What can be learnt from Brixton Green's work at Somerleyton Road?
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Brixton Green is a non-profit community organization established by local Brixton residents to redevelop the Somerleyton Road site in a way that benefits the community. Through extensive community engagement activities over many years, Brixton Green has gathered local priorities for the development, which include affordable housing, job creation, and ensuring long-term community control of the land. Brixton Green's proposed plans for the site include mixed-income housing, community spaces, jobs and training opportunities. The organization aims to develop and manage the site through a housing cooperative model with long-term stewardship by the community.
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What can be learnt from Brixton Green's work at Somerleyton Road?
- 1. What can be learnt from Brixton Green’s work at Somerleyton Road? • Building an understanding of the place and people – what are the priority needs? • Ways of working, to support co-production
- 2. What is Brixton Green? • Somerleyton Road is an important site at the heart of Brixton and we believe Brixton people should be at the forefront of this redevelopment. • Brixton Green, a non-profit, registered community-benefit mutual society, has been set up by Brixton people to make this possible. • Owned and run by locals - So far Brixton Green has engaged with over 40 local organisations and over 1,000 local citizens have become shareholders. • All our work is done by volunteers. • I am one of 12 Board members.
- 3. What do we know?
- 5. What are the community’s priorities? • Keep the land • Optimise the amount of housing which is genuinely affordable by all income groups, with at least 40% at target rents • Job creation especially for young people • Local people have a role now and in the future
- 7. Example OutcomesLocalised Inclusive Economy •local employment •quality of jobs •local purchasing •local spending Social dividend from membership •quality of life •social cohesion •health and well-being advance education •youth inspiration •training Hold and manage land •Brixton's cultural diversity and heritage •involvement stewarding the long-term delivery for the community ECONOMY ACTIONS: •Workplaces as arena for social cohesion and intranet- firm mixing - increasing empowerment, working with other groups ; •accessible community spaces ACTIONS: •Building trust between people and the state/ service providers, •Increasing peoples sense of control of their own environment (link to individual health and Wellbeing ACTIONS: •Location for services offering diversion to positive activity, save threatened community organisations - co- location, sharing back-office services ACTIONS: •Increase self confidence and ability to mould service provision ACTIONS: •Construction skills in sustainable constructions; •e.g. chef’s school; link to schools; hair and beauty training ACTIONS: •Creative hub - magnet for other creative activities; catalyst for local activity, including in Hillmead and Brixton Village
- 8. The scheme – in outline
- 9. • Mixed income renting, truly ‘pepperpotted’ • Mixed use • jobs, training, support and homes all together • Community ownership • 250 year lease to a new community body • Amenities & Public realm • Housing Co-operative • Quality of life • dual aspect for light, and through ventilation • Low energy • Good sound insulation • London Design space standards • Large balconies
- 11. Delivery Strategy • A project steering group • Self-development, control over what gets built and tenures and long-term management – Overarching community body • Housing cooperative • 100% rented proposal, lifetime tenancies with reviews • Self-financing: rental income over 30-40 years pays back borrowing for all scheme costs • Capital from sale of Ovalhouse and Fitch Court sites
- 12. Order of events year activity 2007 AUGUST - Lambeth starts the Brixton masterplan. 2008 MAY - Brixton Green founded. Purpose: “For the community to be at the forefront of the redevelopment of Somerleyton Road.” 2009 JULY - Lambeth approves the Brixton masterplan SEPT - Brixton Green becomes a mutual owned by people live/ work in Brixton 2010 2009 -2010: Cabinet Office community share pilot. 2011 Brixton Green continues to develop the proposals: - 2008-2013: Community consultations and events, work with schools, and services 2012 2010 – 2012: The community proposals developed in further detail by industry leading consultants = JANUARY Business Case 2013 FEB - Lambeth use a core group to review capacity study feasibility study MARCH - Lambeth approve the Future Brixton Supplementary Planning Document APRIL - Brixton Green commissions 11 deliberative workshops for the community to work through the proposals in more detail. NOVEMBER - Lambeth cabinet establishes the steering group for Somerleyton • FINANCIAL MODEL; NON-RESIDENTIAL USES; STEWARDSHIP 2014 JAN - Tender for Development Manager and Design team fortnightly meetings of the Steering Group AUG - signed Development Management Agreement OCT - Housing brief NOV - workshops on uses; design and financial implications DEC - review financial information on costs and future income; review urban design
- 13. Order of events year activity 2014 JAN - Tender for Development Manager and Design team fortnightly meetings of the Steering Group AUG - signed Development Management Agreement OCT - Housing brief NOV - workshops on uses; design and financial implications DEC - review financial information on costs and future income; review urban design 2015 FEB - Client agreement on the masterplan JUNE – Street Party, public realm consultation JUNE - community agreement on the design to be submitted to the planning committee JULY – Financial model finalised JULY – all documents ready to send to planning committee AUGUST – PLANNING APPLICATION SUBMITTED AUGUST – Agreements to lease NOVEMBER - planning committee meeting - DECISION DEC - SET UP NEW COMMUNITY BODY AND HOUSING COOPERATIVE 2016 MARCH – appoint contractors APRIL – future residents ‘recruited’ and start training in how to be part of a co-operative JUNE – start construction work in phases 2017 JUNE – first phase completed and handed over 2018 JULY – final completion
- 14. Stewardship
- 15. How has the community moulded the development? Internal design and space standards KEY ISSUES RAISED THROUGH PREVIOUS WORKSHOPS: • Storage • Environmental sustainability • Family life • Occupancy
- 16. Shared space – how to support community building? • Bike storage • Welcoming entrance • Home deliveries • Shared laundry • Shared use of the Flexible Space – co-location and integration of services
- 17. Shared space with the wider community – how can this be managed well? • Food-growing spaces • Play spaces • Relationship with the street • Retaining existing grade A plane trees • Car club • The Flexible Space • Private roof-terraces for residents only
- 18. What’s good about the Housing Cooperative and the Overarching Community Body (OCB) being in charge? Decisions will be taken locally for the benefit of local people • Synergy of uses • High quality management throughout the site • Community owned for 250 years • Mutuals – making decisions together regardless of what rent you pay • Lower costs through cooperation and site-wide approach
- 19. Why do things differently? • Local authorities and their appetite for risk • Community ownership and long-term thinking • Trust, collaboration and creating solutions together
- 20. New Roles and Operating Principles • Public service workers will need to change the way they think about their role and how they operate and the people they have come to know as ‘users’, ‘patients’ or ‘clients’ who will now become their equal partners; they need to change their attitudes, priorities and training. • They need to move from fixers to facilitators. Public services and welfare systems that are delivered in this way are likely to be more participative, by definition, as well as more equitable, responsive and creatively designed and delivered. And, because the people who are supposed to benefit from them will have a strong and tangible stake in them, they are more likely to command wider public support.
- 21. Tools and approaches - community-led • Community shares in Brixton Green creating a sense of ‘ownership’ • Deliberative workshops • Regular workshops and themed newsletters • Door-to-door conversations • Pop-up uses in No.6, keeping interest and trust
Editor's Notes
- A want is a good or service desired by a consumer that is not required to sustain life. This is as opposed to a need, which is a good or service required to sustain life. Most of the goods and services desired by modern-day consumers are classified as wants, as the only needs of most consumers are food, water, clothing and shelter. Demand is the quantity of a good or service that a consumer(s) is willing and able to buy at a range of prices. If a consumer is willing and able to purchase a need/want, they are considered to have demand for that need/want. This is a plenary that will be examining several different approaches to developing co‑operative housing. Co-operation in housing is by definition about local communities doing what is right for them. This means that there are many different ways that can and are being used to develop community led housing schemes in the UK and elsewhere.
- is a community benefit society registered with the Financial Conduct Authority. The Brixton Green project for Somerleyton Road first started in May 2008. Some local residents came together as they felt a new way was needed for the redevelopment of Somerleyton Road, one which put Brixton people at the forefront. One which ensured Somerleyton Road was developed for benefit of Brixton people. Brixton Green became one of ten national community share pilots and in September 2009 it became a community benefit society (previously called an industrial provident society). Over 1,200 people who live or work in Brixton have become shareholders from all parts of our community. Between 2008 and 2013 Brixton Green worked hard to ensure a wide cross section of the community could help shape its proposals, and along with key members of Lambeth Council, worked to show it was possible for the council to work in partnership with the community to develop such a large urban site. In 2013 they succeeded, and Lambeth Council’s cabinet agreed, setting up the Somerleyton Road Project. Brixton Green shares are available to everyone over 16 years old who live or work in Brixton. £1 per share. One vote per person. Brixton Green’s members elect the trustees and only Brixton Green members can stand for election. Each month Brixton Green’s representatives from the Somerleyton Road Project steering group report to the trustees. The trustees ensure the representatives are continuing to deliver the objectives and ambitions of the membership. Brixton Green has carried out their work over the past six years on a voluntary basis. This has been very much Brixton people working together for the benefit of our town.
- Completion of Stage 1 Tender Process - 03/11/2015 Submission to Planning - 25/08/2015 Completion of Stage 2 Tender Process - 22/03/2016 Start on Site - 25/11//2015 Main Construction Works Commence - 15/06/2016 Main Construction Works Complete - 17/07/2018
- In its broadest sense, co-production reflects the capabilities approach of Sen (1999). Our approach sees people as assets not as burdens, Our approach to co-production invests in local people’s capacities, Our approach promotes mutuality, trust and reciprocity, Our approach uses peer-support networks in addition to professionals to transfer knowledge and capabilities. Our understanding is that full co-production is facilitative - the process is facilitated by the primary power-holders, rather than directing delivery. Co-production means delivering public services in an equal and reciprocal relationship.