Sedgemoor District Council Sedgemoor Infrastructure Delivery Strategy Strategy Refresh 4-05 Issue | 31 January 2012 This report takes into account the particular instructions and requirements of our client. It is not intended for and should not be relied Ove Arup & Partners Ltd upon by any third party and no responsibility is 63 St Thomas Street undertaken to any third party. Bristol BS1 6JZ United Kingdom www.arup.com Job number 216480 Document Verification Job title Sedgemoor Infrastructure Delivery Strategy Job number 216480 Document title Strategy Refresh File reference Document ref 4-05 Revision Date Filename SID_Refresh_Report_Draft1_2012 -01 -20.docx Draft 1 18 Jan Description First draft 2012 Prepared by Checked by Approved by Name Rachel Birrell / Tim Tim Durant Wayne Dyer Durant Signature Final 31 Jan Filename SIDS_Refresh_Report_Final_Draft_2012-01-31.docx Draft 2012 Description Final Draft for issue to Sedgemoor DC Prepared by Checked by Approved by Name Rachel Birrell / Tim Tim Durant Wayne Dyer Durant Signature Issue 31 Jan Filename SIDS_Refresh_Report_ISSUE_2012-01-31.docx 2012 Description Prepared by Checked by Approved by Name Rachel Birrell / Tim Tim Durant Wayne Dyer Durant Signature Filename Description Prepared by Checked by Approved by Name Signature Issue Document Verification with Document 4-05 | Issue | 31 January 2012 SIDS_REFRESH_REPORT_ISSUE_2012-01-31.DOCX Sedgemoor District Council Sedgemoor Infrastructure Delivery Strategy Strategy Refresh Contents Page 1 Introduction 1 1.1 Purpose and background 1 1.2 Structure of the report 2 1.3 Supplementary study outputs 3 2 Context for the Delivery Strategy 4 2.1 Planning policy, guidance and strategies 4 2.2 Development viability and establishing a Community Infrastructure Levy (CIL) 10 2.3 Progress towards consenting of strategic sites 11 2.4 Flood risk management and local action 12 2.5 “Place-making” and regeneration 14 2.6 Neighbourhood Funds and Neighbourhood Plans 15 2.7 Hinkley Point C new nuclear capacity 15 2.8 Sustainable rural communities 16 3 Infrastructure needs and projects by sector 16 3.1 Community and cultural 16 3.2 Education 22 3.3 Emergency services 33 3.4 Energy 38 3.5 Health 42 3.6 Flood management, water & wastewater 47 3.7 Information Technology & Communications (ITC) 51 3.8 Sport, leisure & open space 53 3.9 Transport and public realm 63 3.10 Waste 67 4 Strategic sites and priority infrastructure projects 71 4.1 Cattle Market 72 4.2 Durleigh Road 78 4.3 Wembdon 83 4.4 Willstock Village (South Bridgwater Phase 3) 89 4.5 Somerset Bridge 96 4.6 Northgate 97 4.7 Puriton Energy Park 98 4.8 Burnham-on-Sea Urban Extension 99 4.9 Highbridge Boatyard 104 4-05 | Issue | 31 January 2012 SIDS_REFRESH_REPORT_ISSUE_2012-01-31.DOCX Sedgemoor District Council Sedgemoor Infrastructure Delivery Strategy Strategy Refresh 5 Developer Contributions Policy, the Community Infrastructure Levy (CIL) and Prioritisation 108 5.1 Planning Obligations and the Community Infrastructure Levy (CIL) 108 5.2 Developer Contributions Viability Assessment 112 5.3 Categorisation and prioritisation 113 6 Alternative Finance Mechanisms 117 6.1 Grant 117 6.2 Local Taxation and Revenue Sources 118 6.3 Lottery Funding 121 7 Governance and Capacity for Delivery 122 7.1 Governance for Infrastructure Planning 122 7.2 Infrastructure Planning as a ‘Live’ Process 124 7.3 Creating Capacity to Drive Delivery 124 8 Conclusions and Next Steps 125 Tables Table 1 - Infrastructure categories covered by the study. Table 2 - Core Strategy Housing Allocations and Strategic Sites Table 3 - Existing capacity with primary school catchments Table 4 - Secondary school forecast figures Table 5 - Secondary schools surplus/deficit compared to net capacity at 30th June 2010 Table 6 – Potential for renewable and low carbon energy development in Sedgemoor (results of PPS 1 Supplement Study, October 2010) Table 7 - Somerset's Total Waste Management Capacity in 2010 Table 8 - Number of Waste Facilities in Somerset by Type Table 9 - Somerset Waste Capacity Requirements Table 10 - Developer Contributions Options - the Pros and Cons of the S106, Tariff & CIL approaches. Table 11 - Infrastructure Sectors Hierarchy of Need Figures Figure 1 - Chart showing progress on consenting of greenfield and brownfield sites (dwellings) Figure 2 - Properties at Flood Risk: Top Ten by Local Authority Figure 3 - Devon and Somerset Fire and Rescue Service 10 minute response times 4-05 | Issue | 31 January 2012 SIDS_REFRESH_REPORT_ISSUE_2012-01-31.DOCX Sedgemoor District Council Sedgemoor Infrastructure Delivery Strategy Strategy Refresh Figure 4 - Chart showing indicative infrastructure charges per dwelling Figure 5- Flood Risk Management Levy offset against Insurance Premiums Appendices Appendix A Infrastructure Needs Assessment A1 Libraries A2 Archives A3 Community Centres A4 Early Years Education A5 Primary Schools A6 Secondary Schools A7 Primary Healthcare – Doctors A8 Primary Healthcare – Dentists A9 Secondary Healthcare – Acute Beds A10 Secondary Healthcare – Other Beds A11 Indoor Sports – Swimming Pools A12 Indoor Sports – Sports Halls A13 Playing Pitches A14 Other Outdoor Sports A15 Recreational Open Space A16 Local Accessible Natural Greenspace Appendix B Sustainable Transport Fund - Preliminary Calculations B1 Sustainable Transport Fund – Preliminary Calculations 4-05 | Issue | 31 January 2012 SIDS_REFRESH_REPORT_ISSUE_2012-01-31.DOCX Sedgemoor District Council Sedgemoor Infrastructure Delivery Strategy Strategy Refresh 1 Introduction 1.1 Purpose and background The principal objective of the Infrastructure Delivery Strategy has been to assess the transport, utilities, social and green infrastructure that will be required to support housing and employment growth in Sedgemoor to 2027, as set out in the Core Strategy adopted in October 2011. This report provides an update of the original Infrastructure Delivery Strategy (published June 2010) and draft sections were submitted to support the Core Strategy Examination in Public. Moving forward it is expected that the information presented here will form an important element of the evidence base supporting a Sedgemoor Community Infrastructure Levy (CIL). The preparation of an Infrastructure Delivery Strategy has an important role to play in ensuring that the wider vision for Sedgemoor set out in the Sustainable Community Strategy becomes reality. The upgrading of existing facilities and provision of new infrastructure provides a means for promoting inward investment and economic development, improving quality of life for residential communities, and adapting to and mitigating the localised effects of climate change. With respect to promoting economic development, Sedgemoor is a distinctive and attractive district, heavily fashioned by its industrial heritage, strategic location and its natural environment. Underlying structural weaknesses in the economy mean there is an imperative to not just strengthen traditional sectors, such as manufacturing and tourism, but to also develop new employment off the back of strategic opportunities, such as the proposed construction of a Hinkley Point C nuclear power station. Bridgwater, the district’s largest town, provides a natural focus for this activity and the adopted Core Strategy makes provision for significant housing and employment growth at the town. The closure of Innovia in the summer of 2005 marked a turning point for Bridgwater and major commercial investment and transformation of the public realm is now being actively pursued. In past decades the cellophane industry provided the mainstay of a manufacturing based economy, which over time has steadily destabilized with the result that Sedgemoor now has a high proportion of residents living in communities categorised as within the 10% and 20% most deprived nationally. Much progress has been made towards reversing this structural economic weakness and Bridgwater is now becoming well established as a regional logistics and distribution centre benefiting from its location on the strategic highway network. Further priority areas for economic investment include the retail and tourism sectors, education and the energy sector. The Bridgwater Challenge has developed a vision and 50 year programme of transformation, which seeks to bring about a re-vitalised image and facilitate further diversification of the economic base. The movement strategy and public realm enhancements developed in the vision will also have an essential role to play in stitching new and old Bridgwater together, facilitating more sustainable internal trips around the town and ensuring place making investments are prioritised to set the town apart from its contemporaries. Bridgwater Challenge 4-05 | Issue | 31 January 2012 Page 1 SIDS_REFRESH_REPORT_ISSUE_2012-01-31.DOCX Sedgemoor District Council Sedgemoor Infrastructure Delivery Strategy Strategy Refresh proposals such as the Meads EcoPark, together with plans for new secondary schools, will benefit existing and future residents alike. During the production of the Core Strategy, communities at Burnham-on-Sea and Highbridge also advocated growth, arguing that positive investment rather than stagnation is what the towns require. The Core Strategy now incorporates an allocation for an urban extension adjacent to the towns, which could help support improvements to social infrastructure. There are also aspirations to enhance the public realm around Highbridge town centre and Burnham seafront, supporting the tourism industry that is the economic mainstay of