An Invitation to Tender for a Plan for Cranbrook, East Devon, Under the HCA MULTI-DISCIPLINARY FRAMEWORK

An invitation to tender for a Plan for Cranbrook, East Devon, under the HCA MULTI-DISCIPLINARY FRAMEWORK

We see Cranbrook becoming the benchmark for successful, sustainable new towns in the UK; a place for urban innovation. We see Cranbrook putting the case for shared delivery between developers, community and Council, defining and delivering excellence. We ask for the best and for the developers, the community and the local authorities to collaborate in finding ways of achieving it. We invite you to be part of this. INTRODUCTION

The revision to the brief What has been achieved Early in Cranbrook’s development the NCP and Cranbrook has taken 25 years to go from an idea Council shared workshops to produce a vision to a nascent town. By the end of 2014 914 homes and ambitions for the new town. These were had been completed and the community had grown published in the Cranbrook Design Guide and to around 2000. This community is increasingly aim to create a sustainable, dynamic and vibrant active, ambitious and entrepreneurial, keen to be ‘market town’ that is a ‘focus for leisure, for part of the development of the Plan for Cranbrook recreation, for shopping and for entertainment’ and the creation of their town. A primary school, with a ‘flexible town centre design’ delivered district heating system, and multi- purpose community within a legible street pattern and achieving building have been completed on schedule and distinctive, high quality design. neighbourhood shops will be ready by summer 2015 with a new railway station connecting Cranbrook to In January 2015 EDDC commissioned CABE to London and Exeter direct. A secondary school and host a workshop for a wide variety of stakeholders second primary school will open in time for the 2015 with an interest in Cranbrook’s future. school year. Plans are being developed for a pub and Participants representing Cranbrook residents and discount retailer in the town centre where it meets the local communities, statutory consultees, service old London Road. All this, and its setting alongside a providers, developers, specialists in economic rich environment, new employment sites, the M5, A30 and community development, worked on a SWOT and Exeter Airport, give Cranbrook many of the things analysis of the development to 2031 and beyond needed for success. before considering ways forward. Much has been achieved by the developer consortium Following the workshop and the meeting between (the New Community Partners, NCP), East Devon the New Community Partners (NCP), East Devon District Council (EDDC), Devon County Council District Council (EDDC) and Devon County (DCC), the Growth Point partners, the Homes and Council (DCC) immediately after, Cabe was Communities Agency (HCA) and others in getting commissioned to conduct a review of this brief Cranbrook off the ground. The recognition by all to address specific concerns held by the NCP partners that key infrastructure should be delivered regarding timing and greater clarity on the scope early has enabled the new community to be formed of the commission, especially when applied to and supported with facilities and services from the areas with existing outline planning permission. outset. This revised brief also incorporates comments directly made by the NCP. The first phase of Cranbrook taking shape on the ground provides an opportunity to celebrate what has A recommendation of the workshop was that been achieved so far while learning from experience similar events should take place in future. These to ensure that Cranbrook is an attractive, sustainable will formally engage developers and others in town. The great majority of Cranbrook’s development the process of developing a Plan for Cranbrook will be built by the main developer consortium, including a shared understanding and consensus the New Community Partners. There are also the on the way forward. interests of other developers and landowners to address who may also play a part in Cranbrook’s development. As the local planning authority, it plan as the starting point. is the responsibility of East Devon District Council to develop a plan for Cranbrook that co-ordinates The Cranbrook Plan will focus on the expansion areas growth independently, finds creative solutions to the of Cranbrook as well as looking at how areas within provision of services and infrastructure and works in the existing planning approval work with them to the interests of developers, local authorities and the service the expectations of the occupants of a town community. of this size. This is clearly not to return to matters already agreed nor to alter the quantum of land uses but, as in the case of the town centre, to work with the Context developer and community to ensure that its evolving size, shape and function meet the town’s needs The original Cranbrook master plan (figure 1) allows as it grows toward and reaches its projected size. the town to grow to 3500 homes with a generous Applications for housing from multiple developers and town centre running from the country park across on sites outside the area of Cranbrook’s allocation to the area set aside for the education campus. The make the need for an independent plan for Cranbrook emerging draft Local Plan allocates land for 6000 very clear. homes in Cranbrook to 2026 while the NCP has submitted planning applications proposing housing numbers of up to 7500 with the population expected to increase to around 20,000. This would make Cranbrook comparable in scale to Barnstaple. Further applications around Cranbrook are also coming forward that will push total numbers to around 8000.

The Growth Point that forms the immediate context for Cranbrook sits within the study area (figure 2.). More detailed contextual information for Cranbrook can be found in figure 3. Cranbrook needs to be considered in relation to this existing and developing context. The study area for the new Cranbrook Plan includes the other Growth Point developments east of Exeter and nearby settlements so that a design solution is found for growth that builds on what has been achieved already, takes on board the relationship with neighbouring sites and settlements and delivers a well considered and sustainable settlement defined in relation to itself and its surroundings. An important task for the brief is to respect the character of neighbouring settlements such as Rockbeare village and ensure that Cranbrook grows within the most sustainable and effective development boundary and pattern taking the boundaries within the draft local WHAT ELSE ARE WE DOING?

This brief has been prepared by East Devon District This will provide an audit of the cultural context Council as part of a package of measures that work into which Cranbrook is developing including overt together to achieve a sustainable, attractive and culture such as architecture, theatre and music as resilient town. well as more subtle influences such as food, dialect and former industry. The strategy will suggest ways Our Place Plan of strengthening cultural growth and activity within Cranbrook as well as the infrastructure that may be The Cranbrook ‘Our Place’ plan is a government necessary. funded community led initiative. This aims to strengthen the local community and reduce reliance on public services. The plan is built around a business ladder for Cranbrook. The project has been recognised and funded for its innovative approach to bringing the community directly into the process of shaping their town. The plan document was finalized and submitted to DCLG via Locality at the end of February 2015 with a community enterprise organization being set up to take forward projects over the coming months and years. Planned projects include modular retail and commercial units that provide low cost space not normally attractive to developers to help start-up enterprises within Cranbrook and provide them with a ‘shop window’.

Economic Development Strategy Consultants are developing an economic strategy for Cranbrook working in tandem with the Our Place Plan both complete by the end of March 2015. The Economic Development Strategy has been developed with significant public engagement to ensure the community’s needs are incorporated and that they are behind what is being proposed. The consultants have also talked to the NCP about the strategy to ensure broad support for the proposals. This strategy will form part of the evidence base for the Cranbrook Plan.

Cultural Development strategy A cultural development strategy funded by the Arts Council will shortly be commissioned as part of this process providing evidence for the plan for Cranbrook. A PLAN FOR CRANBROOK

town must be determined in the context of prevailing Aim and foreseeable commercial trends. A design The NCP, council and community want to review and guide for a town centre needs to be updated and put meaning to the existing vision, describing what a finalized, as do the uses within it and the ways they new town built for the 21st century is and how it will are delivered. There is need to innovate in the way be achieved. Cranbrook, as a new town, can shape facilities are designed, funded and delivered where its own agenda, identity and purpose. We need to market risk and uncertainty remains high while the revisit the town’s vision to provide refreshed guiding community’s needs are increasing. This will include concepts and principles for its development and exploring partnerships with the community enterprise future. We need to define, spatially, what ‘outstanding’ organization or the town council in delivery. Facilities means and how it is achieved. This revision is include enterprise and business centres, small retail especially needed for the town centre in the light of and office accommodation as well as cultural and changes to retail activity and the revised scale and leisure facilities, and local professional health, social form of the town. However, it is important that the and public services, some of which are already quantum of land uses within the allocated areas does being explored by the NCP and advocated by the not significantly change from that detailed in Strategy community. 12 of the draft Local Plan as the site was valued and purchased on that basis. Process The aim is for Cranbrook to be ground-breaking and The process of developing the Plan for Cranbrook will forward thinking; leading innovation in urban design, form part of the planning application process for the resource efficiency, community building and delivery. major submissions already received by the Council. The people of Cranbrook must be able to establish These applications will be tested against the emerging their own identity and that of their town around assumptions and recommendations of the Plan for their productivity, their wants, needs and cultural Cranbrook to ensure that they are realistic and viable expression. Cranbrook’s townscape must provide in the real world. This will be done through a series the adaptability and flexibility for this to be achieved of topic-based workshops that will address both the making Cranbrook a place that will be attractive and Plan for Cranbrook and planning applications within thriving for centuries, not just decades. the study area. The workshops will enable the NCP and other developers, to update applications as part Crucially, innovation must come in delivery, funding of the strategic plan process for Cranbrook in events and phasing to make design proposals deliverable. facilitated by Cabe. A shared Plan for Cranbrook, Design innovation, rethinking what it means to deliver worked on and agreed with all key developers and services and co-working with the community and local stakeholders, will also make subsequent reserved authority will all form part of a plan that adds value, matters applications significantly more efficient. not burden, to developers. Suggested topic headings and workshop timetable are included below. Town Centre A generous area of land has been allocated for a town centre within the original outline permission. How a town centre best relates to the whole of the increased Figure 1. Original Cranbrook framework plan NTS (David Lock Associates 2010) Scale 1:10,000

N West End 296500 297000 297500 298000 298500 299000 299500 300000 300500 301000 301500 302000 302500 303000 303500 Wes3040t00 End 296500 297000 297500 298000 298500 299000 299500 300000 300500 301000 301500 302000 302500 303000 303500 304000 West End 296500 297000 297500 298000 298500 299000 299500 300000 300500 301000 301500 302000 302500 303000 303500 304000 0 0 0 0 0 0 0 0 0 0 0 0 7 7 7 7 9 9 9 9 0 0 0 0 0 0 7 7 9 9 Figure 2. Growth Point context to Cranbrook (EDDC Emerging Local Plan) 0 0 0 0 0 0 0 0 5 5 5 5 6 6 6 6 9 9 9 9 0 0 0 0 5 5 6 6 9 9

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296500 CCranbrookran297b000roCorak nP(strategybhroaosek P1 h( Sa9,st re15)a 2t917e5 0 y0(S 9t,r a1t5e)y 9, 15) 298000 298500 RecreaRtioenc rAeraetiao2s9n90,0 0Arlleoatms,e Anltlso,t mAcecnetss,s 2A9i9b5c00lece Osspiebnle S Oppaecne S p a3 0 0c0 0 e0 300500 301000 301500 302000 302500 303000 303500 304000 STRATEGICIn tPerOmoILndtaIeCl rImnYtoedrcahl aInntgeerc (hSatnragtee g(Sy t9ra, t1e5g)y 9, 15) WEST ENEDas t DDeEvaoVsnt E DLeisvtOorincPt DCMisoturEinccNt iCl TBoouSunncdil aBroyundary FOR INFORMATION Old ParOkl dF aPramrk ( SFtararmte g(Sy t1ra4t)egy 14) ScienceS cPieanrkc eR oPaadrk Road Proposed Employment Allocation (Strategy 18) Development (areas are not designated through local plan policy) PinncouPritn Fncaormur t( SFtararmte g(Sy t1ra4t)egy 14) TithebaTrnith Gerbeaern RGoreaedn Road WeWste sEtn Ednd Green Wedge (Strategy 8) Blackhorse/ Tithebarn Green (Strategy 9,13) Boundary Existing and Proposed Employment Area ScienceS cPieanrkc e(S Ptraartke g(Sy t9ra, t1e6g)y 9, 16) IndicatiIvned ilcoactaivtieo nlo ocfa Ctiorann obfr oCorak nebxrpoaonks eioxnp afonrs aiofnte fro 2r 0a2ft6er 2026 Map Map Ü Cranbrook Eapxppraonxismioante Slyi t1e5 0(S0 tdrawtelglinyg 9s, 12) Floodzone 2 Ü Proposed Clyst Valley Regional Park (Strategy 10) × a×pproximately 1500 dwellings SkyparSk k(Syptraartke g(Sy t9ra, t1e9g)y 9, 19) r rCranbCroomobki nPCeohdma Hsbeina e1t d a( nSHdter Patot eawyne d9r P, 1olaw5n)et r Plant Recreation Areas, AllotmEaset Dnetvson,E DaAissttc rDicetv eConos uDsniscitiblr,i clCeto Cu onOucnilpc Oile,f fCincoeu sSn, cKipnl Ooawffcliece, sS ,i d K mn o wu tlhe , , E S Xid 1 m0 o8uHtLh, EX10 8HL Southern expansion proposed by developer consortium Intermodal Interchange (Strategy 9, 15) East Devon District Council Boundary Old Park Farm (Strategy 14) Science Park Road Pinncourt Farm (Strategy 14) Tithebarn Green Road West End Science Park (Strategy 9, 16) Indicative location of Cranbrook expansion for after 2026 Map Ü × approximately 1500 dwellings Skypark (Strategy 9, 19) r Combined Heat and Power Plant East Devon District Council, Council Offices, Knowle, Sidmouth, EX10 8HL West End 296500 297000 297500 298000 298500 299000 299500 300000 300500 301000 301500 302000 302500 303000 303500 304000 West End 296500 297000 297500 298000 298500 299000 299500 300000 300500 301000 301500 302000 302500 303000 303500 304000 0 0 0 0 0 0 0 0 0 0 7 7 0 0 9 9 7 7 9 9 0 0 0 0 5 5 6 6 9 9 0 0 0 0 5 5 6 6 9 9 0 0 0 0 0 0 6 6 9 9 0 0 0 0 0 0 6 6 9 9 0 0 0 0 5 5 5 5 9 9 0 0 0 0 5 5 5 5 9 MASTER PLAN STUDY AREA 9 0 0 0 0 0 0 5 5 9 9 0 0 0 0 0 0 5 5 9 ×9 0 0 0 0 5 5 4 4 9 9 B 3174 London Rdr (former A 30) × Rockbeare Village 0 0 0 0 5 5 4 4 9 r New A 30 9 0 0 0 0 0 0 4 4 9 9 0 0 0 0 0 0 4 4 9 9 0 0 0 0 5 5 3 3 9 9 0 0 0 0 5 5 3 3 9 9 0 310 620 1,240 0 0 0 0 0 0 3 3

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0 (areas are n0 ot designated through local plan policy) 3 Development 3 9 Proposed Employment Allocation (Strategy 18) Metres 9 Green Wedge (Strategy 8) Blackhorse/ Tithebarn Green (Strategy 9S,1c3a)le1:10,000 Boundary Existing and Proposed Employment Area © Crown copyright and database rights 2011 Ordnance Survey 100023746. Cranbrook Expansion Site (Strategy 9, 12) Floodzone 2 296500 297000 297500 298000 298500 299000 299500 300000 300500 Pro30p100o0 sed Clyst Valley R30e15g00 ional Park (Strateg30y200 010) 302500 303000 303500 304000 STRATEGIC POLICY WEST END DEVELOPMENTS FOR INFORMATION Cranbrook Phase 1 (Stratey 9, 15) Recreation Areas, Allotments, Accessible Open Space Intermodal Interchange (Strategy 9, 15) East Devon District Council Boundary Proposed Employment Allocation (Strategy 18) Development (areas are not designated through local plan policy) Old Park Farm (Strategy 14) NScience Park Road Green Wedge (Strategy 8) Blackhorse/ Tithebarn Green (Strategy 9,13) Boundary Existing and Proposed Employment Area Pinncourt Farm (Strategy 14) Tithebarn Green Road West End Cranbrook Expansion Site (Strategy 9, 12) Floodzone 2 Proposed Clyst Valley Regional Park (Strategy 10) Science Park (Strategy 9, 16) Indicative location of Cranbrook expansion for after 2026 Map Ü × approximately 1500 dwellings Cranbrook Phase 1 (Stratey 9, 15) Recreation Areas, Allotments, Accessible Open Space Skypark (Strategy 9, 19) r Combined Heat and Power Plant East Devon District Council, Council Offices, Knowle, Sidmouth, EX10 8HL Intermodal Interchange (Strategy 9, 15) East Devon District Council Boundary Old Park Farm (Strategy 14) Science Park Road Pinncourt Farm (Strategy 14) Tithebarn Green Road West End Science Park (Strategy 9, 16) Indicative location of Cranbrook expansion for after 2026 Map Ü × approximately 1500 dwellings Skypark (Strategy 9, 19) r Combined Heat and Power Plant East Devon District Council, Council Offices, Knowle, Sidmouth, EX10 8HL Figure 3. Cranbrook immediate context

Solar farm

Education Campus (under construction)

Proposed revised town centre area

Tillhouse Farm (Grade 2 listed)

Primary school and neighbourhood centre

Railway station (delivered May 2015)

Proposed western expansion area

Cranbrook Phase 1 (nearing completion)

Cranbrook consented development areas Proposed expansion areas under the emerging local plan

Southern expansion proposed by developer consortium Cranbrook Country Park

Cranbrook Phase 2 (outline consent)

Rockbeare village`

The Plan for Cranbrook will, through its process and guidance for delivery, ensure that Cranbrook’s spatial pattern is the most suitable for developing a genuinely attractive, confident, resilient, adaptable and sustainable town with a high quality of life inherent in its design.

1. Cranbrook is to be a healthy, social, productive and town evolves in the future. Design and phasing should creative market town, designed for the long term. be such that the mix of uses can be self- funding, It will be flexible, compact, connected, efficient and attractive and deliverable using a modular approach productive. It will be a new mixed urban form and that leaves space for future, planned intensification landscape designed to encourage social activity and within the town boundaries (NPPF 17, 21, 37, 38, 58, the development of a creative, confident, prosperous 69, 66) community. (NPPF 69, 73, 99) 8. The town centre area(s) will be designed for the 2. Cranbrook will have its own distinctive, attractive, long term, coherent and able to develop its own high quality design identity informed by its location, character and identity, able to host the events and its people and the best of its period of development. services expected of a town of this size. Town centre Neighbourhoods will have character and identity area(s) should be designed to incorporate high informed by their uses, location relative to other areas, quality residential use, be able to expand as the and internal layout. (NPPF, 58, 60, 64) town develops, and be of a quality that makes it a residence of choice, rather than one of economy or 3. Cranbrook will be ambitious and community led, last resort (NPPF 9, 23, 26, 58, 160) enabling the community to play a big part in steering its town’s development (NPPF 17. ‘Our Place’) 9. The development pattern and housing layout will result in efficient use of land without remainder spaces 4. Cranbrook will be designed to support the transition with a layout, density and mix of uses that encourages to a low / zero carbon lifestyle with flexibility of design active movement within attractive streets. The road and mix of uses enabling the easy creation of jobs layout must be legible and easily navigable with good throughout the urban area, reducing the need to travel use of landmarks both natural and manmade. (NPPF (NPPF 17, 30, 35, 38, 58) 35, 38, 58)

5. Cranbrook will be resilient to climate change over 10. Existing and new green infrastructure should be the long term with development patterns and street integral to the Plan providing green spaces within dimensions that minimise energy use and maximise green networks throughout the town to benefit both opportunities for renewable energy generation. people and biodiversity. Sports and recreation facilities Outdoor spaces will be designed to be comfortable will be fully integrated into the town. (NPPF 73, 109, and usable throughout the year (NPPF 96, 97, 99) 110, 117, 118, 120)

6. Cranbrook will compliment and connect with its 11. The Plan will help deliver the economic development context, finding its place in the hierarchy of local strategy for Cranbrook. Phasing will enable viable towns and being a positive contributor to surrounding mixed used development so that residents’ needs settlements, the Growth Point and wider area. are catered for throughout the town’s growth and development. (NPPF 23, 160) 7. Cranbrook should form around areas of mixed use, both during the initial development period and as the KEY QUESTIONS AND DELIVERABLES

What is Cranbrook and how should it fit in? Where does Cranbrook grow and connect?

Cranbrook will be sustainable and fit within its wider Cranbrook must grow in a way that ensures its long- context. As potentially the second largest town in term sustainability and the well-being of all residents East Devon and the 7th largest in Devon as a whole, during and after the build period. It must relate and its relationship with its context will dictate whether it connect well to surrounding infrastructure, landscape provides a net benefit or cost to them and with that, its and settlements including Exeter. Key within this own success. is how it relates to surrounding villages so that it’s growth is not detrimental to their character and Deliverables: identity. All options should be considered to find the Data best solution. 1. Context analysis including built and consented areas of Cranbrook, role and character of surrounding Deliverables: settlements, landscape and topography, green and Boundary blue infrastructure, retail, leisure, employment and 5. Working within the study area to set the boundary to socio-cultural environments. This process will be best Cranbrook’s development as a sustainable settlement served and accelerated if data is shared especially to determine the scope for development at Cranbrook between the council and NCP. beyond the identified expansion areas, with particular reference to land ownership and how the identity 2. Health and social impact assessment advising and integrity of surrounding villages, in particular on targeted improvements where necessary, and Rockbeare and Whimple, will be protected. informing the development of subsequent phases. 3. Appropriate community, NCP and stakeholder Sustainability Review engagement including workshops / charettes and 6. A review of the sustainable transport and movement other events to develop a common understanding of strategy prioritising active and public transport that the issues and agreement of shared solutions. establishes the movement hierarchy connecting Cranbrook to key locations around it and provides Re-examination of the Vision an efficient, legible transport structure within and 4. In the light of the time elapsed since it was first beyond its boundaries. In particular understanding produced and the scale of proposed development, how modal shift can be achieved in the area and a review of the existing vision statement, design how rail transport can best be accessed by residents, concept and development ‘narrative’ for Cranbrook visitors to the new town and passengers coming from in discussion with the council, developers and or going to other locations within East Devon and community. This may result in an agreed new vision Exeter, especially the business parks and the airport. statement, diagrams, plans and illustrations as 7. A strategic framework: necessary, informed by the site and context appraisal. • • Guiding how development will be set within the landscape and topography and enhances existing green and blue infrastructure assets • • Reviewing and building on existing work on What is Cranbrook like?

the town centre function in the light of changes A town’s urban form and styles of architecture provide to retail and other town centre uses since the a visual narrative to a town’s development, purpose original application. and history. Cranbrook does not have the luxury of time or history but can develop its own design • Whimple will be protected narrative around a vision that tells the (positive) story • Describing how development will be set within of its development and the community’s involvement the landscape and how it will work with and in it. One constant guiding principle throughout enhance existing green infrastructure assets the development of Cranbrook is that it must be a • Describing the town centre function and sustainable settlement. where it is delivered relative to the rest of the The Plan for Cranbrook will set a design agenda development acting within a guiding framework, delivery plan and process of governance. Designing space into the development pattern that enables change and flexibility during the town’s future will help it manage uncertainty, ‘self-develop’, provide adaptability and enable it to define its own character rather than have a character defined for it.

Deliverables: 8. Design guidance, parameters and characteristics delivering key principles and objectives to guide the overall Plan creating neighbourhoods that develop individual identities within coherent, mixed patterns of development forming a legible settlement that is safe and encourages social interaction with its own distinct, high quality design 9. Design parameters and spatial mix that builds flexibility into the design of Cranbrook so that change can occur as the town grows and changes 10. Develop criteria for parcels across the site based on the landscape and topography and to take account of their relative position to inform their mix of use, density and character 11. Provide an urban structure with sites for landmarks and way finding to create a memorable, legible and attractive development. Where do things go? How does Cranbrook adapt?

12. Guide how services, commercial, office and small Increasing the town to over 8000 homes raises issues business and retail units should be incorporated that need to be addressed now. These include within the town and neighbourhood centres and the relating the town to its town centre, establishing urban area as a whole. a suitable identity and function for a town of this scale within its sub-region, and ensuring the town is 13. Review the needs of potentail retailers, how the configured to maximize its long-term sustainability. spaces they occupy, the urban design and street The questions raised should be clarified and agreed patterns increase attractiveness to the local with the main stakeholders, including the NCP, early in community, footfall and potential returns the engagement process 14. Consider independent and community owned small retailers, service providers, cafes, restaurants The Plan for Cranbrook will be guided by the and pubs amongst others including discussions Economic Development Strategy for Cranbrook as with the NCP regarding suitable sites and ways of well as the ‘Our Place’ programme that includes incorporating this in relation to the existing planning the ‘Business Ladder’ and a community enterprise permission. organization to develop local autonomy and enable entrepreneurialism. The business ladder includes modular units in part so that a town or neighbourhood centre can adapt to changing demand and test town and neighbourhood centre designs and uses.

Deliverables 15. An urban design framework within the study area shown in figure 1, that takes account of the constraints within the outline consented area and:

• Delivers the revised vision for Cranbrook • Proposes an efficient urban structure reducing infrastructure costs and unusable remaindered land and adding value to development as a whole • Identifies the best form and location for town and neighbourhood centres, while maintaining the quantum of land uses within the consented area, showing how they work both to provide a unified character to the town and individual character to neighbourhoods • Is designed to help deliver the economic development strategy and Cranbrook Our Place Plan, including a modular and adaptable How should development be phased?

approach to town and neighbourhood centres Phasing should allow a viable, commercial delivery including flexible building design and ensure a mix of uses to provide services and good quality spaces to residents within each • Is designed around high quality public open neighbourhood as they are needed. Phasing should space with buildings and private open space have a narrative of development to give a clear design making full advantage of these public areas logic, identity and purpose to each of the phases • Maximises resource efficiency, in part by producing and neighbourhoods. The phasing and mix of uses an urban pattern that works with topography and should be subject to business planning informed building orientation to maximise renewable energy by commercial considerations and outcomes from opportunities and minimise the need for artificial the Cranbrook Economic Development Strategy to lighting, heating and cooling, taking account of ensure positive cash-flow so viability is maintained predicted climate change in the local area throughout. • Uses a mixed use development pattern around pro-social design principles to reduce car travel and Deliverables: 16. Business planning proposals to enable deliverability ownership, encourages community building and of parcels and reduction of infrastructure and other allows the town to develop its economic, social and delivery costs cultural identities and a good quality of life 17. A phasing strategy working with the Cranbrook Plan • Includes a green and blue infrastructure and design parameters, informed by the economic strategy guided by the Growth Point Landscape, development strategy (by others), to deliver housing, Biodiversity and Drainage Strategy, incorporating commercial development and infrastructure in the existing quality green and blue infrastructure most efficient way. features within a coherent network throughout the town and linked to surrounding areas. 18. The phasing strategy should include mixed use New green infrastructure should provide uses parcels indicating the number of dwellings and land including recreational and social areas, SuDS, area ratios for other uses. These should be able to and biodiversity work alongside the NCP’s delivery plans for Phase 1 and provide services to the housing while working • Incorporates flexible space within the urban form together as a town and community and, crucially, and flexible design of buildings to enable future should maintain attractiveness and deliverability non-residential uses to come forward ensuring long term adaptability. These spaces and buildings should be designed and located to be able to host alternative uses without detracting from the visual appearance of their surroundings • Provide all necessary documents, diagrams, maps and other presentation media to clearly articulate the framework to a diverse audience including members of the public, developers and Council.

WORKING METHODS

in phases as questions are addressed during its Proposed method development. Completion is anticipated for the end of The Cranbrook Plan team will take on board the 2015 enabling large scale planning applications to be economic development strategy to enable the aims determined shortly after. of both to be achieved. We expect a multi-disciplinary team to be working on this including the capacity to A draft timetable has been included below for address health, well-being and social outcomes. workshops covering topics necessary within the masterplanning and planning application processes. The consultancy team will work with all three main stakeholders in Cranbrook. The needs and capacity of all the stakeholders must be fully considered in the Topic based Workshops development of the master plan to ensure potentially conflicting priorities are addressed and resolved. As recommended in the Cabe led event, a series The details of the governance and decision making of workshops will be held during the course of the arrangements will be clarified at incept. development of a Plan for Cranbrook. These will be based around topic headings and will inform The results of previous community consultation must the development of the Plan for Cranbrook and be considered and the community fully engaged the consideration of planning applications allowing throughout the process of research and development developers to make informed changes to their enabling co-design principles to be delivered. proposals during the application process. Consultation and engagement must be carried out alongside the Community Development Officer and Topic groups will be formed from among community Council. members, the NCP, local authorities and other experts and stakeholders. Topic workshops will be All findings and recommendations from the Plan chaired by Cabe and will form the core of stakeholder process must be backed up by a robust evidence engagement. A proposed timetable for the base, a clear and compelling line of argument and workshops is below. The timetable does not imply business case derived from consensus wherever a hierarchy between topics, but simply reflects their possible. relative impact on spatial thinking. Topic Headings Time scale • Transport and connectivity The timetable to complete the work is relatively tight to ensure that the Plan process provides timely support • Green Infrastructure for the consideration of planning applications and • Health and Social Well-being existing development timetables for Cranbrook. • Homes, Design, Energy and Climate Change Appointment of the consultancy team will take place • Business and Education on 13th March 2015 to enable incept meetings • Leisure, Culture and Community and familiarisation with documents and the site before starting in earnest at the beginning of April. The programme requires the plan to be delivered Proposed workshop schedule Diary invites already exist on a six weekly basis for meetings that bring together most of those who would take part in topic discussions. These have been proposed as the dates for topic workshops. However, topic headings and the workshops can be discussed and finalized at incept stage should this not be possible to fit within a delivery process.

15 April Cranbrook Vision, Design, Energy and Climate Change

17th June Transport, Business and Education

15th July Green Infrastructure, Health and Social Well-being

9th September Leisure, Culture and Community FEES AND EVALUATION CRITERIA

principles and performance parameters for urban Fees spaces and neighbourhoods that successfully We expect to spend in the region of £110,000 on this deliver high quality development commission and welcome proposals from consultants • Evidence of successful delivery of master plans on how they would approach this task and help deliver undertaken by the project team including those a Plan for Cranbrook, delivery plan and phasing for new communities or other similar scale working closely with the Council (client), developers developments and community. • Evidence of successful community consultation Format of delivery: exercises that engage, inform and develop communities ideas of what they would like to see Up to A3 page size; 2x hard copy, 1x electronic in PDF including examples of previous work undertaken and the approach taken to community You are asked to revise your submissions to address engagement and participation the revisions to this brief demonstrating the following: • Evidence that the project team includes all of the • Ability to meet the key deliverables and proposals necessary skills, experience and qualifications to for how to do so in the light of revisions carry out the brief. In particular the project team • Willingness to follow evidence (academic and should demonstrate a proven capacity to deliver otherwise), to break with dogma should evidence pro-social urban developments dictate and innovate in design and delivery • Provide a clear project plan to demonstrate how to achieve the best outcomes, including the you would fulfill the requirements of the brief ability to draw on the strengths of partners and within the required timetable and the project stakeholders in developments management tools and measures that would be • A clear understanding of the environmental put in place to ensure delivery on time psychology of space within towns and urban • Experience of working with economic areas that achieves excellence and well-being development teams to deliver development • A proven ability to work with developers to build needs to alternative development patterns and delivery methods Submission requirements • An ability to work with the three main A response to the brief indicating areas of risk or stakeholders in the form of the NCP, Council and concern Community • A proposed methodology and description of • An ability to work with the NCP, especially to the master planning process and how the demonstrate that where recommendations are requirements of the brief will be met, including put that differ from existing proposals these do design approach, outputs, outcomes, timetable, not result in net increase in costs and wherever and performance assessment and governance possible should provide demonstrable increase in • A short description of what you consider to be a returns sustainable new town and community, its features • Evidence of devising and working to design and the process of its development • A portfolio of relevant projects of similar nature or scale demonstrating previous experience and success of working with developers and communities • CV’s of the proposed team indicating their availability over the period of the commission and contingency plans should circumstances dictate that this is not the case at any point. Care must be taken to ensure no conflicts of interest. • Fee proposal and breakdown of spend including weekly contact time during the course of the commission reflecting the changes made to the timescales involved. • We ask that submissions are limited to 30 sides of A3

POTENTIAL CONFLICTS OF INTEREST MUST BE MADE CLEAR AT THE TENDER STAGE

The deadline for submissions is 4pm, Friday, 13th March 2015.

The successful team will be notified by 16th March with an incept meeting to be confirmed shortly thereafter.

Further Information If you would like to discuss this further please contact Kenji Shermer using the contact details below.

[email protected] Figure 4. Proposed Master Plan work stream and parallel consultancy work streams

Economic Development Strategy Final ‘Our Place’ Draft ‘Our Operational Place’ Plan Plan Draft Draft Economic Economic Final Economic Vision Framework Development Strategy

Cabe Engagement

Cabe partner Cabe partner Cabe partner Cabe partner workshop 01 workshop 02 workshop 03 workshop 04

Cultural Development Strategy

Master Plan Process Context, evidence HIA/SIA of and literature business as review usual Response to context

Community engagement

2014 2015 May April June March January February December Cabe partner Cabe partner workshop 04 workshop 05

Cultural Development Strategy Cranbrook Cultural East Devon cultural needs development cultural audit assessment strategy

HIA/SIA of Spatial ‘Vision’ Urban business as and development Design design usual narrative parameters framework Draft strategic Strategic Phasing framework framework strategy Master plan

2016 July August October January February December November September