Delivery Board notes

Whitehill & Bordon Delivery Board Meeting 14th June 2012 10:00am Main Hall, Forest Community Centre, Bordon Present: John Walker Daphne Gardner

(JW) (DG)

Robert Smith

(RS)

Wendy Ivess-Mash Dr William Wain James Rowley

(WIM) (BW) (JR)

Cllr Andrew Joy

(AJ)

Cllr Glynis Watts Cllr Adam Carew

(GW) (AC)

Cllr Mark Davison

(MD)

Apologies: Kevin Bourner

(KB)

Cllr Melville Kendal

(MK)

Also: Ian Parker Mandar Puranik

(IP) (MP)

Sarah Allan

(SA)

Susan Robbins Tim Wall

(SR) (TW)

Chris Youngs Simon Beach Caroline Sayers Stuart Howie Mark Harris

(CY) (SJB) (CS) (SH) (MH)

Independent Chairman East Hampshire District Council (EHDC) Project Director MoD Defence Infrastructure Organisation (DIO) Head of UK disposals, DIO Whitehill & Bordon Town Partnership (WBTP) Home and Communities Agency (HCA) Area Manager North Hampshire on behalf of Kevin Bourner Hampshire County Council (HCC) on behalf of Cllr Melville Kendal EHDC Portfolio Holder for Regeneration EHDC councillor representing Whitehill & Bordon Whitehill Town Council (WTC)

Homes and Communities Agency (HCA) Head of Area HCC Executive Member for the Environment

HCC (Head of County Development Taskforce) EHDC (Theme Lead – Planning and Urban Design) EHDC (Theme Lead – Eco-housing and Retrofitting) EHDC (Theme Lead – Economic Development) HCC (Team Leader Highways Development Planning) WTC (Eco-coordinator) EHDC (Project Coordinator) EHDC (Governance Officer) PricewaterhouseCoopers LLP (PwC) PricewaterhouseCoopers LLP (PwC)

Item

Notes

Action

1.

Welcome and introductions - Chairman For the benefit of the members of the public, the Chairman introduced the role and purpose of the Delivery Board.

M120614 -1-

2.

Minutes of previous meeting and matters arising Minutes of the previous Delivery Board meeting were approved as accurate.

Matters arising from the previous meeting are: Eco-town vision (minute no. 2, page 5): The project director confirmed that the Eco-town vision were agreed by the East Hampshire District Council along with the revised framework masterplan.

Whitehill & Bordon Eco-terrace architectural competition: This competition is being featured in London from 18th June to 4th August 2012.

Wildlife of Whitehill (WoW): A supplement to the WoW has been released. The supplement includes two new areas of land. These are Standford Grange and Roundhill, a MoD Army training area. The areas are identified by the Reptile Conservation Trust and are regarded as areas which are important for biodiversity and conservation for both animals and reptiles.

3.

Public questions The questions that were received for the Delivery Board meeting arrived after the deadline. Therefore if supplementary information is available this will be added to the minutes. The Chairman summarised the public questions and answers which were received prior to the Delivery Board meeting.

The questions and answers are appended to these notes. (Appendix 1.)

4.

Verbal update from Ministry of Defence (MoD) Members of the Delivery Board were aware of the previous ministerial announcement and the Defence Technical Training Change Programme (DTTCP) preferred option. The DTTCP project team to carry out this work has now been set up. The initial phase of work includes the move of the School of Electrical and Mechanical Engineering (SEME) to RAF Lyneham as part of this programme.

As part of the MoD approval process, a main gate approval which is due 2013, if successful, will confirm the permanent move of the garrison personnel from Whitehill & Bordon. The lead in period is two years. Therefore, the move is planned to start in the summer 2015.

The programme is in hand. If there are any changes, DIO will bring this to the Board’s attention. The main gate process will bring detailed timing of the move. Until then, the project will have to work

M120614 -2-

on assumptions. RS confirmed this was normal practice.

5.

ATLAS report on strategic decision making in relation to procurement of an investment partner and masterplan changes.

The project director introduced this report. Advisory Team for Large Applications (ATLAS) facilitated a seminar earlier this year. The recommendations made in the report have been agreed by the Board and work has been progressing so that much of the recommended work has already taken place. Some of this work has been supported

by PricewaterhouseCoopers LLP (PwC).

ATLAS had asked the Board to look at section 8 of its report on work going forward. This work needs as many people as possible to be involved.

Internal discussions have been taking place regarding progressing the outline planning application so that this can be taken forward. The project team may be in a position to bring this to the next Board meeting.

Reference was made to page 27, within the first list of tasks, the bullet point stating “Challenge and address the negativity...” It was recognised by Board members that the way this is written is misleading and it should be rewritten “addressing ill informed…”

The Board publicly thanked ATLAS for facilitating this workshop and the subsequent advice that the Board had received. The support and advice that has been given to the project has been free of charge.

6.

Commercial strategy advice from PricewaterhouseCoopers LLP (PwC) Stuart Howie from PwC introduced his presentation. The role of PwC is to support the Delivery Board in understanding the commercial needs of the project.

The first phase of work ran until December 2011. This phase of work focussed on understanding the delivery options available and considering the various options that may be applicable to the scheme.

The options will need to meet the needs of the Delivery Board while keeping the masterplan objectives both for the public sector and private sector in mind.

This project is a large complex scheme. Understanding what the investor market is willing to do and which potential options will work in this market, along with the associated risks were assessed.

The strong emerging theme is that the market must have certainty, especially due to the size of this project. Other related issues were around viability especially with the number of years involved in this project.

M120614 -3-

project team

The second phase of work has been running since December. This has been building on the list of options for delivery and included additional viability work. A shortlist of delivery options has been developed along with each option’s level of risk.

Further market testing has been carried out and is still ongoing. This work is giving a clearer picture of investor market appetite for this project. This includes identifying what can be done to make the project attractive to the market to secure private sector investment.

The current market conditions are difficult, but there is still interest in the project. It is important that the project recognises what is achievable and what is not.

A workshop with Delivery Board members was to take place that afternoon of the Delivery board meetings to discuss the PwC work in greater detail.

AC raised a concern regarding sand extraction. HCC clarified that sand extraction would not prejudice delivery of the scheme.

Opportunities for early extraction are limited to an area south of the town. This needs an extra piece of work and will be looked at and incorporated into the work of the green infrastructure work.

IP

A copy of the presentation made by PwC can be found in Appendix 2.

7.

Transition Group update Work is being carried out to identify MoD assets that may be of value to the Community in line with the Eco-town programme and to ease the move of MoD from the town. It was confirmed that use of the Phoenix Theatre and Bordon & Oakhanger Sports Club (BOSC) can continue.

Other elements of work include developing a site closure and asset data pack for the garrison. This is a record and assessment of the site facilities and how these assets might best be managed during the transition period. This work will link in with the MoD’s use of these assets between now and when the Garrison closes to identify how civilian access and use are best managed.

DIO

It was noted that Bruce Collinson from the Eco-town team had introduced to the Transition Group Gareth Price from Green Infrastructure Development Enablement Associates Ltd (GIDE Ltd).

Gareth is doing a piece of work to help the group think of ways to bring forward the comprehensive and holistic management of the open spaces in advance of when land comes forward for development.

In addition to this, Susan Robbins from the Eco-town team had highlighted the bid for funding that she was working on. These are in a separate item on the agenda.

Louisburg Barracks is no longer in operation. Therefore, in parallel with the site closure activities SR is working with DIO to promote opportunities to reuse certain assets for employment and skills development as an interim benefit ahead of site redevelopment.

M120614 -4-

SR / DIO

The last Transition Group meeting had only recently taken place. The minutes of the last meeting are appended to the Delivery Board minutes. (Please see Appendix 3)

8.

Landowners’ update Robert Smith introduced his report and summarised the key objectives which are outlined on page 34. The purpose of these objectives is to clarify the requirements of the landowners within the Eco-town project.

The Landowners’ Group is supported by consultants from GVA and Amec. These consultants represent the interests of the Landowners in terms of planning and marketing.

The role of PwC in advising the Delivery Board on marketing and investor strategy will be helpful to the landowners as they prepare to market their assets.

The landowners are working to a Memorandum of Understanding (MoU) to ensure that the land available is developed in a responsible way.

GW highlighted the trip made by UK Trade and Investment (UKTI) to visit a number of businesses in the district including one in Whitehill & Bordon. They are very interested in the work that we are doing, particularly on inward investment.

The importance of meeting the long term community aspirations while maintaining the interests from investors and developers in the project was also recognised. Flexibility of the Joint Core Strategy and the masterplan will be required to secure the investment opportunities to make sure objectives are met.

9.

Neighbourhood Quality Charter The charter had previously had extensive consultation as well as good discussions at the recent Standing Conference. The Eco-housing and retrofitting theme lead highlighted the changes made to the report since the Standing Conference.

The following changes were made: Introduction: Incorporating a third purpose for the charter which is to influence development briefs and any future town-wide design guidance.

Principle 1: Page 4, the content of first bullet point of Principle 1 was made more balanced by recognising the importance of solar exposure.

Principle 2: additional commentary was included relating to historic MoD buildings in the town.

M120614 -5-

SA

It was suggested that further work should look at rural characteristics within and surrounding the town to help integrate the town with the surrounding areas. A lot of more detailed work that sits below the masterplan will need to be completed. The character of rural areas will relate to this. Areas within the existing town are also important and this work should be covered by the Town Design Statement.

All the Delivery Board members agreed to become signatories to the Neighbourhood Quality Charter.

10.

WTC All

Whitehill & Bordon Eco-town Revised Masterplan (May 2012) The Delivery Board was asked to endorse the masterplan which had been the subject of extensive consultation and which had been adopted by EHDC’s Council. Board members had previously input extensively to the plan.

AC stated that a key organisation had queried whether there was sufficient Suitable Alternative Natural Greenspace (SANG) provision in the plan. The project director and planning and urban design theme lead confirmed there was sufficient SANG provision. They stated that the team would not bring forward a plan without appropriate SANG provision. It was agreed that this kind of misunderstanding needed to be tackled outside of the meeting.

project team

The Delivery Board endorsed the masterplan.

11.

Transport Studies update The Chairman introduced the report highlighting that it is an update on work which is in progress.

The revised masterplan makes allowances for the alignment of alternative routes of the inner relief road (IRR). A concern was raised about the two routes going south. The team working on this issue are confident that an IRR can be provided without compromising the SANG. Dealing with traffic management is an issue that is important to the community. The work is not complete yet, but the community can be reassured that extensive work including public engagement will be done and once completed will be reported back to the Delivery Board.

December is the likely date that all the updated reports will be available.

12.

Funding applications The economic development theme lead introduced her report. Three funding applications have been submitted which are to support site development and economic growth.

It is important to maximise the chances of success with these bids.

M120614 -6-

TW

The funds are a way of helping to progress activity and raise the profile of the town and what we want to achieve. The work will also help with de-risking the project and giving investors more confidence.

This will help the planning process and move to real delivery.

The project team has good contact with, and support from the local enterprise partnerships. Board members were also asked to support the bids with their networks and contacts.

ALL

HCA stated they have arranged for a survey of the pipe work across the Quebec site which will provide detailed information in support of the bid to fund work to realign and enlarge the foul water pipe on the site.

Work for these bids will not stop here, and work will continue after the bids have been submitted.

13.

The bid to the Regional Growth Fund has been submitted to The government department for Business Innovation and Skills (BIS).

Once in principle approval has been given, this bid will move into due diligence phase. The project should receive early indications for the Growing Enterprise Fund applications over the next two months.

Work required for the bids will be taking place over the next six months.

SR

MPs and everyone concerned with the bids will be fully briefed on the bids. SR will come back to the Delivery Board if or when further support or lobbying for the bids is required.

SR

Outcomes from Specialist Groups and Chairman/ Vice Chairman/ Lead Officers meetings The Chairman introduced the report on the work of the Specialist Groups.

The first bullet point under section 2.16 of the report: it was noted that the Homes and Communities Agency (HCA) is engaged in discussions and is working with the Specialist Group on this.

A concern was raised regarding inviting external speakers connected with organisations which are potentials investors. This is a process issue. The project team has a vetting process to address sensitivities.

The project team and the Delivery Board Chairman can assist with recommendations.

The Delivery Board noted the work of the Specialist Groups.

14.

Project progress report The project coordinator introduced the report on project progress.

This version of the report is the same as the version that was taken to the Standing Conference.

M120614 -7-

ALL / project team

Additional information was given regarding section 8, appendix 2.

HCA, in conjunction with the Eco-town project team, are currently drafting a programme for the delivery of the Quebec Barracks site.

Once this programme of work has been agreed, it will be incorporated into the overall reporting gantt chart.

The Joint Core Strategy will now go through the examination in public process by the inspector during the first two weeks of September.

This is a slight change to the scheduled date of August. This will not affect the overall programme of work.

The project coordinator introduced the new town transport manager Kimberly Hardwick.

15.

Forward Programme The forward programme was reviewed. The project team will liaise with Delivery Board members before September on dates for future meetings to be scheduled in 2013.

CS

A Delivery Board member raised the forthcoming Parish Poll and commented on it.

The Chairman’s advice to the people was to “be careful what you wish for.” He also highlighted that if this poll was taken seriously, it would lead to piecemeal development that no one wants, and would not ensure environmental protection.

Some Board members were concerned that some of the information used in the circular being distributed for the poll could be misleading for the public and should be challenged.

Dates for future meetings were reviewed and confirmed.

Exempt items

16.

Risk register report The Board members reviewed the risk register report.

It is recognised that the risk register is a work in progress and is a working document.

M120614 -8-

CS

Appendix 1: Public Questions

www.whitehillbordon.com Questions to the Delivery Board 14th June 2012 Question Questions from IA Johnstone

Answer

1.

The revised Eco-town Bid of August 2008 claimed that closure of Bordon Garrison would result in the loss of over 2000 jobs: in later documents that figure was reduced to 1500.

The latest proposal claims to provide ‘an additional 1500 new jobs within the town to mitigate the loss of civilian employment associated with the relocation of Bordon Garrison’. There is no explanation as to how the figure of 1500 has been derived. I have recently been advised that there are 304 contractors employed in the delivery and support of training and 162 civilian contractors involved in catering, cleaning and other services. In addition, the Civilian (Civil Service) Complement allows for 21 non-mobile grades ie they would not be required to move when the Garrison closes. That gives a total of 487. It is quite likely that some of the contractors will be employed in delivering training at the new facility in Lyneham. Also, it is not known if any of these personnel commute to work in Bordon from other areas.

1.

The figures for jobs at the Garrison have been taken from the SQW Economic Potentials Study 2009 and were based on the best available data at that time. Since then the number working and training on the garrison at SEME have reduced and this is reflected in the lower number of 1,500, which is based on information from the garrison. This number includes the trainees at the SEME. The numbers do change, and may reduce further over the next two years; however it is important to seek new jobs to replace those lost. For full details please see the SQW Economic Potentials report available on the Eco-town website.

Chairman’s notes: This is a moving target and will continue to be under review.

It is possible that members of Service families are filling some jobs in the town. If so, these would become available for other residents when the Garrison closes.

Bearing these points in mind, can you explain how the figure of 1500 has been derived?

2.

What is the fall back position in the event that there is an unexpected slippage in the move of the Army to Lyneham?

2.

We hope there will not be slippage but we are continuing to work closely with the Ministry of Defence to ensure our plans are synchronised.

Chairman’s notes:

M120614 -9-

If slippage was to occur, the project will have to adjust to accommodate this.

3.

When and how will the carbon footprint of the ‘existing settlement’ be calculated and what is the definition of the existing settlement?

Without this data, how can the new development be designed to ensure that the overall carbon footprint does not exceed that figure?

3.

The carbon and ecological footprint for the existing town were published in the Whitehill & Bordon One Planet Living Strategy (2011) by calculating the average resident’s footprint based on the current population. Further work is currently being undertaken following the publication of the Whitehill & Bordon Eco-town Masterplan (Revised May 2012), which includes high level indicators set out in the supporting tables section (appendix B of the masterplan).

Chairman’s notes: The One Planet Living strategy work is being taken seriously. Not many communities have done this type of work.

4.

In the proposal, it is claimed that the town will become an eye-catching exemplar of low-carbon living and environmental excellence. Bearing in mind that this is supposed to be demonstrated by the development of Quebec Barracks, what is the minimum Code Level of sustainability that will be allowed in that development?

4.

The development standards require for a proportion of new homes at Quebec Barracks to be built to Zero Carbon Homes Standard and at least 20 homes will be built to Code for Sustainable Homes Level 5. This means that the majority of homes will be required to provide in-built energy efficiency, some renewable energy generation as well as off-site “allowable solutions”.

Chairman’s notes: The standards that the news homes which are to be built on Quebec Barracks have previously been discussed at both the Standing Conference and the Delivery Board meetings.

Building homes to these different standards will be a good way of monitoring the differences between them. Both are very high standards and in keeping with being exemplary.

5.

The ATLAS Report lists among its Main Actions that the Project Team should ‘Challenge and address the negativity of opposition groups’. The terms ‘negativity’ and ‘opposition groups’ are pejorative. All parties accept that there will be development in the town when the Army leaves; it is just a question of the scale. Debate on the proposals should be welcomed as it can only strengthen the ultimate solution.

5.

The terminology used in the report is not as good as it could have been. I agree that debate on proposals is to be welcomed. Thank you for drawing this to my attention.

Chairman’s notes: However it is important that the project team continues to challenge ill informed comment so that people have reliable information on which to base their judgements

Is negativity being confused with objectivity; after all, the ‘opposition groups’ were not distracted by the requirement to deliver a minimum of 5000 additional dwellings to qualify M120614 - 10 -

for eco-town funding?

6.

Is the ATLAS Team aware that the so-called ‘negative’ lobby, who opposed EHDC’s plan for 5500 additional dwellings as being excessive, were right and that the pro-active Project Team were proved wrong after the environmental assessment had been carried out, leading to the revised limit of 4000 additional dwellings?

6.

The ATLAS Team has been involved in the project for a number of years and is aware of the history of the masterplanning process and publication of the supporting evidence base.

This evidence base has influenced the current level of housing proposed in the revised masterplan.

Chairman’s notes: ATLAS is part of the Homes and Communities Agency and the centre of excellence for working with communities. I am glad they are involved in this project.

7.

It is noted that the upper limit of 4000 additional dwellings will be breached by housing developments outside the Masterplan. How can the cumulative effect of development in all areas around the local Special Areas of Conservation be monitored and controlled to ensure that they are not endangered by excessive urbanisation?

7.

The Habitats Regulations Assessment (HRA) work relating to the revised masterplan is supported by a district-wide HRA, which has been completed in partnership with the South Downs National Park Authority and Waverley Borough Council as part of the evidence base for the Joint Core Strategy. As a result of this work the Joint Core Strategy includes policies that will safeguard European Protected Sites, including Special Areas of Conservation, by requiring an assessment of the potential combined effects of proposed development occurring across East Hampshire outside of the Whitehill & Bordon Eco-town proposals.

Chairman’s notes: This topic has been discussed at previous meetings to ensure that there are no breaches.

The HRA is an important safeguard.

8.

The forward programme appears to show a diminishing level of community involvement. Is this an oversight?

8.

Community consultation has been extensive and will continue to be so. Detailed proposals for consultation on the outline planning application for the whole site are due to come forward to the Board later this year.

9.

The Draft Masterplan indicates that there will be an increase of 550 Public Sector posts in the enlarged town. Will these be new posts or will they be filled by EHDC staff commuting from Petersfield to Whitehill Bordon?

9.

The working assumption for the number of public sector jobs is for them to account for 10% of the total job numbers (5,500). The public sector jobs category includes teachers, police officers, nurses, doctors and local authority staff.

The new jobs will be associated with an increase in the population to support housing, community facilities, the new town centre and employment floor space.

M120614 - 11 -

M120614

14 June 2012

Delivery board presentation

Whitehill Bordon Ecotown

www.pwc.co.uk

Appendix 2: PwC presentation

12

M120614

13

Phase 1 (October – December 2011)

Phase 2 (January – June 2012)

•

•

Scope of work

Whitehill Bordon Eco-town PwC

•

14 June 2012 2

To assess the different commercial options to deliver the Whitehill Bordon Ecotown project taking into account the requirements of different stakeholders, the level of market interest and the financial and commercial viability of different delivery methods.

PwC’s role

•

•

Introductions

•

Agenda

M120614

14

Provide an overview of potential funding / delivery options that might be applicable to the scheme;

Help to devise a methodology and a set of criteria for assessing the delivery options;

Support the Delivery Board to develop a short-list of delivery options for quantitative testing in Phase 2;

Review the high level financial assessment of the masterplan;

Undertake an initial market sounding exercise; and

Presentation and report to the Delivery Board on 15 December 2011.

•

•

•

•

•

•

14 June 2012 3

Further clarification of the projects viability and deliverability including establishing the baseline, the infrastructure requirements and determining the projects essential components.

•

Whitehill Bordon Eco-town PwC

The need for public sector stakeholder to present a united front to the market

•

Emerging themes:

Support the Delivery Board members in defining and aligning the objectives of key stakeholders;

•

Phase 1: (October – December 2011)

Scope of work

M120614

15

Assess the shortlisted potential delivery models from phase 1 by undertaking a quantitative assessment, to support the selection of the preferred delivery option;

Undertake a soft market testing exercise, building on the market sounding that was undertaken as part of the phase 1 work;

Support the Delivery Board in developing a high level procurement and implementation strategy for the scheme; and

Presentation and draft report to the Delivery Board on 14 June 2012.

•

•

•

•

PwC

14 June 2012 4

Undertake further work to better understand the potential viability and suitability of alternative sources of funding for the project;

•

Whitehill Bordon Eco-town

Support the Delivery Board to determine and agree a baseline for the project and, to understand the viability of the masterplan;

•

Phase 2: (January – June 2012)

Scope of work

Appendix 3: Transition Group meeting minutes TRANSITION GROUP MEETING – 31 MAY 2012 14:00HR, CONFERENCE ROOM, BORDON GARRISON

Attendees

Initials

Organisation

Lt.Col. Colin MetCalfe

CM

Garrison

Maj. (Ret) Alan Johnson

AJ

Robert Smith

RS

DIO

John Walker

JW

DB Chairman

Ian Parker

IP

HCC

Sue Robbins

SR

Project team

Caroline Sayers

CS

Bruce Collinson

BC

Chris Youngs

CY

Gareth Price

GP

Apologies

Initials

Organisation

Col. Ansell

Col.A

Garrison

Roger Shipton

RSh

GVA

Daphne Gardner

DG

Project team

Item

1.

WTC Director GIDE Associates Ltd

Matters for discussion

Follow-up / Action

Overall programme, key events and stages.

SEME move to RAF Lyneham is progressing in accordance with the previously advised programme.

Following approval of the initial project designs the project will then look to move towards the procurement stages to invite industry to submit their proposals.

Once these are received and evaluated then a clearer and more detailed programme to identify the phasing of the move out of Bordon can be confirmed (Summer 2013). Until this is in hand, the Transition Group will continue work against the high level programme milestone of vacation in late 2015.

2.

GI management and maintenance project - Introduction to the consultancy work to assess the green spaces within the Eco-town, including MoD land, in line with the

M120614 - 16 -

Item

Matters for discussion

Follow-up / Action

needs of the masterplan.

Gareth Price from GIDE Associates Ltd introduced his presentation.

(Please see appendix to these minutes.) Over the last year, work has been carried out to assess the green spaces within and around the town. The revised masterplan for the town has identified delivery and maintenance options of green spaces and how these areas all connect. These connections are to enable people to move around the town without using a car while still retaining the green benefits for wildlife. This work involved interviews and a stakeholder workshop with the various landowners who presently manage the green spaces. The culmination of this work will be taken to the September Delivery Board meeting.

This presentation follows on from a successful stakeholder workshop held in April. The workshop had a wide sector of attendees. The next stage of work is to prepare a long term management and maintenance framework by the end of June.

Some principles have been developed (please see appendix for more details). Including: • The whole landscape approach is to include cyclist & walkers, and flora & fauna.

• Social capital in the area is to be expanded.

• A coordinated approach recognises the environmental, social and economic benefits.

• Emotional ownership must be kept local. To achieve this, it is important to establish boundaries.

• Any problems should be solved at ground level.

Feedback from the workshop includes: • Piecemeal development is not appropriate.

• The “one owner” still needs to be defined, but this will be an entity with management responsibilities and a long term lease would be an option. The “one owner” needs to be kept simple. Small tasks are difficult to solve if there are several partners that have to be liaised with.

At a previous landowners’ meeting, the Land Trust presented its model of green infrastructure management and maintenance. After exploring alternative options, it is now being recognised that the ‘umbrella’ management model is the most realistic option for Whitehill & Bordon, which reflects elements of the Land Trust approach.

It is recognised that local engagement is crucial. The development of 4,000 houses will increase the challenge of the local capacity to manage the green spaces. To add to the challenge, being a garrison town restricts the ability to have local ownership of local land due to the training grounds and the associated health and safety restrictions M120614 - 17 -

Item

Matters for discussion

Follow-up / Action

needed on the land. The change of ownership from the garrison to the local community will need to be managed carefully. Also to be considered is that a significant amount of land around the town will still need to remain operational. Therefore there will be a need for assistance from the garrison and Longmoor Camp to help with the land-use transition with the existing and new community. This will need branding and signage to assist with identifying the issues and help people to understand the reasons and therefore address the identified issues. This will be most effective in partnership with all landowners.

The report which will be going to the Delivery Board meeting in September will identify what the garrison and training area issues are.

Quebec and Louisburg Barracks would be sites which assist with the transition process and used as a demonstration site to help teach people how to look after the green spaces as well as recognising the garrison’s needs.

With the evolution of the governance structure, this is a critical time to collate all the necessary information. Longmoor Camp would be a good source of information and could play a key role. This may need a separate consultation, but cooperation between the MoD parties is crucial.

Initial issues identified include: • Martinique will remain an operational site. Presently it is shielded

by Louisburg Barracks. When Louisburg Barracks is handed over for economic development, Martinique will no longer be shielded.

• The use of Hogmoor will be needed as suitable alternative natural Greenspace (SANG). This is likely to be in 2015. Local environmental lobby will play an important role in bringing Hogmoor forward.

Assistance and input required from all members of the Transition Group includes: • A paper that defines the green infrastructure will be circulated to the Transition Group to provide information not presently included.

• Future working arrangements will need to be assessed. Garrison input would be much appreciated. The first site to focus on would be Bordon Inclosure, a site not presently being used by the garrison. Ownership within MoD is unclear, but initially, contact with Longmoor Camp was recommended.

• Louisburg Barracks still has some active local community groups so should be able to continue and grow.

• Because of the loss of manpower within the garrison, environmental management has been neglected. Therefore, M120614 - 18 -

DIO to produce a landownership & MoD operations map.

BC to liaise with AJ

Item

Matters for discussion

Follow-up / Action

there are opportunities to begin the process of handing management over to the local community.

3.

Estate implications on the use of Bordon during transition - strategic level – Defence Technical Training Change Programme (DTTCP) There is slight slippage in the DTTCP programme.

- operational level – School of Electrical and Mechanical Engineering (SEME) At the operational level, this will remain unchanged until 2015. There may be issues due to reducing staffing levels eg MoD police.

Schools will remain until the move in 2015.

If there is a need to assess infrastructure on site, this can be looked at and discussion could take place. The garrison and MoD are open to discussion of activities on site. It is not expected to need to do much work until after main gate sign off.

4.

Opportunities for business and civilian employment in Bordon during transition Military staff will not be made redundant as they will be moved to RAF Lyneham. Private companies who presently have contracts with the garrison may be affected. There is a risk that this talent will be lost. Hampshire Economic Military Partnership provides support for business / training advice for service personnel. The Eco-town project will need to look at what support will be needed for civilians that will be affected by the potential loss of contracts.

Private contracts on site are with large national companies and are likely to continue at the new location.

Between 240 and 250 staff are employed by Babcocks and other companies. Relevant data has already been passed on. Locations of these employees range from Portsmouth to Petersfield. Most information will be available after main gate sign off.

5.

Early land release options - Quebec Barracks Completion of the sale of Quebec Barracks site is expected by mid June. The issues which surrounded this site are now resolved. The final stage of the sale is with the solicitors. Once completed, HCA will put in a planning application.

- Louisburg Barracks – (SR to update on business opportunities and framework for early use/ development of Louisburg Louisburg Barracks is subject to closure. The completion date for

M120614 - 19 -

Item

Matters for discussion

Follow-up / Action

this work is still to be confirmed. Other work on this site includes looking at opportunities for redevelopment. Once DIO has taken over this site, a security company, or possibly a management company will be employed through a leasing agreement.

Maintenance of the site will be downgraded to water tight only.

An assessment is needed regarding what utility and other services are provided via Louisburg Barracks. Also, the garrison church and Phoenix Theatre are powered via this site.

Infrastructure information for this site is crucial for development.

Therefore, this information is needed now. The utility supplies for this site need to be clarified before DIO take over the site. This data will also be needed for the Growing Places projects.

DIO has started putting together the required data pack. DIO has requested staff resources to complete this work. DIO hopes to be able to go out to recruit this person within the next month.

There seems to be a discrepancy regarding Delivery Board members’ understanding of which buildings are to be retained.

The masterplan makes this clearer by stating which buildings are to be retained with the proviso it is viable to do so. The buildings that are to be retained with the proviso it is viable to do so will also need including in the DIO site closure data pack. The information will need to be collated in an understandable form.

BC has some knowledge from work he has already done with regards to utilities and is willing to be used as a resource for the GVA/ Amec work on utilities.

- Regional Growth Fund A Regional Growth Funding bid is being put together for the Louisburg site. The issues and timescales have already been discussed. Because this is a government-funded bid, all monies need to be spent by 2015. The bid must have a private sector partner to get businesses involved. There was hope to get the inner relief road (IIR) included in the bid, but as it must have private sector match funding that is equal to or greater than the public sector funding it is not possible to include this in the bid.

The bid will not affect future land sales. Future job growth must be a priority of this bid. DIO is happy to consider private business leases for a five-year period as start-up units with the future redevelopment for long term.

The proposed model for this site is similar to one at the Portsmouth Naval Dockyard. The person working on the Portsmouth project is also assisting with this bid.

- Growing Enterprise Fund bids

M120614 - 20 -

BC to liaise with GVA & Amec

Item

Matters for discussion

Follow-up / Action

There are two bids being proposed for the Growing Enterprise Fund.

The first is to upgrade the foul water pipe to a standard suitable for 4,000 houses. This bid application is straight forward.

The second bid is for the establishment of a SANG network as a trust of some description.

Both bids are from a revolving fund so need to be able to show how the money will be returned. Section 106 funding is part of the Local Enterprise Partnership (LEP) model. Details of paying back the loan will be incorporated as part of the due diligent process and underwritten by the development. As this is the first time the fund has been operating, actual criteria are still to be determined. East Hampshire District Council would have to take the risk of underwriting the bid.

6.

Programme to vacate lodgers and non SEME occupations A data pack to determine who sits where and what they do is needed for the site. As DIO and SEME moves to Lyneham, there may be a need to find new homes for non project units. Work is being done with the wider DIO to ensure staff are relocated in time.

Encroachment groups include scouts, crèche, theatre, schools. The garrison will take responsibility for encroachment groups. Others eg museum and clubs will be a challenge. Welfare facilities, preschool, swimming pool, church etc will remain. Therefore, there will be a need to know how these will be managed and how to keep them open if possible. These are all services that are for the wider military personnel, not just for the garrison.

The community facilities study is looking at civilian and military facilities via a questionnaire. As a result of this work, clarification has been achieved for certain buildings. The community centre is outside the Quebec Barracks site but is owned by the MoD. Wolfe Lodge has been sold; Wolfe House is still under MoD ownership. All buildings need to be identified and their lease agreements confirmed.

CY is the contact person for the questionnaires which are then being passed onto Mandar Puranik.

7.

AOB. DIO Site Closure Committee – Roles & Responsibility and Resourcing – Ecological studies, Asset Closure, Utilities Site/ Asset data pack and storage of key documents to support closure, disposal and Eco-town objectives DIO has now set up a site closure committee. This has started to shut down buildings. This work is proving to be time consuming.

This work will become the responsibility of the new post along with the management and health & safety. The DIO appointed person

M120614 - 21 -

DIO /

Item

Matters for discussion

Follow-up / Action

may need to have a liaison person within the Eco-town project team.

The Eco-town contact will be a theme lead. The four theme leads will liaise with each other.

Theme Leads

Annington Homes Assets – Service Family Accommodation (SFA) requirement during transition.

Work is being done to identify which properties are presently being occupied. Annington will be free to sell the properties that are not needed by the MoD. Community uses – Phoenix Theatre The process of developing a case for extending the lease on the theatre for another five years has only just started. The Phoenix Theatre has been included in the masterplan as part of the mix of town centre activities. There is presently no allocation to move the Phoenix Theatre. If the opportunity arose for this, it could be considered, but who would rebuild the new theatre. For the short term, present maintenance issues will be included in the new lease.

The theatre’s building is not purpose built – previously it was a school. The cost of running the theatre is not viable without the subsidies. Therefore the existence of the theatre is not sustainable at the true market rates for the number of seats the theatre has. By extending the lease for another five years, this will give the theatre the opportunity of sourcing alternative funding.

BOSC has similar issues to the theatre. Lease details are not presently available.

An email has been received by DIO from Collin Evans. The primary care trust is looking for a site to develop a care home. The email is making a request for non industrial usage to be allowed on an industrial site, i.e. a change in usage. According to the email, this change in usage requires MoD agreement. Location for this request has not been made clear in the email. The request will be passed onto Martin Lloyd.

RS

East Hampshire Community Partnership request for legacy fund A request has been made for a legacy fund to be set up via the community foundation. An example would be a fund to support legacy activities other than the covernance. SR asked if anyone in the Transition Group had been approached. More information is needed.

8.

Date of next meeting The date for the next Transition Group meeting has been proposed for the morning of the 30th August, prior to the Standing Conference which is scheduled for the afternoon.

M120614 - 22 -

SR