Embedding heritage-led regeneration within wider investment programmes aimed at revitalising high streets and enhancing local and regional infrastructure, will more effectively drive the growth and renewal of Britain’s historic town centres, says a new report from national planning and development consultancy, Lichfields. The ‘Historic Opportunities’ report comes at a time of changing fortunes for the nation’s historic towns and sheds light on the environmental, economic and social contributions that heritage-led regeneration can deliver long-term for hundreds of locations across the country. It considers how long-term thinking and a holistic approach to regeneration are keys to success, recognising that the most effective way to plan for strong and vibrant future high streets and town centres is through projects focused ‘more than ever’ on repurposing heritage assets in ambitious and creative ways to meet society’s changing needs. The report builds on the themes contained in Lichfields ‘Moving on Up?’ report, which analysed over 100 bids for three key funding streams aimed at delivering town centre regeneration: the £3.6bn Towns Fund, the £1bn Future High Streets Fund (of which £95m is set aside for High Street Heritage Action Zones) and most recently the £4.8bn Levelling Up Fund. This revealed that heritage-led regeneration is among six key themes underpinning these bids; the reasons for this are considered in greater detail within the Historic Opportunities report. The report demonstrates that when done well, heritage-led regeneration is not just an expedient ‘sticking plaster’ applied to cover up deep-rooted problems, it can be a powerful and recognisable indicator of change that inspires confidence, local pride and further investment. Almost half of the current buildings in retail use and 33% of office buildings were built before 1919 with many of these suffering from chronic neglect or having been poorly adapted in response to various cycles of economic and social change. However, while targeted investment in the restoration and reuse of heritage assets to deliver wider economic and social benefits is not a new approach, the report finds that the way heritage-led regeneration is being implemented has evolved and is now far more complex and multi-layered.  The report highlights that the tendency to think that simply restoring historic buildings and adding new shopfronts and usable floorspace will be enough to deliver regeneration and attract new occupiers, has given way to more effective heritage-led regeneration projects that are predicated on clearer business and investment strategies. These are designed to complement and form an embedded part of wider investment programmes, which are aimed at improving local economies through investment in infrastructure, new industries and technologies. Embedding heritage-led regeneration in this way harnesses investment’s potential to inspire action and promote initiatives as well as delivering more effective and sustainable regeneration results. James Fryatt, planner and heritage consultant at Lichfields Newcastle office and the report’s lead author, said: “Heritage-led regeneration projects need to be focused more than ever on reusing assets in ambitious and creative ways to respond to people’s changing lifestyle, work and shopping habits. In the high street for instance, this will see historic buildings increasingly adapted to reflect changes in retail and growing demand for leisure activities, creative and flexible workspaces, and housing in sustainable and accessible locations. “It’s also about bringing the history of towns to the surface, engaging communities in heritage projects and enhancing places with the aim of attracting new businesses, visitors and residents.”  The ‘Historic Opportunities’ report also considers two case studies – North Shields Fish Quay in the North East and Grimsby in Lincolnshire – and how they are now looking to a brighter future on the back of far-sighted heritage funding. This funding is continuing to revitalise these places as part of long-term regeneration strategies, which are delivering transformative change whilst also revealing a rich heritage. Nick Bridgland, Lichfields’ heritage director, added: “This is an important report and comes at a time of rapid change for our historic towns. Heritage-led investment must be far more dynamic because it’s such a valuable tool for regeneration. The key to long-term success is to see it as part of an overarching holistic approach embedded within wider programmes of investment aimed at revitalising places that have been left behind. “There are many positives on the horizon and our report points to a successful future for those historic towns that take advantage of the available funding and adopt a fresh approach to heritage-led regeneration work.” Founded in 1962, Lichfields offers a range of planning services including economics, heritage, sustainability, and GIS. Its clients include local authorities and government bodies, as well as developers, landowners and operators in the housing, retail, leisure, commercial, waste and recycling and infrastructure sectors. A copy of the ‘Historic Opportunities’ report is available athttps://lichfields.uk/content/insights/historic-opportunities

The financial viability of property development is taking on an increasingly important role in the planning and plan-making process. While financials have always been key to the success of any development, changes to national planning policy and related practice guidance have shifted the focus and priority. And, according to national planning and development consultancy Lichfieldsthese necessitate a change in approach for those seeking to promote the Local Plan process. “Increasingly there is a ‘frontloading’ of viability assessments to the plan-making stage. The impact and shift of emphasis cannot be overstated. Financial viability assessments are now very much in the planning realm,” said Simon Coop, planning director at Lichfields. In a new piece of research undertaken by Lichfields, entitled ‘Fine Margins – Viability assessments in planning and plan-making’ the practice offers a comprehensive overview of the way in which viability assessments are being conducted and for the purpose of area-wide viability studies to inform local plan preparation. Simon Coop added: “Recent evidence we have gathered and analysed, in the residential housing market, suggests that the soundness of local plans is increasingly being fought on a viability battleground. “Viability is a critical but often misunderstood concept, and one that is central to the delivery of housing sites and the successful implementation of local plan strategies.” Drawing upon several years’ worth of evidence from local plan and Community Infrastructure Levy (CIL) viability studies from across England and Wales, this research into the residential housing sector helps to bring greater clarity to an area of practice in which there are many misunderstandings. Will Christiansen, who carried out much of the research, explained the findings should ideally reduce confusion and create more meaningful debate on this issue between developers, planners and local authorities. Will said: “Changes introduced in 2019 are really starting to impact the sector. There is widespread confusion in planning practice and guidance and this piece of Insight aims to demystify some of this and become a key reference document across the industry. “Having a housing scheme that stacks up from a financial perspective provides a sound basis for a development scheme to come forward. If the value generated by development (GDV) is equal to or greater than the total costs, then the scheme is viable and can go ahead.” Traditionally, he explained, it was usually commercial surveyors who undertook financial viability assessments, and this was often later in the planning and development process. Today, he said, this is now centre stage and at the forefront of planning new housing developments. Planning policy in England and Wales now seeks to ‘front-load’ all consideration of development viability so that is given a much greater emphasis at strategic plan preparation stage. “The assumption that flows from this is that developments that accord with the strategic plan will be viable. However, local plans provide a long-term framework for development, and it is essential that they are sufficiently flexible to account for changing circumstances, such as rising costs and potential changes in the development values over the next 10-15 years,” said Will. Lichfields hopes the research will be useful to those wanting: To gain an overview of the concepts, inputs and outputs that underpin viability assessment in a housing development context; To understand in greater detail the links between viability assessment and planning; and To scrutinise local plan (or CIL) viability evidence (or underpin independent evidence) with reference to a robust national dataset. A copy of the Fine Margins Insight report is available https://lichfields.uk/content/insights/fine-margins Founded in 1962, Lichfields offers a broad range of planning and development consultancy services including development management, consultation, economics, EIA, heritage, neighbourly matters and urban design. Its clients include developers, landowners and operators in the housing, retail, leisure, commercial, waste and recycling and infrastructure sectors; as well as local authorities and government bodies.