreventedanumberofpractical achievements which are the direct result ofgoodworkingrelationshipsatmemberandofficerlevel.

TheincentivesforthispatternofjointworkingintheWestEndneedtobeintegratedsothatall‘placeshaping’functionsarealignedaroundkeypriorities.ThisshallincludeMayoralcity-widefunctionssuchastransport,planning,lowcarbon,economicdevelopmentandpromotionaswellaslocalservicessuchashousing,other


neighbourhoodmanagementand streetmanagement.

Without new incentives and reforms that are negotiatedbyandwiththeMayor,thebarissettoolow,keycity-widefunctionswillremainoutsidetheremitofthestructures,andlocalhistoricaltensionswillnotbeovercome.WhattheWestEndneedsisnotjustastructurefocusedonlocalservices,althoughthatwouldbeanimprovement,butafocuswhereall‘place-shaping’functionsarealignedaroundkeypriorities.Thisshouldincludecity-widefunctionssuchastransport,planning,lowcarbon,economicdevelopmentincludingvisitorservices,policing,aswellaslocalservicessuchaskeylocalservicessuchashousing,otherneighbourhoodmanagementservicesand streetmanagement.

4. Emerging elements of the incentive framework

TheWestEndCommissionhasbeenundertakingitsworkatthesametimeasimportantdevelopmentsintheincentives,reformanddevolutionprocessforLondonareintrain.Theseinclude:

• dialoguebetweentheMayorofLondonandthe Government over the best means to finance London and to enable it to maximise its contributiontonationalfiscalresources.

• TheLondonFinanceCommissionwhichislookingonhowtobetterfinanceLondonoverall and the extent to which new financial instrumentscanbejustified.

• ThedevelopmentofthinkingbetweenLondonCouncilsandtheMayorastohowCitydealtypearrangementscanbeintroducedatsub-regionallevel,ofwhichtheWestminster/Central London Forward proposals are anexample.

• OngoingdiscussionsabouttheimpactoftheHeseltinereview.

• developingideas,suchasfromTri-boroughaboutpublicservicereform(e.g.integratedhealthandsocialcare,skillsandemploymentandthejusticesystem)andgeographicallyspecificproposalssuchastheTottenham TaskForce

Thesedifferentstreamsofanalysisand

negotiationswillcometogetherintheSummerof2013toprovideabetterbasisforconsideringgovernanceoftheWestEnd.Whenaddressingthechallengesthatneedtobemettounderpinthelongterm economic success of the West End some of theincentivesrequiredbecomeclear:

i. Investment; the London Finance Commission chairedbyTonyTraverswillbereportingsoononthelong-termfinancingofLondon.Ithasbeen confirmed to us that this will examine thescopeforCitydeal-typeofarrangementswhere,inreturnforaccessforashareofthegrowthinBusinessRatesandothertaxessuchasStampdutyandanewTourismTax,increasedinvestmentwhichisgearedtoenhancingtheeconomicsuccessoftheareacanbejustified.

TheWestEndcouldbeabeneficiaryofsuchnewarrangementsifaclearcaseismadeforthe need to enhance the incentive for the West Endeconomy.Robustandeffectivepartnershipstructuresinvolvingbusinessaswellaslocalgovernmentwillbeanessentialpre-requisitetocreatingtheevidentialbaseandthenecessaryaccountability to support the delivery of these typesofarrangements.

ii. Devolution;FollowingtheHeseltinereview,Government has made clear its commitment toworkwithlocalgovernmentondevolutionofpowers(e.g.forskills/workprogrammes)andwhatevercanbenegotiatedataLondon-level there will always be a place for effective localdeliveryarrangements.HowresidentsinWestminsterandneighbouringareasimprovetheiraccessibilitytoWestEndjobswillbeoneoftheinfluencesonfuturesuccess.Effectivepartnershipstructureswillbekeytoensuringthereareeffectivelocaldeliveryarrangements.

iii. Public service reform: Westminster City Council(withinTri-borough)hasbeenattheleading-edgeintheareaofpublicservicereforminitiative(forexample,integratedHealthandSocialCare,Employability,Justice).Thecaseforjoiningupkeypublicserviceshasneverbeenstronger.Howthestreetsceneisbettermanagedandregulated,howfunctioninghousingmarketsareaddressedwithinandbeyondtraditionallocalboundaries,andhowplanning,licensing,policingandotherpoliciesareco-ordinatedareallliveissuesto


whichstronggovernanceandleadershipareessential.

iv. Flexibilities and opt-outs: there are a number ofareasofbothregionalandnationalplanningguidance,licensingrulesandtheregulationof local development and commercial environments where the West End’s interests (andnationalinterests)runcountertotheprevailingtrendsinpolicy.Inthesecasesitshouldbepossibletonegotiateopt-outsandflexibilitiesfortheWestEndifastrongandwellarguedcaseismadebythetwoboroughsactingtogether.

Alloftheseimportantinnovationsrequirenotjustrobust and effective leadership structures but also aclearevidentialbasetounderpinahighqualityvisionaboutthefutureofthearea,howthedifferentprogrammesofpartnersaretobealignedsothatoutcomesaremaximised,andaclearbasisiscreatedformeasuringprogressandperformance.

SuchpartnershipsarealsothekeytounlockingthedoortoinfluencingGovernmentpolicy.Thecaseforflexibilitiesonplanningandregulatorypolicies,forexample,wouldbemuchstrongerifthesewere seen to be a fundamental part of an overall visionforthearea,andevidencedthrougharobustpartnershipstructure.

5. Key elements for a partnership structure

ThecorerecommendationoftheWECistheneedfornewpartnership,incentives,andreformprocessestounderpinstrongleadership,investment,andmanagementoftheWestEndasawhole.

TheCommissiondoesnotwishtobeoverlyprescriptiveinitsrecommendations,recognisingthat it is the responsibility of the democratic leadershipofthelocalauthoritiestodesignthedetailedreformsinnegotiationwiththeMayorofLondon.However,tobesuccessful,thenewarrangementsneedtobeabletoachievesomespecific outcomes over time that includes:

i. Recognitionbycity-wideandnationalGovernmentofthehighlyvaluableandcomplexroles that the West End plays in London and nationallife,andunderlinetheimportanceoftheWestEndbeingmanagedinawaythatwillachievesharedaimsandobjectives

simultaneously with consistent and ambitious leadership.AmongstthesetheWestEndmustcontinuetoprovideahighandimprovingqualityoflifeforallofitsresidents.

ii. Integrated city-wide and local governance wherebytheMayorandboroughsareabletodeliverintegratedprogrammesofplace-shapingandplacemanagementservicesandinvestment.

iii. Engage national Government to achieve afirmcommitmentthatnationalassets,policies,regulationsandprogrammeswillbecustomisedtomeetthepreciserequirementsofWestEndforthelong-term,includingappropriateregulatoryflexibilitiesandopt-outswherethesearejustified.

iv. Increase the availability of public investment in the West End and improve the flexibility of public finance streams so that the West End canoptimisetheefficiencyofinvestment,andachievebetterintegrationofresources.

v. Create a strategic vision, agenda, and programme for the leadership and managementoftheWestEndwhichwillbecompellingforgovernment,residents,commuters,visitors,investorsandbusinessessothatthereisahighlevelofco-investmentinsharedagendasandsolutions.

vi. Provide clear and compelling messages to external investors that the West End provides uniqueopportunitiesthatcanberealisedthroughsoundplanningandappraisalprocesses,andwithinacceptabletimeframes.

vii. Develop a sound and sustainable programme ofjointmarketingoftheWestEndforactivitiesthatarecontestedthroughcompetitivemarketssuchasdomesticandinternationaltourism,entertainmentandretail,businessandinstitutionalinvestment,culturalactivities andevents,celebrationsandfestivals,studentsandinvestors.

viii.developdetailedmedium-term solutions for keyWestEndchallengesthatinclude:

a. Growthandinvestmentininfrastructure,utilities,amenitiesandbuildings;

b. Tacklingsocio-economicdisadvantage and polarisation;


c. AddressingthechallengesofprovidingaffordablehousinginrelevantgeographiesforWestEndworkersandresidents;

d. EnhancingskillsandensuringthatresidentscanaccessthejobstheWestEndcontinuesto create;

e. Carbon reduction and climate changeadaptability;

f. Addressingpollution,airquality,andotherenvironmental imperatives;

g. IncreasingconnectivityandaccessibilityoftheWestEndthroughouttheworkingdayandnight;

h. Tacklingviolentandnuisancecrimes; i. Improvingpublicrealm/spacesand

amenitiestosupportthequalityoflifeandcommercial performance of the West End; and

j. ManagingthevisitoreconomyinwayswhichsupportthewiderrolesoftheWestEnd.

ix. developlonger-term perspectives on the impactsofclimatechange,otherenvironmentalthreats,newtechnologies,andsocialchangeontheWestEnd.

Thedepthandbreadthoftheseissueswouldsuggestthat,followingextensiveengagementwithallstakeholdersandwiderpublicconsultation,thereisacriticalrequirementtodevelopacompellingstrategicframeworkwhichpullstogethertheseinter-relatedthemes.ThiswouldprovidetheessentialWestEnd‘bigpicture’andaplatformfordeterminingpriorities,aligninginvestmentprogrammes,anddemonstratingtheadded value and outcomes which can be captured andthecontributionofthedifferentagencies,includingbusiness,toensureeffectivedelivery.

6. New Partnership Proposals

Ourproposalshaveimplicationsforlocal,sub-city,city-wideandnationalGovernment,aswellaspartnershipwithcitizens,business,and otherorganisations.

City wide level: the Mayor and GLA6.1 London Finance Commission: new framework for incentives and reform.TheLondonFinanceCommissionwillreportinMay2013aftertheWestEndCommissionhasreported.TheWestEndCommissionunderstandsthe LFC will recommend both devolution of some financial flows and instruments and the creation

ofnewrevenue-raisingmechanisms.AnalysisundertakenbytheOECdsupportsthethrustoftheseproposals.

In addition we would observe that the opportunity facingLondonisnotjustaboutincreasingtheamount of public finances available to support investmentandservicesinthecapital.Itisalsofundamentallyaboutusingsuchresourcestoincentiviseenhancedgovernancethatpromotesgrowthandefficiencybetter.

TheLondonFinanceCommissionisfocusinguponinvestment and aspects of devolution which will requiresomenewdeliveryarrangementstojustifytheproposals.Thereareclearadditionaldriverswhichneedtobeaddressedaswell,publicservicereformbeingone.Joining-upkeypublicservicesisaboutefficiency,whichisvitallyimportant.Thereisalsotheneedtoreducedependencyandcreatetheplatformforgrowththroughfunctioninghousingmarkets,skillsandlabourmarketproductivity.Theseoperatewithinandbeyondboroughboundaries.Ifdevolutionandgrowtharetobedriven,andrisingpopulationchallengesofLondonaretobemet,newpartnershipanddeliverystructureshavetobeidentifiedandcreated.

IntherestofEnglandtheGovernmentistakingsolidstepstocombineenhancerevenueraisingbyLocalGovernmentwithimprovedgovernanceandco-ordination.

InLondon,itwillbefortheMayortodevelop,inconsultationwiththeLondonCouncils,aframeworkforenhancedinvestmentandimprovedgovernance.TheinsightfromtheWECisthatthisframeworkshouldincludenotjustcity-wideinvestmentbutalsotheabilitytoencourageenhancedinvestmentandimprovedgovernanceforcriticalfunctionalplacesatthesub-citylevel:suchastheWestEnd.

Ourviewisthattwoimportantreformsarerequiredto secure the future of the West End and to enable ittocontinuetomakeamajorcontributiontojobs,taxes,revenues,trade,andproductivityintheUK.

i. Thefirstleveliscentral London.ThechallengesfacedbytheWestEndareunique,duetoitshistoricandmaturebuiltenvironment,theintensityanddiversityofitsactivity,thespecialistclustersandniches,andtheco-existenceofcommercial,residential,cultural,regal,and


governmentalfunctionsinonelocation.ButcentralLondonasawholeisincreasinglysubjectto the same drivers and pressures as the West End,andarguablyrequiresasimilarreformingovernanceandco-ordinationunderpinnedbynew investment and better incentives to achieve publicservicesoutcomes.

ii. Thesecondisatthelocal level where the West Endrequiresacombinationofmorecoherentandstrategicgovernanceachievedthroughbetterintegrationandsynchronisationofeffortsbetweenlocalandcity-widegovernment.Thisneeds to be enhanced both with incentives for co-operationandwithincreasedinvestment(especiallyinservices,placemanagement,infrastructure,andhousing)resultingfrombetterperformance.ThedevolutionofsomeportionofBusinessRatesandapossibleTourismTaxfortheWestEnd,incombinationwithsuchgovernancereforms,willcreateanimportant new platform for the West End’sfuture.

InLondonaprogrammeofgovernancereform,linkedwithenhancedfinancialsystems,canonlycome about if:

• ItisagreedbytheMayorofLondonand centralGovernment.

• ItisledbytheMayorinpartnershipwithLondonCouncils.

• Itprovidesscopeforintegratedgovernancesolutionsthatcombinecity-wideandlocaltiers.

• Itstimulatesgroupsofboroughstoseektopursuemutualcollaboration,commonreforms,andenhancedincentivesthroughintegratedgovernancewitheachotherandkeypartsoftheGLA.

6.2 London-wide reform and incentive programmeIt is therefore a primary recommendation of theWECthattheMayorofLondonandLondonCouncilsworktogethertoachievestrongerstrategicgovernanceandenhancedinvestment and incentives for the West End and central London,linkedtotheoutcomesoftheLondonFinanceCommission.

Central London Level.6.3 A strengthened central London alliance is needed.Thisshouldbetheover-archingfocusforcollaborationatinter-boroughlevel,thespatialfocuswhereadealwiththeMayoronincentivesismade,thefocusforstrategicplanningandthinking,andthealignmentofpublicsectorprogrammesandpriorities.Thiswouldco-ordinatethegrowth(transport,housing,economicdevelopmentetc)andreformagendasofindividualboroughsandacrossadministrativeboundaries.Itwouldbeamatter for the London Finance Commission to offersuggestionsonprecisedefinitionandwhetherthereshouldbelegislativechangestoenablethesetobecomestatutoryCombinedAuthorities.

West End Level.6.4 West End partnership: a local partnership of city-wide,localgovernmentandcivicandbusinessorganisations,includingpoliceandTfL,whichwillfocusonthestrategyfortheWestEndareaandoverseeingit’soperationaldelivery.Someearlyprioritiesaretobettermanageareasoftensionandconcern,tobuildacompellingvisionforthefutureoftheWestEnd,betterengageinbothpositioningandmarketingtheWestEnd,toplan,indetail,forthepost-Crossrailworldof2018,andtoplanforalowcarbonandmoreenergyefficientWestEnd.

6.5 A Senior Executive support for the West End: ateam,reportingtoaseniormanager,dedicatedtomakethedetailedpartnershipprocessesworkday by day; to provide a clear focus for executive actionandco-ordinationoftheactivitiesofarangeofstakeholderstheCommissionbelievesthatsuchapostisnecessary.ThisseniormanagerwouldreporttotheWestEndpartnership.TheprecisejobdescriptionandtitleforthepostshouldbedeterminedbytheWestEndpartnership.Itshould be a matter for Westminster City Council in particular to determine in consultation with otherstakeholderswhetherthisshouldbecomeanemployee of the Council so that it is supported by the Chief Executive of the Council and the rest of hismanagementteam.

Theseproposalswillnoterodelocaldemocracy–indeed,theywillstrengthenit.Itwillbeeasiertoengageresidentsonthefullrangeoffunctionswhichimpactontheirdailylives,easierto determine local priorities which impact on localitiesasattractiveplacestolive,workandvisit; enable local members to play the fullest partinrepresentingtheirlocalareas;andenable


individualboroughstopositivelyinfluenceotherservice providers to shape their policies and programmestomeettheprioritiesoftheirplaces.ItwillalsoenabletheMayortodeliverhisgrowthandreformpriorities.

National level.6.6 A renewed support for the capital city district

TheWestEndisnotjustthelocalenvironmentforWhitehall,Westminster,TheRoyalHousehold,andthecentralRoyalParks.Itisalsothenationalcentreofmuseums,galleries,theatre,arts,andliveentertainment.TheWestEndincludesiconicpublicspacessuchasTrafalgarandLeicesterSquaresandthemajorityoftheinternationalembassiesandcentresofdiplomacy.yet,despitenationalsignificanceandthecostsandconsequenceofhostingnationalassets,noneoftheseactivitiesareeitherfactoredintohowtheWestEndismanagedorresourced.Thereisnofiscalorfinancialincentive to optimise the performance of the West EndastheUK’scapitalcitydistrict.

TheWECthereforerecommendsthatnationalGovernment should address the West End in three ways:

• ItshoulddevelopanagreementwiththeMayorofLondonandboroughsonmeanstobettershare revenues and resources derived from the WestEndwiththeWestEnd.

• ItshouldencouragenationalGovernmententities with a presence in the West End to become active partners in West End governanceandleadership.

• ItshouldplayanongoingroleinmonitoringprogressintheWestEnd.

7. Weighing the options.

Attentionneedstobegiventothealternativesandconsequencesofdifferentpaths.

• Option 1. Improved Local Services.Thisiswhatwouldhappennowwithoutmajorintervention;re-arrangingthedeckchairsaroundlocalboroughserviceswithlittleornoinfluenceonkeycity-wideservices.Noincentiveforboroughstoovercometensions(politicalorotherwise).Someprogress

possible,e.g.morejoiningupatstreetmanagementlevelasanexample;butWestEnddeservesmoregivenitsnationalandinternational role and comparisons with its peersthroughouttheworld.

or• Option 2. Strategic place-shaping.The

platformforgenuinedevolutionwithallkeyfunctionsdischargedthroughanewstructureunderpinnedbyaMayoral-ledCitydealAgreementinvolvingarangeofboroughsandtheMayorwithaclearplan,prioritiesidentifiedwithoutcomesrelatedtogrowth,publicsectorreformandplanningforalowcarbonfuture.Ambitious,controversialandtestingforeveryonebutthewayahead.

ThecriticalrequirementhereistodevelopacompellingStrategicFrameworkwhichpullstogethertheseseparatebutinter-relatedthemesintoonesingledocumentfollowingextensiveengagementwithallstakeholdersandwiderpublicconsultation.Thiswouldprovidetheessentialplatformfordeterminingpriorities,aligninginvestmentprogrammes,demonstratingtheaddedvalue and outcomes which can be captured and thecontributionofthedifferentagenciesincludingbusinesstoensureeffectivedelivery.

Conclusions and recommendations

TheWestEndistheheartoftheglobalcitywithsignificanteconomicimpactfortheUnitedKingdomasawhole.Itsrangeandconcentrationofinternationallyprestigiousinstitutionsandsignificantbusinessandtouristactivitymakeitquiteunique.Thecostsandconsequenceofhostingsuchnationalassetsareconsiderable,but are not factored into how the West End is managedorresourced.Thereisnoexistingfiscalor financial incentive to optimise the performance oftheWestEndastheUK’scapitalcitydistrict.TheGovernmentshouldrecognisethefinancialpressures on the area and address the incentiveissue.

TheWestEndisakeynationalandregionalassetwithoutanaturallycoherentgovernanceandincentivesystem.Thiswasseenasthesinglebiggestweaknessbytheoverwhelmingnumberofrespondents to the Commission’s public call for evidence,andwasalsoaconsistentconcernraisedbybusinessleaders.TheCommissionagreeswith


theiranalysisthatthisfundamentalweaknessmustbecorrectediftheWestEnd’slongtermsuccessasaplacetolive,work,visitandinvestistobeactivelypromoted. Acoherentgovernanceandincentivesystem is also necessary to ensure the full and properco-ordinationofallpublicservices.Thisincludeshowthestreetsceneisbettermanagedandregulated,howfunctioninghousingmarketsareaddressedbeyondtraditionallocalboundaries,howplanning,licensing,policingandotherservicesareco-ordinatedandhowallresidentsareequippedwiththeskillstheyneedtoaccessjobs.Acoherentgovernanceandincentivesystemisalsoneededtoovercometheunintendedconsequencesofthecurrentarrangements,particularlyafailuretotackletheexternalitiesassociatedwithsuccess.Theseincludethecostsandimpactsofhighandgrowingprivatewealthandinvestment,thechallengesofavigorousnight-timeeconomy,intensive use of transport and roads for different purposesandthemultiplicityofdifferentmessagesinmanagingandpromotingthearea.

Newarrangementsmustgripstronglyanumberofrequirements,including:theneedtodevelopanintegratedframeworkforplace-shaping,createtheessentialplatformforbuildingacompellingvisionfortheWestEnd’slongtermfuture,anddevelopthenecessaryprogrammeofimplementationwhichembracestheactivitiesofthefullrangeoflocalandsub-regionalservices(includingtransport)withinacontextofclearlydefined,integratedand evidencedpriorities.

Anewleadershipandgovernancemodelisrequired,butgettingthisrightextendsbeyondtheWestEnd.ItisalsoaboutwinningtheargumentforgreaterdevolutionforLondonasawhole,anddevelopingthebaseforagreementsbetweentheMayorandindividualboroughsorgroupsofboroughstoensureeffectivedeliveryarrangementsarebroughtforward.Theseagreementsshouldcoverinvestment,devolution,publicservicereformandflexibilitiesaroundregulatoryandplanningfunctions which meet the specific needs of the WestEnd.

Overall devolution for London: this is a radical reformprogrammewhichwillonlycomeaboutifitisagreedbytheMayorandcentralGovernment;ifitisledbytheMayorinpartnershipwithLondonCouncils,ifitprovidesthescopeforintegratedgovernancesolutionswhichcombinecity-wideandlocaltiersofgovernment;andifitstimulates

Londonboroughstopursuecollaborativemodelsofreform and service delivery with each other andwithkeypartsoftheGreaterLondon Authority(GLA).

Sub-regional arrangements within London: at centralLondonlevelastrengthenedallianceisrequired,whichcouldbetheoverarchingfocusforcollaborationatinter-boroughlevel,andthespatialfocuswhereadealwiththeMayorongrowth,reformandincentivescanbemade.Thisisamatter where the Commission expects the London Finance Commission to offer more detailed advice whenitreportsshortly.

Place shaping arrangements for the West End: anewWestEndpartnershipisrequiredinvolvingappropriatelocalboroughs,theMayorandcity-widefunctionssuchastransportandpolicing,andbusinesswhichprovidesthestrategicplace-shapingcapacity.Itsearliestpriorityshouldbeto produce a clear plan with priorities identified relatedtogrowthandreformandtoplanforalow-carbonfuture.Theplanshouldbecompellingandevidenced,andshouldbeproducedfollowingconsultationwithresidents,business,localauthoritiesandotherstakeholders.

A Senior Executive support for the West End should besecured:ateam,reportingtoaseniormanager,dedicatedtomakethedetailedpartnershipprocessesworkday-by-day;toprovideaclearfocusforexecutiveactionandco-ordinationoftheactivitiesofarangeofstakeholders.ThisseniormanagerwouldreporttotheWestEndpartnership.It should be a matter for the West End partnership toagreethedetailedjobdescriptionandtitleforthispost.ItshouldbeamatterforWestminsterCityCouncilinparticulartodetermine,inconsultationwithotherstakeholders,whetherthisshouldbecome an employee of the council so that it is supported by the council’s Chief Executive and the restofhismanagementteam.

GROWTH•TRANSPORT •NON-TRANSPORTINFRASTRUCTURE •BUSINESS

WEST END COMMISSION

Major issues

• PlanningfortheimpactofCrossrailonstreets,the West End as a place and the wider transportnetwork

• Managingincreasingdemandontransportnetworksthroughimprovementofboth‘hard’and ‘soft’ transport provision

• Ensuringthatthetransportnetworkisresponsive to the demands of the West End as a 24-hourcity

• Ensuringaplace-based,strategicapproachtopolicymakinganddecision-makingon transport infrastructure

• Ensuringacoherentapproachtoroadspaceallocationbetweenmodesthatrecognisesthemultiple pressures on the West End’s road networkwhileaccommodatingtheanticipatedincrease in footfall

• Maintainingandstrengtheningtheuniquesense of place of the West End’s streets

• Makingbetteruseofsecondaryand‘hidden’streetassetsintheWestEnd,improvinglinkagesandwayfindingandimprovingaccessibilityandexperienceforpedestrians,particularlywithregardtoolderand youngerpeople.

Analysis

TheWestEndliesatthecoreofthecapital’sundergroundandbusnetwork,providingexcellentaccessibilityforvisitorstothearea.Thecongestionchargehasappliedfortenyearsandhasreinforcedthe dominance of public transport for personal traveltoandaroundtheWestEnd.WiththecompletionofCrossrail(expectedin2018/19)andthemajorimprovementstoThameslinkontheWestEnd’seasternflank,accessibilitywillbefurtherimproved,offeringanimportantopportunityfortheWestEndbutalsoconsiderablechallenges.

ThemainWestEndstreetsareprimeassets:internationally renowned and in themselves constitutingdistinctiveandvaluablebrandsandsignificantvisitorattractions,enjoyedmainlyonfoot.Attheconjunctionsofthemainstreetsareasetoflandmarksquaresthatalsoformthekeytransporthubs,servedbyinterchangesontheUnderground.

TheCommission’sapproachtotransportandstreetshasthereforebeentorecognise,ontheonehand,thedemandandsupplypressuresaroundtransportprovisionandthelogisticsofsupportingthe West End’s diverse activity base; and on the other,theessentialneedtoretainandstrengthentheuniquesenseofplaceprovidedbytheWestEnd’sstreetsandpublicspaces.

Asdiscussedelsewhereinthisreport,thefragmentationofleadership,theoperationalcomplexityandproblemsaroundco-ordinationhavecontributedsignificantlytothedifficultiesinarticulatingthestrategicapproachtotransportissuesthatwillbecrucialinthepost-CrossrailWestEnd.Workingwithexistingleadershipstructuresinseekingtodeliverontheprioritiesdiscussedbelowwouldbeextremelychallenging.Additionally,thebroadscopeoftheCommission’sworkandthelimitedtimeavailablemeansthatintheabsenceofdetailedstudyandanalysis(wellbeyondthecapacityoftheCommission)concreterecommendations on some of the very detailed andcomplexoperationaltransportissuesaffectingtheWestEnd,especiallywhereunintendedconsequenceswouldneedtobeconsidered,havebeenimpossibletopassjudgmenton.Instead,based on the evidence we have received and other discussionsandinput,webelievethat,shouldtheCommission’s analysis and recommendations aroundgovernanceandleadershipbeaccepted,anewWestEndpartnershipshouldtacklethesemajorissuesasapriorityaspartofdevelopinganoverarching,place-basedtransportframeworkforthe West End:

Transport

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Source:TerryFarrell,NewWestEndCompanyConferenceNovember2012

Ensuring balance between multiple functions on the West End road network. Anoverarchingplace-basedframeworkfortheWestEndshouldaddressthe fact that the West End’s iconic main streets are underpressuretoaccommodatemultiplefunctions.TheseincludethelargestretailenvironmentintheUKand–withsidestreetsoftensubjecttosignificanttrafficrestrictions–significantthrough-trafficincludingalmosttheentirebusnetwork,taxis,serviceandemergencyvehicles.Manycriticalintersections,suchasatMarbleArchandStGiles’Circus,arealsohometosignificantredevelopmentsites,increasingpressureonbothpedestrianandvehicularspace,includingbuslayoverspace.

Managing traffic and travel demand and road safety:increasingpressuresontheWestEnd’stransportinfrastructure,particularlypost-Crossrail,needtobeaddressedaspartofaholisticstrategy.ThemanagementofstreetspaceisseenasacontinuingprocessofbalancebetweenconflictingneedsbybothTfLandtheboroughcouncilsthathaveresponsibilityforthe

localstreetnetwork.WestEndroadtrafficspeedsareslow,withbusspeedshavingfallenby12%inthemorningpeakintheWestEndsince2003,i.e.whilstthecongestionchargehasbeeninplace.Overall,bustravelinLondonhasgrownby64%since1999/00.ThoughbusvolumeshavebeenreducedalongpartsofOxfordStreetsince2009,busspeedshavenotincreased.Meanwhile,over15,000taxipassengersarecarriedalong,setdownorpickedupinOxfordStreeteveryday1 and taxi traffic,whilstaniconicandcrucialpartofLondon’stransportinfrastructureparticularlyfornight-timetravel,contributessignificantlytocongestion.ThereisstrongcontinuinggrowthinUndergroundpatronage,andincycleuse(19%ofallBarclaysCycleHireisto/fromtheWestEnd)–andproposedimprovements to cycle infrastructure will increase pressureforcycleparkingandamenities.Theretail,leisureandculturalattractionsacrosstheWestEndalsogeneratesignificantpedestrianflows,with520,000weekdaypedestriansonOxfordStreet,whichsuffersfromseverecrowding.2

1 TransportforLondon,2012,WestEndCommissionStudy:TransportforLondon2 TransportforLondon,2012,WestEndCommissionStudy:TransportforLondon

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Collisions,thoughfallingslowly,remainaseriousconcern,with56.4collisionsperkilometreonOxfordStreetand27perkilometreonRegentStreetcomparedto1.6collisionsperkilometreonallLondonroads.3 Over the three years to November2012,pedestrianshaveaccountedforathirdofthe3,178reportedWestEndcasualties,including11(outof14)fatalities.4

TheMayorofLondon’sRoadsTaskForce5 is reportingduring2013onpossiblemeasurestoaccommodatethesepressuresandconcerns.TheTaskForceisexpectedtosuggesttheneedtoaccommodateagreater‘livingfunction’intheWestEnd,increasingfootwayspaceandpublicrealm,improvingairqualityandreducingnoiselevels.Thiswouldalsocreatetheopportunitytocontributetowardscarbonreductionplansthroughsustainabledrainage,treeplantingandreducedvehiculartraffic.ThenewWestEndpartnershipshoulddrawontheTaskForce’sworkindevelopingaplace-basedtransportframeworkfortheWestEnd.

Crossrail:understandingthechangestotravelpatternswhichCrossrailwillcauseisaprerequisitetothedevelopmentofaplace-basedtransportframeworkfortheWestEnd.CrossrailwasdesignedtorelievepressureontheUndergroundandtosupportthedevelopmentofcentralLondon.ItisexpectedtoaddsignificantlytoWestEndvisitornumbers,witha25%increaseinexits/entriesatTottenhamCourtRoadand31%atBondStreetstations(2018forecasts).6Thesemajorinvestmentswill also relieve capacity constraints for users ofUndergroundlines,includingtheNorthern,victoria,BakerlooandCentrallines.7However,oneconsequenceofrelievingcongestionontheUndergroundanditsstationsbyprovidingmorecapacity is that there will be substantially more pressure on the surface transport systems in the centreoftheWestEnd,withlargeincreasesinvisitorsandpedestrianmovements,especiallyalongtheeast-westOxfordStreetaxis.Thisisbothachallengeandanopportunity.

TransportforLondonbelievesthatCrossrailwillprovidescopetoreducebusservicesalongOxfordStreet.ThisisimportantbecausetheexperienceofevenmajorchangesinLondon’srailnetworkintherecentpast(dLR,thecreationofthenowcompletedOvergroundroute)havenotbeenaccompaniedbyamajorre-structuringoftheestablishedbusroutenetwork.

ThekeyquestioncentresonwhetherornottheWest End can cope with the extra volumes of visitorsonfootthatCrossrailwillbring,recognisingthat current conditions for pedestrians are inadequate.Morebroadly,whilethereisapublicrealmprogramforCrossrail,thereisnooverallstrategytoexploittheinvestmentinCrossrailtodeliverwidereconomicandamenitybenefits,consideringhowfundamentalchangesintravelpatternsshouldandwillchangethefunctionalityofthewiderarea.Thiscannotbedoneonapiecemealbasisandrequiresacomprehensivestrategicapproach,involvingthelocalauthoritiesand business interests most affected and the fullest rangeofstakeholders.

Environmental impacts:priorityshouldbegiventomeasureswhichcanreduceormitigatethenoise,visual intrusion and a set of undesirable emission impacts and carbon effects caused by traffic in theWestEnd.ThedepartmentforEnvironment,

3 LondonAssemblyTransportCommittee,February2010,StreetsAhead,GreaterLondonAuthority: London

4 TransportforLondon,2012,WestEndCommissionStudy:TransportforLondon5 InitiatedbytheLondonMayor,theTaskForcehasdevelopedatypologyofLondonroads,andhasexaminedexemplarstreetsincludingsomeintheWestEnd,includingOxfordStreetandthe Euston Road

2010-2011 Average Delay –Weekday AM Peak (7am –10am)

Source:TransportforLondon

delayMeasurement(minsperkm)Greaterthan1.5 1to1.50.5to1 0.25to0.5Lessthan0.25 Nodata

GROWTH 39

FoodandRuralAffairspredictsthatin2015OxfordStreet will have the worst level of nitrous oxide (NO2)pollutionintheUK.

8Trafficaccountsfor60%ofnitrousoxideemissions,withbusescontributingathirdofthistotal.Particulatematter(PM10)emissions are also a critical health issue: taxis accountforathirdandothervehicles,particularlyvans,formostoftheremainder.9 Greater use shouldbemadeofnewcleanvehicletechnologies,forexamplethroughfurthertestingandexpansionofelectriclogisticsdistributionvehicles,theuseofhybridorfullyelectricfleetsbybusinesses,theprioritisationofhybridandNewBusforLondonvehicles on West End routes and the consideration ofsmallerelectricbuses.AshighlightedinevidencefromTheCrownEstateandothers,amorecoordinatedapproachtofreight,includingfreightconsolidationcentres,alsohassignificantpotential to reduce traffic and emissions as well as improvingservicestobusiness.

Night-time transport services and personal security:laterrunningservicesontheunderground,CrossrailandThameslinkshouldbeprogressedasapriority.TheWestEndisservedbyacomprehensiveradialnightbusnetwork;however,evidencepresentedtotheCommissionsuggestedthatthesewereassociatedwithsignificantpersonalsecurityconcernsbymanynight-timeworkers,whooftenresortedtootherarrangements(suchassharedpre-bookedtaxis)fortheirreturnjourneysfromwork,increasingthecostsassociatedwithworkingintheWestEnd’seveningandnight-timeeconomy.TheeffortsofLondonUndergroundandthepolicehavesignificantlyreducedcrimelevelsandimprovedperceptionsofsafetyontheUnderground;however,Undergroundlasttrainsleavetooearly(betweenmidnightand1am)formanyeveningeconomyworkers,aswellasmanyvisitors.TfLisnowinvestigatingthepotentialforrunninglaterUndergroundservices.Thiswouldhelpaddressthis problem and would also reduce demand on thenightbusnetworkandimprovecustomerjourneytimes.TfLshouldbeinvitedtoexamineevenlaterrunningUndergroundservicesonFridaysandSaturdaystomeetdemandpeaks,ifpossibleextendedpost-3amtomeetthenightclubexodus.Thiswouldmostlikelymeanoperationonasub-setofroutes.Fornight-timeandevening

visitors,thepositivepotentialimpactoflaterrunningUndergroundservicesshouldnotbeunderestimated.Meanwhile,theopportunitiesthatnewservices(CrossrailandThameslink)bringtoprovideall-nightservicesalsoneedtobeexplored,withthescopetobroadentheappealofevening/nightattractionsintheWestEnd.TfLagreeswiththe Commission that Crossrail offers potential opportunitiestoruna24/7service10; this should be explored as a matter of priority as its impact could betransformational.

West End streets and public spaces: the new West End partnership should consider the importance of the West End’s streets and public spaces from thevisitor,residentandbusinessperspectives.vehiculartraffic,especiallybuses,currentlydominate the public realm in streets such as Oxford Street.ThecontrastwithashoppingstreetsuchasLongAcre(whichhasbecomeamajorretailarea,withone-directionaltraffic)ispalpable.SchemessuchasthediagonalcrossingatOxfordStreethaveaddedmorecapacityforpedestrians;however,themajorshoppingstreetslackamenitiesforsomevisitors,suchasfamilieswithchildrenandolderpeople.WhilsttheWestEndispunctuatedbygardensquaresandborderedbytheexpansiveRoyalParks,theexperienceformostvisitorsisofapredominantlyhard,built-upenvironmentwherestreetsandpavementsaredominatedbytransport,movementandaction.Thereisadeficiencyofplacestosit,relax,eatorplay,ashighlightedbyevidence from Publica:

‘ExistinggreenspacesshouldbemaximisedforpublicenjoymentandconnectionstotheRoyalParkscouldbeimproved.Ambitionsforlandscapingandplantingcouldbedevelopedfurthertoproduceplayspacesandpocketparksthathaveanintensityofgreenerywhichcanactasabuffertothepollutionandnoisealongbusystreetsormakethemostofdead-endsandbackspacesforintensiveusebythepublic.Theuseofthesespacesshouldnotbedependentonspendingmoneyinordertositoreatatatable.Theprovisionofcalmgreenbreak-outspacesandplayspaceswould help to improve the experience of a day out in theWestEnd,especiallyforfamilieswithyoungerchildren.’11

6 TransportforLondon,2012,WestEndCommissionStudy:TransportforLondon7 Crossrail2willdolikewise,withaddedreliefforthevictoriaandPiccadillylinesinparticular.Thismightfollowby2030.

8 departmentforEnvironment,FoodandRuralAffairs,2009,AirQualityForumdraftNO2approach

9 TransportforLondon,2012,WestEndCommissionStudy:Transport10TransportforLondon,writtenevidencetotheWestEndCommission11Publica,writtenevidencetotheWestEndCommission

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TheWestEnd’snetworkofsquares(thoughsomearenotopentothepublic)isamajorasset;moreuse could be made of these to serve as prime rest pointsandhelpdispersepedestriancongestion.Theadoptionoftheseideas,andthebroaderplanningfortheimpactofCrossrail,willleadtoaneedtoextendandintensifypedestrianway-findingacrosstheWestEnd,buildingonthesuccessoftheLegibleLondonprogrammewhichisbeingrolledoutacrosstheWestEnd,with28812signsinplacealready.

Cycling:thepotentiallypositiveimpactofagreatershifttocyclingshouldbeacknowledgedandthelikelyimpactsontheWestEndroadnetworkofongoingproposalstoimprovethecyclenetworkshould be viewed as part of a holistic West End transportframework.TherehasbeensignificantgrowthincycleuseinandaroundtheWestEndinrecentyears,partlyaidedbytheBarclaysCycleHirescheme(19%ofallBarclaysCycleHireisto/fromtheWestEnd)andthereispressureformoreon-streetcycleparking.13However,cyclingincentralLondonremainspotentiallydangerousanddauntingtomanyandLondonstilllagsbehindmanymajorEuropeancities.Thereisapotentiallypositiveimpactofagreatershifttocycling,asraisedinevidencebyseveralrespondents,manyofwhomhighlightedtheairqualityandhealthimplicationsandsuggestedthatthissubjectshouldbegivenseriousthoughtandappropriatepriority.AmbitiousmeasuresannouncedbytheMayorinMarch2013includedacross-Londoncycleroutedubbed‘Crossrailforthebike’.TogetherwiththeplanforawidergridofcycleroutesshadowingtheUndergroundnetwork(‘Quietways’),thiswillcreateacentralgridofcyclestreets,withincreasedaccessibilitytotheWestEndbycycle.Whilethisshouldreducethedemandforothermodes,it will inevitably add to the mix of needs to be accommodatedonthestreetnetwork,especiallyinordertotakethesafetyneedsofcyclistsproperlyintoaccount.14TheseimpactsshouldbeassessedaspartofaholisticWestEndtransportstrategy,lookingacrossthemodes.

Reducing vehicular traffic and rebalancing the streets:weekendcar-freedaysshouldbeexpandedintoamorecoherentprogrammesimilartoNewyork’s‘SummerStreets’andtheadventofCrossrailshouldbeusedasanopportunitytolookatanimproved balance of street use which reduces the dominanceofvehicles.Thequestionofrebalancingtheuseofstreetandsquarespaceinfavourofthose on foot is inescapably at the heart of the challengefortheWestEnd,andtheCommissionhasreceivedasignificantvolumeofevidenceonthissubject.Inparticular,ithasbeenabletodrawupontheexperienceof‘vIPdays’or‘eventdays’,wheneitherorbothofOxfordStreetandRegentStreet(andBondStreet)havebeenclosedtogeneraltraffic.Thesedayshavebeenhighlyselective,butresearchingeneralshowsincreasesinvisitornumbers,visitorsatisfactionandretailsales,aswellasdecreasesinlocalairpollution.Thesuccessof these days is sufficient to place the idea of a broaderprogrammeoftraffic-freedaysfirmlyontheagenda;asdemonstratedbythesuccessofNewyork’s‘SummerStreets’,theideathattheirjustificationshouldrestonsometypeofspecialeventisunnecessary,althoughthemedpromotionwillnodoubtneedtoplayapart.Traffic-freeweekenddaysshouldbemademorefrequent,withpotentiallyamajorprogrammethroughthesummerholidayperiod,forexample.TheCommissioncanseeinprincipleagoodcaserightawayforperhapsasmanyas15traffic-freedaysperyearontheWestEnd’smajorretailstreets.

Trafficarrangementsontraffic-freedayshaveto-datebeenadhoc.Busrouteshavebeencutbackratherthanrestructured,andtrafficdiverted.BusdiversionsonvIPdaysaffect28routesoverthetimeperiod8am–8pm.15Thereareincreasesincongestiononthesurroundingstreetsandvisitorsbybusmayfaceeitherextendedwalksoranadditionalneedtotransferbetweenbuses.Anextendedprogrammeasproposedwouldhoweverrequireamoresystematicapproachtomonitoringandevaluatingthesewiderimpactsandthe development of robust plans to ensure these occasionsarepositiveexperiencesforeveryone.

12TransportforLondon,2012,WestEndCommissionStudy:Transport13TransportforLondon,2012,WestEndCommissionStudy:Transport14ThisshouldbeintegratedwithexistingboroughandMayoralcyclingstrategies

GROWTH 41

MorepermanentreductionsintrafficonkeystreetshavelongbeenafeatureoftransportdebateintheWestEnd,16 repeated in evidence to theCommission.Asexperiencegrowswiththeserebalancedarrangements,andagreater‘living’functionisachieved,theframeworkfortheWestEnd’spublicrealm,streetsandtransportsystemshould evolve to achieve a better balance of street use,onethatdiminishesdominanceofvehiculartraffic,includingtaxisandbuses,whilstensuringaccessforall.Crossrailoffersapotentialopportunityto address this issue and to improve the space and attractivenessforpedestrians,reducecollisionsandinjuriesforpedestriansandcyclists,andtoimproveairqualityandcontributetowardsawidercarbonreductionplan.Time-basedtrafficrestrictionsonmajorretailstreetsandthedevelopmentofmixed-useand‘shared’spacesarepotentialpartsofthis,withalikelycorollarybeingtheneedtorestrictandre-scheduleserviceanddeliverytimes.Any traffic restrictions would need to ensure the accommodationofservicingneeds,avoidanceof excessive displacement of bus routes onto residentialstreets,suitablearrangementsforkeyusergroupsincludingcyclistsandtaxidriversandusers and coordination with improvements to publicrealm.

Improving the efficiency of the bus network: several potential improvements should be consideredaspartofdevelopingaplace-basedtransportframeworkfortheWestEnd.Intheeventofbustrafficreductions,restrictionswouldbeneeded to ensure that the capacity freed up was not immediatelyfilledbyothermodes.Additionaltrafficrestrictions,whetheraspartoftraffic-freedaysormorepermanently,wouldneedtobedeliveredinawaythatavoidsconfusion(e.g.fundamentalbusre-numbering;worseningofbusservicesoutsidetheWestEnd),thatcontinuestoprovidegoodaccessbybustothetrafficrestrictedarea,thatdeliversthebenefitsofbusrouteshortening(enhancedreliabilityandlowercosts)andthataddressestheneedforanyadditionalbus-to-bustransfertobecostlesstotheuser.Reductionsinbustrafficwouldalsorequireanotherlookatbusinterchange

facilities,inparticularateitherendofOxfordStreet.Current,smalllayoverfacilitiesforbusesatMarbleArch and St Giles Circus are both under threat from new developments and these plans would need to bereconsideredinordertoachievereductions.

A reduction in bus traffic would potentially increase theneedtotransferbetweenbuses,andthereiscurrentlyacostdisadvantageforPay-as-you-GoOysterusersinmakingsuchtransfers.Thishighlightstheargumentforatime-limitedticketingsystem,asoperatedinothermajorEuropeanandworldcities,wherebypassengerscanmaketransfersfromonebustoanotherforfreewithin,forexample,60or90minutesfromthetimeofboardingthefirstbus.TheCommissionnotesthatconsideration of such a system for London could proveeffective,especiallyfortheWestEndandtheOxfordStreetareainparticular.Thecaseforsuch asystemhaslongbeenmadewithinthe LondonAssembly.

Considerationcouldalsobegiventotheintroductionofamodestnetworkofsmallerzero-emissionbusesonthesecondaryroadnetwork,additionaltotheexistingbusnetwork,toprovidemoreconvenientservicesforresidentsandbusinesses,withpotentialadditionalfundingfrombusiness.

15TransportforLondon,2012,WestEndCommissionStudy:Transport16See,forexample,TrafficinTownsHMSOPenguinBookseditionof1964whichsays:“OxfordStreet…atravestyofconditionsastheyoughttobeinacapitalcity”and“London’sBond

Streetforexample,whichobviouslyisashoppingstreetwhereenvironmentalneedsoughttocomebeforeeverythingelse…shouldbeclosedtovehiculartrafficandpedestriansgiventhefreerunofit.”

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ThemostpressingrequirementidentifiedbytheCommissionistheneedtoprioritiseworkonpost-Crossrailplanning.Crossrailwilladdsignificantcapacity–thoughthiswillberapidlytakenup,asLondon’spopulation,employmentlevelsintheWestEndandvisitornumbersareallonasignificantupwardtrend.TogetherwithThameslink,itsnorth-southcounterpart,Crossrailshouldtransformtheway in which people travel to and from the WestEnd.

Another area of concern identified to the Commission was the incidence of buses on Oxford Street.WhilstthereweredifferingviewsemergingfromtheCommission’sworkaboutwhetherbusesandgeneraltrafficshouldbeeliminatedfromOxfordStreetandotherkeyareasoftheWestEnd,andtheneedforreviewingthebalancebetweenvehiclesandpedestrians,understandinghowchangingpatternsoftravelinlightofCrossrailwillimpactuponbusmovementsandroutings–andtheirinfluenceondemandmanagementforscarceroadspacemorebroadly–isaprerequisitetothedevelopmentofaplace-shapingframeworkfortheWestEnd.SuchaframeworkisurgentlyrequiredandshouldbeakeytaskofthenewWestEndpartnership.ThisworkshouldalsodrawupontheMayor’sRoadsTaskForcewhichwillreportshortly,andwillalsoassistinplanningforCrossrail2.

Theframeworkshouldaddressnotonlyprioritiesaboutbusmovementsandthemanagementofroadcongestionatdifferenttimesoftheday,butalsothekeyrequirementsfortheWestEnd’spublicrealm.Animprovedpublicrealmstrategyisrequired,including:strongerconnectionsforpedestrians;improvedwayfinding;strengthenedlinksbetweenretail,culturalandrecreationalareas;reconnectinghiddensquares;improvingamenityspacesandrestareas; and the development of new mechanisms todrivepublicrealminvestment.Thereisalsotheneedtoaddressthedetailofthisstrategysothatitis responsive to the different demands on areas at differenttimesofthedayandnight.Thesematterscanonlybefullyevaluatedatastrategiclevelandinthelightofafullevidencebasefoundeduponpost-Crossrailtransportpatterns.

Thereisalsoarequirementtoevaluatethepotentialforlate-nightandall-nightservices,includingaone-hourextensionoftheUndergroundoperationonFridaysandSaturdays,whichis

alreadyunderexaminationbyTfLforthenow-upgradedvictoriaandJubileelines.Inthelongerterm,thesetimeextensionsneedtobeexpanded,bothdeeperintothenight-timeandtoembracemoreroutes,withrevisedmaintenanceregimestomakethispossible.Whilethesemayprovechallengingtoachieve,thereisamoreimmediateopportunitythatmustbegrasped,whichistoensuretheprovisionofnight-timeservicesonbothCrossrailandThameslink,supportedbyrevisedbustimetablingwhereappropriate.

Theexpansionoffreightconsolidationprogrammesand facilities should be prioritised to reduce traffic,emissionsanddisruptionforresidents.Quiet,properlymanagedandenforcedout-of-hours deliveries may be made acceptable in some localities by appropriate daytime traffic restrictions aspublicrealmimprovementsareextended.ThephasedimplementationoftheMayor’sexistingplanstoreduceemissions,furtherimprovementstocycleamenitiesandtime-basedbusticketingarrangementseachneedtobeconsideredaspartofthecoherentstrategyweareseekingfortheWestEnd.Wewouldalsoaskthatconsiderationisgiventotheintroductionofapilotschemeembracingamodestnetworkofsmallerzero-emissionbusesonthesecondaryroadnetworkto provide more convenient services for residents andbusinesses,possiblyfundedonasharedbasisbetweenthepublicandprivatesectors.

Thereistheshort-termquestionofweekendtraffic-freedaysandtheCommissionsupportstheexpansionoftheseproposalsalongthelinesofNewyork’s‘SummerStreets’programme.Thecurrentpracticeofcarryingoutdetailedmonitoringoftraffic-freedaysshouldbecontinuedandtheexperienceusedtoinformtheevolvingpublicrealmstrategy.Crossrailalsooffersanopportunitytoplan for more permanent improvements to achieve a better balance of street use between vehicular trafficandpedestrians.

Major issues

• Establishinglong-term,integratedinfrastructureplanningtoensurethatinfrastructure provision leads demand

• Addressingsevereweaknessesincapacityand maintenance of the West End’s water andelectricitynetworkswhichareadverselyaffectingtheWestEnd’seconomicperformance

• Establishingaclearlong-termdigitalstrategyfor the West End

Analysis

Investment in infrastructure: an accurate understandingoffuturedemandneedstobeestablished for the West End in order to underpin

long-termplanning.TheWestEndhasanextremelyhighandgrowingdensityofelectricitydemand17and,asidentifiedbyanumberofbusinesses18, developers19 and planners20 who gaveevidencetotheCommission,thisdensityofdemandcreatesproblems,includinglonglead-intimesforsecuringnewelectricityconnectionsandcapacityconstraintsacrossthenetwork.

Thedevelopmentofnew,highquality,energyefficient,mixeduse/officespaceisakeyfactorinmaintainingtheWestEnd’songoingeconomiccompetitiveness.22Anadequatepowerinfrastructureisapre-requisiteforsuchdevelopmentandthewayitissupplied,managedandregulatedhasasignificantimpactontheWestEnd’sandLondon’sdevelopmentasawhole.Thereisaconcernamongstdevelopersthatthecurrentapproachtoinvestmentinthenetworkmustbe

Density of electricity demand 21

Non-Transport Infrastructure

17WestminsterCityCouncil,writtenevidencetotheWestEndCommission;LondonBoroughofCamden,writtenevidencetotheWestEndCommission

18Theatres,informalverbalevidencetotheWestEndCommission18WestminsterPropertyAssociation,writtenevidencetotheWestEndCommission

20 Westminster City Council informal verbal evidence to the West End Commission; London BoroughofCamden,2010,CoreStrategy;GreaterLondonAuthority,2011,TheLondonPlan

21CityofLondon,2011,CoreStrategy22CBREEllis,2012,WestEndCommissionSocio-economicAnalysis

GROWTH44

improvediftheWestEndisgoingtohaveasecureenergysupplyoverthelong-term.InitsevidencetheWestminsterPropertyAssociationhighlightedthat‘securityandresilienceofenergysuppliesareagrowingconcern.ThisisanissuewhichgoestotheheartofUKenergygeneration,distributionandregulation.TheneedsoftheWestEndarequiteexceptional,innationalterms,andsimilartothoseoftheCityofLondon...thereisanurgentneedtomakerealprogress.’

Thecurrentregulatorysystemprovideslimitedincentivesforinvestmentaheadofdemand,creatinguncertaintyfordevelopersandoftenadditional cost if new power substations are neededtoguaranteeenergysupply.ThroughtheirstatutoryspatialplanningprocessandsettingofaCommunityInfrastructureLevy,theboroughshave the mechanism to identify and prioritise infrastructurerequirements.However,boroughsdo not have the power to mandate investment in electricity infrastructure and electricity supply will onlybeimprovediftheregulatorallowsinvestmentaheadofdemand.23TheCommissionbelievesthatswiftactionshouldnowbetakentoimplementanewapproachtoinvestmentinenergysupplyaheadofdemandthatbuildsonthewell-establishedbodyofevidence.24 Such an approach should include lookingatgreateruseofinnovativesourcesofenergysupplysuchastheuseofhydrogenfuelcells,blockordistrictcombinedheatandpowernetworks,anaerobicdigestionandwastetoenergy25.

Addressing weaknesses in capacity: the new West End partnership should establish a proactive approachtoanticipatingcapacityissuesonwater,powerandothernetworks.ItisclearthattherearealreadyweaknessesintermsofbothcapacityandmaintenanceofinfrastructurewhichareimpactingadverselyontheperformanceoftheWestEnd.Thisisaproblemoftodayanditneedsaddressingnowbyallpartnersaswellaslookingtohowthesituationcanbeimprovedforthefuture.Thenatureof the West End means that similar issues may well ariseinthefutureforotherutilitiesandnetworks.Forinstance,overtheperiodinwhichthisreport

wasbeingwrittenRegentStreet26 was closed for 3weeksfollowingacollapsedwatermain.Theimpact of uncertainty over electricity supply was alsohighlightedbyevidencegivenbytheatres,whichhighlightedtheproblemoffrequentpoweroutages27:forexample,a10hourpowercut28 on 13March2013inCoventGardenandSohoforcedtheatres to cancel their shows and businesses to close.

ThenewWestEndpartnershipprovidesanopportunitytobuildonexistingwork,improvecoordination between partners in areas such asstreetworksandincreasepressureontheregulatorsandotherrelevantstakeholders.Thecoordination,financingandimplementationofsolutions will be a complex issue which needs toinvolveabroadrangeofpartnersanditissuggestedthatthenewWestEndpartnershiplooktoexploretheseareasasamatterofpriority.

Digital: the new West End partnership should developaclearlong-termdigitalstrategyfortheWestEnd.ThefuturehealthandsuccessoftheWestEndwilldependtoalargeextentonitsabilitytorespondtoinnovationsintechnology,particularlydigitaltechnology.AsevidencefromNewyorkCityshowed,itwasfirstamongallworldcitiesfortechnologyreadinessin2011duetoitsimpressivepreparationforthedigitaleconomy,anddynamicsoftwareandmultimediasectors.29

Newdigitaltechnologiesareacceleratinginnovation,andtransformingcoreelementsoftheWestEnd’sindustry,mediaandpublicservices.Forexample,digitaltechnologiesarevitaltothemulti-millionpoundtransactionscarriedouteachdaybytheWestEnd’shedgefunds.WestminsterCityCouncilgaveevidencetotheCommissiononhowtheWestEndpopulationisamongstthemostcomputerliterateintheworldandhowitisusingnewtechnologies.30King’sCollegeLondongaveevidenceonhowitslocationalongsidetheLSEintheheartoftheWestEndfacilitatesgrowthininnovation,technologyandexpertiseinthecreative,technology-basedindustries.31

23TheseissueshavebeenpickedupbytheWestminsterInfrastructurePlanandbyvarioushighlevelworkingpartiesinvolvingtheboroughsandtheMayor.

24ThemostrecentreportwascommissionedbytheCityofLondon.See:SouthEastEconomicsandStephenJonesAssociates,2012,deliveringPower:TheFutureofElectricityRegulationinLondon’sCentralBusinessdistrict

25WorkhasbeencompletedinCamdenandisunderwayinWestminstertoexaminetheseissues

26BBCNews,http://www.bbc.co.uk/news/uk-england-london-21732990[accessed23April2013]

27Theatres,informalverbalevidencetotheWestEndCommission28BBCNews,http://www.bbc.co.uk/news/uk-england-london-21776058[accessed23April2013]

29PartnershipforNewyorkCity/PricewaterhouseCoopers,2011,CitiesofOpportunity30ForinstanceitisdevelopingaparkingappthatallowsdriverstofindtheclosestparkingspaceandbrokeringadealwithO2toprovideWi-FiacrosstheWestEnd

31King’sCollegeLondon,writtenevidencetotheWestEndCommission

However,iftheWestEndistocontinuetoleadininnovativeindustriesofthefuture,itiscriticalthatitsbusinesses,universitiesandresidentshaveaccesstocompetitivedigitalcommunicationsinfrastructure.IntheCommission’sviewthisshould include:

• Astableandfast4Gmobilenetworkthatcandeal with all operators

• ContinuedaccesstoWi-Fiforallpublicareasinthe West End

• AdevelopedandinclusiveNearFieldCommunicationnetwork

• Betterdigitalsignageinstreetstoadviseofclosures,roadworksandadvancewarningsofeventactivity.Thiscouldthenbeaccessedremotelytoavoidunnecessarycongestionasmotoristsandothersseekalternativeroutes

• AnintegratedCCTvnetworkthatlinkspublically funded cameras to private CCTvinstallations

• Smarteruseofdatatoimproveaccessto public services


Aclearforwardstrategyisalsorequiredfornon-transportinfrastructureprovisionsuchasenergy,waterandtelecommunications,involvingtheproviders,distributionnetworkoperators,utilityregulators,businessandlocalandcity-widegovernment.TheresponsibilityforleadinganddeliveringthisshouldliewiththenewWestEndpartnership.Aspartofthiswork,wearerecommendingthatanumberofoptionsarefullyevaluatedtoencourageinvestmentinadvanceofcommitted future demand to reduce disruption and protectpublicrealm,alongsidetheencouragementof decentralised and low carbon sources of power supplyandvariousfuelandwastemanagementefficiencymeasures,includingarobustretro-fitprogrammeforexistingbuildings.Workingwithtechnologyproviders,thenewWestEndpartnershipshouldalsodevelopaclearlong-termdigitalstrategyfortheWestEnd.

• ThenewWestEndpartnershipshouldlookto secure improved consultation between providerssuchasUKPowerNetworksandThamesWater,distributionnetworkoperators,developers,LondonBoroughsandtheGLAto

developanaccurate,commonunderstandingoffuture expected demand in order to informinvestment.

• ThenewWestEndpartnershipshouldconsiderthe extent to which flexibility can be built into theelectricitynetwork,forexamplethroughinvestmentincapacityinselectedsub-stationsorinductingaheadofneed.Thecostandbenefitsofinvestinginsharedductworkusedby more than one utility to lessen the impact on the public realm of repeated installation and repairworksshouldbeexaminedasamatterofurgencyandpilotedtoshowifthesesystems,widelyusedinsomeothercountries,wouldprovide real benefits to prevent disruption and betterprotectthepublicrealm.

• Proactiveassessmentoflikelyfuturepressuresandconstraintsonothernetworksandutilities,includingtheincreasinglyvitaltelecommunicationsnetwork,shouldbeprioritisedbyallpartners.Theregulatorybodies for each of these utilities should examinewhethertheinvestmentcaps,andotherincentivesorbarrierscanbechangedtospeeduptheupgradingandrenewaloftheinfrastructurenetworks.

• InviewofthepressingdemandforamoreresilientsupplyofenergytotheWestEnd,the new West End partnership should explore whether better use can be made of local decentralised and low carbon sources of supply such as district combined heat and power schemes,anaerobicdigestion,energyfromwasteandhydrogenfuelcells,andwhethermorecouldbedonetoretrofitexistingbuildingstoimprovetheirenergyefficiencyand reducedemand.

• ThenewWestEndpartnership,workingwithtechnologyproviders,shoulddevelopaclearlong-termdigitalstrategyfortheWestEnd.ThisshouldformpartoftheWestEnd’sstrategicregenerationframework.

GROWTH 45

Major issues

• AddressingtheneedsoftheWestEnd’sextremelydiversebusinesscommunity,whichincludesalargenumberofsmallandlargebusinessesandcomplexclusteringofsectors

• Establishingaclearevidencebaseasabasisforastructuredapproachtosupporting specific sectors

• EstablishingaclearvisionforthefutureoftheWest End economy

• Highlightingtheunintendednegative

consequencesfortheWestEndofsomenationalplanningpolicyandmakingthecasefor flexibilities

• ImprovingandstrengtheningthemechanismsforrespondingtotheneedsoftheWestEnd’ssmall and medium sized enterprises

Analysis

Strength and diversity

TheoverallimportancetothenationaleconomyoftheWestEnd’ssuccessisunquestionable.The

WestEndisahighlybusiness-focusedareaofthecountry,with1,447firmsper10,000populationcomparedwith514fortherestofLondon.Theareaaccountsfor17%ofthecapital’soutputand20%ofallemploymentinLondon.

TheWestEnd’sbusinessbaseisextremelydiversewithonlythe‘professional,scientificandtechnical’sectoraccountingforgreaterthana10%share.32

Business

EMPLOYMENT SIzE0 to 4 5 to 9 10 to 19 20-49 50-99 100-249 250+ TOTAL

Camden 16,270 2,775 1,490 785 320 185 160 21,985

City of London 8,840 2,055 1,360 740 355 215 210 13,775

Hackney 8,410 1,255 585 280 85 50 30 10,695

Islington 9,305 1,510 885 465 180 90 85 12,520

Lambeth 8,190 935 470 260 75 65 40 10,035

Southwark 9,030 1,485 830 470 170 100 80 12,165

Tower Hamlets 8,350 1,280 605 330 135 95 75 10,870

Westminster 28,035 6,215 3,615 1,635 660 425 350 40,935

Business in the City and fringe boroughs by number of employees

Source:ONS,October2012

Production 3% Construction

5% Motor trades 1%

Wholesale 4%

Retail 9%

Transport & storage

1%

Accommodation & food services

7%

Information &communication

10%

Finance & insurance

5%Property

7%

Professional,scientific &

technical23%

Businessadministration

and support services

9%

Arts, entertainmentrecreation and other

services10%

Public Sector 6%

West End’s Business Base by Sector 2012

32 BusinessRegisterandEmploymentSurvey,2011,citedinCBRE,2012,WestEndCommissionSocio-economicAnalysis

GROWTH 47

ImagesofbusinessintheWestEndwillusuallyfeatureflagshipretailers,largeculturalorganisationsandglobalheadquartersbuttherealityisratherdifferent.AcrosstheCityofWestminstermorethan85%offirmsregisteredforvATinthelocalauthorityareaconsistoffewerthan10employees.33Thereisevidencetosuggestthat,perhapsunsurprisingly,itisthesecompaniesthathavesufferedmostsincetherecessiontookhold.34

Diversity and business clusters – local authorities andtheMayorshouldtakeanintelligence-basedapproachtosupportingtheWestEnd’scrucialbusinessclusters.TheWestEndischaracterisedbytheexistenceofoftenclearlysegmentedbusiness clusters some of which are internationally renowned.Theimportanceofspecificuseclusters,suchasbespoketailoringonSavileRow,artgalleriesonCorkStreet,medicalusesonHarleyStreetandcreativeanddigitalindustriesinSoho,MaryleboneandFitzroviatotheWestEnd’scharacter,aswellastothebroadereconomy,wasraisedbymanyofthosesubmittingevidencetotheCommission.TherepresentationsfromtheLondonChamberofCommerceandIndustry(LCCI)wereparticularlypersuasiveinthisregard:

‘Theeconomiesofagglomerationarewelldocumentedandcannotbeoverstated.ItisoneofthemainreasonsforLondon’seconomicstrength,andtheWestEndinparticular.Forexample,thesuccessofthecreativeindustriesinareaslikeSohoisinnosmallpartduetothesurroundingbars,restaurantsandshopsthatactasamagnetforyoung,creativeentrepreneurs.ThesuccessofaneventlikeLondonFashionWeekcannotbeseparatedfromthesuccessofplaceslikeOxfordStreetandBondStreetandtheyare,infact,mutuallyreinforcing.AttemptstorejuvenatetheWestEndmustbeawareoftheseagglomerationeffectsandmustseektobemorecreativewhenthinkingaboutwhattypeofbusinessesanareashouldbetryingtoattract.Ultimately,LCCI’sstrongbelief is that small businesses are often the most likelytoofferthekindofinnovationandrenewalthatallowsareasliketheWestEndtocontinuetothrive.’35

SaveCorkStreet,acampaigngroupestablishedtoprotect the status of the street as an international focusfortheartworld,notedthat‘Thereisnoother

street in London or indeed Europe that comes close to this concentration of contemporary art galleries’andquotedanartistwhohadsignedits10,000-strongpetition:‘IhatetothinkthatthishallowedBritishculturalinstitutionmightbelostforever...CorkStisasortofinformalcongressofsomeofthebestthatarthastooffer.’36Theartandantiquedealers’associationsmadethecaseforthetradeasa‘majorBritishsuccessstory’,citingtheUK’s22%shareoftheinternationalartandantiquestrade,valuedat£9.4bnanddirectlysupporting60,000jobs,andnotingthatathirdofthethreeassociations’1000-strongmembershipwasconcentratedinMayfairandStJames’.37 SavileRowBespokesimilarlyemphasisedSavileRow’seconomicimportance,citingitscentralitytoLondon’s‘luxuryquarter’.38 Savile Row is already covered by a Special Policy Area in Westminster’s planningpolicy,givingitofficialrecognitionasanimportantclustertobeprotected,whileboththeSaveCorkStreetcampaignandtheartandantiquedealers’associationsmaderepresentationsforsimilardesignationstobeextendedfurther.However,itwasalsonotedthattheeconomicdynamism of the area depended on such policy beingappliedintelligentlyinthewidereconomicinterest,andthatthetime-consumingprocessofdesignatingSpecialPolicyAreaslentitselftoanarrowgeographicfocusandmightnotalwaysbeachievableforsmallerorlesswell-knownagglomerations.

TheCommissionunderstandsandsympathiseswiththearguments.Thediscussionthatshouldtakeplacenowistowhatextentpolicymakersshouldinterveneinthemarkettoperpetuate,enhanceorevenhelptocreatenewclusters,andatwhatpointexistingagglomerationsandgroupingsofbusinessesqualifyforspecialrecognition.Attentionneedstobepaid,however,toensurethat the credentials of a specific cluster is proven beforepoliciesarewrittenandthatplanningauthorities are able to move swiftly to declassify special policy areas should the economic and socialjustificationbeweakenedbygeneralmarketforcesandwiderdevelopments.Thereisacase,therefore,forexplicitlytime-limitedspecialpolicies,tobereviewedatregularintervals.Reviewsofoutdatedspecialpolicyareasdoalreadytakeplaceduringtheprocessofstatutoryplanningbutswifterresponseswouldbebeneficial.Supportfor

33 Inter-departmentalBusinessRegister,201034LondonBoroughofCamden,writtenevidencetotheWestEndCommission(economicdevelopmentappendix)

35 LondonChamberofCommerceandIndustry,writtenevidencetotheWestEndCommission

36 SaveCorkStreet,writtenevidencetotheWestEndCommission37 SocietyofLondonArtdealers,BritishAntiquedealers’AssociationandLAPAdA,written

evidence to the West End Commission38 SavileRowBespoke,writtenevidencetotheWestEndCommission

West End’s Business Base by Sector 2012

GROWTH48

businessgroupingsgobeyondplanningpolicies:WestminsterCityCouncil,forinstance,hasrunaspecificprogrammeforcreativeindustriesbusiness promotion to help promote local businessesoninternationalstages.

AstheHouseofStBarnabasnotedinitsevidence,thereisalongtraditionofWestEndlandownerslookingbeyondimmediateprofittosupportenterprise:‘whenNo.1GreekStreetwasfirstbeingdevelopedin1679,therewasaninitialpeppercornrent to allow the timber merchant to build the housebeforetherentwentupto£20ayearwithatenshillingcontributiontothemaintenanceofthenewsquare’.39SavileRowBespokeinformedtheCommissionofanagreementithadbrokeredwiththemajorlandownerintheareatosecureanongoingcommitmenttoretainingfloorspacefortailoring.40LocalauthoritiesandfledglingNeighbourhoodForumsmayconsiderplayingaroleinhelpingtoestablishsimilarundertakingsinotherareasandforothersignificanttradesandsectors.

Building an evidence base–athoroughanalysisshould be compiled to assess the costs and benefitsofthemeritsofsupportingoneorseveralsectors over any others that are prominent in the WestEnd.Thisshouldbeusedtoassesscurrentandfuturemarkettrends,particularchallengesforsectorsandopportunitiestoprovidearigorousevidencebaseforthecontinuation,expansionor development of policies to support individual clusters.Inlightofthecurrentfinancialsituationandlackofpublicresourcesitwouldalsobeextremelysensibletoobjectivelyevaluatecurrentandprevioussector-specificpolicyinterventionsin operation in the West End area to assess theirsuccessandlearnlessons.ThisviewwassupportedbythemoregeneralsuggestionbytheNewWestEndCompanyBusinessImprovementdistrictinitssubmissiontotheCommissionthat‘the West End would benefit from a wholesale reviewofsurveydatawiththeobjectiveofprovidingacompellingevidencebasetoillustratetheimportance of the district and to support its case forbothpublicandprivatesectorinvestment’.41 TheCommissionconcursthatwhenitcomestoformulatingpoliciesdesignedtosupportbusiness,

thelackofanyobviousintelligencetosupportone approach over another is unsuitable when consideringtheeconomicsignificanceofthe areaconcerned.

TheprocessofgatheringevidencefortheCommission has demonstrated the importance of businessrepresentationincentralLondon.Thoseorganisationsthatcancometogethertospeakwithasinglevoice,onthewhole,haveachievedbetterresultswheninfluencingthepoliciesofauthorities.

A clear vision for the future of the West End – developingaclearapproachisessentialnotonlytothe West End’s own vibrancy and success but also to its national and international role as a business hubandmarketplace.Thediversityofbusinesssectors,sizesandtheirspreadacrossthewiderWestEndareadiscussedabove,coupledwiththecomplexwebofgovernanceandleadershipreferencedelsewhere,hascreatedavisiondeficitthathasthepotentialtodamagethearea’sfutureeconomicsuccess.Whilecomparabledistrictsnationallyandinternationallymay,withamoreeasilyarticulatedbusinessinterestandthroughaclearerleadershipstructure,beabletopromoteadecisiveanddigestiblevisionforfutureeconomicsuccess,theWestEndwillincreasinglysufferwithouteffectivelydefiningandarticulating itsfuture.

Itwouldnodoubtbeaconsiderablechallengetoaligntheinterestsofthemanyareasandstreetsand different sectors that are prominent in the area buttheprizeofattractinginvestment,promotingtheareaandidentifyingcollectiveopportunitiesshouldprovidethenecessaryincentive.Thiswillrequirematurityfromthoseinvolvedtoensurethatdisputes over narrow sectional interests do not hamper the collective successes that could beachieved.

AnewpartnershipbodycouldplayaroleinhelpingtoagreeaclearvisionfortheWestEnd’seconomy,thinkingstrategicallyabouttheopportunitiesandchallengesfacingtheareaoverthecomingdecadewhilstavoidingdisputesrelatingtoday-to-dayoperationalissues.

38SavileRowBespoke,writtenevidencetotheWestEndCommission39HouseofStBarnabas,writtenevidencetotheWestEndCommission

40SavileRowBespoke,writtenevidencetotheWestEndCommission41NewWestEndCompany,writtenevidencetotheWestEndCommission

Application of national policy – West End local authoritiesandtheMayorshouldcontinuetohighlightthatthedevelopmentofnationalplanningrulesandpoliciesthatmaybeeffectiveinmeetingnationalobjectivescanoftenleadtounintendednegativeconsequencesforanareaasdistinctastheWestEnd.Forexample,theLondonBoroughofCamdenandWestminsterCityCouncil,withstrongsupportfromtheMayorofLondonhavemadethecase to ministers for an exemption for the Central ActivitiesZone(CAZ)fromproposalsthatwouldmakeiteasierforcommercialpropertyownerstousepermitteddevelopmentrightstoconvertpremisesintoresidentialaccommodation.Becauseof the relative financial returns available from residentialandcommercialusesthereisadangerthatwidespreadconversioncouldtakeplacethatwould lead to a permanent and drastic alteration inthecharacteroftheWestEnd.TheWestEndCommissionsupportseffortsbytheMayorandtheboroughstoexempttheareafromrulesthatwould threaten an area of economic activity that is enormouslyimportanttothesuccessofUKplc.

Concernshavealsobeenexpressed,particularlystronglybytheLondonBoroughofCamdenandalsobyWestminsterCityCouncil,withregardstothe Government’s plans to allow for unrestricted temporarychangesofusebetweendifferenttypesofcommercialpremises.Theseproposalswerefelt to be demonstrably unnecessary in the West End and the wider central London area due to low vacancyrates,andlikelytoleadtounintendedconsequencessuchasthecompromisingofexistingpoliciestoprotectspecialistretailareasandthedegradationoftheWestEnd’suniquecharacter.AtnopointduringtheCommission’sevidencegatheringwastheissueoflocalauthorityinflexibility around commercial to residential use conversionsraised,norwasanystrongcasemadefortheunrestrictedswitchingbetweencommercialuseclasses,anditisevidentthatthesepoliciescouldharmtheWestEnd’slong-termcommercialprospects.

Responsiveness to business – even in a time of economicconstraint,localgovernmentshoulddomoretoensurethattherequirementsofbusinessesaremetbyimprovingresponsivenessandunderstandingoftheirconcernsanddemands.A recent survey of local businesses commissioned byWestminsterCityCouncilfoundthatsignificantnumbers of respondents believed that the council shouldhaveadesignatedpointofcontactforfirmsandentrepreneurs,improvecommunicationordomoretofindoutabouttheneedsofbusinesses.42 Muchofthisrelatestoservicestandards.Localauthorities are often very sensitive to the needs ofresidentsandgoodatrespondingtotheirconcerns but do not extend the same standards tobusinessstakeholders.FurtherinformationfromWestminster’sbusinesssurveysuggeststhatbusinesssatisfactionlevelswithplanningandlicensingservicesprovidedbytheCityCouncildeterioratedsignificantlybetween2003and2012.Thesearetwoservicesthatarehighlyimportantfor the future economic competitiveness of the WestEndandfurtherconsiderationisrequiredastowhysatisfactionhasslippedfrom51%to30%forplanningandfrom54%to47%forlicensing.SpecifictotheWestEnd,itisalsoworthnotingthatsatisfactionwithWestminsterparkingservicesisfarlowerthantheWestminster-wideaveragealthoughtheCommissionnotesthatthismaybeashort-termaffectarisingfrompolicychangesthatwererescindedinJanuary2012orthefactthatthereislikelymoreintensecompetitionforkerbsideparkinginthisarea.

GROWTH 49

41WestminsterCityCouncil,2012,BusinessSurvey2012

GROWTH50


ThecriticalroleoftheWestEndtothenationalandregionaleconomyiswithoutquestion.IthasthelargestandmostdiverseconcentrationofjobstobefoundanywhereintheUKandisahubforsectors,includingcommercialandprofessionalservices,retail,entertainmentandculturalservices.Crucially,itishometoavastnumberofsmallbusinesses – some in historic clusters – which notonlyaddsignificantvaluetothecharacterofthe West End but in many cases also create the essentialplatformforbusinessincubation,notablyindigitalandnewtechnology.

Thislevelofcomplexitydemandsasophisticatedbusiness-ledapproach.Itmustembracethedifferentneedsoflargeandsmallbusinesses,recognisethedifferentrequirementsofinternationalanddomesticbusinesses,andsupportspecificneedsacrossarangeofdistinctivesectors.Aone-size-fits-allapproachtobusinessexpansion will not respond to the needs of all businesses.Anewpolicymustalsoevaluatethedifferentskilldemandsofbusinesses,howlabourmarketproductivitycanbestrengthenedthroughoutthecity-widearea,theneedtodrivedigitaltechnologyandaccess,andgenerallyhowbusinesses,largeandsmall,canflourishandcontinue to contribute to the character and diversity oftheWestEnd.

ThegloballyrecognisedroleoftheWestEndfor business means that the need to respond to competitivethreatsandchallenges(technology,changingconsumerdemand,globaleconomicpatterns,security,etc.)isessentialtobuildingandmaintainingastrongbusinessclimate,brandandreputationforattractivecorporate,visitorandenterpriseeconomies.Thistaskwillalsorequireastrongintelligencebasetomakeinformeddecisions about what clusters must remain in the WestEndandhowtosupportthem,encouragingagreaterroleinincubationforLondongenerallyandtherestoftheUK.Thiscouldincludetheopportunitytocreateajointdataobservatoryfunction,initiallyfocusedonbusinessbutwiththepotentialtoexpandintootherareas.Thepolicymustalsorecognisethat,witheconomicsuccess,externalitiesemergewhichneedtobetackledifsuccessistocontinue.Theseinclude,forexample,congestion;inflation;intensecompetitionforland;crimeanddisorderandstrongercompetitionfromotherplaces.Thenewgovernancemodelwhich

theCommissionisadvocatingmustbeabletointernalisesomeofthebenefitsofsuccess(suchasthroughnewfinancialinstruments,businessrateretention,etc.)inordertotackletheseexternalities.

ThenewWestEndpartnership,workingwiththecentralLondonallianceofboroughsandwithbusiness,needstodevelopaclearpolicyforbusiness in the West End as part of the broader visionforthearea.Suchapolicymustaddressthecomplexity of the West End and how to address competitionandchangingtrends.Anevaluationframeworkneedstobedevelopedwhichaddressesmanagementrequirementsandimpacts.Androbustprogrammesneedtobecreatedwhichdealwiththespecificrequirementsfor:improvingthebusinessclimateandenvironment;buildingandmaintainingastrongWestEndbrand;andrespondingtothespecificneedsoflargefirmsandemployers,investorsandowners,historicbusinessclustersandSMEs.TheexecutiveofthenewWestEndpartnershipwillhaveaclearroleinco-ordinatingthedefinitionandexecutionofthispolicy.

PLACE•CRIME,SAFETy,NIGHT-TIMEECONOMyANdLICENSING •ENvIRONMENT •HERITAGEANdCULTURE •MARKETINGANdPROMOTION

TheWestEndisunderthreatfromenvironmentaldeteriorationandclimatechange,domesticandinternationalcompetition,changingtrendsincommerceandlifestyle,andthefailure,sofar,toaddressacute,butunintended,symptomsofsuccessandgrowth.Tocontinuetobesuccessful,theseexternalitiesmustbefullyaddressed.

WEST END COMMISSION

Major issues

• Meetingauniquepolicing,enforcementandlicensingchallengethroughacoordinatedarea-wide approach

• ObtainingnewpowersandapplyingnewflexibilitiestomanagetheWestEnd’snight-time economy

• Ensuringthattheresourceneedsofmaintainingaclean,safeandattractiveWestEndarefullyrecognised,includingbyGovernment,andmet

Analysis

With almost as many reported crimes a year as the citycentresofManchester,Leeds,LiverpoolandBirminghamcombined,theWestEndpresentsapolicing,enforcementandlicensingchallengelikeno other in the UK

0

5000

10000

15000

20000

25000

30000

35000

Cou

nt

29817

10526

7402 8170 8213

West End(Westminster)

City Centre(Manchester)

Central(Liverpool)

City & Hunslett(Leeds)

Ladywood(Birmingham)

(Source:police.uk)2

Crime, Safety, Night Time Economy and Licencing

All Crime Camparisons Within a 1 Mile Radius of Selected Wards

West End(Westminster)

46%

City Centre(Manchester)

16%

Central(Liverpool)

12%

City andHunslet(Leeds)

13%

Ladywood(Birmingham)

13%

Distribution of Crimes

PLACE 53

TheWestEndwillalwaysattractpeoplewiththeintentionofcommittingcrime.Thecomplexityofitstransientpopulation,denseconcentrationoflicensedpremisesandhighprofileastheheartoftheUK’scapitaltogethercreateadayandnight-time economy which is potentially fertile territory forcrimeanddisorder.TheWestEndis,bysomemargin,thehighestprofiletargetareaintermsofterrorism,withaplethoraofgovernmentanddiplomaticbuildings,iconicsitesandareaswithamassivedailyincreaseinpopulation,allofwhichmaketheWestEndattractivetoterroristactivity.WiththeUndergroundclosingat1amandpublictransportreducedperhapswhenitismostneeded,many visitors find themselves made vulnerable to bothacquisitiveandviolentcrime,simplybybeingcaughtupinanunfamiliararea,withreducedpublic transport options available when they are perhapsmostneeded.3

Givenitsreputationasaretaildestination,the WestEndhasparticularlyhighlevelsofretailcrime.Overthesixyearsbetween2006and2012,retailcrimeintheWestEndhasrisenby7.6%,comparedtoa2.3%increaseacrossalltypesofcrime.Inparticular,thecategorydescribedas‘theft:person’,whichispredominantlypick-pocketingandbagtheft,hasrisenby92%(2,645crimesin2006to5,096inthetwelvemonthsto31stOctober2012).Theftfromshopshasrisenby32%and personal robberies have more than doubled at 103.4%(417offencesin2006and848inthesameperiodin2012).4

An area strategy for the West End – West End partnersshouldestablishajointcommunitysafetystrategybetweentheMayor’sOfficeforPolicingandCrime,boroughcommanders,CamdenandWestminsterCityCouncilsandtheirlicensingandcommunityprotectionteams.despiteitsvulnerabilitytocrime,theWestEndlacksaclearplace-basedstrategytotacklecrimeandanti-socialbehaviouracrossboroughboundariesandco-ordinatetheeffortsofallstakeholdersaroundsharedpriorities.Forinstance,theCommissionreceivedevidencesuggestingthattheexistingapproachtopolicingcanleadtocrimebeingdisplaced from one side of the border to the other

inordertoseekahavenfromspecificpolicingoperations.5

Creatingandmaintainingasafe,attractiveandclean public environment is also of enormous importancetobusinesses,landownersandlicensed premises6operatingintheWestEnd.AsrecognisedbyShaftesburyPLC’sevidencetotheCommission,thepublicperceptionofanarea,andtheirpositiveexperienceofit,isfundamentaltosustainingrepeatvisits.TheWestEndwillsufferunless it offers a public environment which meets thestandardsexpectedbyvisitors,businessesandresidentsofamodern,prosperous21stCenturycity.7

Aplace-basedstrategywouldlookatdataandpolicing/nuisancemanagementandresourcinginitiatives across the West End as a whole rather thansplittingitintodifferentareas.ExperienceinNewyorkshowsthepotentialbenefitsofthisapproach.InMidtownManhattan,forexample,theapplicationofbroaderplacemanagementschemessuchastacklingthesexanddrugindustries,crime,homelessness and improvements in the public realmhaveprovidedapositivechangetotheareaand boosted the international reputation of areas suchas42ndStreetandTimesSquare.

Managing the unique pressures of the evening and late-night economy–licensingpolicyforthe West End should ensure a clear distinction betweentheeveningandnight-timeeconomies,whilsttheareashouldbeabletoexercisegreaterpowerstoregulateorbanparticularissues,notablytheuseofpedicabs.Hometoover3,000licensedpremises,theWestEndhasthelargestandmostdiverseofferofrestaurants,theatres,bars,pubs,casinosandclubsinthecountry.Thiscreatesuniquepressures–LeicesterSquarealoneseesover225,000visitorseverySaturdaynightand,withsuchahighconcentrationoflicensedpremisesandvisitors,levelsofalcoholconsumptionandresultantalcohol-relatedcrimearemuchhigherin these areas than in any other part of London ortheUK.8ButitalsocontributestotheuniqueculturalofferoftheWestEnd,attractingvisitorsfromacrossLondon,theUKandtheworldtovisititsworld-classrestaurantsandtheatres.

Distribution of Crimes

1 MetropolitanPoliceService,writtenevidencetotheWestEndCommissionwww.police.uk[accessed:06.02.2013]ForWestEnddatasee:http://www.police.uk/crime/?q=City+of+Westminster%2C+London+WC2H+7LH%2C+UK#crimetypes/2012-01

2 ForBirminghamdatasee:http://www.police.uk/crime/?q=Birmingham%2C+West+Midlands+B15+2EH%2C+UK

ForLeedsdatasee:http://www.police.uk/crime/?q=Leeds%2C+West+yorkshire+LS11+5BJ%2C+UK#crimetypes/2013-02

ForLiverpooldatasee:http://www.police.uk/crime/?q=Liverpool%2C+Merseyside+L3+8AQ%2C+UK#crimetypes/2013-02;ForManchesterdatasee:http://www.police.uk/crime/?q=Manchester

+M2+4AA%2C+UK#crimetypes/2012-013 MetropolitanPoliceService,writtenevidencetotheWestEndCommission4 MetropolitanPoliceService,writtenevidencetotheWestEndCommission5 verbalevidencetotheWestEndCommission,6december6 Heaven,writtenevidencetotheWestEndCommission;ShaftesburyPLC,writtenevidenceto

the West End Commission7 ShaftesburyPLC,2012,writtenevidencetotheWestEndCommission8 MetropolitanPoliceService,2012,writtenevidencetotheWestEndCommission

PLACE54

Thediversityofthisofferdoesnotfitwithinthestandarddefinitionofthenight-timeeconomy,which usually classifies all economic activity thathappensbetween6pmand6amwithinthesamecategory.Instead,theevidencereceivedbytheCommissionsuggeststhatthereisaneveningeconomy,characterisedforexamplebyrestaurants,theatres,casinos,livemusic,etc.thatisdistinctfromthenight-timeeconomy,characterisedbybars,pubsandclubsthatofferlatenightdrinking.Thescaleandcomplexityofthisactivityrequiressophisticatedlicensingpoliciesandstronglocalmanagementofpolicingandenforcement.

ThecurrentlicensingregimeisbasedontheLicensingAct2003,whichcontainstheunderlyingassumptionthatallowinglicensableactivitieswillavoidtheissuesassociatedwithfixedclosingtimes.Experienceshowsthatthisisnotthecase.Thereisacleardistinctionbetweentheeveningandnight-timeeconomies,withacut-offpointaroundmidnight,althoughdifficulttodefineprecisely.Restaurantscateringfortheatregoerswouldseetheendoftheeveningaslateas1am,whilstfornightclubsthestartofthenightisaround11pmtomidnight.Theeveningeconomyprovidesmoreemploymentandlessnuisanceandthenight-timeeconomythereverse.

TheCommissionrecommendsthatthisdistinctionismadeclearerwithinthelicensingpolicieswhichcovertheWestEndsothatgreaterflexibilityintermsoflicensingconditionscanbeappliedto‘evening’activities.Whilethisisalreadyimplicitintheuseof“CoreHours”inWestminsteror“FrameworkHours”inCamdenitshouldbemademoreexplicitwithinthepolicy.

Alongsidetheseregulatorychallenges,theMPS,boroughs,businessesandresidentgroupsalsohighlightedtheinadequacyoflegislationdeterringunlicensedoperatorsfromprovidingunsafepublictransport,suchaspedicabsandunlicensedprivatehire.Theonlyavailablelegislationtoenforce

againstpedicabsisclauses5-7oftheMetropolitanPoliceAct1849whichreferstothe‘furiousridingofacarriageonthehighway’.Overwhelmingly,thebalanceofevidencewasinfavourofgivingtheMPSandboroughsgreaterpowerseithertoregulateorbantheuseofpedicabsintheWestEnd.9

Meeting the costs of enforcement: the Government shouldrecognisetheextentoftheunfundedcommitmentstakenonbyenforcementauthoritiesintheWestEndandshouldmodifyLateNightLevypowerstoensurethattheycanbetargetedat problem uses or premises in a particular geographicalarea.Maintainingaclean,safeandattractiveWestEndrequiresconsiderableresourceto both comply with and enforce local policies and thelaw.ThisisnotcurrentlyrecognisedinthefundingreceivedbyboroughsortheMetropolitanPoliceandcouldformafocusfornegotiationwithcity-wideandnationalgovernmentforanewpartnershipbody.

InitsevidencetotheCommission,theMPSmadeclearthatwhiletheSaferNeighbourhoodTeamsareintrinsictothecurrentandfutureoperatingtheycannotaloneprovidethelevelofvisibility,problemsolvingandinvestigationrequired.Initsview,a‘polluterpays’principleshouldoperatewherebylatenightlicenseesmeetthecostoftheadditionalenforcementrequired.10However,inevidencereceivedfrombusinesses,landownersand theatres11,concernwasexpressedthatexistinglegislationthatallowedtheMPStoexerciseaLateNightLevycouldonlybeappliedacrossanentireboroughandnotlocalisedtospecificareasoruses.Ifapplied,thiswouldmeanthatbusinessesin,forexample,Queen’sParkwouldhavetopayanequalsharetowardsthecostofenforcementintheWestEnd.ThissuggeststhatmoresophisticatedlegislationisneededthatwouldenabletheMPStoworkwithboroughstoapplyanight-timelevyonlytolicenseesinaspecificlocalityand/orforspecificactivitiessuchasnightclubswheretherewasstrongevidenceofcrimeoranti-socialbehaviour.

9 MetropolitanPoliceService,2012,writtenevidencetotheWestEndCommission10MetropolitanPoliceService,2012,writtenevidencetotheWestEndCommission

11 EngagementwithTheatres,9January,verbalevidencetotheWestEndCommissionInformal

PLACE 55

TheCommissionhasheardevidencethatalcohol-ledpremisesintheWestEndoperatingaftermidnightdoindeedgeneratethehighestlevelofcrime,disorderandnuisancenotonlyonorinthe immediate vicinity of the premises but also acrossthewiderarea.Therefore,alevywhichworksonthebasisthatthe“polluterpays”makesagreatdealofsense.TheCommissionthereforerecommendsthattheHomeOfficeworkwithACPOandtheMPSandalsotheLGAtoredesignthelevyso that it can be applied more accurately to ensure thatthosepremiseswhichcausetheissuemakethelargestcontribution.Someideasforthismightbe as follows:

• ItcanbeappliedacrossanSpecialPolicyArea• Certaintypesofpremiseswhicharenot

alcohol-ledcanbeexempted(e.g.restaurants,jazzbars,casinos)

• Basethelevyonvenuecapacityandnotjustrateable value

• Allowthecounciltodecideconditionswhich,ifincludedinthelicence,wouldallowapremisesto pay a reduced levy rate

Theredesignedlevyneedstobeearmarkedtopayforbothpolicingandcouncilservicesrequiredtomanagethenight-timeeconomy.Itshouldalsobenoted that the approach to this should be developed inconjunctionwithBusinessImprovementdistricts,whoseleviesonbusinessarealsoabletobeusedtotacklealcohol-relatedcrimeanddisorder.

Anysuchmovesneedtotakeontheconcernsofbusinessesandgroupsinthearea.Fromabusinessperspective,manylicenseeshighlightedtheuncertainty,complexityandcostofcomplyingwithWestminsterandCamden’slicensingpolicies.12Inspiteofamicablyresolvingnoisecomplainants,HeavenNightClubgaveevidenceonitsincreasinguncertaintyoverthefutureofthelicenseithasheldfor35yearsbecauseofwhatitperceivesasafailureoflocalplanningpolicytotakeintoaccountexistinglocalbusinesseswhenplanningnewresidentialdevelopments.13EquityandtheMusician’sUniongaveevidenceontheimportanceofensuringlicensingpoliciesthatsupported live music venues and called for further positivechangetolicensinglawsthatbuildontheLiveMusicAct14andderegulateotherformsofliveentertainment.


TheWestEnd’ssheerdiversityposesuniquechallengesinpolicing,enforcementandstreetscenemanagement.Therearealmostasmanyreported crimes in the West End as there are in thecitycentresofManchester,Leeds,LiverpoolandBirminghamcombined.Againstthisbackdrop,maintainingaclean,safeandattractiveWestEndisexpensiveandpolicingtherangeofactivitieslocated in the West End demands flexibility and close collaboration between the local police commandersandtheboroughsconcerned.

Thereisnosingleintegratedapproachtoneighbourhoodpolicing,licensingandcommunitysafetythroughouttheWestEnd.PuttingthisrightshouldbeakeypriorityforthenewWestEndpartnership.TheCommissionalsobelievesthatthelicensingpoliciesoftheboroughsshoulddrawaclearerdistinctionbetweeneveningactivities(broadly,entertainmentandfoodusesendingbyaround1am)andnight-timeactivities(broadly,alcohol-basedpremisesgoingonbeyondthistime)andallowgreaterflexibilitytotargetpolicyaccordinglytogeographyandtypesofusage.Thereisalsoaneedtodevelopaninvestmentandoperationalstrategyforcrimepreventiontechnology,includingCCTv.

We have been impressed with the submissions madetousconcerninghowaLateNightLevyshouldbeabletobedeployedinamoretargetedwaytohelpmitigatethenegativeexternalitiesofspecificlate-nightactivitiesandpremises.InconjunctionwiththeBIdsandotherstakeholders,furtherworkshouldbeundertakentomakethecaseforlegislativereformandtomaximisetheavailablefundingtotacklealcohol-relatedcrimeanddisorder.GovernmentshouldalsogivepowerstotheboroughsandtheMetropolitanPoliceServicetoregulateorbantheuseofpedicabs.

12CapriceHoldings,writtenevidencetotheWestEndCommission13HeavenNightClub,writtenevidencetotheWestEndCommission

14ThepassageoftheLiveMusicActwhichwillintroduceanexemptionfromtheLicensingActfor live music venues with capacity for fewer than 200 people from October 2012 onwards

Major issues

• AddressingtheWestEnd’spoorairquality

• Mitigatingandadaptingtotheeffectsofclimatechange

• Bringingagreaterfocustobearonenergyefficiency

Analysis

TheintensityofactivityintheWestEnd,includingtransportandmovement;usageofthepublicrealm;thegenerationofwasteandthedemandforenergy;placesignificantenvironmentalchallengesontheareawhilstalsomeaningthattheconsequencesoffailingtoprepareforfutureenvironmentalshockscouldbesevere.

Air quality–TheMayorshouldworktowardsfullimplementationoftheproposalsforStage5oftheLowEmissionZoneasawayofimprovingairqualityintheWestEndandLondongenerally.Ashighlightedbytheevidencereceivedfromseveralindividualsandorganisations,largepartsofcentralLondondonotmeettheEUlimitvaluesfornitrogenoxideemissions(NOx)andtheWestEndhashigherthanaveragelevelsofhumanexposuretoNOxasaresultofthevolumeofpeoplevisitingandworkinginthearea.15 A study commissioned by the Greater LondonAuthorityattributedover4,000prematuredeathstopoorairqualityinLondonin2008.Poorairqualityalsohassignificanteconomiceffects,e.g.throughexacerbatingsicknessabsenceduetorespiratoryandotherdiseases.Itisamajorconcernforresidentsandworkersandthiswasreflected in evidence received from resident’s

groups,developers,landownersandbusinesses.16 Transportsourcesareresponsibleforaround55%oftotalNOxemissions,withemissionsfrombuildingsaccountingforaround45%ofNOxemissionsintheWestEnd.17

Thereisalsoacriticalissuewithparticulatematter(PM10)emissionsoriginatingfromvehicles.

TheMayorandboroughseachhaveanairqualitystrategyandtherearearangeofinitiativesdesignedtoimproveairquality,including:

• AnewMayor’sAirQualityFundtofundprojectssuchaslowemissionGreenZonesaroundmajorpedestrianareas,schoolsandhospitals;freightconsolidationandimprovedlastmilelogistics;airqualityimprovementstohighstreets;andtrialsofnewlowemissiontechnologies

• CongestionCharging,whichwasintroducedin2003 and has demonstrated approximately a 20%reductionintrafficsinceitsintroduction,reducingemissionsbyaround16%

• TheLowEmissionZone,whichwasintroducedin2008toencouragethemostpollutingheavydieselvehiclestobecomecleaner,andplansfor an Ultra Low Emission Zone by 2020

• Over300hybriddiesel-electricbusesnowinserviceonthemajorityofroutesservingtheWest End

• Freightconsolidationschemes,suchasthatdevelopedbytheCrownEstateforRegentStreet

Environment

15GLAEnvironment,writtenevidencetotheWestEndCommission16StJames’sConservationTrustgaveevidenceonitsconcernwithproblemsassociatedwithairandnoisepollutioninWestminsterandtheirimpactonthecoreareaofStJames’s.WestminsterPropertyAssociation’sevidencecitedOxfordStreetashavingtheworstairqualityinLondonandbeing“ontrack”tobetheworstintheUKby2015.Publicagave

evidenceonthenegativeimpactofpoorairqualityandcongestiononthequalityoftheWestEnd’spublicspacesandvisitorandresidentexperience.

17WestminsterCityCouncil,2013,AirQualityActionPlan2013-2018,London:WestminsterCity Council

PLACE 57

WhiletheCommissioncommendsthesesteps,itbelievesthatbolderactionandcloserjointworkingbetweentheGLA,boroughs,transportoperators and businesses is needed to achieve the plannedreductionsinNOxandPM10emissions.ThisisimportantforthehealthofthecapitalandmaintaininganattractiveWestEndwherepeoplewillcontinuetowork,shop,liveandplay.Proposalsfor an Ultra Low Emission Zone in the West End should be treated seriously and scrutinised carefullyastothelikelyimpact(bothintheWestEndandinsurroundingareas,onresidentialandbusinessoccupiers,publictransport,wastecollection,freightconsolidationsystems,airqualityandtotalemissionsduetotravel)andhowtomanagethis.

Mitigating and adapting to the effects of climate change – Westminster City Council and the London BoroughofCamdenshouldworktowardsspecificlocal actions that will reduce the carbon emissions from the West End area as part of the council’s contributiontomeetingthestatutoryreductiontargetsintheClimateChangeAct2008.Inthefaceofexpectedclimaticchangesandincreasingenergycosts,andtheWestEnd’sintenseenergydemandandhighCO2emissions,actionisurgentlyneededtoensurethatenergyisusedmoreefficientlyandthatemissionsaresubstantiallyreduced.Thisshould include analysis of which forms of low carbonenergygeneration(e.g.districtheating,combinedheatandpowerplants,hydrogenfuelcells)aremostappropriatetothegeographyoftheareaandhowtoincentivisethem.Giventhehistoricnatureofthearea,energyefficiencyretrofitsoftheexistingbuiltstock,residential,commercialandmixedusewillbeessentialiftargetsareto beachieved.18 18WestminsterCityCouncilismakingprogressonthis,forexamplethroughtheRetrofitting

SohoinitiativeandthroughpoliciesintheCoreStrategyandCityManagementPlan

Nitrous Oxide Emissions

PLACE58

Inaddition,WestminsterCityCouncilandtheLondonBoroughofCamdenshouldworktoensure that the West End area becomes more resilientinthefaceofclimatechange–includingflashfloodingandheatstressimpactswhichare intensified by the urban heat island effect – throughaseriesofactionablemeasuresforthepublicrealmsuchasplantingschemes,waterfeatures,improvedgullycleaningschedulesandsustainableurbandrainage.Thisisessentialtoensurethelong-termsustainabilityofcommercialactivitiesandresidentwell-beinginthearea.TheCorporation of London should also be involved inthesediscussionsbecausedrainageflowingeastwards could exacerbate problems in the City ofLondon.

variousgreeningmeasuressuchasgreenroofsandwallsplayausefulpartinabsorbingemissionsandpollutants,noiseattenuation,managingmicro-climatesandhavetheaddedbenefitofmakingtheareamoreattractivetovisitors.


TheWestEndisatriskfromenvironmentaldegradationandclimatechangeand,withinLondonmorewidely,experiencessomeofthepoorestairqualitytobefoundinanycityinEurope.Thetransitiontoalow-carboneconomymustalsobecomeoneofthekeyobjectivesoftheWestEndpartnership,includingcoordinatingunderpinningprogrammesastheyrelatetoretrofitofbuildings,newenergyandwastesystems,andsupportingbusinessesindevelopingmoreefficientmodelsofoperation.PublictransportoptionsbeyondCrossrail,andchangingthebalanceinfavourofthepedestrianonkeystreets,willalsobeinfluentialinachievingchange.

BeforebringingforwardplansforanUltraLowEmissionZone,theCommissionbelievesamoreconcerted effort to implement the critical fifth phaseoftheexistingLowEmissionZoneshouldbeundertaken.ThenewWestEndpartnershipshould also conduct an analysis to assess the appropriateness for the area of different forms oflowcarbonenergygenerationandgreeningmeasures,aswellasacoherentandtargetedapproachtosustainabledrainageacrossthe WestEnd.

Major issues

• Securingthelong-termfundingoftheWestEnd’shistoricbuildings

• PreservingthehistoricalstreetlayoutoftheWest End

Analysis TheWestEnd’suniqueculturalheritageisamajordriverofitseconomiccompetiveness.Itisadrawfortouristsandakeyfactorinattractinginternationally competitive businesses from aroundtheworld.AstheevidencefromLondon&Partnersshowed,theWestEndisthemostvisitedareaofthecapital,containingmanyofthecity’smosticonicsitesandamenities,aswellasbeingthecentreofgovernmentandthemonarchy.Itsassetsaresomeofthemostrecognisablesymbolsof the city and its overall character as a series ofconnectedurban‘villages’isprotectedbyaninterlockingnetworkofconservationareas.Thismeans that the area acts as a crucial proxy for the wholeofthecapital,informingimpressionsandperceptionsofLondonamongoverseastourists,businessesandstudents.InLondon&Partners’view,theWestEnd’sworldclassculturalofferingisahugedrawforbothoverseasbusinessesandstudents-whocontinuallyemphasisequalityoflifeasbeinganimportantfactorindecidingwheretolocate.19TheevidencefromKing’sCollegeLondon

echoed the view that the West End’s cultural heritageprovidesanunparalleledattractionfornationalandinternationalstudents.20

Theviewthatitisimportanttomaintainpoliciesthat support the vibrant cluster of West End theatres and other cultural attractions was corroboratedbytheCrownEstate.InitsevidenceitcitedtheWestEnd’shistoricfabricasakeyfactorinmakingcentralLondonattractive.Itargued‘weshoulddomoretohighlight,enhanceandcherishthis asset and eliminate the factors that undermineit.’21

Securing long-term funding–TheGovernmentshouldaddressthelackofinvestmentinnationalassetsasamatterofurgency.Chronicunderinvestment in the West End’s historic buildings–particularlyGradeIListedbuildingsoccupiedbytheatres,museumsandgalleries–isputtingitspre-eminentculturalheritageunderthreat.Thereisalmostuniversalagreementonthe economic value of the West End’s cultural and builtassetstotheUKeconomy.TheirvalueshouldberecognisedandprioritisedthroughaspecificandjointstrategyagreedbetweenlocalauthoritiesandnationalagenciessuchasthedepartmentforCulture,MediaandSport,EnglishHeritageandnationallotterydistributors.Theobjectiveshouldbetohelpsecurethelong-termsustainabilityoftheWest End’s historic built environment to preserve oneofthearea’smainattractions.22

Heritage and Culture

19London&Partners,writtenevincetotheWestEndCommission20King’sCollegeLondon,writtenevidencetotheWestEndCommission

21CrownEstate,writtenevidencetotheWestEndCommission22WestminsterCityCouncilmadethepointthatpreviouslobbyingeffortsandattemptstoseeksustainablefundingsourceshavebeenhamperedbyissuessuchastheprivateownershipofbuildings,whichmakesgrantinaidmorecomplex.

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Built heritage –anewplace-basedframeworkfortheWestEndshouldseekopportunitiesto preserve and enhance the West End’s built heritageandhistoricstreetlayout.TheWestEnd’sculturalheritageismatchedbyitsbuiltheritage;Publicagaveevidenceonthe‘manylayersofurbandesignandthehighqualityofarchitecturebringaconstantlyunrollingvarietyanddelightasonewalksaroundthearea-thestraightRomanroads,medievallanes,churchyards,axialroutes,vistasandgardensquares.’23EnglishHeritagerecognisedthatthestreets,squaresandparksare an exceptionally valuable feature of the West End.24AnewpartnershiprepresentingtheWestEndshouldkeepthisinmindwhendevelopingamuchneededplace-basedstrategyfortheareathatbalancestherequirementforanewstrategicregenerationplanwiththecharacteristicsthatdrawvisitorsandcontinuetoenthralLondoners.Manyopportunitiesalsoexisttorevealtheunderlyingstructure,tocelebrateindividualbuildingsandtorebuildconnectionsbetweenkeyspacesoftheWestEnd,forexamplethelatentlinksbetweenGrosvenorSquare,HanoverSquareandCavendishSquareacrossOxfordStreetandBondStreet.Revealingthedormantassetsoftheseconnectionsthroughdecluttering,sensitiveplanting,lightingandimprovedpavementscouldgoalongwaytocreatinginvitingalternativeroutesaroundthemostcongestedareasoftheWestEnd.25

.


TheWestEnd’suniqueculturalheritageisamajordriveroftheWestEnd’seconomiccompetitiveness.ItisadrawforvisitorsandakeyfactorinattractingbusinessestotheWestEndfromaroundtheworld.However,keypartsofthisculturalinfrastructureareunderthreatthroughahistoriclackofinvestment.TheCommissionbelievesthatthenewWestEndpartnershipshouldlead,withnationalGovernment,areviewofinvestmentoptionswithaviewtobringingforwardarobustfundingstrategyfortheWestEnd’sculturalandhistoricbuildings.TheCommissionalsoagreeswiththecontributionsfrom some respondents that there are many opportunitiestocelebrateindividualbuildingsandtorebuildtheconnectionsbetweenkeyspaceswithintheWestEndandgivespecialattentiontothehistoricalstreetlayoutofthearea.Thistooshouldbecomepartoftheplace-shapingstrategytobeundertakenbythenewWestEndpartnership.

23Publica,writtenevidencetotheWestEndCommission24EnglishHeritage,writtenevidencetotheWestEndCommission25Publica,writtenevidencetotheWestEndCommission

Major issues

• Establishingamoreplace-basedfocusforthemarketingandpromotionoftheWestEndwhichdrawstogetherinvestmentandexpertisetomakeabiggerimpact

Analysis

TheWestEndhasastrong,well-establishednational and international identity as ‘one of the world’stopdestinations[with]someofthebestcultural,entertainment,shoppinganddiningexperiences’.26Indeed,itattractsover 200millionvisitorsandgeneratesaround £7.6billionannually.27

TheWestEndhostsmanydifferentgroupsofattractionsinretail,entertainmentandculture,variouslycomplementaryandcompeting,whichattractvisitorsfromthroughoutLondon,theUKandtheworldduringthedaytime,eveningandlatenight.Coupledwithvaryingperceptionsofwhatconstitutesthe‘WestEnd’,thismeansthatmarketingandpromotionaleffortsintheWestEndareextremelycomplexandfragmented,involvingindividualbusinessesandlandowners,BusinessImprovementdistrictsandorganisationsrepresentingparticularsectors,aswellasnationalandLondon-wideagenciesdrawingontheimageand popularity of the West End abroad in order to marketLondonandEnglandmorewidely.

London-wide,theformervisitLondonwasmergedwithStudyLondonandThinkLondonin2011toformLondon&Partners.London&PartnersisanagencyoftheGreaterLondonAuthorityandreliesontheGLAformuchofitsfunding,thoughseveralLondonbusinessbodieshaveastakeandareinvolvedinsettingitsstrategicdirection.London& Partners relies heavily on the assets of the West EndinmarketingLondon;around90%ofvisitorsto

LondonvisittheWestEndarea.However,ithasnospecificplace-basedstrategyaroundWest Endmarketing.

TheWestEndMarketingAlliance(WEMA)wasestablishedsomeyearsagotohelpimprovecoordinationofmarketingeffortsintheWestEndspecifically.ThishasbeensupportedbyWestminsterCityCouncil,theBusinessImprovementdistrictsNewWestEndCompanyandHeartofLondon,theSocietyofLondonTheatre,theCrownEstate,CoventGardenLondonandShaftesbury.WEMAhasownershipoftheWestEndLondonbrandidentityandonlinepresence.WhilstWEMAhasbeenfundedbyanannualcontributionfromeachorganisationtowardsjointmarketingcampaigns,ithasnopartorfull-timeresourcesand relies entirely on one or more of the members leadingaparticularcampaign,whichhas provendifficult.

A place-based marketing focus – West End partnersandLondon&Partnersshouldtakestepstowardsanimprovedplace-basedmarketingapproachtotheWestEnd.Evidencefrombusinessandculturalinstitutions,aswellasinformalengagementwiththeatresandentertainmentbusinesses,recognisedthatthecurrentsituationcouldbehugelyimproved.TheHeartofLondonBusinessAlliance(HOLBA)suggeststhattheWestEndMarketingAlliancehas:‘beendevelopingitsrolefor7yearsasaco-ordinationvehicle,but it has not yet reached its full potential and mustnowaccelerateitsroleandleverage.’28 Specifically,theWestEndshould:‘contributetoLondon’scompetitivepositioningbyhavingaclearbrandidentityandcoordinatedmarketing,andby‘pluggingin’WestEndstories,images,champions,offers,incentives,aWestEndeventsstrategy, andcampaignstocity-wideandnationalpromotionalefforts.’29

Marketing and Promotion

26HeartofLondonBId,n.d.WestEndMarketingAlliance[online].Availableat:http://www.heartoflondonbid.co.uk/wp-content/uploads/2012/01/WEMA.pdf[Accessed:6.12.2012].

27TheNewWestEndCompany,writtenevidencetotheWestEndCommission

28HeartofLondonBusinessAlliance,writtenevidencetotheWestEndCommission29HeartofLondonBusinessAlliance,writtenevidencetotheWestEndCommission

HOLBA’sanalysisissupportedbyevidencereceivedfromtheNewWestEndCompany(NWEC)andWestminsterCityCouncil.InitsevidencetothecommissionNWECarguedfora‘clearvisiontoensure the West End remains the world’s top shoppingdestinationisthebestwaytorespondtofuturetrends...’InNWEC’sview,thecurrentarrangementsrelatingtomarketingtheWestEndneedareview;NWECalsomakesaspecificcalltostrengthentheWestEnd’smarketingcapability.NWEC’sviewwassupportedbyLondonandPartners,whocalledonWEMAto‘fulfiltheroleofbrandguardianwithawideningofitsmembershipandremit.’30 Westminster City Council’s evidence alsomadethecasethat‘athrivingWestEndneedstopromoteandpositionitsuniqueoffer.’31

TheviewthattheWestEndneedstostrengthenitsbrandisreflectedinthebrandingchallengesfacingLondonasawhole,includinginseekingtoattractbusinessinvestment.UnderLondon&Partners,London’spromotionalinitiativeswillneedto build on the Olympics to communicate further thesubstanceofitsdiversificationintocuttingedgeindustries.Thepropagationofanew,easilycommunicableimagepremisedontheenhancedpresenceofothersectors(manyofwhicharebasedintheWestEnd)willbecriticaltonewwavesofinvestmentarrivinginLondonratherthaninhigh-growthmegacitiesinChina,BrazilandIndia.

Whilst individual businesses and business collectives will evidently want to continue to spend significantmarketingresourceontheirowncompany,sectororinterest,thereareoverlappinginterestsinpromotingthecharacteristicsoftheWestEndinthefaceofincreasingcompetitioninretailandentertainmentinparticular.ThehistoricnatureoftheWestEnd,alongwiththefactthatsomeonecanshop,gotoarangeofheritagebuildings,museumsandgalleries,alongwithahugerangeofeveningentertainment,allinonesmallgeographicarea,marksouttheWestEndas very different from some of the other London areasmarketingthemselvescollectivelytovisitors(suchasStratford,ShepherdsBush,etc).Tobesuccessful,anewvehicleforco-ordinatedmarketingwouldneedtomakeacompellingcaseforfinancialcontributionstowardsmarketingtheWestEndasaplace,beabletoinfluenceandleveragefundsandsupportfrombodiessuchasLondon&PartnersandvisitEngland,andbeabletodrawonspokespeople,researchandintelligenceanddedicatedco-ordinationresource.


TheWestEndattractsover200millionvisitorsayear.Thereis,however,nooverarchingplace-basedstrategyaroundthemarketingandpromotionoftheWestEnd,althoughthereisaWestEndMarketingAlliancewhichwasestablishedspecificallytoimprovetheco-ordinationofmessaging.TheCommissionbelievesthatLondonand Partners should establish a unit with a particularfocusonthepromotionoftheWestEnd.Wealsobelieveasingleco-ordinatingfocusshouldbeestablished,undertheauspicesofthenewWestEndpartnership,forthemarketingandpromotionoftheWestEndtovisitorsandinvestors,drawingtogetherprioritiesandskillsfromacrosspartnersandlinkinguppublicinvestmenttogeneratemaximumvalue.Thisvehicleshouldbeledbyamarketingexpertandbeinapositiontoformacoherent and effective partnership with London andPartners.

30LondonandPartners,supplementarywrittenevidencetotheWestEndCommission31WestminsterCityCouncil,writtenevidencetotheWestEndCommission

PLACE62

PEOPLE•HOUSING •EMPLOyMENTANdSKILLS

WEST END COMMISSION

Major issues

• ImprovingaffordabilitywithinthehousingmarketareaservingtheWestEnd

• EnsuringthattheWestEndretainsitsdiversecommunities

• Improvingtheapproachtohousinginvestmentacrossthestrategichousingmarketarea,increasinghousingdelivery

• Advocatingreducedrestrictionsonpublichousinginvestment

Analysis

ThehousingcrisisisrightlyconsideredtobeanationalchallengebutitisfairtosaythattheeffectsarefeltmostacutelyinLondonwhere,priortothefinancialcollapsein2008,ahectareoflandwithoutlineplanningpermissionforresidentialpropertywastradingataround£10.5milliononaverage.1ThecrisisisaffectinghouseholdsofallincomesseekingahomeintheheartofLondon.

Thecapital’sresilienceandrelativelybuoyanthousingmarkethasproventobeanattractivepropositionforinternationalandprivateinvestment.Thishaspricedmanyhouseholds,eventhoseonabove-averageincomes,outofthemarket,particularlyincentralLondonandtheWestEnd.Theincreasedlevelofabsenteehomeownership,propertymarketinflationthatvastlyoutstripsrisesinwagesanderosionofneighbourhoodfeelisaconcernformanypeople,includinglocallyelectedrepresentatives.Westminster,Camden

andKensingtonandChelseaare,accordingtogovernmentstatistics,threeofthefourleastaffordable local authority areas in the country and thesituationiscontinuingtoworsen.AveragehousepricesincentralLondonincreased15.4%inthefouryearsbetweenQ32007andQ32011.TheWestEndboroughshaveprovenanevenmoreattractiveinvestmentforforeigncapitalfleeingriskiermarketsaspricesrocketedby25.8%inWestminsterand18%inCamdenduringthe sameperiod.

Aswellassimplesupplyanddemand,theadditionalcostsimposedbytheplanningregimesofcentralLondonauthoritiesmeanthatregulatorytaxes on both commercial and residential developmentcan,insomeplaces,exceed800%ofmarginalconstructioncostsforoffices(CheshireandHilber,2008).2ItisestimatedbyHilberandvermeulen(2012)thathousepricesintheSouthEastofEnglandwouldbeapproximately25%loweriftheregulatoryregimethatexistsintheNorthEastwereadopted.3

Addressing affordability – local authorities in the West End should prioritise measures to improve affordabilityinthehousingmarket.TobuyanaveragehomeintheWestEnditisnotunrealisticforborrowerstoneedcapitalofmorethan£100,000andanannualincomeofthesameamountagain.Itisnotjustinthemarketforowner-occupiedhousingwherepressuresarebeingfelt.Changesto the benefits system will reduce the subsidies available to households to access privately rented accommodation in the West End while other nationalreformsarechangingthewaythatlocalaffordablehousingpoliciesareimplemented.

Housing

1 departmentforCommunitiesandLocalGovernment:LiveTable563,https://www.gov.uk/government/statistical-data-sets/live-tables-on-housing-market-and-house-prices

2 CheshireandHilber,2008,OfficeSupplyRestrictionsinBritain:thepoliticaleconomyofmarketrevenge

3 Hilberandvermeulen,September2012,‘TheImpactofSupplyConstraintsonHousePricesinEngland’,SpatialEconomicsResearchCentrediscussionPaper119

14departmentforCommunitiesandLocalGovernmentLiveTable577,www.gov.uk/government/statistical-data-sets/live-tables-on-housing-market-and-house-prices

PEOPLE 65

Retaining mixed communities – councils should seektopreservethecurrentlevelsofaffordablehousingand,whereverpracticallypossible,seekadditionsintheseveryhighvalueareastohelpmeetlocaldemandandenhancesocialdiversity.MuchoftheevidencereceivedbytheCommissionhas pointed to the diversity and mix of communities asakeyfeatureintheongoingvitalityoftheWestEnd.Peabody,anorganisationthatownsandmanagesaround800residentialpropertiesintheWestEndarea,alsomadeaconvincingcaseinits submission to the Commission on the need to retainadiversepopulationsothatpeoplewhoworkinsomeofthelowwagesectorsarenotfrozenoutoftheWestEnd.

BothofthetwolocalauthoritieswithresponsibilityforaffordablehousingintheWestEndarea,WestminsterCityCouncilandtheLondonBoroughofCamden,havestatedpoliciesthataredesignedtofostermixedcommunitiesandbothrequirenewresidential-leddevelopmentstoprovideaffordablehousingon-siteorinthevicinity.WestminsterCity Council’s approach is considered by both authoritiestobemoreflexible.during2011/12,

forexample,oftheapproximately680newhomesgivenplanningpermissionintheW1orWC2postcodes,48homesaretobeprovidedasaffordablehousingwithanadditionalsumof£16millionduetothecouncil’sAffordableHousingFundinlieuofon-siteprovision.

Strategic approach and increasing housing delivery–localauthoritiesandtheMayorshouldseektounderstandthefunctionalityoflocalhousingmarketareassothatdecisionsareinformedbyanunderstandingofhousingsupplyanddemand,andhowarangeofinterventionscanbeintelligentlydeployedtosupportgrowth,potentiallyincludingtakingabroadergeographyintoaccountinthewaynewhousingisdelivered.Giventheextentofthehousingcrisis,thereisastrongcaseforlocalauthoritiesseekingtoachievethe‘biggestbangfortheirbuck’.WestminsterCityCouncilfiguressuggestthat,wheretheauthorityhasagreedthatadevelopermaymakeapaymentinlieuofaffordablehousingintoitsAffordableHousingFund,thismayyieldahighernumberofnetadditionsforthefunctionalhousingmarketareathatincludesandservestheWestEnd.

Affordability ratios (median house prices to median incomes), 2004-20114

0.00

5.00

10.00

15.00

20.00

25.00

30.00

2003 2004 2005 2006 2007 2008 2009 2010 2011 2012

England London Camden Kensington Westminster

PEOPLE66

Itisevidentthatahousingstrategyforaverytightlydefined local authority area probably cannot of itselfservetheneedsofitsresidents,employeesandemployers.Rigorousacademicresearchintohousingdynamics,migrationpatternsandcommutingstatisticsshowsLondonaspartofaconsiderablylargerStrategicHousingMarketAreawhichtakesinlargepartsofHertfordshiretothenorthandKenttothesouth.AttheLocalHousingMarketArea(LMHA),theWestEndplaysamajorroleinthestrategicareaofLondonandonat leastfiveidentifiedseparateLocalHousing MarketAreas:

TheCommissionhasfounditdifficulttoestablishordefinewhatthetruehousingmarketareais for the West End but by any definition the functionalhousingmarketareagoesbeyondtheloosely bounded West End and does not match theboundariesofWestminster,Camdenortheirconstituentelectoralwards.OfficialguidancesuggeststhatadefinedHousingMarketArea(HMA),usedtosetaneffectivehousingstrategy,broadly involves an area ‘within which people are preparedtosearchforhousing…whichcontainboththeoriginanddestinationofthegreatmajoritywhomovehome’.Numerousmethodsofassessinghousingmarketareasarebasedonidentifyingcommutingroutesoremploymenthubs.7TheCommissionisoftheview,therefore,thattheWestEndexistsbothattheheartofalargehousingmarketplayinganenormouslyimportantpartinthefunctioningoftheGreaterLondonmarket.

Reducingrestrictionsonpublicinvestment–theGovernmentshouldgrantmoreflexibilityforlocalauthoritiestoleveragepublichousingassetsinordertobuildmorehousing.Boththelocal authorities in the area are attracted by this opportunity,withWestminsterinparticularhavinglobbiedthegovernmentformorefreedomstoborrowagainstitsexistinghousingstockinorder

Strategic Housing Market Area5

21 LondonNorthCentre

22 London South East

27 London South

28 London West

29 London South West

Strategic Housing Market Area5

tobuildmorehousing,eitherbyliftinggovernment-imposedborrowingcapsorbyallowingtheMayortoregulateaheadroomtradingsystemthatwouldbettermatchborrowingcapacityandinvestmentneedwhilstallowingtheTreasurytokeepPublicSectorBorrowingRequirement(PSBR).ShouldthegovernmentnotbepersuadedbythecallsbytheLocal Government Association and others to lift borrowingcapsandreclassifylocalgovernmentborrowingtomatchtheaccountingpracticesusedinmostEuropeanUnioncountries,thenasystemoftradingborrowing‘headroom’betweenLondonboroughscouldhelpreinvigoratelocalauthorityandhousingassociationhousebuilding,whileallowingtheMayorofLondontotakeamorestrategicroleintheplanningofnewhomesthroughtheGreaterLondonAuthority’sHousingStrategy.Expandingconstructionofaffordablehomes in central London would help house lower incomehouseholds,mitigatingsomeoftheeffectsofwelfarereformswhichareforcingsomepeopletomoveawayfromthearea.ThiscouldonlybeachievedthroughcouncilsandtheMayoradoptingamoreintegratedapproachtodealingwiththehousingchallengesfacedbytheWestEndandthecapitalmorewidely,byshowingcentralgovernmentthat its aims to build more homes and boost theeconomycanbeaidedbyprovidingtherightincentivesforcouncilstoworkwiththeMayor.


ThecomplexityoftheWestEndalsoextendstohousing.ThesheerscaleanddynamicsofthehousingmarketservingLondongenerally,andtheWestEndinparticular,makesstraightforward,siloedpoliciesimplausible.

TheCommissionstronglysupportspolicyrequirementstosustainanddevelopmixeduseandtenureasthekeytobuildingbalancedandself-sustainingcommunitieswithintheWestEnd.However,werecognisethatthisperhapscannotbe done entirely effectively or exclusively on an individualboroughbasis.TheCommissionbelievesthattheMayorofLondonandacentralLondonallianceshouldundertakedefinitiveresearchintothefunctionalityoflocalhousingmarketareasso that decisions are informed by the deepest understandingofhousingdemandandsupply,andhowarangeofinterventionscanbeintelligentlydeployedtosupportgrowth.Thiscouldincludetakingabroadergeographyintoaccountinthewaynewhousingisdeliveredinthosecaseswheredevelopershaveshownthaton-siteorin-vicinityprovisionisunviable.Thiscouldinvolvespendingsomeofthemoniesraisedinhighvalueareasinthewiderlocalhousingmarketratherthanlocally.

Thereisalsotheimportantquestionofaffordability.Clearlythisshouldbeakeyprioritygiventheimportance of the West End’s social diversity whichliesattheheartofthearea’svibrancy.TheCommissionbelievesthatsecuringmoreflexibilitytoleveragelocalauthorities’publichousingassetstobuildmorehomesshouldbeakeypriorityfordevolutionnegotiations.

PEOPLE 67

5 Jones,CoombesandWong(2011),GeographyofHousingMarketAreasinEnglandSingleTierSetofHMAs

6 Jones,CoombesandWong(2011),GeographyofHousingMarketAreasinEnglandSingleTierSetofHMAs

7 JonesandCoombes(2009),GeographyofHousingMarketAreasinEngland:Stage1Report

Major issues

• Addressingbarrierstoemploymentcontributingtohighlevelsofworklessnessclose to one of the most economically productiveareasinthecountry,andaddressingthe polarised nature of the central London workforce,includingdeficienciesinhardandsoftskills

• Addressingfragmentationandduplicationinskillsprovisionandservicesdesignedtohelppeopleintowork

Analysis

TheWestEndisamongtheforemostcommerciallocationsintheworldandamajoremploymenthubforLondonandtheUK,with20%ofLondon’stotalemployment located within the core and periphery oftheWestEnd.8

yet,astheCommissionheard,manyresidentswholivewithinwalkingdistanceorashortbusridefromtheheartoftheWestEndarenotaccessingtheresultingopportunities.TheHouseofSt.Barnabasgaveevidenceonthelackofqualityofjobsamonglowerpaidworkersandarguedforgreaterapprenticeshipandworkplacedevelopmentopportunities.9 In her verbal evidence to the Commission,AngelaMcConville,ChiefExecutiveofvitalRegeneration,discussedthebarrierstoconnectingsomelocalgroupsofresidentstojobsontheirdoorstep,citingtheestimated18,000peoplewithnoqualificationsinWestminster.10

Thereasonsforthehighlevelsofworklessnessclose to one of the most economically productive areasinthecountryarecomplex.Highhousingcosts,goodpublictransportconnectionsandahighproportionofspecialisedprofessionaljobscontribute to a wide distribution of West End employees,withsignificantnumberscommutingfromotherboroughsandoutsideLondon.

Employment and Skills

Production 3% Production

1%Construction

3%

Construction 2%

Wholesale &Motor trades

4%

Retail9%

Transport & storage

5%


7%


8%

Finance &insurance

8%Property

2%

Professional,scientific

& technical13%

Businessadministration

& support services

10%

Public Sector22%

Arts, entertainmentrecreation & other

services6%

Wholesale & Motor trades

2% Retail7%

Transport & storage3%


10%


10%

Finance & insurance

6%Property3%Professional,scientific

& technical20%

Businessadministration &support services

11%

Public Sector18%

Arts, entertainmentrecreation & other

services7%

Employment by Sector, London and West End 2011

LondonWest End

(CBREreport)

PEOPLE 69

TheWestEndlabourmarketisalsohighlypolarised,whichreflectsthelandscapeacrossthewholeofcentralLondon.AcrossthesixmostcentralLondonboroughs11 and the City of London,overhalfofworking-ageresidentsareeducatedtodegreelevel,morethantwicethenationalaverage–yettheproportionofresidentseducatedtointermediatelevels(NvQ1-3)ishalfthenationalaverageandnearly100,000residentshavenoqualificationsatall.12ThehighlyskilledorprofessionalnatureofahighproportionofWestEnd employment13meansthatthelocalskillsgapisparticularlyacute,asituationwhichwillpotentially be exacerbated rather than alleviated by theanticipatedgrowthoftheWestEnd’seconomy14 overthenextdecade.Aswellastechnicalandprofessionalskills,trainingwhichtacklesadverseattitudesandbuilds‘soft’skillssuchascustomerservicearealsokeytoachievingsustainableemploymentforlocalpeople.

Additionally,thecostofchildcareincentralLondonisaparticularbarriertoemployment,withaveragechildcarecostsreportedasbeing

between£270and£350perweek.15Highprivatesectorhousingcostsareseeingasignificantnumber of households in the West End and central Londonmorewidelyaffectedbywelfarereforms,withsecuringemploymentcrucialtobeingabletoremaininthearea.TheWestEndandcentralLondonmorebroadlyhaveahighyouthpopulation16 and youth unemployment is a particular priority forpublicagenciesworkinginthearea,withoneorganisationinthefieldpointingtotheneedtomanagetheexpectationsandattitudesofyoungerjobseekersinordertomatchthemwith availablejobs17.

Addressing fragmentation-aroleforLondonboroughsinthecommissioningofworkandskillsprovisionshouldbeoneoftheobjectivesofdevolutionnegotiationsbetweentheMayorandtheGovernment.Whilethereissignificantpublicandprivateinvestmentaimedattacklingworklessnessandbarrierstoemployment,therearelimitsonwhatcanbedonewithoutgreaterlocaldiscretionoverskillsandemploymentprovision.Thereisseverefragmentation,withmanyprogrammesnationallycommissionedwith

West End coreboroughs

19%

West Endperipheryboroughs

7%

Other Londonboroughs

54%

Outside London20%

West End coreboroughs

3%

West Endperipheryboroughs

35%


46%


16%

West End Commuting Patterns

West End Core West End Periphery

8 BusinessRegisterandEmploymentSurveycitedinCBRE,2012,Socio-economicBaselineAnalysis,2012

9 HouseofSt.BarnabaswrittenevidencetotheWestEndCommission10 AngelaMcConville(vitalRegeneration)verbalevidence,19November2012

11Lambeth,Kensington&Chelsea,Southwark,Westminster,Camden,Islington12AnnualPopulationSurvey2011,citedinCentralLondonForward,CentralLondonForwardEmploymentProject:CentralLondonForward

13CBRE,2012.Socio-EconomicBaseline14CBRE,2012.Socio-EconomicBaseline15AngelaMcConville(vitalRegeneration)verbalevidence,19November201216SharedIntelligenceandCentralLondonForward,2013,EmploymentStrategy17AngelaMcConville(vitalRegeneration)verbalevidence,19November2012

(CBREreport)

PEOPLE70

littlelocaldecision-makinginputandanarrayofprogrammeswithdifferingbutoverlappingtargetgroups,geographicalfocus,targetsandincentivesandtimescales.Forexample,theLocalGovernment Association has noted that there are 33nationalfundsandschemesspanningeightorganisationswhichprovidedifferentaspectsofemployability,employmentandskillssupportforyoungpeopleaged13-24.18Thepictureiscomplicated still further in London by the existence oftwotiersofgovernmentintheshapeoftheGLA,whichhasakeeninterestintheareaandismovingtowardsgainingmoreformalleversoveremploymentandskills,andtheboroughs,whichhavestatutoryresponsibilityforsecuringsuitableeducationandtrainingfor16-19yearoldsbutalsoprovideagreatdealofdiscretionaryserviceprovisionandcoordination.TheGLA,theboroughs,theGovernment’sflagshipnationalback-to-workservicetheWorkProgramme,andJobcentrePlusallhavedifferinggeographicalboundaries.

AsevidencefromKitMalthouse,deputyMayorofLondonforBusinessandEnterpriseshowed19,thislackofaplace-basedapproachresultsinconfusionandduplicationforindividuals,publicagenciesandemployersalikeandimpedesintensive,long-termworkwiththosefurthestfromthejobmarket.Additionally,incentivesfordifferentschemesarenotnecessarilyalignedinsuchawayas to provide individuals with coherent pathways intosustainedemployment.Forexample,WorkProgrammeprovidersareincentivisedpurelyonthe basis of employment outcomes and not on the interimsteps,suchassignpostingtoappropriatetrainingprovision,thathelptomotivateandmoveindividualsclosertothejobmarket.

Addressingbarrierstoemployment–localpublicand private partners should continue to expand ongoodpracticelocally.TheCommissionheardevidenceontherangeofemployersthatplayadirectroleinconnectinglocalpeoplewithemploymentopportunities,particularlyyoungpeople.SavileRowBespokeputforwardanexample of their successful partnership with NewhamCollegetoestablishapre-apprenticeshipcourse.20TheCrownEstatehighlightedtheworkplacecoordinatorstheyhostaspartoftheRecruitWestEndinitiativetohelpbrokerjobopportunitiesforlocalpeople.21


AddressingbarrierstoemploymentiskeytotacklinghighlevelsofworklessnessinmanyareasaroundtheWestEnd.Itisalsothekeytoreducinglevelsofdependencyaspartofawiderpublicsectorreformprogrammesothatthenewfiscalrealitiesfacingthepublicsectorcanbeaddressed.AformalroleforLondonboroughsinthecommissioningoftrainingandskillsprovisionshouldbeoneoftheobjectivesofdevolutionnegotiationsbetweentheMayorandtheGovernment,anddevelopingpracticaldeliveryarrangementsshouldbepartofthecentralLondonalliance’sprioritiestoo.Ifthisisdone,thereisaprospectofsignificantprogressbeingmadeinunderpinningtheeconomicperformanceandinclusivityoftheWestEnd.Current discussions on the possible devolution of skillsfundingtoLocalEnterprisePartnershipsmayprovidearouteforthistobetakenforward.TheCommissionrecognisestheworkofpublicandprivatestakeholdersintheWestEndinfacilitatingtheemploymentoflocalpeople.Thereissomeexcellentpracticetobuildfrom,notablytheRecruitWestEndschemewhichprovidesasinglepointofcontact for both employers and candidates to meet employerrequirements.Aswellastechnicalandprofessionalskills,trainingwhichtacklesadverseattitudesandbuilds‘soft’skillssuchascustomerserviceisalsocrucialtoachievingsustainableemploymentforlocalpeople.

18LGAHiddenTalentscampaign,http://www.local.gov.uk/hidden-talents19KitMalthouse(deputyMayorofLondon),verbalevidencetotheCommission,11december

2012

20SavileRowBespoke,writtenevidence21TheCrownEstate,verbalevidence

Data Source

BusinessBirth&deathsAnnualBusinessInquiry,BusinessBase

ChangeinBusiness by Sector

AnnualBusinessInquiry,BusinessBase

CommutingPatternsintotheWest End by Occupation

Census 2011

Crime Rates police.co.ukEconomic and Population Change,2011-25

Jobs-OxfordEconomicsPopulation-GLA

EmploymentbySector,London and West End

BusinessRegisterandEmployment Survey

EmploymentbySector,WestEnd Core & Periphery


EmploymentChangebySector


EmploymentChangebySector,2009-11


Employment in Key West End Clusters


IndexedBusinessCountGrowth


Indexed Employment GrowthBusinessRegisterandEmployment Survey

IndexedGdPGrowth Oxford EconomicsIndexedWorkforceJobs Oxford EconomicsNumberofBusinessbySizeBand


NumberofbusinessesAnnualBusinessInquiry,BusinessBase

QualificationsofWorkingAgePopulation

Annual Population Survey

SourcesofJobGrowthBusinessRegisterandEmployment Survey

WestEndBoroughClaimantCountClassedasLong-term

Nomis

WestEndBoroughClaimantCount Unemployment Rates

Nomis

WestEndBoroughEconomicActivity Rates


WestEndBoroughUnemployment Rates


WestEndBusinessBasebySector


WestEndChangeinJobsbySector,1984

Oxford Economics

WestEndChangeinJobsbySector,2011-2025

Oxford Economics

WestEndCommutingPatterns

Census 2011

WestEnddeprivationLevels dCLGWest End Economic Inactive lookingforWork


WorkforceQualifications Annual Population Survey

ANNEx 71

Annex 1: Primary data sources Annex 2: Acknowledgements

TheCommissionwouldliketothankallthoseindividualsandorganisationsthatsubmittedwrittenorverbalevidenceorparticipatedthroughinformalengagementwithCommissioners.Theseinclude:

21davisStreetAlan Godfrey AlanWakemanAlfred CurilloAndrewBarry-PurssellArtsCouncilEnglandAssistant Commission Simon ByrneAssociationofArtandAntiquedealersBakerStreetQuarterBloomsburyAssociationBondStreetAssociationBritishRetailConsortiumCamden CouncilCampaignforBetterTransportLondonCapriceHoldingsLtdCBRichardEllisCheryl ChowChiefEconomist,ParisChamberofCommerceChinese Community Association Clement LauCllrHeatherActonCllrdanielAstaireCllrRobertdavisdLCllrJonathanGlanzCllrSarahHaywardCllrLouiseHyamsCllr Audrey LewisCllrTimMitchellCllr Glenys RobertsCllr Philippa RoeCllrSuevincentCovent Garden LondonCrown Estate CyclingEmbassyofGreatBritaindavidBiedadavidMartindavidO’ReardrBobyarodrvincentGollaindr.AnoopShahEd WatsonEnglishHeritageEquityFionaTwycrossAMGayBusinessForumG-A-yNightclubGeorgeJohnstonGLA Environment GrosvenorBritainandIrelandGrosvenor CasinosHannahBahHeartofLondonBusinessAllianceHeavenNightclubHowarddeWaldenEstatesLtdIsabeldedringKing’sCollegeLondonKitMalthouseAMLand SecuritiesLivingStreetsLois Peltz London and PartnersLondonAssemblyTransport

CommitteeLondon Chamber of Commerce and IndustryLondonCyclingCampaignLondon FirstLondon Pedicab Operators AssociationLondonTravelWatchLouiseBennettM.ChristianSautterMartinCarrMaryleboneAssociationMayfairResidentsGroupMeenaldevaniMetropolitanPoliceServiceMryipWing-Singnt.MuniraMirzaMusicians’UnionNewWestEndCompanyPaddingtonBIdPaul LecroatPeabody PeopleNotTrafficPeterHartleyPollen EstatePortman EstateProf Rosemary ScanlonPublicaRachel StopardRandall and Aubin RegentStreetAssociationRosemarieMacQueenRuthFieldingSamMonckSaveCorkStreetSavileRowBespokeAssociationShaftesbury PLCShepherd’sMarketSirPeterHendyCBESocietyofLondonArtdealersSoho Restaurateurs’ AssociationSoho SocietySohoSteeringGroupSohoTheatreSt.MartinintheFieldsTheAssociationofArtandAntiquesdealersTheBritishAntiquedealers’Association TheCrownEstateTheHouseofStBarnabasTomKearneyTonyTraversTransportforLondonUltraLightRailvalentineMontagnaniWallyRubin,districtManagerWelsh ChurchWestminster City CouncilWestminster City Council Labour GroupWestminsterCyclingCampaignWestminsterGayBusinessForumWestminster Property AssociationWolfgangGriber

west end commission final report april 2013 · devolution, public service reform and flexibilities...

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