23 reasons the CPRE’s campaign to cover south east England in houses is the best thing that could ever happen

Southend-on-Sea, rightful suburb of London. Image: Velela/Wikimedia Commons.

You know, I’ve sometimes been a bit down on the Campaign for the Protection of Rural England. I’ve always thought it to be an absolute nest of NIMBYs: old, rich people with big houses and too much spare time, whose only amusement in life is ensuring that younger, poorer ones never have a hope of attaining secure housing, let alone ownership, by preventing any and all building projects, and pulling the ladder up behind them.

But I was wrong. I’ve misjudged them. Because today they tweeted this:

And this is the most ambitious, most radical – most amazing – housing policy I’ve ever seen. Here are 22 reasons why.

1) Cities are brilliant.

2) City > not city.

3) “London-on-sea” is a really cool name.

4) And London could do with its own seaside, couldn’t it? New York has a seaside, London wants to believe it’s as good as New York, so surely London should have a seaside too?

5) In fact, why shouldn’t it have loads of seasides? Southend! Margate! Hastings!

6) Not Brighton though for some reason; there’s a green tongue showing a distinct lack of development along the Sussex Coast. Looking at this map, indeed, it’s entirely possible the CPRE is proposing to bulldoze it altogether. What does the CPRE have against Brighton? Any theories? Anyone at all?

7) Imagine how many houses you could get in there, though.

8) Most of the countryside is effectively off limits to the likes of us at the moment: covered with private property and chemcial-drenched crops and so on. By turning large chunks of it into parks, we’d actually be making it easier for people to access greenery, because

            a) they’d be able to walk, rather than drive there,

b) they’d actually be able to get in without some farmer with a shotgun yelling, “Geroff my land!

9) Anyway, I was menaced by some cows once and I didn’t like it.

10) Honestly, think of all the houses. I’m getting all light-headed just thinking about it.

11) We could keep the good bits like the North Downs. In fact, they’d be more accessible to more people if there were houses near them, than they are at the moment, when there aren’t. Think of them like a really, really big Hyde Park.


13) Have you been to south Essex recently? It’s rubbish.

14) This is not going to make Canvey any worse, is what I’m saying here.

15) Tilbury is already the port of London, so that might as well be in London already, really.

16) Tunbridge Wells is actually pretty nice (the Pantiles, and so on). But it’d be nicer if it was part of London, because London is just better than places which aren’t London, don’t you find?

17) Jesus and Mary mother of god, think of all the houses, I need a lie down.

18) Judge Dredd is cool.

19) Looking at that map, I reckon, we could probably quadruple the population of London. Easy. And then, we could finally retake our rightful place as the largest city on Earth. Take that, Tokyo!

20) Since London is the most productive city in Britain, this exciting new land use policy would almost certainly solve the productivity puzzle that has been baffling economists for a decade, and we’d only need to change one policy.

21) It would mean we didn’t need to build on that Asda car park that it turns out everyone’s so concerned about.

22) At long last, when people send CityMetric angry messages reading, “Not everyone lives in London, you know!” we’d be able to reply, “They do, actually.”

23) Anything that upsets the CPRE is, ipso facto, good.

Jonn Elledge is the editor of CityMetric. He is on Twitter as @jonnelledge and also has a Facebook page now for some reason. 

Want more of this stuff? Follow CityMetric on Twitter or Facebook

The author wishes to make clear that he isn’t actually in favour of concreting the whole of Kent, but if the CPRE are going to be silly about this then so is he.


To see how a city embraces remote work, just look to Helsinki

A deeply rooted culture of trust is crucial to the success of remote work. (Sean Gallup/Getty Images)

When I speak to Anssi Salminen, an account manager who lives an hour outside Helsinki, he’s working from a wooden platform on the edge of a Finnish lake. With a blanket laid out and his laptop set up, the sun low in the sky, Anssi’s remote work arrangement seems blissful. 

“I spend around half of my time working somewhere else other than the office,” he says. “I can work from home, or on the go, and I also travel to the Netherlands once a month and work from there.

“The emphasis in my work has always been that it doesn’t matter when or where I work, as long as I get things done.”

For many people around the world, the shift to remote work was sudden, sparked by the coronavirus pandemic. Finland, however, is finding the transition much less significant. Before Covid-19, the Nordic nation already displayed impressive levels of remote working, with 14.1% of its workforce reporting usually working from home. Only the Netherlands has a comparable percentage of remote workers, while the UK lagged behind at 4.7%, and the US’s remote workforce lingered at around 3.6%

Anssi works for one of many Helsinki-based companies that offers its employees flexible policies around when and where they work. That arrangement is in part due to the Finnish capital’s thriving start-up scene. In spite of being a relatively small city by global standards it is home to over 500 technology start-ups. These companies are leading the way when it comes to keeping employees connected wherever they choose to work.

“Our company has a completely location-free working policy,” says Kasper Pöyry, the CEO of Helsinki-headquartered software company Gapps. “All meetings are made available for online participants and facilitated accordingly. Some employees have worked extensively from abroad on a working holiday, whilst others prefer the comfort and social aspects of the well-stocked office. Whatever works for our employees is what works for the company.”

Like Gapps, many Helsinki-based firms are deeply preoccupied with providing the necessary technology to attract talent in a vast and sparsely populated country. Finland has only 15 inhabitants per square kilometre, and companies understand that in order to compose teams of specialised expertise, they may have to seek talent outside of the city. Local governments take a similarly proactive stance toward technological access, and Helsinki offers free, unrestricted, high-speed Wi-Fi from city-wide hotspots, while the country as a whole boasts some of the best coverage in Europe. 

But encouraging remote work isn’t just about optimising the potential of Finland’s workforce – companies in Helsinki also recognise that flexibility has clear benefits for both staff and employees. 

“The idea of a good work-life balance is ingrained in Finnish culture,” says Johannes Anttila, a consultant at organisational think tank Demos Helsinki. “It goes back to our rich history of social dialogue between labour unions and employers, but also to an interest in delineating the rules of working life and pushing towards people being able to enjoy their private life. Helsinki has been named the best city in the world for work-life balance, and I think that this underlies a lot of the mentality around remote work.” 

For Peter Seenan, the extent to which Helsinki residents value their free time and prioritise a work-life balance prompted his move to the city ten years ago. He now works for Finnair, and points to Finland’s summer cottages as an example of how important taking time to switch off is for people in the country. These rural residences, where city residents regularly uproot to enjoy the Nordic countryside, are so embedded in Finnish life that the country boasts around 1.8 million of them for its 5.5 million residents

“Flexible and remote work are very important to me because it means that I don’t feel like I’m getting stuck in a routine that I can’t control easily,” he says. “When I’m working outside of the office I’ll go down to my local sauna and go ice swimming during the working day, typically at lunchtime or mid-morning, and I’ll feel rejuvenated afterwards… In winter time especially, flexibility is important because it makes it easier to go outside during daylight hours. It’s certainly beneficial for my physical and mental health, and as a result my productivity improves.”

The relaxed attitude to working location seems to pay off – Finland is regularly named the happiest country in the world, scoring highly on measures such as how often its residents exercise and how much leisure time they enjoy. With large swathes of unspoiled countryside and a national obsession with the outdoors, sustainability is at the forefront of its inhabitants’ minds, leading to high levels of support for measures to limit commuting. In January, Finland passed a new Working Hours Act, the goal of which was to help better coordinate employee’s work and leisure time. Central to this is cementing in law that employees can independently decide how, when, and where they work.

Yet enacting the new ruling is not as simple as just sending employees home with their laptops. For Kirsimarja Blomqvist, a professor of knowledge management at LUT University, perhaps the most fundamental feature that remote work relies upon is a deeply rooted culture of trust, which Helsinki’s residents speak of with pride. The anecdotal evidence is backed up by data which suggests that Finland boasts one of the highest levels of trust and social cohesion in Europe, and equality and transparency have always been key cornerstones of political thought in the country.

“Trust is part of a national culture in Finland – it’s important and people value it highly,” she explains. “There’s good job independence, and people are valued in terms of what they do, not how many hours they work for. Organisations tend to be non-hierarchical, and there is a rich history of cooperation between trade unions, employers, and employees to set up innovative working practices and make workers feel trusted and valued. 

“It’s now important that we ensure that this trust can continue to be built over technology, when workers might have been more used to building it face-to-face.”

As companies begin to look hopefully toward a post-Covid future, the complexities of remote work are apparent. Yet amid issues of privacy, presenteeism, and social isolation, the Helsinki model demonstrates the potential benefits of a distanced working world. The adjustment to remote work, if continued after the crisis, offers a chance to improve companies’ geographical diversity and for employers to demonstrate trust in their workforce. On these issues, Blomqvist believes other cities and employers can learn a lot from Helsinki.

“People are now beginning to return to their workplaces, but even as they do they are starting to consider the crisis as a jumping point to an even more remote future,” she says. “The coronavirus pandemic has been an eye-opener, and people are now interested in learning from Finland’s good practices… We are able to see the opportunity, and the rapid transition to remote work will allow other countries to do the same.”