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New Town Development Strategies Jan 2015 - Day 2
- 1. Day 2Day 2 Howto Develop New TownsHow to Develop New Towns Creating a ToolkitCreating a Toolkit Ian Butter FRICS MRTPI 1 NEW TOWN DEVELOPMENTNEW TOWN DEVELOPMENT STRATEGIESSTRATEGIES
- 2. Planning for CommunitiesPlanningfor Communities • UK Development Plan Policy • The Participants • Management & Control 2
- 3. Development Plan PolicyDevelopmentPlan Policy • Town & Country Planning Acts • Rules and Orders • Planning Guidance • Local Development Framework - Local Plans - Neighbourhood Plans 3
- 4. Planning Guidance • PlanningPolicy Statement 1: Delivering Sustainable Development (Including Planning and Climate Change supplement to PPS1) • Planning Policy Guidance 2: Green Belts • Planning Policy Statement 3: Housing • Planning Policy Statement 4: Planning for Sustainable Economic Growth • Planning Policy Statement 5: Planning for the Historic Environment ( & Planning Practice Guide) • Planning Policy Statement 7: Sustainable Development in Rural Areas • Planning Policy Statement 8: Telecommunications • Planning Policy Statement 9: Nature Conservation – Planning Policy Statement 10: Planning & Waste Management (remains in force) • Planning Policy Statement 11: Regional Spatial Strategies • Planning Policy Statement 12: Local Spatial Planning • Planning Policy Guidance 13: Transport • Planning Policy Guidance 14: Development on Unstable Land • Planning Policy Guidance 17: Planning for Open Space, Sport and Recreation • Planning Policy Guidance 18: Enforcing Planning Control • Planning Policy Guidance 20: Coastal Planning • Planning Policy Guidance 19: Outdoor Advertisement Control • Planning Policy Statement 22: Renewable energy • Planning Policy Statement 23: Planning and Pollution Control • Planning Policy Guidance 24: Planning & Noise • Planning Policy Statement 25: Development and Flood Risk (Including Development and Coastal Change) – Good Practice Guide on Planning for Tourism (2006) Remains in Force) • Draft Planning Policy Statement: Eco-towns – Consultation • Letters to Chief Planning Officers 4
- 5. NPPF 5 “The National PlanningPolicy Framework sets out the Government’s economic, environmental, and social planning policies for England. Taken together, these policies articulate the Government’s vision of sustainable development, which should be interpreted and applied locally to meet local aspirations”
- 6. 52 The supplyof new homes can sometimes be best achieved through planning for larger scale development, such as new settlements or extensions to existing villages and towns that follow the principles of Garden Cities. Working with the support of their communities, local planning authorities should consider whether such opportunities provide the best way of achieving sustainable development. In doing so, they should consider whether it is appropriate to establish Green Belt around or adjoining any such new development. 6
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- 8. Local Development FrameworkLocalDevelopment Framework 8
- 9. The Participants &Their RolesThe Participants & Their Roles • Government • Local Authorities • Statutory Consultees • Service Providers • Development Sector (public and private) • The Public • Professional Organisations • Special Interest Groups • The Planning Inspectorate 9
- 10.
- 11. Newcourt Exeter • TheExeter Core Strategy Proposed Submission sets out the vision, objectives and strategy for the development of Exeter up to 2026. • The Core Strategy makes provision for 12,000 new dwellings, 60 hectares of employment land and 40,000 square metres of retail floorspace. • The Masterplan for Newcourt is intended to accommodate a total of around 16 hectares of employment land and 3500 dwellings. It is intended that uses are arranged to achieve the following aims: – high quality sustainable development – sustainable transport – environmental protection – creation of a mixed and balanced community – residential amenity – protection of the historic environment 11
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- 13. • Enterprise Zones •Local Enterprise Partnerships 13
- 14. Liverpool Waters -Peel HoldingsLiverpool Waters - Peel Holdings • A 30-year vision for the Mersey Waters Enterprise Zone • Regenerating a 60-hectare former docks to create a world- class, high-quality, mixed-use waterfront quarter in central Liverpool. • One of the largest single-ownership port-city development schemes in Europe • Liverpool Waters is one part of the wider ‘Atlantic Gateway’ project, which includes over 50 contributory projects to be delivered over many decades. 14
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- 16. • Potentially 100%business rates discount for five years. This means that each business that qualifies will receive discounts for five years from the start of its occupancy in the Zone, providing it enters the Zone by April 2015 subject to a maximum cap of £275,000. This cap would typically be reached if an occupier took 1,000 square metres (10,000 square feet) of floor space. • A Simplified and improved planning regime replaces the old legislation which means more flexibility in terms of changes of use of floor space within the entire Peel ITC complex. • The Government will support the provision of superfast broadband in these zones which is in addition to the £13 million investment by Wirral Government to improve existing Broadband facility. 16
- 17. • The Peelvision is to create a facility in excess of 230,000 square metres (2.5 million square feet) that would enable up to a 1,000 separate companies from China, India, South Korea or other emerging economies, to exhibit, sell, assemble and distribute their goods into the UK, Irish and European markets. • These goods can cover ALL sectors and business lines including but not restricted to: electrical items, textiles and clothing, kitchenware, furniture, fixtures, fittings, building materials etc. • The facility will include showroom spaces, warehousing/storage and assembly facilities, and will benefit from excellent transport connectivity via road, rail, water and air. • This would be the first of its kind in the United Kingdom and the largest and most sustainable Trade Centre in Europe. 17
- 18. Community Visioning &EngagementCommunity Visioning & Engagement 18
- 19. Discussion Topic –Engaging the Public Evolving a Toolkit • Initiating the Process – Facilitation & Timetabling • Identification & Mobilisation of Stakeholders • Community/Neighbourhood Profiling/Needs Assessment • Preparation of Community Action Plans • Evaluation of Alternatives: Agreeing on Options • Plan preparation and Implementation 19
- 20. Ladder of ParticipationLadderof Participation 20 Developing Owning Managing Deciding Campaigning Knowledge Education Dialogue Information
- 21. Initiating the Process- Building Your PlanInitiating the Process - Building Your Plan • informal visit to the local community or development partners on the ground to discuss the possibilities of working together. • During these initial discussions, the initiator may assess local people’s needs, community organisation, local leadership, resource potentials, and possible areas of conflict. • A number of tools that may be relevant for this exercise include: - Transect walks - Social mapping/neighbourhood profiling - Institutional analysis - Service provider interviews - Focus group discussions 21
- 22. Identification & MobilisationIdentification& Mobilisation of Stakeholdersof Stakeholders • The stakeholders are: - those affected by the proposed scheme, - those who may be causing problems and - those with some institutional mandate to address the issue or to influence policy instruments, interventions or project outcomes • Identify and open up discussions with existing community groups and organisations • Capture all the stakeholders in the settlement with rankings on location, relevance, capacity, weaknesses and opportunities • Use gender analysis to ensure all the relevant groups, including the marginalized, are represented 22
- 23. Community/Neighbourhood ProfilingCommunity/Neighbourhood Profiling NeedsAssessmentNeeds Assessment • Capture social and economic indicators of the neighbourhood • Map locally available resources • Define Developable and Undevelopable Areas • Identify Opportunities and Constraints • Establish a draft community settlement map open to public inspection and comment • Communicate findings to the community for further assessment and detailing • Enable process of Stakeholder Capacity Building 23
- 24. Preparation of CommunityAction PlansPreparation of Community Action Plans • Community Visioning • Evaluation of Alternatives: Agreeing on Options 24
- 25. Plan preparation andImplementation • Evolution of Strategic Action Plans • Drafting of Strategic Investment Plans • Preparation of Development Plans 25
- 26.
- 27. Typical Local Plan- UKTypical Local Plan - UK 27
- 28. Detailed Proposals MapDetailedProposals Map 28
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- 30. Neighbourhood PlanningNeighbourhood Planning •Neighbourhood planning can be taken forward by two types of body - town and parish councils or 'neighbourhood forums'. Neighbourhood forums are community groups that are designated to take forward neighbourhood planning in areas without parishes. It is the role of the local planning authority to agree who should be the neighbourhood forum for the neighbourhood area. • The criteria for establishing neighbourhood forums are kept simple to encourage new and existing residents’ organisations, voluntary and community groups to put themselves forward. • Neighbourhood forums and parish councils can use new neighbourhood planning powers to establish general planning policies for the development and use of land in a neighbourhood. These are described legally as 'neighbourhood development plans.‘ • In an important change to the planning system communities can use neighbourhood planning to permit the development they want to see - in full or in outline – without the need for planning applications. These are called 'neighbourhood development orders.‘ • Local councils will continue to produce development plans that will set the strategic context within which neighbourhood development plans will sit. 30
- 31. TIME FOR ABREAK Next session Commences 10:50 31
- 32.
- 33. What is SustainableDevelopment?What is Sustainable Development? The three dimensions to sustainable development: economic, social and environmental. ● an economic role – contributing to building a strong, responsive and competitive economy, by ensuring that sufficient land of the right type is available in the right places and at the right time to support growth and innovation; and by identifying and coordinating development requirements, including the provision of infrastructure; ● a social role – supporting strong, vibrant and healthy communities, by providing the supply of housing required to meet the needs of present and future generations; and by creating a high quality built environment, with accessible local services that reflect the community’s needs and support its health, social and cultural well-being; and ● an environmental role – contributing to protecting and enhancing our natural, built and historic environment; and, as part of this, helping to improve biodiversity, use natural resources prudently, minimise waste and pollution, and mitigate and adapt to climate change including moving to a low carbon economy. 33
- 34. ‘Sustainable Development inthe Urban Century’ - The World Bank • Sustainable cities are critical to sustainable development, given their position as engines of economic growth, centres of population growth and resource consumption, and crucibles of culture and innovation. • Cities must adopt sustainable development policies as soon as possible because today’s infrastructure investments will be locked in for hundreds of years. This is all the more urgent in developing countries that are rapidly urbanizing. • Sustainable cities should be defined broadly, integrating environmental, economic, and social objectives, and should be supported with a comprehensive and customizable how-to menu. • Making cities sustainable requires addressing knowledge gaps, broadening participation across stakeholders, and incentivizing behavioural change at the individual, corporate, and local government levels. 34
- 35. • Green citiesare seriously committed to becoming environmentally responsible. Many have undertaken internal environmental audits to understand the impact of their policies, and many have become certified under the European Union’s Econ- Management and Audit Scheme. Cities such as Den Haag and London have calculated their ecological footprints and are using these measures as policy benchmarks. • Smart cities have adopted technical and information platforms to better manage the use of their resources, improve management, monitor developments, develop new business models, and help citizens to make informed decisions about the use of resources. • Resilient cities have the ability to respond to natural disasters and system shocks, and can provide reliable services under a wide set of unpredictable circumstances. These are cities that have built-in systems, such as diverse transport and land use, that can adapt to change. 35
- 36. Main PrioritiesMain Priorities •A Suitable Location • Secure Power • Safe Water • Healthy Environment • Sustainable Buildings • Future Proofing 36
- 37. LocationLocation • Green Field/Brownfield? •Land Grading • Pollution Risk • Flood Risk • Access to Infrastructure • Access to Transportation • Scaleable 37
- 38. Masdar City –Abu Dhabi UAEMasdar City – Abu Dhabi UAE 38
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- 40. Secure PowerSecure Power •Philippines Shortages • Objections to coal • Need Consistent Supply • Green Energy Options • Economic Drivers 40
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- 42. Alternative Energy –Non DomesticAlternative Energy – Non Domestic
- 43. 43 Sufficient for meetingthe needs of up to 1,000 UK houses per day Micro Hydro Power for 1,000 People in Philippines
- 44. GeothermalGeothermal 44 Palinpinon Geothermal powerplant in Sitio Nasulo, Brgy. Puhagan, Valencia, Negros Oriental, Philippines
- 45.
- 46. Safe WaterSafe Water •Adequacy of Supply • Potable requirements • Storage options • Discharge, Treatment and Recycling 46
- 47. From Waste toWaterFrom Waste to Water 47
- 48. Environmental ServicesEnvironmental Services •Surface Water - SUDS • Foul Drainage • Refuse / Clean streets • Recycling • Clean Air • Green Roofs • Green walls 48
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- 51. A Rubbish Idea?ARubbish Idea? 51
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- 54. Sustainable BuildingsSustainable Buildings 54 •Re-Use existing buildings – especially historic • Build for Resilience • Concept of Reversibility • Enable for future technology
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- 58. Change in theUKChange in the UK 58 • Redundant offices to Residential • Farm Buildings to Shops/Offices/Tourism • Derelict Warehouses to SME Workspaces • The evolution of Co & Remote Working The Facebook Factory Office
- 59. A Shipping Containerby any other name!A Shipping Container by any other name! 59
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- 61. New Town Planning– Exercise 1New Town Planning – Exercise 1 61
- 62. Time to Breakfor Lunch Workshop resumes at 14:00 62
- 63. New Town Planning– Exercise 2New Town Planning – Exercise 2 63
- 64. Lessons from Aroundthe WorldLessons from Around the World 64
- 65. UK Eco TownsUKEco Towns 65
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- 67. Chinese Ghost CitiesChineseGhost Cities 67
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- 69. Curitiba - BrazilCuritiba- Brazil 69
- 70. Navi Mumbai -IndiaNavi Mumbai - India 70
- 71. Paraisópolis – SaoPaulo, BrazilParaisópolis – Sao Paulo, Brazil 71
- 72. Milton Keynes -UKMilton Keynes - UK 72
- 73. 73 TIME FOR ABREAK Next session Commences 15:45
- 74. Developing StrategiesDeveloping Strategies forfor NewTown DevelopmentNew Town Development 74
- 75. • Development Partners •Development Finance • Community, Economy, Delivery • Policy Framework • Locational Criteria • Approaches to public Consultation • Enabling Actions • Sustainable Development Initiatives • Management & Monitoring 75
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- 78. Next StepsNext Steps 78 Myadvice: •Plan Big- Act Small •Take the Community With You •Be Realistic in Achievable Outcomes •Be Flexible •Evolution not Revolution •Get the Basics Right •Think Local •Build for Adaptability •Enable for Technology •Public Private Partnerships •A Long Term Strategy
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- 80. WITH THANKS TOYOU ALL FOR PARTICIPATING Safe Trip Home Salamat Ian Butter FRICS MRTPI ianbutter@ruralurbanplanning.co.uk www.ruralurbanplanning.co.uk 80