The toolbox in practice in the context of six regeneration initiatives across Europe
Despite its central location, parts of Euston are some of the most disadvantaged areas within the London Borough of Camden. The arrival of HS2 and the vast changes to this already challenging situation have further impacted on the lives of those living and working in the area, and this will continue for another thirty years. Within this context, the Euston Pilot leverages temporary uses as a way to demonstrate the possibilities, and explore the potential, to bring forward the benefits of the development to those who already live and work in the area. The intention is to eventually contribute to the wider masterplanning and policy-making for these areas, towards inclusivity, equality and regenerative practices that improve quality of life.
Key to this challenge is the recognition of the complex web of community organisations and residents’ groups who are active on site to alleviate the existing issues, with a rich capital of knowledge and practices developed over the years. Besides, the challenge acknowledges a certain ‘consultation fatigue’ that has been permeating the site and the redevelopment, where residents are often asked similar questions by different consultation groups, and yet their answers may remain substantially unheard, thus exacerbating feelings of frustration and mistrust towards the regeneration project.
The meanwhile strategy is understood as the opportunity for better weaving existing engagement and consultation processes, developing spaces, tools and methods that can support collaborative and reciprocal engagement, and contribute to build trust between the residents and regeneration stakeholders. Besides, it aims at developing opportunities of empowerment and capacity-building for individuals and organisations at Euston that can contribute to their adaptation and resilience to ongoing and future transformations of the area.
Lastly, temporary uses are seen as ways to address pressing issues experienced by the local communities such as safety and loss of public spaces.
Four innovation missions set the ground for the meanwhile strategy of the pilot: