An Evaluation of Tornagrain A Scottish New Urbanist Town Property Development Processes UP51005 2020/21
Cameron Duncan-Cox 120007535
F0.1 - Front Cover Graphic Personally edited from Early Tornagrain Concept Illustration[ F0.2 - Early Tornagrain Concept Illustration [https://i.pinimg.com/originals/8c/fc/3b/8cfc3b8b39cd18008fd5acff762a2791.jpg] Page Intentionally Left Blank Executive Summary Contents
This report aims to evaluate the growing New Urbanist settlement 01 - Megaprojects & Contexual Framework 7 of Tornagrain, which is located in the Scottish Highlands, and 1.1 - Tornagrain as a megaproject 8 communicate an understanding of how this project was informed by 1.2 -Socioeconomic Context 10 Poundbury and in turn informs Chapelton. 1.3 - Planning Policy Context 12 Tornagrain qualifi es as a megaproject by virtue of its brief which shares characteristics of other projects with comparable scale and 02 - Critical Evaluation Framework 15 cost and through contextual framework it describes the premise for 2.1 -Evaluation Framework 16 Tornagrain’s conception. 2.2 - Front End Planning 16 2.3 - Land Ownership 17 To evaluate the development, a critical evaluation framework was 2.4 - Securing Funding 18 devised. It analyses the key components of Moray Estates Development 2.5 - Establishing Design Team 19 Company’s (MEDCO) front end planning which sought to understand 2.6 - Establishing Principles 20 it’s established counterpart in England. It utilised a charrette workshop 2.7 - Project Feasibility 21 to provide opportunity for early community engagement. From both of which a design was formulated to ensure the New Urbanist 2.8 - Project Governance 23 fundamentals within its Scottish context. 2.9 - Stakeholders 24 2.10- Design Code 26 However, the phased project is signifi cantly behind schedule. A more 2.11- Phased Delivery 27 comprehensive understanding of endogenous and exogenous risks 2.12- Community Engagement 28 will clarify the factors responsible for this delay. At this stage, the 2.13- Relation with Governance Stakeholder 29 potential for its success is evident but achieving this is dependent on 2.14- Property Marketing 30 continued risk mitigation and adherence to its design code. 2.15 -Project Impact 30 2.16- Risk Strategy 31 2.17- Endogenous Risk 32 2.18- Exogenous Risk 33 2.19- Front End Planning Evaluation 34 2.20-Tornagrain Timeline 36 2.21- Conclusion 38
03 - Bibliography & Appendix (Return on Investment) 39-47 F0.3: Tornagrain Drone Footage Jonentz, D., 2019.[image] Available at:
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6 7 Characteristic Relevance Explanation Characteristic Relevance Explanation Characteristic Relevance Explanation Long Duration High Tornagrain's brief is expected Pursuit of a large scale policy High Seeks to become accepted as Consistent cost High MEDCO was surprised by the to take 50-60 years to making a more effective and profitable underestimation and poor amount required investment to 1.1 Tornagrain as a Megaproject complete. way of implementing performance get a planning application residential developments granted. As defi ned by Greiman: there are 25 recurrent characteristics Scale & Dimension High Andrew Howard (MEDCO Project delivery and High comparedHeavy enthesis to volume on front house end found within mega projects which distinguish themselves Managing director) stated procurement buildingplanning. which sticks to the from regular developments. These go beyond the scale and that in its entirety, Tornagrain status quo. cost of a project, looking into the complexity and management Type of Industry & Purpose Medium It is part of a larger framework Continuity of Management High Moray Estates are client, sole Risk Management in Complex High Implications of Brexit, COVID-19 would cost £1.65 Billion. of issues which frequently arise. However, each mega project (a96 growth corridor) to which developer and land owner Projects and economic recession of is unique and demonstrates these characteristics to varying £326 million is required for the which incentivises a long term 2008 and its effect on the A96 degrees. To equate Tornagrain as a mega project the following evaluation was conducted, indicating the relevance of each infrastructure. Costs to be interest in management. Development. characteristic. Design and construction High distributedA provision ofthrough 5000 homes, all with Technological and procedural Medium Technology related to reducing Socioeconomic impacts High MEDCO seeks to create complexity stakeholdersprovision of educational, involved in the complexity carbon footprint of built houses multiple jobs and commercial largercommercial, framework. leisure and to net 0 by 2030. units at Inverness Airport services included. Business park. This may further Sponsorship and financing High Larger framework is both Organisational Structure Medium A good mixture of different Cultural Dimension Low remove commerce from the
public and private sector stakeholder types, however local city of Inverness' waning funded. Tornagrain brief they are not intercontinental. Highstreet. requires 25% of homes to of affordable tenure. Government Life Cycle High Tornagrain sets to become a High Degree of regulation High Design Code created to inform Systems and Methodology grants and private small town created over all future planning applications complexity sponsorship was accepted. several phased additions of within development. Long Complex and Critical High The concept of Tornagrain was Multiple Stakeholder High Through conception to current Low varying density. Front End conceived in 2002, it was not stage of construction (Phase
until 2013 that a planning 1B) There is over 20 identified High Public Profile High Given the scale of Dynamic Governance High A96 Growth Corridor brings Environmental Impact Medium Change of land use from application was approved. stakeholders development, multiple structures with it multiple stakeholders agricultural to build subdivisions of the government which all must be governed to environment. Also implications R1.0: Greiman, V., 2013. Megaproject Management : Lessons On Risk And Project Management From The Big Dig. John Wiley & Sons, Inc., Hoboken, New Jersey, pp.12-24. and private stakeholders are different degrees. of maintaining low carbon F1.0 - F1.2: Personal Tables Public Scrutiny High Multiple opportunities of Ethical Dilemmas and High Given high reliance on Collaborative Contracting, Medium Multiple contractor / involved. footprint as part of low carbon engagement with public were challenges engagement with community Integration and Partnering engineering stakeholders initiative. 8 arranged over the course of to which some believe to be a involved. 9 front end planning. marketing ploy to guarantee
house sales. Subtitle1.2 Socioeconomic Context
There are many socioeconomic factors seem a dramatic increase but, because 2002 and 2012 alone, and salaries, up to and utilised as largely vacant holiday at play that must be considered when of the scarcity of settlements within the 20% in some instances, are attributed to homes and highly profi table hotels and anticipating the development, reception, Highlands, is rather signifi cant. a surge in workforce relocation spurred B&Bs. This gentrifi cation of the inner city and premise of Tornagrain, including: by concentrated recruitment efforts by has exacerbated a housing shortage the economic growth of Inverness, the More than a quarter of the Highlands’ progressive Invernesian business owners. which the Highland Council intends composition of its population, how population lives within the periphery of to mitigate with the construction of these are expected to progress and the Inverness, an infant city that is recognised This net migration has played a key role affordable housing. Consequently, this speculative role of Tornagrain on this as its capital. It is acknowledged as the in the overall population growth of the can be expected to lead to an infl ux of car- progression. fastest growing city in Scotland, with an Highlands between 2012-2018, with an centric suburban sprawl, a matter which increase in population of 15% since 2001 estimated population increase of 715 has historically scourged the agricultural The location, bridging the Highlands and and amounting to an estimated 64,000 in exclusively within Inverness during 2015. land around the city of Inverness since the more southern cities of Scotland, has 2019. This growth extends as far as Nairn The recruitment drives responsible for the 1980s. earned Inverness the moniker of the hub of which grew to 10,710 in the same period. much of the overseas labour force moving the North. Tourists travelling between the to Inverness are naturally expected to Tornagrain’s development has to-date major cities and scenic Highlands stop to Infrastructural improvements are partly diminish with Britain’s withdrawal from weathered both the Economic Global visit various attractions such as Inverness responsible for increased tourism, which the European Union. This, in turn, is a Recession of 2008 and the duration of Castle which overlooks the namesake in turn contribute to the increase in contributing factor to the Highlands’ the COVID-19 pandemic through to the River Ness. Tourists can also easily access population. These improvements include population increase being limited to only construction of Phase 1B. However, due Loch Ness via the Caledonian Canal which changing the A96 and A9 road from Perth 0.5% in the next 8 years. to the latter, there is evidence that we also runs through the city. from a single to a dual carriageway in have entered another period of economic line with Transport Scotland’s economic However, the economic boon from downturn which must also be endured. The population of the Scottish Highlands growth plan and the addition of fl ight increased tourism and infl ux of migrant The implications of, and precautionary rose by 8% between 2012-2018 (from destinations such as Amsterdam to workers has also presented an issue measures against, this can be found 217,450 to 235,540) and this is projected Inverness’s nearby airport. for the less affl uent population of the within 2.15 Exogenous Risks. to reach a population of approximately Highlands. Particularly within Inverness, 236,664 before 2028. This is an increase Economic growth is evident from increases tourism has increased the amount of of 0.5% over 10 years, which may not in the local property values, 81% between characteristic property being purchased
R1.1- Nrscotland.gov.uk. 2019. Highland Council Population Estimates. [online] R1.3-Citypopulation.de. 2019. Nairn (Highland, Scotland, United Kingdom) - Population R#.# Project Scotland, 2020. Inverness announced as Scotland’s fastest growing city. R#.# Weldon, V., 2013. Scottish City Property Prices Rise Most in UK. The Herald, [online] Available at:
10 11 Subtitle1.3 Planning Policy Context
The National Planning Framework (NPF), homes intended to be built in rural land in They also inform the Affordable Housing initiated in 2004, is a governmental line with the A96 development framework. Supply Programme (AHSP) which guides response to the need for new housing. It is It is also stated that the data extrapolated the Government’s investment decisions in consistently being reviewed and aims to regarding population and housing local developments. project areas of sustainable growth with needed is based on indicative past trends development and infrastructure projects. rather than predictive. Refl ecting on the Since 2016, the Highlands SHIP has Within NPF1, the Inverness and Moray Firth governmental aspirations for economy committed to a provision of 500 affordable areas are identifi ed as having suitable and populace growth, which are implied homes per annum. Together, the Inverness potential for economic growth in light of to surpass the indicated projections, it is and Nairn areas are targeted to receive recent population growth. stated that “planning should refl ect this, 50% of this stipulation. Local developers, to ensure a generous supply of land for which includes Moray Estates are The A96 development framework was laid housing.” contractually obligated through Section out in 2004 with the intention of furthering 75 agreements to designate 25% of total and sustaining economic growth in the NPF3 projected that 30,000 houses will residential units as affordable housing. Inverness and Moray Firth areas. Within be delivered in Scotland from 2011 to 35 years it plans to change the A96 into a 2016 and advocates for the delivery of dual carriageway, accommodate 30,000 affordable rural housing in conjunction homes through several developments with improved access to higher education, such as Tornagrain, construct a new jobs and public transport to focus on the business park (IABP) at Inverness Airport retention of younger demographics within opposite the Tornagrain site and create a more rural areas. rail halt on Moray Estate land. The Scottish Government, 2014. Scotland’s In NPF2 (2009) it is communicated that not Strategic housing investment plans all new homes “can be built on previously (SHIPs) were created by local authorities developed land” and thus highlights to assess the demand of housing within Tornagrain as a development of 5,000 their jurisdiction over 5-year periods.
R1.5- The Scottish Government, 2004. NATIONAL PLANNING FRAMEWORK FOR R1.7-The Scottish Government, 2009. National Planning Framework For Scotland 2. NPF. R1.8 The Highland Council, 2020. Strategic Housing Investment Plan 2021-2026. SCOTLAND. [online] The Scottish Government, pp.19, 30, 49 76. Available at: [online] The Scottish Government, pp.10-11, 86. Available at:
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14 15 2.1 Evaluation Framework 2.2 Front End Planning 2.3 Land Ownership
To evaluate the success of Tornagrain’s Although expensive, front end planning is The rural land that Tornagrain and the implementation based on the intrinsic widely recognised as mandatory practise IABP is established on is part of the need of such a development evidenced within any project to mitigate factors estate of John Douglas Stuart, the 21st from the contextual analysis of the which would otherwise prevent or delay Lord of Moray. It is managed by Moray previous sections; a critical framework a successful outcome. A general strategy Estates Development Company (MEDCO) will discuss the following topics: would consider feasibility of the project and, prior to development, it existed as and its objectives by analysing related agricultural land which was leased out to 2.2 Front End Planning sector markets and socioeconomic local farmers. However, the potential for 2.3 Land Ownership data trends. At the same time it might increased land value through the process 2.4 Securing Funding identify relevant stakeholders and design of property development was a great 2.5 Establishing Design Team teams members which would provide incentive to diversify their asset portfolio 2.6 Establishing Principles experienced consultation to aid the which largely outperforms the annual 2.7 Project Feasibility analysis. existing revenue from land leasing. It is 2.8 Project Governance idealised by Lord Moray to establish an 2.9 Stakeholders urban legacy which pays homage to 2.10 Design Code the 10th Lord’s feudal properties which 2.11 Phased Delivery constitute part of Edinburgh’s New Town. 2.12 Community Engagement 2.13 Relation with Governance
2.14 Project Marketing 2.15 Project Impact 2.16 Risk Strategy 2.17 Endogenous Risk 2.18 Exogenous Risk
From here an evaluation based on this framework of the stated topics R2.0- Morayfeu.com. n.d. History – Lord Moray’s Feu. [online] Available at:
R2.1- The Highland Council, 2007.The A96 Growth Corridor Development Framework. workshop (2006) which was arranged in [online] Halcrow, pp.33-40. Available at:
Through this research, MEDCO sought 1. It will be a compact town, scaled for the pedestrian rather than the At the other end of the UK within county The community-focused pedestrian growth’. This value stems from responsible to understand what had gone wrong in motorist. Dorset resides Poundbury, an extension to housing model implemented in stewardship and extends well beyond existing cities such as Inverness. They the town of Dorchester. The estate of land Poundbury serves to integrate the housing to the reduction of maintenance concluded that growth is not the issue 2. It will be large enough to support an excellent range of community belongs within the Duchy of Cornwall, residential and retail property on the main costs from quality construction materials, but rather the way that growth was and leisure facilities plus appropriate local shops. which is currently stewarded by Charles, street and create walkable, human-scale provision of employment opportunities accommodated. This is addressed within 3. It will contain a wide but integrated range of homes for different the Prince of Wales - the founder of The neighbourhoods. and stimulation of the local economy section (2.7). household sizes and incomes. Prince’s Foundation. beyond that attributed to construction This approach, defi ned by integration of work. Based on this, MEDCO established the 4. It will have excellent public transport, walking and cycling connections The town of Dorchester, like the majority purposes, employment of local materials, following principles prior to the 2006 to Inverness, Nairn and the airport business park. of settlements has lost sight of the regard for the location’s personality and The success of sustainable developments charrette. They were then further honed by 5. It will generate new employment and will be integrated with major human scale, segregating residential activity and the portrayal of community such as this, while thorough and well- DPZ, other consultants and 600 members local employment centres. and commercial property catering more values proved to be a successful return documented, are conditional on being of the local community in attendance. to motorists and large retailers, this on investment thanks to a steadfast allocated suffi cient time to be nurtured 6. It will complement the surrounding landscape and take advantage of subsequently made it a good example adherence to its principles. The focus on by a landowner with the commitment to existing buildings, landscape features and views. of suburban sprawl. It is particularly mixed unit types, a plenitude of quality long-term participation and fi delity to the 7. It will incorporate innovative environmental measures, designed to comparable to Inverness, despite having affordable housing and ecologically design code established at the outset. minimise consumption of natural resources, and reduce dependence very different housing prices and land sustainable features provided an values, because of its adjacency to integration of livelihood, different As evidenced by analysis conducted on main infrastructure Poundbury which is so similar in intent to demographics, and nature respectively. by The Princes Foundation, there is 8. It will be the centre of architectural excellence and innovation in the the settlement of Tornagrain. fi nancial incentive to choose this model Highlands. The general consensus at the time of over that of the mass house developer. 9. It will encourage local town management and will actively foster a With help of Léon Krier, a now infamous Poundbury’s conception was that its It is a longer term but wiser investment advocate of New Urbanism, to employ the ambitions were unattainable. And now, to those who can afford to wait, in that sense of pride and civic responsibility. Prince’s ambitions, Poundbury has been with the resonating success it has had in people recognise the inherent value in 10. It will enjoy planned growth, so that all the above objectives are met constructed as a contradictive model to the prevention of suburban sprawl and the sustainable focused communities. The at each stage of its development. the sprawling suburbs derived from post- excellent value it provides to shareholders mixed-use approach has the benefi t of war housing schemes built around the positions it as a role-model for ‘good fl exibility as needs change over time with car. the market, spreading risk over multiple
R2.4-Doune, J., 2006. Tornagrain, Charrette Edition: A Planned Town For The Highlands. R2.5- Ratcliffe, J., Stubbs, M. and Keeping, M., 2009. Urban Planning and Real Estate R2.6- George, C., 1987. A Speech By HRH The Prince Of Wales At The Corporation Of sectors. [ebook] Moray Estates Development Company Ltd. Available at:
“We’re going to be around for a long time, “If we had worked with a development partner, there This could be considered synchronistic so we’re incentivised to do a good job” of APM’s defi nition of project governance, (Lord Moray 2019) wouldn’t have been enough value in the land to make it which is stated as: “the framework attractive to a developer and leave anything left over for of authority and accountability that It was MEDCO’s understanding of the us. It has been expensive, but we don’t regret it because we defi nes and controls the outcomes and precedented model and the path benefi ts from projects, programmes and of delivery for success which gave have complete control of a project that will probably go on portfolios” confi dence to go ahead to formulate a for the next 50 years,” going on further to say, “We can wait design code derived from Poundbury’s for our payback because we’re not sitting on targets where However, it could be argued that without with their chosen principles to base Turnberry’s consultation and connections, Tornagrain on. This sentiment on the part we have to make our investment back in fi ve years like so MEDCO might not have been able to of lord Moray is as good example of the many companies.” reach the level of fi delity considered in dedication to expected of a responsible the project’s front-end planning. It was stewardship role as per the spirt of Prince (Lord Moray 2019) through their organisation of all the Charles’ philosophy. other consultants which led to the level of analysis required to put Tornagrain forward for public consultation which, also was arranged by Turnberry. They also claim responsibility for managing the planning application, ensuring the level of information within the supporting documentation was suffi cient to gain approval.
R2.10- The Prince’s Foundation, 2019. Housing Britain: A Call To Action. [online] The F2.3- The Princes Foundation, 2009. A Strategic Land Investment Model. R2.11-The Prince’s Foundation, 2019. Housing Britain: A Call To Action. [online] The R2.12 - Apm.org.uk. n.d. What Is Governance? | APM. [online] Available at:
22 23 2.9 Stakeholders
Stake Holders to present date Role Benefit to Project Interest (Other thanStake Financial Holders Profit) to present date Role Benefit to Project Interest (Other than Financial Profit)
Recognition associated with development, Now also works on Brooks Murray Architect for A&J Stephens Building Warrant Drawings Increase value of owned land. Emulating the 10th Lord Moray's Chapelton of Elsick, legacy within Edinburgh New Town with a new lifetime Ensuring regulated infrastructure into their system. Association Moray Estates Development Company / Tornagrain Client,Ltd (MEDCO) Land Owner & Primary Developer Land provision, Funding. Scottish Water Water & Sewage Infrastructure Governance (Mandatory as part of planning application) development. Diversifying Asset portfolio. with project,
Bank of Scotland Financial Sponsor Infrastructure Funding Association with project, Long term supporters of Moray Estates
Inverness Airport Business Park Ltd (IABP)(Joint venture between Key element of A96 Development .Reduces overall infrastructure Moray Estates, Highlands & Islands Airports Ltd, Highlands & Developing alongside Tornagrain Business Park to create jobs and local commerce to Tornagrain. costs to Tornagrain Development Islands Enterprise) Association with project, continued frameworks with Scottish Morrison Construction Water & Sewage Infrastructure Contractor Water & Sewage Infrastructure works Water Horizon (commercial subsidary of Scottish Water)
Helping Fund Infrastructure, Affordable Housing. PlanningA96 Growth Corridor: Housing demands, affordable housing The Highland Council (THC) Local Council governance. demands, economic opportunities.
WSP Road & Infrastructure Consultant Road Infrastructure for Phase1 Association with project, Now also works on Chapelton of Elsick Power to change planning policies, can provide funding,A96 Growthpower to Corridor: Housing demands, affordable housing The Scottish Government Political Governing Body bypass local authority (THC) demands, economic opportunities. SSCI
Organised charrette, Full Consultation support, PreparedDiversifying Planning portfolio of experience in Residential Estate Application. Provided invaluable knowledge to MEDCODevelopments, when went on to work on multiple others such as Turnberry Consulting Ltd Project Manager, Public Consultation DTZ Socioeconomic Consultant Analysis of population forecast of A96 Corridor AreaAssociation with project establishing objectives helped form an appropriate Chapeltondesign team. of Elsick
Led 2006 Charrette series, Experience in New UrbanismNew projects Market inof clients in Scotland, went on to work on multiple Duany Plater-Zyberk & Co (DPZ) Urban Planning Consultant USA others such as Chapelton of Elsick, Knockroon Fabrik Landscape Architecture Consultant Formal & Non-Formal Landscape Planning Association with project Connections to relevant stakeholders/ design team, project The Princes Foundation - Shares ideals of housing model. recognition
Recognition associated with development, went on to win award ZeroC, on behalf of Places for People (Housing association)Home Builder Experience on similar projects such as Poundbury, Knockroon WYG Environment Consultant Strategy for Low to Zero Carbon homes. Association with project 2019 now and work on Chapelton of Elsick
Recognition associated with development, went on to win award Redirecting existing Oil Pipe line which cuts through site to around A&J Stephens Builders Ltd Home Builder Well-known local developer. Fairhurst Civil Engineer Consultant Association with project, Now also works on Chapelton of Elsick 2019 and now work on Chapelton of Elsick site instead. Road Infrastructure for A96 Development Consultant
New Market of clients in Scotland, Now also works on Chapelton of Ben Pentreath Architects Principle Architect, Master Planner Experience on similar projects such as Poundbury, Applied Ecology Ltd Ecological Consultant Conducted survey of existing wildlife and flora within project site Association with project Elsick
Recognition associated with development, Now also works on Thomson Gray Quantity Surveyor Cost Advisers Scott Wilson Scotland Ltd SUDS Consultant Conducted Site Flood Assessment Association with project Chapelton of Elsick
24 MGA Architecture Architect for ZeroC Building Warrant Drawings Recognition associatedR2.4-2.5: with Personal development Tables 25 2.10 Design Code 2.11 Phased Delivery
Tornagrain’s design code is intended to Aims are to be enacted as follows: The total cost of infrastructure, property, protect and enforce the 10 principles and and manpower required to undertake vision defi ned by MEDCO through the • Enabling the construction of the new town of Tornagrain as delineated a brief this large at once would be consultation of its design team and is to unrealistic. It would also undermine be enforced in all planning applications in the master plan. the characteristic element of the town throughout every phase of the brief’s organically developing over time and delivery. Within its literature it stipulates •Encouraging specifi c outcomes through incentives, rather than through would result in an impersonal atmosphere that “shall” defi nes an instruction prohibitions. had it been intended to be built all at once. as mandatory whereas “should” is Therefore, Tornagrain was designated recommended and “may” is optional. •Encouraging and protects development patterns that are mixed-use to progress as a phased development where a percentage of the total sum of It is also a measure to legally hold MEDCO and pedestrian friendly. 5,000 houses are built in accordance with and its respective design team at any THC’s need for homes. time accountable, should they stray •Preserving public civic space in the form of parks, squares and other from the accepted terms of the original community gathering places. This method was benefi cial for MEDCO planning application according to the and the other stakeholders in that it section 75 agreement. However, through • Enabling architects and planners working within the town to continue allowed the project to unfold with the consideration of the scope and long- opportunity to accrue all the necessary term nature of delivering Tornagrain’s adhering to the masterplan for decades to come. funding. This phased approach also brief, it makes certain allowances for permits the brief to aptly respond to fl exibility as the code is parametric by risks and the changing needs of the design. This is to accommodate a genuine Moray Firth area during its development. variety of architectural styles with use Furthermore, this timeline allows MEDCO of different materials. With regards to and its stakeholders to sell property stock Urban planning, it is more strict in order to In the instance where there is a confl ict with other codes, regulations, and standards to maintain an adequate fi nancial stream prevent substandard spaces as a result it shall take precedent. The exceptions being for building regulations which have a to further develop property and to gauge of deviation from the code’s guidance. primary jurisdiction over safety concerns and hazards. returns on investment more accurately.
F2.6: Moray Estates Development Co, 2009, Tornagrain Phasing Plan, MEDCO, Finally, although unlikely and highly Scotland R2.13- Moray Estates Development Company, 2009. Design Code January 2009. illegal because of section 75 agreements, Tornagrain: A planned Town for the Highlands. [online] Moray Estates Development Company. Available at:
In the early 2000s, there was an and generate interest, reducing fence- information within the planning application THC categorised objections and other further prevented infrastructure works At time of writing, we are approaching 2021 initiative through bodies such as the sitters, NIMBYists and prevent criticism in 2012. As a result of this there were only general comments of uncertainty, from commencing until 2015 as section which is when phase 3 was anticipated Prince’s Foundation to increase public formed from misunderstanding of the 52 offi cial objections to Tornagrain’s responding to these groups with 75 agreements were still in debate. to start in Tornagrain’s original phasing accessibility to voicing consultation on project’s intentions which were backed by planning application which is relatively low blanket quotes referring to the NFPs & This “planning gain”, as Ratcliffe (et al plans. MEDCO are still 100 houses shy of planning applications. The traditional a depth of analysis. considering the scale of development. These A96 framework as reaffi rming analysis 2009) describes, refers to the practice the 344 stipulated within phase 1, with objections ranged from unhappy farmers method to expressing approval or conducted by Tornagrain’s consultants. of developers contributing towards another 500 require in phase 2. This is and rural residents to those claiming that Opportunities organised by Turnberry were objection towards an application was the information within the support material The disenfranchised councillors saw this as infrastructure necessary to facilitate their likely a factor of underestimating the time diverse and well-advertised through a website through written response to newspaper provided by MEDCO was still speculative. THC brushing issues under a metaphorical development as established as part of and procedures for planning approval. and newspaper articles. The 9-day charrette articles. Forward-thinking local authorities This mistrust was not unwarranted as many rug in order to ensure the development to their A96 Framework commitment. Exogenous factors such as the 2008 sought to educate the public about the provided public consultation meetings to volume house developments have later fallen go forward unobstructed. However, even economic recession, Brexit and COVID importance of the inherent sustainability that allow interested community members to short of expectations set at the planning stage. though MEDCO’s commitment to a long- “Getting planning permission is an implications have likely affected this time a community-focused development would voice their concerns with ease. This would It should be noted that fi ve local community term investment was likely appreciated extremely onerous task, it is eye wateringly frame too. This is to be analysed within provide. As part of this, Duany was invited to councils including Inverness had submitted later be governed in 2004, by means of speak at the University of Highlands & Islands by local governance, it did not provide expensive… we had spent £5 million before the risk management section. objections. an Act, stipulating that those applying for which addressed a larger demographic. them any shortcuts through their getting a digger on site” planning approval must state their efforts application. As a matter of fact, in 2012, (Howard, 2020) to involve public consultation through Those who could not attend the various Highland councillors were informed that “Statements of Community Involvement.” meetings held by THC planning committee, “if Moray Estates’ application was refused, the audience of which was a mixture of both the Estate would be likely to appeal to Given the community-driven nature public and consultants, could visit exhibitions the Scottish government and win with of Tornagrain’s principles and the held in subsequent years prior to a planning potentially enormous costs borne by aforementioned Act, Turnberry submission. These provided access to the Highland Council” (Macleod 2013). Consultancy highlighted the severe improved analysis and developing design code submitted by the design team and importance of community engagement It was not until 2013 that Tornagrain other stakeholders. Information was available from an early pre-project development in brochures upon request to those failing was accepted for planning permission, stage through to the date of planning to attend any of these. The statement of delaying it by 2 years from where phase application submission. In doing so, they community involvement documenting 1 of the development was anticipated to hoped this would improve public opinion its strategy was included as supporting start 2011. However, the now-soured, THC
R2.14-Ratcliffe, J., Stubbs, M. and Keeping, M., 2009. Urban Planning And Real Estate F2.6-SSCI, 2011. Andres Duany At Charrette Series. [image] Available Development. 3rd ed. Routledge, p.19 at:
Duany’s infamy stimulated much “At the end of the day, people vote with Since its inception in 2002, Tornagrain has interest in the project from the media. their feet. These houses sell at a premium been projected to be Scotland’s largest Acclaim came from the Scottish and all we’re saying is that we’re going New Urbanist settlement with 10,000 Sustainable Communities Initiative back to lessons learnt from the past and residents expected by late 2060’s. Its (SSCI), a government project which set distilling them into new communities current population of 425 is a fragment to “encourage the creation of places, here.” of that. They are well-settled and share designed and built to last, where a high (Managing director of Poundbury 2019) a sense of community as demonstrated quality of life can be achieved”. The SSCI by their frequent gatherings on the formal invited Duany to repeat the charrette MEDCO and similar venturing landowners green spaces created in the scheme. They process within other regions of Scotland. can only weather these comments still rely on Inverness for employment In 2011 Tornagrain was recognised as 1 of until their respective developments and commerce which will be brought to 11 exemplars, of which 4 are private land are completed. Only then can analysis Tornagrain in later phases. It is unclear developments. suffi ciently evidence whether or not precisely how the community growth will these sustainable communities are a be affected by delays in projected phasing To contrast this, a lot of criticism from marketing ploy masquerading as having but there are no apparent negative architects and academics was directed Poundbury’s founding ideals. factors currently preventing the mixed at Duany and by proxy, Tornagrain. Their demographic community from thriving discussion portrays New Urbanism as a For their participation with Tornagrain here. marketing trojan horse for volume housing phase 1a, the housing builders, ZeroC disguised with a pastiche vernacular skin. Holdings Ltd and A&J Stephens Ltd, MEDCO’s implementation of New Urbanist Poundbury has received similar criticism were both awarded the “Private principles could be considered innovative but remains confi dent, commenting that; (Medium) Development of the year within Scotland. Through DPZ and the Homes for Scotland” which brought SSCI these principles have inspired further recognition to the development similar developments on privately owned through engagement with experienced estates such as Chapelton located in Aberdeenshire and Knockroon near stakeholders. Cumnock. Both of these have engagement from stakeholders who gained recognition from working on Tornagrain. It is unclear R2.18-The Scottish Government, 2011. Charrette Series Report. [online] Scottish R2.19-Prince Charles: Inside the Duchy of Cornwall. 2019. [video] Directed by C. Clay. F2.8: Risk Management Strategy, Personal Diagram Sustainable Communities Initiative, p.4. Available at:
Inherent / Speculative Risk Risk Factor Consequences of Risk Solution to Risk Inherent / Speculative Risk Risk Factor Consequences of Risk Solution to Risk
Design Team comprised of those who have worked on similar
Competition from increased developer interest in New Marketing Object to planning, Appeal to government to projects give confidence to client, council and investors. Lord Medium Lost interest/ sales / value in property Urbanist Developments. ensure developments are justified. Moray and Moray Estates have a lot of collateral assets Project not taken beyond FEP stage, Deterioration in quality or Government Recognised Exemplar Development through Securing Funding High smaller scale of development. Project Delayed SSCI.
Tornagrain residents living in Permanent construction site / Regulate construction hours, Tree belts strategically placed Medium Unhappy residents, Reduced interest Living near to airport to eliminate noise and to create visual interruption.
A poorly considered, unexperienced design team would waste time and money arriving, if not falling short of the Design Team / Stakeholders High Turnberry clients expectations of project. Poor consideration of design Insurance, Collateral, Provision to expedite infrastructure Long period of no work commencing on site, further putting negotiations to make up for lost construction time, Improved COVID-19 High development behind anticipated timeline in planning appreciation of nature and community which is in line with application. Physical and Mental health issues of Tornagrains principles. Government incentives to prevent Poor Market Research High Inaccurate goals set Revaluate analysis stakeholders, Economy downturn economy downturn
Decrease in economy, New homes were too expensive to be Alienated community, potentially a greater amount of Affordable Housing Schemes and other Government funded Housing Crisis 2008 Medium built and too expensive to be sold at expected prices. N.I.M.B.Yism and misinformed comments on planning grants. Poor Community Engagement High Turnberry Increased existing housing prices application. Would go against Tornagrain's community
Changes to requirement of environmental strategy, Delays to construction brought about byDetailed issues notlandscape identified framework report conducted within Climate Change High Increased property construction costs and research of new Phased Design, Forward thinking earlier. Could lead to prevention of constructionPlanning packageif policies looking at; the Moray Firth Region as a Site Analysis medium technologies. Increase in material costs, taxes on concrete enforced by environmental governancewhole, are not Site met. constraints, existing infrastructure, boundaries of due to carbon content.
Sue responsible parties to recur costs. Evaluate infrastructure Infrastructure Delays / Increase in costs High Money lost to rented equipment on site strategy for cheaper alternatives.
Commitment to Infrastructure & Affordable Housing through Notifying stakeholders ahead of time that you are headed for Section 75. High Bankruptcy. Tied to developer obligationsdebt. Apply for loan. Scotland Independence - Perhaps new policies Invest in stable currency, Source local materials, Invest in implemented, Reduction in the need for homes. Smaller trade internships to create more interested youth in sector. Brexit Medium available workforces due to EU migrants returning home, Similar to what the Prince's Foundation is investing in. Phased Increase in cost of imported material Dramatic change in development model. Scotland Independence - Perhaps new
value of the £ policies implemented Experienced design team and committed stakeholders. Employ Financial manager, Keep stakeholders engaged and Project Duration 50-60 years. HighFrequent Stakeholder reassessment fatigue. of risks Straying from design code Stakeholder bankruptcy /Maintaining Funding Medium Further delays 32 happy by meeting their demands when not in large conflict 33 F2.9-2.10 - Personal Risk Tables of project 2.19 Front End Planning Evaluation
Identified Factors Strengths Weaknesses Success RateIdentified Factors Reflective Improvements to FEP Strengths Weaknesses Success Rate Reflective Improvements to FEP
Demonstrated to stakeholders and public the commitment Land already owned by developer. to the development.
Design Code High None
Weighed loss of land lease compared to increase of land Is flexible enough to allow account for exogenous factors in value from development. future.
Oil MOD pipeline was quickly identified as needing Land Ownership High None Mandatory for a project of this scale redirected. All though they were speculative, Phased delivery stages should have been revaluated before planning application Phased Delivery High was accepted to speed up getting to site. Allows for stakeholders to adjust phases according to new risks.
Early community engagement convinced locals of potential of development.
Community Engagement Yes None
MEDCO has substantial assets which could act as collateral. Only 50 official Objections were made.
Had sponsorship been acquired sooner MEDCO would have Securing Funding Medium Approach more funding streams and sooner. not argued with THC. Sponsorship from Bank of Scotland essential to starting Angered a lot of councillors further infrastructure works. Threatening THC with appeal to Scottish Government in the Seek consultation between THC and Scottish Council to case planning application was not accepted quickened the professionally address situation before threats were even an Relations with Governance Stakeholder Poor application approval. option. Design Team were largely comprised of experience Consider hiring more contractors (Which will likely happen in THC is a long term stakeholder and project was still within its Although highly valuable, contractors have limited workforce Establishing Design Team High contractors and those who had worked on Poundbury. later phases) comparative infancy. and therefore difficult to be spread around several projects. Criticism that it was just paraphrasing of New Urbanist Majority of risks were removed as a result of competent FEP. Although the summation of largely uncontrollable factors, the established early to give community and stakeholders a literature. Little Innovation Most Risks its table are speculative projected by author of risk management could have been more speculative as has Establishing Principles High None Risk Management Large delay to construction Medium clear understanding of the desires of the project this report. been done by author of this report.
Analysis provided framework which could be established Marketing Impact Further recognition of Tornagrain and its design intentions. Increased cynicism towards New Urbanism Medium within the Highland's context Some criticism that in some ways Tornagrain is just Project Feasibility High None Poundbury but with a highland theme. Resident community are using development as expected. Lord Moray and Tornagrain are now featured within the Increase in developments which may take potential sales Find ways to establish Tornagrain from the other new They in themselves create recognition of success of Project Impact Medium Princes Foundation reports. away from Tornagrain. developments. development.
Partnering with another developer would have caused unnecessary complications and would remove from MEDCO's design intent.
Project Governance High None
Turnberry was vital to ensuring engagement between 34 stakeholders and engaging with the public. F2.9-2.10 - Personal FEP Evaluation Tables 35 2.20 TornaTornagraingrain TTimelineimeline
F2.13- Personal DiaDiagramgram
36 37 BIBLIOGRAPHY &APPENDIX
2.21 Conclusion
Tornagrain is an excellent example of the New Urbanist model in as evidenced by Moray Estates Development company and its employed design team to analyse existing models, primarily Poundbury. Its feasibility was proven through front end planning and with continuous interaction with the community from conception to planning application it was ultimately favoured to succeed.
Thus far, the front end planning has proved effective, despite delays caused by recurring discussions regarding concerns about the committed costs to infrastructure with the governing body.
Prospectively, future delays could give rise to further complications which will may make it lose sight of initial values. In these circumstances, the project will come to rely heavily on the design code formulated by the front end planning to keep it on track.
03
38 39 (updated on 19/12/2020 with permission from tutor)
Bibliography
• 2009. Tornagrain, A Planned Town For The Highlands: Planning Statement. 1st ed. [ebook] Moray Estates, p.3,5,16. Available at:
• Greiman, V., 2013. Megaproject Management Lessons On Risk And Project Management From The Big Dig. John Wiley & Sons, p.xx. Available at: ing-it-happen/case-studies/fi rst-residents-tornagrain> [Accessed 19 December 2020]. • Tornagrain Limited, 2019. Unaudited Financial Statements For The Year Ended 30 June 2019. [online] Saffery Champness, p.5. Available at: Assumptions & Prerequisite Calculations Step 1: Net Proceeds = Gross Development Value -Less Sale Fee Less Sale Fee = 3% of Gross Development Value (GDV) GDV = (CFA x AFV) + (PRFA x AFV)+(0.5 x (ARFA x AFV)) = (868 x 2179.79) + (15989.2 x 2179.9) +(0.5(5405.8 x 2179.9) Residential Units = 190 Units = 1,892,153.2 + 34,854,857.1 + 5,892,051.7 25% of Units are Affordable Housing = 48 Units (Shared Equity 50%) = £42,639,062 Profi table Residential Floor Area (PRFA)= 142 x 112.6*a= 15,989.2m2 Affordable Residential Floor Area (ARFA) =48 x 112.6 = 5404.8m2 Net Proceeds = 42,639,062 - (42,639,062x0.03) = 42,639,062 - 1,279,171.8 Commercial Floor Area (CFA) = 868m2 (Calculated using AutoCAD from square area of non-residential units within Phase 1A Planning Statement) = £41,359,890.1 Phase 1A Land= 29.5 Acres / 119,460m2 (Calculated using AutoCAD) Land Value = £4271 per Acre*b = £126,076.50 (However, Land was already part of Moray Estates so cost = 0) Step 2: Profi t = Net Proceeds - (Construction Costs + Cost of Land) Selling Land Value (LV) = Began at £185 ft2(£1,991.30m2) Has risen to £215-220 ft2 (£2,314.20-2,368m2)*c Therefore Average Selling Land Value (AVL) = £2,179.70m2 = 41,359,890.1 - (41,739,942.20+0) = -£380,052.1 Construction of Infrastructure for Phase 1A = £6,280,082*d Step 3: Yield% = Net Proceeds / (Construction Costs+ Value of Land) No construction cost of Phase 1A substructure + super structure available within public domain. Therefore it is assumed that construction costs will value 80% of GDV based on a desired 20% profi t. = 41,359,890.1 / (41,739,942.20 + 126,076.50 ) This will be based on AVL = £1991.3/m2 as contractors would tenure expected costs before construction: = 0.987 Percentage = 98.7% 80% of GDV @ £1991.3/m2 = 0.8 x ((RFA Total x AVL)+(CFA x AVL)) = 0.8 x(((190*112.6)X 1991.3)+(868 X 1991.3)) = £35,459,860.20 Total Phase 1A Construction costs = £6,280,082 + £35,459,860.20 = £41,739,942.20 *a: (average of 112.6m2 per home based on current A&J Stephens homes Tornagrain property stock): Stephen.co.uk. n.d. A & J Stephen Builders Ltd. [online] Available at: *b: Based on *d: Tornagrain Limited, 2019. Unaudited Financial Statements For The Year Ended 30 June 2019. [online] Saffery Champness, p.5. Available at: