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Transcript of Crest Nicholson Presentation Nov 2013
8/13/2019 Crest Nicholson Presentation Nov 2013
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Planning for Growth in Wokinghamat Arborfield
A Crest Nicholson presentationfor the Arborfield Community Forum
Scott Black, Crest Nicholson, Group Director of New BusinessNovember 2013
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Contents
1. Background and Context – Why we embrace the principles of garden
villages for Arborfield
2. Crest Nicholson - Who we are, what we do and what we stand for
3. Garden village principles - how we intend to apply them at Arborfield4. Daventry – how we have applied these principles elsewhere
5. Arborfield - contractual arrangements, the current state of play, what
changes we seek to make
6. Conclusions
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Ongoing Structural Under Supply
0
50000
100000
150000
200000
250000
Planned 2m
Likely 1.3m
• The estimated trajectory is in dark blue and shows that at a sustained rate of 5% growthp.a. across all sectors of the new homes market (a rate never previously sustained), theindustry will struggle to get back to a rate of 150,000 homes p.a. By 2016/17 leading toa further shortfall over the period of 700,000 houses.
700,000shortfalllikely!
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But, planning at scale is slow – We need more planning permission and we need to startwork on them now
1
43
2
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Why Garden Villages?
• But, planning has not always workedThe wrong types of homes on the land localpeople hold most dear
With very little in the way of long termstewardship, community facilities or engagementwith local people
Planning has often become combative
This is further exacerbated by lack of supply.
New home purchasers often have no choice
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What is the solution?
To design and to build communities that people want to live in,that local people can influence and have a stake in, and that
have focus on high quality design and place making and
which will thrive over time.
We must also have a planning environment which allows us toachieve these aims – (NPPF paragraph 52)
This will add value for Crest, our customers and the existing community!
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2. Who we are, what we do and what we stand for –why garden village principles fit well with Crest Nicholson.
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Who we are
A robust operation driven bydifferentiated planning anddesign with a 50 year heritage ofhigh quality, communitiesfocused, development
Leading developer of sustainablehousing and mixed-usecommunities
An approach focused around four
core values :1. Quality design an build
2. Diversity
3. Partnership andcollaboration
4. Sustainability
Experienced management teambacked by experiencedprofessionals
Crest delivers traditional andcontemporary housing andhas over 40 housing sites inproduction at any one time
Over the last 20 years Cresthas acquired a reputation for
developing quality housingwithin well conceived masterplans which create placeswhere people want to live,work and play
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Development with a Clear Vision
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With Place Making at their Heart
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Developments Which Value Good Design
Crest’s developments havemore Building for Life Goldstandard awards than any other
UK developer
Over the last 20 years Crest has acquired a reputation for developing quality housingwithin well conceived master plans which create places where people want to live, workand play. This underpins a value added strategy which responds well to the aspirations ofour purchasers.
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Which Respect the Local Vernacular
Crest delivers traditional andcontemporary housing and has
over 40 housing sites in
production at any one time.
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With the Right Attention to Detail
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Which are Economically & Socially Sustainable
Park Central, Birmingham• £350m, 10 Year
Programme• 1,600 dwellings• 400,000 sqft mixed use• £28m infrastructure
JV With
Birmingham City Council
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Which are environmentally sustainable
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Garden Villages – The Principles
• Links to the wider natural environment
• Combines town and country living• Access to local, cultural, recreational
and shopping facilities• Integrates with but is also accessible to
transport systems
Tier 1: The sitecontext
Tier 2: A detailed but
holistic approach tomaster planning
Tier 3: Building a
community
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Garden Villages – The Principles
20
• High quality imaginative design• Homes with gardens
• Generous green space• A mix of public and private networks of
well managed, high quality gardens,tree lined streets and open spaces
• Places emphasis on walkable
neighbourhoods• Vibrant communities with homes for all
Tier 1: The site
context
Tier 2: A detailed butholistic approach to
master planning
Tier 3: Building acommunity
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Garden Villages – The Principles
• Vision, leadership and communityengagement
•Community ownership of the land
• Long term stewardship of assets
• Benefits for the community by capturingland value
• A variety of a employment opportunities in
the Garden Village• Healthy living e.g. encouraging residents
to grow their own food, travel sustainablyand use the outdoor play and recreationareas
Tier 1: The sitecontext
Tier 2: A detailed butholistic approach to
master planning
Tier 3: Building acommunity
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4. Monksmoor Farm, Daventry – A case study example
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An Opportunity in Northamptonshire
• Drawing on our company ethos, our mission and our beliefs• Realising the potential of the site• Being innovative in our approach to development and buildings as well as
creating lasting communities
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In Proximity to Daventry Town Centre
Amenities• A historic market centre surrounded
by housing and light industrialdevelopment
• Culture and recreational facilities• Distinctive independent retailers
and a bi-weekly street market• Restaurants, Bars and Cafes• Country Park and Reservoir
• Schools (3 primary schools within 1miles and 3 secondary schoolslocated within 6 miles of the site)
Transport links• Local Bus services (7 bus stops
within 1000m)• Long Buckby train station (5
miles) with services toNorthampton, Milton Keynes,Rugby, Coventry, Birmingham
• Road networks – M1 J15 (7miles) and major towns ofCoventry , Northampton,Birmingham and Milton Keynesall within 38 miles
‘A balanced economy, wide
skill base & a high streetexperiencing a void rate ofless than 7%, it makes sensethat businesses are looking torelocate here.’
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‘A Sustainable New Community is the style of a21st Century Garden Village...’
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• Hierarchy of routes
• Network of public spaces
• Allotments and a communityorchard
• Play areas
• Sports pitches
• An extension to the countrypark
• A Community building
• New school
• New health centre
• Sustainable Urban DrainageSystems
Monksmoor Farm, Daventry
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DevelopableArea =
46%
Open Spacesand
Landscaping=
54%
Huge Site Potential
Outline planning permission for 1000
homes, a localcentre and acommunity building
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Setting the standard from Phase 1
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• Generous green space• Public realm• Homes with gardens• On plot parking• Tree lined streets
Gross area 18 acres
Net area 13 acres
Affordable housing 20%
Density 14 dwellings/acre
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Distinct Character Areas
The Canal Area
The Community ‘Hub’
The Village Park
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THECHALLENGE
Land ValueCapture for the
Benefit of theCommunity
Vision,Leadership and
CommunityEngagement
CommunityOwnership of
Land and LongTerm
Stewardship of Assets
Tier 3 – how to build a community ?
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Analysis of the Community Benefit
55%
A Chart to Show the Community Benefit as aPercentage of Gross Land Value
S106 Contributions
Community Infrastructure Affordable Housing
Community benefits:
• Education
• Public Art
• Landscaping
• Highways and Transport
• Travel plans, footpaths and cycle ways
• Management Company
• Community Building, Community facilitiesand open space (onsite)
• Community Services for the local area
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A Site Wide Management Strategy
31
Investigating new ideas:
• A Community Interest Company
• A company for enterprises which are‘not for profit’
• Limited by shares or guarantee• Involves ‘asset lock’
The typical procedure is to transfer all open spaces and community facilities to:
• The Local Authority
• A Residents Management Structure
• An Outside Organisation
How will this work at Daventry?
• Combining the best of current thinking• Scope for membership rights to evolve
• Ultimately it will allow for residents will be represented with professional support
• Providing a framework for the management of the open spaces and community facilitieswhich will remain when Crest exit
Plan to Illustrate Management Responsibilities
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Offering a variety of healthy lifestyle choices
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Lifestyle opportunities• Opportunities for residents to grow their
own food• A choice of travel
• Exercise and fitness
Employment opportunities• Apprentice scheme• Retail
• Leisure• Healthcare• Education• Community centre
‘A Garden City is surrounded by an open belt of country. This isan important factor. It makes for health, it limits the size of thetown, it provides small holdings, allotments, playing fields, andwalks for those who want them, and binds the people of the towninto a unity.’
Norman Macfadyen, Health and Garden Cities (2013),TCPA Series paper 14
A C i i S
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A Communication Strategy
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Our current procedure• Consultation Events
• Encouragement of dialogue with local councils
• Newspapers, flyers, notice boards
• A consultation website
New platforms of communication:
• Mobile
• Social Media - Twitter, Facebook
• A local blogger
• A residents ‘hub’ website
‘Social mediain the propertyworld isexpected to
grow by 40% in2013’
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5. Working in Wokingham
K h t h F W ki h
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Keephatch Farm, Wokingham
• Up to 500 units
• 274 homes
• 236 Phase 2
• Allocated in CoreStrategy as part of1,500 home urbanextension
A b fi ld C t t l g t
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Arborfield – Contractual arrangements
• Crest have recently been selected asthe development partner for the DIO
• Crest Control 86% of the northern landvia a development managementagreement with the DIO
• Remaining 14% controlled by Wates (2smaller land holdings) via separatelegal agreements
• Together Crest and Wates make upthe AGLC which is a consortium for thenorthern land established prior toCrests involvement
• Southern land – MFT (Marino FamilyTrust)
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Arborfield Opportunities
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Arborfield - Opportunities
• Opportunity of scale• Plenty of land to incorporate good sized gardens, public
realm and landscape – getting the product and the densityright
• Ongoing community engagement and the creation of astrong vision and leadership
• Network of open spaces and walkable neighbourhoods,place making and character areas etc
• Health and leisure opportunities Allotments, Sangs
• Vibrant heart – best of town and country living,employment education etc
• Long term stewardship
Arborfield proposed changes
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Arborfield- proposed changes
• Reduce density in order to achieve a morecharacterful / attractive development(particularly near the existing homes)
• Release additional net developable land
• Reconfigure district centre to face park land/
infirmary stables (village feel)
• Review highways solutions (TIA) and any othertechnical work as nessasary
• Review the schools configuration and thegateway to the north
• Revisit affordable housing provision
In Conclusion
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In Conclusion1. Urgent need for more housing.
2. Garden villages:a. will deliver a product that people want– IE family homes with proper gardens together
with community facilities.b. have the quality and character to appeal to local communities - more acceptable through
planning
3. Crest already have values which align well with the Garden village principles.
4. We wish to bring these values and principles to Wokingham where we can – particularly at Arborfield.
5. To succeed, new Garden villages will require partnerships between like minded public andprivate sector partners with strong leadership and vision.
With a strong vision, leadership and partnership with local people we canbuild communities that existing and future residents will want and this inturn can assist in meeting the housing shortage through better planning
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Thank you