Sustainable Development and Greenspace in Housebuilding: Rules Roles and Responsibilities

Total Page:16

File Type:pdf, Size:1020Kb

Sustainable Development and Greenspace in Housebuilding: Rules Roles and Responsibilities UNIVERSITY OF MANCHESTER Sustainable Development and Greenspace in Housebuilding: Rules Roles and Responsibilities A Thesis Submitted to the University of Manchester for a Doctorate of Philosophy in the Faculty of Humanities, School of Environment and Development Abigail Gilbert 10/1/2014 1 Contents 1. Introduction ..............................................................................................................................................................10 1.1 Problem Definition: Reconciling Environment and Housing ............................................................10 1.2 Aims and Objectives ............................................................................................................................................13 1.3 Context of Research.............................................................................................................................................14 1.3.1 Conceptualising Greenspace ...................................................................................................................14 1.3.2 Research Approach: Understanding Development Institutions .............................................15 1.4 Evaluating Policy Approaches ........................................................................................................................16 1.4.1 Market Self-Regulation ..............................................................................................................................17 1.4.2 Spatial Planning and Regionalism ........................................................................................................18 1.4.3 Localism and Austerity Planning ..........................................................................................................20 1.5 Contribution to Knowledge..............................................................................................................................21 2. Literature Review ........................................................................................................................................................22 2.1. Planning for Ecosystem Services..................................................................................................................23 2.1.1 Cultural Services...........................................................................................................................................24 2.1.2 Provisioning Services .................................................................................................................................26 2.1.3 Supportive and Regulatory Services ...................................................................................................28 2.1.4 Policy Instruments and Greenspace Design....................................................................................30 2.1.5 A Short History of Environmental Policy and Greenspace ........................................................32 2.2.4 Conclusions.....................................................................................................................................................37 2.2 Policies for SD ........................................................................................................................................................38 2.2.1 Spatial Planning, Regionalism and SD ................................................................................................38 2.2.2 Localism, Deregulation and SD ..............................................................................................................48 2.3 Speculative Developers and Market Self- Regulation...........................................................................58 2.3.1 Introducing the Speculative Development Industry ....................................................................58 2.3.2 CSR......................................................................................................................................................................62 2.4 Framing the Research Question.....................................................................................................................65 2.5 Understanding Institutions in Development Studies ...........................................................................68 2.5.1 Introduction ...................................................................................................................................................68 2.5.2 Structuration..................................................................................................................................................70 2.5.3 Innovation in Institutionalism ...............................................................................................................73 2.5.4 Strategic Relational Institutionalism (SRI).......................................................................................75 2.5.5 Political Economy of Institutionalism (PEI).....................................................................................77 2.5.6 An Institutional Account of SD ...............................................................................................................79 2.5.7 Conclusions.....................................................................................................................................................84 2 3. Methods............................................................................................................................................................................85 3.1 Introduction and Overview..............................................................................................................................85 3.2 Analytical Approach ............................................................................................................................................88 3.3.1 Objective 1 ......................................................................................................................................................90 3.3.2 Objective 2 ......................................................................................................................................................90 3.3.3 Objective 3 ......................................................................................................................................................93 3.3.4 Objective 4 ......................................................................................................................................................99 3.5 Conclusions .............................................................................................................................................................99 4. Volume House-builder Strategies for SD and Greenspace...................................................................... 101 4.1 Sustainability Narratives in Corporate Social Responsibility........................................................ 103 4.1.5 Changes in Sustainability Interpretation and Approaches over Time ................................... 116 4.1.6 Conclusions from 4.1 ............................................................................................................................... 118 4.2.1 Reporting Strategy ................................................................................................................................... 119 4.2.2 Drivers of Environmental Strategy and Approach ..................................................................... 122 4.2.3 Assertions of Responsibility................................................................................................................. 131 4.2. Conclusions ......................................................................................................................................................... 136 5. The Garden Village: Woodford............................................................................................................................ 137 5.1 Introduction......................................................................................................................................................... 137 5.2 Site Development Context ............................................................................................................................. 137 5.2.1 Principles of Supplementary Planning Documents ................................................................... 137 5.2.3 Judicial Review........................................................................................................................................... 140 5.3 Greenspace and Sustainability .................................................................................................................... 149 5.3.1. Openness as Scale .................................................................................................................................... 149 5.3.2 The Politics of ‘Garden Village’............................................................................................................ 153 5.4 Responsibilities for SD Outcomes ......................................................................................................... 154 5.4.1 Neighbourhood Planning ...................................................................................................................... 155 5.4.2 Imagining Alternatives: The Role of Imported Standards .....................................................
Recommended publications
  • R Egeneration C Onstruction
    Regeneration Annual Report 2016 Construction About us Morgan Sindall Group is a leading UK construction and regeneration group. We offer support at every stage of a project’s life cycle through our six divisions of Construction & Infrastructure, Fit Out, Property Services, Partnership Housing, Urban Regeneration and Investments. Construction Regeneration Our services include design, We work in close new build construction, partnership with land infrastructure works, owners, local authorities refurbishment and property and housing associations maintenance in the commercial to regenerate cities with and public sectors. Our multi-phased, mixed-use construction teams work developments. New housing, on projects of all sizes community buildings, shops, and complexity, either leisure facilities and public standalone or through spaces help stimulate local framework agreements economies and provide and strategic alliances. long-term social benefits. FRONT COVER: The Word, a new state-of-the-art Revenue Revenue cultural centre in South Shields containing a library, exhibition space, gaming area, ‘FabLab’ with 3D printers, IT suite, café £ 2.0bn £ 0.6bn and rooftop space. Delivered by Urban Regeneration in partnership 2015: £1.9bn 2015: £0.5bn with South Tyneside Council. Find out more about the Our activities touch the lives of a wide range of stakeholders. We have therefore Group from our website decided to embark on a new approach to our annual report, integrating financial at morgansindall.com. and non-financial reporting within our operating
    [Show full text]
  • T​He Rt Hon Grant Shapps the Secretary of State for Transport
    Five10Twelve Limited Marlowe Innovation Centre, Marlowe Way Ramsgate, Kent, CT12 6FA The Rt Hon Grant Shapps ​ The Secretary of State for Transport Great Minster House 33 Horseferry Road London SW1P 4DR United Kingdom BY EMAIL: [email protected] [email protected] [email protected] [email protected] 31 January 2020 Dear Sir REQUEST FOR COMMENTS AND FURTHER INFORMATION We write in response to the Secretary of State’s Request for Comments and Further Information of 17 January 2020 specifically at Paragraph 14. “The Secretary of State invites the Applicant and other Interested Parties to comment on revised wording in relation to requirement 19 (airport-related commercial facilities) for inclusion in any DCO that might be granted in due course: “Works Nos 15,16 and 17 must ​ only be developed and used where the local planning authority has agreed in writing that those works have a direct relationship to and support the operation of Works Nos. 1 to 11 and 13”.” ​ Five10Twelve Limited is an Interested Party. 1. Thanet District Council’s (“TDC”) Local Impact Report at Section 4.2 confirms the adequacy 2. of allocated employment land at Manston Business Park, which the Applicant recognise has suffered from slow take up despite its proximity to the airport and its flag ship status. TDC’s Local Impact Report (paragraph 4.2.5) confirms that TDC does not believe that the Applicant has justified its proposals for commercial development on the Northern Grass Land, particularly when TDC has made adequate provision for employment development elsewhere. The most recent TDC Draft Local Plan Sustainability Appraisal Addendum Report of 3 1 3.
    [Show full text]
  • Parker Review
    Ethnic Diversity Enriching Business Leadership An update report from The Parker Review Sir John Parker The Parker Review Committee 5 February 2020 Principal Sponsor Members of the Steering Committee Chair: Sir John Parker GBE, FREng Co-Chair: David Tyler Contents Members: Dr Doyin Atewologun Sanjay Bhandari Helen Mahy CBE Foreword by Sir John Parker 2 Sir Kenneth Olisa OBE Foreword by the Secretary of State 6 Trevor Phillips OBE Message from EY 8 Tom Shropshire Vision and Mission Statement 10 Yvonne Thompson CBE Professor Susan Vinnicombe CBE Current Profile of FTSE 350 Boards 14 Matthew Percival FRC/Cranfield Research on Ethnic Diversity Reporting 36 Arun Batra OBE Parker Review Recommendations 58 Bilal Raja Kirstie Wright Company Success Stories 62 Closing Word from Sir Jon Thompson 65 Observers Biographies 66 Sanu de Lima, Itiola Durojaiye, Katie Leinweber Appendix — The Directors’ Resource Toolkit 72 Department for Business, Energy & Industrial Strategy Thanks to our contributors during the year and to this report Oliver Cover Alex Diggins Neil Golborne Orla Pettigrew Sonam Patel Zaheer Ahmad MBE Rachel Sadka Simon Feeke Key advisors and contributors to this report: Simon Manterfield Dr Manjari Prashar Dr Fatima Tresh Latika Shah ® At the heart of our success lies the performance 2. Recognising the changes and growing talent of our many great companies, many of them listed pool of ethnically diverse candidates in our in the FTSE 100 and FTSE 250. There is no doubt home and overseas markets which will influence that one reason we have been able to punch recruitment patterns for years to come above our weight as a medium-sized country is the talent and inventiveness of our business leaders Whilst we have made great strides in bringing and our skilled people.
    [Show full text]
  • What Makes an Outstanding Finance Director?
    what makes an outstanding finance director? “ Right now as an FD, you can have a major impact – and if you don’t seize the moment they’ll find somebody else who will.” Steve Marshall, Chair, Balfour Beatty Plc In association with Directorbank Group Directorbank Group Comprising two market-leading brands, Hanson Green and Directorbank, the Directorbank Group offers a complete range of board level recruitment solutions to the full spectrum of companies from private equity backed businesses and family firms to FTSE and AIM listed organisations. Finance Director appointments are delivered by search consultants with many years experience in this specialist market. Directorbank is a leading provider of executive, Hanson Green is a specialist board practice Grant Thornton UK LLP is a leading financial and business adviser, operating non-executive and interim directors with a search firm with a market leading position in out of 28 offices. Led by 215 partners and employing nearly 4,000 of the market-leading position in the private equity the appointment of chairman and non-executive profession’s brightest minds, we provide personalised assurance, tax and sector. directors and a respected executive search specialist advisory services to over 40,000 individuals, privately-held practice. businesses and public interest entities. More than 70 leading private equity houses from across Europe retain Directorbank’s Hanson Green’s proven track record of solving Our offer to the market is great depth of expertise, delivered in a distinctive services to gain access to their exceptional clients’ recruitment challenges, combined with and personal way. Through proactive, client-centric relationships, our teams network of top level board directors for their the unrivalled quality of their service, has made deliver solutions to problems, not pre-packaged products and services.
    [Show full text]
  • Frid Ay 1 8 No Vember
    FRIDAY 18 FRIDAY The Lincoln Hotel, LN2 1PN “5 DAYS IN JUNE” 12.00 - 14.30 in The Lincoln Suite On Friday 18th November Karl McCartney, the Member of Parliament for Lincoln and a recently elected Member of the Exiting the EU Select Committee, will be hosting a Business Lunch at The Lincoln Hotel with his Parliamentary colleague Jake Berry MP who was at the heart of The Rt. Hon. Boris Johnson MP’s Leadership Campaign. Jake’s talk “5 days in June” will reveal some of the behind the scenes actions and consequences following the resignation of The Rt. Hon. David Cameron MP as Prime Minister. That decision rapidly led to Boris’ declaration as one of the Leadership Candidates, followed just days later by his unexpected withdrawal from the Campaign and then the subsequent exciting and quickly reached conclusion for the Nation of our new Prime Minister, The Rt. Hon. Theresa May MP. Do join us for this Business Lunch at 12.30. Ask some of those questions we all want to know the answers to, from a Parliamentarian who was at the very centre of the campaign and on the shoulder of a key player during this momentous event in British Politics. th Tickets are £25 per person for Lunch & Coffee with payment required by Monday 14th November. NOVEMBER Business Lunch at The Lincoln Hotel - Registration Form Number of guests at £25 ......... Name(s) of guest(s) ……………………………………………………………………………………….. ……………………………………………………………………………………….. ……………………………………………………………………………………….. ……………………………………………………………………………………….. Please forward completed registration form to: Email:
    [Show full text]
  • Read Our Analysis in Full Here
    GREENHOUSE PUBLIC AFFAIRS NEW GOVERNMENT ANALYSIS FEB 2020 1 CONTENTS INTRODUCTION 03 A NEW GOVERNMENT AND A TIME TO DRIVE CHANGE 04 PERSPECTIVES ON DEVELOPMENTS PORTFOLIOS AND PROFILES 05 CHANCELLOR OF 09 SECRETARY OF STATE FOR THE EXCHEQUER ENVIRONMENT, FOOD AND THE RT HON RISHI SUNAK MP RURAL AFFAIRS GEORGE EUSTICE MP 06 EXCHEQUER SECRETARY TO THE TREASURY 10 MINISTER OF STATE FOR KEMI BADENOCH MP ENVIRONMENT, FOOD AND RURAL AFFAIRS 07 SECRETARY OF STATE FOR THE RT HON LORD GOLDSMITH BUSINESS, ENERGY AND INDUSTRIAL STRATEGY 11 SECRETARY OF STATE PRESIDENT, COP26 FOR TRANSPORT THE RT HON ALOK SHARMA MP THE RT HON GRANT SHAPPS MP 08 MINISTER OF STATE FOR BUSINESS, ENERGY AND CLEAN GROWTH THE RT HON KWASI KWARTENG MP GREENHOUSE PUBLIC AFFAIRS 12 OUR EXPERTISE 13 MEET THE TEAM 1 2 A NEW GOVERNMENT AND A TIME TO DRIVE CHANGE Following the recent Cabinet reshuffle, we have a new team of ministers responsible for delivering our net zero commitments. Those pivotal in progressing the ambitions for A NEW ERA FOR DOMESTIC POLICY decarbonisation will be led by the Chancellor of the Exchequer and Ministers responsible for energy, the The government has a 5-year window to establish environment and transport. Appointments across and deliver a roadmap for UK policy, the first time these departments provide a genuine opportunity since 2016 that this length of time has been available to engage with policy developments focused on the to really drive change and achieve lasting impact. climate change agenda. The doors are open to shape policy and there are a number of clear commitments from the Conservatives SIGNIFICANCE FOR COP26 on which to engage.
    [Show full text]
  • Conservative Party Leaders and Officials Since 1975
    BRIEFING PAPER Number 07154, 6 February 2020 Conservative Party and Compiled by officials since 1975 Sarah Dobson This List notes Conservative Party leaders and officials since 1975. Further reading Conservative Party website Conservative Party structure and organisation [pdf] Constitution of the Conservative Party: includes leadership election rules and procedures for selecting candidates. Oliver Letwin, Hearts and Minds: The Battle for the Conservative Party from Thatcher to the Present, Biteback, 2017 Tim Bale, The Conservative Party: From Thatcher to Cameron, Polity Press, 2016 Robert Blake, The Conservative Party from Peel to Major, Faber & Faber, 2011 Leadership elections The Commons Library briefing Leadership Elections: Conservative Party, 11 July 2016, looks at the current and previous rules for the election of the leader of the Conservative Party. Current state of the parties The current composition of the House of Commons and links to the websites of all the parties represented in the Commons can be found on the Parliament website: current state of the parties. www.parliament.uk/commons-library | intranet.parliament.uk/commons-library | [email protected] | @commonslibrary Conservative Party leaders and officials since 1975 Leader start end Margaret Thatcher Feb 1975 Nov 1990 John Major Nov 1990 Jun 1997 William Hague Jun 1997 Sep 2001 Iain Duncan Smith Sep 2001 Nov 2003 Michael Howard Nov 2003 Dec 2005 David Cameron Dec 2005 Jul 2016 Theresa May Jul 2016 Jun 2019 Boris Johnson Jul 2019 present Deputy Leader # start end William Whitelaw Feb 1975 Aug 1991 Peter Lilley Jun 1998 Jun 1999 Michael Ancram Sep 2001 Dec 2005 George Osborne * Dec 2005 July 2016 William Hague * Dec 2009 May 2015 # There has not always been a deputy leader and it is often an official title of a senior Conservative politician.
    [Show full text]
  • Priorities of a Boris Johnson Administration
    23 July 2019 PRIORITIES OF A BORIS JOHNSON ADMINISTRATION t last the speculation is over. His appointment will likely be accompanied by the traditional bounce in the polls, but the Boris Johnson has been confirmed honeymoon period is going to be extremely as Leader of the Conservative Party, short. voted in overwhelmingly, perhaps inevitably, by 92,153 of the party Indeed, there is every chance that his A faithful – vs 46,656 for Jeremy Hunt. premiership and commitments made during the campaign could be sabotaged within days. He will enter No. 10 faced with arguably the largest political and constitutional crisis of any Here we consider just some of the challenges Prime Minister in peacetime history. that the Boris Johnson administration faces over the coming months. Headland briefing | PRIORITIES OF A BORIS JOHNSON ADMINISTRATION | 01 GETTING HIS TEAM RIGHT With victory long expected, factions have All will vie with those expected to remain in cabinet established themselves amongst Boris (Matt Hancock, Michael Gove, Liz Truss and Sajid supporting MPs. Javid) and those Brexiteers who left it within the past year or so (Priti Patel, Esther McVey and Those who backed his faltering bid in 2016 Dominic Raab). (Nigel Adams, Jake Berry, Ben Wallace and Conor Burns) are competing for influence with those who This will start to come out in the wash from early are seen to have played a key role in navigating Wednesday evening. The civil service is pressing for the MPs leg of this contest (Gavin Williamson and the full cabinet to be appointed by nightfall though Grant Shapps), elder statesmen positioning it is not impossible that he chooses to split it over themselves for a comeback (Michael Fallon, Iain two days.
    [Show full text]
  • Living Fast Forward Resiconf.Com @Resievent #Resicon
    EVENT PROGRAMME VIRTUAL EVENT Living fast forward resiconf.com @RESIevent #RESIcon Platinum partners: Gold partners: Research Initiative Silver partner: Organised by: partner: partner: DAY 1 Tuesday 10 November 10:30 Check in opens Join us online and nurture your network. Use our digital event platform to connect with the RESI community. RESIXTRA 11:00 Alternative Residential: In partnership A deep dive into residential market specialist segments with Hosted by: Anastasia Gorokhova, Partner, Osborne Clarke LLP and Liz Hamson, Editor, Property Week The demands for flexibility and increased level of service are still driving this asset class despite, or even as a result of, current challenges. The sharing economy, an ageing population and an ever-expanding blur between workspace and living space are all transforming housing needs and driving new living concepts. We bring together our sector’s specialists to discuss developing trends within the operational residential market to explore the untapped potential for the sector. • Planning – the way we live is changing. What are the emerging trends and what planning implications are there for these? • Later living – long-term demographic changes keep boosting the attractiveness of the sector but how are operational considerations shaping the products? • Managing co-living – what does good property management look like in co-living, and what learnings can be applied to the UK from the better-established US market? • The CX factor – how can the use of building data help provide better services to residents? As a Partner in the Osborne Clarke Real Estate team, Anastasia’s practice centres around residential development, regeneration and build to rent.
    [Show full text]
  • LONDON SPONSORSHIP 2020 “An Opportunity to Promote Your Brand to London’S Property and Construction Movers and Shakers”
    LONDON SPONSORSHIP 2020 “An Opportunity to Promote your brand to London’s Property and Construction Movers and Shakers” • Connect and Engage – with an audience of c.450 senior Industry players and decision makers • • Comprehensive Sponsor Package – including a table of 10 and a position on the Chairman’s Table • • Brand Association – with high-profile Private & Public sector leaders and Industry influencers • • Be part of key Industry debates! Supporters Data Partner Design Partner PR & Comms for 2020 Partner “Contecting the Movers and Shakers in UK Property” great speakers... great events... great networking... Breakfast Sponsorships 2020 An opportunity to associate your brand with the UK’s number one Property and Construction Networking Forum, and communicate to an audience of key players in the Marketplace. Background 2020 is Movers & Shakers’ 25th Anniversary! Movers & Shakers is an exclusive membership organisation; structured to deliver the BEST NETWORKING OPPORTUNITES IN THE MARKETPLACE! Members must be able to deliver reciprocal business and with restricted numbers in each sector, we can ensure a balanced mix of interests; to underpin the exclusivity of the organisation. OUR AIM IS TO HELP YOU TO MAKE THE RIGHT CONNECTIONS; TO NETWORK AT THE HIGHEST LEVEL, TO GENERATE BUSINESS OPPORTUNITIES AND TO WIN WORK - with over 300 member companies, from leading organisations across the Industry. To gain shared knowledge and understanding from our first-class speakers and members. To deliver debate on our four pillars: SUSTAINABILITY | INCLUSIVITY | SOCIAL VALUES | TECHNOLOGY Events Programme Movers & Shakers runs events in London and across the UK (Birmingham, Bristol, Edinburgh, Manchester). The mainstay of the business is the programmes of breakfast events; which, in London are held at The Royal Lancaster Hotel.
    [Show full text]
  • Annual Report and Accounts 2010
    Annual Report and Accounts 2010 www.bellway.co.uk Introduction A sound business... Since its formation more than 50 years ago, Bellway has built over 100,000 homes. It is recognised throughout the industry for building quality homes. In this year’s report... 1 24 42 73 Business Review Governance Accounts Other Information 1 Financial Highlights 24 Board of Directors 42 Group Income Statement 73 Five Year Record 2 Bellway at a glance 25 Advisers 42 Statements of Comprehensive 74 Shareholder Information 4 Chairman’s Statement 26 Report of the Directors Income 77 Notice of Annual 6 Chief Executive’s Operating 32 Report of the Board on 43 Statement of Changes in Equity General Meeting Review Directors’ Remuneration 45 Balance Sheets 80 Glossary 12 Corporate Responsibility 40 Statement of Directors’ 46 Cash Flow Statements 82 Notes Policy Responsibilities in respect 47 Accounting Policies IBC Principal Offices 14 2010 Corporate Social of the Annual Report and 52 Notes to the Accounts Responsibility Statement Accounts 16 Key Performance Indicators 41 Independent Auditors’ 17 Environmental Policy Report to the Members of Bellway p.l.c. 18 Group Finance Director’s Review 22 Operating Risk Statement Bellway p.l.c. Annual Report and Accounts 2010 Business Review Governance Accounts Other Information Financial Highlights A solid performance... Completed sales Average price achieved 4,595 homes £163,175 (2009 – 4,380) (2009 – £154,005) Total Group revenue Profit before taxation £768.3m £44.4m (2009 – £683.8m) (2009 – £29.8m)(1) Exceptional items Earnings per ordinary share £nil 29.7p (2009 – £66.3m write down) (2009 – 17.7p)(1) Final dividend for the year Forward order book at 30 September 6.7p £396.7m (2009 – 6.0p) (2009 – £349.4m) (1) before exceptional items (note 5 – page 53).
    [Show full text]
  • Shaping the Debate
    Shaping the debate Annual report 2010/11 Contents 04 Chair’s foreword Cover images (clockwise, from top left): Decentralisation Minister Greg Clark; 05 Chief executive’s foreword residents at St Catherine Court, Hanover (image courtesy of Hanover); David Orr, Health 06 National Housing Federation board Secretary Andrew Lansley and CHS chief executive Nigel Howlett at the launch of the 2010/11 Federation’s Invest in housing, invest in health publication; and the Federation’s poster for 07 Leadership team the Shhh... don’t mention the housing crisis campaign at Westminster tube station 07 The business plan for 2010/11 08 Delivering the business plan for 2010/11 National Housing Federation Lion Court, 25 Procter Street 18 Other priorities in 2010/11 London WC1V 6NY Tel: 020 7067 1010 19 Looking to the future – the business plan www.housing.org.uk www.inbiz.org for 2011/12 21 Board accountability Designed and printed by SPY Design and Publishing Ltd 21 Accountability and engagement Published by the National Housing Federation, September 2011 22 Financial summary 2010/11 Annual report 2010/11 3 Chair’s foreword “ I’m reassured by the results of our member survey, but we need to keep aiming high to provide maximum value for money.” The business year 2010/11 was an extraordinary A further result of our assessment of risk, and focus period. Having already identified risk management on the Federation’s finances, was our decision to as one of our key priorities the previous year, launch a business strategy review. This will assess the board found itself in the midst of a phase the Federation’s role, strategy and financing, with of profound political change and economic the aim of ensuring we continue to meet members’ uncertainty.
    [Show full text]