Greater Cambridge Local Plan Issues & Options 2020

Access to employment and housing are prime drivers of people’s health and wellbeing . Planning for a growing economy and sufficient new homes are critical for health and social inclusion. The Local Plan should deliver a spatial strategy that connects homes with accessibility to good quality public transport, jobs, facilities and services and high-quality green spaces. Development at the scale of the new community proposed at the Six Mile Bottom Estate would see the creation of new on-site infrastructure, including open space and a GP surgery, with positive effects on public health. The new community will allow for a range of services and facilities to be designed in a way that encourages walking and cycling. Through co-operation with key stakeholders’, facilities can be provided as the new population grows. The proposal for a new community at the Six Mile Bottom Estate can be delivered in line with the NHS Healthy New Town Initiative which is underpinned by the principles of creating healthier and connected communities with integrated and high-quality services. As the master developer on Northstowe Phase 1, L&Q Estates are experienced in the delivery of healthy communities and promoting inclusive communities The Local Plan should also establish a policy framework that allows for innovative ways to deliver ‘affordable housing’ across tenure types. The plan should facilitate home ownership, by supporting initiatives such as Discounted Market for Sale, shared ownership and first buy as part of the affordable mix. Housing mix policies should also be flexible to allow for the right homes to come forward in the right location. Again, development of the scale proposed at Six Mile Bottom will allow the councils to facilitate a significant number of affordable homes to address affordability across the area. A proposal of the scale of that at Six Mille Bottom would allow for a mix of affordable housing types, as recognised in the Sustainability Appraisal, an alternative special approach based on densification would result in a high proportion of flats and therefore may not provide as large a range of housing type

Community engagement should be sought during the design process, during construction and through opportunities to influence the scheme and /or be engaged in its management and maintenance after completion (where relevant), particularly in circumstances where unforeseen consequences emerge. L&Q Estates Ltd and Hill Residential Ltd are committed to working with stakeholders to deliver a proposal that meets the needs of both East Cambridgeshire and Greater Cambridge Authorities and to fully address the four ‘big themes’ of Climate Change; Biodiversity and green spaces; Wellbeing and social inclusion; and Great Places. The Town & Country Planning Association outline in their guidance on new settlements that land value capture is for the benefit of the community. A strong vision, community engagement, the community ownership of land and long-term stewardship are components of successful new settlements. The proposal for a new community at the Six Mile Bottom Estate has the potential to include the community ownership of assets, through a Trust structure. Through this model all residents will be members of the Trust which will be funded through an annual charge applied to all dwellings. This is becoming a common model in the long-term stewardship of successful communities.

A prime driver of people’s health is access to employment and good quality housing. Providing for employment and housing needs is therefore critical. A spatial strategy that can support connected spaces where people do not have to rely on the private car for their daily routine of school, work, shopping and leisure. Enabling active lifestyles and opportunities for social interaction is a priority. The proposed new community at the Six Mile Bottom Estate can provide homes, jobs, together with essential central services such as secondary and primary schools, community hubs and medical facilities as well as local retail space will provide the important elements to allow a new community to thrive. The internalisation of these elements will reduce the need for car travel and promote sustainable travel options with significant health and wellbeing benefits. The proposal for a new community at the Six Mile Bottom Estate can be delivered in line with the NHS Health Town Programme underpinned by the principles of creating healthier and connected communities with integrated and high-quality services.

This can principally be achieved through the reduced use of polluting vehicles by: ● Locating development where there is good access to active travel, coupled with access to affordable, frequent, reliable and high-quality public transport options; ● Better cycle and pedestrian connectivity – achieved by developments directly and through a coordinated s106 infrastructure programme.

This can principally be achieved through the reduced use of polluting vehicles by: ● Locating development where there is good access to active travel, coupled with access to affordable, frequent, reliable and high-quality public transport options; ● Better cycle and pedestrian connectivity – achieved by developments directly and through a coordinated s106 infrastructure programme.

New development can provide opportunities for improvements in the quality of the historic environment. For example, the setting of heritage assets often has elements that detract from the significance of the asset. However, it will be important for the Local Plan to balance heritage protection with the demands of growth and proposals affecting heritage assets should continue to be required to include for an assessment of significance of any heritage assets affected.

‘Place-making’ – creating and sustaining a positive and distinctive character in an area – is important to the economic success of the Greater Cambridge area, as identified by the CPIER. This is also supported by the NPPF (paragraph 124) which confirms that good design is a key aspect of sustainable development, creates better places in which to live and work and helps make development acceptable to communities. The NPPF continues by advising that plans should set out a clear design vision and expectations and design policies should be developed with local communities so they reflect local aspirations. To provide maximum clarity about design expectations at an early stage, plans or SPDs should use visual tools such as design guides and codes. The Cambridgeshire Quality Charter for Growth sets out core principles of the level of quality to be expected in new developments in Cambridgeshire and the four ‘C’s’ of Community, Connectivity, Climate and Character align well with the four big themes of the emerging Local Plan. This forms a good basis to set out a design vision for the new Local Plan.

Nothing chosen

National policy requires Local Planning Authorities to support development that builds on economic growth, increases productivity and where development builds on a location’s strengths. The National Planning Policy Framework (NPPF)1, paragraph 7 confirms that the purpose of the planning system is to contribute to the achievement of sustainable development. One of the three overarching objectives intended to contribute towards sustainable development, as set out in paragraph 8, states: “An economic objective – to help build a strong, responsive and competitive economy, by ensuring that sufficient land of the right types is available in the right places and at the right time to support growth, innovation and improved productivity; and by identifying and coordinating the provision of infrastructure.” Chapter 6 of the revised NPPF specifically deals with the need to build a strong competitive economy. Paragraph 80 states: “Planning policies and decisions should help create the conditions in which businesses can invest, expand and adapt. Significant weight should be placed on the need to support economic growth and productivity, taking into account both local business needs and wider opportunities for development. The approach taken should allow each area to build on its strengths, counter any weaknesses and address the challenges of the future. This is particularly important where Britain can be a global leader in driving innovation, and in areas with high levels of productivity, which should be able to capitalise on their performance and potential.” Cambridge has a recognised role in delivering the UK Industrial strategy. Particularly it can help increase UK GVA growth through higher productivity as well as employment growth. Cambridgeshire and Peterborough Industrial Strategy supports the UK Industry Strategy. It looks to leverage the strengths of the Cambridge cluster, support the Cambridge innovation system, continue to attract international firms and support the expansion of high growth companies. Economic growth projections for Greater Cambridge have come under scrutiny with the Cambridgeshire and Peterborough Independent Economic Commissions (IEC) providing evidence in their report (CPIER) suggesting official statistics under represent past levels of economic growth in the region and have projected them forward, thereby underestimating future employment growth. To meet C&PCA target of doubling GVA by 2041, a significant increase in growth in both employment and productivity is required in Greater Cambridge. This in turn will require a step change in the level of both office and industrial premises to accommodate this growth. 1 MHCLG. February 2019. National Planning Policy Framework. Greater Cambridge Consultation Document - Six Mile Bottom Page 19 The emphasis on clean growth places a responsibility on planners to make the most of locations, benefiting from rail infrastructure and active travel opportunities. Investment in low energy buildings is also key to improving energy productivity. Economic Growth is essential to Greater Cambridge and the surrounding area as identified by CPIER (Cambridgeshire and Peterborough Independent Economic Review). As part of the devolution contract to Cambridgeshire and Peterborough is a commitment to doubling the economic output of the area (Gross Value Added) over 25 years. This target needs to be at the heart of the Plan.

The Local Plan needs to ensure that there is sufficient land for business uses, in the right places and to suit different business types and specific business clusters. The Local Plan should recognise that employers come in a range of sizes, from start-ups with a few individuals to major firms with hundreds of employees, and the area needs to have the right range of premises to support these varied needs. As recognised in the Issues and Options consultation document, while technology is important to the local economy, other types of industry and agriculture also play an important role and ensure a variety of jobs for local people. To ensure a broad economic basis, it is essential that a range of business and industrial space is provided. This should include space for start ups (for those business in the early stage of a new business), Incubator (providing start-up and scale-up space for companies, including support and services) and grow-on space (premises suitable for small growing businesses). The plan should be flexible to adapt to changing working practices and respond quickly to opportunities for specialist space.

Locations with high levels of public transport access should be identified for businesses with high employment densities. This would include sites within walking distance of train stations, travel hubs and along transport corridors. “by ensuring good quality public transport is in place before development, the number of those new residents who will use the transport is maximised. This is also likely to be the best way to stretch some of the high-value businesses based within and around Cambridge out into wider Cambridgeshire and Peterborough. These companies will not want to be distant from the city, but these clusters could ‘grow’ out along the transportation links, providing connection to other market towns.” 2 The new community proposed at the Six Mile Bottom Estate would provide for jobs and homes significantly reducing the need for car journeys. The proposal is for a balanced job ratio of 2 CPIER p41 Greater Cambridge Consultation Document - Six Mile Bottom Page 20 approximately one job per household, this level of internalisation of job creation will significantly aid to achieving zero carbon. The Vision capitalises on: ● The Site's locational advantage in respect of Cambridge’s established high tech business locations and its associated supply chain, as well as The Fens micro and agritech businesses; ● Its emphasis on delivering fast and convenient public transit / mobility through rail, road and CAM; ● The compact and critical mass of its resident population creating a Natural Capital approach to capturing the growing home-work / flexible workplace opportunities, and; ● An ability to deliver a zero carbon living and working environment in part through significant on-site renewables. We anticipate these unique qualities will support significant job growth and new employment facilities at Six Mile Bottom for: ● The high tech sector; ● Establishing an Agri/Equine Tech ‘launchpad’; ● Create significant advance of home-work hubs; ● Co-working and flexible working centres; as well as, ● Providing strategic space for supply chain and emerging technologies that would benefit from the locational benefits. Whilst this approach to jobs is specific to the established and emerging work sectors, it importantly creates the conditions for new businesses, start ups and grown on space to succeed, and critically provides the mobility, energy and community infrastructure to deliver a zero carbon living and working community