regeneration seminar 2016, manchester - creating a place
TRANSCRIPT
Creating a placeMarch 2016
© MONTAGU EVANS LLP REGENERATION SEMINAR – MARCH 2016
Development ConsultancyDevelopment Consultancy
CREATING A PLACE
THE CHANGING FACE OF DELIVERY
Malcolm Hewines
© MONTAGU EVANS LLP REGENERATION SEMINAR – MARCH 2016
INTRODUCTION Construction is the tip of the regeneration iceberg
The formative stages are crucial
Public/Partnership lies is at the heart but…
The public sector is playing a broader delivery role
The Budget
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IT’S A CHALLENGING AND CHANGING PICTURE
Local Government finance
Housing Bill and housing delivery
Still need to stimulate economic activity
Changing corporate objectives - greater self sufficiency
Council’s need to generate investment returns
Access to low cost funding
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“With government grants dwindling every year councils must find other ways to keep the money coming in to sustain quality public services. We are determined to maintain our services to a high standard and keep council tax low. To do that we must make the most of our resources.”
East Hants DC’s Deputy Leader, Cllr Richard Millard
A Familiar Message!
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A CHANGING WORLD AS…….
COUNCILS BECOME THE DEVELOPER/INVESTOR Buying assets Strategic land acquisition Establishing Local Housing Companies PRS investment – promoting and direct development Infrastructure investment – inc energy providers
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Approaches to Delivery
INFLUENCE AND INTERVENTION
As Planning AuthorityLand Assembly FacilitatorMarket Site / Select DeveloperAs Master DeveloperUndertake Direct Development
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Examples of the Public Sector’s changing role
There are an increasing number of tools at public sectors disposal
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Councils as Investors Buying strategic town centre
assets – shopping centres Investment income Farm Land Housing Land Employment land Energy generation
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Council as Enabler City / town centre development increasingly has required a helping hand
Council’s taking a pre-development role – working with specialist development
managers. Examples include: - Chester - Newport - Barnsley - Sheffield
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Using Council CovenantCASE STUDY – BRACKNELL
£200m town centre ‘stalled’ scheme being
delivered by L&G/Schroders. Council played a
key enabling role
Council took lead on finding a deliverable
solution – use of lease wrapper
Future rates income important
Other schemes being unlocked using “rent
guarantees”
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Local Housing Companies Council’s becoming housing
developers/investors
Objectives: meeting housing need, filling
market gaps and creating new source of
revenue
Potential for new public/private opportunities
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DELIVERY RELIES ON A POTENT COCKTAIL
Political will …..and sometimes courage to stay the course!
Appropriate resourcing - both staff and funding
Effective public/private partnership
Clear objectives and a robust
business plan
…..and good preparation!
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Early Stage Considerations
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PREPARATION - VIABILITY TESTING
Understand the project risk profile
Viability “tools”
Consider Partner(s)’ risk appetite - de-risk if you can!
Give market clarity on commitments & deliverability
Use soft market testing to “shape” the proposition
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POTENTIAL PITFALLS
Procurement
Resources constraints
Marginal viability
Political uncertainty
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POTENTIAL PITFALLS
AVOIDANCE MEASURES
Create “Unstoppable Momentum”
The right partner for the right scheme
Share ideas and referrals
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WHAT ARE PARTNERS LOOKING FOR IN A COUNCIL?
WHAT ARE COUNCILS LOOKING FOR IN A PARTNER?
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CASE STUDIES
ALDERSHOT, BICESTER, HEREFORD & NEWTON ABBOT
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CASE STUDY – ALDERSHOT Major edge of centre development
Development competition held
Mixed use scheme – housing and
leisure/cinema.
Housing cross funding cinema
Development agreement in place
Supporting policy and application submitted.
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CASE STUDY – ALDERSHOT
And then…..
Preferred developer drops out
Housing market plummets
Affordable housing provider pulls out
Huge scheme viability gap
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CASE STUDY – ALDERSHOT
Not over till the fat lady sings!
Strong Council championing cause
Westgate scheme reshaped
Devt Agreement assigned - new development partner
Joint Venture entered.
A true partnership begins!
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CASE STUDY – ALDERSHOT Tested new development scenarios
Council acquires remaining land
‘Knocked out’ potential challengers
New company set up – Westgate LLP
Secured lettings
Council delays return
Forward funding secured
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CASE STUDY – ALDERSHOT 2001: feasibility study
2003: site marketed
2004: development partner selected
2007: Devt Agreement signed / PA submitted
2008: scheme reshaped / new developer on board
2009: JV entered
2010: new PP granted / construction begins
2012: opens for trade.
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CASE STUDY – LESSONS
Strong, proactive Council = results
Council assembled land = very positive
Innovative funding solutions needed
......but still long delivery timescales.
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CASE STUDY – BICESTER
Early Steps
Retail study
Feasibility / viability testing
Planning guidance prepared
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CASE STUDY – BICESTER
What Next?
Developer competition held
Major interest
Developer selection process
Public consultation on proposed schemes
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CASE STUDY – BICESTER
Viability issues grow
Developer partnership breaks down
Legal discussions halt
Political pressure grows
Land assembly incomplete
Weakening occupier demand
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CASE STUDY – BICESTER
Resolving the problems…….
Foodstore doubles in size
Sainsbury buys out partner
Council invests in scheme – buys cinema
Civic building and library later phase
Compulsory Purchase
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CASE STUDY – LESSONS
Viability is a continual ‘delivery’ issue.
The public sector often plays a key role in delivering complex
schemes.
No ‘right’ way for a development to come forward. Be flexible!
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CASE STUDY – HEREFORD
Award winning retail/leisure scheme
Innovate forward funding needed
Economic downturn forced review
Extensive pre development work
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CASE STUDY – NEWTON ABBOT
Council pro-active, direct investor
Twin benefits
Masterplan/infrastructure planning attracts
occupiers and enables investment
Phased delivery planning
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AND FINALLY……..2016 BUDGET
Devolution: GM 100% rates retention 2017, Liverpool by 2020
Northern Powerhouse Funding: M62 upgrade (£160m), HS3 planning (£60m), Trans-
Pennine tunnel business case (£75m)
Business Rates – Small Business relief, CPI increases from 2020.
Housing & Planning: Starter Homes Land Fund, Local Growth Fund, increased CPO
powers.
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Regeneration projects
Craig Elder
The landscape is changing?
• financial pressures - cuts, service delivery pressure, reduced grants
• stimulating economic activity – enabling investment, sustainable environments
• generating investment returns - financial innovation, new income sources
• corporate objectives- greater self sufficiency?
Drivers
Councils as enabler / investor• buying assets e.g. shopping centres • strategic land acquisition• establishing local housing companies• PRS investment – promoting and direct development• infrastructure investment• energy providers
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
0
20,000
40,000
60,000
80,000
100,000
120,000
140,000
160,000
180,000
200,000
220,000
240,000
260,000
Private enterprise Housing associations Local authorities Housing need
Hous
ing
com
plet
ions
, Eng
land
House building
Source: DCLG, Savills 31 December 2014. Department for Communities and Local Government.
At the start (legal)• land assembly – who owns what? CPO?• market appetite• procurement route – or not, frameworks, procedure, timings• planning context• risk appetite of LA• enabling works?• finding – inc’ loans and grants. State aid?• other statutory steps – highways, railway, allotments, etc.
Direct delivery
LA
Funder(s)
Contractors DevCo
Occupier, etc – or sale out to an investor?
Wholly owned, CLS? Construction
Corporate JVLA Developer
JV Co (or LLP)
Bank Other Finance
50% shares (nominal)
Investment of cashfor loan stock
50% shares (nominal)
Investment of landfor loan stock
Development Subsidiary #2
Development
Subsidiary #1
Housing to Rent
Subsidiary
Commercial
Investment
Subsidiary
Programme
Management
Subsidiary
SUB- DEVELOPE
R[TBC]
BUILDER[TBC]
BUILDER[TBC]
Strategic Funding Agreement
FUNDER [TBC]
Development & Sale Agreement(s) Option
Agreement(s)
LLP
LA PSP
Management Services
Agreement
Housing Asset
Management
Commercial Asset
Management
Development
Management
PARTNER
PARTNER
Partnership Agreement
Members Agreement
Pros and consDevelopment Agreement Direct Delivery JV
• Well developed • Contractual control• Risk allocation is clear• Overage terms
• Profits retained• Control over delivery• Control over timing• Accountability
• Governance – shared• Risks and rewards shared• Flexible
• Lack of transparency• No true involvement in
decision-making• Difficult to vary• Rewards shared
• Development risk is retained
• Expertise required?• Blurred accountability?
• Set-up costs• Operating costs (inc’
management of JV)• Complexity• Blurred accountability?
Procurement – to OJEU or not
Procurement issues• land sale – or not?• market appetite – time and money• which route – RP, CD, CPN?• documentation (HoTs?)• framing the selection and evaluation criteria• dialogue – on what?• timing – factors• soft market testing
Powers
Typical legal ‘issues’
CPs Land Value
Phasing
Infrastructure
Typical legal ‘issues’ 2
Viability Overage
State Aid Works obligations
Variations
• councils as investors• councils as enablers• councils doing delivery, ownership, and management• traditional sales and/or development agreements• joint ventures with private sector partners• or all of the above!
Conclusion