Salisbury Plain Sustainable Communities Project

Executive Summary

Prepared with the support of and financed through:

1 Introduction and Background to the Study

This paper provides an executive summary of the full Salisbury Plain Sustainable Communities Project Report produced by Drivers Jonas Deloitte. This paper is intended to provide a headline overview of the work undertaken and recommendations made. The full report should be referred to for more detail.

Drivers Jonas Deloitte, working with WYG, were appointed by Wiltshire Council [on behalf of the Military Civilian Integration Programme (MCI)] to prepare a study to assess ways of enhancing the sustainability of communities in the settlements across Salisbury Plain which have significant military presence.

The Project Brief identified that the key purpose of the study was to:

“… rigorously explore and improve understanding of the dynamics of existing communities, including the impacts of the proposed changes to these settlements as a result of the Salisbury Plain Super Garrison (SGSG) project. It will need to investigate how planned investment in the area could be used as a catalyst to improve the sustainability of those communities.”

The study explored a wide range of issues and factors which, when combined, would contribute towards resilient and sustainable communities, such as in relation to economy and skills, housing and the built environment, services, transport and connectivity, environmental, social, cultural and governance. Based on this analysis, the Stage 2 report set out a comprehensive suite of recommendations / prioritised physical and non-physical actions through an Implementation Plan for delivering more integrated and sustainable communities.

The study predominantly focused on the settlements of Bulford, Larkhill, Tidworth and Ludgershall. The town of Warminster was also examined. Specific growth options for Warminster have not been defined due to the level of planned growth already defined for the settlement. Consideration of Warminster has however provided a useful benchmark to compare and contrast performance against the other settlements being considered.

The approach to the study followed a number of logical steps, with each stage of work helping to guide and inform the next. The main steps can be summarised as follows:

Overview of Key Steps

Step 1: Project Inception

Step 2: Baseline Assessment, including analysis of the large amount of existing primary data available and secondary data (including Consultation with military and non military groups and organisations).

Step 3: SWOT (Strengths, Weaknesses, Opportunities and Threats) Analysis

Step 4: Options Report and Feasibility Assessment

Step 5: Final Recommended Option Report and Implementation Plan

Executive Summary Salisbury Plain Sustainable Communities Project 1

2 Baseline Assessment and SWOT Analysis

A great deal of research had already been undertaken before this study began which formed an important starting point for the baseline assessment; including information identified as part of other studies completed on behalf of the MCI. These included:

§ “Envisioning the Future” (July 2009);

§ “Military Presence and Economic Significance in the South West Region” (March 2009); and

§ “Impact of the Military on the Agricultural Sector in Wiltshire” (May 2008).

Other existing research also provided useful background baseline information for this study, including the Lessons Learned Project and the Peoples Voice survey, together with other more dated studies (focussed mainly on the Tidworth / Ludgershall area).

Building on existing research, consultation with key stakeholders was carried out to provide a more refined understanding of sustainability and integration issues affecting the area. A summary of the key groups and organisations consulted is set out below and a separate Consultation Report has been produced to accompany the Final Reports.

Grouping Bodies / Organisations

Wiltshire Council Planning Policy, Housing, Education, Regeneration, Economic Development, Highways, Environmental Services, Climate Change, Leisure, Social Services, Transport, Adult Care, Waste, Arts.

Military Defence Estate, 43 Wessex Brigade, Aspire, Military community network groups (HIVE, Welfare Service, Families Federation etc)

Funding Agencies Homes and Communities Agency (HCA), South West Regional Development Agency (SWRDA), Plain Action

Governance Relevant Area Boards and Community Area Partnership, Local Wiltshire Councillors, Peoples Voice, Government Office for the South West (GOSW)

Local Community and Local Chambers of Commerce, Local Economic Partnerships, Community Area Managers (Amesbury, Tidworth Business and Warminster), Wellington Academy, Voluntary Sector representatives

Public General public – including option consultation events on 20 October 2010 (Tidworth) and 28 October (Durrington)

Infrastructure Utilities and infrastructure companies

2 Salisbury Plain Sustainable Communities Project Executive Summary

Based on the Baseline assessment a series of SWOT (Strengths Weaknesses Opportunities and Threats) analyses were to identify issues affecting specific settlements and also issues affecting the area more generally. These are summarised in the tables that follow.

2.1 Strategic Integration Considerations

Strengths Weaknesses

The Military presence – significant contribution to sustainability Certain key decisions about the scale and location of new military- (funding, facilities, job creation etc) related development have already been made.

Established partnership working between the Council, Military, Delivery Operational and security considerations and other factors (such as Agencies and the Voluntary Sector location of land holdings) are important drivers for military development and change – may restrict opportunities for change General positive view towards the benefits arising from having a strong level of Military presence in the area Traditionally, the disposal of military land can be a relatively long process The Military Firm Base commitment Well established settlement hierarchy – the existing patterns of The Military’s Strategic Vision settlement hierarchy and travel may be difficult to change

Opportunities Threats

The extent of military land holdings (which may be surplus to requirements)

Military ‘land gifting’ and future enhanced partnership working The Strategic Defence and Security Review (SDSR) – reduced funding

The Strategic Defence and Security Review (SDSR) The Comprehensive Spending Review (CSR) – reduced funding.

Reduction in military funding could mean more troops brought back to Operational deployment will continue to impact on the viability of certain Wiltshire from deployment overseas services

Although certain military development is already planned, opportunities still exist to influence future decision making

2.2 Community

Strengths Weaknesses

Well established settlement hierarchy – the existing patterns of

Well established and strong social support network for Military settlement hierarchy may be difficult to change

populations, including dependants Established pattern of Military and non-military housing - existing

Extensive range of leisure (and other community) facilities physical segregation

potentially available to non-military related local populations Certain Military housing, such as that in connection with the Salisbury

Generally viewed as a safe and attractive living environment Plain Super Garrison, is already planned

Certain areas score favourably against deprivation indicators Lag between Military families arriving and new Military family housing being built Support for military leavers to be retained in the local area Relatively high cost of private housing No significant issues identified in relation to the condition of the Military and non-military housing stock (with the exception of the Certain areas score poorly against deprivation indicators

Canadian Estate in Bulford) Some qualitative and quantitative gaps in the provision of social and

Significant land opportunities for growth at a number of the community facilities within certain areas

settlements being considered Isolation – particular issue for Military dependants

Institutionalisation – issues in connection with transfer from Army to civilian life

Executive Summary Salisbury Plain Sustainable Communities Project 3

Military turbulence and limited exchange of information which makes identifying and planning for future requirements difficult

Segregation of Military and civilian welfare services and facilities

Accessibility to facilities – perceived and actual barriers to usage of Military-owned leisure and other community facilities by wider civilian communities

Opportunities Threats

Firm Base commitment – Promotion of longer term retention of military personnel in the area

Planned new facilities (e.g. Tidworth Garrison Theatre) Maintaining the current approaches (e.g. working with RSLs) New delivery models – Potential for the Military to explore new approaches to delivery of housing Military Operational Requirements – an ongoing requirement to have the majority of soldiers in a single location could limit the future ability Better utilisation of Military void properties to address short term to create truly mixed new housing developments housing needs Uncertainty in the delivery of planned married quarters housing Potential for ‘Spoke and Hubs’ / ‘One Stop Shops’ providing integrated Council and Military welfare and other services. Unavailability of void Military housing for non-military use

Greater knowledge sharing between the Military, Council and Replacement of poorer quality Military housing. Although this could others to promote more joined up planning also be viewed as a potential opportunity / benefit, the planned demolition and renewal of poorer Military stock will reduce the amount Sale of existing Military housing stock of housing available at lower rents Localism Agenda

Although certain Military development is already planned, opportunities still exist to influence future decision making

2.3 Transport and Connectivity

Strengths Weaknesses

Limited current measures to restrain car usage

Reasonable range of existing transport services Some areas have limited access to training, development and job

Reasonable range of accessible local facilities finding opportunities

Home to School transport is problematic

Lower inter-peak public transport patronage

Opportunities Threats

Potential for car share

Transport Hubs Reliance on a single bus service Enhance local facilities Failure to effectively coordinate between key stakeholders Broadband provision Failure to use existing or planned bus services Increased viability for public transport from future new development

4 Salisbury Plain Sustainable Communities Project Executive Summary

2.4 Business, Economy and Skills

Strengths Weaknesses

Push factors – (such as high house prices) can ‘force’ people to move Skills base of local Military leavers Transfer of skills –reported difficulties in drawing labour from the local Level of Military presence – direct and indirect source of local area due to particular skills and experience needs employment Difficulties for dependants accessing local employment (skill levels, Entrepreneurial culture temporary requirements, etc)

Apprentice programmes operated by key local employers Competition from more strategic employment locations

Assistance to Military leavers, such as through the Army Careers Lack of HE and FE facilities in the area Transition Partnership Lack of Job Centres in the area Firm Base commitment may reduce current barriers for Procurement requirements dependants entering employment Town planning process Proximity to the ‘Research Triangle’ and associated employment opportunities / skills base Lack of critical mass will limit the current attractiveness of the settlements to business

Opportunities Threats

Overall local employment base, including military dependants and leavers - this base will increase as part of SPSG.

Uniqueness of skills and scale of potential resource Level of economic reliance on the Military (long term) Level of military presence – could provide a catalyst for future economic growth Loss of existing businesses – e.g. the loss of a relatively large number of jobs from the Research Triangle would impact on employment Changes in business requirements – e.g. moves by certain opportunities for local populations logistics companies to operate more localised distribution models Niche skills requirements which may not be able to be provided Land availability – the extent of potentially surplus military land in exclusively from the local population the area could provide a valuable asset Pace of population growth and ability for employment growth to ‘keep Adopting a permissive town planning approach up’. Extending apprentice programmes

Opportunity to further join up these services and facilities providing assistance to Military leavers

Opportunity to move towards a rural low carbon economy

2.5 Climate Change, Energy and Resource

Strengths Weaknesses

Salisbury Plain Super Garrison – related development underpinned The relatively small scale, nature and relatively remote rural by various environmental sustainability targets and objectives locations of the settlements being assessed Increasing interest and commitment by Military to consider Lack of domestic recycling and limited recycling facilities in the area sustainability

Opportunities Threats

Existing culture of sustainable travel Public perceptions and attitudes towards new renewable energies (e.g. wind) which could inhibit full potential Military commitment to sustainability is increasing - opportunity to

Executive Summary Salisbury Plain Sustainable Communities Project 5

build on this increased focus Lack of support for a sufficiently robust policy framework (to ensure sustainability as an integral part of new development) will lead to Aspire / Military sustainability targets could be made more new development failing to meet sustainability potential challenging in the future

Opportunity to move towards a rural low carbon economy (based around local food, sustainable energy, and IT)

Potential policy framework to ensure that sustainable energy measure are built in as an integral part of future development

2.6 Governance

Strengths Weaknesses

Government commitment to substantial cuts to public spending A well established network of local governance which will have implications A very active and successful voluntary sector (ex-Military and also Many service personnel do not vote locally and therefore are not Military dependants provide valuable contribution to this sector) represented locally

Opportunities Threats

Government priority changes - abolition of the Regional Spatial National government agenda changes through the abolition of Strategy and the Localism Agenda– more localised decision making Regional Development Agencies and creation of Local Enterprise

Creation of Local Enterprise Partnerships Partnerships - there will inevitably be a period of transition.

Decrease in turbulence and increased stability may mean service Overall uncertainty of delivery / funding due to Government personnel switch voting patterns and become increasingly involved changes and loss of existing well established Partnerships with in local governance bodies such as SWRDA

2.7 Tidworth and Ludgershall

Strengths Weaknesses

The best current performance in terms of sustainability More limited facilities within Tidworth Camp and Ludgershall Good relationship between the two settlements - well linked and Location of planned new growth - the locations of already shared benefits planned new military and non-military housing at ‘opposite Range of accessible local facilities ends’ of Tidworth (compound physical segregation and associated issues). Planned new growth – relatively large levels of new housing already planned for the area Castledown Business Park – uncertainty in timing of delivery Local Governance – the Tidworth Area Board / Partnership is acknowledged as being particularly effective and well developed Castledown Business Centre – certain areas for potential improvement (e.g. offering more flexible terms, providing for Castledown Business Park – provides the key new employment space configurations which better match business opportunity in the area and may provide an opportunity to create a requirements, provision of shared support facilities ‘cluster’ of military-related employment activities resources etc) Castledown Business Centre – provides an important resource to Certain pockets of deprivation stimulate start-up businesses and grow the local economy Waste recycling – largest concentration of population in the The Wellington Academy area not served by a local recycling facility Tidworth Leisure Centre – widely acclaimed as an exemplar of joint

working and a truly shared Military and civilian facility

6 Salisbury Plain Sustainable Communities Project Executive Summary

Opportunities Threats

Potential land opportunities – in Tidworth, large areas of potentially underutilised / undeveloped military open land (to the south and west) and a number of centrally located Brownfield land opportunities within the town. In Ludgershall, large areas of potentially underutilised / undeveloped Military open land, and potential release of the Corruna Barracks depot. Also proposals being progressed for Drummond Park. Opportunities provide the potential to create a critical mass to support greatly enhanced social and transport Development constraints – certain environmental, physical infrastructure, employment opportunities etc and planning policy constraints which could impact on the Existing railway infrastructure – could be potential for more intensive scale / direction of future growth (non-military) use in the future Delivery of planned new housing growth – some uncertainty Castledown Business Centre – potential to grow this facility and in the delivery of new development – e.g. funding/ timing improve attractiveness Availability of railway infrastructure – questionable as to New Garrison Theatre – proposed to be relocated to a new site at St whether this facility could be made available for non-military Andrew’s Road ‘outside of the wire’ which will also enable civilian use use due to current operational requirements. Even if available, a detailed investigation of cost and feasibility would The Wellington Academy – potential to extend usage for adult need to be carried out to explore the viability of such a education proposition Tedworth House – Help for Heroes funding being sought for a soldier Delivery of planned new employment growth – delivery issues recovery centre - potential for facilities to be widened out to also associated with Castledown Business Park – such as benefit the wider local community involvement of SWRDA Waste recycling – longer term prospect for domestic waste recycling

facility serving Tidworth / Ludgershall (consideration could also be given to complementing facilities with composting and anaerobic digestion facilities)

Localism Agenda potential tool for securing local support for growth

Tidworth Leisure Centre – potential location for a one-stop-shop facility to bring together Military and Council welfare and other services and information

2.8 Larkhill

Strengths Weaknesses

Weakest current performance in terms of overall sustainability.

A heavy military bias

No access to Activ8 bus service

Good levels of self containment – a large proportion of people Poor walking and cycling connectivity

who live in the settlement also work there Physical dissection caused by the Packway (the main road

Some local facilities through the settlement)

New purpose-built Larkhill community centre Poor access to leisure and, training and skills facilities

Size of Larkhill community centre – suggested through consultation that although a modern facility, it is too small to accommodate all desired activities

Executive Summary Salisbury Plain Sustainable Communities Project 7

Opportunities Threats

Proximity to Solstice Park Development constraints – certain environmental, physical and Potential land opportunities – large areas of potentially underutilised / planning policy constraints which could impact on the scale / undeveloped Military open land (and surplus open space) identified direction of future growth including those constraints associated to the north and particularly to the south of the Packway. with the Stonehenge World Heritage Site

Local support for growth Uncertainty over future bus services – understood that bus routes 6 & 16 are subject to review. The reduction or removal of Potential to make step change in sustainability and integration these services would further reduce the accessibility of Larkhill performance but will require carefully planned and significant growth

8 Salisbury Plain Sustainable Communities Project Executive Summary

2.9 Bulford Village and Bulford Camp

Strengths Weaknesses

Reliance on Durrington for certain local facilities

Separation of Military housing areas and civilian housing areas, reducing the potential for housing integration and convenient location of dual use facilities Good levels of self containment – a large proportion of people Development constraints – certain environmental, physical and who live in the settlement also work there, although this is planning policy constraints which could impact on the scale / almost exclusively a result of the level of Military presence direction of future growth Some on-site facilities A heavy Military bias Leisure and sports provision – apart from Tidworth, Bulford is More limited access to certain community facilities – journey the only other settlement assessed that provides Military times from Bulford to secondary school education facilities is the owned leisure facilities which allow access for civilian use. longest of the four settlements. Local accessibility to GP Proximity to Durrington – Durrington (to the north west) surgeries is also limited provides a reasonable range of facilities including convenience Pockets of deprivation stores and other commercial and leisure facilities. Planned Military family housing renewal – although of a poorer Good access to public transport quality, it is understood that the Canadian Estate is relatively Good access to walking / cycling links popular due to the lower level of rents

Planned Military family housing renewal and expansion Bulford swimming pool – although available for civilian use patronage is limited - likely to be, in large part, due to poor condition.

Kiwi Primary School – only school in any of the settlements being assessed which is currently in ‘Special Measures’

Opportunities Threats

Potential land opportunities – areas of potentially underutilised / undeveloped military open land (and potentially surplus Development constraints – certain environmental, physical and recreational facilities) identified to the north, south and west of planning policy constraints which could impact on the scale / Bulford Camp and also land within and around Bulford village direction of future growth Use of the former Kiwi Public House – building is currently

unoccupied and could potentially provide an opportunity for new community uses

Executive Summary Salisbury Plain Sustainable Communities Project 9

2.10 Warminster

Strengths Weaknesses

Good road and rail links

Critical mass exists Some shop closures in recent years

Tourism locally High street is currently very long and fails to provide a real focus to the town centre. Important historic fabric particularly in the town centre Military and civilian communities physically very separate Comparatively extensive range of shops and services in town centre Currently virtually no sharing of sports/leisure facilities between military and civilian communities. Warminster is an important service centre for the town itself and also for its large rural catchment of villages Town currently fails to fully capitalise on the tourism potential

Well served in terms of social infrastructure (although upgrading Some perceived concerns raised over volumes of traffic in and replacement is required of some services) town centre

Although the MoD is the major employer Warminster also has Limitations of foot and cycle ways in town centre other key local employers Limitations of certain bus services History of military personnel being stationed in Warminster on Closures of some of non-MoD employers in town centre in long term or even permanent basis – has meant many personnel recent years have already fully integrated into the community Area will not see a significant increase in population from High number of retired military and military dependants live in Super Garrison and around Warminster providing contribution to the local voluntary sector and local governance organisations

Opportunities Threats

Further closures of local employers Capitalise further on tourism potential Further shop closures in Town Centre Implement site specific suggestions in Warminster Town Plan Unless more housing (which is affordable to young people) is Enhance non-MoD employment opportunities brought forward it has been suggested that the young people from the Town will move elsewhere Housing and mixed use growth plans being put forward in Core Strategy – growth will further support sustainability of the The only allocated employment site is in the existing business settlement. park and constrained in terms of access - unless other employment sites are identified the town will fail to maximise Explore sites for shops with larger footprints to attract national its potential retailers and new supermarket Failure to invest in historic fabric and opportunities are missed Significant Military land holdings around the edge of Warminster in developing tourism appeal which may be underutilised and therefore potentially suitable for release for employment and housing. Nature, landscape and historic designations could constrain future development Developer interest exists for employment and housing growth

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3 Identifying Recommended Options and Implementation Plans

Taking forward results from the SWOT analyses a number of potential spatial growth options for development aimed at enhancing current levels of sustainability and integration were developed.

Promoting growth will be the best way of creating a real step change in terms of more sustainable and integrated communities in the area. This was therefore the primary focus of the potential options and ideas. Smaller scale actions were also identified which could be achieved often regardless of the growth option being pursued, with implementation potentially delivered by local communities such as through the established Area Board network or the voluntary sector.

Three different land use growth options were devised for each of the settlements being considered. These ranged from current, mid and higher levels of growth for each settlement. In broad terms, the ‘current’ expectations of growth option reflected the broad level and location of growth already planned, particularly through the Core Strategy. The High growth option sought to maximise the use of undeveloped / underutilised land owned by the MoD and also other areas of land / sites within and surrounding settlements. The Mid Growth Option provided a balance between the high and lower growth options.

Each potential growth option were then assessed against the following:

· Key sustainability benefits and constraints;

· A broad assessment of development capacity and associated community and other infrastructure requirements and potential; and

· Views expressed by stakeholders.

In defining the recommended option for each settlement, in the majority of instances, a hybrid approach was identified for each recommended option, selecting the ‘best’ elements of different options. All of the recommended options put forward within this study are considered to be achievable. Certain options / option components will likely require varying degrees and types of intervention to enable delivery and / or detailed assessment of feasibility to further understand delivery requirements and issues.

An ‘Implementation Plan’ is provided for the various sites / areas identified within the recommended growth options. Within the main report potential constraints and delivery recommendations are provided for each of the individual sites.

Executive Summary Salisbury Plain Sustainable Communities Project 11

3.1 Bulford

Based on the outcome of the sustainability appraisal process, the Recommended Option identified for Bulford is the ‘Current Expectations of Growth’ Option with the addition of the small site for housing on the site of the current MoD offices west of the A3028.

Of the four settlements, Bulford is considered to have the least scope for growth and further integration due to various environmental constraints and the current degree of separation between Bulford Camp and Bulford Village.

Components of Growth

Population Estimate of New Job No’s of New Houses Potential New Facilities Change Opportunities

· Welfare facility on site of former Kiwi Public House

· Environmental improvements to the shopping centre in Bulford Camp

370 150 0 · Upgrade the existing swimming pool (and promote greater non-military usage)

· Completion of cycle routes (Larkhill & Amesbury)

· Pedestrian improvement at Bulford Road

* Estimated dwelling capacity includes 135 net additional married quarters dwellings planned through redevelopment of Canadian Estate.

Strategic Delivery Considerations

· No specific site interdependencies have been identified, although from a Military perspective redevelopment of the Canadian Priorities, Phasing Estate is the most important priority. and Infrastructure · There will unlikely be a requirement for significant infrastructure improvements other than some improvement to energy Requirements infrastructure and the new / enhanced facilities listed in the Components of Growth table above.

· Due to the scale of proposed growth and lack of site interdependencies, should certain sites not be delivered then it is not anticipated that this will impact on the overall feasibility, sustainability and / or the integration benefits of this option.

Potential Delivery · All sites within this option are in MoD ownership. MoD disposal and development procedures could potentially delay

12 Salisbury Plain Sustainable Communities Project Executive Summary

Strategic Delivery Considerations

Barriers implementation. Also, understanding MoD priorities and aspirations will be very important in delivering this option.

· The main focus of this option is the redevelopment of the Canadian Estate. This is wholly dependent on MoD funding (although it is understood that this is now in place).

· Market demand in Bulford (and Larkhill) will be lower than in other locations, notably Tidworth and Ludgershall. Delivery of certain sites will require the generation of market interest and soft-market testing should be carried to help inform more detailed site-specific delivery strategies where required.

· Due to the overall low level of development in this option, and the focus on MoD-led rather than private sector growth, delivery of a number of the identified welfare, environmental and connectivity improvements will require external funding / intervention.

Key Delivery Partners

Delivery Partner Overview of Main Delivery Roles

MoD Land owner, direct development provider and funder, provision of / contribution to certain infrastructure and welfare improvements

Council / Area Board Local planning authority (planning policy and development management), provision of / contribution to certain infrastructure and welfare improvements

Third Sector Assist with the delivery of certain community infrastructure etc.

Private Sector Direct development provider, some potential assistance in the delivery of certain community and other infrastructure.

Implementation Plan Overview

Site Phasing Intervention Priority S/T M/T L/T Requirement* 0-5 yrs 5-10yrs 10yrs+

Site B: Former Kiwi Pub (Community Use) ü u Red

Site A: Canadian Estate üüü u u Red

Site C: West of A3028 ü u Amber

Red = high probability for external funding, amber = moderate probability, green = low probability

ü = lower priority üü = medium priority üüü = highest priority

Other Actions/ Ideas for Bulford § Environmental / public realm improvements to shopping square within Bulford camp including creating a more inviting / open gateway to also encourage wider non-military use (also opportunity to link with regeneration of area and Kiwi pub). § Upgrade condition of the swimming pool (to increase patronage by non-military users). § Completion of National Cycle Network (NCN) 45 and extension of NCN 481, providing linkages to Larkhill and Amesbury (and onwards to Salisbury) § Pedestrian improvements to Bulford Road, including cutting back growth, identifying crossing points and providing continuous footways. § Provision of a surgery / health centre to fill the current gap in accessible services for Bulford.

Executive Summary Salisbury Plain Sustainable Communities Project 13

3.2 Larkhill

The Recommended option for Larkhill is a hybrid between the ‘Mid Growth’ and the ’High Growth’ options.

Components of Growth

No’s of Estimate of Population New New Job Potential New Facilities Change Houses Opportunities

· Medium size parade of shops/ or small food store

· Extension of existing Larkhill community centre facilities

3230 1300 190 · Pedestrian crossing improvements across the Packway

· Completion of cycle routes (linking Bulford and Amesbury)

· One / two new primary schools (1 form entry)

Strategic Delivery Considerations

· Certain sites should be planned and / or delivered together given their close proximity and to ensure that the overall option maximises the potential to create a truly sustainable pattern of development. The mixed use elements of sites A and D should be planned as a whole and are considered important priorities in terms of an ability to create an enlarged and cohesive heart to the option and the existing settlement. Although not interdependent, sites B and C and, sites E and F Priorities, Phasing should also be planned in a coordinated way given their close proximity. and Infrastructure · The delivery of Site A is particularly important to achieve the overall vision for this option. Without this site (and also Site D Requirements to a slightly lesser extent), the sustainability benefits of the option would be significantly reduced. Careful masterplanning and the upfront delivery of community and other necessary infrastructure for these sites will be valuable in ensuring sustainable, integrated and well planned growth.

· The need for improvements to energy and water infrastructure has been identified for this option, together with new education and other improvements to community facilities and infrastructure listed in the Components of Growth table above.

Potential Delivery · All sites within this option are in MoD ownership. MoD disposal and development procedures could potentially delay implementation. Also, understanding their priorities and aspirations will be very important in delivering this option. This 14 Salisbury Plain Sustainable Communities Project Executive Summary

Strategic Delivery Considerations

Barriers may be particularly relevant in terms of Site D given its proximity to the existing camp.

· In devising the option, strategic consideration has been given to main environmental factors, including landscape, heritage and archaeology. Further detailed consideration is recommended for these matters to understand, for example, potential below-ground archaeology and relationship to the setting of Stonehenge to the south west of Larkhill. This will help to identify key mitigation requirements and assist in informing more precisely the boundaries of development areas.

· Given the Greenfield nature of the majority of this option, it is likely that most necessary development infrastructure will be able to be supported through new development although to ensure the upfront delivery of community and other necessary infrastructure on certain key sites, initial public sector intervention may be necessary.

· Market demand in Larkhill will be lower than in other locations, notably Tidworth and Ludgershall. Delivery of the option will require the generation of market interest and soft-market testing should be carried to help inform more detailed site-specific delivery strategies where required.

Key Delivery Partners

Delivery Partner Overview of Main Delivery Roles

MoD Land owner, provision of / contribution to certain infrastructure and welfare improvements.

Local planning authority (planning policy and development management), provision of / contribution to Council / Area Board certain infrastructure and welfare, support overall delivery through activities of economic development, housing, regeneration services etc.

Third Sector Assist with the delivery of certain community infrastructure etc.

Homes and Communities Assist in delivery of appropriate housing mix, delivery of key aspects of the option through inclusion in Agency the Local Investment Plan.

Key role as direct development provider and in the delivery of / contribution to community and other Private Sector infrastructure.

Implementation Plan Overview

Site Phasing Intervention Priority S/T M/T L/T Requirement*

Site B ü u Green

Site C ü u Green

Site D: Land North of Packway üüü u Amber

Site E ü u Green

Site F ü u Green

Site A: Land South of Packway üüü u u Amber

Red = high probability for external funding, amber = moderate probability, green = low probability

ü = lower priority üü = medium priority üüü = highest priority

Other Actions/ Ideas for Larkhill § Extension of existing Larkhill community centre / upgrading of existing separate accommodation to promote enhanced usage / allow provision of existing (and additional) services etc.

Executive Summary Salisbury Plain Sustainable Communities Project 15

§ Safe pedestrian link across the Packway to address current issues of segregation. Initially it is considered that a pedestrian crossing between the junctions with Wilson Road and Lightfoot Road could be appropriate to serve demands for access to the primary school, local convenience store and bus stops. § Increase coverage and regularity of the number 5 bus service (particularly interpeak) and/or investigate reversing the current Durrington – Larkhill loop operated as part of the number 16 service to provide a shorter Larkhill to Amesbury service time. § Connection of National Cycle Network (NCN) 481 with NCN 45 providing a link to Bulford and Amesbury (and onwards to Salisbury). § Look to open up existing sports facilities behind the wire due to lack of alternate community sports facilities in the locality / create new dual use sports facilities outside the wire.

3.3 Tidworth and Ludgershall

16 Salisbury Plain Sustainable Communities Project Executive Summary

The Recommended option is a hybrid option. For Tidworth the Recommended Option sits between the Mid Growth and High Growth options. The majority of sites south of Tidworth, west of the A338 which appeared in the Maximum Growth option have been excluded from the Recommended Option. Through the options appraisal process these sites were excluded due to their sensitivities (potential biodiversity value, locally important landscape features, and Source Protection Zones), also reflecting statutory consultees responses.

For Ludgershall, the Recommended Option is most closely aligned with the Medium Growth Option, but again it has specific sites removed (three sites around the residential part of Perham Down) which were considered to be less favourable in the sustainability appraisal process.

Tidworth and Ludgershall: Components of Growth

Population No’s of New Estimate of New Potential New Facilities Change Houses Job Opportunities

· Extension to Tesco/ or small supermarket and parade of shops

· Up to three new primary schools (1 form entry)

· Provision of recycling centre

· Complete remaining elements of Tidworth to Ludgershall cycle connection

8360 3340 2990 · Opportunities for military related employment

· Creation of ‘one-stop-shop’ facility at Tidworth Leisure Centre (provision of military, council services and facilities)

· Extension of the Wellington Academy a an adult education ‘hub’

· Improve existing public transport services

* Estimated dwelling capacity includes 950 net additional dwellings planned North East Quadrant (circa 600) and Area 19 / Deans Close (circa 350)

Strategic Delivery Considerations

· Certain sites should be planned and / or delivered together given their close proximity and to ensure that the overall option maximises the potential to create a truly sustainable pattern of development. This is particularly true of Ludgershall where sites C, E and F are viewed as the most important priorities in terms of contributing to the overall mix and level of development needed to promote a greater level of sustainability. Careful masterplanning and the upfront delivery of community and other necessary infrastructure for these sites will be valuable in ensuring sustainable, integrated and well planned growth. Also, within Ludgershall delivery of Site B is dependent on Site A being developed. Certain sites identified within Ludgershall (Sites C and H) will also require the cessation of current use and relocation of existing occupiers. Priorities, Phasing and · A desire has been expressed through consultation for a potential new link road to remove through traffic Infrastructure Requirements from the centre of Ludgershall. Provision of a link road would require further detailed investigation. Its provision would likely be complex, directly impacting on certain sites identified within the option, potentially including Sites E, F and H, together with existing rail infrastructure. Similarly, the scope of extending the use of existing railway infrastructure within Ludgershall for non-military use would require further detailed analysis of cost and feasibility. The major new transport infrastructure improvements which could be provided through this option will likely require varying degrees of intervention by a range of partners to promote delivery.

· Within Tidworth there are less interdependencies between sites in comparison to Ludgershall. The main strategic infrastructure consideration within Tidworth is the provision of a new link road to the north of Site A (the North East Quadrant).The North East Quadrant is also seen as the key priority for Tidworth’s recommended option. It is understood that the intention is that this new road be funded by the private sector through but that the cost of provision will impact on other development contributions able to be

Executive Summary Salisbury Plain Sustainable Communities Project 17

Strategic Delivery Considerations

delivered through the development of the NEQ site, including a reduction in the level of affordable housing.

· The need for improvements to energy infrastructure has been identified for this option, together with new education and other improvements to community facilities and infrastructure listed in the Components of Growth table above.

· Many of the sites within this option are in MoD ownership. MoD disposal and development procedures, and the need to relocate existing occupiers, could potentially delay implementation. This will be particularly relevant in terms of Site C in Ludgershall (Corunna Barracks and vehicle depot – in current use) and Site D in Tidworth (Area 19 – funding for new serviced family accommodation uncertain).

· With regards to Area 19, should this not be delivered then there is a prospect that a large proportion of housing delivered on Site A (the NEQ) will be for military occupation. This could result a more mixed and integrated form of development on the NEQ site but could also limit the amount of infrastructure able to be supported through the overall option.

· For certain Greenfield sites in particular, we would recommend that further detailed consideration be Potential Delivery Barriers given to environmental and other potential constraints such as biodiversity issues and major below- ground infrastructure including significant oil pipelines. For certain previously developed sites in Ludgershall, including Corruna Barracks and adjoining vehicle depot, it will be important to gain a more detailed understanding of the scale and cost of site preparation costs and how this may impact on deliverability including in terms of requirements for intervention.

· To ensure the upfront delivery of community and other necessary infrastructure in connection with certain key sites, particularly those in Ludgershall, initial public sector intervention may be necessary. The provision of serviced plots at Castledown Business Park would likely increase the attractiveness of the site to potential businesses and help it to more effectively compete with other locations within the area such as Solstice Park.

· Established market demand in Tidworth and Ludgershall is greater than in Bulford and Larkhill. This said, particularly for the larger and more complex sites included within the option, soft-market testing should be carried to help inform more detailed site-specific delivery strategies where required.

Key Delivery Partners

Delivery Partner Main Delivery Roles

Land owner, direct development, provision of / contribution to certain infrastructure and welfare MoD improvements.

Local planning authority (planning policy, development management, land assembly), provision of / Council / Area Board contribution to certain infrastructure and welfare, support overall delivery through activities of economic development, housing, regeneration services etc.

Third Sector Assist with the delivery of certain community infrastructure etc.

Homes and Communities Assist in delivery of appropriate housing mix, delivery of key aspects of the option through inclusion in Agency the Local Investment Plan.

Key role as direct development provider and in the delivery of / contribution to community and other Private Sector infrastructure.

Wellington Academy Potential future extension of educational facilities

18 Salisbury Plain Sustainable Communities Project Executive Summary

Tidworth: Implementation Plan Overview

Site Phasing Intervention Priorities S/T M/T L/T Requirement * 0-5 5-10 10+

Site A: North East Quadrant üüü u Green

Site C: Proposed Garrison Theatre ü u Red

Site E ü u Green

Site F: North of Settlement ü (1) u Green

Site G ü u Green

Site B üü u Amber

Site D: Area 19 üü u Red

Red = high probability for external funding, amber = moderate probability, green = low probability

ü = lower priority üü = medium priority üüü = highest priority

(1) If area 19 is not deliverable, then Site F would increase in priority to üü

Ludgershall: Implementation Plan Overview

Site Phasing Intervention Priority S/T M/T L/T Requirement * 0-5 5-10 10+

Site D: Wellington Academy ü u u Green

Site A üü u Amber

Site E: Castledown Business Park üüü u Red

Site F: Drummond Park Site üü u Green

Site B ü u Green

Site C(i): Vehicle Depot üü u Amber

Site C(ii): Corruna Barracks üü u Amber

Site H: Railway Sidings ü u Red

Red = high probability for external funding, amber = moderate probability, green = low probability

ü = lower priority üü = medium priority üüü = highest priority

Other Actions/ Ideas for Tidworth/ Ludgershall

§ Provision of a local domestic recycling centre, which could also include associated green energy and related facilities such as community composting and anaerobic digestion. § Implement operational and other changes to Castledown Business Centre (through established Business Centre Strategy Board) to maximise economic benefits of current resource - for example, provision of more flexible / ‘easy in, easy out’ terms, different space configurations more response to demand and requirements, shared support facilities and business advice. § Work with landowners and key stakeholders to deliver phases 2 and 3 of Fitzgilbert Court / Castledown Business Park. Investigate opportunities for military related employment activity and/ or potential for targeting sectors matched to skills of the local area e.g. distribution, IT, management etc

Executive Summary Salisbury Plain Sustainable Communities Project 19

§ Utilising Wellington Academy as a hub for further education, such as through delivery of evening classes directed at adult education. § Investigate the potential for creating a ‘one-stop-shop’ facility at the Tidworth Leisure Centre to provide integrated military and Council welfare and other services. This could also include provision of fixed broadband facilities for accessing online education, training and job-seeking. § Garrison theatre – potential for extended utilisation by civilian community e.g. new community centre, training etc. § Investigate the potential to extend usage of existing railway infrastructure for non-military / passenger usage. § Tedworth House (Help for Heroes) – seek to secure wider community benefit of soldier rehabilitation proposals to include potential community uses such training, leisure etc. § Delivery of a rural transport hub, providing a central point for demand responsive and community transport information and coordination with the potential for interchange onto main bus services. § Complete remaining elements of the Tidworth to Ludgershall pedestrian / cycle connection.

3.4 Non-Site Specific Actions for Increasing Sustainability

The top five ‘headline’ non-site specific priorities identified for increasing sustainability across the study area are as follows (shown in brackets are the BREEAM Sustainable Communities themes to which they relate).

1) (Resources) Delivery of land: Military as landowner is key to the delivery of Recommended Development Options. There is a need to consider ways the military can release their land quickly and in a way which is likely to stimulate development.

2) (Community) Housing Delivery: Growth is the best way to greater sustainability and integration. Together with addressing the balance of military to non-military housing (mix and amount), this will provide the catalyst for supporting new mixed community facilities, transport improvements etc.

3) (Transport) Connectivity: Ensure more development/critical mass to support improved sustainable transport.

4) (Business, Economy and Skills): Widen the economic base/ delivery of new employment opportunities (this is intrinsically linked to housing delivery in attracting/promoting housing in the area and ensuring that sustainable communities are created rather than dormitory settlements).

5) (Governance): Coordination of approach between the military and non military - ensure that lines of communication are fully open and that messages, actions and strategies are fully aligned.

3.5 Other Area Wide Options and Ideas

Strategic Considerations: Delivery and Management

§ Establish a Board to have regular information sharing/ update meetings. This board should include relevant representatives of both military and non-military support and service departments / agencies (for example army welfare, housing , education, health care providers, etc).

§ Undertake a critical review of how land is currently disposed of to seek to streamline the process. Also, longer term retention of active servicemen and families in the area may make home ownership more viable, thus providing an opportunity for new development delivery models which could extend to enhanced partnership working with private sector, LA, RSLs to proactively deliver new more mixed and integrated housing development.

20 Salisbury Plain Sustainable Communities Project Executive Summary

Strategic Considerations: Delivery and Management

§ Fully consider the potential to ‘gift’ military / other public sector land to be used and managed for the benefit of local communities as a means of securing ‘best value’.

§ Linked to land gifting, potential for creation of Community Land Trusts (or alternatives such as use of HCA/ LA funding models for long term management) to ensure that the delivery of development and management of land fully embraces community aspirations and requirements. This could have added benefits of creating increased levels of community participation and sense of ownership / pride in the local area.

§ Undertake a critical review of already planned proposals to ‘fine-tune’ to ensure that the detailed layout, form and mix of development fully embrace sustainability and integration objectives wherever possible, including through building in energy reduction and renewable energy measures.

Community

§ Create series of support ‘hubs and spokes’ / ‘one stop shops’ providing integrated Council and military welfare and other services (thereby also providing economies of scale) within local communities.

§ Investigate the opportunity for more mixed tenure / military and non-military housing developments in the future (also see above regarding ‘land gifting’ and creation of Community Land Trusts).

§ Potential for release of certain existing married quarters housing for private ownership to promote more mixed housing areas.

§ Review of public realm to identify ‘quick-wins’ and other measures to reduce feelings of physical segregation between military and civilian housing areas, for example:

§ Adoption of a unified style of street furniture, including signage within settlements.

§ Public realm improvements.

§ Enhanced utilisation of military of military void properties to address short-term housing needs – particularly for those leaving active service.

§ A ‘Living in Wiltshire Road Show’ – regular event with stalls and information relating to a wide range of issues of relevance to those making the transition from army to civilian life - employment, education, housing, financial management.

§ Locate new facilities ‘outside the wire’ wherever possible. Where not practical, review of procedures to enable clubs and associations to use facilities behind the wire such as on casual user license arrangements.

§ Implement practical measures to encourage enhanced usage of existing facilities by non-military populations (simplified booking procedures, education/ advertisements to civilian communities about the facilities available, and measures to increase usage by local schools)

§ Increased outreach fitness and other classes to be run in community facilities (joined up with childcare), ladies only sessions in all facilities etc.

§ Implement measures to promote usage of existing military-owned (and other) existing facilities by wider communities (see above).

§ Investigate potential to create a series of support ‘spoke and hubs’ / ‘one stop shops’ providing integrated Council and military welfare and other services, including fixed broadband access (thereby also providing economies of scale and addressing current gaps in provision and accessibility, such as in relation to job centres in the locality).

§ Seek to address deficiencies through new development (e.g. contributions towards improvement of existing facilities / new provision) and through aligning this with programmes of community service providers to maximise and pool funding etc.

§ Encourage proposals for local housing trusts to provide affordable rural housing as a community owned asset.

Transport and Connectivity

§ Creation of ‘Car Clubs’ within each of the settlements to provide access to those able / wishing to drive but who may not have access to their own car.

§ Investigate ways of enhancing frequency of existing bus services and introduce other incentives to improve patronage Executive Summary Salisbury Plain Sustainable Communities Project 21

(e.g. lower fares for military, their dependants and those on low incomes subsidised by the LA, military, other sources).

§ Provision of discounted / subsidised travel on the Active8 service for military family dependants or service leavers accessing either employment or education (helping to fulfil the Nations Commitment to free first qualification after 6 years service). This may also increase off peak patronage levels on the service. This could be managed via a “Workwise” or similar scheme based on personalised travel planning and public transport vouchers.

§ Extension of the “Wheels to Work” scheme (moped hire) to include military dependants and service leavers during the initial job seeking and employment period (potentially through additional funding to the “Making Tracks scheme).

§ Consider introducing a frequent ‘hopper’ type service that provides a dedicated circular route between the study settlements.

§ Awareness raising initiatives to educate people on public transport availability and routes (e.g. timetables in welcome booklets to arriving families).

§ Introduce / enhance / subsidise a school bus shuttle service between settlements.

§ Implement bespoke improvement schemes to address current localised connectivity issues (e.g. crossing points, improved cycle and footpath links etc).

§ Provision of clear(er) signage / maps and information boards of those areas / routes open for access and recreation.

Business, Economy and Skills

§ Assistance to military leavers is already well established – need to match post-leaving training and assistance to the requirements of local businesses – provide a more joined up approach.

§ Encourage / support local businesses to introduce / extend apprentice programmes.

§ Active promotion of the local skills base to attract new businesses and economic growth (e.g. target business requiring technical engineering, IT and logistics skills).

§ The Council, military and others to investigate potential synergies with current military operations in the area to promote new economic development linked to the military presence (e.g. creation of a military-related ‘cluster’ of economic activity at Castledown Business Park).

§ Active and targeted promotion of key employment opportunities in the area and actively working with land owners to secure delivery.

§ Work with key stakeholders to seek to secure delivery of future phases of the Castledown Enterprise Centre (also see Tidworth and Ludgershall specific options and ideas).

§ Delivery of relevant courses and classes from local facilities (e.g. community centres) to promote greater local take up.

§ Use of the Wellington Academy as a hub for the delivery of adult education in the area (e.g. evening classes).

§ Enhanced provision of and accessibility to childcare / crèche facilities in the area to remove this particular barrier to entering adult education and employment.

§ Programme to understand what these requirements are and then provide local small businesses with the support to meet them (potentially through the new support facilities at the Castledown Business Centre).

§ Military and others to consider relaxation of procurement requirements to better enable use of local services and suppliers.

§ (Further) promotion of initiatives such as farmers markets / local produce food fayres and schemes to deliver local produce to communities.

§ Adopt a more permissive planning approach – devising and applying less prescriptive planning policies and a less restrictive approach to development control management to positively encourage economic growth.

§ Introduce more direct assistant to the establishment of small businesses, such as direct advice on how to establish and run a business, potentially through the Castledown Business Centre.

22 Salisbury Plain Sustainable Communities Project Executive Summary

Climate Change, Energy and Resources

§ Identification of travel plan coordinators to promote implementation of green travel initiatives, including

- Car sharing schemes for serving personnel to and from home to place of work (thus leaving their dependant with the car whilst they are at work, thereby increasing dependant mobility).

- Car sharing schemes for military dependants advertised through support network (i.e. HIVE, army welfare). Greater potential for shared travel to and from key community facilities such as shops, schools etc.

§ Promote car sharing and other initiatives with other larger employers in the area

§ Ensure new development (including already planned development) fully explores the opportunity to include renewable technologies to serve the energy needs of the development (and potentially those of existing communities). This could include facilities within the development itself (e.g. ground source heat pumps) or off-site measures such as the improvements to sewage facilities to include gasification to capture energy.

§ Work with the military to identify potential opportunities to introduce stand alone renewable energy schemes (wind, biomass etc) to serve the needs of wider existing communities.

§ Revisit energy reduction and other sustainability targets set as part of the delivery and management of SPSG to ensure that they continue to reflect current best practice and aspirations.

§ Provision of new domestic recycling location(s). Also, potential to investigate linking facilities with renewable technologies such as energy from waste, community composting etc.

§ Information on recycling to be provided to new military families to the area.

§ Coordinate waste initiatives and facilities between military and civilian populations.

§ Put Policy framework in place through Core Strategy and other policy documents to ensure sustainability is a key requirement of new development, including for example:

- types of low carbon systems that the Council expects new development to incorporate;

- requirement for Masterplans for key growth sites to contain comprehensive zero target methodologies;

- requirement for developers to produce an energy strategy for the development they are proposing demonstrating how they intend to meet carbon targets.

§ Council, military and others to consider leading a special purpose vehicle or ESCo (Energy Services Company) to implement low carbon energy projects on their buildings and land. This may assist in taking forward and managing projects that are not being implemented by the market place due to financial or technology risk.

§ Council and military to consider using their buildings as ‘anchor loads’ to form the basis of heat network development (‘anchor loads’ need to be a large building with a fairly constant heat demand such as leisure centre, hospitals and prisons).

Governance

§ Local Enterprise Partnerships – build on existing MCI partnership working already in place and involve the military, LA and other key agencies / service providers, local businesses etc in the running of the LEP for the area. This could help encourage: enhanced free market enterprise; reduced regulatory constraint; greater more localised focussing of resources to maximise economic and wider sustainability and integration benefits; and the creation of new and enhanced private and public sector partnerships and working arrangements. Ensure adequate LEP focus on rural/ military dominated communities.

§ Potential to investigate through the local planning process more radical / expansive development options for (some of) the settlements being assessed as part of the study to maximise opportunities to enhance sustainability and integration levels. Fully engage local people to drive forward ideas and visions for their local areas.

Executive Summary Salisbury Plain Sustainable Communities Project 23

4 Funding Availability and Delivery Strategies

Due to the reduction of levels of public sector funding over the coming years in response to the national debt burden, delivery of development and investment will be more reliant on private sector investment and therefore sites that are offered to the market need to present viable opportunities for inward investment. Whilst existing sources could still make a contribution towards funding for bringing brownfield land back into occupation for example, a range of funding is increasingly required to fill gaps. Other funding sources and mechanisms are increasingly being explored and used to provide new sources for aspects of development projects including:

§ Prudential Borrowing; § Developer Contributions – including Section 106 and Community Infrastructure Levy (tariff); § Public Private Partnerships (PPPs) – including Local Asset Backed Vehicles and Local Housing Companies; § Tax Increment Financing – through the Accelerated Development Zone approach; and § Community Trust mechanisms.

Given the strategic nature of the study, in many cases it is recommended that further more detailed examination is required to understand more fully important issues such as the cost and scale of site remediation requirements and major infrastructure provision and improvements. This will enable the creation of more detailed and specific funding and delivery strategies which will be particularly important for a number of the larger and more complex sites put forward within the options.

24 Salisbury Plain Sustainable Communities Project Executive Summary

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Executive Summary Salisbury Plain Sustainable Communities Project 25 Member of Deloitte Touche Tohmatsu