The process of change that had already begun in Gateshead is likely to proceed over several economic cycles. Currently, each site is brought forward as a single initiative without the benefit of a co-ordinated approach.
It is the central task of the Regeneration Framework, once the vision is defined, to draw together parallel short and long-term initiatives in such a way that they are compatible with each other and with the long-term vision. Clearly, new developments will generate new demand on movement and utility infrastructure and it is therefore important to identify trigger points where change must occur in the access or supply networks. The co-ordination of these initiatives into a flexible anticipated sequence is the main objective of the delivery strategy.
In the case of Gateshead, the short term stage is the most important, with a great many sites being brought forward for planning approval, alongside the short term infrastructure and public realm projects called for in the Framework. Most particularly, the renewal of the town centre has been anticipated in this initial stage. This is positively encouraged, in the right form, and is likely to be delivered within 3 - 4 years from inception.
As the delivery strategy evolves over 3 further broad stages, new development initiatives are anticipated on the back of the initial schemes, with a rise in confidence, market perception and sheer numbers of local residents and occupiers.
If the prime task of the vision is to define the art of the possible for Gateshead, it is the job of the delivery strategy to control the pressure for change and channel this energy back into meeting the objectives set in the Framework. The measure of success should be a continuous monitoring of a given scheme's compatibility with the vision and, in the final analysis, it is critical to ensure that the mistakes of the past have not been repeated.
