Luton Masterplan | Allies & Morrison

Project description

In 2019 Luton town centre was struggling – economically, environmentally and reputationally. The pandemic exacerbated this situation and local people had all but given up on the town centre, with it widely perceived as dangerous and unsafe, dissuading people from going there and motivating people to move elsewhere.

The masterplan analysed the character of the town centre – the layers of history and what problems were undermining change, as well as really talking to people – capturing the frustrations and digging deep into the issues. Through three stages of extensive engagement, the project opened people’s eyes to the centre’s potential and corrected some of the misconceptions. In this way we were able to raise expectations but based on solving the real problems at play. We didn’t just ask people’s opinions, we asked them why they thought that and kept digging until we got to the root of the issue.

Vision

Taking its lead from the diversity, resilience and entrepreneurial spirit of Luton’s communities, and celebrating its rich heritage, the emerging vision of the town centre will reinstate itself as a focal point for community and commercial life in the town. The centre will be the focus for a consolidated retail offer with an increased emphasis on independents, alongside the big operators that draw people to the centre. It will be a focus for community services, with doctor surgeries, education and community facilities catering for existing Luton residents and an increased town centre population.

Through an accessible mix of spaces and activities, the town centre will welcome all residents, visitors and businesses and investors into a clean and green environment. Changes will support health and well-being and actively address the climate and biodiversity emergency. A string of well-connected green spaces and improved streets through the town centre will provide moments for play and relaxation – spaces which are safe to enjoy and family friendly.

Creativity and local young talent will be nurtured and given a platform to shape the character of the town centre. Stronger partnerships between the university and local organisations will support a new generation of Luton-made businesses to start, grow and thrive, empowering Luton’s entrepreneurs, delivering genuine jobs and opportunities and helping towards a sustainable economic future for the town.

Masterplan

The masterplan for the town centre is based around five key moves – 1) Upcycle what already exists, 2) Re-stitch the centre, 3) Knit the centre back into town, 4) Introduce a greater range of activities and 5) Open up the River Lea. These five moves are largely physical interventions that will build in substantially greater resilience, enabling the centre to adapt to and embrace current and future economic, cultural and social changes. They have underpinned how the masterplan has developed, steering site opportunities, directing focus on certain areas and resolving the mix of uses across the centre.

A set of overarching frameworks provides the development, public realm and movement strategies for the town centre. The public realm framework will transform the environment introducing four new parks through the town centre. Investment will be focused along two green corridors – one the River Lea which will be opened up through the town, the other George Street the high street.

The movement framework sets out priorities to improve crossings from the south of the town centre, strengthen pedestrian and cyclist quiet routes from surrounding neighbourhoods e.g. footway widening, cycle lanes, improve wayfinding and signage, improve cycle parking, undertake street trials, improve the quality of existing bus stop waiting facilities and relocate and re-route stops to improve services.

The result is a masterplan that is both frugal and ambitious. It makes the best of what is already there – revealing the value of existing buildings and assets, underpinned by embodied carbon analysis and a clear understanding of the space requirements of social enterprises and services. Adopted in July 202, the masterplan is long term in its outlook but with clear deliverable projects identified for the short and medium term, many of which became Covid recovery intentions and supported successful funding bids.