Live. Work. Visit.

Final Report Subject to MVDC Executive Approval Live. Work. Visit. Contents

1 / Introduction 05 2 / Town Centre Context 09 3 / Consultation and Engagement 19 4 / Transform Leatherhead: Vision and Objectives 23 5 / Transform Leatherhead: Masterplan 29 6 / Accessibility 57 7 / Delivery and Implementation 65

1 / Introduction

1.1 Purpose of the Report • Form the basis of appointing a • Transform Leatherhead – Masterplan development partner(s). Baseline Report (Nexus Planning, This report has been prepared on August 2015); behalf of Mole Valley District Council In this context the purpose of this • Transform Leatherhead – Stage (MVDC) by Nexus Planning working report is to: 2 Consultation Report (Nexus with Broadway Malyan, Colliers Planning, January 2016); and International and Mouchel and details • Identify the strategic objectives in a strategy to transform Leatherhead transforming the town centre. These • Transform Leatherhead - Stage town centre. It provides a strategic have been developed through 3 Consultation Report (Nexus vision for the town centre, identifies extensive consultation with the local Planning, June 2016). a set of objectives and makes community and other stakeholders; recommendations on how the key • Ensure sites coming forward for MVDC is about to embark on the opportunity sites and projects can development fit together coherently preparation of a new Local Plan for be taken forward. The strategy is and contribute to the regeneration Mole Valley. This will establish the supported by recommendations on objectives for the area; type, amount and location of new delivery and an action plan which development that will be planned for in identifies where further work is • Provide guidance for developers, the District over the next ten to fifteen required. landowners and residents; years and the policies for managing The objectives of this study as set out • Contribute to the evidence base of new development. It is envisaged that in the brief are to: the new local plan; and the principles and proposals of the Transform Leatherhead Masterplan • Engender community support for the • Provide a focus for work with key will be absorbed into the Local Plan as transformation of Leatherhead town partners, including with businesses, its preparation is progressed. centre; community service providers, community groups and public • Bring forward robust and The report takes a holistic view of transport organisations. commercially viable proposals that the town centre and its key character are attractive to potential investors, areas or ‘quarters’. Urban design This report builds on a programme of will revitalise and rejuvenate analysis of the town centre as a whole analysis and consultation undertaken Leatherhead town centre through has led to the definition of quarters, by the project team supported by a mixture of uses and create each with their own characteristics officers and members of MVDC. an attractive and welcoming and opportunities. This has environment; provided the basis for a town centre This report can therefore be read in wide framework that strengthens • Enhance Leatherhead from conjunction with the following reports: Leatherhead, helping it to become economic and social perspectives; more legible, coherent and vibrant. • Transform Leatherhead – Stage • Bring forward proposals for 1 Consultation Report (Nexus environmental and transportation Planning, June 2015); improvements; and

The River Mole Leatherhead Theatre on Church Street Looking west down the High Street

5 1 / Introduction

The town centre wide strategy has the town there have been no fixed 1.2 Methodology revealed key opportunity sites and boundaries for this study. The core projects, together with guidelines for study area comprises the area shown Work undertaken to date their redevelopment derived through below, extending north to the railway stakeholder consultation including their station and south to the river with A staged process has been undertaken massing, land use and development the core town centre inbetween. The in developing the Transform requirements. It is intended that this the opportunity has also been taken Leatherhead strategy, the culmination approach ensures that each site to consider the physical, economic, of which is reflected in this report. Key supports both the economic vitality and accessibility and community linkages stages have comprised: quality of the town centre as a whole across a wider area, including with as well as each particular character the Leatherhead Business Parks, the Baseline Review – the focus of this area. Mole Valley corridor and the villages stage was a thorough review of the of Ashstead, Fetcham and Bookham existing information, studies and The recommendations for key and their relationship to the Transform policies as well as primary research. opportunity sites set out in the report Leatherhead agenda. Consideration This work considered a number of are underpinned by urban design has also been given to how the areas including existing planning and analysis, viability models and analysis residents of north Leatherhead, one of development policy; a spatial analysis of development constraints to ensure the most economically deprived parts and town centre audit; a review of that they are deliverable, and that of Surrey, can be better placed to take environmental and infrastructure delivery barriers are identified and advantage of the employment, housing assets and constraints: an assessment understood. As highlighted above a supply and other opportunities which of socio-economic indicators and baseline report has been prepared as will be created through the Transform retailing patterns; and a review of part of this commission which forms an Leatherhead strategy. the property market and end user important part of the evidence base. requirements.

Baseline Consultation on Key Issues – the first stage of consultation ran throughout May and June 2015 and involved a number of consultation techniques including:

• A postcard distributed to approximately 25,000 households;

• A Business Breakfast;

• One to one meetings with key stakeholders including landowners;

• Dedicated website with online survey;

• Town centre drop in events with a video booth;

• Use of social media;

• Community outreach including youth groups; and

• Interactive workshops with Members Reference Group and Community Reference Group LeatherheadWhilst focusing town oncentre the - heartCore Study of Area members.

6 See Transform Leatherhead – Stage and considered the draft masterplan 4. Transform Leatherhead: Vision and 1 Consultation Report (June 2015) for ideas. The results of this stage of Objectives – the vision and strategic further details. consultation feed into the evolving objectives for Leatherhead town masterplan. centre together with urban design principles. Baseline Report – The baseline report presented the results of See Transform Leatherhead – Stage 2 5. Transform Leatherhead: Masterplan a number of interrelated lines of Consultation Report (January 2016). – outlines the overarching enquiry concerning the current spatial strategy and explores the characteristics and constraints of composition and performance of the Draft Final Masterplan Consultation each key opportunity site, outlines town centre, its physical environment - The purpose of the third stage the preferred option and sets out the and infrastructure, the results of of consultation was to allow the key deliverables, interventions and consultation with the community and community to provide any final conditions required to deliver it. key stakeholders and the local property comments on the proposals set out 6. Accessibility – a robust, market. In doing so we sought to draw in the Final Masterplan Report. This transformative accessibility strategy out the town centre’s existing assets consultation took place between April underpins the development strategy and opportunities for improvement. and May 2016. Comments made have and considers the highway network, fed into the final masterplan. public transport, pedestrians, cyclists See Transform Leatherhead – Baseline and car parking. Report (August 2015). See Transform Leatherhead - Stage 3 7. Implementation and Delivery – Consultation Report (June 2016). recommendations on the appropriate Preparation of Draft Masterplan mechanisms to deliver the Transform – Further work built on the baseline Leatherhead agenda, the key 1.3 Structure of this Report findings to develop a draft vision for projects and importantly, a number of complementary initiatives. The Leatherhead town centre and the The remainder of this report is Delivery Strategy is supported by an strategic options for delivering this structured as follows: Action Plan. vision. This formed the basis of a draft 2. Transform Leatherhead: Context – masterplan which comprised a series of provides an overview of the context Acknowledgement spatial principles, approaches to public to the town centre and the Transform realm, ideas for simplifying the road Leatherhead project. Nexus Planning and the consultant system and highlighted a number of key 3. Consultation and Engagement: team would like to thank the officers developments and projects that could Outcomes – summarises the process and members of MVDC, the Community help to transform Leatherhead. and key outcomes from the extensive Reference Group, the local community, public and stakeholder consultation local businesses and other community and statutory consultees whose advice, Draft Masterplan Consultation – The and engagement process which comments and support have been second stage of consultation ran from has been central to developing the strategy. invaluable in preparing this report. December 2015 – January 2016 and involved very similar engagement activities to the baseline consultation

IF YOU COULD MAKE ONE CHANGE TO LEATHERHEAD TOWN CENTRE WHAT WOULD IT BE?

COME ALONG TO AN EVENT TO FIND OUT MORE ON THE 26- 27 JUNE 2015

Consultation postcard www.molevalley.gov.uk/transformleatherhead Exhibition board Video booth

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2 / Town Centre Context 2 / Town Centre Context

2 / Town Centre Context

This section of the report provides Leatherhead town centre benefits a brief overview of the existing from excellent road linkages being context for Leatherhead as a basis located approximately: for identifying the opportunities and challenges to be addressed in • 1.5 miles to the south of Junction transforming the town centre. The 9 of the M25 motorway; Masterplan Baseline Report (Nexus • 1.1 miles south of the A243 Planning, June 2015) provides a full that provides access to Central review of these contextual issues. London via the A3; and 2.1 Population and • Adjacent to the A24 that links to the south coast via Dorking and Location Horsham. Leatherhead is a market town The town has a railway station which in Surrey. It has a population of is to the north-west of the town 11,316 people (Census 2011) and centre, with regular direct services provides services and facilities to London Waterloo and Victoria to the adjoining communities of (around 44 minutes) and Guildford Ashtead (population:14,169), (22 minutes). Fetcham (population:7,996) and Bookham (population:11,375). It Despite being in one of the most is home to a number of significant prosperous parts of the country and national and international having positive attributes and assets, businesses. Leatherhead is located there is a recognition that whilst the approximately 21 miles to the south- town centre will never be able to west of Central London, 19 miles compete with its larger neighbours north-west of Gatwick Airport and 24 such as Guildford or Kingston, it miles south-east of Heathrow Airport. is nevertheless failing to punch its weight as a significant town. It is felt An estimated 179,000 people are that the town centre has ‘lost its way’ within a twenty-minute drive time of and needs to promote a vision that Leatherhead, whilst there are around establishes Leatherhead’s ‘Unique ten million people within one hour’s Selling Points’ that distinguishes it drive. from other neighbouring centres.

Red House Gardens Letherhead Institute The Swan Centre

10 Epsom

Oxshott Cobham

Ashtead station A24

Ashtead

M25

Leatherhead station Epsom rd

Fetcham M25 Bookham station Leatherhead

Bookham Bocketts Farm Park

Norbury Park

Guildford Road

A24

SURREY HILLS

Polesden Lacey Road Dorking

Diagram showing Leatherhead town centre and its surrounding catchment

11 2 / Town Centre Context

2.2 Existing Policies, molevalley.gov.uk/media/pdf/i/3/ General Background Papers Leatherhead_BUACA_access.pdf Strategies and Studies • Whitelegg Report – The Way • Leatherhead Conservation Area Forward for Leatherhead Town There are a number of policy, strategy Appraisal and Management Plan Centre (Published in 2002) - http:// and evidence base documents that (Published in April 2010) - http:// www.leatherheadahead.org.uk/ are relevant to Leatherhead and this www.molevalley.gov.uk/media/pdf/b/l/ whitelegg.htm masterplan, notably: Leatherhead_Conservation_Ar ea_ Appraisal_2010.pdf • Leatherhead Tomorrow Local Economic Plan (LEP) – Leatherhead HealthCheck • Designing out Crime Supplementary (Published in 2005) - http://www. Planning Document (Published • Coast to Capital Strategic Economic leatherheadtomorrow.co.uk/ in December 2011) - http://www. Plan (March 2014) - http://www. media/275/lht_healthcheck2005.p molevalley.gov.uk/media/pdf/j/a/ coast2capital.org.uk/images/Coast_ Designing_Out_Crime_SPD.pdf • Roger Tym Town Centres Studies to_Capital_SEP_FINAL_for_March_ (2007) - https://www.molevalley. v14_without_Annexes.pdf • Assessment of Open Space, Sports gov.uk/media/pdf/p/e/Mole_Valley_ and Recreation (2007) - https:// • Coast to Capital SEP Appendices Town__District_and_Local_and_ www.molevalley.gov.uk/media. and Transport Annex (March 2014) Village_Centres_Study_-_Nov_07. cfm?mediaid=6828 - http://www.coast2capital.org.uk/ pdf) (2010 Update) –(https://www. images/Coast_to_Capital_SEp_ • Mole Valley Affordable Housing molevalley.gov.uk/media/pdf/n/q/ Appendices_and_Transport_Annex_ Supplementary Planning Document RTP_Final_Report_Feb_03_2010. V2.pdf (Updated July 2014) - http://moleval- pdf ley-consult.limehouse.co.uk/portal/ Planning Background Documents ahspd/ah2014?pointId=3022612#- document-3022612 • Mole Valley Core Strategy (Adopted October 2009) - http://molevalley- • Employment Land Review (2013) - consult.limehouse.co.uk/portal/ https://www.molevalley.gov.uk/media/ cs/cs_-_adopted_oct_2009/ pdf/7/a/Item_9_-_Mole_Valley_Lo- core_strategy_-_adopted_ cal_Plan_-_Background_Docu- october_2009_1?pointId=906692 ment_4_-_ELR.pdf

• Mole Valley Local Plan 2000 (Saved Policies) - http://www.planvu.co.uk/ mvdc/contents_written.htm

• Mole Valley Built Up Area Character Appraisal – Leatherhead (Published in February 2010) - http://www.

Path from Leatherhead Station The Running Horse Pub, Leatherhead Station through Red House Gardens Bridge Street

12 2.3 Planning and Economic occupying this land are research and • Build Competitive Advantage – back knowledge based enterprises. It is of investment and development where Development Context clear importance to improve access Coast to Capital lead nationally and routes between the town centre and internationally; The masterplanning process has been the surrounding offices/business informed by national, strategic and • Skills and Workforce – encourage parks; and local planning policies and regeneration employers to invest more and make priorities. • Adopted planning policy and the most of talent; supporting documents recognise a The key issues from a planning policy • Growth is Digital - ensure digital need for improvements to the town perspective are: infrastructure is fit to drive growth; centre. and • MVDC is currently taking the preliminary steps necessary to Coast to Capital Local Economic • Housing and Infrastructure - develop prepare a new Local Plan in line with Partnership sustainable communities and invest the requirements of the National in strategic infrastructure to unlock Planning Policy Framework (NPPF). The Vision for the Coast to Capital area growth. Housing growth, the local economy established in the Strategic Economic and the health of town centres, Plan (SEP), March 2014 as a region Leatherhead is well positioned to including Leatherhead, will be that will deliver exceptional growth and respond to this agenda. The SEP amongst the issues to be addressed productivity gains to deliver economic confirms ambitions to expand the through the Local Plan; performance to rival the best in Europe volume of mixed-use commercial floor and the rest of the world. space and with that generate new jobs • The Housing and Traveller Sites and town centre homes. Reference is Plan (HTSP) Consultation Document The SEP establishes 6 strategic also made to the potential to improve identified two potential development priorities of direct relevance to the the one-way / gyratory system. sites in the town centre, one being emerging strategy for Leatherhead. the former Police Station, which is currently being redeveloped for These are: retirement homes. The other site is the Post Office Sorting Depot. Its • Enable investment in Growth redevelopment for housing received Locations and Opportunity public support; Areas, including the East Surrey M25 Corridor which includes • Leatherhead performs the function Leatherhead; of the main office location in Mole Valley, with a significant provision of • Successful Businesses – support office premises and business parks business investment in growth and around the outskirts of the town create the conditions for enterprise centre. Generally, the businesses to flourish;

Signage indicating community The River Mole Unilever House, Springfield Drive facilities

13 2 / Town Centre Context

2.4 Property Market Review to class Leatherhead as a retail The data also shows a very weak destination. tourist or visitor spend of less than £20 As part of the Baseline Report per day, per shop, bar, restaurant and the retail performance of the town With regards to the food and beverage cafe across the whole town. centre was considered. The analysis offering, this is focused on Church comprised a review of primary Street where both Prezzo and Cleaver The potential to increase and research and published data (available are situated to the eastern end of High retain more spend in Leatherhead at that time), including a review of Street. A few pubs and a small number is significant. Evidence from other how Leatherhead performs against of independent restaurants are also town centres demonstrates that comparable centres. The key issues located in the town centre. where the offer has been improved are summarised below with the full and increased, the reclamation and review contained with the Baseline Retail performance retention of spend can be substantial. Report. The greatest opportunity for growth At the time the Baseline Report is from the business and visitor Retail Context was produced (August 2015) CACI community, who have significant data (demographic and market spending power on a daily basis. The principal retail areas of information) from the preceding 12 Leatherhead are the High Street, the months identified consumer spend Competing Towns Swan Centre, Bridge Street, Church in Leatherhead at £35,600,000. Street and North Street. The ‘prime This spend consists of £32,400,000 Epsom provides the greatest pitch’ of Leatherhead is the Central (91%) ‘Residential’ spend; i.e. from competition to Leatherhead. CACI Square of the Swan Centre. This people living in the catchment area, estimate that 22.15% of the local area includes national comparison £2,500,000 (7%) ‘Worker’ spend and (Leatherhead resident) consumer operators (Next, WH Smith and £700,000 (2%) is ‘Tourist’ spend. spend ‘leaks’ to Epsom. Kingston- Dorothy Perkins), Sainsbury’s and This split suggests the primary retail upon-Thames offers the second Costa Coffee. However, it is regarded function of the town centre is to cater greatest competition attracting 16.4% as having a low to mid-range retail for local residents. What it also points of Leatherhead’s potential catchment. offering compared to other centres. is that although Leatherhead has a Other competing towns also include The High Street is mainly populated very strong business community, they Guildford (6.31%), Dorking (4.04%), by independent local retailers and are not spending as much as would be Sutton (3.41%), Reigate (2.94%) and charity shops and there are few expected in the town centre. This is for Cobham (2.86%). London West End recognisable ‘brands’ for shoppers. In a number of reasons. is also competition for Leatherhead addition, there is no obvious retail loop (5.53%). and the anchor retailers are not well It is understood that some of the connected. larger employers bus their employees Rental Value to Cobham at lunchtime and this Geodemographic data confirms that can be seen as a push against In comparison to other Surrey towns, Leatherhead is generally a wealthy the Leatherhead offer (further lost prime rents in Leatherhead are lower area, albeit North Leatherhead ward opportunity – leakage). The Lidl effect than the average at approximately is one of the most economically is quite strong as this supermarket £40 psf Zone A. Rents throughout disadvantaged in the County. is located between the Business the region have been stable for the Notwithstanding this, the focus of the Parks and the town centre. They offer last three years, with the exception town centre is based around value and a full range of convenience goods of Epsom (-20%) and Guildford mid-range retailing. There is minimal and the walk is reduced. The offer in (+2%) The High Street in Guildford fashion retailing and only a few other Leatherhead is not yet strong enough has returned to pre-recession highs national comparison retailers (which to change people’s perception of the of £300 psf Zone A. Dorking has currently include Vodafone, Carphone town centre as a place to visit during remained constant at £60 psf during Warehouse, WH Smith, Boots, Argos the working day and afterwards. At the the same period. As the rents in and Superdrug). None of the existing end of the business day, employees Leatherhead are lower than other retailers are of high enough quality, or will generally either drive or walk back locations, the opportunity for growth is occupy large enough units to attract to the station rather than visit the town greater and there is potential for earlier a significant footfall in themselves. centre. growth than some of the competing There is insufficient critical mass towns.

14 towns (average of 9-11%). Much of this reduction has to do with the Swan Centre, but also the improvement on Church Street and High Street.

The Swan Centre is 100% occupied for the first time in a number of years. There are a number of rent reviews coming up this year (one outstanding and three in 2016) which will provide a good indication of how the local market is performing. All units should see an uplift in the rental value.

It is known that a number of the tenants would like to relocate, but at present have nowhere to go. As and when new opportunities come to the market, they will have the potential to start relocation within Leatherhead Catchment Area the town that will rebalance the retail pitch. This will enable further refurbishment of the Swan Centre and High Street The rental levels also mean that it is of leisure operators within the town accommodation to offer new and improved possible to attract new retailers to the centre. Whilst the theatre shows a accommodation to the ever widening town, especially local and bespoke number of performances and films, market. “start-ups” who will be looking for the it is an irregular schedule and not total cost of occupation to start low sufficient a draw to attract additional The fact that the Swan Centre is 100% to assist the growth of their business. complementary food and beverage let is also good news for the High Street This increased activity will bring in operators. and the remainder of the town and its more customers which will in turn prospects for future physical growth and attract some national retailers to the The market review does however reconfiguration. town, so long as units of the right size confirm that if units of the right size and configuration can be provided. and type are made available in The Weighted Average Unexpired Lease Leatherhead, through a combination Term (WAULT*) of 5.1 years is quite low Demand of development ​and refurbishment, and the next few years will be vital in perhaps for example in the Swan securing some new tenants to add life and The general demand for retail Centre, then there would be demand vitality to the centre. accommodation in Leatherhead from national retailers. The additional remains low, largely due to the interest and footfall generated by * WAULT is one of a number of indicators following: the presence of such retailers would used to assess the risk associated enable to town centre as a whole, with investment property, but also in • The perception that there is a small including existing retailers and multi-let property to be able to plan for market and competition from local independents, to compete more refurbishment and also redevelopment. centres; effectively with other centres. Over the years the WAULT has reduced • Insufficient range of unit sizes; as tenants take shorter lease terms. Vacancy rates In times when tenants took 25 year • Poor retailer mix – limited fashion leases, a WAULT of 5.1 years would be retailing, no aspirational retailers; The current vacancy rate in worrying, but this provides a cost efficient and Leatherhead in 2015 was 11.5%, methodology to enable the improvement • Lack of existing footfall. which was lower than the national to the centre without having to spend average of 14.7%. Our assessment at large amounts of capital in gaining vacant There is little demand from food and the start of 2016 was that the vacancy possession. This also provides the beverage operators, primarily due to level has reduced to 10.25% which opportunity to plan for refurbishment and low footfall associated with the lack is in line with the competing Surrey market the improved units.

15 2 / Town Centre Context

2.5 Urban Design Assessment town with several historic buildings, a car dominated environment including a large number of villas. that detracts from the quality of The existing urban structure, The theatre on Church Street has pedestrian routes; character, connections and public a lack of presence on the street • The railway station and Business realm of Leatherhead town centre was and the theatre’s fly tower does not Parks are within a reasonable considered as part of the Baseline contribute to the streetscape; walking distance of the town centre Report. • To the north of the town centre is a but the attractiveness of pedestrian tight knit pocket of housing, within routes is adversely affected by high The analysis took account of the the triangle contained by Linden traffic flows and speeds; attractiveness of the built environment, Road and Upper Fairfield Road. This the number of active frontages in • The primary open space areas in the area is typified by well-maintained the town centre, building heights, town centre are: Mansion Gardens, suburban housing and a high vacancies, landmark buildings and open some of the islands in the River Mole, proportion of attractive Victorian and spaces. The analysis resulted in the King George V Memorial Gardens, Edwardian cottages made from brick following key findings: and Red House Grounds; and slate; • The River Mole lies very close to • Leatherhead town centre is • Approximately 70% of the frontages the town centre and provides a compact and largely comprises a are considered active. The four key distinctive natural environment. It can pedestrianised High Street and the crossroad streets are dominated be accessed via a short five minute Swan Centre; by active frontages, whereas the walk from the bottom of the High frontages along Leret Way are • The present town plan is considered Street; and generally passive, with a limited to have originated in the 12th or number of ground floor units • Leatherhead Leisure Centre is a 13th century, closely focused by the providing active frontages; popular destination for local residents junction of High Street, Bridge Street, and draws visitors from surrounding Church Street and North Street; • The town benefits from good access areas. to transport modes, including the • The majority of buildings are key bus routes and the well utilised considered to be attractive and Leatherhead railway station which positively contribute to the built provides links into London and other environment. However, there are main centres; a number considered to be of poor quality which detract from the • Kingston Road and Randalls Road character of the area, notably the are often congested with traffic and Swan Centre; parked cars dominating the carriage way. This situation is intensified by a • The southern section of Church large amount of commuters parking Street is considered one of the most on the surrounding residential distinctive and attractive parts of the streets. The one way system creates

Wesley House Pedestrianised High Street Historic Neate’s Alley

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18 3 / Consultation and Engagement 3 / Consultation and Engagement

3 / Consultation and Engagement

This section of the report summarises A number of consistent themes Stage 2: Draft Vision, Objectives and the outcomes of the stakeholder and emerged through these initial Development Principles Consultation public consultation. A full record of the consultations, identifying clear support consultation process is provided in the for a Transform Leatherhead strategy The focus of the second stage of Stage 1 Consultation Report (Nexus that would create opportunities to: consultation was to seek public Planning, June 2015), Appendix 2. feedback on the draft masterplan • significantly improve the quality and including the emerging vision, key 3.1 Summary of variety of the retail offer; objectives, and development principles Consultation Strategy for Leatherhead town centre. The • enhance the quality of High Street; consultation material summarised the Public consultation on the emerging • upgrade the quality of car parking emerging strategy and projects which, strategy for Transform Leatherhead facilities, particularly the Swan Centre now with the benefit of broad public has been undertaken in two principal car park; support, have been refined and carried phases. Consultation has also involved forward into this document. • improve accessibility into the town discussions with other key stakeholders centre for pedestrians and cyclists; and statutory consultees. The project team re-engaged with • replace the one-way system with a the members of the public and key The outcomes of consultation are more straight-forward road network; stakeholders over several weeks from reflected in the strategy presented in December 2015 – January 2016. • maximise the role of the River Mole this report. The principal consultation Approximately 1,300 face to face as an environmental feature and stages were as follows: engagements took place at a series of asset for the town as a whole; workshops and events. Stage 1: Issues and Opportunities • support business and enterprise as Consultation part of a successful local economy; From December 2015 – January 2016 and the dedicated website - http://www. Consultation was undertaken in May molevalley.gov.uk/transformleatherhead • add new vibrancy to an extended - July 2015 to identify the issues and was visited 3,716 times, by 2,833 town centre through additional opportunities for Leatherhead town individuals. The website included six housing, cultural, leisure, community centre. As part of this consultation a questions for respondents to answer. and other uses and activities. branded postcard was distributed to By the end of January 2016 over 583 around 25,000 households to advertise people answered the questions online. the consultation events. Over 3,000 face-to-face engagements took place. Social media was also used and More than 1,100 questionnaires were throughout December 2015 – January completed, both online and in hard 2016 there were over 1,339 Facebook copy at events. Over 360 respondents reaches and more than 24,139 took the opportunity to complete a #Transform Leatherhead Twitter freepost post card to highlight ‘one key impressions. change’.

20 Stage 2 feedback on the Draft Other ‘one to one’ meetings were held Masterplan was very supportive with with a number of groups including: 75% of respondents agreeing or strongly agreeing with the draft Vision • SeeAbility and objectives and 69% agreeing • Swan Centre Tenants or strongly agreeing with the Draft Masterplan ideas. Comments made • Sight for Surrey were reflected in a revised Draft Final • Leatherhead Youth Group Masterplan that was subject to a further round of consultation. A workshop was also held at St John’s School and the project team attended Stage 3: Draft Final Masterplan the Fetcham Residents Association AGM and the Leatherhead Resident’s The purpose of the third stage of Association AGM. consultation was to allow the local community in Leatherhead to provide Comments on the draft Final any final comments on the proposals Masterplan were overwhelmingly set out in the Final Masterplan Report. positive. A Stage 3 Consultation This consultation took place between Report has been prepared to detail April and May 2016. the consultation findings. Comments made have, where appropriate, been A short questionnaire was available reflected in the draft final version of for completion via the Transform the Masterplan. Leatherhead website as well as hard copies distributed at consultation events. At the close of the consultation period a total of 102 questionnaires had been completed.

Representatives from the project team attended five public exhibitions during the consultation period. It is estimated over 1,200 people attended the exhibitions held at the Leatherhead Theatre (16th and 30th April), Therfield School (27th April), North Leatherhead Community Centre (7th May) and St John’s School (14th May).

21 21

4 / Transform Leatherhead: Vision and Objectives 4 / Transform Leatherhead: Vision and Objectives

4.1 Leatherhead Town Centre Vision

The Vision for Leatherhead, confirmed through public consultation, is as follows:

‘Leatherhead Town Centre will be re-invented, expanded and transformed to fully realise its potential as a distinctive, enterprising and highly regarded market town. The town centre’s character, history and environmental setting will be celebrated and complemented by new and revitalised uses. High quality, people-friendly streets and spaces will combine to link the riverside, railway station, business and residential areas and the wider Mole Valley into the heart of the town centre. The town centre will be highly accessible by all forms of transport and vehicle movement will be managed efficiently whilst maintaining an emphasis on the quality of the environment and the sense of place. A wider range of shops, new housing, and leisure and community facilities will make Leatherhead a better place to live, work and visit. These developments will significantly enhance the quality and breadth of the town centre offer and deliver a sustainable and commercially successful mix of high street names and independent businesses.’

24 4.2 Strategic Objectives

The Vision is amplified through nine key objectives:

To establish a distinct and sustainable role for Leatherhead town centre To reconnect Leatherhead town centre with its resident population, the substantial local business community and to visitors from the wider region, there is a need to establish a clear brand and market position for Leatherhead town centre underpinned by substantive qualitative and quantitative improvements in the retail, leisure, and town centre offer generally with significant improvements to accessibility. This points to addressing current challenges, notably the one-way system and the retail and car parking offer of the Swan Centre as well as emphasising distinctive assets – notably the River Mole, the market town heritage and the business and enterprise community.

Making more of the ‘Sum of the Parts’ Leatherhead town centre is very tightly defined with outlying assets poorly connected to the core town centre – either through poor physical linkages, infrastructure (mainly road) barriers or a falling away of town centre uses and activity which is a disincentive to movement. As such the railway station, the River Mole, the leisure centre, Bull Hill and other locations are places apart from the town centre. There is potential to add to the town centre offer and in doing so there is a need to capitalise on the existing assets the town has. In developing and expanding the town centre’s role, there is both physical need and benefit in expanding the town centre character through new development and new uses for existing places and buildings to integrate more fully outlying assets into what is considered to be and function as Leatherhead town centre.

Improving the retail offer There is a clear aspiration to improve the retail offer of the town centre in terms of both quality and quantity. In doing this Leatherhead can complement Ashtead, Bookham and Fetcham through a focus on larger high street names interspersed with independents and a strong food and drink offer. There is potential demand from high quality and more mid-range end users subject to the right sites and properties being available. The Swan Centre dominates the retail offer in the town at present and is a key anchor to the wider historic High Street. However, it is poorly placed to respond to the potential that is there, both in terms of the configuration and accessibility of the centre and in the size and format of units available. The short-comings of the Swan Centre need to be addressed as far as possible to both unlock latent demand and to ensure that the heart of the town centre and High Street remains a competitive retail location.

25 4 / Transform Leatherhead: Vision and Objectives

Enhancing the leisure, entertainment and cultural offer Strong leisure, entertainment and culture offers are central to successful, well regarded town centres. The food and beverage offer in particular is becoming a more dominant and important part of vibrant town centres as spending and leisure habits change and the general growth in retail floorspace slows. The evening economy in Leatherhead is something that needs to be capitalised on, alongside a strong marketing and events strategy. The food and beverage offer in Church Street and High Street has grown and should be nurtured to support and expand on other core town centre functions.

As in other towns the role (and facilities) of the market could be developed to add a leisure and entertainment dimension including, for example, a greater emphasis on local produce and street food. As part of this approach Leatherhead needs to develop its public realm to enable it to showcase the market and other town centre events. This highlights the need to establish a clear focal point or ‘town square’ where things happen, as well as developing the links and usage of the Mole Valley corridor. In terms of leisure assets the further potential of the theatre should be explored as well as the opportunity to attract a major commercial leisure use to the town to unlock investment and to anchor the food and beverage offer.

Improve accessibility Leatherhead is an inward looking town centre with a convoluted road network including the one way gyratory system which is generally felt to create a barrier to Before After access. As a result, drivers travel around the town and have no idea what is on offer or how to access it. Ways in which to improve accessibility should be maximised through the masterplan, whilst respecting the townscape and Conservation Area status of the centre. Improving accessibility from the business parks to the town centre will also be of benefit, both for the town centre, but also to underline and reinforce Leatherhead’s suitability as a location for major business investment.

There are clear views arising from the consultation process that car parking in the town centre needs to be improved and ways in which to do this should be assessed as part of the masterplan. Again this will include an approach to improving the offer of the Swan Centre.

Working with businesses Before Leatherhead is an important M25 office location in the south-east. Over the last few decades it has been successful in attracting a number of major companies and organisations including Unilever, CGI, EXXON Mobil, Wates, Surrey County Council and the Surrey and Borders NHS Trust. The location of core business areas (some 15 minutes walk from the town centre), the lack of access to car parking, the lack- lustre town centre offer and strong competition from other centres ensures that the potential synergies between town centre and corporate business are significantly underplayed. The poor connectivity and synergy between the business area and the town centre is both; (1) a lost opportunity for the town centre and (2) a significant detraction (perhaps increasingly) from the perception of Leatherhead as a top-tier After outer London business location.

There is clear mutual benefit in more fully integrating the business community (including small enterprises) into the town centre and the strategy for its development. This will contribute to the debate over accessibility and car parking, including public transport and cycling as well as directly complementary development – such as additional hotel bedspaces, local housing opportunities for employees and an expanded retail offer – including additional high quality restaurants. More broadly joined up employment, skills and training strategies may foster the potential for additional local FE/HE facilities – which could contribute to a more diverse and vibrant town centre. 26 Develop an attractive town centre – improve townscape and deliver high quality public realm A high quality public realm strategy is required to help improve the perception of the town centre and its attractiveness to investors and visitors – particularly in key locations such as gateways to the town centre, the High Street, Church Street and the riverside.

Provide high quality living within the town centre The residential market is strong in Leatherhead and in preparing the masterplan detailed consideration needs to be given to opportunities for new residential development within the town centre. This will both respond to the need for additional housing in the district in a sustainable location and potentially underpin the viability of further town centre development.

Enhancing and expanding the town centre Before The emerging Vision for Leatherhead comprises parallel approaches to improving existing assets and attracting new uses to develop the critical mass of the town centre to a point where it can function successfully as a market town respecting and celebrating its historic and high quality environmental setting. Developing linkages to key assets will be important, such as to the River Mole and the railway station. Creating new opportunities for investment in employment, housing, leisure and other uses is also critical as is developing the quality and quantity of the core retail offer. The scope for transformational additions to the core town centre (other than through refurbishment or redevelopment of key sites – notably the Swan Centre) is limited. After The River Mole is a clear environmental asset but has limited scope for additional (commercial) development. Bull Hill, notably the existing built area of the site, does offers significant potential for the development of complementary town centre uses and the ‘expansion’ of the character of the town centre (with the High Street remaining as the heart of the retail core) alongside investment in the core town centre, which will assist in linking the station and the business parks to the facilities in the town centre.

27 28 5 / Transform Leatherhead: Masterplan

29 5 / Transform Leatherhead: Masterplan

5 / Transform Leatherhead: Masterplan

The Transform Leatherhead Masterplan seeks to deliver on the Vision and Objectives established through public consultation and comprises a number of inter-related elements. The Masterplan has gained broad public support through the three stage consultation process.

Central to the Masterplan strategy are:

1. A spatial approach to the town 4. An accessibility strategy that centre, confirming and developing supports the development projects the key ‘quarters’ within the town and the objective of the town centre centre, improving gateways and being highly accessible by all forms linking places together through an of transport with vehicle movement improved public realm. Thinking being managed efficiently whilst about the town in this way provides maintaining and improving the a structure to refine projects quality of the environment and the and celebrate and enhance the sense of place. The accessibility distinctive character and legibility strategy is set out in the following of the town centre as a place to section. visit and spend time. This spatial approach is considered in this 5. A number of complementary section. initiatives which form part of a wider approach to delivery 2. A number of development projects, and implementation. These are including transformative schemes, considered in section 7 of this which respond to opportunities and report. objectives and which complement and reinforce the spatial strategy for the town centre. These development projects are set out in this section. Key design and development principles are established.

3. A complementary public realm strategy which considers the enhancement of key spaces, linkages and gateways to underpin the spatial strategy and the principal development projects. This is considered in this section.

30 31 5 / Transform Leatherhead: Masterplan

5.1 Spatial Strategy: Town The Riverside Quarter – comprising the river corridor between the River Centre Quarters Mole, the railway line and Mansion The spatial principles plan (opposite) Gardens, but also including lower illustrates the town centre’s distinct Bridge Street and the historic quarters. There is the potential to Running Horse Public House improve and better connect each and to the west of the river the quarter to ensure they maximise Leisure Centre and surrounding their sense of place, function and parkland. This area provides a overall connectivity. wonderful natural environmental and recreational corridor through The core town centre quarters the town and there is the potential comprise: to enhance this further through improved landscaping/ parkland, The High Street Retail and Leisure conservation, outdoor recreation and Quarter – comprising the High Street links across to the sports/ leisure as well as upper Church Street, quarter. The development of the North Street and upper Bridge Claire and James House site can act Street. This is and will continue to as a focus of change in this area. be the heart of the town and a focal point for the majority of the retail and New Urban Quarter – comprising leisure offer. It will also be the focus Bull Hill and Red House Gardens for community events and activities this area is an important link through such as outdoor markets. Public to the railway station and the realm improvements and changes to Business Parks Quarter beyond. traffic management (considered later However, the area is currently in this report) will further enhance heavily dominated by traffic which this role and reinforce the confluence separates it from the heart of the of Church Street, High Street, North town centre and detracts significantly Street and upper Bridge Street as from the environmental quality of the Leatherhead’s ‘market square’ – a space and the ease of movement place with traffic, but principally for for pedestrians and cyclists. The people. strategy for Bull Hill, alongside the removal of the one-way system, is Improvements to traffic management to extend the town centre character and the public realm will link this into the south eastern corner of area toward the Bull Hill site as part the site towards North Street, of an extended town centre still providing new opportunities for focused around its historic core. retail and leisure uses consistent with the wider strategy for the town Opportunities should be taken to centre. Beyond that, mixed use improve the Swan Centre including development including residential improving its relationship with the and car parking will extend the urban High Street, improving permeability form of the town centre, improving and importantly, through remodelling the attractiveness of walking and of the centre and other development cycling links through to the railway to establish a stronger anchor role station. for the eastern end of the High Street.

32 Town centre wide spatial principles plan

33 5 / Transform Leatherhead: Masterplan

5.2 Key Projects • Riverside & surrounds - a new Riverside Park could enhance the The key projects underpin and function of the area around the respond to the overarching spatial River Mole, a most valued asset strategy. Below is a list of the key within Leatherhead, and attract sites identified for each quarter: residents and visitors to the town centre. THE RETAIL / LEISURE QUARTER • Swan Centre - opportunities to THE NEW URBAN QUARTER refurbish this key destination • Bull Hill and surrounding within the town centre should be environment - a new gateway sought to revitalise the retail offer in close proximity to the railway within Leatherhead as well as the station could provide a step historic High Street. change in the arrival experience • High Street West - the historic into Leatherhead and the overall heart of Leatherhead at the transformation of the town. confluence of the High Street, Each of the key sites has been Church Street, North Street presented with: and Bridge Street, could again become a focal place of gathering • a description of current uses and and activity by reproviding ownership; opportunities for market stalls and improving connectivity as well as • a description of key constraints an improved public realm. and opportunities; • Church Street - a key gateway • a summary of the consultation to the south of the town centre, feedback specific to the site; proposals could provide an • proposed land uses and key improved environment for cafés design principles to guide and restaurants including outdoor development proposals; seating and enhanced visibility to the Leatherhead Theatre • an artist’s impression illustrating entrance. what the site might look like in the future; THE RIVERSIDE QUARTER • precedent images highlighting • Claire and James House - this how key features have been site sits in a prominent corner delivered successfully elsewhere; overlooking the River Mole and and could provide a key node • key actions and timescales of enhanced activity along the associated with the delivery of the riverside and in close proximity to key project the town centre. Live. Work. Visit.

BULL HILL

SWAN CENTRE / HIGH STREET

HIGH STREET

CHURCH STREET

CLAIRE AND JAMES HOUSE

MOLE RIVERSIDE Creation of a Simplify the road new public plaza Opportunity for system new high quality housing

RAILWAY An improved STATION pedestrian/cycle link from the station to

Station Approach the town centre A245 Randalls Rd Oaks Cl

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A245 Kingston Rd

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B2122 Leret Way Station Rd Long term opportunities for residential development at the Telereal and Royal Mail sites North St

Belmont Rd

RIVER MOLE Church St

B2122 Waterway Rd

Mixed use Bridge St development opportunity at Claire & James Minchin Cl House Guildford Rd

A new riverside park

A new pedestrian link to the leisure centre

LEISURE CENTRE 36 A revitalised town square with opportunities for events including the market

Significant improvements to radically change the Swan Centre

Fairfield Rd Middle Rd

An improved gateway from the east B2122 Leret Way

B2122 Epsom Rd

Improvements High Street

Church Rd Elm Rd to building frontages along High Street

B2122 The Crescent

B2450 Church St

Public realm improvements to High Street

B2033 Church Rd

B2450 Gimcrack Hill Transform Leatherhead: The Masterplan Public realm improvements to The image opposite highlights a number of key projects Church Street that will transform Leatherhead. These are expanded on in the next section.

37 5 / Transform Leatherhead: Masterplan

THE RETAIL / LEISURE QUARTER The proposal to improve the linkages between a refurbished Swan Centre will, subject to detailed design, 5.3 Swan Centre / High Street expose the rear elevations of a number of properties on the Current use and ownership High Street which ‘back on’ to the Swan Centre. A common approach will be required to improve the appearance The Swan Centre currently comprises a range of shops, of a number of these rear elevations to ensure that including a large Sainsbury’s food store, medium size units improvements to the Swan Centre and its setting are not occupied by Boots, WH Smith, Next and Dorothy Perkins dissipated by disjointed rear elevations to High Street. The and a range of smaller stores. extent of works required will be dependent on the approach taken on the Swan Centre. A detailed plan for these works, A range of small shops including several charity shops are drawn up in consultation with properties owners will need located along the High Street, for example, the Salvation to consider materials, fenestration, access, security and Army, Oxfam, and the Rainbow Trust. The buildings on the boundary treatment. A scheme should be submitted as High Street are in multiple ownership and are generally part of, or be conditional to any planning application for the occupied by offices or residential units above the ground Swan Centre that proposes works in this area. MVDC may floor. need to consider facilitating access to statutory powers for the works to be implemented should that be required. The shopping centre is in private ownership and has recently been placed on the market. Consultation feedback Site constraints and opportunities The results of Stage 1 consultation concluded that the retail The Swan Centre presents a bespoke shopping centre experience must be improved. The current development layout designed to resolve the topographical features of the lacks the size and format of retail units that shoppers and site whilst providing access to the multi-storey car park and retailers want. The centre is dated and the car park is not service area above the shops from Leret Way. As a result, suitable for modern vehicles. it creates an unwelcoming environment along Leret Way to the north, and a poor image of Leatherhead town centre to people driving on Leret Way.

The internal shopping routes are covered and mostly artificially lit to allow for the servicing that is accommodated above the shops, which further detracts from the quality of the environment. Improvements to public realm and crossing points on Leret Way Opportunities should be sought to rationalise the vehicular access to the multi-storey car park, potentially moving it Leret Way closer to the existing servicing access. This would free New car park access up valuable frontage along Leret Way to provide a higher quality pedestrian environment. Additionally, larger units could be provided within the centre and help create a loop with the High Street bringing increased footfall to the High Street shops.

All interventions to the Swan Centre must take into account the current servicing arrangements and provide optimum phasing to maximise retail operations during refurbishment. Improved high An enhanced north-south pedestrian link through the Swan street frontage Centre could also play an important role in linking the residential areas to the north with the town centre.

Key design principles 38 View of proposed Swan Centre entrance and improved High Street

Proposed land uses and key design

There is currently no financial justification for complete redevelopment given the cost View of existing Swan Centre entrance of gaining vacant possession, together with the cost of purchasing the centre. Proposals for the Swan Centre should therefore be Key actions and timescales aimed at providing an attractive shopping Precedents from elsewhere environment for pedestrians together with The speed of delivery of significant improvements to radically change the Swan larger shop units suitable to the needs of Centre will be influenced by a number of current retailers. This could help to attract factors, including ownership. high quality brands to Leatherhead whilst creating a ripple effect on shops along the The detailed design of any major High Street. refurbishment will need to follow an extensive analysis of existing operations to Key design principles include: ensure proposals can be phased in a way that is least disruptive to current retailers • Extended / new retail units; and attract new high quality operators. • New / improved public car parking To this purpose, a number of surveys facilities; and studies will also be needed to inform Semi enclosed retail street • Leisure facilities including the potential detailed design options, which will then need for a new first floor cinema / gym; to be consulted on. • Improved rear facade fronting out onto There is widespread support for Leret way; interventions in this area which will be • Improvements to public realm and pivotal to transforming the image of the town crossing points on Leret Way; and as a whole. However, the complexity of the site demands careful consideration of future • Improved High Street frontage / existing proposals. retail facade. At a time of constraints on public sector

finance it may be necessary to work in Green external car park facade partnership with other parties to unlock potential sources of funding. 39 5 / Transform Leatherhead: Masterplan

Illustrative design features THE RETAIL / LEISURE QUARTER 5.4 High Street West KEY 1. Restricted one-way vehicular Current use and ownership access to High Street from Church Street open ‘off peak’. 2. One-way vehicular access to The western end of the High Street forms the historic heart Bridge Street from Church Street North Street open ‘off peak’. of Leatherhead at the crossroads between the High Street, 3. On-street short-stay parking Church Street, Bridge Street and North Street. provided on Bridge Street. 4. Traffic calming utilising ‘Market Square’ surface materials. This area is now occupied by a ramp, which was originally intended as a water feature. It presents creative ironwork Swan Centre provided by local craftsmen and has some merit. However, entrance this intervention has had a major impact on the function of High Street this key node. This area used to provide a highly permeable 4 1 crossroads and a location for trade and markets, whereas 2 now the ramp creates clutter and obstructs pedestrian, as well as cycle movement. Additionally, no vehicular access is 3 provided with this layout either.

Bridge Street Site constraints and opportunities

The Transform Leatherhead Masterplan presents an Church Street opportunity to suggest changes to this area to ensure Illustrative design features it reflects the important and central placemaking role it has within the town centre, by providing opportunities for residents to meet and become involveed in community life. Town Square - shared surface treatment with potential for south- facing market stalls / events. A more flexible layout could accommodate pedestrian and cycle movement and potentially extend the restricted vehicular access to the High Street to connect North Consultation feedback Street/Bridge Street and Church Street and attract evening activity to the town centre. This could include making North Feedback received from the consultation process suggests Street and Bridge Street one-way which would provide the that residents and visitors would like to see improvements to opportunity to ‘traffic calm’ the area near High Street and this area. In particular, it was felt that this area could enhance introduce short stay on street parking on Bridge Street. accessibility to the town centre with all modes of transport. A number of practicalities would need to be considered Concerns over providing dedicated cycle movement to in taking this proposal forward, including servicing minimise conflict with pedestrian flows were also expressed. requirements, bus routes, the market, surface materials and public art. In the questionnaire provided during the Stage 2 consultation, respondents were asked if consideration should be given Opportunities to accommodate market stalls and encourage to the scope for providing some access from Church Street special events could also be sought to recreate its former through High Street and on to Bridge Street. This would function as a key meeting place for the community of provide one-way access from Church Street towards Bridge Leatherhead. Street in the evenings or more often when the High Street is not in use. A further enhancement making Bridge Street one- way leading from North Street could provide additional short stay parking.

75% either agreed or strongly agreed that access from Church Street through High Street and onto Bridge Street should be considered in more detail.

40 Proposed land uses and key design principles

The development and public realm strategies combine to place Church Street, ‘lower’ High Street and its junction with North Street and Bridge Street at the heart of the town centre. Rediscovering its traditional role as the centre of the Leatherhead it is considered that this area should be increasingly seen as the ‘Market Square’ area with the opportunity taken, through traffic management and surface treatment to integrate North Street and ‘upper’ Bridge Street more fully into an extended public realm (albeit acknowledging that they will continue to accommodate traffic on a day to day basis). This will involve traffic calming on Bridge Street and North Street. Consideration should be given to establishing one-way movement along North Street and Bridge Street toward the river as part of the reorganisation of the road network in Leatherhead. This will reduce the impact of traffic flow through this key area, but also create the opportunity to offer short stay parking along Bridge Street.

It is important that the area feels active and vibrant, Key view of the market square area with the ramp in the foreground open and permeable, as well as safe and accessible by all, including wheelchair users.

Key actions and timescales

Funding for public realm improvements could be sought for the redevelopment of a new town square. However, as the area has been subject to recent development which resulted in the current ramp Precedents from elsewhere layout, consideration needs to be given with regards to challenging the existing design in the short term.

Detailed design proposals will need to be consulted on in detail to obtain consensus over the role and function of this key node.

Shared surface treatment A place for street performances

Potential for market stalls Potential for market stalls

41 5 / Transform Leatherhead: Masterplan

THE RETAIL / LEISURE QUARTER KEY High Street 5.5 Church Street 1. Existing Planters and Trees removed to increase Current use and ownership visibility to the Theatre from High Street. 2. Signature lighting and informal seating Church Street is the southern gateway into the town centre 3. Signage rationalised to linking the High Street with the library, St Mary’s and St remove clutter 4. New high quality stone Nicholas Church and further south connecting Leatherhead paving to unify space to Dorking via the A24. 1 5. Theatre entrance highlighted 5 6. Car parking The area of Church Street to the south of the High Street is 8 accommodated within new 2 shared surface space currently a cul-de-sac that is opened up to allow vehicular 7. Additional parking 8. New “Slim” street trees traffic into the High Street during the evening. The food and 4 6 beverage offering in this location has grown in recent years 3 with a number of cafés and restaurants providing activity in 8 the southern part of the street. The Leatherhead Theatre is Church Street a night-time destination for residents and citizens, as well 7 as being a listed building of architectural merit. Some on- street parking is provided along Church Street, off which a B2122 The surface car park to the west can also be accessed. Crescent

A recently approved planning application for significant development at 14-22 Church Street will affect the town centre study area. It involves the refurbishment and extension of existing retail units to provide ‘high quality’ A1 Illustrative design features retail space (a foodstore). MVDC resolved to grant planning permission for the development on 1st July 2015, subject to the completion of legal agreements relating to traffic.

Site constraints and opportunities Consultation feedback

Leatherhead Theatre is a key destination within the In the questionnaire provided during the Stage 2 town, however, its entrance is not particularly visible from consultation, respondents were asked if they are supportive the High Street as views are obstructed by planters, an of the enhancements for Church Street shown in the plan existing tree and general street clutter. Opportunities to above and illustrated overleaf. improve the visibility of the Theatre could attract increased footfall alongside a more vibrant and attractive pedestrian 74.2% either agreed or strongly agreed with the environment. enhancements shown for improving Church Street. Prior to the Transform Leatherhead consultation process an Cafés and restaurants could also benefit from an enhanced extensive engagement exercise was undertaken on how to public realm environment with outdoor seating. improve the street scene and the results have been used to shape the proposals shown. Environmental improvements could also assist in attracting a high quality operator for the future food store, which Public support for and appreciation of the Theatre was would improve the retail offer within the town centre. made very clear through each stage of the consultation process. It is clearly a popular local asset.

42 Proposed land uses and key design principles

Suggested enhancements for Church Street include:

• Increased visibility to the Theatre from the intersection of High Street / Church Street by removing existing planters and trees and potential new signage above the Theatre entrance; • New “slim” street trees as well as rationalised road signage to remove clutter and increase visibility; • High quality street furniture including signature lighting and informal seating; • Additional parking to attract visitors to the town centre (potentially through maximising the layout of Church Street car park); and • Integrated design with a simple palette of high View of Church Street proposals quality stone paving to unify space with a shared surface arrangement.

View of Church Street from the High Street

Key actions and timescales Precedents from elsewhere

Public realm improvements along Church Street should be included in the early priority actions for Leatherhead with committed funds available for their delivery. This could include enhancements to the Theatre entrance.

The implementation of enhancements will assist to improve the culture, leisure and food and beverage offer and in turn grow Church Street as a civic and cultural area with a strong evening economy. Signature lighting New tree planting

Shared surface treatment

43 5 / Transform Leatherhead: Masterplan

THE RIVERSIDE QUARTER 5.6 Claire and James House Current use and ownership Claire and James House is currently an office building at the corner of Bridge Street and Minchin Close overlooking the River Mole. The site also comprises a public car park and is adjacent to the historic Running Horse Public House (a 15th/16th century inn), which is located to the north on Bridge Street.

The site benefits from a fantastic south-facing orientation overlooking the River and the town bridge (Guildford Road) which acts as a gateway into Leatherhead from the south west and is, in itself, an attractive landmark.

MVDC has recently acquired the site.

Site constraints and opportunities The stretch of riverside in front of Claire and James House is currently a pleasant environment, however, the surface car park and on street parking provided in front of the building are visual detractors to the amenity of the place. Key design principles The site sits in a prominent corner in close proximity to the town centre. Its redevelopment is a key opportunity to A variety of play facilities in front of Claire and James create an improved south-western gateway to the town House could also provide additional activities to create a centre from Guildford Road and an improved frontage onto vibrant Riverside Park suitable for families and people of all the River Mole. ages.

Consultation feedback Residential uses could also be beneficial in promoting high The riverside is a much valued asset for the local quality town centre living and supporting local businesses. community and respondents repeatedly expressed a desire Alternatively, there is identified demand for a hotel to be to preserve, enhance, and promote this key feature of located in Leatherhead and this could provide a great Leatherhead. setting for this type of facility.

Proposals for Claire and James House were consulted Key design principles for the site include: on (as part of Stage 2 consultation) as part of the overall strategy to create a town park (see section 5.7 on Riverside • Creating a landmark building with special architectural and surrounds) along the riverside and strong support was consideration to the treatment of the corner and the received for the ideas presented. maximisation of views to the riverside;

• Providing opportunities for a riverside destination such Proposed land uses and key design principles as a ground floor café / restaurant / hotel in the corner; The site could provide some additional commercial • Extending the building footprint to provide active floorspace appropriate to the riverside setting such as a frontage onto Bridge Street and the riverside, whilst café. This could attract more residents and visitors to enjoy accommodating car parking to the rear; the riverside and potentially visit the close-by town centre.

44 View of existing riverside in front of Claire and James House

Artist impression: View of Claire and James House proposals

• Articulating the roof line of the building to ensure Precedents from elsewhere development sits harmoniously with the historic Running Horse public house and surrounding existing built form; • Architectural design could be contemporary in style with a high quality contextual approach suitable to the historic setting; and • Varied and safe play facilities, that are overlooked and designed to cater for children and young people.

Key actions and timescales Whittets Ait apartment block, Weybridge

Whilst short term uses could be provided for Claire and James House to ensure occupation and revenue stream, further investigation would need to be carried out to establish a viable mix of uses for the development site.

Contemporary architectural style suitable to historic settings

45 5 / Transform Leatherhead: Masterplan

THE RIVERSIDE QUARTER 5.7 Riverside and surrounds

Current use and ownership Site constraints and opportunities The River Mole is one of the key assets of Leatherhead, The River Mole lies very close to the town centre and however, many visitors are unaware of its presence and provides a distinctive natural environment. It can be there are limited opportunities for recreation in the area, accessed via a short five minute walk from the bottom apart from some pedestrian and cycle paths. The area is, of the High Street. The stretch which passes through therefore, underused. Leatherhead flows across impermeable London Clay, and is designated as a Local Nature Reserve. Consequently there are significant recreational and environmental opportunities along the riverside to create Established paths along the east bank of the River Mole a key destination in Leatherhead by providing a Riverside offer a pleasant recreational facility. The area is considered Park to be enjoyed by residents, employees and visitors. a valued space that has several important functions, Links to the town centre could be improved and there is including the ‘green lung’ close to the busy town centre, the potential for a footbridge to link the River towards the a wildlife habitat that includes a nationally rare plant and leisure centre. many native plants, birds, insects and fish species, as well as a link from the town into Norbury Park and the Surrey Consultation feedback Hills. The concept of a new Riverside Park was generally Just to the south of the River Mole is the Leatherhead very much supported by respondents (during Stage 2 Leisure Centre, a popular destination for local residents. consultation) however, some issues such as car parking and flooding were raised.

1 6 4 3 5 2

1. New mixed use development on site of Claire and James House 2. Suggested Riverside Park ‘Gateway’ 7 featuring decked viewing point and riverside access allowing for river dipping and interaction with water 3. Cafe seating area 4. Relocated car park to rear with upgraded outdoor space 6 5. Remodelling of Junction 7 to replace roundabout with pedestrian priority space 6. Proposed Natural Play areas 7. Proposed Pedestrian footbridges

Illustrative design features

46 Existing view of Riverside

Illustrative view of Riverside Park ‘Gateway’

Proposed land uses and key design principles

Proposals for the riverside setting are aimed at creating both a vibrant environment and additional activity along the riverside, whilst respecting its natural setting. Potential uses include: Precedents from elsewhere • A decked viewing point allowing for river dipping and interaction with water; • A new mixed use development at Claire and James House (see previous section 5.6) including a café with outdoor seating area; • A more pedestrian and cyclist friendly environment by relocating the existing car parking facility to the rear, and remodelling the junction between Bridge Street and Minchin Close; • Natural play areas to cater for different age groups • A pedestrian footbridge to connect across the The Mole at Cobham Precedent Pedestrian bridge Riverside Park and provide a convenient link between the Leisure Centre and Mansion House Gardens; and • Enhancing the riverside walks and cycle paths to link the area to the Business Parks.

Key actions and timescales

Early priority actions for Leatherhead include improvements to the riverside. Key to this is partnership working with agencies including the Environment Historic Leatherhead Bridge Potential Nature trail within Agency. Riverside Park

47 5 / Transform Leatherhead: Masterplan

THE NEW URBAN QUARTER 5.8 Red House Gardens / Bull Hill and surrounding environment

Current use and ownership

The Bull Hill area is defined by three arms of the A245 gyratory system including Randalls Road, Bull Hill Road, Station Road and the railway line to the west. Also in this area a key diagonal pedestrian route is accommodated connecting the station to the town centre, a link that is currently well used. Bull Hill also comprises the following uses:

• Red House Gardens open space – a grassed public open space with numerous trees that is currently underused;

• Park House which accommodates the MVDC Community Alarm service;

• Fairmount House occupied by Surrey County Council; REMODELLED CORE TOWN CENTRE • Station Road and Randalls Road public car parks;

• A children’s play ground; and

• A trim trail which is often used by outdoor exercise classes. Key design principles during the Stage 2 consultation in response to people’s MVDC currently owns the land and the main buildings. concerns over the site being underutilised. The majority of respondents supported the design and development Site constraints and opportunities principles for Bull Hill. Some concerns were raised over the potential loss of green space and trees, which was taken The Bull Hill area is strategically located between the into account in the design principles and guidelines for the railway station and business premises to the north-west and redevelopment of the site. the town centre to the south-east. However, the gyratory carries a lot of vehicular traffic and creates a road barrier to Proposed land uses and key design principles pedestrian movement, thus segregating this area from the town centre. Additionally large areas of surface car parking The key design principles for this area could include: create an unpleasant backdrop to the Red House Gardens. • Safer, direct and more attractive routes between the Comprehensive redevelopment at Bull Hill presents a key railway station and the town centre; opportunity to provide a step change in Leatherhead and its • Significant improvements to the landscaping and perception. It could provide a mixed use development site, environment in Red House Gardens including retention of complementary to the Swan Centre and High Street area in important trees and replanting; the retail and leisure quarter therefore expanding the heart of Leatherhead towards the station. • A new gateway plaza between Bull Hill and the top end of North Street; In conjunction with redevelopment at Bull Hill, changes to • A gateway building fronting onto the proposed public the one-way system to ease congestion and improve access plaza; to the town centre could also be pursued. • A downgraded Station Road; and Consultation feedback • A ‘retail core extension’ - retail uses in the southeast The idea of extending the town centre by largely developing corner of the Bull Hill site providing a continuation and link on the previously developed parts of Bull Hill was presented in to the retail uses within the town centre core.

48 View of existing North St / Bull Hill junction

View of proposed plaza at the junction between Bull Hill road and North Street - looking north-west

Artists impression illustrating new link from the station to the town centre and new mixed use development

New development on the previously Traffic modelling would be required to developed parts of Bull Hill, could also assess the road network and its capability include: to accommodate growth generated by level Precedents from elsewhere • Large format retail units (to complement of development proposed. the Swan Centre and the High Street); Kingston House Gardens • The potential for office accommodation; • A medium sized hotel; Circle Housing is developing options • Residential development (flats) close for the Kingston House Gardens site to to the station; and provide new housing. The site lies between Bull Hill and Upper Fairfield Road and • A new multi-storey car park, wrapped on comprises a housing estate containing two two sides by flats to provide attractive / storey apartment blocks; it occupies a key active facades. gateway to the town and sits within this Key actions and timescales proposed quarter. Park integrated into development

Further detailed design and viability work It will be important for Circle Housing to needs to be carried out to provide a continue to work in partnership with the coherent mixed use development at Bull Council and the Transform Leatherhead Hill. team in progressing their proposals for the site to ensure that these complement and Opportunities to break up the one way reinforce future proposals. This is expanded system to ease congestion and improve on in the Delivery and Implementation access to the town centre would need to section below. be investigated further to ensure traffic flows are optimised, sustainable modes of transport are promoted and funding for High quality surface treatment highway improvements secured.

49 5 / Transform Leatherhead: Masterplan

PUBLIC REALM STRATEGY AND DESIGN PRINCIPLES

Public Realm New and Improved Town Centre Spaces A high quality public realm and landscape setting is a key objective of The approach focuses on the following the vision of creating a more attractive five key public realm opportunities: town centre for visitors, residents, shoppers and potential investors. 1. Enhancing the quality of High Example of pedestrian link to town centre Street through removing clutter, Public Realm Design Principles improving lighting and street furniture and promoting a more The over-arching public realm design sympathetic approach to shop principles are as follows: fronts.

• Rationalise street furniture 2. Revitalising and celebrating and signage to provide a co- Church Street as a place for arts ordinated appearance and remove and leisure. unnecessary visual clutter within the 3. Creating a ‘market square’ town centre and at gateways; character to the junction of High • Reduce variety of surface Street, North Street and Bridge finishes through a high quality, Street and linking through Church hard landscape strategy to unify Street – creating a space for an Simple high quality materials character and create a high quality expanded market and events. As shopping environment within the part of this approach removal of High Street; ‘the ramp’ and iron railings should be considered to create a high • Promote legibility and connectivity quality piazza and enable better through a restrained design visibility to the High Street from approach that focuses on quality North Street. This should also rather than quantity of intervention; function as a meeting space with opportunities for social interaction. • Consideration of disability access throughout the town centre. 4. Creating a new ‘plaza’ adjacent to a new traffic calmed junction at North Street / Bull Hill as part of improved links to Bull Hill and the Eastern gateway idea railway station.

5. Unlocking the space around the Letherhead Institute as part of a much clearer, visible gateway to High Street from the east.

50 Bull Hill Bull

New plaza

Eastern gateway: Epsom Epsom Road Road and High Street

North Street Heart of Leatherhead

High Street

Southern gateway: Church * Street Theatre area Bridge Street

Church Street

New Plaza

Improved town centre gateways

Key Pedestrian links

Revitalised town square

New and improved town centre spaces

51 5 / Transform Leatherhead: Masterplan

Church Street – Bridge Street 2. Southern Gateway

There is scope for providing access This is the junction of Church Street from Church Street through High and High Street and the area around Street and on to Bridge Street. This the Leatherhead Theatre. This is a would provide one-way access from vibrant area of bars and restaurants Church Street towards Bridge Street but it is not noticeable from the in the evenings or more often when High Street due to existing planters, the High Street is not in use. A further trees and street furniture. This area enhancement making Bridge Street would benefit greatly by reducing the one-way leading from North Street amount of clutter with a restrained could provide additional on street short design approach that allows the stay parking. theatre frontage to be more visible, whilst still retaining parking provision Improving Leatherhead Town with a shared surface space. New Centre Gateways paving to unify the space, with informal seating would complement There are three gateways to the the theatre entrance with bespoke town centre core in the north, east ‘signature’ lighting providing a sense and south. Proposals for these are of excitement and identity. Other described as follows: opportunities to showcase the Theatre should be explored, for example the 1. Northern Gateway inclusion of a canopy. This is illustrated in more detail in the Church Road The approach from the north is at the proposal above/ below. junction of Bull Hill and North Street. The existing arrangement creates a 3. Eastern Gateway traffic dominated environment with narrow pavements and parking to This key approach is from Epsom Wesley House. Remodelling the Road. The Letherhead Institute is a junction as part of the Bull Hill/ Red key landmark building but is dominated House Gardens development proposal by car parking and signage clutter, (discussed later), would create a more which gives no sense of place to the pedestrian-friendly environment and High Street. This area would benefit a more welcoming gateway to North from a gateway feature to highlight the Street and beyond. High Street to passing traffic.

52 As can be seen on the map below, four key crossroads as shown on Design Principles the four key crossroad streets are the image below; dominated by active frontages. It is important to set out development • Frontages onto Leret Way should Whereas the frontages along Leret principles for the town centre as make a positive contribution to the Way are generally passive, with a whole, including key frontages environment. Buildings should not only some buildings providing active and edges, landmark locations and turn their back and opportunities for frontages. Within the study area, gateways. greening and attractive screening approximately 70% of the frontages should be explored where frontages are considered active. Active Frontages are of poor quality, such as multi- storey car parks or blank walls; The overarching principles for the town The frontages of the study area have centre as a whole, looking at active • Any future development should been assessed in terms of whether frontages, are that: ensure ground floor uses activate they provide an active frontage, or key edges and attract footfall; and whether the use is passive. Active • Pedestrian links should be lined frontages are those which have • Shop fronts should be of the by active frontages and areas of windows and doors facing onto streets, highest quality, particularly on the blank walls should be avoided to footpaths and public spaces (as High Street, with residential and ensure an attractive environment defined in the Mole Valley Designing commercial uses concentrated on that encourages footfall through the Out Crime SPD). upper floors. town centre and in particular on the

Randalls Rd

Leret Way Station Rd Epsom Rd

North St

High Street

Bridge St

The Crescent

Church St

Active town centre frontages Guildford Rd

Passive town centre frontages Active and passive frontages

53 5 / Transform Leatherhead: Masterplan

Landmark Locations and Focal Points

Landmarks provide orientation and draw people through town centres. Opportunities to provide landmarks should be explored. Similarly opportunities for focal points, which mark the most distinct areas in the town centre and need to accommodate increased pedestrian activity should be identified. Both landmark buildings and focal points should be of the highest quality, in order to communicate a positive image of Leatherhead town centre.

King George V Memorial Gardens

Red House St John’s School Gardens Mole Business Park

Wesley House

Leret Way

Station Rd Rd Hill Bull Swan Centre Letherhead Epsom Rd War Memorial Institute North St Leatherhead Delivery Office Former Swan Hotel

n.2 Bridge St High Street

Theatre Bridge St

The Running Horse public house Leatherhead The Crescent RIVER MOLE Museum of Local History

Church St Registry Office & Library

Guildford Rd Mansion Gardens

St Mary & Key buildings and landmarks St Nicholas

54 Building Heights

An appropriate scale should be identified taking into account Leatherhead’s townscape and heritage.

Randalls Rd

St John’s School

Wesley House

Leret Way Station Rd Epsom Rd

Former North St Swan Hotel

High Street

Theatre Leatherhead Theatre visible Bridge St from long distances

The Crescent 4+ storey buildings

Church St 2-3 storey buildings

1 storey buildings

Guildford Rd Mounds and embankments St Mary & Existing building heights St Nicholas

55 56 6 / Accessibility

57 6 / Accessibility

6 / Accessibility

Accessibility by all forms of transport Hill site. In light of public consultation proposal would complement any is the lifeblood of successful town feeback and subject to further detailed scheme taken forward; and centres. The Transform Leatherhead design and assessment, both of the • The link would improve access to a Masterplan is supported by an highway network and the emerging dedicated and improved public open approach to deliver accessibility Bull Hill scheme it is proposed to space. improvements which aim to: construct a new north – south road link to the western side of the Bull Hill site The removal of the one-way system • Facilitate the removal of the one- linking Waterway Road and Randalls in part or whole and notably around way system, whilst maintaining Road. the Bull Hill gyratory is central to the traffic flow and ease of access to delivery of the Vision for Leatherhead the town centre; There are significant traffic movements and it is recommended that this between Waterway Road and Kingston • Accommodate new development, option is taken forward for further Road and Randalls Road. Traffic notably at Bull Hill;. investigation. Establishing the exact moving between these two areas is alignment of the route will be a • Reduce the dominance and barrier currently convoluted, particularly for complex piece of work that should effect of traffic in key parts of the vehicles travelling south with traffic be undertaken in close partnership town centre, notably between North currently required to navigate twice with Surrey County Council within Street and the railway station; under the railway line. Rationalising the context of the clear established the highway movement will help to • Improve sustainable transport links, objectives. The detailed options should improve traffic flow and overall journey for pedestrian, cyclists and bus and also be considered in parallel to the time reliability and in part remove the rail users; and development strategy for Bull Hill to ‘pinch-point’ constraint of the railway ensure that they are complementary. • Facilitate the improvement of car underpasses. parking in and around the town. Alongside this piece of work, MVDC The proposed direct two-way link These objectives are addressing four and partners including Surrey County will create opportunities to change key areas: Council should continue to seek to the existing route to a sustainable reduce car traffic and in particular transport link: Highway Network: Bull Hill through traffic, by enhancing the Gyratory provision of infrastructure for cycling • The link would also provide for and walking and improving public direct vehicular access into any new One of the consistent themes of public transport, including options for a development at Bull Hill including a consultation has been the aspiration shared Business Park shuttle bus new car park; to remove the existing one-way which may also be of benefit to the system in Leatherhead and notably • The new layout will reduce wider community. around the Bull Hill Gyratory. The confusion to motorists and make the one-way system is unwelcoming for town centre more accessible from These ideas are discussed further in visitors and adds to journey times for the railway station and the existing the sections below. Similarly further local residents; it favours cars over employment areas in the Randall’s consideration should be given to pedestrians and creates a barrier Road area; the traffic management and other to movement particularly between infrastructure investment which would • A new cycle and pedestrian link the heart of the town centre and the encourage through traffic to use other will run directly through Bull Hill railway station; it currently limits the routes principally to and from the M25. providing a greatly improved direct, potential for the town centre to expand safe and legible route from the naturally beyond its current boundaries In phasing and delivering highway existing town centre, through the and would limit the potential for works it will be important to minimise new development area and to the development at Bull Hill to be disruption. The opportunity should railways station and beyond. MVDC integrated into the wider town centre. be taken to engage with major local already has aspirations to take business over the sequencing of work forward a sustainable transport bid It is therefore proposed to remove and the options for mitigation. to improve cycle and pedestrian the one-way system around the Bull links on Randall Road. This 58 Option 3

New Road Link

New pedestrian link with elevated walkway to town centre

Pedestrian bridge link to leisure facilities Randalls Way

A245 Randalls Rd Gateway feature A245 Kingston Rd

Oaks Cl Cycle Hub

Station Approach New public transport link to railway station Station Approach Park Rise A245 Randalls Rd

Leatherhead High Street RonsonRonsom Way Way A

2

4

5

B Linden Pit Path

u Middle Rd

l

l

H

Station Rd i

l

l

Downgraded Station Road & Station Approach R d Fairfield Rd

A245 Station Approach Primary Road A245 Upper Fairfield Rd

B2122 Leret Way Station Rd

Secondary Roads (B-Roads) B2122 Epsom Rd North St Tertiary Roads High Street Belmont Rd Elm Rd

Church Rd Church St

Bridge St RIVER MOLE

Mill Ln B2122 The Crescent

B2450 Church St Minchin Cl

Guildford Rd

B2033 Highlands Rd

B2033 Church Rd

B2450 Gimcrack Hill

B2122 Guildford Rd

The principle of a new vehicular link at Randalls Road/Waterway Road

Other ideas considered:

Option 1 Option 2

New pedestrian link with elevated New Road Link walkway to town centre New pedestrian link with elevated Pedestrian bridge link to leisure facilities walkway to town centre

Pedestrian bridge link to leisure facilities Gateway feature Randalls Way Randalls Way

A245 Randalls Rd Gateway feature A245 Kingston Rd A245 Randalls Rd Cycle Hub A245 Kingston Rd

Oaks Cl

Oaks Cl Cycle Hub New public transport link to railway station

Station Approach

Station Approach Park Rise Station Approach New public transport link to railway station

Station Approach Park Rise Leatherhead High Street A245 Randalls Rd A245 Randalls Rd

Leatherhead High Street RonsomRonson Way Way A

2

4

5

RonsonRonsom Way Way A

Downgraded Station Road B

2 Linden Pit Path u

4 Middle Rd

5

l

l

H

B Linden Pit Path u Station Rd i Middle Rd l

l l

l

R

H Downgraded Station Road & Station Approach d Fairfield Rd Station Rd i

l

l

Primary Road A245 R d Fairfield Rd

A245 Station Approach Upper Fairfield Rd

A245 Station Approach Primary Road A245 Upper Fairfield Rd Secondary Roads (B-Roads) B2122 Leret Way Station Rd B2122 Leret Way Secondary Roads (B-Roads) Station Rd B2122 Epsom Rd North St Tertiary Roads B2122 Epsom Rd North St Tertiary Roads High Street Belmont Rd Elm Rd High Street Belmont Rd Elm Rd

Church Rd Church St

Church Rd Church St Bridge St RIVER MOLE

Bridge St B2122 The Crescent RIVER MOLE Mill Ln

Mill Ln B2122 The Crescent B2450 Church St Minchin Cl

B2450 Church St

Minchin Cl Guildford Rd

Guildford Rd B2033 Highlands Rd

B2033 Highlands Rd B2033 Church Rd

B2033 Church Rd

B2450 Gimcrack Hill

B2122 Guildford Rd

B2450 Gimcrack Hill

B2122 Guildford Rd

Full re-introduction of two way movements using the existing road A new link road across the Bull Hill site network

59 6 / Accessibility

Vehicular access: Church and limited short stay parking access Consultation with the Business Street, High Street and North to the centre outside of peak (footfall) Community in Leatherhead highlighted Street/ Bridge Street: times is, at this point in time, beneficial transport and connectivity as a key and so should continue, perhaps issue. Some of the major employers Vehicular access to the High Street with clearer regulation, until such in the town are located in an isolated has been an on-going debate in time as the benefits of the Transform location, making it difficult to access Leatherhead for some time and has Leatherhead strategy (and the scope the town centre, railway station and featured through consultation on the for a refurbishment of the Swan Centre the surrounding residential areas. Transform Leatherhead strategy. and its relationship to High Street) are As a result, there is high demand on Pedestrianisation, in full or part (i.e. clarified and demonstrated. Over time, the car parking available to staff in on particular days or times) is effective as footfall increases and the benefits areas surrounding Randalls Road where there is sufficient draw and of development demonstrated then and the Springfield Drive areas. The thereby footfall (in part linked to the objective should be to phase out existing footpaths to/from both the an improved environment) to forgo or increasingly limit vehicular access, railway station and the town centre ‘passing’ car borne trade. All major including, as the night time economy are considered to be unsafe, poorly centres have significant elements of picks up, into the evening. lit and generally undesirable. There is pedestrianised access. currently a shuttle bus service which The provision of one-way vehicular runs from the town centre through to The case for and role of access from Church Street through to the Business Parks to get staff to the pedestrianisation in smaller centres, North Street should be managed on town centre. such as Leatherhead, which are not the same basis as that for the High destinations in them themselves is Street. The re-development plans for Bull more finely balanced. The loss of Hill includes the consolidation and visibility and accessibility (and the Improving Sustainable expansion of the parking provision as real or perceived impacts of these) Transport links part of a new multi storey car park. needs to be balanced between the improvement in the quality and safety Improving the sustainable transport To help relieve the car parking of the environment and increased links into and around Leatherhead is a constraints at the Business Parks, footfall and dwell time that underpins key objective of the Mole Valley Local the option of a shuttle bus, merged as well as the flexibility to use the Transport Strategy and should be with the existing bus service, should space for events and so on. Where taken forward. Existing links through be considered. This would mean footfall is high and the town centre the town and from neighbouring areas extending the existing terminus of is vibrant then there is a clear case are poor. There is one direct road link the regular bus service, up to the for pedestrianisation. The case is from Great Bookham and Fetcham Business Park. This could offer not as clear at this point in time in to Leatherhead, which is narrow with improved connectivity between the Leatherhead. However the town no cycle priority and little pedestrian town centre, railway station and the centre is trading reasonably well in priority, characterised by narrow key employment areas off Randalls the current circumstances and clearly footpaths and few crossing points. Road. In addition, there are likely to be central to the agenda for Transform cost savings between the companies Leatherhead is the aim to improve The links between Randalls Road/ subsidising the service and MVDC. the vitality and attractiveness of Way, the Railway Station and the town Route branding should be considered the centre. In this way achieving a centre are basic and need upgrading so it is easily identifiable for staff and position where the pedestrianisation to maximise the potential for other users. of High Street (at least in its current encouraging people from the Business form) is supported by all because Parks to visit the town centre offering To reduce the reliance of staff driving of the demonstrable need (footfall) and help to reduce the number of to work, a dedicated high quality cycle and benefits (environment) is an people driving to work by car. The and pedestrian route should be taken underlying objective of the strategy. route does not have any dedicated forward for delivery between the key off-road or on road cycle lanes. There employment areas on Springfield Allowing unrestricted two-way access is a particular pinch point underneath Drive and Randalls Road. The route to the town centre for vehicles in not the railway line. Surrey County Council should be designed for all year round viable from the highway, environment have a central Leatherhead ‘missing use with a permanent hard surface, or safety view point and would not add links’ plan. that is lit and feels secure. It should to the vitality of the centre. One-way provide a direct route to both Randalls

60 Road, the railway station and link between Randalls Road, the vicinity cycle storage or at minimum covered into the town centre pedestrian/cycle of the Railway Station and the town cycle stands should be implemented network. Surrey County Council are centre. A pedestrian bridge from the at key locations. Areas which are looking into a number of options for railway station to Bull Hill is also an overlooked and have good surveillance a route. Any route should be carried opportunity that could be explored as are all key factors when deciding on forward in consultation with employers part of any wider re-development of the most appropriate location. and staff so that any scheme has the the railway station. full support of the potential users. Car Parking Waterway Road could be re-designed The proposals put forward in this to provide a shared cycle/footway, The parking availability in Leatherhead Masterplan complement and aim to converting the existing footway is not meeting the current demand. improve, in particular the challenges along the B2122. This would provide Also demand for parking is uneven. faced by cyclists and pedestrians a dedicated sustainable transport The Swan Centre car park, which is negotiating Bull Hill. Targeted link from the surrounding areas the largest car park in Leatherhead improvements as part of any package of Bookham and Fetcham across is regularly avoided in favour of of measures should be focussed on: Leatherhead. alternative car parks due to the sub- standard layout and perceptions of a • Cycling and walking routes between A new, dedicated cycle route would fear of crime. Demand is highest at Fetcham and Leatherhead Railway travel north on the western side of the surface level car parks at Bull Hill Station; Bull Hill, which would then link with due to its close proximity to the railway the proposed upgrade to cycle routes station. There is a significant demand • General connectivity around the Bull along Randalls Road. for permit parking from commuters Hill gyratory and direct cycle links using the Leatherhead Station. MVDC from the surrounding areas into To the east, Leret Way has sufficient has explored opportunities to increase Leatherhead; road width and with any re- the level of parking at the Leisure • Improving secure cycle storage development of the Swan Centre, Centre site on Guildford Road to meet facilities and cycle/pedestrian routes there is scope to provide an off road this demand. The Church Street car in the town centre; cycle/pedestrian route. This would park, although small, is very popular provide an off road cycle route and this trend is likely to continue • Improved connectivity between from west Leatherhead to the east, with the imminent opening of a new Great Bookham and the key connecting with Linden Pit Path. supermarket in the area. employment areas/Business Parks; and If Bridge Street is converted to one- The parking strategy to underpin the • Improved links between way as discussed elsewhere in this Masterplan will need to be reviewed Leatherhead Station and the north. report, in order to improve links from and developed as the strategy the south and provide easy, direct progresses. A balance will need The points below cover each measure access into the town centre, any to be achieved between delivering in more detail: design should facilitate a contraflow commerically viable and accessibility cycle movement. projects whilst encouraging walking, As part of the wider Bull Hill proposals, cycling and the use of public transport. a dedicated new off road cycle and To complement an upgrade to the In principle a significant amount of pedestrian link could be created proposed cycle route upgrades, secure car parking should be retained in the

Looking south towards Leret Way/ Looking north towards Kingston North Street Road Looking west towards Station Road

61 6 / Accessibility

town centre as a key anchor and point In developing and reviewing the • A car park signage review should of access. The refurbishment and strategy over time the following should be undertaken, which considers extension of car parking at the Swan also be considered: options such as Variable Message Centre may be an option in this respect Signing (VMS) to direct visitors although it is not possible at this stage • The existing Bull Hill and Station to the nearest available car park to be definitive as to the capacity for Road surface level car parks use the when coming to Leatherhead. It is additional spaces. Town Centre car space on Bull Hill in an inefficient useful to note that VMS does not parking will be focused around short way. Also, there are limited necessarily need a barrier system as stay. opportunities to expand the surface you can use a loop detection system level car parks without impeding with sensors in the road; and Bull Hill will need to provide a on the surrounding open space. • A review of on street parking should significant amount of parking to cater A consolidation of the existing car be undertaken to ensure that the for new proposed development and parks on Bull Hill into a new and current restrictions to support both its on-going role as a location for expanded multi-storey car park visitors/shoppers and the local commuter parking. The amount of should be considered to cater for residents. parking required will be a function of future growth and free-up land; a number of factors, including the mix • The Swan centre should be Local Enterprise Partnership of development, the amount require refurbished and where possible, (LEP) funding to support residential development reconfigured to improve the quality and the scope for shared use between of car parking spaces to make this MVDC has the opportunity to bid for retail, leisure and other uses. The more appealing for shoppers to funding to bring forward schemes the delivery of replacement car parking, reduce the pressure on the Church LEP. Currently there are two bids being potentially in the form of a multi-storey Street car park.; prepared as expressions of interest car park as part of Bull Hill scheme (EOI): is likely to be part of the upfront • The consultation exercise identified investment in infrastructure, including a high demand for car parking • Leatherhead Gyratory: This is a highways, that will be required to open spaces as close to the town centre scheme that would look to improve up the site to development. Financial retail core as possible. As Bridge the gyratory, addressing many of and viability consideration will therefore Street is close to the retail core of the issues identified during the also be a factor in the scale or phasing the town centre, additional on- Transform Leatherhead consultation of parking to be provided. street spaces would provide a and Baseline Report. The scheme welcome relief to the demand for will aim to improve road safety and In re-organsing the highway network spaces on the high street during traffic flow within Leatherhead. the opportunity should also be taken the evening. Before any proposal is The objectives proposed as part of to introduce accessible short term car taken forward, a feasibility study of Transform Leatherhead very much parking, often on-street to underpin the Bridge Street should be undertaken support an EOI in this area. accessibility of the town centre. Bridge to understand how much on street Street potentially offers a particular parking could be made available if • Sustainable Transport opportunity in this respect. Bridge Street were converted to one Improvements: This scheme aims way traffic movement. This would to provide significant improvements In line with the wider strategy of need to consider bus movements to the sustainable transport offer adoption of digital technologies as part which currently serve Bridge in Leatherhead by improving of the Transform Leatherhead strategy Street and consultation with the pedestrian and cycle links from the mobile phone and other technology bus operators and Surrey County Springfield Drive, Cleeve Road and should be utilised to the full to provide Council should take place as soon Mole Business Parks. parking information, make payment as possible. This is potentially a easy and encourage more flexibility quick win and could be implemented Subject to a successful bid, these in length of stay. Pricing will need to in a short period of time; projects could be realised within the balance managing the demand for car next five years. • A review of the Church Street car parking and encouraging use of the park should be undertaken to ensure town centre and should take account the current layout is maximising the of the need to encourage new and number of spaces available in the existing shoppers to Leatherhead, area; particularly in the early phases of the Transform strategy.

62 Pedestrian Movement

Parks & Places Heritage Trail Pedestrian Movement Railway Corridor Links

Pedestrian Link to Station Parks & Places Heritage Trail

Randalls Way Riverside Loop

A245 Randalls Rd Railway Corridor Links

A245 Kingston Rd Town Heritage Trail

Oaks Cl Pedestrian Link to Station Other Links

Station Approach Randalls Way

Station Approach Park Rise A245 Randalls Rd

Riverside Loop

A

RonsomRonson Way Way 2 A245 Randalls Rd 5 MINUTES WALKING DISTANCE

4 5

A245 Kingston Rd

B

u Linden Pit Path l

l Middle Rd

Station Rd H

i

l

l

Town Heritage Trail Fairfield Rd R

d Oaks Cl

A245 Station Approach

Upper Fairfield Rd

B2122 Leret Way Other Links

Station Approach

Station Rd Station Approach Park Rise 45 Randalls R B2122 Epsom Rd A2 d North St

B2122 Waterway Rd High Street

A Ronsom Way 2 5 MINUTES WALKING DISTANCE

Belmont Rd Elm Rd 4

5

B

u Linden Pit Path l

l Middle Rd Church Rd

Station Rd H Church St

i

l

l Fairfield Rd R

d Bridge St RIVER MOLE B2122 The Crescent A245 Station Approach

Mill Ln Upper Fairfield Rd

B2450 Church St

Minchin Cl B2122 Leret Way

Guildford Rd Station Rd B2033 Highlands Rd B2122 Epsom Rd North St B2033 Church Rd

Cycle & Public Transport B2122 Waterway Rd Pedestrian movement High Street Belmont Rd Elm Rd Proposed Bus Route B2450 Gimcrack Hill

Church Rd B2122 Guildford Rd Church St New Public Transport Route Cycle & Public Transport Bridge St RIVER MOLE B2122 The Crescent

Bus Stops Mill Ln Proposed Bus Route Randalls Way B2450 Church St Segregated Cycle Link Minchin Cl

A245 Kingston Rd A245 Randalls Rd New Public Transport Route Pedestrian/Cycle Shared Space Guildford Rd

Oaks Cl

B2033 Highlands Rd Other Key Cycle Links Bus Stops Station Approach

Station Approach Park Rise B2033 Church Rd A245 Randalls Rd Cycle Hub Randalls Way

RonsomRonson Way Way A Segregated Cycle Link

2

4

5 A245 Kingston Rd

B

u Linden Pit Path

l l

Middle Rd A245 Randalls Rd H

Station Rd i

l

l

Fairfield Rd R

d

A245 Station Approach Pedestrian/Cycle Shared Space

Oaks Cl B2450 Gimcrack Hill Upper Fairfield Rd

B2122 Leret Way B2122 Guildford Rd

Station Rd Other Key Cycle Links

B2122 Epsom Rd Station Approach

Station Approach Park Rise North St andalls Cycle Hub A245 R Rd High Street

Belmont Rd Elm Rd

Ronsom Way A

2

4 5

Church Rd

Church St B

u Linden Pit Path

l l

Middle Rd H

Bridge St B2122 The Crescent Station Rd i l

l

Fairfield Rd RIVER MOLE R

d Mill Ln A245 Station Approach

B2450 Church St Upper Fairfield Rd Minchin Cl

Guildford Rd B2122 Leret Way

B2033 Highlands Rd Station Rd B2122 Epsom Rd B2033 Church Rd North St

Parking Facilities Cycle and public transport High Street Belmont Rd Elm Rd

B2450 Gimcrack Hill

MVDC short stay car park B2122 Guildford Rd

Church Rd Parking Facilities Church St MVDC short & long stay car park Bridge St B2122 The Crescent RIVER MOLE Privately owned parking facility MVDC short stay car park Mill Ln Randalls Road

Randalls Way B2450 Church St MVDC short & long stay car park Minchin Cl A245 Randalls Rd

A245 Kingston Rd Guildford Rd

Oaks Cl Privately owned parking facility B2033 Highlands Rd Randalls Road Station Approach Station Approach Randalls Way PROPOSED MULTI- Park Rise B2033 Church Rd STOREY CAR PARK A245 Randalls Rd

Fairfield Rd

Ronson Way A A245 Randalls Rd

Ronsom Way 2

4 5

A245 Kingston Rd

B

u Linden Pit Path

l l

Station Rd

H Upper Fairfield Road

i

l

l

R Oaks Cl

d SWAN CENTRE

B2450 Gimcrack Hill A245 Station Approach Potential to improve/

Upper Fairfield Rd expand parking facilities B2122 Guildford Rd

B2122 Leret Way Station Approach Station Approach Station Rd PROPOSED MULTI- Park Rise STOREY CAR PARK A245 Randalls Rd North St B2122 Epsom Rd

Lidl Car Park Fairfield Rd

High Street A Ronsom Way 2

Belmont Rd 4

Elm Rd 5

B

u Linden Pit Path

l l

BRIDGE STREET Station Rd H Upper Fairfield Road Church Street Church St Church Rd

i

RECONFIGURED l

l

CAR PARK R d RIVER MOLE Bridge St SWAN CENTRE B2122 The Crescent Mill Ln A245 Station Approach Potential to improve/

Upper Fairfield Rd expand parking B2450 Church St Church road facilities Minchin Cl B2122 Leret Way Guildford Rd Station Rd

B2033 Highlands Rd North St B2122 Epsom Rd

B2033 Church Rd Lidl Car Park

High Street Parking facilities Belmont Rd Elm Rd

B2450 Gimcrack Hill BRIDGE STREET Church Street Church St Church Rd B2122 Guildford Rd RECONFIGURED CAR PARK 63 RIVER MOLE Bridge St B2122 The Crescent Mill Ln

B2450 Church St Church road Minchin Cl Leisure Centre Guildford Rd

B2033 Highlands Rd

B2033 Church Rd

B2450 Gimcrack Hill

B2122 Guildford Rd

Leisure Centre

7 / Delivery and Implementation 7 / Delivery and Implementation

7 / Delivery and Implementation

This section of the report deals with public purse are maximised, Within the context of these recurring the delivery and implementation of bearing in mind the public sectors themes a number of topics are the Transform Leatherhead strategy. landowner position on some key considered in more detail: This tailored approach reflects the sites. breadth of the strategy and considers • The governance structure to take • Encouragement of the retention, governance, project delivery, planning the Transform Leatherhead agenda expansion and involvement strategy, management of key town forward; of local enterprises - one of centre assets and branding and Leatherhead’s key advantages • Planning strategy with reference to marketing. lies in the strength of its business the Local Plan; community, both large and small. Key topics respond to a number of • Funding strategy; The business community should principal themes which run through the continue to be fully engaged in the • Delivery of key projects, namely: delivery strategy, namely: delivery of the masterplan, via the o Swan Centre / High Street continuation of business breakfasts • Maximising funding opportunities and the development of a Business o Bull Hill - at a time of constraints on public Improvement District (BID) or other sector finance it will be necessary o Claire House and James House means. for partners to work together to o Riverside Park access potential sources of funding. • Engagement of the community The opportunity to bring projects – town centres ultimately thrive o Kingston House Gardens forward within a comprehensive by having an active and involved • The approach to amending the development framework with clearly local community. This process Highway network and Sustainable defined outputs and regeneration has started and will be maintained Transport; benefits will assist in unlocking through engagement in the funding. In particular the strategy development of proposals, for • Managing public sector estate is responsive to the national instance the Riverside Park and the assets; objectives of sustainable economic potential involvement of the creative • Delivery a high quality public realm; growth and the Coast to Capital industries sector and local artists. Local Economic Partnership agenda • Working with the corporate • Development of a marketing and of promoting housing, retail and business community; branding strategy – the creation employment growth in Leatherhead of a strong brand will be essential • Working with the local community alongside infrastructure investment. in changing the image of the town and local business; • Effective partnership working and increasing its appeal. This • Managing town centre assets and - the importance of partnership should include an extended events activities; working to deliver economic growth programme and will require a and regeneration benefits has focussed approach to marketing. • Promoting mixed and community never been greater. The proposals uses as part of the town centre • Preparation and monitoring require a close working relationship strategy; of a phased implementation between partners in the public as plan - proposals must be phased • Digital technology; well as private sector investors, with a focus on early wins to start end-users and existing businesses. • Conservation Area management; the process of transformation in and • Facilitating private sector Leatherhead. Implementation of investment – this strategy seeks the masterplan should be subject • Branding and marketing. to maximise the scope for the to monitoring and review to take involvement of the private sector account of changing conditions and These matters are considered in in the delivery of the Transform new opportunities. turn in this section. An Action Plan Leatherhead strategy, whilst providing further detail on key tasks is • ensuring that the benefits to the appended to this report.

66 In order to deliver the ambitions prioritise the work of constituent heights, conservation management. for Leatherhead town centre, a members and provide a single voice local distinctiveness and so on and coordinated Action Plan is required on the development programme for would provide clear guidance to the which draws these topics together Leatherhead. The structure of the developers. and identifies proposed timeframes, board will be a matter for MVDC to key partners and possible funding take forward in consultation with Funding Strategy sources alongside the actions required partners but it is recommended that to deliver the key projects. The consideration be given to involving The masterplan provides a statement timescale for delivery of the projects Surrey County Council; Coast to of intent. This will provide a firm basis will be influenced by a number of Capital LEP; Network Rail; and lead for lobbying for public sector funding factors including the ownership and District and County Ward members. and in attracting private investment. It availability of sites, financial viability The best mechanisms for involving the will give confidence to investors that and funding availability. The Action local community and businesses will there is a commitment to change. Plan should be subject to regular need to be considered. monitoring and review. There is a clear appetite from the Local Planning Strategy private sector for development / A draft Action Plan which sets out key investment in Leatherhead town projects, timescales (short, medium, It is understood that MVDC will centre once key constraints have been long term), potential funding and confirm a Local Development Scheme resolved. Public sector investment delivery partners is appended to this in Spring 2016 which will establish will be required to address these key report and is considered further later the timetable for the preparation of constraints early in the development in this section. a new Local Plan for Mole Valley. process but once the platform is in The new Local Plan will establish place the key development projects Governance the type, amount and location of new can be packaged as viable in their development that will be planned for in own right. Consideration should also The Transform Leatherhead project is the District over the next ten to fifteen be given on some projects, to the a rightly ambitious project which will years and the policies for managing public sector acting as developer, require concerted and co-ordinated new development. The principles retaining value and enabling a longer action across a number of fronts. It and proposals of the Transform term view to be taken on returns. will be essential that the work and Leatherhead masterplan should be investment programmes of key absorbed into the Local Plan as its Project Delivery partners are aligned and there is preparation is progressed. However it consistent messaging to the public is not considered that this need delay A bespoke, but complementary and potential private sector partners. the delivery of key projects which can approach is proposed to the delivery be justified now within the context of of key projects. MVDC will be central It is recommended that consideration the existing Local Plan and National to the delivery of these projects as be given to the establishment of a Planning Policy Framework. landowner and facilitator. It will also Transform Leatherhead Delivery have a separate statutory role as Board to provide a vehicle for To manage development in central planning authority. The approach to this joined-up working. It is not Leatherhead in advance of the new each opportunity can be considered proposed that the Delivery Board Local Plan and in particularly on sites in turn. is independently constituted or not directly in the control of MVDC resourced or have statutory or other it may be appropriate to prepare a Swan Centre / High Street – the formal decision making powers but Central Leatherhead Design Guide approach to the Swan Centre and rather is the coming together of key, SPD. This could be prepared to be associated areas on the High Street is senior representatives of organisations consistent with both existing policy central to the Transform Leatherhead central to the delivery of the Transform and the emerging new Local Plan. strategy. It is the location of the Leatherhead Masterplan. The The SPD could bring together the bulk of larger retail units and for a Delivery Board would guide and approach to the public realm, building substantial part of the town’s car

67 7 / Delivery and Implementation

parking provision. This should continue opportunity for selective acquisitions The Bull Hill opportunity will to be the case through any emerging of appropriate properties in and generate significant interest from the refurbishment or redevelopment around the High Street to facilitate this development industry for a range of proposals as it acts as a key anchor process. uses. It is important that this interest and footfall generator in the heart of is managed in a way which maximises the town and adjacent to the historic MVDC should prepare in conjunction income for MVDC but also contributes High Street and Church Street areas. with relevant partners, an options to the realisation of the objectives The long leasehold interest for the study and development brief for the for the site and the wider area as majority of the Swan Centre (excluding Swan Centre to establish the principles part of the Transform Leatherhead the Sainsbury’s store, which is held for remodelling / redevelopment to be strategy. The development approach on a separate long leasehold interest) the subject of public consultation. to Bull Hill is also central to the re- and car park was offered to the open organisation of the one-way system. market in late 2015. Alternatively, MVDC should encourage Within this context MVDC and its the submission of a planning partners should consider the most MVDC, as freehold owner, planning application to be the subject of appropriate approach to bringing the authority and champion of the (significant) pre-application public site to the market. In doing so it will Transform Leatherhead strategy consultation. be important to be clear on how the should closely monitor the changing design and development parameters ownership of the Swan Centre. The The Swan Centre is an important and established in Transform Leatherhead opportunity exists to work with the new relatively complex project. MVDC are carried through to delivery. In this owners, tenants and other partners should take a pro-active approach to way it will be important to agree with and stakeholders to fully explore facilitating its improvement with the Surrey County Council the appropriate the options to enable a significant aim of bringing forward, perhaps over highways solutions for the Bull Hill improvement to the centre. The a series of phases, a programme of gyratory. Similarly, the level of parking repositioning of the centre, in terms refurbishment and redevelopment to be delivered on the site should of quality of the accommodation and starting the short to medium term be consistent with the wider parking common parts, its relationship to the (i.e. 2 to 5 years). The scope for the strategy for the town and on-going High Street and town as a whole and improvement of the Swan Centre and discussions should take place with the quality of the car park is vital. the mechanism for delivery should be Network Rail over the approach clearly understood and confirmed prior to improving access to the railway As set out earlier, subject to a to development on Bull Hill to ensure station. full project viability test to include development takes place in a balanced building condition, constraints and way safeguarding the vitality of the The existing Local Plan is silent on a opportunities, market demand for heart of the town centre. number of matters relevant to the Bull retail and leisure accommodation and Hill development. The strategy for Bull project viability, consideration should Bull Hill – this is a key project for the Hill should be clearly reflected in the be given to remodelling existing units Transform Leatherhead agenda. It new Local Plan. However, to progress to make them more attractive to larger has the potential to extend the town matters ahead of the adoption, format retailers, including national centre offer, add new uses (including which will be in 2018 at earliest, full multiples and create improved linkages residential) and enhance vitality. consideration should be given to the with the High Street. Ultimately, the redevelopment of submission of a planning application, this site will reinforce a key gateway potentially by MVDC, ahead of Particular emphasis should be given to and provide a vehicle for both the developer procurement to establish examining the opportunities to open up improvement of the highway network the key design and development and enhance the retail units presence and the pedestrian and cycle links to parameters, including highways and on to the High Street to its eastern the railway station and the Business to resolve any other outstanding end, in the vicinity of the Letherhead Parks. The site is in the freehold constraints on development. It would Institute. This will be of benefit to this ownership of MVDC with Surrey also be logical to undertake a number end of the High Street, reinforcing County Council holding a lease on of surveys on the site to create a fully its anchor and gateway role and Fairmount House and has the potential deliverable package to the market. increasing footfall past existing retail to unlock significant value to the and commercial units into the heart of benefit of the regeneration strategy as the town centre. MVDC and partners whole. should consider the requirement and

68 Taking forward the approach to Bull adjacent Running Horse Public House The Riverside Park in Leatherhead Hill in this way, i.e. via a planning and its gardens as a potentially key could be the setting off point for approval, rather than through inclusion focal point in this area. Claire and this wider strategy adding to visitor in the Local Plan will: James House can be brought forward numbers and importantly adding an in the shorter term but should reflect active, outdoor lifestyle dimension • Enable the strategy to be taken the wider strategy for the Riverside to the branding and marketing of the forward in the shorter term (bearing Park. town. in mind that it will take a number of years to deliver) and thereby Riverside Park – the River Mole and Similarly, MVDC should be pro-active maintain the momentum and the wider river corridor are a distinctive in working with Fusion (its leisure consensus established through the feature of Leatherhead that can form partner) and other stakeholders to Transform Leatherhead approach to a much stronger part of the life of consider how more activity and uses date; the town. It can also form a much can be introduced to the parkland stronger part of the branding of the around the Leisure Centre. This could • Facilitate the confirmation of the town, attracting new residents and include an outdoor performance area, approach to substantially removing investment. improved children’s play facilities and the one-way system which will a simple outdoor events space. be influenced by the access The aspiration to make the river more arrangements and traffic generation accessible and a much fuller part of Kingston House Gardens - the site at the Bull Hill scheme; the character of the town was strongly Kingston House Gardens lies between • Contribute to residential land supply supported at public consultation. Bull Hill and Upper Fairfield Road and at the earliest point; Developing the river as a focal point comprises a housing estate containing for leisure will contribute significantly two storey apartment blocks and • Provide a vehicle to capture the to developing the brand for bungalows owned by Circle Housing private sector interest that has and Leatherhead as well as creating a new Mole Valley. The site occupies a will continue to be generated by the destination in the town centre, drawing prominent location within Leatherhead Transform Leatherhead agenda and footfall down Bridge Street with the and terminates views of the town from address outstanding development commercial benefits that this would both Randalls Road and Kingston issues; and bring. It is a fairly unique resource that Road. The site occupies a key • Potentially enable consideration many towns cannot offer. Importantly gateway to the town and sits within the of the refurbishment of the Swan the Riverside Park will attract families proposed ‘New Urban quarter’. Centre alongside the development into the town, contributing to an of the Bull Hill concept, to deliver a increasingly vibrant town centre. Circle Housing is currently looking joined up approach to development at opportunities to redevelop the site mix including issues such as car The Masterplan sets out an approach and to provide new housing that is of parking and public realm. to opening up access to the river a higher quality, that provides a more around Bridge Street. It is considered positive relationship to the adjoining Claire and James House – this site that this can be progressed in the communities and in which there is an was acquired by MVDC in 2015 as a short-term in partnership with the enhanced public realm. As part of this first step in transforming Leatherhead. Environment Agency and taking process, the scope for maximising The site has the potential to contribute advantage of funding available for densities and promoting a wider to the revitalisation of Bridge Street sustainable transport improvements (in housing mix are also being explored. and to showcase the new Riverside this case cycling / walking). This work Park area. The site has the potential should consider the context of the Circle Housing’s aspirations tie in for a number of uses, including potential for a wider strategy for the with the objectives of the Transform residential, hotel and ground floor River Corridor and the Leisure Centre Leatherhead Masterplan and the commercial / leisure. MVDC should area and the creation of a ‘Country redevelopment of the site could undertake a detailed options appraisal Park’ linking key assets together, such complement wider objectives. for the site taking account of the as Great Bookham Common and principles established in the strategy. Fetcham Downs through improved The site provides an opportunity to In particular the development of trails, signage and interpretation. provide a high quality residential the site should reflect, and where scheme that complements the possible, improve the setting of the proposed development on the Bull Hill

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site. It could also contribute towards public transport, including options for of linking the core of the town centre providing a public pedestrian link a shared Business Park shuttle bus with the redeveloped Riverside Park between Leatherhead town centre and which may also be of benefit to the and the extended town centre offer the railway station. wider community. Similarly further in Bull Hill and further to the railway consideration should be given to traffic station. There are opportunities for landmark management and other infrastructure buildings to terminate the view investment which would encourage There is an opportunity to complete from Randall’s Road and Kingston through traffic to use other routes public realm improvements to Church Road with sensitive frontage onto principally to and from the M25. Street as an early phase of the Upper Fairfield Road to reflect the rejuvenated public realm. It will be surrounding residential character. The In phasing and delivering highway important to ensure the improvements orientation of the buildings could also works it will be important to minimise reflect this spaces relationship to the maximise the natural surveillance disruption. The opportunity should Theatre as a gateway to the heart of over the pedestrian route through the be taken to engage with major local the town centre. It should however site. It will be important to respect business over the sequencing of work be designed, not least in terms of the topography of the site, consider and the options for mitigation. the materials used, with a view to the views from other parts of the town approach being applicable across a and proximity to the Leatherhead Public Sector Estate wider area and principally in the focal Conservation Area and Listed point or Market Square area of Church Buildings. Both MVDC and Surrey County Street, High Street, North Street and Council own property within upper Bridge Street. Circle Housing plan to proceed with development areas in Leatherhead, a planning application in the near such as Bull Hill, but also sites used The general approach should also future and it will be important for for the delivery of community and be reflected in the creation of public them to continue work in partnership other services. A complementary spaces at Bull Hill and importantly how with the Council and the Transform review of the public sector estate they link to the railway station and the Leatherhead team in progressing their should be undertaken in Leatherhead, refurbishment of the Swan Centre. To proposals for the site to ensure that consistent with the One Public Estate this end a public realm strategy and these complement and reinforce future programme. This should potentially design guide should be prepared for proposals. involve other public service providers the town centre as a whole taking into in the town. The objectives of this account the principles established Highway Network and Sustainable review should be threefold – to in this masterplan. The design guide Transport facilitate the delivery of key projects; to could then be used to frame further make effective use of retained assets public realm investment, form a The substantial removal of the one- and to enable where appropriate the consideration in planning applications way system notably around the Bull integration of public and community and feed into CIL and/or section 106 Hill gyratory is central to the delivery service provision into the strategy for agreements. of the Vision for Leatherhead. This the town centre. will be a complex piece of work to Working with the Corporate develop in detail which will need to Delivering a High Quality Public Business Community be undertaken in close partnership Realm with Surrey County Council within The strength and national / A high quality public realm is a the context of the clear established international profile of the local consistent feature of successful objectives. The detailed options should corporate business community is a town centres and will be increasingly also be considered in parallel to the distinguishing feature of Leatherhead. relevant in an environment where development strategy for Bull Hill to The retention and expansion of the mobile consumers will be attracted to ensure that they are complementary. corporate business community should those centres that offer the highest be considered a key objective of the quality of experience and convenience Alongside this, work should continue Transform Leatherhead strategy. in a distinctive way. to seek the reduction in car traffic The corporate business community and in particular through traffic by should continue to be regularly A high quality public realm is integral providing enhanced infrastructure for consulted on the development and to the spatial framework for the town cycling and walking and improved delivery of the strategy and should centre and is central to the approach

70 ideally have a place on the Transform and other opportunities which will Digital technology and its application is Leatherhead Delivery Board. The be created through the Transform developing at pace and its relevance creation of a Business Parks Business Leatherhead strategy. This will be of to the town centre will continue to Improvement District (BID) is strongly the benefit to the town as a whole. broaden out from brand awareness supported by the consultant team and on-line retailing into paying for and will facilitate this close working The role of young people will also be services (including parking) with smart relationship. The business community critical in bringing life and animation to phones, the ability to track traffic, should be consulted particularly the Riverside Park. It is proposed that public transport and environmental on traffic, public and sustainable the existing Youth Council and local conditions. Transform Leatherhead transport and car parking initiatives schools and colleges should continue digital presences will be key to its long whilst disruption during highway and to be fully involved in the development term success and will need to be of other works should be minimised and of proposals. the highest quality and be sufficiently mitigated as far as possible. flexible to take on new opportunities Promoting a Mix of Uses and applications as they arise. In The establishment of a shared shuttle many cases the first experience bus service to the Business Parks The Transform Leatherhead project of Leatherhead for new visitors or (and the town centre), ideally available is about extending and strengthening investors will be through digital media to local residents could be an early the town centre offer through largely and this should be increasingly seen win and a clear demonstration of private sector investment. However, as one of the key ‘gateways’ to the the benefits of joint working for both this should not be solely focussed town centre. corporate businesses and the local around commercial retail and other community. investment opportunities – albeit Digital technology and platforms these will be the driver of value provide a range of gateways for the Local Community and Local to enable other opportunities. As town centre. Businesses projects are developed and viability confirmed, MVDC and its partners • Social Media - it is almost a given The local community and businesses should consider the scope to integrate that one of the first points of any should be closely involved in the other uses into the town centre mix digital technology strategy for a Transform Leatherhead journey to and into the specific development town centre or business is the maintain understanding, support projects. This could include health use of social media. Facebook, and confidence and to unlock facilities, places of worship, a further Twitter, SnapChat, Pinterest, Vine latent potential and investment. or Higher Education presence, culture, and Periscope are just a small Consideration should be given to enterprise or arts spaces or other list of social media platforms that the appropriate on-going structure community facilities. businesses are utilising as a tool in to community engagement in the reaching new customers; delivery of Transform Leatherhead. Digital Technologies • Beacons Technology – using Similarly consideration should be Bluetooth technology to transmit given to rejuvenating a town centre Digital technology and the use of messages to customers through traders group to share information social media should be central to the their smartphone informing them and provide input but also to explore Transform Leatherhead project. It is of offers, vouchers and information how the business community can be an increasing part of the retail and on products sold within their supported through a time of significant leisure experience for consumers businesses; change in the town centre and be well and the front door for places as well placed to take advantage of the new as retailers and service providers. • Cloud Tagging - allows a customer opportunities. Those places that do not embrace to potentially create an online digital communication will be left at shopping list in-store. Customers Particular consideration should also a disadvantage. A bespoke digital are able to scan products and email be given to how the residents of strategy will be required and should themselves a shopping list which north Leatherhead, one of the most be prepared in conjunction with key they can then make purchases from economically deprived parts of the partners, not least the business the online store. In effect, the store County, can be better placed to take community. acts as a showroom and allows advantage of the employment, supply shoppers the option of shopping

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across multiple channels; and preserved and celebrated as part of Hills and the distinctive market town the Transform Leatherhead strategy character. The use of social media will • Click and Collect hubs - for both and should be strongly reflected in be important in this process. food and non-food. Research has the approach to the public realm. suggested that click and collect However in some key areas, not The branding strategy should be services are likely to generate more least shopfront signage, the historic established at an early stage and be footfall and linked purchases by and townscape quality of some key consistently applied to all project and shoppers using such a service. streets, such as the High Street, are events associated with Transform being eroded. As part of the strategy Leatherhead to raise awareness, a Within this context digital strategy to transform Leatherhead town centre developing programme of success should comprise: the opportunity should also be taken to and importantly confidence in the review the approaches to encouraging ability of key partners to deliver to • A Leatherhead town centre platform the design of frontages appropriate to the shared agenda. Partners should at which visitors can readily access a Conservation Area and this should be encouraged to integrate the key data on retailing, events, car be reflected in the discharge of MVDC Transform Leatherhead branding into parking, offers and so on and this planning and enforcement functions. any relevant marketing and public should update subscribers with relations initiatives they undertake. tailored data; Branding and Marketing • Provide access to free WiFi in As part of the Stage 3 Consultation key public places and/or through The Vision for Transform Leatherhead process the public were asked to partnership with key retailers/ should form the basis for a consistent, comment on a series of proposed property owners; long term branding and marketing ‘visions’ (or positioning statements) for initiative linked directly to the Leatherhead town centre; to capture • Integrate data on public transport, development programme and its key the long term ambitions. During this traffic and car parking and phases. Central to the strategy should process a total of 212 responses were increasingly provide for payment for be the brand of the ‘Enterprising received – a good sample and the such services via SMART phone; Market Town’. Early phases should outright winner – with 59% of the vote and address the local audience, including was: • Enabling retailers, including the business community and build pop-up shops and events, to confidence in the ‘brand’ allied to “Friendly, vibrant and lively, communicate directly in real time early wins. As key prospects and Leatherhead is a modern market with shoppers providing the scope investment opportunities are confirmed town where people of all ages can to send personalised notifications to and the route to market defined, shop, eat, relax and have fun by the individuals depending on when and wider property market, investor and riverside” where they are in the town centre. commercial end-user marketing should be undertaken, making the most of the As the Masterplan strategy is taken The digital technology strategy opportunity to showcase the Transform forward the position statement will is consistent with the Smart City Leatherhead Masterplan at key trade assist in the delivery of the long term initiative. The adoption of digitally events. As the project develops vision for Leatherhead. forward thinking technologies will add marketing should target end-users a further competitive advantage to the including potential new residents. Transform Leatherhead agenda. Within this overarching approach Conservation Area Management the opportunity should be taken to champion key aspects of the Much of the town centre is part of the brand – the strength of the business Leatherhead Conservation Area. The community, connectivity to London, distinctive, historic character of the the active, outdoor lifestyle offered town will be an important aspect to be by the Mole Valley and the Surrey

72 73 Appendices 1. Baseline Report 2. Action Plan

74 Action Plan

Co-ordinated Action Plan The focus will be on working with 9. Developing short term uses existing businesses and landowners for Claire and James House The Action Plan sets out an and the local community to to create a new focus for indicative programme for make best use of existing assets the river through mixed use implementation, the delivery body / and available funding. This will development partners, possible funding sources demonstrate the intent of the 10. Assisting owners and and the actions required. The Action Council and its partners to work management of the Theatre to Plan will be subject to regular together in taking forward the better promote its future monitoring and review. objectives for Leatherhead. 11. Early public realm Implementation of the proposals Early priority actions will include: improvements including Church will be subject to funding availability Street given committed funds but the process of transformation of 1. Establishment of Delivery available Leatherhead can start immediately Board to ensure coordination of 12. Establish a refurbishment / through the coordination of actions initiatives redevelopment strategy for the and interventions. 2. Working with owners of Swan Centre with key partners assets within the town centre Three Stages of activity are to develop complementary The Action Plan highlights priority envisaged but will be subject to proposals as part of a short term actions which should monitoring and review: coordinated approach be instigated at an early stage although many will run throughout Stage 1: Early actions (0-3 Years): 3. Working with Environment the programme. Mid-term actions The early wins and key actions Agency to assess proposals for relate to projects which should required to kick start the process of the Riverside Park come forward within the next 3-5 change. 4. Working with Network Rail to years and will build on the short progress station improvements term interventions. The big plans Stage 2: Medium term (3-5 years): including improvements to are longer term projects which The actions which will develop green areas linked to Riverside will be dependent on the success the new Leatherhead town centre Park proposal of the earlier projects and could brand. come forward at a later stage in the 5. Review the Conservation transformation of Leatherhead. Stage 3: Long term (5-10 years): Area Management Plan and The bigger wins which will sustain Shopfronts Guide, update Leatherhead’s competitive position. as necessary and bolster enforcement Early Actions 6. Review funding opportunities

A number of practical steps will 7. Development of the need to be taken to initiate delivery Leatherhead brand and of the masterplan. A flexible marketing campaign including approach will be required but extended programme of events there are a number of key catalytic 8. Looking at ways in which to projects which will act as drivers for showcase and develop the further projects and wider economic market benefits.

75 Projects and Key Actions Timescales Delivery Body / Key Actions Possible funding sources Short Term partners 0 – 3 years Medium Term 3 – 5 years Long Term 5 – 10 years Creation of Governance Structure to take TL agenda forward Short term MVDC – potentially in MVDC to establish TL Delivery Board, agree partners and common agenda conjunction with SCC/ C2C/ LEP/ NR/ emerging BID, lead district and county ward members Key Projects

Swan Centre Short and medium MVDC plus potential Prepare options study and development brief A single ownership would provide the term partner opportunity to leverage the rental income to Analysis of the lease structure and unexpired lease terms – this will provide the Look at options for the future of the Swan Centre at the core of the town attract capital funding to undertake the works. most efficient timetable to enable work to take place without too much disruption centre, including the creation of: to the existing tenants MVDC has a vital role to play in bringing the • Strong retail circuit Car park analysis and structural report to establish the opportunities to upgrade parties together and facilitating refurbishment • Frontage onto the high street the car park and potentially extend the car park. and development. • The provision of an anchor to the top of the high street Examination of the service deck to plan addition of leisure uses with direct • Retail units to suit modern retailer requirements In April 2016 the Council acquired part of the linkages to the High Street • Improved car parking facilities Swan Centre. • Explore the potential for residential development Continue discussions with Sainsbury’s regarding their future occupation • Explore the potential for leisure opportunities, possibly to upper floors - health and fitness/ cinema

Red House Gardens/ Bull Hill – Surrey County Council (Fairmount House, Short, Medium MVDC and Private The development strategy for Bull Hill must be clearly reflected in the new Local Private Sector with MVDC asset used to car park, community uses and green space) and Long Term Sector Developers and Plan leverage efficient development Funding partners Consideration should be given to the submission of a planning application Investigate as a mixed use development site, complementary to the Swan LEP funding for road improvements by MVDC ahead of development procurement to establish key design and centre offer and town centre core. development parameters including highways Public Works Loan Board Marketing of the opportunity can start as soon as discussions have been concluded with SCC with regard to securing vacant possession The site is large enough to encourage a number of linked projects on the site over a period of time A retail analysis should be undertaken to ensure that it supports the town centre Initial marketing and partnership discussions could take place in the short term The planned work to the gyratory are intrinsically linked to proposals for this area and should be taken forward in parallel Claire and James House Short Term MVDC or Private Sector Conclude initial design work reflecting wider strategy for Riverside Park Viable development so various options or JV available Source suitable retail / leisure tenant Investigate as a development site for: Complete car park analysis MVDC or Private Sector or JV • Mixed commercial/ residential site along river corridor Start discussions with LPA • Incorporating quality riverside public realm (as outlined below) Public Works Loan Board Prepare planning application Continue discussions with EA’

76 Projects and Key Actions Timescales Delivery Body / Key Actions Possible funding sources Short Term partners 0 – 3 years Medium Term 3 – 5 years Long Term 5 – 10 years Creation of Governance Structure to take TL agenda forward Short term MVDC – potentially in MVDC to establish TL Delivery Board, agree partners and common agenda conjunction with SCC/ C2C/ LEP/ NR/ emerging BID, lead district and county ward members Key Projects

Swan Centre Short and medium MVDC plus potential Prepare options study and development brief A single ownership would provide the term partner opportunity to leverage the rental income to Analysis of the lease structure and unexpired lease terms – this will provide the Look at options for the future of the Swan Centre at the core of the town attract capital funding to undertake the works. most efficient timetable to enable work to take place without too much disruption centre, including the creation of: to the existing tenants MVDC has a vital role to play in bringing the • Strong retail circuit Car park analysis and structural report to establish the opportunities to upgrade parties together and facilitating refurbishment • Frontage onto the high street the car park and potentially extend the car park. and development. • The provision of an anchor to the top of the high street Examination of the service deck to plan addition of leisure uses with direct • Retail units to suit modern retailer requirements In April 2016 the Council acquired part of the linkages to the High Street • Improved car parking facilities Swan Centre. • Explore the potential for residential development Continue discussions with Sainsbury’s regarding their future occupation • Explore the potential for leisure opportunities, possibly to upper floors - health and fitness/ cinema

Red House Gardens/ Bull Hill – Surrey County Council (Fairmount House, Short, Medium MVDC and Private The development strategy for Bull Hill must be clearly reflected in the new Local Private Sector with MVDC asset used to car park, community uses and green space) and Long Term Sector Developers and Plan leverage efficient development Funding partners Consideration should be given to the submission of a planning application Investigate as a mixed use development site, complementary to the Swan LEP funding for road improvements by MVDC ahead of development procurement to establish key design and centre offer and town centre core. development parameters including highways Public Works Loan Board Marketing of the opportunity can start as soon as discussions have been concluded with SCC with regard to securing vacant possession The site is large enough to encourage a number of linked projects on the site over a period of time A retail analysis should be undertaken to ensure that it supports the town centre Initial marketing and partnership discussions could take place in the short term The planned work to the gyratory are intrinsically linked to proposals for this area and should be taken forward in parallel Claire and James House Short Term MVDC or Private Sector Conclude initial design work reflecting wider strategy for Riverside Park Viable development so various options or JV available Source suitable retail / leisure tenant Investigate as a development site for: Complete car park analysis MVDC or Private Sector or JV • Mixed commercial/ residential site along river corridor Start discussions with LPA • Incorporating quality riverside public realm (as outlined below) Public Works Loan Board Prepare planning application Continue discussions with EA’

77 Projects and Key Actions Timescales Delivery Body / Key Actions Possible funding sources Short Term partners 0 – 3 years Medium Term 3 – 5 years Long Term 5 – 10 years Key Projects

Riverside Park Short to medium MVDC and Private Undertake more detailed design and viability exercise Environmental Agency term Sector Developers and Continue discussions with the Environment Agency (EA) LEP – linked to improving pedestrian and Create a vibrant riverside environment, potentially including pond dipping, Funding partners cycle accessibility decked viewing, natural play, additional footbridges and park activities whilst respecting natural setting and ensuring linkages to potential new mixed use Potential S106 monies linked to development at Claire and James House (as outlined above). developments in the area

Kingston House Gardens - Circle Housing site to the east of Bull Hill Short term Circle Housing Continue to work in partnership with Circle Housing to progress their proposals RSL for the site to ensure they are complementary to Transform Leatherhead and Potential to redevelop as high quality residential scheme reinforce future proposals

Additional Projects

Residential sites (long term) Long term Private Sector Prepare planning and development briefs Private Sector development supported Source suitable alternative location for the post office service • Royal Mail by MVDC • Telereal Trillium telephone exchange site Ensure complementary approach with wider transport initiatives

Residential infill within the town centre Short, Medium Private Sector Identify the opportunities and start discussions with owners Private Sector and Long Term development supported Identify sites including: by MVDC

• Above Swan centre (permitted development) • Upper floor office space (permitted development) • Along Bridge Street • High Street – northern end Introduce a new hotel, with intention of serving business parks Medium term Private Sector Identify the opportunities and start discussions with owners Private Sector development supported Potential sites: by MVDC

• Manor House, The Crescent • Bull Hill/ Red house gardens • Wesley House on Leret Way • Ashcombe House • As part of mixed use development at Claire/ James House (as above) • Mansion House • Other – to be explored Accessibility Highway Network: Bull Hill Gyratory Short, Medium MVDC/ SCC Work in close partnership with SCC to establish feasibility and alignment of new MVDC/ SCC/ LEP/ Private sector/ Business and Long term route in parallel to the development strategy for Bull Hill community At appropriate time undertake consultation exercise with major businesses (and emerging BID) to ensure early view on phasing is taken to minimise disruption Highway Network: Diverting through traffic Long term MVDC/ SCC Continue to explore in consultation with SCC longer term options to improve MVDC/ SCC/ LEP/ Private sector/ Business existing and/or develop new connections to encourage through traffic away from community Leatherhead town centre

78 Projects and Key Actions Timescales Delivery Body / Key Actions Possible funding sources Short Term partners 0 – 3 years Medium Term 3 – 5 years Long Term 5 – 10 years Key Projects

Riverside Park Short to medium MVDC and Private Undertake more detailed design and viability exercise Environmental Agency term Sector Developers and Continue discussions with the Environment Agency (EA) LEP – linked to improving pedestrian and Create a vibrant riverside environment, potentially including pond dipping, Funding partners cycle accessibility decked viewing, natural play, additional footbridges and park activities whilst respecting natural setting and ensuring linkages to potential new mixed use Potential S106 monies linked to development at Claire and James House (as outlined above). developments in the area

Kingston House Gardens - Circle Housing site to the east of Bull Hill Short term Circle Housing Continue to work in partnership with Circle Housing to progress their proposals RSL for the site to ensure they are complementary to Transform Leatherhead and Potential to redevelop as high quality residential scheme reinforce future proposals

Additional Projects

Residential sites (long term) Long term Private Sector Prepare planning and development briefs Private Sector development supported Source suitable alternative location for the post office service • Royal Mail by MVDC • Telereal Trillium telephone exchange site Ensure complementary approach with wider transport initiatives

Residential infill within the town centre Short, Medium Private Sector Identify the opportunities and start discussions with owners Private Sector and Long Term development supported Identify sites including: by MVDC

• Above Swan centre (permitted development) • Upper floor office space (permitted development) • Along Bridge Street • High Street – northern end Introduce a new hotel, with intention of serving business parks Medium term Private Sector Identify the opportunities and start discussions with owners Private Sector development supported Potential sites: by MVDC

• Manor House, The Crescent • Bull Hill/ Red house gardens • Wesley House on Leret Way • Ashcombe House • As part of mixed use development at Claire/ James House (as above) • Mansion House • Other – to be explored Accessibility Highway Network: Bull Hill Gyratory Short, Medium MVDC/ SCC Work in close partnership with SCC to establish feasibility and alignment of new MVDC/ SCC/ LEP/ Private sector/ Business and Long term route in parallel to the development strategy for Bull Hill community At appropriate time undertake consultation exercise with major businesses (and emerging BID) to ensure early view on phasing is taken to minimise disruption Highway Network: Diverting through traffic Long term MVDC/ SCC Continue to explore in consultation with SCC longer term options to improve MVDC/ SCC/ LEP/ Private sector/ Business existing and/or develop new connections to encourage through traffic away from community Leatherhead town centre

79 Projects and Key Actions Timescales Delivery Body / Key Actions Possible funding sources Short Term partners 0 – 3 years Medium Term 3 – 5 years Long Term 5 – 10 years Accessibility Re-design of one-way system between Church Street, North Street and Medium to long MVDC/ SCC Undertake detailed feasibility exercise including redesign of public realm and full review of C2C Growth Fund application ((live) High Street term current highway layout on High Street. Ensure undertaken in parallel to public realm works MVDC/ SCC/ LEP/ Private sector being taken forward under the C2C Growth fund application (landowner and S106 monies)/ SCC Secondary towns fund (live) Improving Sustainable Transport Links Short, medium, MVDC/ SCC/ LEP/ Continue consultation with major businesses commencing detailed discussions on the MVDC/ SCC/ LEP/ Private sector/ long term Private sector/ Business potential for a shared shuttle service with town centre drop off and coordinated travel plan Business community/ Network Rail/ community/ Network Rail/ Prepare more detailed proposals on the potential to improve pedestrian and cycle local bus companies facilities/ links with NR Work with SCC and major businesses to improve walk/cycle permeability from business parks into the town centre via sustainable transport bid to LEP Car Parking Strategy Short, medium, MVDC Monitor and review car parking provision in the context of the requirements and capacity MVDC/ SCC/ Private sector long term for car parking as part of the key development opportunities; car parking requirements; and a sustainable transport strategy promoting the walking, cycling and the use of public transport. As part of the development proposals for Bull Hill consider consolidation of existing car parks into MSCP Similarly consider how to maximise and improve car parking spaces as part of any redevelopment of the Swan Centre Undertake review of car park signage Review on-street parking including specific review of Church Street Public Realm Town wide public realm strategy MVDC Prepare a Central Leatherhead public realm strategy and design guide in line with TL Masterplan principles of improving gateways and creating new and improved town centre spaces as detailed in this report. Ensure co-ordinated and integral component of any future development proposals in line with proposals outlined in this report. Church Street Short term MVDC Implement potential first phase of town centre wide public realm improvements MVDC/ S106/ LEP/ Surrey secondary towns initiative The Council and the Transform Leatherhead Team are working closely with the Leatherhead Theatre to ensure they are supported as much as possible, this includes directing S106 funding towards a new and improved Theatre entrance onto Church Street

Conservation Area Management Plan Short term MVDC Consider ways in which to encourage the design of frontages appropriate to a Conservation Area, ensure reflected and monitored in the discharge of MVDC planning and enforcement functions

Cross Cutting Initiatives

Working with the corporate business community Short term MVDC/ SCC/ Major Progression of BID MVDC/ LEP/ C2C/SCC businesses/ LEP Continue to foster close working relationship and regularly consult on TL delivery strategy, particularly with regard to highway changes and sustainable transport initiatives.

Working with the local community and local businesses Short term MVDC/ local business Consider appropriate on-going structure for community involvement – in particular with BID/ LEP/ MVDC/ SCC and resident community regard to local traders, young people and the residents of North Leatherhead. including harder to reach groups 80 Projects and Key Actions Timescales Delivery Body / Key Actions Possible funding sources Short Term partners 0 – 3 years Medium Term 3 – 5 years Long Term 5 – 10 years Accessibility Re-design of one-way system between Church Street, North Street and Medium to long MVDC/ SCC Undertake detailed feasibility exercise including redesign of public realm and full review of C2C Growth Fund application ((live) High Street term current highway layout on High Street. Ensure undertaken in parallel to public realm works MVDC/ SCC/ LEP/ Private sector being taken forward under the C2C Growth fund application (landowner and S106 monies)/ SCC Secondary towns fund (live) Improving Sustainable Transport Links Short, medium, MVDC/ SCC/ LEP/ Continue consultation with major businesses commencing detailed discussions on the MVDC/ SCC/ LEP/ Private sector/ long term Private sector/ Business potential for a shared shuttle service with town centre drop off and coordinated travel plan Business community/ Network Rail/ community/ Network Rail/ Prepare more detailed proposals on the potential to improve pedestrian and cycle local bus companies facilities/ links with NR Work with SCC and major businesses to improve walk/cycle permeability from business parks into the town centre via sustainable transport bid to LEP Car Parking Strategy Short, medium, MVDC Monitor and review car parking provision in the context of the requirements and capacity MVDC/ SCC/ Private sector long term for car parking as part of the key development opportunities; car parking requirements; and a sustainable transport strategy promoting the walking, cycling and the use of public transport. As part of the development proposals for Bull Hill consider consolidation of existing car parks into MSCP Similarly consider how to maximise and improve car parking spaces as part of any redevelopment of the Swan Centre Undertake review of car park signage Review on-street parking including specific review of Church Street Public Realm Town wide public realm strategy MVDC Prepare a Central Leatherhead public realm strategy and design guide in line with TL Masterplan principles of improving gateways and creating new and improved town centre spaces as detailed in this report. Ensure co-ordinated and integral component of any future development proposals in line with proposals outlined in this report. Church Street Short term MVDC Implement potential first phase of town centre wide public realm improvements MVDC/ S106/ LEP/ Surrey secondary towns initiative The Council and the Transform Leatherhead Team are working closely with the Leatherhead Theatre to ensure they are supported as much as possible, this includes directing S106 funding towards a new and improved Theatre entrance onto Church Street

Conservation Area Management Plan Short term MVDC Consider ways in which to encourage the design of frontages appropriate to a Conservation Area, ensure reflected and monitored in the discharge of MVDC planning and enforcement functions

Cross Cutting Initiatives

Working with the corporate business community Short term MVDC/ SCC/ Major Progression of BID MVDC/ LEP/ C2C/SCC businesses/ LEP Continue to foster close working relationship and regularly consult on TL delivery strategy, particularly with regard to highway changes and sustainable transport initiatives.

Working with the local community and local businesses Short term MVDC/ local business Consider appropriate on-going structure for community involvement – in particular with BID/ LEP/ MVDC/ SCC and resident community regard to local traders, young people and the residents of North Leatherhead. including harder to reach groups

81 Projects and Key Actions Timescales Delivery Body / Key Actions Possible funding sources Short Term partners 0 – 3 years Medium Term 3 – 5 years Long Term 5 – 10 years Cross Cutting Initiatives

Promoting mixed and community uses as part of town centre strategy Short, medium, MVDC/ SCC/ faith Consider the integration of non-retail uses into the town centre mix and to specific Community sources / grants / land sales rent long term groups/ health and development projects including health facilities, places of worship, a Further or education providers Higher Education presence, culture, enterprise or arts spaces or other community facilities Digital Technology Short, medium, MVDC/ SCC/ businesses Prepare bespoke digital strategy in conjunction with key partners, including the LEP / Technology co-sponsorship long term business community.

Marketing and branding strategy Short term MVDC Set up a TL branding and marketing group MVDC / Development partners Develop TL brand Develop extended programme of events Develop and implement marketing strategy Source funds to support enhanced programme / strategy Implement marketing strategy Take forward the Vision for Leatherhead town centre -

“Friendly, vibrant and lively, Leatherhead is a modern market town where people of all ages can shop, eat, relax and have fun by the riverside”

82 Projects and Key Actions Timescales Delivery Body / Key Actions Possible funding sources Short Term partners 0 – 3 years Medium Term 3 – 5 years Long Term 5 – 10 years Cross Cutting Initiatives

Promoting mixed and community uses as part of town centre strategy Short, medium, MVDC/ SCC/ faith Consider the integration of non-retail uses into the town centre mix and to specific Community sources / grants / land sales rent long term groups/ health and development projects including health facilities, places of worship, a Further or education providers Higher Education presence, culture, enterprise or arts spaces or other community facilities Digital Technology Short, medium, MVDC/ SCC/ businesses Prepare bespoke digital strategy in conjunction with key partners, including the LEP / Technology co-sponsorship long term business community.

Marketing and branding strategy Short term MVDC Set up a TL branding and marketing group MVDC / Development partners Develop TL brand Develop extended programme of events Develop and implement marketing strategy Source funds to support enhanced programme / strategy Implement marketing strategy Take forward the Vision for Leatherhead town centre -

“Friendly, vibrant and lively, Leatherhead is a modern market town where people of all ages can shop, eat, relax and have fun by the riverside”

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