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



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



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!



But, planning at scale is slow – We need more planning permission and we need to startwork on them now

1

43

2



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



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!



2. Who we are, what we do and what we stand for –why garden village principles fit well with Crest Nicholson.



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



Development with a Clear Vision



With Place Making at their Heart



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.



Which Respect the Local Vernacular

Crest delivers traditional andcontemporary housing and has

over 40 housing sites in

production at any one time.



With the Right Attention to Detail



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



Which are environmentally sustainable



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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• 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




• 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



4. Monksmoor Farm, Daventry – A case study example



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



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.’



‘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



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



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 ?



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



A Site Wide Management Strategy

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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



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



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’



5. Working in Wokingham

K h t h F W ki h



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



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)



Arborfield Opportunities



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



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



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



Thank you

Crest Nicholson Presentation Nov 2013

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Transcript of Crest Nicholson Presentation Nov 2013