Whitehill & Bordon Masterplan

May 2012

s T s F e r A g o R r D in p k r o W WHITEHILL & BORDON

Masterplan

Whitehill & Bordon Eco-town Masterplan (Revised May 2012)

Contents

Page

Page

Introduction...............................................3-4

10 Appendices........................................ 137

Chapter

A Population projections.......................... 138

1. The masterplan.......................................5

B Supporting tables................................ 141

2. Whitehill & Bordon today....................... 19

C EHDC statement regarding the HRA...... 146

3. Biodiversity ..........................................35

D Community consultation....................... 147

4. Carbon and water neutrality...................49

E Abbreviations..................................... 156

5. Employment and jobs............................63

F References.......................................... 157

6. Facilities............................................... 75

A note about reading this document

7. Homes.................................................93

This document will be available to read online at www.whitehillbordon.com

8. Traffic and transport............................ 107 9. Phasing and the next steps................... 125

This document has been written on behalf of the Whitehill &

We understand that you might just be interested in one aspect of the town’s regeneration (for example Biodiversity) so we have tried to ensure that abbreviations are spelt out in each chapter.

Hopefully this will make it easier to read.

Bordon Eco-town Delivery Board, designed by East Hampshire District Council’s Communications Team and printed in Whitehill & Bordon.

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There is also a list of abbreviations in Appendix E.

We use the term ‘sustainable’ throughout this document. Our definition of it is: meeting the needs of the present without compromising the needs of future generations or harming the planet.

Introduction by the Whitehill & Bordon Eco-town Delivery Board Towns like Whitehill & Bordon rarely face such an exciting future.

People hardly ever have such an opportunity to

The Delivery Board is determined to ensure that

The masterplan sets out how we can achieve

help shape the future of the town as they do now.

the town, its green spaces and the important

that vision. It provides the framework for future

However there is also a danger of decline and

countryside around the town are protected

development or redevelopment of the town. It

decay if the task of regeneration is not handled

and developed sympathetically in line with the

will form part of East Hampshire District Council’s

with skill and determination.

community-led Green Town Vision. This vision

local development framework and will help to

was initiated when the Army announced that

control development in the town.

With the Army’s relocation from Bordon Garrison, we have a once-in-a-lifetime chance to ensure the sustainable regeneration of the town – to get new facilities, better infrastructure, a thriving new town centre, a better mix of houses,

it might be leaving the town in 2003. It has evolved into the Eco-town Vision which puts the natural environment at the heart of the town’s regeneration.

This revised masterplan contains some important and constructive changes since the publication of the original masterplan in 2010.

Continues overleaf...

new shops, improved public transport and additional jobs – which are all things that people tell us they want.

Whitehill & Bordon Eco-town Masterplan

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These changes reflect what people have told us is important to them through extensive community consultation; they also reflect the results of a number of recent technical studies.

The main changes are: • proposed number of new homes over the life of the plan has been reduced to 4,000 • no housing on Viking Park • a flexible mix of housing types and tenures (including larger family homes) • reduced housing density at Bordon and Oakhanger Sports Club (BOSC)

• land safeguarded for a learning campus for lifelong education • a site near the new town centre has been safeguarded for a railway station • improved location for allotments, a new water feature, a new town park and public space • additional greenspaces are safeguarded as part of the Suitable Alternative Natural Greenspace network • smaller energy centres within the town - rather than one large one • traffic management of the A325

We are committed to the masterplan as a guide to regenerating the town because we believe that planned sustainable development is far better than unplanned development.

With the partners of the Delivery Board working together to embrace this opportunity we are increasingly certain that we can make the town really special as an exemplar green town fit for the 21st Century.

We would sincerely like to thank residents who have helped us improve the masterplan and we look forward to working with you in the future.

Signatures of Delivery Board to follow.

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1

The masterplan

The masterplan

Ensuring successful sustainable regeneration for Whitehill & Bordon

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Whitehill & Bordon Eco-town Vision

Our vision for Whitehill & Bordon Eco-town will put the outstanding natural environment at the heart of the regeneration.

The ‘Eco-town Vision’ means that new facilities, leisure opportunities, jobs, education, infrastructure and housing will be provided to enhance this unique area and create a model sustainable community that is recognised locally, regionally and nationally.

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The masterplan

Our Vision is as follows: We will create an attractive town where people want to live, work, shop and play - with excellent facilities, leisure opportunities, jobs, training opportunities and a balanced mix of housing.

We will ensure that the town is regenerated in a way that encourages and enables us to live and work in ways that do not damage the natural resources upon which our society and economy depends.

We will regenerate and improve the built environment in the town so that it complements the superb surrounding landscape, whilst protecting the town’s heritage.

We will encourage ‘One Planet’ living (living within the planet’s means) and encourage local food production and ‘grow your own’.

We will use innovative, modern, environmentally-friendly design, incorporating eco homes and modern methods of construction.

We will create a town centre that is pedestrian friendly and is wellconnected to residential, employment and leisure areas.

We will ensure there are accessible green spaces and attractive town squares.

We will encourage investment by businesses and industries, and will particularly seek out those that share our vision of a sustainable, prosperous, environmentally-friendly community.

We will enhance and promote public transport so that it is easier to travel around the town and to other towns and cities.

We will create a town where regeneration and ongoing management is designed with people and nature as our priority.

Whitehill & Bordon Eco-town Masterplan

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Supporting targets Biodiversity We aim to achieve a net increase in wildlife biodiversity and to safeguard protected sites. We will provide natural “green” spaces and routes throughout the town for people and wildlife.

Carbon neutrality We will create a low carbon community. We will work with others to clarify and strengthen the definition and understanding of this concept. We will monitor and reduce the carbon footprint of the whole town by encouraging environmentally sustainable design and living. If possible, we will aim for the whole town to be “carbon neutral” by 2036. This will mean that use of carbon in the whole of the town, including the new development, will not exceed the current carbon footprint, (and we will calculate exactly what this is!)

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Employment and jobs We will increase local jobs and encourage new and existing businesses and industries; in particular those which share our vision of a sustainable and environmentally-friendly community. We will create at least one new job per new household and will provide an additional 1,500 jobs to replace those lost by the withdrawal of the Army from Whitehill & Bordon.

We will provide training opportunities for residents to maximise their employment prospects with the new businesses.

Facilities We will seek to improve the facilities available in the town, including:• Providing a new attractive and thriving town centre with a mix of uses (including community facilities); • New higher education and training facilities and schools; • New sports and leisure facilities; • New and enhanced community facilities; • Health facilities; We will also improve access to these facilities from within the town and the wider community.

The masterplan

Homes We will encourage a range of good quality, welldesigned, low carbon homes built to the highest standards in well-planned neighbourhoods where people want to live. The new homes will be of different sizes, types and tenures to meet the needs of local people, (including larger homes) and will be in walking distance of shops and facilities.

Water neutrality By using the existing water supply carefully and by reducing demand and wastage, we plan for the town to be “water neutral”. This means that the water used in the whole of the town, including new development, will not exceed current levels

Traffic and transport We aim to improve public transport and provide better opportunities for walking and cycling, both within the town, and the surrounding area. We aim to reduce the use of the car within the town. Our target is for not more than 50% of journeys within the town to be undertaken by car. In the long-term we hope to achieve the highest levels of “sustainable” travel (eg by train, bicycle or foot) through a variety of transport measures. We will seek to restore a rail link for the town.

Whitehill & Bordon Eco-town Masterplan

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The purpose of the masterplan The masterplan sets out how the Eco-town Vision will be delivered. It ensures successful sustainable regeneration for Whitehill & Bordon.

This masterplan is a framework guide to how this will take place over the next 25 years. It is an evolving document and will be updated when required.

The central government policies for Eco-towns are expected to be withdrawn. So the vision and standards set out in this plan have been locally developed with the community - and have always sought to take a ‘bottom-up’ approach.

It presents an overall vision for the physical, social, economic and environmental improvement of the town to ensure that the regeneration takes place in a way that ensures community benefits are maximised.

The original community-led Green Town Vision was developed in 2003 to secure better facilities and infrastructure in the town - while protecting the environment.

The revised masterplan

This Green Town Vision has evolved into the Eco-town Vision.

The first masterplan was published in June 2010 and was developed by AECOM. This latest version has been written by the Eco-town team on behalf of the Whitehill & Bordon Eco-town Delivery Board.

It has been revised to take into account consultation and the outcomes of technical studies (which can be read on www.whitehillbordon.com).

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Eco-town policies

We feel that it is right to keep the Eco-town brand (even though the national policies are expected to be withdrawn) because it reflects what we are trying to achieve (as set out in the Eco-town Vision).

The brand has also attracted national and international interest and put the town on the radar of politicians, government bodies, large investment companies and future residents who want the quality of life that only an Eco-town will be able to provide.

By having this brand we can attract much-need investment.

The masterplan

The main changes are: A reduction from 5,300 new homes to no more than 4,000 new homes Amendments to the Eco-town policy zone boundary reflecting the local geographic features, wards and ownerships in response to the previous consultation comments Housing density will not be restricted to three categories – instead there will be a mix of housing densities across the development areas Additional requirement for Suitable Alternative Natural Greenspaces (SANGs) No housing on Viking Park (which means retaining current planning consent) A ‘character area’ approach to residential densities as addressed in Chapter 7 Extended site safeguarded on Budds Lane for a new learning campus (this could provide education for 11 - 19-year-olds and other learning facilities for wider groups e.g. adults). We are committed to lifelong education.

Two options for the inner relief road have been proposed (these are through Viking Park and using the southern part of the disused rail route).

Because of the reduced housing numbers from 5,300 to 4,000 the education provision has been reassessed and now two primary schools are proposed, rather than three Reduced housing density at Bordon and Oakhanger Sports Club (BOSC) New water feature (Oxney Stream will be integrated within new residential areas as a natural landscape feature)

A new town park within easy reach of town centre Smaller energy centres rather than one energy centre to power the town Traffic management along the A325 Allotments near to the area where new homes will be built - rather than on Hogmoor Inclosure A safeguarded location for a possible rail station near the new town centre - rather than on the edge of Hogmoor Inclosure

Additional protection for green spaces (this means including other parks and open spaces within the town in the potential SANG network which will create a connected network of green spaces across the town) A new public space opposite the High Street and Chalet Hill junction

Whitehill & Bordon Eco-town Masterplan

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Working with the community The evolution of the masterplan has been led by the community.

In striving to make the town something really special we have listened to those who know the town best the town’s residents.

The issues raised during the consultations have been addressed where possible in this revised masterplan.

Consultation has been considerable and ongoing since 2008 and the community has been involved in all aspects of the masterplan’s development from the initial proposals to refining the document.

The main challenge has been to ensure that as many people as possible have been involved in the consultation – so we have used direct and active engagement methods and widely publicised all our events.

Publicity surrounding each stage of the consultation has been extensive to make sure residents are fully aware of how they can participate.

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Different types of events have been held, ranging from fun-days to stakeholder workshops. We have had drop-in sessions as well as formal workshops to try and make the consultation as user-friendly as possible.

We have also used a range of venues and a variety of times from morning to evening meetings, during weekdays and at weekends.

Our methods have also included making ourselves available at key locations for example outside Tesco on a Saturday morning – so that we are actively going out to talk to residents rather than them having to come to us.

Residents of the town and the surrounding villages will continue to be actively involved in the regeneration of the town.

Further details about the consultation can be found in appendix D.

The masterplan

Next steps As this revised version of the masterplan is the product of extensive consultation over the last three years, we are not proposing to consult again on this document.

But there will be extensive consultation on the planning application for the whole site.

There will also be opportunities for community consultation on individual sites e.g Quebec Barracks.

Future consultation events will be widely publicised and details will be available on our website www.whitehillbordon.com

Whitehill & Bordon Eco-town Masterplan

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m Kingsley

To F arnh a

Possible Rail to London Waterloo via Bentley

Spatial vision diagram South Downs National Park Proposed transport hub Special Protection Areas Special Areas of Conservation New neighbourhood centres / community hubs Existing local centres / villages

munity

Headley

Oakhanger

Lindford

New community facilities Town centre with a public square

Bordon

New employment zones Green infrastructure New low carbon homes Water neutrality and carbon neutrality by 2036 for the exsiting and new homes

lity by es

Standford Whitehill Hollywater

%

Surrounding villages Sustainable transport achieving 50 % reduction in car mode share The Eco-town Policy Zone

tersfi e

N

ld/ A

3

Safeguarded rail route Indicative railway station

To Pe

Blackmoor

Inner relief road

32048-L02d.ai

14

N

32048-L02d.

The Eco-town Vision and Spatial Plan

The masterplan

The diagram (on p14) explains the key spatial decisions set out in the masterplan which would deliver the Eco-town Vision. It sets outs the immediate context of the South Downs National Park (SDNP), environmental features, adjoining villages and where new facilities e.g. community facilities, the new town centre and green spaces will be located.

It is important to set this out to avoid piecemeal development but also to be flexible in responding to the future needs and site specific decisions.

The diagram shows the Eco-town policy zone boundary which is explained further in the Policy Context section of Chapter 2 (p31). It does not show the ‘development or settlement policy boundary’ but an area where planning policies as set out in the Joint Core Strategy (Whitehill & Bordon Chapter) would be applicable. Any new development within the Eco-town policy zone will need to contribute towards achieving the Eco-town Vision.

The Eco-town policy zone has been updated in response to the consultation comments that it needs to be more specific. And the revised policy zone relates to geographical features, administrative boundaries such as the River Wey, the SDNP, parish wards, land ownerships and settlements. It provides a better definition for monitoring than the previous two kilometre circular boundary.

The spatial vision diagram also underpins the requirement to achieve a ‘one-town’ approach to regenerate Whitehill & Bordon by including the existing settlements within the Eco-town policy zone.

Whitehill & Bordon Eco-town Masterplan

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Road A325

Farnha m

Shortheath Common SAC / SSSI

Broxhead Common SPA / SSSI

Lindford

The masterplan proposal map

Road

B.O.S.C.

Mixed use town centre n Statio

Bordon Trading Estate n

tio

Sta

Road

Bordon Inclosure

Employment

ad

Ro

Lindford

Community / education / sports

r Ro

ad

B3002 - Oakhanger Road

Bu

ad

Residential areas

dd

Cam p Ro

Hog

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Bordon Junior/Infant School

sL

River Wey

Employment and housing

an

e Weyford Infant & Junior School

ad er Ro wat

Hill

Employment and commercial leisure Buildings for potential retention within

Whitehill Cemetery

Stre et

development areas High

Woolmer Trading Estate

Mill Chase Community Technology College

Hollywater School

Holly

Chalet

ad

ase Ro

Mill Ch

Forest Centre

Tesco

Existing built up areas

Standford Grange Farm

Traffic management

d

Chase Community Hospital Conde

Forest Roa

Hogmoor Inclosure

Standford

Eveley Wood

Way

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Public transport hub - connecting with

ad r Ro

local bus routes Dismantled rail corridor safeguarded

Woodlea Primary School

Hollywater

for potential future use

Firgrov

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Woolmer Forrest SPA/SSSI

Road

Potential route of the inner relief road options

A32

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Liphook

16

Round Hill SINC

Whitehill Club

Indicative proposed rail station Mixed use town centre

Public transport hub - connecting with local bus routes

SANG network

location

Public transport hub - connecting with local bus routes

The masterplan Dismantled rail corridor safeguarded for potential future use Potential route of the inner relief road options

Indicative proposed rail station location Indicative green loop town wide recreation routes Natural open space, parks and recreation areas SANG network Indicative locations for allotments Surface water management Natural water course Special Protection Areas & Special Areas of Conservation South Downs National Park boundary

The revised masterplan incorporates the main changes in response to the consultation and technical studies. The proposal map (on p16) shows the longterm vision of regeneration of Whitehill & Bordon. The map includes all settlements within the policy zone including Lindford.

The majority of new development is proposed on the Ministry of Defence (MoD) land which will become available for development in 2015. The area for development in the masterplan includes in excess of 340hectares (ha) of land which will provide 4,000 new homes, employment space for 5,500 new jobs, a new town centre, community facilities, public transport and approximately 200ha of green spaces. This will be delivered over the period of 15-20 years.

The masterplan proposal map safeguards Hogmoor Inclosure, Bordon Inclosure and Standford Grange Farm as Suitable Alternative Natural Greenspace (SANG) connected by a green loop and green grid network. The land uses and plot boundaries shown on the proposal map are indicative and will evolve in the future as further evidence comes forward at the next stage of detailed design.

Whitehill & Bordon Eco-town Masterplan

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18

2

Whitehill & Bordon today

Whitehill & Bordon today

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Whitehill & Bordon today Reading

This chapter sets out what the town is like today by outlining important characteristics.

M4 Heathrow

LONDON

M25 Farnborough

Basingstoke

A331

A325

Alton Winchester

A3

& Bordon Eco-town Petersfield

Southampton

A272

Horndean

M27 Portsmouth

20

Gatwick

A31 Whitehill

A27 Chichester

Worthing

The area that the masterplan covers is Whitehill & Bordon and Lindford with a total population of approximately 16,200 (see Appendix A for more details).

Whitehill & Bordon is a town in Hampshire and Lindford is a small neighbouring settlement.

Guildford

Farnham

M3

Introduction

Unlike many towns in Hampshire, Whitehill & Bordon lacks a historic centre. Instead the town grew in a piecemeal fashion around the Army garrison in the late nineteenth century.

Whitehill & Bordon is uniquely situated within minutes of the A3, between the towns of Alton, Farnham and Petersfield and close to Guildford, Portsmouth and Basingstoke. It is a gateway to the South Downs National Park (SDNP) and 50 miles from London.

It is surrounded by attractive countryside but it lacks adequate facilities and infrastructure.

Whitehill & Bordon today

What the town lacks in facilities it makes up for in its natural environment and location. The town is on the edge of the SDNP and is next to several protected habitats.

Another of its credentials is that it is the only location in Britain where all twelve native species of reptiles and amphibians can be found.

A new opportunity now exists because the Army is leaving the town and will have left by 2015 at the latest. This will free up approximately 230 hectares of land. This, coupled with the town being awarded Eco-town status in July 2009, provides a once-in-alifetime opportunity to successfully regenerate it.

Whitehill & Bordon Eco-town Masterplan

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Context

Challenges and opportunities

The Ministry Of Defence (MoD) announced in 2003 that the town’s garrison might be closed. In response the community-led Green Town Vision was developed.

It is evident that the town needs to be regenerated to improve the quality of life for its current and future residents.

This was a plan that aimed to protect the environment while ensuring that the town got new facilities.

Another challenge is that when the Army leaves there will be a dip in the local economy and a loss of jobs.

We will seek to provide one new job per new home as well as 1,500 to replace those lost as a result of the Army relocating.

A bid was made to central Government for Eco-town status because it was a way to deliver the Green Town Vision.

The Green Town Vision can be read at www.whitehillbordon.com Whitehill & Bordon was awarded Eco-town status in July 2009. This brought central government funding of approximately £12million. This has been used to fund a variety of projects in the community (for example, new allotments, a Wi-Fi hotspot, an outdoor fitness trail, a youth drop-in scheme, a boardwalk and a liftshare scheme) as well as important technical studies.

For more information about these please see www.whitehillbordon.com The MoD has confirmed that it is definitely leaving the town and will have done this by 2015 at the latest.

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The regeneration of the town is being led by the Delivery Board.

The partners which make up the Delivery Board are: East Hampshire District Council (EHDC) Hampshire County Council (HCC)

One of the town’s most important and highly regarded features is its green spaces (this was reflected in the most recent consultation).

Whitehill Town Council (WTC)

Accordingly, the vision for the town puts the outstanding natural environment at the heart of the regeneration.

Ministry of Defence (MoD) (specifically the Defence Infrastructure Organisation)

Whitehill & Bordon Town Partnership

Homes and Communities Agency (HCA) With the Army leaving the town, Whitehill & Bordon has a once-in-a-lifetime opportunity. The opportunity for successful sustainable regeneration.

The Delivery Board has an independent chairman and includes the Project Director.

The community’s opinion is so important to the future of the town that its involvement is interwoven in all stages of decision-making. The governance structure is outlined opposite.

Whitehill & Bordon today Diagram of governance structure

Delivery Board

Landownership Group

Community Consultation

Specialist Groups

Housing

Community Facilities and Amenities

Infrastructure, Education and Transport

(Eco-homes and Retrofitting)

(Sports, Arts, Leisure, Culture, Health and Police)

(Education, Transport and primary infrastructures, e.g. water supply waste facilities)

Sustainable Environment

Economic Development

(Biodiversity and Ecology, Green Infrastructure, Waste and Energy)

(Business, Inward Investment, Skills and Training)

Project Director and Project Team

Standing Conference

Whitehill & Bordon Eco-town Masterplan

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The town’s green spaces Whitehill & Bordon is located in an area that is characterised by gently undulating hills, woodlands, healthlands and farmland.

The town is near a number of European-protected habitats and because of this a Habitats Regulations Assessment (HRA) has been undertaken and revised as the masterplan has developed.

Important green areas in and around the town

• Kingsley Common also forms part of the Wealden Heaths SPA.

The town is a gateway to the new South Downs National Park which stretches from Winchester in the west to Eastbourne in the east. The boundary of the park is located close to the southern boundary of the town.

• Woolmer Forest Special Area of Conservation (SAC) consists of 667 hectares of dry and wet heaths and ponds. Woolmer Forest is also part of the Wealden Heaths SPA.

Alice Holt Forest is an 850 hectare area of accessible ancient woodland and conifer plantation managed by the Forestry Commission. The forest offers a range of recreation and learning-based activities and a visitor centre.

Environmental designations within the town include a Local Nature Reserve at Deadwater Valley, and a number of Sites of Importance for Nature Conservation (SINC) including Hogmoor Inclosure and Eveley Wood.

Other important areas include: • Broxhead Common - 42 hectares of dry heathland and secondary birch/oak woodland. It forms part of the Wealden Heaths Special Protection Area (SPA).

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• Shortheath Common SAC is a 59-hectare area of woodland and heathland.

Whitehill & Bordon today

The character of the town The town currently functions in two halves – MoD and civilian – roughly defined by the route of the main road through the town.

To the east of this road are the civilian post-war residential neighbourhoods generally constructed in winding, cul-de-sac arrangements accessed off the loop road of Conde Way or Chalet Hill.

Buildings on the MoD land vary in quality from brick e.g. Prince Philip Barracks, to massive, steel-frame sheds and temporary buildings housing the MoD engineering training and storage facilities.

Residential areas on the edge of the town, such as Hogmoor Road, Bordon and Oakhanger Sports Club (BOSC) and Hollywater Road are more rural in character with many mature trees, large plots and detached properties.

Residential properties are mostly brick-built, of two storeys and commonly terraced or semi-detached.

Due to the street layouts, it is difficult to walk easily through the town, and there is a poor street scene on key routes such as Conde Way. To the west of the A325 the town is dominated by the MoD barracks and training areas – these are largely concrete or tarmac and relatively clear of vegetation.

Whitehill & Bordon Eco-town Masterplan

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Existing land use and key buildings map

Broxhead Common

4

Louisburg Barracks

2

11

B.O.S.C.

10

B

1 5 Pinewood Village

3

Bordon Trading Estate

Military Cemetery

7

n

io

at

St

ad

Bordon Inclosure

Ro

Oakhanger Road

Lindford

Quebec Barracks

6

r Ro

ad

12 Bu

dd

Hog

moo

Technical Training Area

sL

Daly Ground

Bordon Junior/Infant School

an

e

River Wey

9

Bordon

Prince Philip Barracks

8

A

A32

5-C

amp

Roa

d

Woolmer Trading Estate

Hogmoor Inclosure

Standford Viking Park

ad

r Ro

moo

Hog

Whitehill

A32 5

Hollywater

Liphook

Road

N Existing Land Uses:

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Town centre/retail Light industrial/business/employment uses Community/education

Key Buildings:

Key landmark buildings outside MoD land: A. B.

Former Frisby's Shoe Shop & Phillips Stores Former Fire Station

Whitehill & Bordon today

Town centre

Health facilities

The need for a new town centre and better quality community facilities was a key priority that emerged from the ongoing masterplan consultation events.

Chase Community Hospital provides an important local facility. However there is a shortage of more localised health provision particularly as Chase Community Hospital will be some distance from some of the new houses.

The Forest Shopping Centre contains some local shops and two small supermarkets - but it looks dated and lacks the sense of place of traditional town centres.

The location off the main route, with large car parks and the surrounding cul-de-sac housing layout, encourages trips to be made using cars.

Current provision of doctors and dentists will not meet the demands of the increased population in the long term so this will need to be addressed.

Sports facilities

Near the shopping centre is a community centre, a church and a modern and well-used public library.

Other local shopping areas include a large Tesco on the A325 and several local shops and services on Chalet Hill and the A325 High Street. Although the town has reasonable provision of convenience shopping, comparison shopping e.g. clothing and furniture is limited for a town of its size, with most residents travelling to other nearby towns including Petersfield.

Commercial leisure, culture and nightlife are all limited within the town with few restaurants and pubs or evening activities apart from the successful Phoenix Theatre.

Sports facilities are currently undersupplied within the town with the majority of existing facilities belonging to the MoD (e.g. swimming pool, BOSC) or having limited public access e.g. the Daly Ground (sports stadium).

Mill Chase Leisure Centre provides a public fourlane swimming pool, gym, four court sports hall and artificial turf pitch but these facilities are shared with Mill Chase Community Technology College during the day.

Whitehill & Bordon Eco-town Masterplan

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Education

The economy

Bordon Infant and Junior, Weyford Infant and Junior and Woodlea Primary schools provide primary education within the town. Hollywater School provides special needs primary education. There is also a children’s centre at Bordon Junior School.

St.Matthews C of E Primary at Blackmoor and The Holme C of E in Headley also provide primary school education for children from Whitehill & Bordon.

It is estimated that the MoD contributes £28.6million in a year to the local economy, this will be a significant loss to local businesses and the community when the Army leaves. There will also be a significant dip in the number of Army personnel using facilities and services as there are currently 1,000 training at the School of Electrical and Mechanical Engineering and a further 700 staff and contractors based or working on the garrison.

Mill Chase Community Technology College provides comprehensive secondary education for 11-16 year olds and skills training for 14-16 year olds.

One of the key aims of the town’s regeneration is to provide jobs to replace this lost economic activity, as well as generating one new job per new home built.

There is no sixth form college within the town. Poor public transport links make it difficult for school leavers to access further education elsewhere.

Currently Whitehill & Bordon is under-represented in the higher value business sectors and the hotels and restaurants sector. However it has a number of active trading and business estates with a varied range of businesses. These include Highview Business Park and Woolmer Trading Estate on the A325, Bordon Trading Estate on Oakhanger Road and the Forest Centre. These are occupied by predominately small and medium sized industrial businesses, each employing fewer than 50 people.

Opportunities for residents to access adult educational, vocational and non-vocational courses are also limited.

Continuing to improve existing education provision and provide high quality new schools will be important in making Whitehill & Bordon an attractive location for families.

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There has been little inward investment activity or construction of new commercial space. Viking Park is the exception.

Nearly half of the town’s residents work in the town with north Hampshire and Surrey as the main commuting destinations. 38% of the resident workers in the town have professional, managerial and technical occupations, however the skills levels of working age residents is lower than neighbouring towns, with little more than 20% qualified to at least National Vocational Qualification (NVQ) Level 3.

Whitehill & Bordon today

Transport

Housing

In relation to the existing housing stock, evidence shows:

• within the East Hampshire area there is an increasing shortage of affordable housing and a need to provide a range of housing solutions including affordable rent and shared ownership, as well as private rent and open market housing.

• there is a higher percentage of terraced properties and lower percentage of detached properties compared to the East Hampshire area as a whole.

There continues to be an aspiration to redress this imbalance by increasing the range and quality of housing stock;

The town currently lacks flats and maisonettes which are attractive to first time buyers. And a market assessent identified a need for housing focused on smaller units (one-three bedrooms) across the region reflecting the wider issues of housing shortage and lack of affordability.

The total number of homes in Whitehill & Bordon and Lindford is 5,969.

• consultation has shown that there is a perception of Whitehill & Bordon as a starter home or more affordable housing location, in comparison to the rest of the East Hampshire area and a lack of housing catering for the executive home and top end of the housing market;

Residential values in the town are significantly less than surrounding towns such as Alton, Haslemere and Farnham. As a result the town remains relatively affordable in comparison with the rest of the East Hampshire area attracting first time buyers, young families and lower income earners.

• approximately 17% of the current housing in Whitehill & Bordon is owned by housing associations and rented or part purchased. For comparison, this figure is 14% in Petersfield and 19% in Alton;

There is a community-led aspiration to introduce some larger executive-style homes to redress the balance and provide greater choice at the top end of the housing ladder.

Whitehill & Bordon is accessed from the A325 from the north via the A31 and from the south via the A3, which are both part of the strategic highway network.

The A325 runs through the centre of the town northsouth and limits the ease of pedestrian movement east-west within the town.

The A325 carries approximately 16,000 vehicles a day, of which around 40% is ‘through traffic’, and 60% is ‘local’ traffic.

Currently 74% of existing journeys within Whitehill & Bordon are made by car. Only 4% of journeys are made by public transport.

Residents in surrounding villages have concerns about the potential for increased volumes of traffic arising because of development. Measures need to be put in place to avoid detrimental impacts on village roads and lanes.

Current bus provision in the town is limited, with inadequate frequency of service and limited destination choice.

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Land ownership The town does not have a rail station and relies on access to local stations, particularly at Liphook, Farnham, Haslemere and Alton. There is a dismantled railway running through the MoD land at the edge of Hogmoor Inclosure which provides an opportunity to safeguard a potential rail line for Whitehill & Bordon.

The existing cul-de-sac estate layouts and the barrier created by the MoD land in the western part of the town are not conducive to walking. However many residents enjoy walking in nearby natural areas and the scale of the town offers potential for most local facilities to be within walking distance.

Whitehill & Bordon is linked into national and local cycle routes but these are tailored towards leisure rather than commuting and are sporadic and incomplete within the town.

The MoD is the major landowner in the town.

This table shows major land holdings within the masterplan area.

Ownership

Major land holdings assessed for potential inclusion in the masterplan

Ministry of Defence

231 ha

Hampshire County Council

~98 ha

East Hampshire District Council

~20 ha

A Landowners’ Group has been established and a Memorandum of Understanding has been signed by all parties. This enables the group to work together for the benefit of the town. A Land Equalisation Agreement is currently being agreed which will ensure that the key landowners are all working together to ensure the successful regeneration of the town.

The dates and phasing plan for release have not been formally agreed. Some sites e.g. Quebec Barracks are set to be released earlier than those occupied by the School of Electrical and Mechanical Engineering.

Annington Property Limited (APL) The masterplan excludes 22ha of land owned by APL as it is not part of the land release.

Any future re-development of the APL land would be subject to the statutory planning policies, planning application process and environmental impact assessments.

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Whitehill & Bordon today

Policy Context

planning in England.

National Policy

The masterplan has evolved through a multistage engagement process and more recently has undergone major neighbourhood engagement in the town and surrounding villages.

Since the adoption of the masterplan in December 2010, central government announced its intention to introduce a series of planning reforms. These reforms primarily include the Localism Act, the National Planning Policy Framework, the ‘Planning for Growth’ ministerial statement and changes to planning obligations.

National Planning Policy Framework (NPPF) The NPPF was published in March 2012. It consolidates over 1,000 pages of planning policy statements (PPS) spread across some 25 documents into a single document of 50-60 pages. It promotes a presumption in favour of sustainable development.

This revised masterplan is broadly consistent with the principles of the NPPF. The Joint Core Strategy sets out the strategic Local Plan context for the masterplan in the future.

The Localism Act The Localism Act, 2011, sets out the framework and key principles for a system of neighbourhood

Eco-town Planning Policy Statement (PPS) 1 Supplement In July 2009 Whitehill & Bordon was granted Ecotown status and so the national policy guidance and targets of Planning Policy Statement: Ecotowns, a supplement to PPS1 Delivering Sustainable Development applied to the proposed development framework. Although, it is currently still referred to in the evidence base studies, it is expected to be withdrawn along with other PPSs as the NPPF has been published.

An important part of the masterplan development was to test the deliverability of the national Eco-town targets set by central government and to resolve any variances between these and the Whitehill & Bordon Green Town Vision. Based on the evidence base studies the Delivery Board has agreed a revised Ecotown Vision for the project which encompasses locally adapted Eco-town targets. A number of policies in

the Pre-submission version of the Joint Core Strategy are based on the Eco-town PPS where they could be supported by the evidence base.

In addition to the Eco-towns PPS, the development will be required to show consistency with other national planning policies.

Regional Policy Regional Spatial Strategy: The South East Plan The South East Plan published in May 2009 identifies Whitehill & Bordon as a new strategic development area in Policy AOSR3. Policies in the plan run to 2026. Policies H1 and H1.9 set out the need to provide for up to 5,500 dwellings. This formed the basis for the preparation of the June 2010 masterplan.

A key element of the masterplanning process has been to test the capacity of the site using this policy as a starting point. But this revised masterplan has identified capacity for 4,000 new homes principally located on MoD land. On 27 May 2010 the Secretary of State wrote to council leaders highlighting the government’s commitment to rapidly abolish Regional Spatial Strategies and return decision-making powers on housing and planning

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to local councils. The Localism Act endorses the intention to revoke the Regional Spatial Strategies.

The evidence base studies considered development of up to 5,300 new homes in accordance with the June 2010 masterplan proposals and capacity stated in the South East Plan. The outcome of the studies demonstrates that there is capacity for up to 4,000 new homes and associated infrastructure. This will be tested through the examination of the Joint Core Strategy.

Minerals and waste plan (February 2012)

The South Downs National Park (SDNP)

The draft Hampshire Minerals and Waste Plan has been submitted by HCC to the Secretary of State.

The plan safeguards soft sand reserves in Whitehill & Bordon. The extent of this is indicated on Map 5 in the plan. However, it is important to note that paragraph 5.13 states:

Whitehill & Bordon is located near the boundary of the national park, which was established in March 2010. This will impact on the way in which planning decisions in the town’s hinterland will be made in the future. It also presents opportunities for Whitehill & Bordon to attract tourists and provide facilities to visitors. The South Downs National Park Authority (SDNPA) took on its full responsibilities on 1 April 2011 and is the authority responsible for the preparation of a Local Plan for its area. The Joint Core Strategy) is currently being formally prepared by the SDNPA and EHDC.

“ Prior extraction of the soft sand resources at WhitehillBordon will be encouraged as part of the development of the Eco-town. These resources may also provide an opportunity for the provision of an on site supply of mineral for use in the Eco-town’s development. The prior extraction of minerals in this location will only proceed as long as it does not impede the phasing and development of the Eco-town and where the mineral resource would otherwise be sterilised.”

The masterplan delivery and phasing should take into account the county’s needs in accordance with the policy. But the environmental and operational impacts will need to be considered at an appropriate time.

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The Local Plan: Saved policies The East Hampshire District Local Plan: Second Review was adopted in March 2006. Most of the policies of this plan have been saved until such time as they are replaced by new Local Plan policies and proposals.

The saved policies of the existing Local Plan (Policies MOD1 and MOD2) promote the principle of the reuse and redevelopment of former military areas and recognise the opportunity for redevelopment at Whitehill & Bordon to create a more sustainable community, providing a range of new employment, retail, community and leisure facilities as well as housing.

Whitehill & Bordon today

The Local Plan: Joint Core Strategy Pre-submission version EHDC and SDNPA are preparing a Joint Core Strategy that will be the first part of the new Local Plan which together with site allocations and a development management plan will make up the new Local Plan. It will look at how East Hampshire will change in the period up to 2028 to continue to meet the needs of the local population and over time it will replace the existing Local Plan (2006).

The masterplanning process has been running concurrently with the development of the Joint Core Strategy. The masterplan forms a component of the evidence base for the Joint Core Strategy.

Policies relating to the Whitehill & Bordon Ecotown are covered in Chapter 9 of the Submission document. Whitehill & Bordon Strategic Allocation covers about 340 Ha of land which will provide up to 4,000 new homes and associated infrastructure as defined in the Strategic Allocation Policies. ‘Map 4: Overview Proposals Map’ shows the extent of the Strategic Allocation, the Eco-town Policy Zone.

applied district-wide. ‘Map 5: Strategic Allocation Proposals Map’ demonstrates how the proposed regeneration could be delivered within the allocated land. The Plan illustrates the spatial distribution of the principal land uses of the Strategic Allocation as tested in the evidence base studies. It would not prevent the Council from modifying site specific land use allocations, density or designs within the masterplan if further evidence comes forward or when the next stages of the Local Plan are prepared.

It is anticipated that the Joint Core Strategy will undergo examination-in-public in August 2012 and be adopted as a statutory plan in December 2012.

Following the adoption of the Joint Core Strategy, the revised masterplan will remain as a ‘framework’ document providing a more detailed evidence base and will be a material consideration in determining planning applications within the Eco-town Policy Zone.

The Community Infrastructure Levy (CIL) This system allows councils to raise funds for infrastructure to support an area’s development by way of a charge per square metre of development.

From April 2014 the CIL must be in place.

EHDC is working towards the adoption of CIL in Spring 2013. A decision on whether to include the masterplan area within the district-wide CIL, use a special top-up rate or to ringfence the contributions for the area has not yet been made.

All policies in the Chapter 9 are applicable to any new development within the Eco-town Policy Zone including wind fall sites in addition to those policies

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3

Biodiversity Target We aim to achieve a net increase in wildlife biodiversity and to safeguard protected sites.

We will provide natural “green” spaces and routes throughout the town for people and wildlife.

How we will achieve it

Working with organisations that own and manage land within and surrounding the town to share resources, collaborate on conservation initiatives and promote the idea of responsible recreation By bringing around 200 hectares of natural greenspace into active management for wildlife to thrive in and people to enjoy Ensure new and existing buildings are designed to incorporate features that benefit biodiversity, such as green roofs and bird boxes By providing a range and scale of greenspaces that work together, forming a comprehensive green infrastructure network with the ‘green loop’ and ‘green grid’ at its heart

Biodiversity

By raising awareness of the town’s important natural features and important wildlife

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Biodiversity Introduction Protecting and enhancing the natural environment is at the heart of the Eco-town Vision. The setting of Whitehill & Bordon is one of the town’s selling points and should exert a strong influence on the way the town is regenerated.

This chapter centres around improving the green infrastructure network in the town. Green infrastructure is a broad term used to describe networks of greenspaces and other features that are necessary to provide fresh air, drainage, food, wildlife habitat and places to exercise, roam and play.

Context The delivery of the masterplan is guided by the Whitehill & Bordon Green Infrastructure Strategy (July 2011), which provides more detail on the proposals and establishes delivery priorities. The masterplan identifies around 200 hectares (ha) of land, which will form a green infrastructure network - which is a collection of greenspaces, watercourses and routes that will enable people and wildlife to move between places within the town and out to the wider countryside.

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Biodiversity Challenges and opportunities The most recent neighbourhood consultation showed that protecting the natural environment was a top priority.

The design and provision of green infrastructure within the masterplan will be guided by a number of objectives to ensure it is consistent with national and local requirements in addressing deficits and creating opportunities. These include:

1. National and local policies There are a number of national and local policies which provide guidance and best practice on the appropriate amount and quality of green infrastructure within new communities to ensure people have opportunities to interact with nature, encourage recreation, sports and healthier lifestyles.

The quality and character of the existing landscape, including its biodiversity, is safeguarded under local, national, European and international designations set down in legislation. These policies are described in the Whitehill & Bordon Green Infrastructure Strategy (2011).

2. Opportunities to improve the existing provision The delivery of the masterplan will see important improvements to existing greenspaces within the town, providing better links to new and existing facilities and services. Such improvements bring opportunities to design and manage multi-functional spaces, for example a park could be designed for pedestrians and cyclists to use that also provides sustainable urban drainage (SUDS) and shade - while reducing noise.

This could also become a route that wildlife use. The green infrastructure network for the town will also

provide Suitable Alternative Natural Greenspaces (SANGs) as part of the avoidance and mitigation strategy to remove the potential impact of new development in close proximity to sites protected under European law.

3. Opportunities to better connect green infrastructure within the town and to the wider area Green infrastructure within the town will not sit in isolation but will form part of a wider green infrastructure network. Connections between the town and the adjacent South Downs National Park and nearby Alice Holt Forest should be promoted for example through linked visitor facilities, energy (woodfuel) resource use and recreation connections such as the Shipwrights Way that links Alice Holt Forest, Whitehill & Bordon and the South Downs Way. It is important that the masterplanning process acknowledges the value of biodiversity in areas surrounding the town by promoting the use of greenspaces with Whitehill & Bordon and protecting areas such as Special Protection Areas (SPAs).

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4. The needs of both wildlife and people to support a net gain in biodiversity

5. The need to support healthier and low-carbon lifestyles

The principle of creating a net gain in biodiversity as the town grows is a requirement of the Eco-town Vision. The local Environment Conservation Group (which is part of Whitehill & Bordon Town Partnership) has produced Wildlife of Whitehill (WoW), a Local Biodiversity Action Plan (2008) which has described the diverse range of sites, habitats and species which occur in the parish of Whitehill and made recommendations for their conservation. This work has been incorporated into the recent Whitehill & Bordon Green Infrastructure Strategy to ensure correct monitoring can continue through the implementation of the strategy through the masterplan. The WoW Plan is being updated this year by the same group to include Round Hill which is a Site of Importance to Nature Conservation (SINC) and Standford Grange Farm to bring it into line with the Green Infrastructure Strategy (2011).

The green infrastructure network within the town will be designed to be accessible to all people living in the town to encourage healthier lifestyles and to connect residential areas with community facilities and the town centre. The network will also be designed to provide natural cooling, shade, shelter, manage surface water, encourage local food production, reduce noise and optimise the ability of neighbouring houses to benefit from solar energy.

Biodiversity

The Habitats Regulations Assessment (HRA) There is a requirement that no harm should come to the European designated sites (SPAs and Special Areas of Conservation (SAC)) as a result of development. Due to the proximity of Whitehill & Bordon to a number of these designated sites, namely Broxhead Common, Kingsley Common, Woolmer Forest, Passfield Common and Shortheath Common, an HRA was undertaken in parallel with the revision of the masterplan to assess potential impacts and determine the appropriate avoidance and mitigation measures, which need to be in place alongside the delivery of the Eco-town. Much more detail of this assessment is provided in the supporting evidence base, which includes the HRA Report (Nov 2011) and Land Management Report (July 2011).

The HRA process to date has assessed the June 2010 Draft Whitehill & Bordon Framework Masterplan for potential impacts associated with disturbance to groundnesting birds, including increased visitor pressure, incidents of flytipping, fire and air pollution as a result of the development. The HRA concluded that a development of 5,300 homes could not be achieved within environmental limits, but with appropriate avoidance and mitigation measures 4,000 homes could be built. This revised masterplan incorporates

the recommendations and conclusions associated with the HRA and describes how it will look spatially. The HRA is an ongoing process right up to the point that a development receives planning permission, so further work will be required to demonstrate that the masterplan will fulfil its HRA commitments.

One of the key components of the avoidance and mitigation strategy for the European designated sites are SANGs, which will provide high quality natural greenspaces for recreation. The SANGs will be delivered as a core part of the town’s wider green infrastructure network.

Natural England is supportive of the work carried out, which informs this masterplan. As the ‘competent authority’, East Hampshire District Council (EHDC) has provided a statement in relation to the HRA for Whitehill & Bordon which is provided in Appendix C.

Standford Grange Farm and Hogmoor Inclosure will provide the major SANGs, supplemented by Bordon Inclosure and other areas, such as Bordon and Oakhanger Sports Club (BOSC) and proposed new parks, which make up the wider SANG network joining other greenspaces with residential and employment areas. These sites are located adjacent to existing and proposed new neighbourhoods allowing easy access. These can be developed concurrently or in advance of residential development. The major SANGs and the supporting SANG network have potential to include a range of semi-natural habitats including grassland, heathland and woodland that will attract people who might otherwise wish to walk their dogs on the European designated sites. The SANGs will require management plans to ensure they are designed, delivered and managed effectively in perpetuity.

Summary of HRA avoidance and mitigation proposals The masterplan provides a 400-metre buffer around the town that prevents any new development in this area. Other types of development such as employment sites are used as an additional buffer. This can be seen in proposals at Louisburg Barracks, which places employment uses to the eastern side of the site to reduce the possibility of domestic cat predation, which is particularly important in safeguarding potential breeding sites for groundnesting birds within the protected areas.

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The concept of the green loop and green grid link together these major semi-natural areas to further enhance access and offer a range of walking and cycling routes including longer, circular routes. Other parks and informal open spaces within the town (excluding sports pitches and allotments) are included in the potential SANG network offering a connected network of green infrastructure across the town. In total around 90 ha of publicly accessible SANGs will be created of which the three core areas provide 75 ha - this takes into account an assesment of the current ecological value and visitor use as described in the Habitats Regulations Assesment (HRA) (2011).

Other measures will also be used to avoid and mitigate potential impacts on the European protected sites. Including: • The creation of access management plans for all the European designated sites, which could be adversely impacted, resulting from the masterplan proposals. This will supplement site level management plans, which are undertaken by land managers, to ensure recreational access to these sensitive sites is controlled and monitored in the most effective way possible. Access management plans will be supported in perpetuity, alongside SANG delivery and management in partnership with the appropriate landowners.

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• Air quality assessments will continue through the masterplanning process and measures will be put in place where required to mitigate or avoid impacts, such as the removal of a single large energy centre to the north of the town proposed in the 2010 masterplan, which was taken on board in the Energy Feasibility Study (July 2011).

• Educating local communities and promoting responsible recreation will be a major part of the avoidance and mitigation strategy. Helping people understand why they should behave in a particular way in the countryside to help protect and enhance the natural environment.

• Reducing human impacts on sites that are near housing areas through the education process mentioned above and designing neighbourhoods so opportunities for flytipping and illegal offroading are greatly reduced.

• Long-term monitoring will determine whether or not avoidance and mitigation measures are successful in achieving their objectives. Sufficient resources will be made available with partners to ensure this can be reported and acted on appropriately.

All these measures should be underpinned by a consistent co-ordinated management approach. This is discussed later in the chapter.

Biodiversity Masterplan proposals Two big ideas are the green loop and green grid, which will provide a continuous, multi-functional corridor of greenspaces and watercourses that will unite new and existing communities making the town more permeable to people and wildlife.

Both these ideas have received support at public consultations and have strongly influenced the arrangement of the land uses and addition of new greenspaces, such as the proposed town park near Budds Lane. Inevitably there will be some compromise between the provision of accessible areas for people and the provision of quieter areas for wildlife, however the various types of green infrastructure will be combined to form a well-integrated town.

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Green infrastructure map

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Biodiversity

The green loop will: • Create a recreation route around the town which is within easy access of Whitehill & Bordon and Lindford residents, wherever they live. Existing greenspaces, such as the Deadwater Valley Local Nature Reserve including Alexandra Park and Jubilee Park will be linked with new and improved public parks and natural areas within what is currently Bordon Garrison, Hogmoor Inclosure, Bordon Inclosure and Standford Grange Farm.

• Have a varied character in response to the environment through which it passes and will include some sections on existing residential streets which will be improved with cycle lanes, signage and tree planting. It is important to state that the green loop and green grid routes will not undermine the value of biodiversity in the area designated as a local nature reserve or SINCs.

• Run past and through new and existing sports fields, leisure facilities, parks, play areas, schools, the Forest Shopping Centre and the town centre to provide a safe and attractive way to get around town without the need for a car. For those who do not wish to follow the entire loop, a series of access points (acting like spokes on a wheel) will enable people to easily access part of the green loop to the green grid of streets and footpaths.

The Whitehill & Bordon Green Infrastructure Strategy provides more detail on the opportunities associated with other greenspace typologies, but for the purposes of the masterplan a summary is provided below: Natural and informal greenspaces make up a good proportion of the masterplan area, which is recognised in the recent evidence base studies. Local stakeholders feel these are hugely important, both in terms of biodiversity and because they give the town its rural character. The masterplan seeks to enhance these spaces, safeguard their ecological value and provide better connectivity for people and wildlife.

Illustrative View of Hogmoor Inclosure and the Croft (looking north)

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Parks and the new town square will be connected into a green grid of local footpaths, streets and greenspaces across the town. In the new town centre, a new park and woodland will provide an attractive green route between the former Sergeants’ Mess, the town square and one of the entrances to Hogmoor Inclosure. A second new town park will also be created in the vicinity of the town centre, responding to people’s wish to see new greenspaces brought into the new development.

The provision of sports and leisure services within the town’s green infrastructure are an important component of the masterplan to promote healthier lifestyles. Two locations for a major new sports hub with public sports fields and associated leisure centre buildings are being considered – Budds Lane or Mill Chase Road. The location of the sports hub is tied to the decision on the location of the new secondary school facilities or learning campus and the conclusions of the recent Open Space, Playing Pitches and Built Facilities Studies (2011). Chapter 6 contains further details. The masterplan also examines existing facilities within the town, which should also be considered as part of the green infrastructure proposals. One key area is BOSC to the north west of the town, which has a dual role as a leisure service provider and as a greenspace buffer, helping to deter

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people from using Shortheath Common (which is a SAC).

Indicative locations for allotments, community gardens and orchards are identified at seven locations on the green loop, bringing them close to existing and proposed residential neighbourhoods.

Education programmes in the town, potentially linked with schools could encourage uptake of allotments and healthy food choices. These areas are of particular interest to residents in the town, which is demonstrated in Whitehill Town Council’s long waiting list for allotments.

The protection and enhancement of biodiversity lies at the heart of the masterplan, which is amplified in the Green Infrastructure Strategy. The green loop will improve the ability for wildlife to move between sites which make up the loop and the wider countryside.

The growth of the town also offers opportunities for habitat creation and restoration, particular in areas such as Hogmoor Inclosure and Eveley Wood, which have not been under active management for a number of years, but offer opportunities to reinstate some of their remnant features by improving the level of natural light to ground flora and removing invasive species, such as Cherry Laurel and Rhododendron.

Biodiversity

Creating habitats and increasing biodiversity will also be possible in those sections of Bordon Garrison where existing hardstanding will be removed as part of development and replaced with a mix of buildings and landscapes including sustainable urban drainage, native planting, green roofs and private gardens.

Delivering a net gain in biodiversity will have a huge influence on the design of these new areas and retrofitting of existing buildings to deliver a town that is permeable for wildlife and avoiding the use of hard edges at the development boundary.

The watercourses of the River Wey (Southern extension) and River Deadwater are attractive and important habitats located to the east of the town and designated as part of the Local Nature Reserve and Conservation Area respectively. Some areas are poorly accessible and the streams create a barrier to pedestrian movement. The masterplan proposes the creation of new links beside, between and over these watercourses as part of the green loop to encourage their use for walking and recreation without undermining the wildlife value of these areas.

Large scale change will result in the reduction of biodiversity in some small areas, but the green infrastructure plans will encourage an increase in the quality, range and connectivity of wildlife areas. The WoW Biodiversity Action Plan will continue to be updated to sit alongside the masterplanning process, providing targets and a monitoring framework relating to the net gain in biodiversity. A route for a possible rail link will be set aside at the edge of the developed area. This will provide an important green route for people and wildlife in the early phases of the regeneration. The verges of this rail corridor will continue to constitute a valuable ecological link, connecting the town centre with the wider countryside even if the railway is reinstated.

A channelised stream, called Oxney Drain exists within the MoD Technical Training Area site, which will be improved to form a natural watercouse running between the main residential neighbourhoods and Hogmoor Inclosure. This will create opportunities to introduce meanders, swales and other features in order to improve surface water storage capacity and provide seasonal wetland areas increasing the range of habitats for wildlife. In line with the Detailed Water Cycle Study (2011) other wetland areas will be created in the new development areas to manage the town’s surface water more effectively during peak rainfall events. This will comprise new pools and attenuation basins as attractive features within the new and existing community.

Neighbourhood green infrastructure and design In addition to the delivery of large scale green infrastructure it is also important to ensure the masterplan improves existing and creates new local neighbourhood scale greenspaces to support local priorities drawn out of the recent neighbourhood consultation.

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A number of local parks, including children’s play facilities, will be created within the new residential development, especially in the neighbourhood centres or where the green loop is not immediately adjacent to homes. New allotments and community gardens will be created within the residential areas which will provide opportunities to grow food or to link into local produce markets. The design and location of these spaces are outlined in the Green Infrastructure Strategy, but further work is required to initiate specific proposals and improvements to individual spaces linked to how they will be managed and maintained over the longer term. The potential for these spaces to provide a number of different services involving health, sport, art and culture should not be underestimated or undervalued whilst also ensuring they play a role in the wildlife network.

The majority of new homes will have some form of private outdoor space including rear and front gardens, balconies, courtyards or roof gardens. It is important that homeowners understand the value of retaining and improving these spaces as part of the wider green infrastructure network, which will be communicated through home information packs and awareness raising campaigns linked with well known conservation bodies and national initiatives. A ‘best wildlife garden’ or ‘in bloom’ competitions could be

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delivered to become an annual event to encourage the greening of private outdoor spaces to help reinforce the message and promote interest in local wildlife.

Green roofs can vary from accessible roof gardens and terraces to inaccessible large roof areas, which could be found on light manufacturing units.

Green roofs should be incorporated into residential, commercial and institutional buildings wherever possible. Large scale green roofs can be vegetated with heathland species to complement similar habitats at ground level. Living walls can add interest and provide summer cooling in some of the more densely developed areas. This approach, through effective design, turns the buildings themselves into part of the green infrastructure of the town and can be further enhanced by installing bat and bird boxes on homes.

To support the sustainable surface water drainage system of swales, SUDS and attenuation basins, hardstanding surfaces can be naturalised or reformed to become more permeable either by greening them with trees and other vegetation or using materials, which have good drainage qualities on cyclepaths, civic spaces and footpaths.

Concept image of what the Chalet Hill and A325 junction could look like

Biodiversity The next steps Management and maintenance Good management and maintenance is an essential part of creating a ‘cared for’ environment and underpins the long-term sustainability of the scheme.

Consideration is being given at an early stage to the future management and maintenance arrangements to help safeguard new and existing green infrastructure in perpetuity. It will be particularly important to understand how spaces will function over the long term and what the maintenance implications are likely to be.

To ensure the green infrastructure network is of the highest quality, ongoing engagement will continue with the local community and organisations involved in the management of greenspaces, such as the Deadwater Valley Trust and BOSC to help inform the development of the right management structures, which will address ownership, risk and financial issues.

It is also important to recognise that the delivery of the masterplan will generate some quite unique challenges and opportunities, especially in relation to the design, delivery and management of the SANG network. Although this network should not be viewed in isolation of other greenspaces, the requirements for the SANGs need to be spelt out to ensure sufficient

confidence is given that these spaces will be managed sustainably and in perpetuity, supported by developers’ contributions as a requirement of the HRA. The masterplan provides approximately 150ha of new greenspace for the benefit of people and wildlife in Whitehill & Bordon, which will be in addition to the 43ha of existing publicly accessible greenspace.

This clearly demonstrates the need to put in place a robust mechanism for managing these spaces, which could be done by one organisation or a consortium of public, private and charitable organisations working together. This will be the subject of further work, but recent workshops with stakeholders has demonstrated that they would like management and maintenance arrangements to be locally led and that external support is needed to help fulfil these aspirations.

In summary, it is recognised that the aspirations for the green infrastructure can only be realised by drawing upon local resources wherever possible.

However, enabling this to happen is likely to require wider support and mechanisms if the assets are to be safeguarded for the longer-term. The details of this are still to be finalised, but work is underway to establish a forward plan for the management and maintenance of the green infrastructure.

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Target We will create a low carbon community. We will work with others to clarify and strengthen the definition and understanding of this concept. We will monitor and reduce the carbon footprint of the whole town by encouraging environmentally sustainable design and living. If possible, we will aim for the whole town to be “carbon neutral” by 2036. This will mean that use of carbon in the whole of the town, including the new development, will not exceed the current carbon footprint, (and we will calculate exactly what this is!)

By using the existing water supply carefully and by reducing demand and wastage, we plan for the town to be “water neutral”. This means that the water used in the whole of the town, including new development, will not exceed current levels

How we will achieve it By helping people understand how small changes in their daily lives will save money and contribute towards reducing their impact on the planet.

Providing new and upgraded infrastructure that provides locally generated and managed energy that responds to local needs, provides security of supply and resilience against fluctuations in fossil fuel prices.

By providing small energy centres around the town that support the employment and housing areas to the north of the town and in the proposed town centre.

By providing the right environment for jobs (particularly ‘green’ jobs) to flourish in the town, helping to train people in design, building and installation of energy and water efficiency measures to improve new and existing homes.

Carbon and water neutrality

Carbon and water neutrality

4

All buildings will be designed to use the minimal amount of energy and water to reduce the town’s carbon footprint.

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Carbon and water neutrality Introduction Making it easier for communities and businesses to make greener choices is an essential element of delivering the Eco-town Vision, which includes targets on carbon and water neutrality for the new and existing community by 2036. Improvements are being made gradually at the national level to diversify the primary sources of fuel that heat and light our homes recognising that the fossil fuels we currently rely on are not financially or environmentally sustainable.

To date no UK development at the scale described in this masterplan is seeking to make so many major changes to its energy, water and waste infrastructure to support the transition to low-carbon lifestyles.

Strategic town wide infrastructure is required to deliver the necessary energy, water and waste utilities for any significant development. For Whitehill & Bordon, strategies are also required to show how buildings and the wider development will be designed to deliver the Eco-town Vision. The masterplan will go further and outline where and what the new and upgraded infrastructure should look like. It will also prompt new and existing communities to reduce their demands on the utility infrastructure by thinking about how these resources are used.

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This section sets out, under the three key headings of energy, waste and water, the main identified utility constraints which have informed the masterplan development and the outline strategies for delivering low-carbon energy, reducing waste to landfill and supplying water efficiently. The masterplan also sets out how it will encourage a shift towards more sustainable lifestyles under the concept of ‘One Planet Living’.

Carbon and water neutrality Context

Challenges and opportunities

Given the extent of redevelopment that is planned for Whitehill & Bordon, the majority of the utility services distribution networks will have to be relocated and upgraded.

Whitehill & Bordon is already served by a range of utilities, but there are a number of key points that need to be considered in growing the town’s infrastructure over the life of the masterplan. The key aspects to be addressed are:

The delivery of new utility infrastructure also provides an opportunity to benefit the wider area, particularly homes in surrounding villages that are off mains gas and foul water drainage.

The chapter provides a summary of the technical proposals set out in the following supporting documents: • Whitehill & Bordon Sustainability Strategy (2010) • Whitehill & Bordon Energy Feasibility Study (2011) • Whitehill & Bordon Energy Infrastructure and Services Delivery Study (2011) • Whitehill & Bordon Detailed Water Cycle Study (2011)

• The likely need to retain the two existing electricity substations, water tower and reservoirs to the north of the site, foul water pumping station to the west of Louisburg Barracks and telephone exchange on the High Street.

• All water in the area is currently drawn from groundwater supplies. There are several options to supply the town in the future: South East Water resources, the MoD boreholes and well or a combination of the two. The Detailed Water Cycle Study (2011) provides some insight into the most feasible options, but further detailed work is required to assess the most appropriate and sustainable option against the phased development timetable based on hydrogeological and hydrological monitoring.

• That the electricity infrastructure is near capacity, however ongoing work is required to understand the future operational requirements for electricity, availability of spare capacity and reinforcement of the low voltage network.

• Additional capacity may be required to serve the increased population, but this is likely to be provided within the existing site although further technical studies are required to confirm this in partnership with Thames Water.

• The need to make effective use of existing services and networks for domestic and commercial waste processing and recycling but to bolster these services where necessary.

• One Planet Living Strategy (2011)

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Masterplan proposals In order to ensure that Whitehill & Bordon can meet the Eco-town Vision, the current utilities and infrastructure will have to be significantly supplemented to reduce the town’s impacts on the environment and facilitate a shift in the community’s behaviour towards more sustainable living through the concept of One Planet Living.

The masterplan has set aside enough land for the infrastructure likely to be required to deliver the strategy outlined below and assumptions on required infrastructure costs have been included within the Project Viability Study (2012). The June 2010 masterplan proposed a single biomass energy centre to the north of the town, supplying heat and power to the new development areas. On examining this option further against the potential for the woodfuel supply chain in the local area, it was found that an energy centre of this scale and nature would not be viable or sustainable during the early phases of the development process. However the opportunities for biomass remain positive as part of a range of different energy measures described below.

The Energy Feasibility Study (2011) has tested wider assumptions in the previous masterplan produced in 2010 by using three different scenarios and matching them against the government’s future thinking, likely

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demand and the expected standards in new and existing domestic and non-domestic buildings. These scenarios were: Biomass

It is anticipated that new buildings in the higher density areas of the town will be heated by a district heating system powered by a biomass fuelled combined heat and power (CHP) engine. As well as heat, the engine will produce electricity that will be used locally, therefore avoiding the high distribution losses associated with the standard approach of centralised electricity generation. Biomass is a renewable resource as long as the land providing the woodfuel is managed sustainably. Whitehill &

Bordon is located within one of the most wooded regions of the country and the proximity to such an asset provides a great opportunity to rationalise local forest management in order to maximise sustainable woodfuel generation.

The Forestry Commission in partnership with the Biomass Energy Centre completed a Woodfuel Supply Feasibility Study (2011) to assess the potential sustainable yield of woodland within close proximity of Whitehill & Bordon if the appropriate management approaches were put in place. The study concludes by saying that around 40,000m3 of wood could be harvested each year to supply the town with heat and power, which implies significant resource is available to use. However the reality is that the economic case to extract and process this resource as a fuel does not currently exist to the required scale, although grants and initiatives such as the Woodland Improvement Grants Scheme is helping to unlock sites for harvesting.

It is important to note that efficient woodfuel systems can operate at different scales to meet the needs of individual homeowners and businesses. A good range of wood-fired heating systems have been designed and installed in the surrounding area, which provides a useful platform to promote a similar approach in

Carbon and water neutrality

Whitehill & Bordon. The launch of the Renewable Heat Incentive will further strengthen the case for woodfuel and develop a much needed wood heat market, supporting local landowners, supply chain and biodiversity.

Further work is currently taking place to look at the potential for turning heathland brash into a commercially viable material for biomass boilers. This has been undertaken by the Forestry Commission in partnership with key stakeholders and will report later in 2012.

Energy from waste

The residual waste that cannot be recycled or treated in the town is currently being burned for energy generation at one of the energy from waste facilities in Hampshire. This is proposed to remain the case for the Eco-town, however the target is to progressively reduce the amount of residual waste generated by

increasing the uptake of recycling and other lifestyle changes (please see p56 for waste information).

Electricity

Solar energy for the town can be considered at two scales, large ground mounted photovoltaic (PV) arrays and buildings integrated with PV and solar thermal panels supplying electricity and heat. There has been a recent boom in the installation of these systems at the domestic scale as homeowners have taken advantage of the Feed-in-Tariff (FiT), which offered generous returns.

Electricity can be generated by technologies that harness other sources of renewable energy, including wind, water and tidal power. In addition heat pumps can be used to help heat homes by utilising consistent temperatures in the air and ground to manage a comfortable environment within buildings. Further information is available in the Energy Feasibility Study (2011), but for the purposes of the masterplan many of these technologies are not currently either technically or financially viable at a scale that would meet the needs of the entire town. Heat pumps and small scale wind generators could be used to provide energy in suitable locations across the town at a smaller scale.

This would need to be explored further, but it is not currently any substitute for the heat and power that can be generated through biomass and solar energy.

These opportunities for solar energy will continue in Whitehill & Bordon, but it is important that the deployment of this technology throughout the period of the masterplan is co-ordinated in a way which maximises the benefits in environmental and financial terms, otherwise the carbon emission reductions will not be realised. New and existing homes should be fitted with PV and solar thermal panels alongside building fabric improvements.

A smart grid could be installed alongside the use of smart meters as part of a home energy management system. This would enable greater control of the network to minimise peaks and troughs and allow for a more efficient use of local micro-generation technologies. The opportunity for energy storage within the low voltage network is also important to allow locally generated energy to be stored as hot water or electricity (similar to a battery), which can be

Solar

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tapped into at peak times to further reduce the need to rely on importing energy and increasing energy security for the local community.

The Energy Feasibility Study (2011) concludes by saying that no single approach would fulfil the requirements of the masterplan, which will be acknowledged in the development of the town’s Energy Strategy. However the study does provide a strong indication that the proposed town centre and employment site to the north of the town have the highest potential to support two of the town’s decentralised energy centres. Land would be required to house the plant associated with this infrastructure, although there are opportunities at this stage in the planning process to design buildings, such as schools and offices with big enough plant rooms to accommodate CHP engines and district heating infrastructure without the need to construct a separate energy centre. Š LDA design Diagram showing potential micro-generation technologies that could be used across the town including solar thermal, photovoltaics, air-source and ground-source heat pumps, small scale wind and biomass systems.

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Carbon and water neutrality

Evolution of the energy strategy While the high level framework for the Energy Strategy for Whitehill & Bordon has been set out, supported by the evidence base studies it is accepted that, given the proposed phasing of the development the strategy must remain flexible to respond to changes in energy policy, technologies and fuel price. New technologies are being tested and improved all the time, which will lead to a reduction in costs for proven technologies.

The opportunities presented by local supplies of biomass and solar technologies will be exploited, but this approach will not be used at the expense of testing other systems that may present other opportunities to deliver long-term sustainability. The assessment of carbon emissions associated with the Whitehill & Bordon development requires the consideration of many variables, which will not be constant throughout the lifetime of the project. These include the characteristics of low and zero-carbon technologies (e.g. operational efficiency and capital cost), but also the characteristics of the standard energy generation technologies (e.g. national grid electricity) against which the development’s proposals are being compared.

The fact that electricity generation is predicted to emit progressively lower levels of CO2 means that there may be a point in the future when technologies that use electricity, such as heat pumps, could prove better at reducing CO2 emissions than technologies using biomass.

seeks to promote the generation of local energy it also promotes the concept of local management.

Further work is needed alongside the evolution of the Eco-town project delivery structures to explore when and how this could be developed and financed with development partners and wider stakeholders.

The analysis at this point illustrates that solar and biomass energy solutions as previously described provide the best opportunities, although no technology can be excluded from the emerging Whitehill & Bordon Energy Strategy at this stage, and that the approach needs to be revisited regularly to take into account future changes in the energy sector. A balance will be struck between remaining flexible to take advantage of emerging opportunities and providing a good level of certainty to the infrastructure investment partners delivering the early phases of development.

Whilst the physical infrastructure is important, the approach to the way systems are owned and managed is equally important and an opportunity to do things differently. The Energy Infrastructure and Services Delivery Study provides an assessment of the different mechanisms by which a range of energy management options can be established with a high level of community and private sector input. As the masterplan

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Waste When considering ways to reduce the environmental impacts of waste management, the biggest step that can be taken is to avoid the generation of unnecessary waste in the first place, which can be achieved by understanding the waste hierarchy. This can be achieved mainly by changes in behaviour (from both consumers and manufacturers) rather than by specific facilities or infrastructure. This section focuses on infrastructure improvements that are being proposed to reduce the impact of waste management from generation to treatment and disposal.

The waste hierarchy AVOID REUSE RECYCLE ENERGY LANDFILL

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In order to make it easy for Whitehill & Bordon’s residents to dispose of waste in the most sustainable way, all new buildings will be provided with suitable facilities for the storage of waste at point of generation. Homes will be provided with internal and external bins for segregating different waste streams, non-domestic buildings will also be provided with sufficient space to accommodate waste segregation.

Recycling It is proposed that the waste recycling centre will be relocated to another more suitable site, but further work is needed to consider the relocation options. It is proposed that the existing service could be extended to include a facility for exchanging items such as ‘freecycle’ or a ‘swapshop’ and possibly repairing items therefore diverting items that could be reused from landfill. This scheme could build on the existing services offered by The Furniture Helpline operating from Woolmer Trading Estate. Such approaches reduce the amount of waste going to landfill.

With regards to the treatment of waste, dry recyclable items (e.g. paper, plastic, metal, glass) will continue being recycled via the Alton Material Recycling Facility (MRF), as this is a successful system that has put East Hampshire District Council (EHDC) in the top

20 councils in the UK with the highest recycling rates.

There may be opportunities to increase recycling rates by widening the range of materials collected and sorted at the MRF facility, however this will depend on whether Biffa (who is responsible for the delivery of EHDC’s waste management plan) can find suitable ways of treating the additional materials.

Another way of increasing recycling rates will be the implementation of educational campaigns in conjunction with the provision of additional recycling facilities such as neighbourhood collection points for a wide range of recyclable waste.

Carbon and water neutrality

Organic waste All houses with gardens will be provided with compost bins so that organic waste (i.e. food and garden waste) can be disposed of where it is generated without needing to be transported elsewhere. Flats and non-domestic buildings will also be provided with space for storing organic waste, although it is predicted that the waste will have to be collected and treated elsewhere.

Where on site composting of organic (food and landscaping) waste is not possible, it is proposed that food waste is collected for Anaerobic Digestion (AD) and biogas generation. Food waste is an energy rich material that can be digested to produce biogas that can then be burned for energy generation.

The amount of food waste generated by Whitehill & Bordon would not be sufficient to make a town facility financially viable, however it could potentially contribute towards a larger scheme.

underground Envac collection system, and their viability will be considered against standard transfer methods (i.e. road transport), as the design of the development progresses. Another way of minimising the environmental impact and nuisance of waste transfer will be the use of electric vehicles, where possible.

Construction waste The generation of construction waste during the demolition and construction phase will also be reduced by retaining as many buildings as possible and reusing some for transition uses. Materials from demolition will be reused in construction where possible and otherwise recycled off-site. Lessons have been drawn from the construction work at the Eco-station site, in terms of salvaging and recycling building materials and packaging, changing behaviours of on-site staff and keeping a clear audit trail of site waste disposal.

With the exception of organic waste to be composted in the gardens of houses, the majority of waste generated in the town will have to be collected from the points of generation and transported to the treatment or disposal facilities. Innovative ways of transferring waste are available, such as the

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Water The Detailed Water Cycle Study (2011) builds on the information provided in the Outline Water Cycle Study completed in 2009. It provides further analysis of the water cycle and recommends further measures that could be implemented to achieve the desired objectives.

The water neutrality target for Whitehill & Bordon is required to deliver the level of development proposed in the masterplan. This is due to the fact that the River Wey catchment, which Whitehill & Bordon sits within, is classified as ‘no water available’. This fact and the Eco-town approach provides an opportunity to look at the way people use and dispose of water in a new way.

The town is supplied with potable water (drinking water) in two ways, which reflects its history and growth since the military established its barracks more than 100 years ago. Despite being separate systems the civilian and military water supplies are abstracted from the same groundwater supply. This means although the licensing and abstraction arrangements will change during the life of the masterplan, the town will still receive its water from the same place. Further work is needed alongside site specific hydrological and hydrogeological monitoring to establish the most

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Conceptual diagram of a water neutral street

sustainable way to abstract and supply water from the aquifer in partnership with the Environment Agency and water utility companies. The Environment Agency is currently looking at water resource availability for the River Wey catchment. This report is due in early 2013.

All new buildings will be fitted with water meters and, where possible, meters will be retrofitted to existing buildings. The study states that homes with meters use significantly less water than homes without, due to the increased awareness. It is proposed that meters will be installed in combination with an awareness campaign to maximise their impact. This is complimented by South East Water’s programme to retrofit water meters to 90% of the homes within its

area by 2019. We will work with South East Water to help raise awareness about water conservation and help consumers move over to a metered system.

In order to minimise water demand within buildings, all new development will be fitted with water efficient sanitary ware, e.g. dual flush low capacity toilets, aerated taps, showers with flow regulators, low capacity baths, low water use washing machines and dishwashers.

Greywater, rainwater and greenwater New dwellings could be part of communal greywater recycling systems, which will ensure that the water from the showers, baths and taps is reused to flush

Carbon and water neutrality

before being transferred for treatment. Rainwater will be collected in water butts for houses and centralised tanks for flats and other building types. This will mean that potable water, which is costly and energy intensive to treat, will not be wasted for low-grade uses such as irrigation and car washing.

Since the previous version of the masterplan, this concept has been taken further in the Detailed Water Cycle Study (2011) by introducing the idea of a greenwater system, providing all new homes with a dual water supply system carrying potable water and greenwater to different appliances within the home. The study has concluded through water demand modelling that around 37% of the town’s water requirements could be supplied via a greenwater system alongside the potable water supply. This system is not common in the UK, but countries such as Australia and America have been using these systems successfully for several years. The opportunities to retrofit this technology in existing homes is limited at present, but the other measures stated in this chapter alongside a sustained awareness campaign will help reduce water demand and improve water efficiency.

If these approaches are taken then there is also an opportunity to think about the way water is managed

within the town. Its geographical location lends itself to the establishment of a town water management company with the responsibility of the supply, metering and treatment of water alongside the incumbent water companies to provide a closer relationship between water and the community. This could provide added benefits by including the adoption of sustainable drainage systems and attenuation basins to more effectively manage surface water and support the wider green infrastructure network, which is discussed in Chapter 3.

is needed to investigate this alongside the conclusions of the Detailed Water Cycle Study (2011) and Energy Feasibility Study (2011).

Initial investigations suggest that Whitehill & Bordon does not generate sufficient waste water to make investment in an AD plant financially viable, however Thames Water is interested in AD (including codigestion of food waste) and intends to consider the viability of integrating this technology as part of the STW extension works that are likely to be required as the new homes are built.

Foul water treatment and anaerobic digestion It is likely that the Bordon Sewage Treatment Works (STW) will be expanded on its existing site to process waste water from the additional population.

The installation of an anaerobic digester for onsite treatment of sludge will be considered as part of the expansion works. Anaerobic Digestion (AD) is an effective way of treating the sludge and generates energy to power the plant; furthermore an AD plant on site will avoid the CO2 emissions currently associated with transporting the sludge to the Farnham STW, and would produce some biogas that could be used for energy generation or under the right circumstances injected into the national gas network to help decarbonise the national infrastructure. Further work

The scale of development proposed in the masterplan also provides an opportunity to explore the potential of on site STW facilities in the form of individual treatment centres, which look very different to the traditional STW sites. A small scale system is being built in Petersfield to test its viability as a cost effective alternative to treating foul water locally. It aims to reduce treatment and energy costs associated with the UK’s current approach to foul water treatment.

We will watch these approaches with interest and appreciate much more work is needed to establish whether this would be feasible in Whitehill & Bordon.

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One Planet Living

The principles of One Planet Living are below.

This ensures that Whitehill & Bordon is well equipped so residents live a more sustainable life. However the infrastructure provided is only effective if it is used and managed properly and this can only happen if the town’s residents embrace changes in their lifestyle.

For example cycle lanes, a public transport link and local amenity spaces can be introduced but these will not reduce the town’s carbon footprint unless residents choose to leave their car at home and cycle or take a train to work, or choose to spend more of their leisure time at local tourist attractions.

1

Zero carbon

2

Zero waste

3

Sustainable transport

4

Sustainable materials

5

Local and sustainable food

6

Sustainable water

7

Land use and wildlife

8

Culture and heritage

The diagram below shows the world’s ecological footprint. The ecological footprint is a measure of the amount of land space required to meet human demand.

9

Equity and local economy

10 Health and happiness

Private Services 6% Housing 21%

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Transport 25%

Food 26%

Consumer goods 12%

Government 10% Capital assets 2%

The masterplan aims to encourage lifestyle changes by making it easy to do the right thing. This means increasing the level of choice for goods and services and providing attractive and effective design, for example in the improved walking and cycling networks, and the careful work that has been done to ensure that schools and facilities are all within walking distance of housing and jobs. This is underpinned by the conclusions of the Green Infrastructure Strategy (2011) and emerging Walking and Cycling Strategy.

Recent analysis has shown that the top three ecological impacts on the planet are derived from housing, transport and food. These impacts can be reduced by introducing a range of measures that should be introduced as part of the development process to encourage a change in behaviour among existing and future residents. These could be to: • Include a visitor and education centre at the Eco-station, to educate people on how to lower their energy and water demands and promote measures to improve the efficiency of buildings.

Carbon and water neutrality

• Support the expansion/creation of local businesses that use recycled materials to produce new goods (e.g stationery out of recycled plastics). If recyclable materials are attributed a value as raw material for a new industry, recycling rates will increase.

• Campaign for a reduction in air travel in favour of rail travel. For flights that cannot be avoided consideration should be given to setting up a fund to allow residents to offset their air travel CO2 emissions by investing in the local installation of low-carbon energy systems.

• Promote the reuse of goods before they are disposed of (e.g. swapshop and freecycle system), therefore reducing the amount of waste generated.

• Promote a shift towards growing food locally and buying locally produced goods and food, therefore reducing the amount of waste generated from packaging of goods bought in supermarkets as well as reducing ‘food miles’ • Promotion of low-carbon travel within the town and the surrounding area, this does not mean an anti-car message, but enabling communities and businesses to make smarter choices on how they choose to travel. More detail is given in Chapter 8.

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The next steps Having provided the infrastructure and helped the local community and businesses to switch to lowcarbon alternatives to achieve the Eco-town Vision, it is important to monitor the town’s performance to establish whether it truly is sustainable in practice.

The best approach is to evaluate the town’s ecological and carbon footprint prior to development and then to repeat it at regular intervals following the development, to assess whether the improvements introduced are having the desired effect. In the initial phases of development it will be essential to demonstrate some of the low-carbon features that will reduce the town’s impact on the planet.

If the installation of certain measures, goods and services within the new development do not deliver the required level of carbon savings then steps will be taken to employ alternative approaches and seek to learn from others to make the Eco-town Vision a reality.

An initial assessment could focus on energy being consumed and generated on site, measured through regulated emissions, e.g. in buildings, transport and services. The results of data analysis should then be published as part of the ongoing exhibition based at the Eco-station. This would maintain residents’ awareness of sustainable living and encourage them

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to progressively introduce changes in their daily lives to keep reducing Whitehill & Bordon’s environmental impacts and achieve the Eco-town Vision of becoming a carbon neutral town.

The One Planet Living monitoring table (p63 and 64) provides a range of high-level indicators that will be monitored throughout the delivery of the masterplan to enable the local community to see how far the planned development is going towards achieving the Eco-town Vision.

5

Employment and jobs We will increase local jobs and encourage new and existing businesses and industries; in particular those which share our vision of a sustainable and environmentally-friendly community. We will create at least one new job per new household and will provide an additional 1,500 jobs to replace those lost by the withdrawal of the Army from Whitehill & Bordon. We will provide training opportunities for residents to maximise their employment prospects with the new businesses.

How we will achieve it Employment opportunities and job creation will be achieved through three strands of activity: • realising the potential of entrepreneurs and start-up businesses • helping existing local companies to grow and develop • attracting new investment from companies.

Employment and jobs

Target

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Employment and jobs Introduction One of the biggest challenges and key objectives for the masterplan is to ensure that Whitehill & Bordon becomes a vibrant and strong employment location.

In the Eco-town Vision the supporting target for employment is to increase local jobs and encourage new and existing businesses and industries; in particular those which share the vision of a sustainable and environmentally-friendly community. At least one new job per new household will be created with an additional 1,500 jobs to replace those lost by the withdrawal of the Army. Training opportunities will be provided for residents to maximise their employment prospects with new businesses.

The town will need to create the physical and cultural environment in which this can happen by ensuring there is: a high quality workforce; a range of quality commercial land and accommodation; the right infrastructure including access to markets and consumers; fast, reliable communications; and a network of professional and business services.

The town does not operate in isolation of its neighbouring business centres such as Alton, Petersfield and Farnham and larger economic centres such as Portsmouth, Farnborough, Basingstoke and Guildford. Links to these locations present

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opportunities to capture investment from important business sectors such as defence, aerospace and communications - as well as higher education and research & development from the universities of Surrey, Portsmouth and Creative Arts at Farnham.

Enterprise M3 Local Enterprise Partnership is the business led public / private partnership working across north Hampshire and east Surrey to drive high value-added economic growth. Its vision is that the Enterprise M3 area will be one of the premier locations in the country for enterprise and economic growth, with an excellent environment and quality of life. Working with this partnership will give access to knowledge, expertise and resources to assist in growing enterprises, attracting new business, developing skills and securing infrastructure.

Employment and jobs Context The existing employment base To understand the requirements for future economic development at Whitehill & Bordon it is important to assess the current strengths and weaknesses of the town’s economic base (Economic Potentials Study, 2009).

Alton and 37% in Petersfield. This lower skills level is reflected in the profile of the residents’ occupations - 38% of resident workers have higher order occupations (managers, senior officials, professional and technical occupations), in comparison with 48% in Petersfield.

Business

Workforce and employment Unemployment is low in comparison to the East Hampshire area and national averages. However there is a higher proportion of young unemployed people than the district or national averages.

Whitehill & Bordon is a relatively self-contained town, with 43% of its employed local residents working within the town (Census, 2001). However it is nonetheless a net exporter of labour with many people commuting to neighbouring towns such as Farnham and the north Hampshire towns of Aldershot and Farnborough to access employment.

There are approximately 350 local companies employing in the region of 3,500 people with a focus on distribution, catering, retail, public administration and manufacturing. Whitehill & Bordon is significantly under-represented in the higher value

business services, financial intermediation sectors and the hotels and restaurants sector (the latter is reflected in the perceived shortfall of social and leisure facilities within the town). The major business in the town is of course the garrison and School of Electrical & Mechanical Engineering (SEME). It is estimated that SEME has 1,200 students training at any one time, supported by just over 700 contract, military and civilian staff.

Commercial property There are some 160 commercial units, providing 26,000square metres (sqm) of space, roughly split as: industrial - 8,100sqm; offices – 4,100sqm; retail – 11,800sqm (Valuation Office Agency list, 2010). The main centres are Woolmer Trading Estate, Highview Business Park and Bordon Trading Estate, with smaller centres at Lindford Business Park, Water Meadows Small Industries and the Forest Shopping Centre.

Skills and occupations The resident population in Whitehill & Bordon qualified to National Vocational Qualification (NVQ) Level 3 or above is 22% of all people aged 1674. This compares to 32% of people aged 16-74 in

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Challenges and opportunities Difference between 2010 and 2012 Masterplan The masterplan consultation and neighbourhood engagement highlighted people’s concern about the economic future of the town as a place for employment, shopping and leisure. In the short term there is a need to replace the business activity and local spending of Ministry of Defence (MoD) personnel and workers at the garrison, as well as develop long-term, ambitious plans to create a new economic role and future.

Therefore a clearer definition of future roles and how jobs will be created has been provided with direct links to how this contributes to the Eco-town Vision.

The new employment accommodation is to be focused on the Eco-business Park opportunity at Louisburg Barracks; shopping and commercial leisure in the new town centre; and the role of the existing business land and estates retained in their current functions.

In addition greater emphasis is placed on a learning campus at the heart of the town because the success of its regeneration and future economic role will rely strongly on the town’s learning culture and ambitions.

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Employment and jobs Masterplan proposals Economic objectives: Proposals to create a strong mixed local economy The planned departure of the MoD from Whitehill & Bordon will remove a significant source of employment and trade from the town. However it will release a large amount of land for new commercial development to provide modern, high quality space for startup enterprises, expansion space for local growing business and new development opportunities for inward investors.

The scale of the population and employment growth associated with the Eco-town development provides a significant opportunity to diversify the local economy and shift its emphasis towards higher value skills and activities. The Economic Development and Employment Strategy (2011) identifies potential new knowledgebased and innovative businesses as coming from the low-carbon and environmental goods and services sectors. In addition, existing local sector strengths that should be developed include value-added food and drink and sustainable / eco-tourism. Finally the potential for the growth and development of the sustainable construction sector should be linked to the town’s own growth and development.

Attracting new business is only one of the ways of transforming the economic base. This needs to be complemented by encouraging new business start-up and supporting the growth of existing local businesses. It is essential that a sufficient range of employment space, in terms of size, type and tenure, is provided to meet the needs of these different business activities and demands.

As well as the availability and affordability of commercial land and property, the other main economic drivers are: • highly skilled workforce • transport connectivity • super fast broadband • housing supply and affordability • schools and education • a quality environment Learning needs to be at the heart of the town’s regeneration plans and a learning campus (with innovation and skills training) should be developed

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alongside the schools provision. This will bring further and higher education provision - as well as research and vocational skills linked to the new business sectors looking to grow and locate in the town. Details about the learning campus proposal are given in Chapter 6.

Technical Training Area until it is released for housing development. In the longer term the town could look to become a regional centre of expertise. This is supported by the proposed Eco-business Park at Louisburg Barracks.

Future economic roles

2 Innovation and technology cluster with links to Enterprise M3 area: Whitehill & Bordon currently supplies labour to the aerospace and high value engineering cluster in the north of the county in Farnborough, Fleet and Camberley. Better

Work carried out to examine the future economic roles for the town recognised these will influence the nature of land, the premises made available and the scale of employment to be planned. Four potential economic roles have been identified for Whitehill & Bordon around which proposals have been developed.

1 An exemplar for sustainable development and green industries or ‘the town that builds itself’: This would include making the most of opportunities associated with the construction of the Eco-town including the need for solutions for sustainable energy, sustainable urban drainage, and green transport, in addition to the significant opportunities associated with the potential to retrofit the existing housing stock and commercial premises. Such a role would be dependent on the availability of land to accommodate low-carbon manufacturing businesses, phased so that they could contribute to the development of the 4,000 new homes. This could be accommodated on parts of the

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advantage could be made of these links to encourage business investment in the town, with the development of supporting employment space, potentially at Louisburg Barracks, and the skills and expertise already here due to the presence of the MoD. 3 A tourism and leisure hub at the gateway to the newly designated South Downs National Park: Because of the quality of the countryside surrounding the town, Whitehill & Bordon has potential to become a gateway/leisure hub.

The town’s visitor experience will be enhanced through the provision of hotel accommodation plus attractions such as tourism information, a museum or interpretation centre, exhibition space at the Eco-station and a new town centre with commercial leisure such as restaurants.

4 A hub for post-16 education and technical skills training: This could be part of a learning campus that incorporates post-16 learning, skills and workforce development - as well as research and innovation. Such a facility has the potential to be at the heart of the town’s regeneration. Two potential sites for the campus are provided for in this masterplan.

Employment and jobs

Employment targets The Eco-town Vision supporting target is for the creation of 5,500 new jobs within Whitehill & Bordon, delivered in a phased approach in line with development. The target figure is made up of one new job per new home (4,000) and an additional 1,500 new jobs to mitigate the loss of employment associated with the relocation of Bordon Garrison.

This masterplan area has adequate space for the 5,500 new jobs.

Of these 5,500 new jobs, approximately: • 50% will be in office and industry • 35% will be in retail and leisure • 15% will be in other sectors This potential employment mix has been determined after reviewing the existing local and sub-regional employment base and considering research undertaken in the Baseline Report (2008). It has been developed alongside research from the Economic Potentials Study (2009) which discussed the potential future economic roles of Whitehill & Bordon.

The jobs will be generated through existing local businesses expanding, an increase in public sector jobs such as doctors and teachers to support the expanded community, new home-working approaches and attracting new companies to the town.

The 5,500 new jobs will come from: •

• • •

1,400 jobs from existing businesses (based on 150 jobs per 1,000 population increase) 400 jobs generated through home-working, 550 public sector jobs 3,150 jobs from new inward investment.

In order to generate this number of new jobs from inward investment (based on the existing profile of businesses in East Hampshire) will require some 350 new businesses locating in the town. (Inter-department Business Register, 2010).

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Employment areas and space It is important that the masterplan allows a flexible and aspirational approach to providing employment in the town. In the short term the reuse of existing buildings will play a key role in delivering employment in the town. Local business enterprise will be a focus for generating growth, for example through the Green Deal (a government scheme which eliminates the need to pay upfront for energy efficiency measures and construction opportunities, together with capturing and retaining the skills and businesses associated with defence and engineering as a legacy from the MoD presence in the town. In the medium term high-value clean-tech, environmental goods and services, sustainable construction and contemporary high valued-added businesses could provide significant local employment opportunities.

Therefore the provision of commercial employment land and floorspace should be flexible enough to provide for the relocation of larger businesses and the provision of small business space including incubation and grow-on / managed workspace to support indigenous growth. This will be complemented by the development of employment in the town centre in terms of retail, commercial leisure and office-based professional services.

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Phasing of the employment development will be vital to securing the town’s regeneration. It is important to stimulate business growth and attract new businesses from an early date. This will start to generate the need for services, facilities and housing. It will also build the broader economic base from which to attract larger and longer term investment. Developing small, flexible, affordable space will ensure opportunities are attractive to a range of businesses both existing and those looking to start-up or move from home working into their first business premises.

Opportunities to build this sort of space will be pursued in the first phase. Large scale development, likely to be design and build for specific companies, will be in the second and third phases once the economic base has grown and education, the town centre and housing is available to support this scale of investment.

Reflecting the potential future economic roles, the masterplan proposes the following employment areas. These employment areas will generate approximately 71,500sqm of commercial floorspace on 21.5ha along with 50,100sqm of town centre retail, commercial leisure and mixed used floorspace on 13.7ha.

Louisburg Barracks & Technical Training Area Reuse of MoD buildings - Short term – 2012-2015 In the initial years of the masterplan, low-cost employment space is likely to be crucial in attracting businesses requiring start-up units, small workshops, and larger light industrial units. The MoD will leave vacant a number of buildings currently used for engineering, training, accommodation or office-use, which could be put to a new employment use in the short to medium term. These sites include Louisburg Barracks and the Technical Training Area.

Employment and jobs

Louisburg Barracks, Eco-business Park, (eastern part) – Long term This location will create a new gateway to the town and its woodland setting provides an attractive, high-quality location for business. Built to BREEAM Excellent standard (the world’s foremost environmental assessment method and ratings system for buildings) it will offer high quality, low-carbon, contemporary, efficient business accommodation. Due to its proximity to the European protected sites, the development will require careful monitoring and design to avoid adverse effects on these areas.

Quebec Barracks – Short term – 2012 - 2015

Edge of new town centre

A mixed use demonstration site provides the opportunity to provide live/work accommodation and a business/enterprise centre for entrepreneurs and micro businesses. Such a centre could be the first neighbourhood work hub providing flexible work space with support facilities and services along with community social space.

To the west of the proposed new town centre, employment space is proposed as part of a mixed use development with commercial leisure. The form of development in this location close to the higher density town centre will be most suitable for office and small business premises.

Home-working and community hubs

Town centre employment The development of a new town centre offers considerable employment potential. It is estimated that nearly 2,000 jobs could be provided as a result of town centre uses including retail, restaurants and pubs, and financial and professional services.

A range of flexible office space will be provided within the town centre for example above retail units or within retained former MoD buildings. There is also the potential for council services to be accommodated in office space within the town centre.

Based on current levels of home working within East Hampshire it is estimated that around one in 10 new homes could contain a home-worker. As detailed proposals are progressed, ways to encourage home-working and entrepreneurial activity within the town could be encouraged by providing flexible spaces within homes, ensuring access to high-speed broadband, and providing support facilities and services in community /neighbourhood hubs.

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Public sector employment

• Woolmer – retained as a general industrial estate

Around 10% of new jobs could be within the public sector and concerned with the administration of the growing town and the provision of social infrastructure (e.g. doctors surgeries, community centres, and schools). This is consistent with the existing level of employment in this sector.

• Viking Park – retained for employment and commercial leisure development

Existing employment areas As stated at the start of this chapter, one of the three ways to achieve the Eco-town target for employment and jobs is to facilitate the growth and competitiveness of the town’s existing business and business estates. The Economic Development and Employment Strategy sets out a number of actions to help local business including advice on environmental sustainability, seminars and training events, eco-grant scheme for carbon reduction measures, encouraging the running of local business networks and workforce development.

Therefore the following existing business estates will continue to fulfil there current functions. Over time as development takes place in the wider town, it is hoped this will trigger re-investment in this existing commercial stock.

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• Highview Business Centre – retained for office / business uses • Bordon Trading Estate – retained for general industrial uses • Lindford Business Park & Water Meadows Small Industries – retained for small industry and business activity

Employment and jobs

Employment and Jobs

Employment areas map 1

New long term employment

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e with

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Louisburg Barracks- eco-business park

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Edge of the new town centre

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Town Centre mixed use

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Quebec Barracks- housing led mixed use with employment potential

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Viking Park - employment

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eisure 5

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Lindford Business Park

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Water Meadows Small Industries Short term employment potential

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Technical Training Area Louisburg Barracks

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6

Facilities Target We will seek to improve the facilities available in the town, including:-

• New sports and leisure facilities; • New and enhanced community facilities;

• Providing a new attractive and thriving town centre with a mix of uses (including community facilities); • New higher education and training facilities and schools;

• Health facilities; We will also improve access to these facilities from within the town and the wider community.

How we will achieve it

New secondary school facilities, possibly as part of a new learning campus. This could integrate a skills training centre, sixth form and be a hub for 0-19 year-olds Two new primary schools and pre-schools forming local community hubs A new children’s centre

A new primary care centre (five GPs, four dentists) A new sports hub and renovation of Bordon and Oakhanger Sports Club (BOSC) and Whitehill Club Land allocated for commercial leisure uses (3.7 hectares) Retain and enhance the existing community facilities where possible.

Facilities

A new mixed-use town centre with shops, housing, services and a new town square

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Facilities Introduction

Context

Providing an appropriate level of community, retail and leisure facilities as the town’s population changes is of critical importance to the delivery of a sustainable community.

The masterplan proposals for town centre uses and community infrastructure have been developed in response to:

The feedback we have received during consultation indicates dissatisfaction among residents with the way in which community facilities and town centre uses have been provided in the past and the current level of provision.

The masterplan ensures that the town gets the facilities and infrastructure that it so desperately needs.

• the nature and quality of existing provision within the town • community and stakeholder feedback • an assessment of the likely future population generated by new development • an assessment of high level commercial viability • national and local policy and previous technical studies • liaison with key service providers, particularly Hampshire County Council (HCC) • outputs of population modelling using the AECOM social and community infrastructure planning model (June 2010 masterplan) and HCC demographic projections (see Appendix A)

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Facilities Challenges and opportunities The potential for attracting a more diverse and vibrant mix of activities and facilities to the town is one of the regeneration benefits to the local community. This dimension (town centre provision in particular) has received a high level of support in our consultation feedback, including from people who may have reservations or concerns about other aspects. The key issue is around how many facilities can be provided over time and how readily commercial operators can be persuaded to come to the town. The statistics of investment and the critical mass of planned new housing and jobs may be a strong motivational factor here.

These include: • The need for a new town centre with a better range of shopping, to provide an identifiable focus for the community • The need to provide a range of higher quality new facilities including schools, further education, healthcare and sports facilities and pitches in response to existing shortfalls and needs arising from an increased population

This is aided by urban design which provides safe, direct walking routes and ensures the facilities are placed close to centres of population and public transport.

Where appropriate the masterplan has looked to provide enough facilities to make up shortfalls in existing provision as well as meeting the needs of the new development. The predicted population change is shown in Appendix A.

• Ensuring that facilities are delivered in good time so that they deliver real benefits to the existing community as well as new residents The masterplan seeks to address these issues through the provision of new facilities and services in line with the estimated population growth. As well as quantity and quality of facilities, locating shops and facilities in the right place is vital to the successful functioning of the town. Facilities should be located within walking distance of the people they serve wherever possible to avoid the need to undertake local journeys by car.

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Masterplan proposals Town centre: A new heart for Whitehill & Bordon The need for a new town centre or ‘heart’ for Whitehill & Bordon, located centrally where all the community can come together and access shopping, facilities and town events, was identified as one of the ‘Big Ideas’ for the masterplan. It received strong public support in April 2009.

As part of the April 2009 community engagement events, alternatives for the location of the town centre were discussed and nearly half the respondents (46%) preferred a location linking Prince Philip Barracks to existing shops on the High Street and Chalet Hill.

This location is central to the existing and proposed neighbourhoods (within approximately 10-15 minutes walking distance) and provides an opportunity for phased growth complementing the existing shops and the potential to make use of landmark Ministry of Defene (MoD) buildings.

Around 16 hectares including the existing shopping areas of Chalet Hill and Tesco are identified within the masterplan for a new mixed-use town centre at this central location. The town centre will be a focus on retail and commercial development supported by a range of other uses which could include arts

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and community spaces, skills training and further education, commercial leisure, housing, and a central public transport hub on the High Street. There is flexibility for a variety of different elements to come forward, depending on operator interest, local need and emerging opportunities.

The growth of the town centre will be phased, driven by the spending power of the increasing population.

It is envisaged that the early phase of the town centre will take place in phase two (2015-2019) with a second stage in phase three (2020-2024). Timely delivery of the new town centre is critical to the regeneration of the town. Accordingly, phase two of the masterplan includes part of the town centre located immediately to the west of the A325. It could come forward as soon as the MoD vacates the land.

Chapter 9 contains further details on phasing.

Further to the publication of the masterplan, a Retail Assessment (2011) was prepared. This confirms that the location of the proposed new town centre can support the expected population growth in the town and surrounding area and is preferred over some of the other available sites. The recommendations from the study with specific impact on the split between comparison and convenience retail will be considered in detail at the delivery stage.

A3

Conceptual proposal for the new town centre

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Facilities

A new public square with the retained MoD buildings at the heart of the town centre.

Indicative location for a new transport hub.

A new public space off the A325.

Traffic management and public realm improvements along the A325.

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A well connected centre High quality public open space will form the setting for the new town centre. The existing A325 road will have traffic management measures introduced, a public transport priority route, easy crossings for pedestrians and the removal of street clutter. The core retail streets in the town centre will create an attractive environment for pedestrians and cyclists and allow for shops and cafés to spill out onto the streets. There is also an opportunity to extend the existing tree line along the A325.

New public spaces are proposed (including a main town square) providing flexible outdoor space for markets and public events. Outside the Sandhurst Block a civic space will be created occupying the central section of the existing MoD parade ground.

The MoD Sergeants’ Mess, which has potential to be converted to business, civic or tourism use, will benefit from fronting onto a new south facing square at the core of the retail area offering opportunities for cafés or restaurants.

The potential to create a new east-west connection to the MoD land at the Chalet Hill / A325 corner is being explored to connect the existing landmark buildings at Frisby’s Corner, via new retail streets to the Sergeants’

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Mess and then towards the retained MoD Sandhurst Block and clock tower. A design proposal for a new public space off the A325 was included in the Autumn 2011 public consultation and was supported by respondents. It will provide an attractive link to the town square with high quality open space and improve the environment around Frisby’s Corner.

Budds Lane will provide access into the retail core from the north, while the new inner relief road running to the west of the town centre will provide access for commercial vehicles and service access for retail units. The level of car parking will be reduced and consolidated in accordance with the guidance that will be set out in the Parking Strategy.

A new public transport hub is proposed as a key element of the town centre as an interchange between strategic and local services. This is likely to be located on the High Street (A325), allowing for easy pedestrian access across the A325 at Chalet Hill.

The central transport hub will be an iconic structure with information about sustainable travel. It could also have a wider role as a centre for community and civic information.

The location of the proposed new rail station has yet to be determined (currently shown at the edge

Facilities

of Hogmoor Inclosure). A good pedestrian link, with potential for a park linking the town centre and the rail station is planned.

Retention of existing buildings in the town centre The Sandhurst Block and the Sergeants’ Mess are military buildings of good architectural quality and historic value and have the potential for retention and conversion to tourism, residential, civic or commercial uses. 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.

The masterplan identifies a number of other town centre buildings which have potential to be retained and integrated into the new town centre. A critical next step for the masterplan is to work with all existing owners and occupiers of premises and homes in the area potentially affected by the town centre proposals to understand their long-term plans and needs. In most cases the existing uses can be integrated successfully with new development and help to bring maturity and activity to the town centre from an early stage.

Retail and commercial floorspace The proposed amount of retail and commercial floorspace provision within the new town centre core has been derived from the findings of the Town Centre, Retail and Leisure Study (2007).

Around 50,000 sqm of gross, retail and commercial floorspace is proposed in the masterplan, of which 60% is retail and the remaining 40% is split between restaurants, food takeaways, pubs (10%), offices (23%) and financial and professional services including banks (7%) following guidance in the study.

Within the office mix there may be potential for both professional and civic offices subject to operational requirements.

Around 80% of the retail floorspace proposed is for comparison shopping (i.e. clothes, furniture, electrical goods etc), which addresses the current imbalance noted within the town between convenience (food, newsagent etc) and comparison retail.

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The proposed retail and commercial provision appropriate to growth of 4,000 new homes is summarised in Appendix B and derived from the HCC population forecasts and Retail Impact Assessment of Whitehill & Bordon (2011).

difficulty in attracting commercial leisure use to the site in the past. We believe the circumstances will change with the regeneration of the wider town and leisure facility on this site and could be linked to the green loop and Hogmoor Inclosure. In total outside the town centre core around 3.7 ha for commercial leisure uses are identified.

Commercial leisure Other uses

The Forest Centre In addition to the new retail floorspace, an allowance has been made for the relocation of around 5,300 sqm retail floorspace into the new town centre from the Forest Centre, as recommended by the Baseline Report (2008).

The existing shopping centre and community facilities at the Forest Shopping Centre will continue to operate but it is envisaged that some retailers/operators will relocate to the new town centre location to form a critical mass of activity in one main location.

However, it is likely that the centre will continue to provide local retail and community facilities to meet the needs of the immediate population as part of a mixed use development.

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Smaller commercial leisure uses could be accommodated within the core of the town centre, but to allow space for larger uses such as a cinema, health club or bowling alley, sites at the edge of the town centre, to the west of the Sandhurst Block have been identified.

The Town Centre Study (2007) identified the potential scope for a small cinema in one of the main town centres in the district i.e. Petersfield or Whitehill & Bordon. Given that as a result of growth, Whitehill & Bordon will become the largest town in the district it would be well placed for this facility. This would require a commercial backer.

Viking Park is also identified, in part, for leisure uses in accordance with the current planning consent. The site is owned by a private landowner and its delivery is outside the scope of the masterplan. The Viking Park Design and Feasibility Study (2011)acknowledged

The area identified for town centre uses will remain flexible to accommodate a range of alternative uses that may come forward including: • Residential: around 560 dwellings could be accommodated within the town centre core, predominantly as maisonettes or some flats above shops, or as part of a vertical mix with offices. • Hotel and tourism uses: The masterplan has provision for a hotel. Existing MoD buildings have potential for conversion to a hotel or youth hostel, and tourist information could be provided at the central transport hub. The location for a new hotel will be influenced by a number of factors including hotel type and amenities. It should offer flexibility at this stage.

Facilities

Community facilities Community spine and neighbourhood hubs The east-west spine of Mill Chase Road and Budds Lane is the location for a number of existing community facilities including Bordon Infant and Junior Schools, Weyford Infant and Primary Schools, Hollywater School, Mill Chase Community Technology College, Mill Chase Leisure Centre and MoD facilities including the Bordon Garrison Pool and the Daly Ground stadium. The masterplan proposals strengthen this ‘community spine’ with the provision of a new public sports hub, learning campus / secondary school, children’s centre and primary care centre alongside the new town centre. The east –west spine contains the public transport hub at its centre, while the green loop provides easy walking and recreational routes, connecting the east and west of the town together through the use of shared facilities.

At the neighbourhood level, two new primary schools will act as community hubs at the heart of the new community, with potential to co-locate other local services and offer a range of out-of-hours community uses as part of the ‘extended schools model’.

Bordon and Oakhanger Sports Club (BOSC) is proposed to be retained for community, sports and leisure use.

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Community facilities location plan

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New facilities New community hubs Each hub will have a primary school, playing pitches, pre-school and local services open to public during out-of-school hours use. Potential to integrate a local energy centre and corner shop.

Learning campus / sports hub A new learning campus (integrating secondary education, sixth form and skills training) or sports hub site. Both site options will retain or reprovide the existing playing fields (e.g. Daley Stadium) and facilities will be open for public during out-of-school hours.

Whitehill Club (rebuilt with outdoor sports facility) Bordon and Oakhanger Sports Club (BOSC-renewed) Eco-station (former MoD fire station) Garrison Church (retained for commmunity use) New town centre: could acommodate a new health facility, emergency services, commercial leisure and other community facilities around the town square or public spaces Proposed green loop

3

Note: Location and site boundaries of the proposed facilties are approximate and subject to change in the future. Not all the exsiting facilties are shown here.

20 21

Existing facilties Woodlea Primary School Bordon and Infant Junior School St Matthew’s Primary School Hollywater Special School Weyford Infant and Junior School Mill Chase Technology Community College Lindford Village Hall Pinewood Village Hall and Post Office Phoenix Theatre Forest Community Centre, Elizabeth Dibbens Centre Chase Community Hospital Whitehill VIllage Hall Whitehill Cemetery Existing Fire Station

Facilities

Health The AECOM Social Infrastructure Model used in the June 2010 masterplan has identified a requirement for around five additional GPs and four additional dentists to serve the new population from 4,000 new homes.

This need could either be provided from existing health care infrastructure e.g. Chase Community Hospital, which is the hub for delivering community services in the locality, or from a new primary care centre. Any option for a new primary care centre would need to be considered alongside capacity provision currently in place for the locality. Land has been identified to the west of the town centre for the location of a possible new primary care centre and is adjacent to schools and residential neighbourhoods to enable easy access and linked trips. There may be potential for co-location of this facility with the children’s centre. Healthcare could also be provided within the neighbourhoods as part of local community hubs.

Consultation with key stakeholders and service providers has identified a growing requirement for ‘at home’ social care. New housing will be required to meet Lifetime Homes standards to assist with the care of people within their homes and sheltered housing could be provided as part of the residential mix. Chase Community Hospital currently provides a range of

Arts and culture outpatient and community services as well as inpatient care. It is also the base for community teams and other community services. The hospital has been significantly under utilised for some time and the primary care trust is working with key stakeholders to redesign services that will meet the needs of the population of Whitehill & Bordon, now and in the future. Their vision is to ensure that Chase Community Hospital is a sustainable healthcare facility. A healthcare needs assessment has been completed and plans are being developed to change models of care and introduce a broader range of services to be provided from the hospital and in the local community.

The masterplan framework is still at an early stage and will be able to accommodate and support investment towards any changes to the future of health services.

The Community Facilities and Amenities Specialist Group in partnership with the local stakeholders will be preparing an arts strategy. Preparation of a heritage strategy is led by the Woolmer Forest Heritage Society and other key members. Art and culture needs to have a prominent role in shaping the future regeneration of the town and engaging with the existing communities. T The Phoenix Theatre will be retained on its current site on Station Road providing a range of arts and education events. The theatre is actively seeking grant aid to improve the disabled access and heating services, upgrade the building, extend the theatre space and build a new café. In the long term, there is potential for its relocation near to the new town centre as a new and expanded facility.

The Local History Museum is being incorporated into the new Eco-station along with the exhibition space and offices as a part of the demonstration project. It includes three zero carbon homes and an exhibition house.

Flexible community space for events, classes, and performances could be provided with potential links to existing facilities such as the Phoenix Theatre.

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The faith community

Cemetery provision

Education

Discussions were held with representatives from different faith groups while preparing the masterplan.

The provision of facilities for the different faith communities is viewed as an important part of the overall community infrastructure and will need to be met through a combination of existing facilities and some new build within the masterplan area. The Garrison Church on Station Road will be retained with potential to continue to provide space for worship or other community activities. Flexibility within the detailed neighbourhood and town centre design will allow for other faith groups or a multi-faith facility to be planned.

Currently there is the Military Cemetery on Bolley Avenue and Whitehill Cemetery adjacent to Hollywater Road. Whitehill Cemetery was opened in 1987 to meet the needs of the expanding local community and is situated in an elevated position in a rural landscape. The cemetery has capacity to meet the immediate needs for the area and a reserve site of four acres to meet the future needs.

HCC, the Local Education Authority covering Whitehill & Bordon, has provided advice on the requirement for new primary and secondary school provision to serve the proposed development.

Our aspiration is to have two new primary schools and a new secondary school. We have a commitment to lifelong learning.

Pre-school and primary education The existing schools that serve Whitehill & Bordon and the adjacent village of Blackmoor and Lindford will continue to serve the existing neighbourhoods, although catchments may be adjusted in light of the location of new development. The number of primary age pupils arising from the development of 4,000 homes is estimated at around 1,020 (calculated as 0.3 primary pupils per dwelling excluding one bed properties as advised by HCC). This equates to the need for six new forms of entry at primary level (this means six new classes per year).

In response to the layout of the development and the need to ensure easy walking between schools and homes and allow for long-term flexibility, two sites for

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Facilities

primary schools are identified at the heart of the new residential neighbourhoods. It is proposed that two primary schools (of three form entry each) plus preschool facilities could be provided to meet the needs arising from 4,000 homes.

Provision should be made for facilities for pre-school children which may be part of community facilities or a free standing operation. A suitable development site will be required of approximately 0.5ha. The final number and location will depend on the need analysis as part of the statutory process of setting up new education facilities.

The primary and pre-school facilities will include school halls available for community use out-of-hours, and will form local community hubs alongside small scale retail, employment, places of worship and other community uses.

Secondary education, sixth form and a learning campus (with skills training) As the population of the town continues to grow over the course of the development, the existing secondary school provision will be expanded to accommodate an increased number of pupils. For 4,000 homes (calculated as 0.21 secondary pupils per dwelling

excluding one bed properties as advised by HCC) plus the 800 pupil existing baseline demand, approximately 1,514 secondary age places could be required in the town.

An extended schools model of a learning campus is proposed, which could provide extra curricular activities, study support, play/recreation, music, arts and crafts and other special interest clubs, volunteering and business and enterprise activities. Extended schools can also provide parenting support including family learning, swift and easy access to targeted and specialist services such as speech and language therapy and community access to facilities including Information and Communication Technology and sports facilities including adult education and internet learning. The school will have sports facilities, such as an all-weather pitch and sports hall that will be available for community use out-of-hours. If delivered before the majority of new homes are completed then this will attract families looking to relocate to the area.

The provision of sixth form facilities is being considered as part of the strategic planning of education for 11 to 19-year-olds integrated in the learning campus model. Any sixth form will need to be of a suitable size to provide the high quality facilities and education opportunities for its students

- and will need to operate viably. The opportunity to work with local colleges on such provision is being pursued.

Skills training currently takes place in vacant school classrooms at Mill Chase Community Technology College and in the early stages of the development it is proposed that this arrangement will continue and expand. The Mill Chase Community Technology College is keen to expand the skills centre which serves a much wider catchment than Whitehill & Bordon alone. The county council has highlighted the potential to continue to provide skills training alongside secondary education to be part of a learning campus. A possibility of utilising one of the former MoD engineering training facilities south of Budds Lane alongside employment uses of around 2,000 to 3,000 sqm could be explored with potential partners.

The location of the learning campus The decision on the location of the learning campus with a secondary school is of major importance to the successful planning and implementation of the Eco-town and notably its educational, community and economic development.

Given the requirement for efficient use of land and

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protection of green space, HCC is working with Mill Chase Community Technology College to explore the potential for the delivery at one of the following locations: i. North side of Budds Lane This site, adjacent to Bordon Junior and Infants School is currently MoD sports pitches including the Daly Ground stadium. It sits close to the proposed town centre and public transport hub and would help to provide a critical mass of activity at the heart of the town. The new location would help to emphasise the step change in quality and break away from perceptions relating to the site of the existing secondary school. Since the publication of the June 2010 masterplan, the site boundary has been revised to allow for possible retention of the existing playing pitches and provide a comparable site area of 10.7 ha. However due to the proximity of the site to the town centre, the demands on the land for other uses including housing are more intense, and an innovative design approach would be needed to meet the brief.

The county council has explored the provision of a zero/very low-carbon design to form an integral part of the new development of the town.

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ii. Mill Chase Road / Hollywater Road Under this option the existing secondary school on Mill Chase Road would be relocated to the east of Hollywater Road, utilising existing school playing fields and farmland within HCC’s ownership. The site area available in this location is less constrained and the secondary school would sit adjacent to both the Hollywater Special School and Weyford Infants and Junior School. It is unlikely to be viable in operational terms to relocate the school within the current school grounds as there would be a requirement to maintain functionality of both the leisure centre and school facilities throughout the build. There may be potential to explore site reconfiguration including Hollywater Road, the existing Mill Chase Community Technology College site and Mill Chase Recreation Ground.

Facilities

Proposals for learning campus Indicative proposals for both locations were tested with the community in November 2009. 36% of respondents preferred Budds Lane while 32% preferred Hollywater Road, which reflects the fact that each site has positive and negative aspects.

Further to this stage, a new learning campus is proposed in light of changes to the future of education reforms and the delivery mechanism.

The masterplan preference is for the Budds Lane site for the reasons already outlined in respect of its important location. It is intended that no immediate decision should be made on the location and that both options should be kept open. The revision to the plot size on Budds Lane, adding a substantial area to the site would ensure that fair comparison is made between the two.

The site selection will be influenced by a number of factors including the desires of parents, the Local Schools Partnership and the local education authority, the availability of sports facilities, alternative sites and local and central government funding together with the statutory processes involved with the re-provision of the secondary school and the extent of education and skills training for 14-19-year-olds.

As a result the two alternative locations are shown in the masterplan at this time.

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Leisure and recreation

Sports and open space

The Open Space, Sports and Recreation Study (2008) sets out the local requirements for provision of recreational open space and built sports and leisure facilities. A strong theme emerging from public consultation has been the shortage of sports facilities within the existing town and the need to improve this situation for the existing residents. The Whitehill & Bordon and North East Area Open Space, Playing Pitch and Built Sports Facilities Assessment (2012) also makes recommendations to address some of the concerns over the current provision and future deficiencies.

The Open Space, Sport and Recreation Study (2011) and the Playing Pitches Assessment (2011) have assessed the existing quantity, quality and accessibility of open space and sports facilities within Whitehill & Bordon identifying shortfalls in a number of areas which the masterplan has sought to address in addition to the needs arising from the new population.

As with the provision of pitches, the MoD site contains several built sports and leisure facilities which have limited or no public access including the Bordon Garrison Pool. BOSC is leased from the MoD and provides both outdoor pitches and built facilities including squash, meeting hall pavilion and a ground maintenance building which are in a poor state of repair. Access is limited and via the club.

Future town-wide requirements based on a population of 23,262 (estimated population arising from up to 4,000 new homes, plus baseline population forecast to 2028) are given in Appendix A. These figures have formed part of the green space targets for the masterplan, noting that this goes beyond the requirements relating to the new homes and looks to meet existing shortfalls where

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possible through improvement of existing facilities and provision of additional new facilities.

Current provision within the town is focussed at Mill Chase Leisure Centre (which shares a site with Mill Chase Community Technology College). There has been mixed feedback from the community on this arrangement, with some arguing that the shared facilities make good sense, while others noting that the association between school and the leisure centre can be off-putting for young people. The adjacent Mill Chase Recreation Ground provides a pavilion and grassed pitches - as well as a new outdoor fitness trail paid for with Eco-town funding.

Facilities

The masterplan proposes the creation of a new sports hub to provide a major new facility for the town. The facility would be open to the public allowing access throughout the day and evening. The details of the sports hub will be determined at a later date, but indicative proposals include: • A new six lane swimming pool and learner pool • A sports hall • Up to 100 gym stations (may be split across a range of local sites) • An outdoor synthetic turf pitch • Four tennis courts and four squash courts • Two outdoor bowls rinks • Around seven hectares of sports pitches / outdoor courts Two locations are being considered for the sports hub:

North of Budds Lane

Mill Chase Road

This location makes use of the existing MoD sports fields and Daly Ground stadium and would require a limited level of change to be brought into public use at a basic level. The site has a capacity to accommodate a built facility as a new sports hub. On the opposite side of Budds Lane, the Bordon Garrison Pool provides swimming and gym facilities and it is proposed that in the short to medium term part of this facility could be retained and form part of the sports hub, acting as a front-of-house facility for the pitches.

However, there are likely to be significant costs involved in upgrading these facilities for the future use and ongoing maintenance and management. In the long-term, a new swimming pool facility could be provided as part of a new sports hub.

This location makes use of farmland owned by the county council, which would require land modelling to form a series of terraced pitches and outdoor sports courts. Under this option Mill Chase Community Technology College would be relocated to Budds Lane but the existing leisure centre would continue to operate in the short to medium term and provide supporting built facilities for the new pitches. The site is adjacent to Mill Chase Recreation Ground offering potential for a larger scale facility than at Budds Lane.

These sites are identified on the masterplan for either sports or education use as it is proposed that the alternative use of the site would be for the new learning campus. The learning campus / school itself is likely to require a synthetic turf pitch, playing fields, and sports hall which will be made available to the public where possible in addition to the new sports hub. Both sites have strengths and weaknesses for the sports hub and further testing, hand-in-hand with the development of proposals for the learning campus is required to determine the most appropriate location for the hub.

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The next steps The final decision regarding the location of the sports hub will be taken in consultation with the community, stakeholders and the responsible authorities involved particularly Sport England, Whitehill Town Council (WTC), HCC and East Hampshire District Council (EHDC). The location is inextricably linked to the provision of the learning campus. It is also dependant on further work needed to agree what type and range of facilities are to be provided.

Either of these two sites will be supported by satellite locations such as BOSC, Whitehill Club, playing pitches on the community hubs and schools. There is potential to manage the sports hub through a single management framework to achieve efficiencies and coordination of sports and leisure facilities. The built facilities, pitches and tennis/squash courts at BOSC will be renovated. Whitehill Club offers potential for a mix of new sports uses and potentially supporting built pavilion subject to agreement with the South Downs National Park Authority.

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Further work is required to carry out a comprehensive audit of the existing facilities and identify an action plan for directing future investment towards their improvement. The work should be led by WTC and the Community Facilities and Amenities Specialist Group with support from project partners.

Opportunities for new facilities will take longer to be delivered and should be linked with the expected growth in the town. It is important to bear in mind that demand arising will be incremental and based on the phasing of development, so not all facilities will be required in the initial stages of development.

The provision proposed in the masterplan is an overarching strategy and details on its exact disposition are subject to future review.

As the town grows gradually, additional voluntary sector and commercially-led operations are likely to be attracted to the town enhancing the range of community and social facilities on offer. These facilities will also attract visitors from a wider catchment, who will benefit from the enhanced public transport services to access the town. The detailed neighbourhood and town centre planning should remain flexible to accommodate new opportunities and layouts and architecture should be adaptable to accommodate changing uses over time.

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Homes Target We will encourage a range of good quality, well-designed, low carbon homes built to the highest standards in well-planned neighbourhoods where people want to live. The new homes will be of different sizes, types and tenures to meet the needs of local people, (including larger homes) and will be in walking distance of shops and facilities.

How we will achieve it

We will influence the quality and mix of homes using the Neighbourhood Quality Charter and design guidance including site-specific development briefs and, where appropriate, design codes. Early projects such as the Eco-town terrace and development at Quebec Barracks will demonstrate higher standards.

We will continue to look for funding to retrofit existing homes.

Homes

We will raise design and environmental standards in accordance with the Joint Core Strategy - which requires us to meet the higher levels of the Code for Sustainable Homes.

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Homes Introduction The Eco-town Vision provides the foundation for the masterplan, which aims to create high quality sustainable neighbourhoods that are enjoyable to live in, with a strong sense of community and distinctive character rooted in the landscape setting.

This chapter describes the framework for delivering low-carbon, energy-efficient housing, proposing the number and mix of homes, the range of housing densities, the character of new homes and what is being done to support energy-saving improvements to existing homes.

“Along with the preservation of the countryside the redemption of the town must be attempted. The two are interdependent; one rises to beauty or falls to ruin with the other. It is true to say that only through the rehabilitation of the town can the countryside be truly saved, that the true way to save the countryside is to build true urban towns.�

Winning scheme for Eco-town terrace competition behind the Eco-station by Ash Sakula Architects.

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Town and Countryside by Thomas Sharp, (1932)

Homes Context This is a strategic plan that sets basic parameters for green infrastructure, townscape character, the street layout, land uses and locations of key facilities, and overall mix of house types, tenures and densities.

The Housing Specialist Group has prepared a Neighbourhood Quality Charter, setting out design principles for new neighbourhoods in the town. The charter is separate to the masterplan. It represents a shared agreement between residents and key stakeholders about the principles that will underpin good residential development in Whitehill & Bordon.

It will sit alongside the masterplan and should inform planning decisions for all new residential development in the town. The individual design of homes, and in fact all architecture, will come when particular sites are being considered. The masterplan does not solely focus on new homes, it will also look at what further work can be done to upgrade existing homes so that all residents of the town have the opportunity to live in a new or refurbished eco-home as set out in the Ecotown Vision. Over the last two years, 980 residents have benefited from free insulation and 35 residents have received interest-free loans to make energysaving improvements to their homes.

A retrofit strategy is being prepared that looks at how all existing homes can in someway contribute to reducing heat loss and encourage energy-saving.

An example of existing housing in Whitehill & Bordon

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Challenges and opportunities Proposed level of housing

The impacts of housing growth

The masterplan has tested in greater detail the capacity of the available land to accommodate housing development considering:

Providing new homes and increasing the population of Whitehill & Bordon is important to:

• the environmental capacity of the site assessed by the Habitats Regulations Assessment (HRA) (described in chapter 3)

• Underpin future economic vitality following the Ministry of Defence’s (MoD) departure, by increasing the available workforce and attracting employers to the town

• the suitability of available sites for residential development

• Bring increased spending power to support local businesses and shops

• appropriate housing densities given the preferred housing mix, design aspirations of the local community and the character of the existing town

• Support the business case for increased and improved facilities such as healthcare and education which will also benefit the existing population

• high level financial viability • land take requirements for non residential uses including green infrastructure A total of 4,000 homes are now proposed.

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• Give greater choice of properties and an increased quality of housing stock built to high environmental standards • Provide funding for the provision and management of new services, facilities and green spaces.

A ‘home zone’ in Vauban, a new district on a former barracks site in the south of Freiburg, Germany.

A ‘home zone’ is a residential area where streets are designed as places for people instead of just motor traffic and where very low traffic speeds are encourage

Homes Masterplan proposals Proposed mix and tenure of new homes The proposed mix of housing has been informed by an assessment of the existing housing stock within the town, the need for affordable housing and from a commercial market perspective. Chapter 2 outlines the current mix of housing types and the level of affordable housing.

In line with the requirements of the Joint Core Strategy, it is proposed that 35% of homes will be affordable.

This will deliver 1,400 new affordable units (as a proportion of 4,000 total new homes). Affordable housing will be focussed on one to three bed properties, reflecting the housing need identified through Hampshire Home Choice, the choice based lettings housing register.

We will encourage a mix of affordable housing tenures in line with the Joint Core Strategy and local need.

The remaining 65% will be privately owned.

The provision of good quality private rented housing will be encouraged.

Emphasis will be placed on the provision of larger family homes as part of the private housing mix, with the majority of private properties being three bedrooms or more. This will address the perceived shortage of larger homes and provide an opportunity for self-build plots and executive homes to widen the range of housing types and sizes on offer in the town, attracting households with larger incomes.

Reflecting changes in government policy and the desire to provide other development models for housing in the town, community self-build or selfcommissioned housing and the Danish co-housing model could be added to the range of housing on offer in the town. Further work needs to be done to find suitable plots for such homes in the development area.

Self-commissioned housing in Tubingen, a university town south of Stuttgart, Germany. The municipality acquired land which was sold to groups of residents, usually 5-30 parties (individuals, flatshares, couples or families) who commissioned architects and contractors to design and construct their homes. No private developers were involved.

In addition, homes for the elderly will be provided, including care homes (subject to site specific assessment), creating inclusive communities. While the current demographic in Whitehill & Bordon does not suggest an immediate requirement, the longer term needs of the town and the district should be considered.

The award-winning Colliers Gardens Extra-Care housing in Bristol is designed for elderly residents with varying needs. There are 50 one and two bedroom flats supported by a range of shared facilities.

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Housing density The housing densities in this masterplan are neighbourhood based and include only those site areas which will be developed for housing and directly associated uses, including access roads within the site, private garden space, car parking areas, incidental open space and landscaping and children’s play areas (where these are provided).

The densities proposed here are designed not only to deliver the required housing mix, but also to create variety and viable mixed-use to support a more balanced population and walkable neighbourhoods.

Density ranges are proposed for each neighbourhood character area to allow flexibility and to generate variety between and within neighbourhoods. It is anticipated that the full range of densities proposed for each character area will be used. The final densities and final number of homes will be determined through detailed design work.

Generally, it is anticipated that housing densities will increase towards the town centre and public transport hub to create a critical mass of population within a short walking distance of these facilities. This revised masterplan also proposes higher densities along principal streets. Towards the edges of the town

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and where areas of woodland are to be protected, lower densities may be more appropriate offering opportunities for larger plot sizes.

The work to prepare the Neighbourhood Quality Charter has demonstrated that densities do not provide a full guide to the layout and character of housing areas. There can be a range of alternative neighbourhood layouts and housing types that achieve similar densities. Housing density becomes a less useful measure in areas of mixed-use, where the density of buildings, rather than housing numbers is often used.

Within the proposed Whitehill & Bordon residential neighbourhoods, private, communal and public green spaces, allotments/gardens, children’s play facilities and Sustainable Urban Drainage Systems (SUDS) will be locally provided alongside cycle and car parking.

There will be flexibility for small-scale employment, retail and community uses to meet local needs as well as housing.

Homes TO FARNHAM

Housing character areas Characterful neighbourhoods

TO FARNHAM

LINDFORD

A32

5

LINDFORD

BORDON A32

5

WHITEHILL

There is potential for a varied range of different housing types, sizes, styles and layouts to be developed in the masterplan. The previous version of the masterplan proposed three neighbourhood character types: green streets, green roots and green views. This revision adopts a place-based approach to developing neighbourhood character. Working BORDON with a small group of residents, four broad character descriptions have been developed that set out a framework that will shape the character of each new neighbourhood. These descriptions are supported by photographs of examples from other places.

There are some key design principles that underpin all neighbourhoods: 1 Perimeter block approach ensuring fronts of houses face streets, not backs

TO A3

HOUSING CHARACTER AREAtheDIAGRAM 2 Using full range of densities for each character area WHITEHILL

RURAL / WOODLAND SATELLITE

3 All new neighbourhoods will have a mix of housing types and tenures

PARKLAND TO A3

TOWN CENTRE

HOUSING CHARACTER AREA DIAGRAM

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All houses should optimise opportunities for passive solar gain, maximising the benefits of a south facing aspect and reducing opportunities for overshadowing.

The majority of properties would have private rear gardens, roof gardens or outdoor spaces. Car share and car clubs will be promoted across the town and there will be a mix of parking solutions in all neighbourhoods. Secure cycle parking will be prioritised close to front doors to encourage use, along with space for storing retail deliveries to avoid the need to use the car.

village-type clusters of small terraces, semi-detached or detached houses. Moving along further into the neighbourhood, away from the town, the houses become sparse and less visible from the street, until, close to the edge of woodland or open landscape boundaries, they may only be glimpsed or if more prominent, contribute positively to the landscape character. The emphasis in these more remote areas of the rural/woodland neighbourhoods will generally be on large plots and larger houses of four to six bedrooms and one to three storeys in height.

The four character areas are: rural/woodland, parkland, satellite, town centre.

The streets follow patterns of country lanes – meandering and informal. Some streets may be treelined, others with swales, footpaths and cycle-ways.

The overarching qualities of these neighbourhoods are of homes with a variety of forms, sizes and materials – drawing from the informal and varied characteristics found in traditional villages. All homes in these areas must respect the surrounding woodlands, commons and heathlands. Creating opportunities for views out across the wider landscape as well as through the neighbourhood to particular landscape features will be important.

Rural/woodland neighbourhood character areas These small neighbourhoods form pockets of residential development bounding the fragile landscapes that surround the town. The natural landscape is central to the character of these neighbourhoods – village greens and hedgerows, woodland, ponds and native ground cover might be some of the landscape character elements that are found here. Where these neighbourhoods connect with existing streets or adjoin other neighbourhoods, the houses should overlook the streets – there could be

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In these areas there are opportunities for off-grid homes using a range of independent renewable energy sources provided on-site. Properties will have private

Natural play areas, Vauban, Freiburg, Germany.

gardens with room for growing vegetables, biomass storage and on-plot parking or car share schemes.

Around 17ha is proposed for rural/woodland neighbourhoods, with an indicative density range of 10 to 30 dwellings per hectare (dph). This would deliver between 170 to 510 homes.

Neighbourhoods defined by such characteristics are: • Bordon and Oakhanger Sports Club (BOSC) - the club’s building and grounds reflect the town’s colonial connections through the Army. The design of the area around Gibbs Lane will manage and restrict traffic to avoid the creation of a ‘rat-run’ to Alton via Shortheath Common.

Homes

• North of Louisburg - Amherst House and stables could be retained as an attractive larger family home.

to the varied rhythms in the rural neighbourhoods or town centre. The visibility of new development from existing streets is important – to alter the current pattern of inward-looking development.

• West of Hogmoor Inclosure Satellite neighbourhood character areas These areas are sited slightly apart from the town centre, and are either surrounded by, or adjacent to, existing homes. It is, therefore, important that these sites demonstrate their own distinctive character that is more uniform in some elements – perhaps in street layout, block sizes, architecture or materials – providing a more obvious coherence in contrast

Abode, Harlow is a development of 82 dwellings creating a tightly knit environment that reflects the qualities of the traditional village.

Dwellings surround communal open spaces. A ‘home-zone’ feel (see p96) is provided with roads and pavements running through at a single level.

The density of housing will change moving through these sites, providing pockets of open space – either formal squares or less formal spaces for growing food or managing rain water, for instance. The relationship of new development to existing is important – connecting to existing streets where possible, and creating an attractive frontage to existing development. Some of these sites will be mixed-use and will accommodate a full range of homes including flats, terraces, townhouses and detached homes, other smaller sites may be limited to a smaller range of house types. Heights of generally two to three storeys are appropriate with potential for some four storey properties creating local landmarks at key junctions.

Around 90% houses to 10% flats is the target mix for satellite neighbourhoods. Around 18ha is allocated as satellite character neighbourhoods with an indicative density range of 40-60dph.

These neighbourhoods have the potential to deliver between 720 and 1,080 new homes.

Open space enclosed by formal Georgian-style terrace on the edge of a village near Leeds.

Neighbourhoods defined by such character areas are: • Quebec Barracks • Louisburg Barracks • Budds Lane • Forest Shopping Centre

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Parkland neighbourhood character areas These neighbourhoods will demonstrate how the countryside is brought into the town. The landscape uses within and surrounding the neighbourhoods will include managing rainwater, growing food, and providing wild and maintained recreational spaces. Here then, moving through the parkland character areas, in contrast to the rural/woodland neighbourhoods, the natural and man-made landscapes form a more defined edge and the variety in scale and form of architecture will be less pronounced. There will, however, be a greater variety of house types including townhouses, terraces, mews, duplexes and apartments with a smaller number of larger detached and semi-detached properties.

Heights of generally two to three storeys are anticipated with potential for some four to five storey properties creating local landmarks at key junctions.

Sometimes the landscape might frame development – such as along the boundary to Hogmoor Inclosure. In other locations closer to the town centre neighbourhoods, the landscape might be framed by development in the form of large courtyards or communal gardens. Here, a greater emphasis will be placed on public green spaces, allotments and

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children’s play areas. Street widths will be generous contributing to the consistent identity of the parklands neighbourhoods.

Around 85% houses to 15% flats is the target mix for these neighbourhoods to ensure a good balance across property sizes. Around 24ha is allocated for parkland character neighbourhoods, which again have an emphasis on family housing, in particular three to four bedroom properties. An indicative density range of 40-75dph is proposed, to make efficient use of land while allowing for a range of housing types and layouts. Parkland character neighbourhoods have the potential to deliver between 960 and 1,800 new homes.

Houses facing existing woodland at this housing development in Edenbrook, Fleet, Hampshire.

Neighbourhoods defined by such character areas are: • East of Hogmoor Inclosure • North of town centre park • Along a park that connects Hogmoor Inclosure and the town centre

Chapel, in Southampton, is a brownfield development less than 10 minutes walk from Ocean Village, a successful mixed-use development on the waterfront. Every unit in the scheme has an outdoor space, whether balcony or garden, which is orientated to provide maximum sunshine.

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Town centre character areas Variety, colour, trees, vistas and a formal square will characterise the town centre. The centre should accommodate changes in scale – from smaller streets with small scale retail, to separate areas that accommodate larger retail, with appropriate scale and massing. Between 960 and 1,200 new homes are proposed within the town centre area, the majority of which will be flats. This will help to create a critical mass of people close to the town centre to support facilities and promote activity and animation. In the town centre core, homes will be

Apartments overlooking open space at Borneo Sporenburg, Amsterdam.

provided as part of a vertical mix with active ground floor retail and offices and other commercial uses on the lower floors. Careful design will be required to ensure appropriate access, servicing and privacy is provided to different uses. The retained Sandhurst Block in Prince Phillip Barracks also offers potential for conversion to residential uses.

At the edge of the retail centre two very distinct features will characterise housing in the area – the main boulevard or avenue and the Oxney Stream.

These create predominantly east/west oriented plots and will see a change in rhythm from the regular identity of development plots in the parklands neighbourhoods to more intensified variety that might be found along traditional market town high streets. Whereas many of the new neighbourhoods in the Eco-town will have houses with north/south orientation, this neighbourhood will be characterised by homes with an east/west orientation. These neighbourhoods will benefit from views through the parklands neighbourhoods and for higher storeys views across Hogmoor Inclosure to the countryside to the west of the town.

Around 16ha is allocated to these neighbourhoods with an indicative density range of between 60-75dph overlooking the waterway and in the

retail centre and 60-80dph adjacent to the main boulevard/avenue, delivering between 960 to 1,200 new homes. A mix of three to four bedroom townhouses, flats and two to three bedroom terraces is appropriate in this area with around 70% houses and 30% flats. Heights of two to four storeys in general will be appropriate with a grander scale of property proposed to provide a strong active frontage to the new boulevard or avenue.

An increased intensity and scale of development is appropriate this close to the town centre and transport hub with access to major green spaces.

Amenity space will be characterised by small private gardens, roof gardens, balconies or courtyards.

Sustainable urban drainage system forms key landscape feature in this residential development in Watercolour, Redhill.

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Smaller units have the potential to be delivered as sheltered or senior living accommodation, while apartments may attract both first time buyers, single people and those who are downsizing.

Homes in these central areas will be connected to an energy centre.

The route from the town centre to Hogmoor Inclosure, where the proposed rail station site is located, could become a focus for a mix of uses including employment and retail. To enable long-term flexibility, generous ground floor ceiling heights should be provided on this street to accommodate future adaptability and change of use. Town centre housing helps to animate the town at night making it feel safer and providing good overlooking of public spaces to protect against anti-social behaviour.

Existing residential properties Over the last 18 months we delivered two pilot retrofit projects in the town. The first was offering free cavity wall and loft insulation to owner occupied households.

To date, 980 households had taken up this offer. For nine months to March 2011, residents also had the opportunity to apply for interest-free loans from the Low Carbon Communities Challenge fund, awarded

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by the Department for Energy and Climate Change for Eco-retrofit measures such as energy efficient boilers, double glazing, photovoltaic and solar thermal panels. 35 housesholds took up loans and there is a waiting list as the demand for the loans was so high.

A retrofitting strategy is being prepared that looks at the future actions that need to be taken in order to meet the Eco-town target of a carbon neutral town by 2036. The opportunity for recycling funding from the loans and finding other grants for retrofitting is being explored in some detail.

Through more detailed masterplanning it will be possible to focus on the regeneration of the existing housing stock. Opportunities should be explored for selective redevelopment or reconfiguration of poorly performing clusters. Retrofitting or redevelopment could result in reconfigurations which provide a better aspect for passive solar gain and improved architectural and urban design quality.

As these minor changes are made, improvements can be made to connectivity via an adjustment of the arrangement between houses and communal green spaces and parking. This would improve passive surveillance and property security. As part of the green loop and grid proposals the public realm of

existing streets and footpaths will be improved to encourage walking and cycling to the new town centre and other key destinations.

Environmental and design standards The pre-submission Joint Core Strategy (p65, p74) sets the standards for new development to ensure high quality and flexible housing design as well as high levels of energy and water efficiency. The expectation is that all new homes – whether self-commissioned or developer built, must attain the highest design and environmental standards.

Homes Next steps Having agreed the principles in this framework document and working towards agreeing the Neighbourhood Quality Charter, it is important to now work at both the town-wide scale and the more detailed site-specific scale to ensure there is clear rationale and guidance to support the positive contribution of new development to the long-term future of the town. The next step, over the year ahead, will therefore be to test these assumptions including character density range and mix on individual sites and across the whole area in more detail. Tools such as design codes and site specific briefs will provide the next level of design detail, including the appropriate scale and composition of residential blocks, the design of SUDS, biodiversity improvements and landscape within the neighbourhoods and the design of streets. Detailed masterplanning at a neighbourhood or site level will further test the density assumptions against the housing typologies proposed, informed by more detailed survey information on site constraints.

How policies influence housing design Joint Core Strategy (Whitehill & Bordon strategic policies)

Eco-town Vision and targets

Whitehill & Bordon Revised Masterplan

Neighbourhood Quality Charter

Design guidance or design codes

Site specific design guidance or development briefs

Demonstration projects, such as those at the Ecostation site and Quebec Barracks, have been a means of stimulating community dialogue around design quality and character and have begun a process of involvement in the detailed process of design that will set a benchmark for future engagement.

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Apartment buildings overlooking a watercourse in Sweden showing the positive relationship between amenity space and development

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Traffic and transport We aim to improve public transport and provide better opportunities for walking and cycling, both within the town, and the surrounding area. We aim to reduce the use of the car within the town. Our target is for not more than 50% of journeys within the town to be undertaken by car. In the long-term we hope to achieve the highest levels of “sustainable” travel (eg by train, bicycle or foot) through a variety of transport measures. We will seek to restore a rail link for the town.

How we will achieve it • We will reduce the need to travel outside the town • We will enable sustainable transport choices for all trips • We will manage car demand within and outside the town

Traffic and transport

Target

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Traffic and transport Introduction

Context

The movement of people to, through and within towns provides a life blood for successful and vibrant places. It is therefore fundamental that suitable movement networks, services and infrastructure are provided to support movement by people living and working in Whitehill & Bordon.

Existing transport in Whitehill & Bordon

This chapter summarises the objectives and proposals of the Emerging Transport Strategy proposals for the town.

Transport and movement within the town cannot be considered in isolation of the wider local and regional networks. Joined-up thinking around public transport provision is needed to ensure routes remain viable and intelligently serve local populations. Traffic flows on streets within Whitehill & Bordon are linked to the surrounding local roads and strategic network.

The Transport Assessment (2012) and Alan Baxter Transport Strategy (2010) provide detail of existing access to the town, public transport routes, modes of travel and destination patterns which form the basis of what will be required to deliver the step change in transport and movement that is required at Whitehill & Bordon.

In summary the key issues that the Emerging Transport Strategy seeks to address are: • The impact of the A325 on the character of Whitehill & Bordon and the east-west connectivity of the town. The A325 carries approximately 16,000 vehicles a day, of which around 40% is ‘through traffic’, and 60% is ‘local’ traffic • The level of car-based journeys in Whitehill & Bordon. Currently 74% of existing journeys within Whitehill & Bordon are made by car, with only 4% by public transport • The concerns of residents in surrounding villages about the potential for increased volumes of traffic arising because of development, and the need for measures to be put in place to avoid detrimental impacts on village roads and lanes

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Traffic and transport Challenges and opportunities • The lack of public transport options. Current bus provision in the town is limited, with inadequate frequency of service and destination choice served by public transport. The town does not have a rail station and relies upon access to the rail at local stations, particularly Liphook, Farnham, Haslemere and Alton. There is a disused rail line running through the Ministry of Defence (MoD) land at the edge of Hogmoor Inclosure which provides a potential opportunity • Improving the ‘walkability’ of the town. Existing cul-de-sac estate layouts and the barrier created by the MoD land in the western part of the town are not conducive to walking. However many residents enjoy walking in nearby natural areas and the scale of the town offers potential for most local trips to be within walking distance

Concerns relating to the potential increase in traffic as a result of development and the negative impacts that this could have on local roads and neighbouring villages have consistently been a major issue aired at consultation events.

work. There is a significant body of further work underway which will provide further layers of detail to the proposals. The following studies will be completed over the next year, and their findings will inform the Emerging Transport Strategy;

To address these concerns, a significant amount of detailed work to assess the sub-regional public transport opportunities and to determine the necessary mitigation against traffic impact in the wider area has been undertaken. The following studies have been completed to inform the masterplan, and to underpin the Emerging Transport Strategy for Whitehill & Bordon;

• Grip 3 Rail Study • Walking and Cycling Strategy • Car Parking Strategy • Traffic Management Strategy • Freight Strategy

• Transport Assessment (January 2012) • Public Transport Strategy • Junction Mitigation Options Report (January 2012) • A325 Traffic Management Study

• The lack of clear cycle routes within the town and for commuting. Whitehill & Bordon is linked into national and local cycle routes but these are tailored towards leisure rather than commuting and are sporadic and incomplete within the town.

• Framework Travel Plan (September 2011) • Inner Relief Road Alignment Options Study • Grip 2 Rail Study (February 2010) • Alan Baxter Transport Strategy (March 2010)

There will be continued consultation and engagement with relevant stakeholders and local residents to inform these studies and to explain their findings.

The Emerging Transport Strategy remains a live document and will continue to respond to changes in the project, and be informed by ongoing transport

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Transport strategy proposals Movement profiles as currently observed at Whitehill & Bordon will change as the MoD moves out.

Although total movement generated by the town may initially drop once relocation starts, it will then rise following redevelopment of the MoD site, informed by the masterplan.

The Alan Baxter Transport Strategy (2010) tested the likely impact of up to 5,500 new homes and 7,000 jobs, in line with the South East Plan and Green Town Vision. It estimated that this level of development could increase the overall movement within the town by up to 80%. However, the masterplan now proposes a lower level of development of 4,000 homes and 5,500 jobs.

With this in mind the aims of the Emerging Transport Strategy are to:

It is not appropriate to assume that people living and working in the town in the future will travel in the same way as residents and employees within the town do today. It is also important to think about the sort of place that Whitehill & Bordon may become following development and the choices that people living and working within the town make.

Target modal split

As led by national and local policy, a fundamental objective for growth of towns is to enable a significant

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reduction in our future carbon footprint through appropriate measures. As personal transport accounts for approximately 25% of a person’s annual carbon footprint, providing low-carbon and sustainable forms of transport choice is an opportunity to significantly reduce overall carbon footprint. Reducing car use also offers benefits through reducing traffic congestion and improving local air quality.

• Reduce the need to travel outside the town • Enable sustainable transport choices for all trips • Manage car demand within and outside the town

In line with the Whitehill & Bordon Eco-town Vision, the revised masterplan aims to enable at least 50% of all trips within the town to be made by non-car modes. In order to achieve this target, significant levels of travel by other modes will be required, particularly by bus, walking and cycling.

Traffic and transport

This target is significant and challenging, but this could be achieved with the inward investment proposed in the masterplan to provide jobs, shops and services - and providing that the correct investment in transport infrastructure is delivered.

Other 3%

Train 1% Bus 13%

Walk 25%

Bicycle 8%

Critical to the success of the masterplan is the longterm integration of land-use and transport planning.

Ensuring that sufficient and attractive community facilities, retail, employment and education facilities are provided in close proximity and easily accessible to both the existing and future residential populations will allow for a high proportion of trips to be contained to the town, rather than looking to alternative service centres further afield.

Target modal transport split (incl. working from home)

Reducing the need to travel

Car Driver 37%

By reducing the need to travel outside Whitehill & Bordon, and by retaining high levels of trips within the town, the potential impact of the development on the wider transport network will be minimised, and the impact on both the environment and surrounding communities will be reduced.

In addition to the physical co-location of facilities in the town as proposed in this masterplan, a number of other supporting measures will help reduce the need to travel: • Promotion of local shops and facilities • Offering incentives to residents to use local facilities • Promoting the benefits of local travel • The installation of broadband and remote working facilities • Offering home delivery and delivery point services

Car Passenger 13% The Emerging Transport Strategy (2011) provides full details of the proposals which are aimed at achieving this modal split target, and these measures are summarised in the following sections.

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Enabling sustainable transport choices for all trips The masterplan aims for it to be a real possibility to live in Whitehill & Bordon without having to own a car. In order to do this, a high quality and reliable public transport system linking to surrounding towns and villages is required, and the town needs to provide attractive opportunities for walking and cycling.

At this stage, the potential re-introduction of direct rail services to Whitehill & Bordon is being investigated and remains a longer term aspiration. Therefore the focus of the Emerging Transport Strategy is on providing high-quality bus routes to cater for movement by public transport between homes, employment and recreational destinations.

Future bus travel Within Whitehill & Bordon, the bus will be central to transport provision from day one and significant improvements are proposed. The target for bus travel within the town is 13% of all journeys, which is an ambitious target, and one that will require a combination of high-quality bus services and committed transport strategies and marketing to achieve.

Reducing the need to travel is central to the Emerging Transport Strategy. However, there will remain a demand for travel to and from surrounding towns and larger centres such as Portsmouth, Guildford and Basingstoke. Similarly, with the growth and additional facilities provided within the town, Whitehill & Bordon will become a destination in its own right in the future, attracting trips from surrounding communities.

To support the future growth, and provide a real alternative to private car travel, a three-tier bus strategy will be implemented at the town, local and sub-regional level:

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Traffic and transport

Concept bus routing diagram with a ‘transport hub’

Local bus routes Greatham Selborne West Worldham Kingsley Oakhanger

bu sr ou te ic

te ou sr bu

• Sub-regional – New and improved links will connect Whitehill & Bordon with regional centres of commerce and retail, including the Blackwater Valley, Basingstoke and Guildford. Limited stop services every 20-30 minutes will provide an attractive alternative to the private car for travel needs beyond the town.

c gi te ra St

• Local – A series of local services will provide links between Whitehill & Bordon and the local market towns of East Hampshire, including Alton, Petersfield and Liphook, and also to Farnham and the surrounding villages. These services are likely to combine demand-responsive services with conventional bus and minibus provision, and operate services every 20 – 30 minutes.

Guildford /Aldershot/Farnham

Alton / Basingstoke

St ra te g

• Town – A circular town service will be provided operating high-frequency services (i.e every 10-15 minutes) between residential areas and the town’s facilities, providing links for residents to jobs, leisure, education and retail facilities.

Local bus routes Headley Standford Passfield Headley Down

HUB

Town-wide service Whitehill & Bordon and Lindford

Liss/ Petersfield/ Havant

Liphook/ Haselmere

Concept bus routing diagram with a ‘Transport Hub’

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Service timetables will need to be linked to provide successful integration of services. The proposed new bus routes will be introduced in a phased way in advance of development completion to enable travel patterns for new residents and employees at Whitehill & Bordon to be influenced from day one, with capacity and frequency of services increasing as demand within the town grows.

The bus services will operate using modern, accessible and environmentally-friendly vehicles, showcasing the latest technology available. This may include electric buses for local journeys, and hybrid, fuel cell or alternative fuel vehicles for local and subregional links. Further consideration and engagement with transport operators is required before specific technology and bus specifications can be finalised.

A Public Transport Strategy will be developed which will build upon the concepts already established, and which will provide additional detail on the future public transport network, along with a phased programme for implementation. This Public Transport Strategy will not only provide further detail on the level and nature of service provision but will also set out the supporting measures that will be essential to promote public transport usage, including:

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• Real-time passenger information • Provision of discount travel fares and taster tickets • Introduction of smart-ticketing across services and modes • Provision of simplified and accessible information • Intensive public transport marketing and branding of services • Personalised journey planning Bus infrastructure To encourage people living and working within Whitehill & Bordon to use the proposed public transport services, it is vital to provide modern and interactive bus stops in convenient locations close to people’s homes and facilities within the town.

Bus stops serving the ‘town’ and ‘local’ services will generally be located within five minutes’ walk of all existing and proposed new homes at Whitehill & Bordon.

A central transport hub will be provided within the town centre along the existing High Street where all bus routes serving the town should stop. The hub will not only provide a transport interchange, but will also serve as a focus for changing people’s perceptions of traditional travel by public transport. The ‘transport hub’ could include a state of the art journey planning information centre introducing innovation to public transport, real time passenger information systems as well as information on bus routes, cycle routes, cycle hire, walking routes, car clubs and car share schemes.

The transport hub should be provided as part of the early phases of the masterplan, to provide a focus for changing travel patterns for residents and employees in Whitehill & Bordon at an early stage.

High quality bus interchange facilities will be located close to the main employment locations. All major bus routes will stop at these locations, where sheltered waiting facilities and real-time information on routes will be provided.

Traffic and transport

Early bus projects In order to achieve the modal shift targets, a stepchange in public transport provision will be required.

To begin to provide improved services and facilities at the earliest possible stage, the Eco-town project is bringing forward a new local bus service in advance of the project, which will provide sustainable travel opportunities for the existing residents of the town, and will trial new technology and approaches in advance of the development.

To complement the new local bus service, a series of bus stop improvements will be delivered on the main routes in the town, focussing on the A325 corridor.

These bus stops will include modern and attractive bus shelters and up-to-date travel information. Together these early measures will represent the start of public transport transformation in the town.

Rail connectivity Ensuring strong links between Whitehill & Bordon and the rail network is an important element of the Emerging Transport Strategy.

Initially, the high-quality bus services provided early in the development will link the town’s residents to

mainline rail services at Liphook, Farnham and Alton.

These services will synchronise with rail timings, and will provide a frequent and convenient connection to the rail network.

The longer term aspiration for Whitehill & Bordon remains the re-introduction of a railway connection to the town.

Hampshire County Council (HCC) is currently carrying out feasibility studies to consider the potential for the re-establishment of a rail link to Whitehill & Bordon.

The early findings of this work suggest that a heavy rail route to the north to link with Bentley would offer a stronger justification than the routes south of the town (i.e to Liphook or Liss). In engineering and environmental terms, this connection appears feasible.

In response to the initial feasibility study, the masterplan proposes that the historic rail corridor to the west of the town running north towards Bentley is safeguarded, and identifies a location for a possible rail station at the edge of Hogmoor Inclosure, within easy walking distance of the town centre. This approach allows the town to remain flexible for the potential introduction of a rail connection in the future. A second transport hub at the rail station site for bus/rail/cycle interchange would be provided as part of any station proposals.

Walking The aim for the town is to increase the overall modal share of trips on foot from the existing 20% to 25% in the future. This is considered a very reasonable target for the town, particularly with the creation of new jobs, shops and services in close proximity to the new homes. The town is being designed with genuinely walkable neighbourhoods to make walking a more attractive and safer option for local residents.

A network of pedestrian routes, the green loop and green grid, is proposed throughout the town linking up with existing town-wide and long distance routes via new streets and footpaths. The green loop and green grid will connect all facilities together. All streets and footpaths through the town will be designed to be direct, overlooked, lit where appropriate, signed and well maintained and an interconnecting network of streets will ensure a layout that offers short and direct walking routes. This approach reflects the aims of the Biodiversity chapter (3) and the supporting Green Infrastructure Strategy.

In addition, all new homes will be located within 400metres (five minute) walking distance from regular and reliable public transport systems, and within easy walking distances from education facilities. The

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Framework Travel Plan will promote walking initiatives such as walking to school through ‘walking buses’ and the provision of pedometers.

Cycling The aim for the project is to increase the modal share of trips by bicycle from 2% to 8%. Cycling as a mode of transport provides a real opportunity in this area for both leisure and commuting purposes.

In order to promote cycling and to achieve the modal share targets the masterplan proposes: • Promotion of facilities for taking bicycles on buses and trains • Provision of showers, changing rooms and lockers at work places, delivered through the Travel Plan • Provision of cycle-hire schemes (potentially with electric power assistance) at the central ‘transport hub’ on the High Street and possible rail station • Investigation into delivery bike loan schemes from local supermarkets to transport goods home without a car

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• Marketing events such as bike-to-work weeks, bicycle user groups, bikeability training along with incentives such as cycle purchase schemes, negotiated discounts for cycle purchase and cycle equipment, delivered through the Framework Travel Plan • The enhancement and extension of cycle route networks connecting Whitehill & Bordon to the national cycle network and to surrounding railway stations at Bentley, Liphook and Liss Provision of safe and secure cycle parking facilities adjacent to, or at the front door of residential units, employment areas and commercial hubs and transport interchanges, providing an immediate option to use a bike instead of a car.

Delivery of the green grid and green loop of improved cycle infrastructure, as well as cycle facilities on the road network. Routes to include appropriate surfaces and safe routes including a main cycle route along the existing High Street. Routes will be lit where appropriate.

Traffic and transport

Smarter choices To support the physical improvements to the sustainable transport system within the town, the success of the Emerging Transport Strategy will rely upon the dedicated implementation of Smarter Choices initiatives, which can be successful in reducing travel demand and creating a shift away from the car to sustainable travel and lifestyle patterns.

A Framework Travel Plan has been developed which sets out a package of measures designed to promote sustainable travel and to manage travel demand. This Framework Travel Plan identifies a toolkit of measures including:

• Promotion of smarter working practices (e.g information on broadband, remote working, tele-conferencing and flexible working hours) • Personalised journey planning and travel information services (e.g travel kiosks) • Instigation of travel events, such as ‘bike to work’ weeks • Establishment of car clubs, potentially using electric vehicles • Delivery and promotion of a car-share scheme

• Provision of incentives including discounted bus and rail fares, promotion of smart ticketing and walking and cycling • Provision of high-quality travel information and intensive marketing and promotion (including creation of a branded website, newsletters and high-quality signage)

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Managing car demand within and outside the town Reducing use of the private car is one of the principle aims for the masterplan. The Emerging Transport Strategy aims to achieve no more than 50% of all trips being undertaken by car.

However, even with the delivery of significant improvements to sustainable alternatives, there will remain a demand for car trips both within and outside the town, and it is acknowledged that the car will play an important role in future town travel.

Furthermore, the characteristics of the regional highway network surrounding Whitehill & Bordon mean that a significant proportion of traffic on the A325 serves no purpose within the town, and causes a number of negative impacts, including severance, congestion and air pollution. The Emerging Transport Strategy seeks to manage both ‘local’ and ‘through’ traffic and to address these negative impacts.

Demand for car use will be proactively managed in a co-ordinated manner, and road transport must also play its role in reducing carbon emissions. Continuing advancement in transport and fuel technology also offers opportunities to address some environmental problems through managed and improved car use.

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In order to understand the likely traffic impact of the masterplan, a Transport Assessment (2012) has been prepared, which uses a transport model to estimate the likely impact of the proposed development on the local transport network. This has identified areas on the network which will require improvement, and has helped to develop the Emerging Transport Strategy for managing future car demand. This is explained in the following sections.

Inner relief road A critical element of the Emerging Transport Strategy to manage car demand is the construction of an inner relief road within Whitehill & Bordon, running through the new development areas from Whitehill in the south and re-joining the existing A325 to the north of Station Road / Liphook Road / A325 junction.

This inner relief road will offer an alternative route for ‘through’ traffic, removing non-local traffic from the town centre, and will also deliver quality access to the new communities and facilities.

The inner relief road would be designed to deliver smooth traffic flow through the town, removing existing congestion issues at the junctions on the A325 in Whitehill & Bordon, and will be designed

as a ‘street’, providing for all transport modes. By removing existing congestion from the main northsouth route through Whitehill & Bordon, there will be less likelihood of traffic using inappropriate local roads to avoid congestion and bottlenecks.

The routing of the inner relief road shown in the masterplan remains indicative at this time and will be subject to further ongoing work. Initial findings of this work have identified two possible options for the southern alignment of the road, both of which are shown as potential alignments on the masterplan: 1 2

Routing through Viking Park Utilising the southern part of the disused rail corridor

An option to route the inner relief road through Woolmer Trading Estate has been discounted as this did not offer an acceptable road alignment, and would not fulfil the requirements of the inner relief road to remove traffic from the town centre.

Further assessment of all available inner relief road alignment options will be undertaken before a preferred route is chosen, which will consider relevant engineering, environmental, financial and social factors of each option.

Traffic and transport Inner relief road The A325 Indicative inner relief road alignment 1 2

Southern sectionOption 1 through Viking Park Option 2 using disused rail corridor Traffic management

gnment

1 2

orridor

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A325 re-design In order to reduce existing traffic and severance issues on the A325, and in combination with the delivery of the inner relief road, it is proposed to carry out significant improvements to the existing A325 High Street in the centre of the town.

The current A325 will be re-designed, and traffic management introduced, to make it a less attractive route for through-traffic, to reduce traffic speeds and to promote a sharing of space that creates a better environment for pedestrians and cyclists, and promotes better connectivity between the east and west of the town.

Shared space areas will be developed, and frontage development promoted, to provide the town with a central heart. The reduction of heavy traffic from the core of the town will free up the High Street for local people and offer the vitality and services needed to support the expanded population.

The delivery of the inner relief road and A325 redesign will achieve a balancing of traffic flows across the two roads. Both the A325 and the inner relief road will be designed to comfortably accommodate future traffic flows and will provide appropriate

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walking and cycling facilities, including crossings to minimise severance.

A network of streets A new network of inter-connecting streets connecting with existing streets within the town will be designed to create a hierarchy where different street typologies serve different functions. Streets will range in design from the main inner relief road, which will carry diverted traffic from the A325 High Street, down to local residential access streets which may include shared surface routes (for pedestrians and cyclists) or ‘home zones’ (see next column for definition).

Street design within the town will be designed to accommodate the needs of pedestrians and cyclists through a comprehensive network of streets. The principles of ‘Manual for Streets’ will be adopted where possible and inclusive street environments will be created that provide for all modes of movement.

The detail of street hierarchy and design will be developed over time using a design coding exercise, but the town will include:

• Home zones – residential areas where streets are designed as places for people instead of just motor traffic, and where very low traffic speeds are encouraged • ‘Shared space’ streets and squares – these are intended to reduce the dominance of motor vehicles and so improve conditions for cyclists and pedestrians • Car-free and car-reduced areas – where access to particular parts of the town is restricted to walking and cycling (and public transport), and where clear advantage in time and convenience is given to other modes in preference to the car.

Through providing a permeable connecting network of streets travel route choice will be provided, which will enable the dispersal and distribution of traffic, minimising congestion and pollution associated with queuing vehicles.

Traffic and transport Proposed street network The A325 Existing streets Indicative proposed street network

1 2

Inner relief road alingment Southern sectionOption 1 through Viking Park Option 2 using disused rail corridor Secondary streets Tertiary streets Potential rail alignment

1

Traffic management

2

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Local highway network improvements The Transport Assessment (2012) carried out significant testing of the local transport network and has identified that, without improvement, a number of key local junctions would struggle to operate within capacity in the future.

In association with the adjoining highway authorities, further work has been completed which has identified potential improvement schemes at each of these locations on the local transport network.

These schemes represent possible options for improvement that could be delivered by the masterplan, to ensure that the impact of the development can be properly mitigated and traffic flow maintained in the future.

rural lanes, a Traffic Management Strategy is being developed. This strategy will consider the impact on local villages in detail, and will develop possible measures that could be delivered by the masterplan to mitigate and manage this additional traffic.

This work is being carried out in association with the local communities involved and the results of the work will inform the Emerging Transport Strategy.

Parking Providing the correct balance of car parking to support development is a vital aspect towards the success of any new development. A careful balance needs to be struck between promoting sustainable living and ensuring that the conditions are created to make Whitehill & Bordon an attractive place for new businesses and shops to locate.

Traffic management measures outside the town The Transport Assessment (2012) has also identified that as a result of development some local roads would see increased traffic levels.

In order to reduce the impact of traffic from the development, and to ensure that traffic uses the most appropriate roads rather than inappropriate

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An adaptable Car Parking Strategy is required to effectively cater for new developments with different types and levels of parking suitable for different styles of development. The aim is to integrate parking facilities sympathetically within the new development, so that cars do not dominate the local streets. Cycle parking should be generously provided closer to front doors than car parking, to encourage use of bicycles

instead of cars.

A series of ‘car-free’ and ‘car-reduced zones’ within the town could be created and innovative approaches to residential parking will be introduced to maximise efficiency of parking provision and minimise land requirements. Car parking will be provided in visible central locations for the car club, and opportunities to share parking between land uses will be investigated.

A Car Parking Strategy is being prepared and will provide further details of the car parking provision that will be delivered by the development.

Low-carbon vehicles Development in vehicle technology is likely to play a significant role in addressing future environmental issues associated with travel behaviour, particularly in terms of the impact through emissions on air quality, and also in terms of the impact of travel on climate change through the emission of carbon dioxide.

The Whitehill & Bordon Eco-town will seek to promote the use of low-carbon vehicles. This includes electric vehicles, hybrid vehicles, hydrogen vehicles and other technology that is and will be available to the market in the future. The Emerging Transport Strategy sets out

Traffic and transport

the following measures to encourage the use of lowcarbon vehicles: • Provision of quality information and raise awareness on low-carbon vehicles • Marketing and promotion of the technology available

Managing freight traffic The new town centre and businesses that will locate in the town will need to be serviced, and the existing heavy traffic that travels to and through the town will need to be managed. A Freight Strategy will be developed to manage future delivery demand in the expanding town. This will consider measures including the following:

• Provision of incentives to assist in the purchase of low-carbon technology

• Establishment of freight partnerships

• Provision of the infrastructure necessary to enable easy use of low-carbon vehicles

• Promote increased ‘back-loading’ (where lorries carry return-loads after making deliveries)

• Promotion of more economical driving techniques

• Co-ordinated supply chains • Determination of delivery routing and timing

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9

Phasing and the next steps

Phasing and the next steps

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Phasing and the next steps Development timescale The overall comprehensive implementation for the masterplan is driven by the timing of the Ministry of Defence (MoD) withdrawal from the site.

demand as a result of the successful economic regeneration of Whitehill & Bordon in accordance with the Eco-town masterplan.

The phasing also makes the assumption that the MoD site is available immediately after 2015. Key issues A ministerial announcement confirmed the Army like making Suitable Alternative Natural Greenspace will have left the town by 2015. Based on this the (SANG) available early and providing continuity implementation time frame can be divided into two of ownership to enable the link roads and other stages; prior and post MoD occupation. infrastructure to be developed should be considered.

The delivery of employment floor space, the SANG The phasing periods and assumptions for the build network, sports and leisure facilities (outdoor pitches and built facilities), allotments, parks and recreation, rate of residential units is as below: play areas and other community facilities Phase Period Build rate Cumulative are broadly phased in line with the 1 2012-2014 (3 years) 150 150 delivery of residential units.

2

2015-2019 (5 years)

1270

1420

3

2020-2024 (5 years)

1422

2842

The masterplan excludes 22 hectares (ha) of land owned by Annington Property 4 2025+ (8 years) 1089 3931 Limited (APL) as it is not part of the land release. The population projections in Appendix A assume that the residential population The pace of development and its detailed location in APL ownership remains constant even after the will relate to the market demand and the planned vacation of the Bordon Garrison. Any future rewithdrawal by the MoD. The phasing plan has been development of APL land would be subject to the based on an average build out rate of 250 dwellings statutory planning policies, planning application per annum, over the lifetime of the development. process and required impact assessments.

These build rates will vary from year to year depending on market forces and growth in occupier

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Before the MoD leaves the town Phase 1: Up until MoD withdrawal (2015) Over the next few years up until the MoD withdrawal from the Bordon Garrison there are two key elements of activity. The first is to progress the delivery mechanism and the second is to deliver a series of early projects. Work will include: • Exemplar housing and employment projects for a series of sites including the former Fire Station and Quebec Barracks • Additional bus services to improve public transport • The designation and creation of SANG areas and begin to deliver part of the green loop • Retrofitting the existing housing stock to improve sustainability including energy and water efficiency • A comprehensive programme of economic development initiatives including skills training and business support activities

Phasing and the next steps

• Detailed design and planning to ensure the implementation of the masterplan, including the development of design codes and detailed masterplanning within the current land use framework.

These projects will start to achieve the Eco-town Vision while demonstrating to developers that a range of exciting new investment opportunities exists in Whitehill & Bordon.

On MoD withdrawal there will also be a significant loss of jobs - approximately 1,500. There is an opportunity of delivering employment in Louisburg Barracks site which will create jobs ahead of the housing delivery. This phase could create 100-150 homes, new employment space for around 150 jobs, and open space within the town. There would be minimal increase in the population.

Post MoD withdrawal Phase 2: 2015-2019 Following the withdrawal of the MoD, the intensity of development activity will increase. Over the following five years, Whitehill & Bordon will experience significant change particularly through development in the northern and central parts of the town as major development occurs, including: • The new inner relief road will be created resulting in improvements being made close to the new town centre • The first phase of the town centre will be developed including a range of new shops, leisure and commercial office space • Provision of the first new primary school towards the end of this phase

• Continuing programme of green loop and wider green infrastructure delivery, including the next stages of the SANG Network at Hogmoor Inclosure, Bordon Inclosure and Standford Grange Farm. It should be noted that all SANGs must be secured before major development takes place.

• Provision of the first phase of the integrated energy network at community hub locations and connections made with existing infrastructure.

Through these activities, it is estimated around 1,270 new homes will be built, including high value residential homes at Bordon and Oakhanger Sports Club (BOSC), increased range of shops and facilities located in the new town centre as well as new community and educational facilities elsewhere in the town. The existing MoD playing fields and community buildings as outlined in the masterplan will be improved for future reuse subject to a condition survey, needs, and availability of a viable end user.

• Focused employment activity including promotion of investment opportunities and the reuse of MoD buildings for new businesses in the Technical Training Area (for short term use) or Louisburg Barracks.

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Phase 3: 2020-2024

Phase 4: 2025 onwards

During Phase 3, residential and economic growth will continue as development occurs in the central area of Whitehill & Bordon. Completion of the core town centre will, in all likelihood, attract certain occupiers, previously trading at the Forest Centre, which will gradually lead to a changing role for this area to a more local shopping facility alongside the existing community elements. The site is in private ownership and may come forward for redevelopment.

Further residential development is planned in the southern part of the Technical Training Area.

Additional residential development will also occur in areas adjacent to the town centre, which contain a range of MoD buildings, previously used as temporary employment space. A further primary school will be provided. The southern part of this area will be developed for employment uses. Provision of the sports hub built facilities and commercial leisure will be delivered in this phase as supported by the critical increase in the population.

Employment growth will continue at Louisburg Barracks alongside the phased provision of the decentralised energy centres and upgrade of Bordon Sewage Treatment Works will take place.

The re-provision of the secondary school, or a new learning campus on a new site, will occur providing a modern facility for existing residents and additional capacity for the new residents. Around 1,400 additional new homes will be built and to support this level of growth, a pre-school, additional health facility and community hubs will be provided.

Outdoor playing pitches will be available during this phase delivered through educational provision and satellite sports facilities such as BOSC, Whitehill Club.

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Through new development, the population of Whitehill & Bordon will increase to around 23,800 people and further jobs will be created through the office and commercial developments. Elsewhere, throughout Whitehill & Bordon further growth is likely to occur as the existing residential areas experience renewal or refurbishment.

Phasing and the next steps Indicative phasing plan

Louisburg Barracks

BOSC

Bordon Inclosure

Pinewood

Lindford Quebec Barracks

Budds Lane Site

TTA North

Town Centre edge

Town Centre

Alexandra Park

TTA South

Bordon

Mill Chase Road site

Forest Centre

PHASE 1 2012-2014

Hogmoor Inclosure

Standford Grange Farm

Viking Park

PHASE 2 2015-2019

Whitehill PHASE 3 2020-2024

PHASE 4 2025 onwards

Whitehill Club

N Whitehill & Bordon Eco-town Masterplan

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Indicative incremental phasing plan

Note: Land parcels shown on this plan are subject to change and would be determined at the planning application stage and once the detailed infrastructure and delivery plan is prepared.

N PHASE 1 2012-2014

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PHASE 2 2015-2019

PHASE 3 2020-2024

PHASE 4 2025 onwards

Phasing and the next steps

Project delivery

Important considerations include:

Financial viability assessment

As outlined in Chapter 1 the project is led by the Delivery Board. At the time of writing the masterplan, the Delivery Board is awaiting the outcome of a study by consultants (PwC) on the project delivery options and securing investment partners. The establishment of the appropriate delivery vehicle is still at an early stage and will need to address a series of development challenges. In particular, any large scale development such as this, has a requirement for significant up-front infrastructure investment and usually has a short/medium term negative cash flow.

• How it can finance early up-front investment, including securing the required funding from public sector agencies

Assessment of the revised masterplan has been undertaken by development consultants GVA and PwC. It builds upon the knowledge and findings of previous development viability work undertaken by GVA. Development appraisals of emerging options for the masterplan were undertaken by GVA in 2009, updated in July 2011 and further refreshed in April 2012 for the revised masterplan.

It is envisaged that the Whitehill & Bordon Eco-town will require a delivery vehicle to structure privatesector investment in a way that secures the necessary resources and development expertise to deliver the masterplan.

A high-level infrastructure and delivery plan has been prepared to support the Joint Core Strategy and a detailed plan will be prepared, identifying the critical path of infrastructure delivery, as the outcome of further studies becomes available. It is intended to be a live document and will be reviewed periodically.

In addition, the Landowners’ Group, which includes the Defence Infrastructure Organisation (MoD), East Hampshire District Council, and Hampshire County Council, may look to submit an outline planning application for the whole site by late 2013.

• The extent to which it will be able to use approaches such as prudential borrowing, tax increment financing (or similar models) or access to private equity funding in meeting these needs • ensuring it has the necessary skills and resources to deliver the masterplan.

Two approaches, a Discounted Cash Flow (DCF) and Real Project Internal Rate of Return (IRR) were used to test viability.

A Discounted Cash Flow (DCF) model is a recognised tool (by the Royal Institution of Chartered Surveyors) and is used to assess residual site value and development viability although the appraisal outputs do not constitute a valuation. A positive Net Present Value (NPV), with an allowance for the developer’s return for risk and profit on costs, is an indication of viability, but does not necessarily mean that a scheme is deliverable as the residual land value needs to be sufficient to incentivise the landowners to dispose of their land.

The Real Project IRR approach is used to assess

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viability from a potential investor’s perspective. It is calculated on the cash flow of the project before debt service and equity returns and without inflation and is thus measured as a return on the identified funding requirement (whether provided as debt or equity).

It is often used to assess the commercial viability of complex, long-term projects delivered in partnership by the public and private sectors.

Both approaches have been used to assess the development of 4,000 houses supported by social and economic infrastructure, including a new town centre and a range of supporting facilities (including commercial and industrial employment and community facilities), delivered broadly in accordance with the masterplan phasing (excluding rail infrastructure).

The findings of the viability modelling of the masterplan, under both methods outlined above, indicate that a positive land value is generated, the quantum of which depends on the level of public sector investment assumed and the range of sensitivities applied.

It should however be noted that while the appraisals indicate a positive residual land value the overall development value is over ÂŁ1.2 billion and therefore scheme viability is highly sensitive to small changes in

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the key assumptions underpinning the development.

Traditional residual land value and the Project IRR approaches are not the only approaches that are used to assess commercial viability. Potential investors may, in addition, also use other investment criteria based on peak cash requirements, pay-back period etc, and these need to be acknowledged in the overall assessment of commercial viability.

Further work At this relatively early stage of the masterplan development, the findings of the viability assessments are encouraging, particularly as the economy is at a low point in the economic cycle. Viability assessment is an iterative process that must be reviewed as the design and development work progresses to more detailed stages leading to the submission of a planning application in due course. Sensitivity testing has underlined the need to ensure that the viability is regularly reviewed and, where necessary, enhanced to ensure that it delivers satisfactory returns to the landowners and remains attractive to potential investors.

The cash flow modelling illustrates the sensitivity of land value to the cost and timings of infrastructure,

Section 106 liabilities and the assumptions around how quickly the town will be regenerated. The quantum and timing of the infrastructure will be crucial, and viability is particularly sensitive to changes in these assumptions.

Up-front investment is needed in order to release sites for development; a more attractive market proposition would need to be created by the public sector providing some funding / investment in order to de-risk the site ready for development. Further work is required to determine what form and scale of funding might be provided (and justified) by the public sector and the mechanisms required to repay such funding and mitigate risk. As the scheme is worked up in greater detail, the delivery vehicle will also need to work to attract other sources of public funding into the development.

The viability findings also support the decision by the Delivery Board and the landowners to explore potential delivery models/mechanisms, and to examine how they will look to realise their asset value over the long-term, thereby allowing them to gain from increased values as the development becomes established. Two of the three major landowners are local authorities and the third is the Defence Infrastructure Organisation (DIO - part of the MoD);

Phasing and the next steps

all are under an obligation to achieve best value from the sale of surplus sites, reflecting current planning policy.

A land equalisation agreement will be required to secure the availability of the core land ownerships that are subject to the objectives of masterplan. The form of this agreement will be influenced by the type of delivery vehicle that landowners agree is most likely to achieve their objectives. The further work being undertaken by PwC on market testing and the type of contractual models available is therefore key to this next stage. The three major landowners will continue to work together to refine the masterplan and delivery assumptions where necessary to ensure that project viability is maintained.

Monitoring The importance of monitoring is recognised in the Planning and Compulsory Purchase Act (2004) which places a duty on every local planning authority to keep under review matters affecting the planning and development of its area, and to carry out surveys where necessary in order to test the effectiveness of the policies. Targets set out within this masterplan document will be formalised through the Joint Core Strategy, or through the preparation of Supplementary Planning Document for the masterplan. A monitoring framework will be required to enable the tracking of progress against core indicators. Indicators will cover a range of aspects to ensure the delivery of the Eco-town Vision. EHDC will be required to monitor the implementation of Joint Core Strategy policies and assess the extent to which the objectives and policies are being achieved.

An Eco-town policy boundary is defined by the Joint Core Strategy. This is based ward boundaries, natural features and South Downs National Park (SDNP) boundaries of Whitehill & Bordon and Lindford. Given that most historic indicator data is ward or districtbased, further consideration is needed to determine the most appropriate data collection boundary to monitor the impact of Eco-town policies.

Sustainable development indicators are monitored by the Department for Environment, Food and Rural Affairs on a UK-wide and regional basis. They cover socio-economic aspects of sustainable community development and could be used as a basis for the development of a monitoring framework for Whitehill & Bordon.

The indicators focus on the following priority areas: • sustainable consumption and production (including indicators for climate change and energy) • protecting our natural resources and enhancing the environment • creating sustainable communities and a fairer world Targets for Whitehill & Bordon should have particular emphasis on the four exemplar priorities of the EHDC Eco-town initiative: • Carbon neutrality • Water neutrality • Biodiversity.

• Transportation

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133

Other key indicators that could be considered:

Next steps

• Housing delivery including affordable housing

The viability analysis has demonstrated that the masterplan achieves a positive residual value which provides the base position from which to build a deliverable solution that can be implemented. Given the current depressed state of the market and the tribulations of the development industry this is a position which can be improved on. Furthermore as the Eco-town establishes its quality agenda, diversifies its economic base and creates a new sense of place, values will increase as demand is created for residential and employment space. In the short term however significant public sector investment will be required to underpin the implementation of the masterplan and transformation of the existing housing stock. The development trust procurement model allows the public sector landowners and stakeholders to benefit from making up front public investment.

• Housing mix, density targets • Design quality targets • Employment land supply / job creation • Town centre delivery / retail floorspace targets • Delivery of community facilities to match population growth • Provision of green space against SANG targets • Level of community engagement in decision-making • House prices • Resident satisfaction levels (for example through a survey).

134

Consequently 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 the Department for Communities and Local Government,

the continued scope and implementation of the short term projects must continue to be advanced. Therefore over the next few years in taking the masterplan forward significant further detailed design and development work will be required, including: • Commissioning a development brief to bring forward the new town centre as soon as the land becomes available in 2015. The DIO, the main landowner, has expressed its support in principle.

This will be with a view to marketing the site or part of the site (phase one of the new town centre) in late 2013 • Developing the learning campus concept further in consultation with the community and carry out the site options appraisal.

• 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 • Refining the masterplan content and phasing

Phasing and the next steps

• Establishing the delivery mechanism and public sector delivery partnership including further levels of business planning to refine the financial position of the masterplan

• Preparing a detailed implementation plan to take the Eco-town energy and water strategies forward including a detailed carbon footprinting exercise to form the basis for later monitoring.

• Developing design guidance to frame the masterplan, including further consideration of street, block and building typologies and densities, leading to the preparation of design codes

• Ongoing ecological surveys, a tree survey and preparation of a revised Biodiversity Action Plan and future management and maintenance of green infrastructure.

• Capacity building including site visits to best practice housing examples with residents, council officers and councillors to encourage informed debate around densities and typologies.

• Ongoing Habitats Regulations Assessment work including an avoidance and mitigation strategy.

• Preparing an inward investment strategy and complimentary marketing 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 • Establishing a business support network, including a business start-up centre • Preparing a detailed strategy (including funding) for the retrofitting of the existing properties

• Ongoing transportation impacts testing, Rail Feasibility Study and strategy to deliver improvements and encourage sustainable transport.

• Preparing and implementing a progressive engagement programme. This should include a programme of public consultation activities to build on the momentum developed through the masterplan engagement process.

would help to ensure the successful transition.

The following will also help provide the impetus for positive change: establishing the quality agenda for the masterplan by establishing design codes, undertaking the detailed design of the early development parcels, bringing forward high quality innovative pilot projects such as Quebec Barracks, reinforcing the green environmental network and retrofitting the existing housing stock to PassivHaus standards (the PassivHaus concept is that homes can heat and cool themselves through clever design).

It will also be important to build on the momentum developed during the stakeholder engagement process and the continued involvement of the Specialist Groups. This should involve addressing the key issues and showing how these can be overcome.

This will require continued proactive engagement with local residents.

• Carrying out an audit of the existing community facilities including those owned by the MoD. Based on the findings and reviewing the future needs, an investment strategy to secure the management and maintenance of key facilities

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136

10

Appendices

Appendices

137

Appendix A - Population projections Total projected population in Whitehill & Bordon with the Eco-town development Year

2006

2011

2016

2020

2024

2026

2028

2031

16,574

16,917

16,361

15,900

15,488

15,302

15,129

14,902

0

0

285

1,100

1,100

550

600

365

Average household size (persons/household)*

2.33

2.25

2.25

2.19

2.19

2.16

Additional population associated with the new dwellings

664

2,475

2,475

1,205

1,314

788

17,312

19,039

21,102

22,121

23,262

23,823

Baseline population (with no development post 2011) ** Proposed new dwellings in the Eco-town masterplan

Total population with development

16,574

16,917

*Source : Household Projections, 2008 to 2033, England, CLG **Hampshire County Council. February 2012 Whitehill & Bordon area is defined as the following wards : Lindford, Whitehill Chase, Whitehill Deadwater, Whitehill Hogmoor, Whitehill Pinewood, Whitehill Walldown

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Total

4,000

8,921

Appendices Age profile

Total Dwell 80-84

Age profile Population density (number of people per hectare)

Demographic facts and figures for Whitehill & Bordon (this also includes Lindford)

80-84

The following information is based on the 2001 Census and provided by Hampshire County Council’s Research and Intelligence (2012 Total Population

70-74

Population 60-64 density

Population by broad age groups 60-64 Total Dwellings Whitehill & Bordon and Lindford 50-54 The East HCC Females 14% Total Population Whitehill & Bordon town Hampshire The town East HCC 40-44 and Lindford Males The rest of 14% Hampshire % Children 23.1 20.4 20.1 East Hampshire 30-34 86% 7.8 2.1 3.4 % Working Age 66.4 61.1 61.1 20-24

% Retired 10-14

50-54

Whitehill & Bordon and Lindford 14%

30-34

The rest of East Hampshire 86%

80-84

20-24

14%

60.0

0-4 7

5

40-44

3 1 2 Percentage of the Population

4

East Hampshire

40.0

30-34 20-24

Age groups

In 2001 the population of Whitehill & Bordon and Lindford wards is estimated to be 16,200.

10-14

50.0

30.0

HCC

The rest of East Hampshire 86%

20.0 10.0

60.0 0-4

15% of East Hampshire’s population live in Whitehill restLindford; of & BordonThe and 1.3% of the county’s East Hampshire population. 86%

Whitehill & Bordon and Lindford

50.0

6

Percentage

The rest of East Hampshire 86%

Whitehill & Bordon and Lindford 14%

18.7

Age groups

10-14

Total Population

18.5

The town 7has a 5higher3 percentage 1 of 2 of children 4 6and The rest Percentage of the Population fewer retired compared with East Hampshire and East Hampshire Total Dwellings Whitehill & Bordon 86% Hampshire. and Lindford

Females Males

70-74

50-54

10.4

0-4

40-44 Age profile

60-64

Females Males

70-74

7

5

3 1 2 Percentage of the Population

4

0.0

Whitehill & Bordon 6 and Lindford

0-4

5-15

16-44

45-64

65-84

85+

East Hampshire

Percentage

The town has a young population with the majority 40.0 HCC of it in the working age groups and a large military Agepopulation. groups 30.0

72% of the town’s population are aged 0-44 years Pub lished by Research and Intelligence, Febru compared to 58% of East Hampshire and Hampshire County Council’s populations.

60.0

20.0

50.0

10.0

Whitehill & Bordon and Lindford East Hampshire

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139

Total Dwellings

es s

Whitehill & Bordon and Lindford 14%

The rest of East Hampshire 86%

In 2001 there were estimated to be 6,200 dwellings in the town.

Almost 14% of East Hampshire’s dwellings are found in the town; 1% of the county’s.

6

Bordon d

hire

140

Source and Notes

Dependency ratios The East HCC town Hampshire Total dependency ratio

50.5

63.6

63.6

Old age dependency ratio

15.7

30.2

30.7

Child dependency ratio

34.8

33.4

32.9

Ageing index

45.0

90.5

93.2

Dependency ratios show the number of children and/ or retired people per 100 people of working age.

East Hampshire and Hampshire have larger dependant populations than the town. The town has fewer retired people than children. Both East Hampshire and Hampshire have more retired people than children.

The ‘total dependency ratio’ is the number of children and retired people to every 100 people of working age. The ‘child ratio’ is the number of children per 100 people of working age. The ‘old age ratio’ is the number retired people per 100 of working age.

The ‘ageing index’ is the number of retired people to every 100 children.

All figures are derived from the 2001 Census The Whitehill & Bordon and Lindford area (referred to as ‘the town’ in places) is made up of six wards - Whitehill Hogmoor, Whitehill Chase, Whitehill Deadwater, Whitehill Pinewood, Whitehill Walldown and Lindford.

Appendices Appendix B - Supporting tables Proposed Green Infrastructure and SANG provision (indicative areas) (relates to Chapter 3 - Biodiversity) Location

BOSC *

GI: Sports and leisure: outdoor / pitches 29,115

GI: Sports and GI: leisure: built Allotments facilities / supporting uses 3,235

GI: Parks and Recreation Grounds / Green Loop 0 993

GI: Play areas Core SANG GI: SANG TOTAL (included within parks Network sqm and recreation areas boundary) 0 0 65,933 99,275

The Croft *

0

0

0

0

0

0

37,533

37,533

Louisburg *

8,057

0

2,069

18,549

0

0

35,861

64,536

42,746

10,687

0

14,780

8,965

0

31,377

108,555

0

0

0

0

0

0

141,039

141,039

Budds Lane * Alexandra Park * TTA North

0

0

8,825

11,767

8,825

0

0

29,417

TTA South

0

0

0

22,858

3,017

0

0

25,875

Viking Park

0

0

0

46,209

0

0

0

46,209

Town centre / edge of centre

0

0

0

33,132

2,995

0

0

36,127

Quebec Barracks

0

0

0

0

2,929

0

0

2,929

Fire Station

0

0

0

3,232

0

0

0

3,232

0

0

1,740

1,740

0

0

0

3,479

Whitehill Club

Forest Centre

21,915

5,479

0

0

0

0

0

27,394

Mill Chase / Standford Grange Farm (including Eveley Wood) Hogmoor Inclosure

58,697

14,674

4,564

2,729

0

497,634

0

578,298

Bordon Inclosure Total in square metres Total in ha

0

0

12,442

6,587

0

576,012

0

595,041

0

0

0

0

0

184,566

0

184,566

160,531

34,075

29,640

162,574

26,731

1,258,212

311,743

1,983,505

16.5

3.4

2.96

16.25

2.67

125.82

31.17

198.35

Total GI (ha) Total SANG** (ha) * SANG Network Areas require discounting assessment to establish the area’s capacity to deliver the appropriate SANG features.

This work will take place during 2012 ** Does not include discounting, please refer to HRA 2011 for details

41.8 157.0

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One Planet Living monitoring table (relates to Chapter 4 - Carbon and water neutrality)

142

Indicator

Units

Monitoring Method

Who

When

Carbon footprint

tCO2 /person /year

Individual residents complete online carbon footprint calculator. Results are collected and town average produced

Residents complete online calculator. Ongoing resident participation.

Eco-town project team compiles Annual assessment of average data for publication footprint published.

Town wide CO2 emissions from buildings

tCO2 /year

Calculate from Department of Energy and Climate Change (DECC) Sub-National Energy Consumption Statistics

On publication district-wide data collected by the Eco-town project team

Annually

CO2 emissions from individual households or businesses

tCO2 /year

Self monitoring of energy use (kWh) across a range of homes and commercial premises, supported by an online data collection tool

Willing residents and businesses enter data online. Eco-town project team compiles data and provides support

Ongoing participation from residents and businesses. Annual summary published.

Town wide water consumption

litres /year

Water metering and abstraction rates

Eco-town project team obtains data from incumbent water company

Annually

Water consumption for individual households or businesses

litres /head/ year

Self monitoring through water meters with online data collection tool

Willing residents and businesses enter data online. Eco-town protect team compiles data

Ongoing participation from residents and businesses. Annual summary published.

Progress against local biodiversity action plan

%

Reports provided from each site Each area reports progress annually against agreed milestones and targets for species and manager habitats within the site-level management plan. Overall assessment compiled by district or county ecologist and submitted to Hampshire Biodiversity Information Centre

Annual reporting

Appendices

Indicator

Units

Monitoring Method

Who

When

Transport Modal share

%

Calculated from results of travel surveys and travel diaries with residents and businesses.

Eco-town project team and county council

Bi-annual travel surveys and travel diaries Ongoing monitoring of travel plans

Review of travel plans Sustainable travel mode data

trips/year

Bus patronage, cycle counters, car club patronage, car share usage

Bus, cycle counters and car club operators reporting to the county council.

Annual reporting

Transport related CO2 emissions per person

tCO2 /person /year

Calculated from travel surveys and diaries.

DVLA data and from online carbon footprint data

Eco-town project team

Bi-annual assessment

Town wide CO2 emissions from road transport

tCO2/year

Calculate from DEFRA data sets on road traffic Eco-town project team and county emissions modelling and use of local traffic council to obtain data from DEFRA surveys and traffic counts

Employment

jobs / resident Department for Work and Pensions data on levels and types of employment

Eco-town project team extracts data from DWP data sets

Annual reporting

Town wide recycling

%

District council

Annual reporting

Total waste (including recycling)

kg /household Municipal waste collection and processing data

District council

Annual reporting

Construction waste recycling rates

%

Contractors’ report

In line with construction phases

Contractors’ report

In line with construction phases

Municipal waste curb-side collection data

Waste removal and on-site recycling data

Total construction waste t/£1,000 build Off-site waste removal rates including recycled waste cost

Annual reporting

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143

Employment sites and job generation (relates to Chapter 5 - Employment and jobs) Sites

Employment Uses

Edge of town centre

3.44 Mixed TC uses - A2 General Offices Commercial Leisure

Eco-business Park Louisburg Barracks

Floor Area (Sqm)

Number of Jobs

3,947 7,744 7,744

202 529 91

11.7 High tech Light industrial Business park offices Serviced Offices

22,353 4,932 6,165 1,241

390 86 506 102

Viking Park

6.17 Industrial Commercial Leisure

10,263 6,090

179 71

Quebec Barracks

0.63 Small Business

1,880

154

Town centre

13.7 Retail Restaurants, takeaways, pubs Professional services/financial Offices

30,119 5,020 3,514 11,546

1,300 229 180 789

0 0 0

40 400 550

122,559

5,798

Other uses

Total

144

Site Area (Ha)

Hotel Home-working Public Sector - Doctors/Schools/Community 35.65

Appendices

Town centre floorspace and uses (relates to Chapter 6 - Facilities) Total employment

Retail

A3/A5 Restaurants, Food, Takeaway, Pubs

A2 Financial/ Professional Services

Offices

60%

10%

7%

23%

Net Internal Floor Area ( NIA)

24,697

4,116

2,881

9,467

GIA

30,119

5,020

3,514

11,546

% of the total new town centre areas*

Total

50,198

Notes: *Guidance on the split is based on the Town Centres, Retail and Leisure Study (2007)

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Appendix C - EHDC statement regarding the HRA East Hampshire District Council (EHDC) statement in relation to the Habitats Regulations Assessment (HRA) for the Whitehill Bordon Eco-town, November 2011 EHDC has provided the following statement in relation to the HRA for the Whitehill Bordon Eco-town Project: “The HRA of the Whitehill Bordon Draft Masterplan is the responsibility of the ‘Competent Authority’, East Hampshire District Council (EHDC).

“As an HRA requires ecological expertise to assess the implications for sites’ ecological integrity, the Council commissioned UE Associates to carry out an HRA for the Draft Whitehill Bordon Framework Masterplan. UE Associates and EHDC have worked closely with key stakeholders, including Natural England to help guide this process.

“Taking due regard of the HRA, we have been able to identify, analyse and quantify potential adverse effects on the European sites in and around Whitehill Bordon for development of up to 4,000 new homes and associated infrastructure.

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“EHDC, as the competent authority, considers that the HRA currently shows that it is possible through avoidance and mitigation measures to overcome all adverse effects on the European sites. The HRA and Land Management Report (July 2011) also undertaken by UE Associates recommends a variety of avoidance measures to be built into the Whitehill Bordon Draft Framework Masterplan to help remove all identified effects. Where there is a risk of residual effects occurring, despite avoidance techniques, further mitigation measures are proposed to ensure the effects are removed completely.

“As a result of the assessment it is considered that the negative disturbance effects of the Draft Framework Masterplan in relation to the conservation objectives of the European sites are effectively removed, and do not require further assessment in combination with effects of other plans and projects, provided

the avoidance and mitigation measures are adopted and implemented successfully alongside ongoing monitoring arrangements.

“A crucial part of the Whitehill Bordon Eco-town Project avoidance and mitigation measures is the delivery of Suitable Alternative Natural Greenspace (SANGs). East Hampshire District Council is fully committed to their delivery. Based on the evidence base studies it has carried out to date, EHDC is confident that there is a clear and significant potential for the development of SANGS to substantially improve both the carrying capacity and accessibility of the land allocated for this use.

Future work on the Masterplan and its implementation strategy will set out detailed terms of reference for the quality, design and long term management of SANGS and to secure arrangements for funding and ownership.”

Appendices Appendix D - Community consultation Consultation has ben extensive and ongoing throughout the masterplan process.

Stage one: Preparation of the July 2010 masterplan

• Stakeholders’ session • Business breakfast

There have been three main stages of consultation and these started in 2008.

This stage of consultation ran from October 2008 – November 2009

The three stages of consultation were:

This was led by independent facilitators Kevin Murray Associates and they worked closely with the masterplanning team AECOM. Their detailed consultation report is available on www.whitehillbordon.com

• Stage one: Preparation of the masterplan (Oct 2008 - Nov 2009) • Stage two: Consultation on the draft masterplan (June 2010) • Stage three: Neighbourhood consultation on the proposed changes to the masterplan (informed by evidence base studies). (Autumn 2011)

November 2008: The detailed masterplan consultation started The consultation was held over three days and events included • Family fun day (with flight simulator and balloon modeller to attract young families) • Bus tours of the Ministry of Defence land that will become available for redevelopment • Fireworks night consultation – this was done to take the consultation to residents rather than them having to come to us and to get the views of those who do not normally attend the consultation events

• Investors’ lunch • Schools session at Mill Chase Community Technology College At this stage of the consultation, residents completed postcards that asked them to rank their top three priorities for the Eco-town. The card also invited people to put forward their general ideas for Whitehill & Bordon Eco-town.

Issues arising from this round of consultation can be found on P9-10 of the Kevin Murray Associates report which is available at www.whitehillbordon.com.

In total, 193 postcards were completed.

This stage of consultation revealed broad enthusiasm for the Eco-town / Green Town Vision approach.

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147

April 2009 This was an intensive stage of consultation with the design ideas, and options presented to the community after completing the baseline work which was informed by the previous consultations.

to try to consult with those who don’t normally come to consultation events.

Some 150 people responded to the detailed questionnaire.

A wide range of publicity was used to attract people to these events.

One of the aims of this stage was to get more people involved. Therefore, diverse events were arranged for different groups and wider sectors of the community.

Between 1 and 4 April 2009 a number of workshops, drop-in sessions and exhibitions were held. For example, there were events for stakeholders, in the local parishes, a session for young people, one for the over 60s club, faith groups and a family day.

The earlier events (held in October, November and December 2008) raised issues, concerns and opportunities which informed this stage of the process.

More than 300 people registered at these events – but many more visited the exhibition which took place at the Forest Shopping Centre where there was no formal registration. This informal approach was used

148

Generally there was considerable support for the principles, big ideas and proposed direction of the masterplan.

However there were still some concerns about housing, transport and employment Key question asked in the questionnaire was: Do you consider the emerging proposals address the issues of the community and businesses?

62 people (46%) said yes 36 people (27%) said no

Appendices

Main issues identified at April 2009 consultation and response in the June 2010 masterplan You said

We did (Response in June 2010 masterplan)

Big ideas Support for most of the 12 ‘Big Ideas’ and the aspirations of the plan so far. Especially the green loop, protection of heritage and landscape, new public transport and central town centre.

Less support for the community spine concept and the housing mix.

Used the ‘Big Ideas’ as the basis for developing the masterplan.

The housing mix and provision of community facilities were reconsidered.

Layout scenarios The layout shown in Scenario A was preferred.

The layout shown in Scenario B less so, but many were more comfortable with the location of housing in this scenario

Used Scenario A as the starting point for the masterplan design.

Investigated the viability of reducing the housing area.

Education hub Marginal preference for the location of the education hub at Mill Chase Community Technology College – but also good support for the Budds Lane location

Worked with the local education authority (Hampshire County Council) to look at which option was best.

Less support for the other possible locations.

Town centre Preferred the Prince Philip Barracks to Chalet Hill / Tesco location for the town centre.

Less support for the other possible locations.

Developed a design for the town centre based on the preferred location.

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149

You said

We did (Response in June 2010 masterplan)

Employment Supported dispersed locations for employment across the new development area Disliked a zoned approach where all employment is at Louisburg Concern for Woolmer Trading Estate leaseholders Concern about generating enough employment as Army leaves

Included a variety of locations for new employment uses within the plan Indicated that Woolmer Trading Estate will remain An additional study by consultants SQW was undertaken and identified four new economic roles for the town to focus on.

New traffic route Supported the idea of routing through-traffic onto a new street and taking traffic off the High Street/ Developed a new street layout which protects Hogmoor Road A325. and Station Road but which can accommodate through-traffic while remaining pedestrian and cycle friendly.

Disliked the idea of routing through-traffic along the existing Hogmoor Road.

Green character Liked the green roots and green streets housing character ideas Disliked the six storey apartments shown overlooking the park

Reduced the proposed height of development to generally twofour storey.

Amount of housing Worried about up to 5,500 new homes being built

150

Have reviewed the character, design, density, environmental capacity and deliverability of the scheme. Housing numbers reduced as a result.

Appendices

November-December 2009 – Detailed masterplan consultation continues To complement the masterplan consultation events residents in the GU35 postcode were sent details of the Eco-town masterplan and a reply-paid postcard.

These postcards were also available at the various exhibitions, workshops and on the website.

A total of 637 postcard responses were received.

392 of these came from within the wards of Whitehill & Bordon and Lindford Within Whitehill & Bordon and Lindford, 54% of respondents support the masterplan and 46% do not support the masterplan.

The main issues identified at November 2009 consultation and response in the June masterplan (These responses have been reiterated in this version of the masterplan and updated where further consultation has further developed the principles).

Key Issues

Response in the masterplan (June 2010)

Green character Concern about encroachment of development at the edge of The Croft and Hogmoor Inclosure.

The Croft green corridor has been widened to approximately 125metres and the housing boundary set back. The detailed boundary will be confirmed through further ecological survey work, but Whitehill Bordon Executive Group agreed the principles of a consistent boundary line.

Concern that the labels ‘Hogmoor Park’ and ‘Standford Country Park’ are misleading as they suggest a different kind of use and patronage

Removal of ‘Park’ and ‘Country Park’ from the Standford Grange and Hogmoor Inclosure labels.

Concern over impact of development on SPAs and protected species

EHDC commissioned a Habitats Regulations Assessment which ran in parallel with the masterplanning. This study has identified the quantum of greenspace that would be required to mitigate against any negative impacts and has placed a no-housing boundary of 400metres from the Special Protection Areas. The masterplan respects these requirements.

(more details are available in the Kevin Murray report on www.whitehillbordon.com)

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151

Key Issues

Response in the masterplan (June 2010)

Town centre Not clear about what is happening to the post office, the catholic church and the nursery.

Adjustment of the indicative block structure in the town centre drawings to show more clearly the potential to retain the nursery and catholic church. Other buildings for potential retention including the post office are shown more clearly on the plan.

Concern that the indicative town square outside the Sandhurst Block is too small.

The square has been expanded in size to cover around 1/3 of the existing parade ground.

Secondary school location 36% of responses preferred Budds Lane while 32% supported Mill Chase Road/ Hollywater Road.

Further work is required by the local education authority and the masterplan retains both options.

Boundary Need to clarify the boundary of the development

The masterplan shows the Core Strategy existing development boundary, extended development boundary and Eco-town policy boundary, noting that these are correct as at Nov 2009 and subject to change as the Core Strategy develops.

Traffic impacts & public transport Concern about traffic impact in the town and Hampshire County Council commissioned a series of more surrounding villages detailed transport studies which took place in 2010 – including feasibility studies for a new rail station.

Concern about dependence on very weak public transport system Action includes a series of early interventions which will start to improve transport infrastructure and monitor its positive impacts immediately.

152

Appendices

Stage 2: Consultation on the draft masterplan (June 2010)

These events were publicised in the press and email invitations were sent to more than 400 stakeholders.

Our analysis of comments indicated that the key concerns relate to the:

The masterplan was published incorporating consultation responses and comments in June 2010.

Approximately 110 people attended these two events.

• impact of proposed housing on the local road network

So this consultation was a chance for residents and stakeholders to have their say on the masterplan when it was published.

The consultation was widely publicised using a variety of methods.

The masterplan was available online at www.whitehillbordon.com and in hard copy format at a number of locations both within the town and in the surrounding villages.

Executive summaries of the masterplan were also available at these locations and these could be kept.

Two drop-in events were held and copies of the masterplan were available at these events and members of the project team were available to answer queries and talk through the masterplan proposals.

There were 140 respondents to the consultation. This included 100 residents.

• feasibility of public transport

Consultation responses were sought without any structured form or questionnaire so that qualitative data could be collected. The consultation report was published in January 2011 and is included in the masterplan evidence base.

• employment provision

Most of the statutory consultees raised a number of specific technical queries and provided useful feedback. Responses were received from a number of organisations including the South Downs National Park, Highways Agency, Natural England, Sports England, SEEDA, Forestry Commission, English Heritage, Thames Water and Royal Mail.

• deliverability of the new town centre

Some recurring issues include queries and concerns regarding housing numbers, transport impact and the Habitats Regulations Assessment.

• impact on biodiversity and green infrastructure • number of housing units proposed

• supporting community facilities Technical studies were needed before revising the masterplan in relation to consultation comments.

The studies addressed high-level concerns raised during this consultation stage.

Following this stage of consultation the studies were completed and published.

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Stage 3: Neighbourhood consultation on the proposed changes to the masterplan (informed by evidence base studies). Autumn 2011 The aims of this stage of conultation were to: • present the findings of the recent evidence base studies.

Publicising this consultation The eight proposed changes to the masterplan were: 1 Reduced housing density at Bordon and Oakhanger Sports Club 2 A new water feature

• seek comments and views on eight proposed changes to the masterplan in response to the studies and previous community and stakeholder consultation

3 Additional protection for green spaces

• identify neighbourhood priorities for the town, for consideration and potential inclusion in the next phase of the project.

5 New town park within easy reach of the town centre

4 A public plaza opposite the High Street / Chalet Hill junction

6 Smaller energy centres rather than one energy centre

The consultation was widely publicised using multiple channels.

The publicity included sending approximately 10,000 large colourful A3 flyers to homes and businesses in the GU35 postcode. These flyers were also distributed to key buildings in surrounding villages. The flyers had details of the consultation events and the proposed changes to the masterplan.

Press releases were sent out and these were given good publicity in the local papers.

An e-newsletter was also sent to approximately 500 people to publicise the events.

Invitations were also sent to stakeholders and residents.

7 Traffic management of the A325 8 Allotments in the development area rather than at Hogmoor Inclosure

In addition, the team organised press releases, radio and internet coverage – as well as social media updates.

A structured questionnaire was prepared asking participants if they supported or were concerned about eight proposed changes to the masterplan.

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They could also make additional comments about each proposed change.

In addition, they were asked to give their top three priorities for their neighbourhood.

An online version of the questionnaire and a dedicated website page was created which also included electronic copies of the exhibition boards. Flyers were also made available during the consultation period. The project team organised pre-meetings with ward councillors to prepare for the public engagement events.

Workshops Ten public workshops and one stakeholder engagement workshops took place in the period from 3 October to 23 November 2011.

All the public engagement workshops were run by independent facilitators and took place in the early evening from 5pm to 7.30pm, in a variety of local community venues. From 5-6pm there was an opportunity for residents to just drop-in to the events to find out more and ask questions. From 6pm-7.30pm there was a more formal workshop. The team was available until 8pm.

This method was used to ensure that those with limited time could still attend the events.

The venues and the dates for the events were arranged in response to requests from local residents and businesses, local councillors, availability and capacity of venues, as well as the desire to cover all areas within and in the immediate surroundings of Whitehill & Bordon and make it possible for the majority of local people to walk to the events.

Mondays, Wednesdays and Thursdays throughout October.

In total there were approximately 480 people taking part in the events + 56 stakeholders.

An independent facilitator’s report along with the consultation report are available to read on www.whitehillbordon.com.

Results of the consultation There was broad support for the eight proposed changes to the masterplan. These changes have been made in this revised document.

The overall neighbourhood priorities for the town and the surrounding villages were: 1 Traffic and transport issues

Of the ten public events, five were held in Whitehill & Bordon, and another five in the surrounding villages.

Discussion was broad across the events, with participants giving their comments during the formal and informal sessions.

Drop-in events 2 Protecting the town’s natural environment As well as the events mentioned above, the project team also ran two Saturday morning drop-in events at the Tesco supermarket and Forest Shopping Centre in Bordon. Two weekday drop-in sessions were organised at Bordon Library and the exhibition and studies were available at the old Fire Station on

3 Leisure provision (e.g. retail and new facilities) These priorities will be considered when the town is planned in more detail.

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Appendix E - Abbreviations AD

Anaerobic Digestion

PCT

Primary Care Trust

BOSC

Bordon and Oakhanger Sports Club

PPS

Planning Policy Statement

CHP

Combined Heat and Power

PV Photovoltaic

CIL

Community Infrastructure Levy

RHI

Renewable Heat Incentive

DIO

Defence Infrastructure Organisation

SAC

Special Area for Conservation

EHDC

East Hampshire District Council

SANGs Suitable Alternative Natural Greenspaces

FiT

Feed in Tariff

SDNP

GI

Green Infrastructure

SDNPA South Downs National Park Authority

HCC

Hampshire County Council

SEME

School of Electrical & Mechanical Engineering

HRA

Habitats Regulations Assessment SINC

Sites of Importance to Nature Conservation

MoD

Ministry of Defence SPA

Special Protection Area

MRF

Material Recycling Facility STW

Sewage Treatment Works

NPPF

National Planning Policy Framework SUDS

Sustainable Urban Drainage Systems

NVQ

National Vocational Qualification

WoW

Wildlife of Whitehill (a local biodiversity action plan)

WTC

Whitehill Town Council

Measurements sqm

square metres

ha hectares

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South Downs National Park

Appendices Appendix F - References These studies and reports are mentioned in the revised masterplan chapters.

Economic Development and Employment Strategy , Whitehill & Bordon Eco-town team, 2011

Neighbourhood Consultation Report, Whitehill & Bordon Eco-town team, March 2012

Where a study has been referred to in the chapters we have called it Whitehill & Bordon for consistency (as some of the studies use Whitehill Bordon - as they were produced before the name was changed).

Emerging Transport Strategy, Hampshire County Council, September 2011

One Planet Living Strategy, BioRegional, 2011

Assessment of open space, sport and recreation: Whitehill Bordon, JPC Strategic Planning & Leisure, July 2011

Energy Infrastructure and Service Delivery Study, LDA, September 2011

Outline Water Cycle Study, Halcrow, March 2009 Energy Feasibility Study, LDA, July 2011 Planning and Compulsory Purchase Act, 2004

Green Infrastructure Strategy, Halcrow, July 2011

Planning Policy Statement: Eco-towns - A supplement to Planning Policy Statement 1 Communities Local Government, 2009

Census, 2001 Grip 2 Rail Feasibility Study, Halcrow, February 2011 Detailed Water Cycle Study, Peter Brett Associates, July 2011 Draft Framework Masterplan consultation comments and responses, Whitehill & Bordon Eco-town, January 2011 Draft Framework Masterplan, AECOM, June 2010 Draft Framework Travel Plan, Hampshire County Council, June 2011 East Hampshire District Local Plan: Joint Core Strategy presubmission version, EHDC and SDNPA, February 2012

Habitats Regulations Assessment Land Management Report, UE Associates, July 2011 Habitats Regulations Assessment, UE Associates, November 2011 Healthcare Needs Study, South Central Strategic Health Authority, 2011 Junction Mitigation Options Report, AMEY, January 2012

Project Viability Study, GVA and PwC, 2012 – not yet published Retail Impact Assessment, Nathaniel Lichfield & Partners Ltd, May 2011 South East Plan, South East of England Regional Assembly, May 2009 The National Planning Policy Framework, Communities Local Government, 2012 Town Centres, Retail and Leisure Study, Nathaniel Lichfield & Partners Ltd, April 2007

Localism Act, 2012

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Transport Assessment, AMEY, January 2012 Valuation Office Agency List, 2010 (website)

These studies and reports are supporting evidence to the revised masterplan (but not directly referred to in the chapters)

Viking Park Design and Feasibility Study, Consultation report, PRP Architects, October 2011

Habitats Regulations Assessment – Air Quality Report, Air Quality Consultants, November 2011

Whitehill Bordon consultation events report by Kevin Murray Associates, 2010

Habitats Regulations Assessment, Appropriate Assessment, UE Associates , November 2009

Whitehill Bordon Economic Potentials Study, SQW Consulting, November 2009,

Modelling of carbon and ecological footprint reductions in East Hampshire, BioRegional 2009

Whitehill Bordon Opportunity Revised Baseline Report, GVA Grimley, 2008

NE Area Built Sports Facilities Study , RQA Ltd, October 2011

Whitehill Bordon Playing Pitch Assessment, JPC Strategic Planning & Leisure, October 2011

Visitors Survey Appendices, UE Associates , November 2009

Whitehill Bordon Transport Strategy, Alan Baxter Associates, March 2010

Visitors Survey, UE Associates , November 2009 What makes an Eco-town, CABE and Bioregional, 2009

Electronic copies of studies are available at www.whitehillbordon.com and www.easthants.gov.uk

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Whitehill Bordon and North East Area Open Space, Playing Pitches and built sports facilities assessment summary document, RQA Ltd October 2011, updated January 2012 Whitehill Bordon Sustainability Strategy, AECOM, 2009 Whitehill Bordon Transport Evidence Base - Model Development Report, AMEY, June 2011 Whitehill Bordon Transport Evidence Base - Model Forecasting Report, AMEY, September 2011 Whitehill Bordon Transport Evidence Base - Model Validation Report, June 2011

WHITEHILL & BORDON