Whitehill Bordon Masterplan Executive Summary

JUNE 2010

DRAFT FRAMEWORK MASTERPLAN Executive summary PRODUCED FOR EAST HAMPSHIRE DISTRICT COUNCIL

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WHITEHILL BORDON DRAFT FRAMEWORK MASTERPLAN

An introduction to the masterplan from Cllr David Parkinson, Chairman of the Whitehill Bordon Opportunity Executive Group This masterplan represents the culmination of 18 months dedicated work by AECOM, its sub-consultants, councillors and officers of East Hampshire District Council, Whitehill Town Council, Hampshire County Council and our partners.

We are grateful for the input made by the public and the local community in developing the draft masterplan.

The masterplan is accompanied by a series of sub-reports which provide copious analysis of all the key issues which will be required to deliver a successful green town.

This work can only be a snapshot of the current situation.

Now is your opportunity to comment on the masterplan at this stage.

During this next year the masterplan will become a robust framework against which planning applications can be tested into the future. More work still needs to be done to clarify the number of houses and new jobs as well as identifying all the new facilities and infrastructure needed for the community.

Further studies will include: 1) Transportation studies

2) Biodiversity A series of further studies are required particularly to support the Habitats Regulations Assesment (HRA) process. In particular these include: • Pollution • Further screening work • Impacts of different zero carbon energy strategies • Green (and Blue) Infrastructure Strategy 3) Infrastructure Other areas of work will need to establish an Energy Strategy, Waste Strategy, a full Water Cycle Study and an Education and Health Strategy. Further work will also be required to drill down into more exact spatial needs for the new town centre, commercial, retail, leisure, public open space and sports facilities.

4) Viability Further viability work will continue over the coming year.

5) Economic Development Strategy Job numbers will depend upon housing numbers. The amount of land required for jobs is also dependent upon the sort of jobs that we can attract to the town. This is one of the most important parts of the project and in our current economic climate one of the most challenging. This year work will be done to establish an Economic Development Strategy for the town and to link that with the safeguarding of employment land.

The masterplan looks principally at traffic within the Ecotown boundaries, this work is supported by a transportation assessment completed by consultants WSP in 2008.

Hampshire County Council is in the process of commissioning 6) Delivery and Implementation further transportation work which will (among other things) provide more detail on the following issues: One of the next phases of work will be about how the project will be delivered. The delivery mechanisms will be an a. Traffic impact on all roads within and around the Ecoimportant feature of future work. town and surrounding villages. b. Pollution impact in particular next to the Special Protection 7) Demonstration Projects Areas (SPAs) c. Any mitigation measures that must be initiated to resolve A series of mixed-use sites are recommended to be brought a) or b). forward for development in accordance with our funding d. The business case and further feasibility work for a rail/ agreement with the Department of Communities and Local rapid transit link.

Government. These demonstration sites include Viking Park, Quebec Barracks, High Street, Moorlands and Bordon Working Men’s Club.

Independent feasibility studies will be carried out on all the possible future uses of these sites. As part of the feasibility studies everyone will have the opportunity to have their say on these sites. The pilot schemes will allow us to test ecodevelopment and viability as well as demonstrating our commitment to the best quality, exemplary schemes.

The conversion of the Ministry Of Defence Fire Station into a community building, the Eco Station and the first demonstration house are at planning stage.

Programme of future work The masterplan and the further work we do over the coming years is all evidence which will influence the core strategy which East Hampshire District Council, the local planning authority, is preparing. The draft masterplan and any further iteration will remain a non-statutory document. But it will be taken into consideration when planning decisions are made and it will be updated alongside other documents.

When the core strategy is updated the masterplan will also be updated and this will then become a supplementary planning document and will therefore become a policy document.

It will still be capable of modification as the development progresses over the next 25 years.

The Department for Communities and Local Government and the Homes and Communities Agency are now formally part of our partnership. We are pleased that the new government has re-committed to continuing support for the first four Eco-towns. It has given its commitment, which the Whitehill Bordon Opportunity Executive Group fully endorses, that no development will go ahead without it going through the full planning application process.

Cllr David Parkinson Chairman of the Whitehill Bordon Opportunity Executive Group June 2010

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O C Whitehill Bordon illustrative masterplan

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The AECOM consultancy team would like to thank all those involved in the development of the masterplan to date including:

• The partners and members of the Whitehill Bordon Opportunity Executive Group

This report should be read in conjunction with the following supporting technical documents:

• East Hampshire, County Council and Parish Councillors

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• Local residents, technical stakeholders, businesses and all those who have attended events and given their comments, ideas and feedback

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• Policy Advisory Group members, chairs, invited guests and administrator

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Produced by AECOM sub-consultancy team, February 2010: • Transport Strategy, Alan Baxter Associates

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• Bordon Area Action Group

• East Hampshire District Council and County Council officers • External consultants to EHDC including UE Associates, Halcrow, SQW Consulting and Bioregional.

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This report was produced by AECOM Design + Planning in March 2010 in collaboration with our team of sub-consultants: Kevin Murray Associates, AECOM Building Engineering, Alan Baxter and Associates and Zedfactory Ltd.

• Consultation summary and event reports, Kevin Murray Associates

Produced for East Hampshire District Council • Whitehill Bordon Economic Potentials Study, SQW Consulting, 2009 • Whitehill Bordon Baseline Report, GVA Grimley 2008 • Outline water cycle study, Halcrow Group, 2009 • Appropriate Assessment for the Draft Masterplan, UE Associates, 2009 • Visitors Survey, UE Associates, 2009 • Modelling of carbon and ecological footprint reductions in East Hampshire, Bioregional 2009 • Town centres, retail and leisure study, Nathaniel Lichfield & Partners Ltd, 2007

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Executive summary

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Executive summary i.

The town of Whitehill Bordon in Hampshire benefits from a unique, diverse and attractive landscape setting of heath lands, river corridors and woodlands which are highly valued by the town’s residents. It is located on the doorstep of the new South Downs National Park, adjacent to the protected European habitats of Woolmer Forest, Shortheath Common, Kingsley Common and Broxhead Common. The Parish of Whitehill is the only location in the British Isles to support all 12 native species of reptiles and amphibians. ii. The town grew in a piecemeal fashion around the military facility of Bordon Garrison and lacks a traditional town centre and a civic focus.The Ministry of Defence plan to leave the town from 2014 releasing around 230 hectares of former training land and barracks. This provides a major opportunity for growth, which must be supported by a redefinition of the town’s purpose and function emphasising the need to maintain the high quality environment that is the town’s unique asset. iii. To plan for the future, the Whitehill Bordon Opportunity Group has been working closely with existing residents. The first step in this process was the production of the

‘Green Town Vision’ in 2006. Since then, a masterplan (explained in this report) has been commissioned to put meat on the bones of the Green Town Vision and explore where, how, when and what can be developed. iv. Given the world class quality of life and environment on offer in Hampshire, it was clear that an exemplary plan was needed to ensure Whitehill Bordon fulfils its potential.

The government’s Eco-town initiative was seen as a way of delivering this aspiration with its emphasis on creating sustainable settlements with reduced impacts on the local and global environment. In July 2009, Whitehill Bordon was selected as one of four projects in the UK to pilot the Eco-towns approach, putting the town in line for significant funding. In February 2010 the first tranche of funding was announced with Whitehill Bordon securing £10.69 million from Communities and Local Government and up to £500,000 from the Department for Energy and Climate Change funding a range of early projects and more detailed planning.

Purpose of this document v.

This is the first masterplan for the Eco-town. It proposes a strategic framework showing how growth and change could occur in Whitehill Bordon in the next 20-25 years. It presents an overall vision for the physical, social and economic and environmental improvement of the town to ensure that development takes place in a considered manner to deliver community benefits for the town as a whole. It shows how the aspiration of the Green Town Vision and the requirements of PPS1 can be realised. It tests the development targets within the South East Plan for 5500 new homes at Whitehill Bordon and supports the work of EHDC in preparing their Core Strategy. vi. It is the starting point for a wide range of more detailed studies culminating in planning applications for development over the coming years. The masterplan sits alongside and is informed by detailed technical studies covering transport, community engagement, water, waste, energy, town centres, habitats regulation assessment and economic potential.

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Sustainable community development

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vii. The PPS1 supplement on Eco-towns1 requires that Eco-towns as a whole are zero carbon. This means that over a year the net carbon dioxide emissions from all energy use within the buildings in the Eco-town development are zero or below. Whitehill Bordon’s Green Town Vision2 set out an aspiration for the whole town to be carbon neutral by 2036.

• Stage 1 October – December 2008 Scene setting and orientation - to input issues, themes and opportunities for the area

viii. The growth of Whitehill Bordon presents a great opportunity. Through the masterplanning we can design for renewable energy and put in place suitable infrastructure to enable people to live more sustainably.

Our consultation has shown that people care about the environment and we hope that with good physical provision of facilities for recycling waste, reducing energy use and improving transport choice people’s behaviour will shift, encouraging more environmentally conscious decision making. ix. The masterplan shows how measures can be integrated into the design of new neighbourhoods and retrofitted into older areas to make it easier for the town’s residents to mitigate and adapt to changing climate.

Working with the community x.

The development of a framework masterplan to guide the co-ordination of proposals for future development in Whitehill Bordon was undertaken in tandem with a series of dialogues with local community and stakeholders. The intention of the process was that both the masterplan team and community would be able to learn from each other, progressively improving their combined knowledge and understanding of the issues.

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The key stages of consultation were:

• Stage 2 April 2009 Masterplan Choices -to review the emerging approaches, Big Ideas and options • Stage 3 November 2009 Presentation of the draft masterplan - to present and discuss the emerging preferred plan xii. The engagement process in masterplanning Whitehill Bordon has been intensive, progressive and demanding on all parties. The process itself has been generally welcomed and often supported and genuinely informed the design and prospective outcomes in several areas and themes – which would have been materially different or absent without such engagement. The process has engaged and informed many people and bodies about the potential future role and opportunities of the area. Many are behind positive change. However, not all are fully supportive of either the concept or all the detail, and may not become so.

The process of community engagement will continue as more detailed plans are prepared. Chapter 4 contains details of the consultation findings.

Photo: Identifying blue corridors using a site model, consultation events, November 2008

Planning Policy Statement: Eco-towns - A supplement to Planning Policy Statement 1, Communities and Local Government, July 2009 A green community vision – Whitehill Bordon EcoTown, Whitehill Bordon Opportunity Group, August 2008 update

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Illustrative artist’s impression for the Green Streets neighbourhood character

WHITEHILL BORDON DRAFT FRAMEWORK MASTERPLAN

Overall vision – ‘One Green Town’ xiii. The overarching objective for Whitehill Bordon must be to deliver ‘One Green Town’ – a place where the quality of life, opportunity and environment are raised for both existing and new residents to the town.

The challenges of adapting to climate change and the need for one planet living apply equally to those living in older homes as well as new homes. Whitehill Bordon has the opportunity to show what is possible in both contexts and be an exemplar for existing towns and areas experiencing growth across the country. xiv. The masterplan seeks to deliver on a range of policy targets, community priorities, aspirations and viability considerations. These are not always without conflict, and the masterplan aims to provide a solution which balances the targets to create a well-rounded development framework. xv. An important consideration has been the protection of nearby Special Protection Areas and Special Areas of Conservation. The Habitats Regulations have a requirement that no harm should come to these sites as a result of the development.

Due to the proximity of Whitehill Bordon to Broxhead Common, Kingsley Common, Woolmer Forest and Shortheath Common, a Habitat Regulations Assessment (HRA) has been undertaken by UE Associates for EHDC in parallel with the development of the masterplan to assess potential impacts and determine the appropriate mitigation measures.

AECOM have worked closely with UE Associates, Natural England and other stakeholders to ensure that appropriate mitigation measures are in place within the masterplan to avoid negative impacts on the SPAs

and SACs. UE Associates have acted as a ‘critical friend’ to the masterplanning team to help shape the development proposals. xvi. Other key priorities which have been addressed by the masterplan include the need to:• provide land for employment growth to secure a new role for the town when the MoD leave • provide housing to meet South East Plan and Ecotown PPS growth targets • retain green spaces within the town including Hogmoor Inclosure and Standford Grange • meet Eco-town PPS and Green Town Vision sustainability targets • provide a new town centre, community facilities and sports pitches to make up for existing shortfalls (the top priorities emerging from public consultation) • create a public transport system that will offer a real alternative to car travel • avoid traffic impact in the town and on nearby villages • create a commercially viable scheme that can be delivered • and importantly, to create a place where people enjoy a high quality of life and a cohesive community.

Masterplan Proposals xvii. In summary the masterplan proposes: • A new mixed use town centre with around 30,000 sqm of retail and a range of supporting uses,

• Up to three new primary schools and early years centres and a new children’s centre • Re-building of Mill Chase Community Technology College on a new site with room for later expansion • Skills training and further education facilities • Sites for new commercial leisure facilities • Around 4000 new homes within identified new residential neighbourhoods and the town centre built to a zero carbon standard • A public sports hub with leisure centre and pitches, • Local healthcare and emergency services • Around 70,000 sqm Eco-business park floorspace and opportunities across the masterplan for the creation of at least 5500 new jobs • Around 127 hectares of new public greenspaces which provide Suitable Accessible Natural Greenspace (SANGS) to mitigate against human impacts on nearby European protected habitats • A central public transport hub and modern public transport systems including a safeguarded rail corridor • Retrofitting of existing homes and businesses to improve energy and water efficiency and reduce utilities bills • A biomass powered combined heat and power plant (CHP) expanded recycling centre and community ‘swapshop’

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Great places to live xviii. The aim of the masterplan is to create high quality neighbourhoods that are enjoyable to live in, with a strong sense of community and distinctive character rooted in the landscape setting. A wide range of housing types, styles and tenures are envisaged to increase housing choice in the area and provide opportunities for local people to stay within the town whatever their housing need.

Framework masterplan proposals plan Key (striped areas indicate a mix of uses) Mixed use town centre core Employment Community and education Commercial leisure Residential character areas: - Green roots - Green streets

xix. All residents of the town will have the opportunity to live in a new or refurbished eco-home. Alongside the Eco-town standards of high energy and water efficiency that will be required for all new properties, the masterplan proposes that arrangements are made and funding set aside for existing owners and occupiers to retrofit their homes to improve their performance.

EHDC has already been successful in securing ÂŁ900,000 from the Department of Energy and Climate Change to start this process immediately. xx. Capacity testing has indicated that the site has the potential to accommodate around 4000 new units within the former MoD land. A range of flexible density bands are proposed ranging from 20-30dph in wooded outer areas, to 40-55dph in central neighbourhoods and 50-70dph in and around the town centre delivering around 70% houses to 30% flats overall and 35% affordable housing.

- Green views Buildings for potential retention within development areas Existing built up areas Strategic public transport corridor

A variety of housing areas containing a range of housing types and styles. Based on average densities around 4000 new homes would be built in these areas.

Town centre locations for office developments, leisure or cultural uses

Public transport hub - connecting with local bus routes Disused rail corridor safeguarded for potential future use Green infrastructure: - Green loop town wide recreation routes - Natural and informal open space, parks and recreation areas - Sports - School pitches

A new town centre with shopping for clothes and shoes (comparison shopping) as well as food shops and markets.

Potential for a new hotel in the Sergeants’ Mess.

- Wildlife corridors - Indicative locations for allotments - Special Protection Areas & Special Areas of Conservation - 400m buffer to SPA / SAC - South Downs National Park boundary Core strategy, emerging policy boundaries, correct at November 2009: - Existing development boundary - Extended development boundary - Eco-town Policy Zone

xxi. A Habitats Regulations Assessment assessed the potential impact of 5,300 homes in the area and a series of measures including SANGs and a buffer zone were proposed. In response to the HRA, EHDC have proposed an upper cap of 5,300 units. They are currently commissioning further studies that will inform this work.

Executive eco-homes homes built to lower than normal densities within the existing wooded landscape around B.O.S.C.

Employment and leisure uses at Viking Park with some new homes fronting the High Street

Broxhead Common SPA / SSSI

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A range of employment locations to replace the 1500 jobs lost when the MoD leave and provide at least one new job per new home

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Creation of new public greenspaces at Hogmoor Inclosure, Bordon Inclosure and Standford Grange

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Existing and new greenspaces connected by the Green Loop footpath and cycle route

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xxii. Three broad residential character areas are defined ‘Green Roots, Green Streets and Green Views’ to illustrate that a wide range of typologies and styles could be brought forward. Early demonstration projects, architectural competitions and design codes will test the appropriate densities and layouts in detail, drawing on local character studies.

Supporting the Community Town Centre: A central heart xxiii. Located centrally to the existing and proposed neighbourhoods, the new mixed use town centre provides an opportunity for phased growth linked to the local shops at Chalet Hill. The potential to create a new east-west connection into MoD land at the Chalet Hill / A325 corner is being explored seeking to connect the existing landmark building at Frisby’s Corner, via new retail streets into a public square outside the former Sergeant’s Mess and towards the retained Sandhurst Block. These buildings are of good architectural quality and have the potential for retention and conversion to tourism, residential or commercial uses. We believe that the integration and reuse of key existing buildings is a sustainable approach which will promote a sense of identity linked to the military heritage of the town. A wooded town park and mixed use street links the town centre core to a new entrance to Hogmoor Inclosure and the possible location for a future rail station. xxiv. The town centre could include around 30,000sqm of retail, and arts and community spaces, skills training and further education, commercial leisure, around 580 residential units, and a central public transport hub on the High Street. The Forest Centre could retain a secondary local centre/community function as part of

a mixed use redevelopment scheme in the longer term and it is envisaged some retail uses will be relocated to the new town centre.

Education xxv. Three indicative locations are provided for new primary schools serving the proposed neighbourhoods which would be developed in line with population growth. These locations have been informed by the principle of a ‘walkable’ community with school locations relating to a residential catchment of within 5-10 minutes’ walk. The locations are linked into the green space network and would form local community hubs in conjunction with other local community facilities, local businesses or shared school facilities. It is aspects like this which we believe will help to foster a lifestyle choice for future residents and help to promote the Green Town Vision. xxvi. It is proposed that the existing Mill Chase Technology College is rebuilt on a new site under the Building Schools for the Future programme with later expansion in line with population growth. Two locations are being considered in more detail by Hampshire County Council: Budds Lane and Mill Chase Road.

Commercial leisure xxvii. Flexibility for commercial leisure development is provided in space at the edge of the town centre and at Viking Park mixed with employment uses.

WHITEHILL BORDON DRAFT FRAMEWORK MASTERPLAN

Sports and leisure

Green spaces

xxviii. A new leisure centre and pitches forming a ‘sports hub’ are proposed to occupy land at either Budds Lane or Mill Chase Road. Existing/derelict facilities at Bordon and Oakhanger Sports Club and Whitehill Club would be improved. Informal sports areas would be provided within the neighbourhoods to encourage healthy lifestyles.

xxx. The green infrastructure strategy seeks to balance the needs of people and wildlife through the creation of new green space and integration of existing green space.

This equates to around 175 ha of accessible public parks, natural areas and sports pitches which strengthen the existing landscape structure and character of the town. In addition, within the neighbourhoods an allowance has been made for the provision of smaller parks, private gardens, play areas, green roofs and walls and wetland areas.

xxix. In summary the masterplan proposes the following community facilities to support new and existing residential neighbourhoods in addition to the existing facilities in the town such as the Phoenix Theatre. Further details are provided in Chapter 7: • Mixed use town centre including civic, commercial, arts and culture, retail, housing, services, public squares etc (approximately 16 ha) • New secondary school (1800-2000 pupils) • Sixth form • Skills training centre • 3 primary schools and pre-schools forming local community hubs • Children’s centre • Primary care centre (5 GPs, 4 dentists) • Sports hub and renovation of B.O.S.C and Whitehill Club • Land for commercial leisure uses (2.5 ha)

xxxi. Together these elements create a hierarchy of open spaces which can provide a variety of functions to meet the needs of the community. These spaces are strategically connected to each other; help to provide high quality links between key destinations; act as a focus for activities and create a setting for the development which will help to reinforce its character and establish a sense of place. xxxii. Key elements include:• Green loop – a circular network of footpaths and cycle ways ringing the town, linking the parks, sports facilities, schools and town centre with new and existing neighbourhoods.

• Wildlife corridors – a mosaic of restored heath land, wetland and woodland habitats to the east and west of the town.

• Blue corridors – new and restored watercourses, pools, swales and wetlands as part of the sustainable drainage system and habitat gain.

Photo: Broxhead Common heathland

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Illustrative artist’s impression of the proposed new market square outside the retained Sandhurst Block at Prince Philip Barracks

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xxxiii. This includes the provision of around 127 hectares of Suitable Accessible Natural Green Space (SANGS) mitigation land, and a 400m no-residential buffer to SPA/SAC as a result of the HRA process.

This level of provision is designed to mitigate against impacts arising from a development of up to 5300 homes. The location and character of the SANGS

• Tourism and leisure at the gateway to the newly designated South Downs National Park, and

• High quality bus routes serving three levels of passenger usage: strategic – local - town wide

Technical skills linked to the engineering excellence of

• A safe guarded rail corridor for future development, and an indicative station location close to the town centre

the MoD.

Transport and connections

spaces are detailed in Chapter 8.

xxxvii. The aim of the transport strategy is to:

A new economic role

• establish sustainable patterns of movement to and within the town

xxxiv. In total around 5500 new jobs are envisaged from new commercial developments, town centre uses, public sector and home working. Around 70,000sqm of new employment floorspace is proposed in four core locations: Louisburg Barracks to the north (where residential development is inappropriate due to the proximity to the SPAs/SACs); Quebec barracks on the existing A325; Viking Park to the south and the town centre edge. These locations benefit from good peripheral access routes and proximity to public transport routes as well as short cycle and walking distances from existing and future communities. xxxv. In addition, existing MoD buildings will be reused in the short to medium term for cheap, flexible employment space. xxxvi. A variety of employment typologies will be developed focused around four potential future economic roles: • Sustainable development and green industries, linked to Eco-town status, • Innovation and technology linked to the Blackwater Valley,

• minimise use of the private car through the provision of appropriate, appealing and realistic alternatives. xxxviii. Proposals which are detailed in chapter 10 include: • Public transport spine along the High Street (existing A325), with pedestrian priority area in town centre. This is an important move to reinforce integration between the existing and proposed extension to the town.

• A central hub in the town centre, where all local bus services interconnect and information is provided on a range of sustainable travel options • A new through street connecting the development sites will become the primary vehicular route taking traffic off the existing High Street route.

• ‘Green Loop and Grid’ for pedestrians and cyclists connecting all residential areas to key facilities • Overall 50% parking reduction to existing EHDC standards phased to suit development coming forward • Car free zone within heart of town centre, where no parking will be permitted (disabled and servicing vehicle access only)

• A network of clear and direct cycle routes connecting Whitehill Bordon with surrounding towns, villages and stations • Traffic management strategy for surrounding villages (being informed by traffic modelling work being carried out by Hampshire County Council)

Making it easy to go green: sustainable infrastructure xxxix. The masterplan so far has been developed giving due consideration to the stringent targets and aspirations set by the Eco-towns PPS and Green Town Vision to ensure that Whitehill Bordon will be a truly sustainable town. New buildings will be developed to have zero carbon emissions thanks to an energy efficient fabric, connection to a biomass combined heat and power distribution network and the inclusion of building mounted renewable energy technologies such as solar panels for electricity generation. The emissions from existing buildings will also be reduced by introducing a wide range of energy efficiency improvements and renewable energy retrofitting. Water consumption will be minimised by the specification of low water use sanitary ware and the use of greywater recycling systems. The aim is to reduce waste generation via educational campaigns and responsible construction site management. Organic waste will be treated as close to site as possible via composting and possibly anaerobic digestion, recyclable materials will be recycled through the Alton MRF and residual

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waste will be used for energy generation. Finally, the masterplan has been designed to be resilient to flooding an climate change induced overheating via sustainable drainage systems and the integration of large permeable areas throughout the site. Further details are given in Chapter 11.

Implementation and delivery xl. To date, the masterplan proposals for Whitehill Bordon have been advanced by a public sector led consortium involving East Hampshire District Council, Hampshire County Council, the Ministry of Defence and the HCA. Besides the MoD, the County Council also has significant land holdings within the masterplan area. East Hampshire District Council also has a small landholding. xli. Four phases of delivery are proposed (Chapter 12 provides details): a.

Phase 1: Up until MoD withdrawal (assumed to be 2015) Post MoD withdrawal up to 2026 b.

achieves a positive financial position with the following baseline level of public funding support: • An Affordable Housing Grant (AHG) provided by the HCA to deliver the affordable housing element • Funding for a six form of entry secondary school (reprovision of the existing Mill Chase school) from DfES/Building Schools for the Future funding • The cost of retro-fitting existing homes to PassivHaus standards (where possible) from other public sector funding sources (so excluded from the current financial analysis). xliii. Adopting the above assumptions, the development appraisal of the masterplan scenario shows a positive Net Present Value (NPV) or residual land value in the order of £32m. This figure assumes current day estimates of both cost and values.

Whilst no allowance has been made for inflation, the baseline scenario now assumes a 1% per annum uplift in residential sales values due to the increased attractiveness of Whitehill Bordon as a place to live, as the MoD vacate, a town centre is provided and the area becomes more attractive to potential purchasers.

Further details are given in Chapter 12.

Phase 2: 2015-2019

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Phase 3: 2020-2024

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Phase 4: 2025 onwards

xlii. A preliminary financial assessment of the masterplan undertaken by GVA Grimley in 2009 (assuming around 4000 dwellings, a new town centre and a range of supporting activities encompassing retail, commercial and employment uses in line with the final masterplan) has indicated that the scheme

xliv. One of the key early tasks in moving into the implementation phase is to establish the long term delivery mechanism and governance for the project through the Development Trust work stream. A key element of this work stream will be the presentation a more detailed Business Plan for the project. In parallel, following the funding decision from CLG, the continued scoping and implementation of the short term projects must continue to be advanced.

xlv. Over the next few years in taking the masterplan forward significant further detailed design and development work will be required, including: • Bringing forward a series of demonstration projects which will pilot some of the technologies, typologies and densities in order to establish the attractiveness and viability of development. These demonstration projects will also give the community further opportunities to test out the ideas and continue their input into the process.

• The refinement of the masterplan content and phasing • Establishment of the delivery mechanism and public sector delivery partnership including further levels of business planning to refine the financial position of the masterplan • Development of design guidance to frame the masterplan, including further consideration of street, block and building typologies and densities, leading to the preparation of Design Codes • Capacity building including site visits to best practice housing examples with residents, Council officers and Councillors to encourage informed debate around densities and typologies.

• Preparation of an inward investment strategy and complementary marketing and promotional strategy.

• To compliment the above, the preparation of a detailed economic development plan for the town to bring about the anticipated levels of employment growth • Establishment of a business support network, including a business start up centre • Preparation of a detailed strategy (including funding) for the retrofitting of the existing properties

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• Preparation of a detailed implementation plan to take the Eco-town energy strategy forward including a detailed carbon footprinting exercise to form the basis for later monitoring.

• Ongoing ecological surveys, tree survey and preparation of a revised Biodiversity Action Plan and detailed Green Infrastructure Strategy.

• Confirmation through the ongoing transport testing that the sub regional transportation impacts are acceptable as part of the evidence base for the Core Strategy.

• Preparation of detailed feasibility studies and implementation strategies for the Modal Shift transport proposals, including LRT and heavy rail options • Preparation of and implementation of a progressive engagement programme. This should include a programme of public consultation activities to build on the momentum developed through the masterplan engagement process, particularly on how opponents can be engaged in a proactive debate.

Image: illustrative artist’s impression of natural green space (SANGS)

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