Theme 2: Capitalising On Existing Assets
It would be easy to become seduced by the prospect of “big projects” to lead a renaissance strategy, and to be paralysed if they do not materialise.
While such projects would not be rejected out of hand, the revitalisation of Durham does not rely on more iconic “big projects. This is not the same as saying that the City cannot or should not accommodate another iconic development if one (as yet unidentified) should come along, but Durham cannot afford to wait for such a catalyst before taking action. Actioning this through the Durham City Vision is needed, and is possible. Therefore it should:
- capitalise on the icons it already has - the Castle, the Cathedral, and to a lesser extent, the University, the Gala Theatre/Millennium Place, and the integrity of the historic City core - through promotion and management in partnership with key stakeholders;
- reinforce what exists by the creation of an appropriate new icon for the 21st century, the creation of Durham’s Necklace Park which will elevate the quality and performance of the whole City centre as a setting for the City’s economic and social life by creating a focus for development sites and the quality of the public realm, and through appropriate management and promotional strategies this will integrate existing assets to become a relevant icon for the 21st century;
- retain the potential to accommodate any future “big project” without restraining the capacity to regenerate underperforming parts of the City centre now.
- Reserving capacity for an iconic project – a revived Regional Assembly, a Regional Conference Centre, a regional or national cultural venue, a major inward investor - should not rely on any of the existing identified development sites but should focus on sites that may be released for redevelopment at some time in the future, a reserve site that does not need to be a vacant site in the interim. This is dealt with by a Strategy for Iconic Development below.
So what is envisaged instead of a strategy reliant on “big projects”?
There should be four principles:
Firstly, each of the identified development sites needs a development strategy that is aspirational but anchored in what is deliverable now, and with a real commitment to design and construction quality that is of its time, not a pastiche of perceived heritage – world class modern design for a world class historic City. In all cases these are long standing redevelopment opportunities where failure to change is holding the City back.
Secondly, there are numerous opportunities for “jewel” developments; smaller scale interventions that establish a reputation in the City for beautifully conceived and crafted but small scale new buildings and structures that are sympathetic to their setting and yet set themselves apart through uniqueness of form and use, and through quality of execution.
Thirdly, reinforcing the cultural role of the Market Place. While the Castle and the Cathedral are iconic - hugely symbolic of the place in the hearts and minds of its people and its visitors, a position that is unassailable - they are not part of the everyday experience of the place for the majority of its users. The heart of the City is the Market Place and a broad east-west swathe across the core of the City centre, bisected twice by the river. This should be the focus for immediate action Lastly, it is important to think beyond the physical aspects of Durham to improve the ways that the City’s many assets are managed and marketed. Durham’s people need to be engaged; opening up fresh opportunities for collaboration, creativity and enterprise. A prime example of these collaborative and creative opportunities will be found in the activities and management of the Necklace Park, which, with local business and arts involvement, will open up new potential.
Lastly, it is important to think beyond the physical aspects of Durham to improve the ways that the
City’s many assets are managed and marketed. Durham’s people need to be engaged; opening up
fresh opportunities for collaboration, creativity and enterprise. A prime example of these collaborative and creative opportunities will be found in the activities and management of the Necklace Park, which, with local business and arts involvement, will open up new potential.
