West of Waterlooville, Hampshire Ensuring a consistent approach to design quality

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1 West of Waterlooville, Hampshire Ensuring a consistent approach to design quality This case study shows how consistency can be applied to a large scale strategic development proposal to ensure high quality design where there are different local authorities, different developers and significant changes over time. A strong platform for success was created through the combination of having a clear shared vision, robust project management and the effective use of design tools, such as masterplans and codes. There are also the positive outcomes of achieving transparent working, and engendering trust and certainty between the parties.

2 Location Plan showing West of Waterlooville MDA, with gray hatched area showing 2008 permission. (Courtesy of Winchester Borough Council) Introduction This case study shows how consistency can be applied to a large scale strategic development proposal to ensure high quality design where there are different local authorities, different developers and significant changes over time. Key lessons are drawn from ATLAS experience of working on West of Waterlooville in Hampshire. This involved two neighbouring local authorities, Winchester City Council and Havant Borough Council, working together to meet growth through a planned extension to the town. Project background The West of Waterlooville Major Development Area (MDA) straddles the boundary between Winchester City and Havant Borough, but was allocated as a strategic site in the Hampshire Structure Plan, Winchester District Local Plan and Havant Core Strategy. The MDA comprises 2,000 new dwellings and includes a reserve site for a further 1,000 dwellings. As well as being located in two different local authorities, two separate developers were promoting development on their landholdings: Taylor Wimpey in the north, comprising 450 dwellings with employment, local centre and associated infrastructure; and Grainger on remaining land, comprising 1,550 dwellings, employment and associated mix of commercial & community uses. Both were granted planning permission in January Taylor Wimpey went on to gain Reserved Matters consents and is now building out their part of the scheme. In 2009 Grainger undertook a technical review of the approved scheme. This demonstrated that as a result of the economic downturn key elements rendered the scheme unviable. It concluded that there was a need to comprehensively re-phase and remasterplan the site, including the previously reserved land for an additional 1,000 dwellings. As a consequence, the applicant elected to prepare a revised scheme. A revised hybrid planning application for the Grainger component of the scheme was submitted in November Outline permission was granted in 21st March 2011 for the development of approx 2,550 homes, a local centre, employment uses and community facilities. Full planning permission was also granted for the development of Phase 1 comprising 194 homes. This means in total there is now planning Permission for 3,000 new homes in the West of Waterlooville MDA. Key learning Overall a consistent approach to ensuring design quality at West of Waterlooville has been achieved through: 1.) having a clear shared vision for the project that has been maintained despite changes; 2.) implementing robust project management, which involves both authorities and relevant parties; and 3.) the effective use of design tools. The power of a shared vision ATLAS helped the two local authorities and other stakeholders develop a shared vision for the site. This helped to foster collaboration between the two authorities. It also set a clear direction of travel to the project and provided an invaluable reference point for all parties during some of the key changes, whether it was the economic downturn or personnel working on the project. The vision was agreed in 2005 by the West of Waterlooville Forum, It proved to be a powerful tool in ensuring continuity. According to the Committee Report the 2005 vision was central to the current (2011) proposals through the design principles and details set out in the masterplans and draft design codes.

3 ATLAS delivered a really excellent and helpful session (on masterplanning) with some good practical outcomes and my team felt it was of real benefit to their thinking. ATLAS delivered again. Steve Tilbury, Corporate Director Winchester Borough Council. Robust project management An early task for ATLAS was to help shape an appropriate project management structure, which could deal with the complexity of a cross boundary strategic proposal. The factors that made this successful in securing consistency to design quality were: Setting up of a project Steering Group including officers from both Winchester CC and Havant BC, the developers and stakeholders such as the County Council. This was instrumental in engendering trust and cooperation, agreeing the shared vision, together with helping to bring a fresh approach to the design. Setting up specific working groups to tackle key issues, including an urban design working group. This helped to define how the vision should be interpreted into urban design principles, what documents should be submitted and what should be in them. The sharing of resources between the two authorities for the benefit of the project, for example expertise in ecology. Good record keeping from all meetings and decisions to ensure the history of decision-making was captured was important to minimise the impact of changing personnel, both within the Councils and the developer team. With funding provided by both developers, appointing a coordinating officer to work for both LPA's to streamline the transition from planning to delivery. The post is the first point of contact for Members, the public and the developer, and handles the discharge of conditions. The post also ensures, through engagement with planning lead officers, that the qualitative aspirations of the scheme negotiated through the planning process are delivered on the ground. Besides the structural and organisational factors, there are two fundamental qualities displayed by the parties that were necessary to there being a consistent approach to the project. First, both authorities demonstrated strong leadership and commitment. Second, trust and openness was gradually built into the working relationship, so that ideas could put forward and challenged and the mutual benefit of working together could be perceived. ATLAS helped the parties move from working in parallel to enter into a constructive dialogue. One of the most successful elements of the project was the procedural arrangements for elected member engagement and decision making. A member level joint forum was established which had a membership from the two district councils and Hampshire County Council. This did not make planning decisions (and deliberately shared no members with planning committees) but enabled members to debate key issues about the development proposals in public before applications were submitted. The two LPAs subsequently made their own planning decision but at a joint meeting based on one committee report, presentation and set of conditions. This ensured consistency and common purpose.

4 Illustrative image from the Design and Access Statement (image courtesy of Grainger and Savills) The effective use of design tools The vision requires the highest possible quality of urban design. It was, however, obviously challenging to have two different local authorities and two different consultant teams producing separate masterplans. In addition, it was also challenging to maintain a consistent approach to design quality over time as the project evolved into new proposals, and new consultant teams were appointed and new masterplans produced. Faced with this, there were some critical factors which helped continue a high quality scheme: A robust and consistent approach to masterplanning was maintained. This entailed making sure masterplans prepared by each side showed the whole of the development, not just their bit. Involving ATLAS to bring the parties together to agree a common design philosophy and to review the masterplans produced at different stages. This involved ensuring the masterplans were frameworks within which acceptable design codes and detailed applications could be prepared. One important aspect was to define clearly identifiable character areas. Another was to give proper regard to place and context, for example use of design approaches inspired by the small Hampshire towns, such as a mix of dwellings clustered around a green space. The early submission of design codes proved to be beneficial in a number of ways. Firstly they acted as key drivers on quality by illustrating and guiding how the development would be built out in detail. Secondly they helped maintain confidence that a consistent approach would be applied across both authority areas and developer landholdings. Finally, and perhaps most important, they acted as a catalyst to draw people in to a positive dialogue about the quality of place and what that would mean over time. Another key lesson was about smart Design Review. CABE Review proved beneficial, but the two different parts of the scheme were considered by different Panels (one national one regional) and this produced different and potentially confusing advice. However a local design panel was then set up for the Taylor Wimpey first reserved matters application and this proved to be a more effective way of having a consistent discussion and approach about the detailed design. In early 2011, using a workshop format, ATLAS helped the two councils to evaluate the suite of design documents that related to the application masterplan, design and access statement, draft design code and Phase 1 application. ATLAS also produced its own independent review of these documents for the Councils. This resulted in some final amendments to the proposals and agreement with the applicant to defer completion of the design code until after consent had been granted. A planning condition was imposed that requires submission and agreement by the Councils to amended design codes. ATLAS is currently involved in facilitating discussions between the Local Authorities and the applicant on the final content of the design code to ensure it provides clear guidelines for future developers; ensures variety in is achieved across the different character areas; and allows the flexibility for creativity in the design of future phases. In ATLAS view, a critical lesson is that masterplans and Design Codes do not bring about improved design quality in themselves, but it is the strong commitment of individuals and collective determination to implement best practice, to innovate and to understand

5 and resist poor design that is critical. It is therefore valuable to invest in design skills within a local authority; to take advantage of design enabling, if it is available; and to ensure continuity and management of the design process beyond the granting of planning permission. Conclusion The West of Waterlooville case study demonstrates how different local authorities and developers can work together to deal with changes and challenges of a large scale strategic development, and move forward with a high quality proposal. There is still much work to be done but a strong platform for success exists through the combination of having a cleared shared vision, robust project management and genuine commitment to use design tools, such as masterplans and codes, to realise shared aspirations for creating a quality place. Underlying the project, and apart from the hardware of masterplans and codes, there are positive outcomes including transparency, trust, clarity and certainty between the authorities and developers. At a glance: Scheme: LPAs: 3,000 new homes (Grainger: 2,550, Taylor Wimpey: 450) employment uses and supporting infrastructure. Winchester City Council and Havant Borough Council Developers: Grainger, Taylor Wimpey Key Dates: First applications for 450 (Taylor Wimpey) and 1,550 (Grainger) dwellings made in 2005 and approved in Revised outline and first phase detailed applications (Grainger component) submitted for 2,550 new homes in November Resolution to Grant planning permission March 2011 Image courtesy of Grainger & Savills Key Links for more information Winchester City Council Planning Committee Report 21st March 2011 Grainger The information contained within this Case Study is a point in time extract from the ATLAS Guide and has been prepared based upon direct experience and research of the ATLAS team. It is recognised that every project will be unique in terms of the physical, social and economic context, the characteristics and needs of existing and future communities, the variety of public and private sector interests, political willingness and the attitudes, skills and organisational culture of the various parties involved. Stakeholders referring to this information will therefore need to consider its appropriateness in relation to the status of their project, or the issues that they may be facing. The advice is not intended to be prescriptive or final, and will be updated online as further good practice becomes available. For more information and up to date content please contact Advisory Team for Large Applications Central Business Exchange Midsummer Boulevard Central Milton Keynes MK9 2EA T: E: enquiries@atlasplanning.com W: