The challenges of the docks
The Royal Docks were impacted by German bombings during the 2nd World War. 25 000 Tonnes of explosives were dropped on the Docklands with the majority aimed for the Royal Docks. However, The Royal Docks stayed open during this time of bombing. At the end of the war the Royal Docks were used to assist with the building of the Mulberry Harbours. Following the end of the Second World War the Docks benefitted from a trading boost which made it seem that the docks would continue to be successful till the end of the twentieth century. However this did not occur.
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Containerisation
The docks were unable to accommodate the containerisation of goods. This new approach for the transport of goods posed a challenge because container ships were unable to reach the Royal Docks. Container ports also led to less business for the Royal Docks and started the decline of the docks.
Docklands Joint Committee
Following the decline of the docks the Docklands Joint Committee was set up which produced the London Docklands Strategic Plan in April 1976. However this had land and funding challenges which limited the success it could have had. Although, it had benefits for Beckton, as it established its development as a residential district. The marshes were drained and a foul drainage system was installed.
The last days of The Royal Docks
The Royal Docks lasted much longer than other docks in the area but did close to commercial traffic in 1981. This led to high levels of unemployment and social challenges throughout East London.
Planning strategies and Policies
The London Docklands Development Corporation (LDDC)
The London Docklands Development Corporation was set up in 1981 which aimed to give the Docklands a new use. The LDDC was a non-governmental department that collaborated with the private sector to regenerate the area. The Royal Docks saw plans to build an inner city airport using the central wharf as the airport runway and was named London City Airport in 1987. The ExCel was the next big project for the area which was further expanded in 2000 and The University of East London Campus was built during the same time period.
The People's Plan
The People’s Plan provided an alternative approach for the ownership of the site and proposed public land ownership, community participation in planning and responding to needs. Locally accessible jobs would be generated whilst investment would occur in existing and new industries. This is an example of sustainable regeneration, an approach that meets the economic and social needs of the community.
The People’s Plan led to alternative debates for the site. The community wanted to retain the industry in the area and continue with some form of shipping links. The plan tried to respond to what stakeholders wanted and claimed that 3 of the shipping companies wanted to retain dock use for goods. Furthermore, the opportunity of river transportation of goods was proposed as a more sustainable approach compared with the reliance of lorries from transportation of goods. There was the suggestion that the site would be a good location for a water, road and rail cargo transport interchange. The People’s Plan also proposed a children’s theatre, workshops, a play area and an outdoor theatre.
The Enterprise Zone
The Royal Docks is the only Enterprise Zone in London. The Enterprise Zone is a government industrial scheme to provide tax breaks and business incentives. Their aim is to encourage large foreign investment nationally.
The Royal Docks Enterprise Zone is led by the London Economic Action Partnership and started its operation in April 2013. The area is 125 hectares of strategically important land owned by the Mayor of London.
Income generated from business rates is reinvested and in June 2018 a £314 million package was agreed to continue the regeneration of the Royal Docks. Investment of £8 billion by 2037/38 which includes £600million from TFL Docklands Light Railway investment.
Farrells Masterplan
The Farrells Masterplan was devised in 2014 and was commissioned by ABP a Chinese property developer. The proposal is a 35 acre mixed use scheme with waterfront offices, cafés and restaurants, a busy main street, a good base for major enterprises and SMEs, high quality retail space and public open squares. This was at the time where there was a focus on strengthening English-Chinese collaboration and the aim was to develop a site where Chinese businesses could base.
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Chairman of ABP Global Holdings, Xu Weiping said: “The Royal Albert Dock project will build a bridge for Asia and Europe economic collaboration and the integration of east and west culture.”
The involvement with ABP was only a partial success because only Phase 1 was completed due to ABP going into administration. As a result, the GLA retook control of the site which meant presents the opportunity for a new somebody new to produce a vision.
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The site is to be divided up into smaller plots with the GLA expecting to retain the existing industrial sites.
Recently there was money available from the levelling up fund. Currently there are resources for community facility upgrades. There are some planning limitations due to the airport which has meant there are building height restrictions set at five storeys.
Royal Docks Delivery Plan sets out clear goals:
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Place: Creating a major mixed-use destination
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2. Connectivity: Boosting accessibility and active travel
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3. Economy: Driving the capital’s productivity and growth
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4. Culture: Powering London’s cultural engine
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5. Identity:Locally driven and globally positions
Newham Local Plan 2018
S3 Royal Docks
The local plan supports proposals that fit with the overarching strategic principles and spatial strategy
1.Strategic Principles
Part (a) of the strategic principles focuses on the vision of ‘a high quality waterfront mixed use urban quarter’ which recognises the positives of its location, which is plan led, with staggered employment land release. There is the recognition that infill is sensitive and that there are innovative responses to flood risk.
Part (c) recognises the area’s growth in tourism, leisure, higher education, social enterprise and green industry sectors with the aim of focusing on the performance of these sectors though the Enterprise Zone.
2. Spatial Strategy
Part (a) of the strategic principles focuses on the vision of ‘a high quality waterfront mixed use urban quarter’ which recognises the positives of its location, which is plan led, with staggered employment land release. There is the recognition that infill is sensitive and that there are innovative responses to flood risk.
Part (c) recognises the area’s growth in tourism, leisure, higher education, social enterprise and green industry sectors with the aim of focusing on the performance of these sectors though the Enterprise Zone.
3. Heritage
SP5: heritage and other place making assets: The value of heritage and other assets (natural, cultural, architectural, and infrastructural) which contribute to local character and successful places will be recognised by protection, conservation, and enhancement of the assets and their settings, and where appropriate, cultivation of new ones.
4. Sustainability
Sp5: Innovation will be encouraged to realise the value of assets and secure viable, sustainable and appropriate futures for them, particularly where they are under- performing/’at Risk’, reconciling this with the sensitivity to change presented by many
SC1: environmental resilience
1a: In design, construction, and operation, development must respond to the known effects of climate change, including the likelihood of extreme weather events, geohazard risks, increased water scarcity and warmer temperatures;
1c: Bolster the Council’s wider resilience agenda, development will promote local production (notably food growing), procurement, and labour
Planning Policies
National Planning
Policy Framework (NPPF)
5. Heritage
Section 16, 190: Plans should set out a positive strategy for the conservation and enjoyment of the historic environment, including heritage assets most at risk through neglect, decay or other threats.
Section 16, 197, C: the desirability of new development making a positive contribution to local character and distinctiveness.
Sustainability:
Travel
Section 9 under 106, A: support an appropriate mix of uses across an area, and within larger scale sites, to minimise the number and length of journeys needed for employment, shopping, leisure, education and other activities;
Section 9, 104, C: opportunities to promote walking, cycling and public transport use are identified and pursued;
Opportunity Area Planning Framework (OAPF)
A Lively Healthy Place
A Connected Resilient Place
Its vision is a quality mixed use development with affordable , accessible new homes
New and improved streets and spaces
Capitalise on assets of Royal Docks' Water ,River Thames and Industrial Heritage which promotes active lifestyles taking inspiration of the place qualities of the area
Objective
Make better use of water and Improve water access.
Replace industrial scale sites with human scale development
Well connected and permeable space by foot and cycle as well as public transport
Accessible green and open spaces
Objective
Investment in new connections through bridges and healthy streets
Green Infrastructure to reinforce ecological resilience
An Enabled Innovative Place
Nationally significant centre of enterprise, employment and culture
Inclusive economy, access to jobs and training
Objective
Focus on emerging sectors such as urban tech, creative and cultural and modern industrial activity
An Empowered Diverse Place
International place
Civic Participation , Co-Design,
Protect community based social networks
Objective
Integrate rich history of the Royal Docks into new developments
Realise the vision of the Royal Docks as a world class cultural destination