People and Their Wellbeing Matter Most in Placemaking
Grosvenor’s approach to managing places is underpinned by a simple belief. While the best places in the world are a combination of their offer, environment and experience, the very best are those that consider these elements from the perspective of the people the place is for. And the best of all are those that do so in terms that go far beyond the commercial.
If we think about our own lives and relationships, we increasingly require a connection to places that is emotional as well as rational. The bricks and mortar clearly matter, as do the brands, but our relationships with the places we choose to spend our time and money are much more complex than purely physical, or needs-based, interactions.
We want to feel excited and engaged, and also that the places we frequent, by choice, design or happenstance, share a similar ethos or outlook to our own. Without that connection, our relationship is one- dimensional and purely rational. Yet the places we love, and to which we return, are those that offer much more. They are places we want to be, rather than need to be. Places like Liverpool One.
A selfie is taken at Liverpool ONE. (Grosvenor)
The relationship cannot be a superficial one though; humans are sophisticated and our approach as place makers must be too. Understanding and empathy are just as important as entertainment and enjoyment, and I say that in full knowledge that we describe Liverpool One as a retail and entertainment destination located in the heart of the UK’s most sociable city.
We achieve an understanding of what people need and want by asking them to find out how they are living their lives, what matters to them, and what their motivations are. Qualitative research, performance measurement and working closely with our tenants all play a role, but so do engaging via social media, living and breathing the city, and the feedback provided by our on-site team. They are the eyes and ears of Liverpool One, and what learn in their daily interactions with visitors and occupiers helps shape our view of how we best provide for people’s wants and needs.
Yet we go far beyond focusing on what allows Liverpool One to thrive commercially. We have a deep desire to support, protect and enrich the lives of the people that live, work, visit or are otherwise affected by Liverpool One. We are committed to adding to the city more than financially.
The on-the-ground perspective from our team instills a sense of empathy that would be otherwise unobtainable. It provides Grosvenor and Liverpool One's leadership with an insight that goes way beyond being able to deliver the best offer, environment and experience. We have a perspective on what motivates people on a very personal level, and that is invaluable in helping us make an even greater social contribution to the city region.
There is no better example of this in action than our focus on mental health and wellbeing. Because we understand and empathise, we can respond directly to an urgent need in the city, one that has been expressed to us by a multitude of audiences, and which we have witnessed directly.
Young people are one of our most important audiences and we have implemented a series of initiatives to address their mental health and wellbeing needs specifically. Some of what we have done has been very public, such as the complimentary flowers left throughout Liverpool One on Blue Monday in January, or "Let’s Get Talking", a scheme to encourage people to discuss mental health more freely. We have also posted first hand pieces of advice from the young to the young in key locations throughout Liverpool ONE, the aim being to help them cope with mental health issues ranging from anxiety to isolation.
Yet while we have a responsibility to play a part, as do all owners, developers and managers of places, we do not do so independently. Grosvenor sees itself, and Liverpool One, as a contributor and a catalyst, rather than the complete answer.
To this end, in 2009, we established the Liverpool One Foundation as a means to support the community through grassroots organisations. Administered by the Community Foundation for Merseyside, the Foundation has donated more than £2.5m to community projects, including almost £250,000 in 2021 alone, supporting key initiatives such as Youth Mental Health Day. We are very proud that the funding has supported an estimated 6,100 people in the last 12 months alone.
But that positive impact can only exist because we understand and empathise. We consider every aspect of Liverpool ONE and its role in the city from the perspective of people, and in terms that go far beyond the financial.
What we do in Liverpool is not unique. It is borne out of Grosvenor’s long-held belief that we should be an active partner and contributor wherever we operate, and that we should be fulfilling both needs and wants. It is an approach we are seeing many of our contemporaries adopt in their own places and developments too. My hope, as our communities continue to face challenging times, is that, like Grosvenor, the industry remains resolute in its commitment. Delivering financial returns will always be a priority, but must sit alongside enriching the lives of the people for whom our places are for.
Alison Clegg, managing director, asset management, Grosvenor