milton keynes & south midlands sub-regional strategy

Milton Keynes & South Midlands Sub-Regional Strategy

Alterations to Regional Spatial Strategiescovering the East of England, East Midlandsand South East of England

March 2005

GOVERNMENT OFFICES FOR THE

SOUTH EAST

EAST MIDLANDS

EAST OF ENGLAND

Milton Keynes & South Midlands

Sub-Regional Strategy

Alterations to Regional Spatial Strategiescovering the East of England, East Midlands

and South East of England

March 2005

London: TSO

GOVERNMENT OFFICES FOR THE

SOUTH EAST

EAST MIDLANDS

EAST OF ENGLAND

© Crown copyright March 2005

Copyright in the typographical arrangements rests with the Crown.

This publication, excluding logos, may be reproduced free of charge in any format or medium forresearch, private study or for internal circulation within an organisation. This is subject to itbeing reproduced accurately and not used in a misleading context. The material must beacknowledged as Crown copyright and the title of the publication specified.

For any other use of this material, please write to HMSO Licensing, St Clements House,2-16 Colegate, Norwich NR3 1BQ Fax: 01603 723000 or e-mail: [email protected]

Further copies of this document are available on the websites of v the GovernmentOffices for the East Midlands, East of England, and South East.(www.go-em.gov.uk; www.go-east.gov.uk; www.gose.gov.uk).

Cover photo: Wellingborough riverside play area, courtesy of the Northampton Evening Telegraph

ISBN 0 11 753942 2

Printed in Great Britain on material containing 75% post-consumer waste and 25% ECF pulpN177311 C20 19585 03/05 301516

Published by TSO (The Stationery Office) and available from:

Onlinewww.tso.co.uk/bookshop

Mail, Telephone, Fax & E-mailTSOPO Box 29, Norwich NR3 1GNTelephone orders/General enquiries 0870 600 5522Fax orders 0870 600 5533Email [email protected] 0870 240 3701

TSO Shops123 Kingsway, London WC2B 6PQ020 7242 6393 Fax 020 7242 639468-69 Bull Street, Birmingham B4 6AD0121 236 9696 Fax 0121 236 96999-21 Princess Street, Manchester M60 8AS0161 834 7201 Fax 0161 833 063416 Arthur Street, Belfast BT1 4GD028 9023 8451 Fax 028 9023 540118-19 High Street, Cardiff CF10 1PT029 2039 5548 Fax 029 2038 434771 Lothian Road, Edinburgh EH3 9AZ0870 606 5566 Fax 0870 606 5588

TSO Accredited Agents(See Yellow Pages)

and through good booksellers

Foreword 6

Introduction 8

Part A Statement: The Strategy for the Milton Keynes-South Midlands Sub-Region 11

Section 1: The Spatial Framework 11

Section 2: Sustainable Communities 16

Section 3: Effective Delivery 20

Part B Statements: The Strategies for the Sub-Areas 22

Statement for Bedfordshire and Luton (East of England) 22

Statement for Milton Keynes and Aylesbury Vale (South East England) 29

Statement for Northamptonshire (East Midlands) 35

Contents

6 MILTON KEYNES & SOUTH MIDLANDS SUB-REGIONAL STRATEGY

The final Milton Keynes and South Midlands Sub-RegionalStrategy is a co-ordinated review of policy for the MiltonKeynes & South Midlands Sub-Region, which is at theintersection of three regions. The First Secretary of Stateconsiders it essential that inter-regional co-operation andjoint working continues between the three regionalplanning bodies, government agencies, Local DeliveryVehicles, local authorities and other partners in the Sub-Region. This is vital both to ensure effective delivery of thestrategy and to monitor and review regional policy.

Status

With a few exceptions Regional Planning Guidance (RPGs)have been prescribed by The First Secretary of State asRegional Spatial Strategies (RSSs) with effect from 28thSeptember 2004. This Sub-Regional Strategy for theMilton Keynes/South Midlands Area (MKSM) constitutesrevisions to three RSSs and is not a separate RSS. Thethree relevant RSSs are:

• East Midlands (published as Regional Spatial Strategy forthe East Midlands RSS8);

• East of England (published as RPG6, and such parts ofRPG9 that relate to Bedfordshire, Essex andHertfordshire); and

• South East (published as RPG9, already revised in regardto the Regional Transport Strategy (chapter 9) and theAshford Growth Area (Chapter 12), and excluding suchparts as relate to Greater London, Bedfordshire, Essexand Hertfordshire).

The MKSM Sub-Regional Strategy amends the followingsections of the relevant RSSs:

• East of England: it replaces paragraphs 12.35 to 12.41 ofRPG 9

• South East: it replaces paragraphs 12.60 to 12.62 ofRPG9.

In the East Midlands, the Introduction, Part A and Part B ofthe MKSM Sub-Regional Strategy have been incorporatedin the revised Regional Spatial Strategy for the EastMidlands (RSS8).

The South East and East of England Regional Assembliesare currently reviewing their RSSs. The revised RSSs willestablish the overarching spatial strategy for the whole ofthese regions and provide Sub-Regional guidance for someareas not covered by this Sub-Regional Strategy. The draftrevised RSS for the East of England was published forconsultation in late 2004 and the draft revision to the RSSfor the South East was published for consultation in early2005.

This document sets new house building figures for parts ofBedfordshire and Buckinghamshire. These figures will formpart of the new overall housing figures to be included inthe revised RSSs for the South East and the East ofEngland respectively, which will also include revised figures

for the rest of Bedfordshire and Buckinghamshire.

For the East Midlands, consequential changes, includingchanges to the relevant housing provisions forNorthamptonshire, have been necessary to bring the RSSfully in line with the Sub-Regional Strategy. The FirstSecretary of State has published this final version of theSub-Regional Strategy concurrently with the final versionof the revised RSS for the East Midlands.

The Sub-Regional Strategy forms part of the regionalpolicy basis for the preparation of statutory LocalDevelopment Documents by the local planning authoritieswithin the sub-region. It is at this stage that detailed sitespecific and locational proposals will be brought forward toimplement the Sub-Regional Strategy. This stage alsoinvolves further requirements for public consultation andstakeholder involvement, for example integration withCommunity Plans, and for the preparation of aSustainability Appraisal. Joint working and co-operationwith Local Delivery Vehicles, regional planning bodies,government agencies and other partners will also beessential at this stage. This should include the jointpreparation of Local Development Documents, where thisis necessary to implement the proposals in the Sub-Regional Strategy.

Although these changes form revisions to three differentRSSs they are published as a single document because it isessential that the proposals are implemented, monitoredand reviewed in a co-ordinated way by the regionalplanning bodies, government agencies and others involved.

Consultation

The Sub-Regional Strategy has undergone a long period ofpublic involvement and stakeholder engagement whichbegan with the preparation of RPG8 (2002) and RPG9(2001), both of which referred to the potential for growthin the sub-region and the need for a cross regional study.This was followed by the preparation of the Milton Keynesand South Midlands Study (September 2002) which wasmanaged by a Steering Group made up of representativesfrom a wide range of local authorities and other publicbodies. Several geographic and themed stakeholdermeetings were held during preparation of the Study.

The same Steering Group, enlarged to embrace keydelivery agencies, also managed the preparation of theGrowth Area Assessments for the different growthlocations, which tested the feasibility of the MKSM Studyconclusions at the local level.

Public involvement and consultation on the draft Sub-Regional Strategy took place over a 12 week periodbetween July and October 2003, producing some 1,600responses, followed by a Public Examination before anindependent Panel. Copies of the Panel Report were sentto all who participated in the Examination and made widely

Foreword

available on Government websites. There was a furthereight week consultation on the Secretary of State’sProposed Changes in the autumn of 2004 before thestrategy was finalised and this produced over 400responses.

There will be further substantial opportunities for publicinvolvement in the preparation of Local DevelopmentDocuments, which translate the strategic guidance in thisSub-Regional Strategy into site specific proposals at thelocal level.

Copies of this strategy are available on the websites of theOffice of the Deputy Prime Minister and the GovernmentOffices for the East Midlands, East of England, and SouthEast (www.odpm.gov.uk; www.go-em.gov.uk; www.go-east.gov.uk; www.gose.gov.uk).

FOREWORD 7


1. The Regional Planning Guidance for the South East(RPG9, March 2001) identifies the general area ofMilton Keynes and the South Midlands as one of fourpotential major growth areas in the wider South East.The others identified are London—Stansted—Peterborough—Cambridge, Ashford and the ThamesGateway. RPG9 proposed undertaking a Sub-Regionalstudy to investigate what the nature, possible extentand location of future growth might be within theMilton Keynes and South Midlands (MKSM) area.

2. The wider context for the Sub-Regional Strategy isset by the Government’s Sustainable CommunitiesPlan (February 2003). This seeks to accommodate theeconomic success of London and the wider SouthEast and ensure that the internationalcompetitiveness of the area is sustained, identifying akey role for the four growth areas. Specifically, theSustainable Communities Plan seeks to address anumber of strategic challenges facing the South East:

• to increase housing supply by providing for theregion’s growing population, turning around thetrend in house completions, improving the matchbetween housing needs and provision, and makingbetter use of land;

• to make home ownership more affordable;

• to tackle transport and other infrastructure issues;

• to address issues concerning skills and the labourmarket;

• to tackle deprivation and the need for urbanrenewal

3. The Sustainable Communities Plan makes clear thatwhere new or expanded communities are needed,these should be sustainable, well-designed, high-quality and attractive places where people will chooseto live and work.

The evolution of the Sub-Regional Strategy

4. The Sub-Regional Strategy has been prepared inresponse to the Government’s request to the threeRegional Planning Bodies whose areas cover parts ofthe sub-region to develop proposed Alterations toRegional Planning Guidance for the South East, EastMidlands and East of England.

5. In July 2001 consultants were commissioned by theGovernment and the Regional Assemblies andRegional Development Agencies for the South East,East of England and the East Midlands to study thegrowth potential of the MKSM area. The final report(The Milton Keynes and South Midlands Study) waspublished in September 2002. The report concludedthat the area had considerable potential forsustainable economic growth over the next 30 yearswhich would be of benefit both locally and nationally.

Having examined the possible outcome of a numberof economic growth scenarios it concluded that thearea could grow at the ‘high growth’ scenario. Thiswould generate from 230,000—300,000 jobs by 2031compared with some 150,000 jobs if current planningpolicies continued. Without this change in currentpolicy there would have been a worsening imbalancebetween jobs and resident workers in most parts ofthe MKSM area, leading to increased commuting byprivate transport. At a strategic level, the extent ofgrowth identified in the study is not exceptional inrelation to past trends.

6. The study evaluated four options for distributinggrowth: dispersed growth on the basis of existingpolicies; urban concentration based on four centres(Milton Keynes, Northampton, Bedford andLuton/Dunstable/Houghton Regis); a corridor optionbased on the Midland Main Line and the West CoastMain Line; and a metropolitan double centre focusedon Northampton and Milton Keynes. Evaluationsuggested that the 3rd and 4th were most in line withsustainable development principles but failed toaddress economic development needs in keylocations. A ‘preferred option’ was thereforedeveloped, focusing on Northampton, Milton Keynes,Bedford, Luton/Dunstable/Houghton Regis, andCorby/Kettering/Wellingborough. Growth is alsoidentified for Aylesbury Vale. The advantages of thisoption, as noted at paragraph 6.63 of the MKSMStudy, are:

• the scale of economic growth it delivers;

• the focus on growth in the main urban centres andprospects for their improvement;

• a better balance (than other options) between thelocation of jobs and workers;

• the potential for regeneration of key centres whichare struggling; and

• the ability to deliver significant improvements topublic transport, with real opportunities forachieving a shift away from car borne journeys.

7. Following on from the MKSM Study, consultants wereappointed to carry out individual ‘Growth AreaAssessments’ (GAAs) of the main growth points. Thepurposes of these assessments were to test thefeasibility and timing of growth that would beappropriate for future strategic planning to 2021(2016 in the cases of Milton Keynes and Aylesbury); toprovide confirmation of a recommended broadpattern, timing and phasing of development; todetermine how much growth is capable of beingaccommodated in the urban areas; and to provideguidance on how the area could be developed in themost sustainable way. All of the GAAs recommended

Introduction

a preferred spatial development scenario for theirarea to 2016/2021 and looked further ahead to 2031to ensure that there would be potential for the longerterm. The collection of individual developmentscenarios then formed the basis for the Sub-RegionalStrategy. For Bedford and the Marston Vale, theGrowth Area Assessment concluded that a growthrate closer to the MKSM Study Trend Growth Option ismore plausible — at least initially — than the highgrowth option in the Bedford context, given thehistorically low rates of delivery and need to addressslow economic growth. A trend growth option wasalso adopted for Kettering to avoid development inareas where it may be likely to have a negativeimpact.

8. The overall effect of the GAAs has been todemonstrate that there is strategic capacity forgrowth on the scale indicated by the MKSM study,with certain minor exceptions. The site specific issuesnow need to be considered through the preparationof LDDs, with any site allocations being identified inDevelopment Plan Documents (DPDs), to take forwardthe strategic policies of the Sub-Regional Strategy.Where appropriate, the detail provided by the GAAsand the work undertaken for the Sub-RegionalStrategy should inform the speedy production ofLDDs.

Purposes of the Sub-Regional Strategy

9. Accordingly, the purposes of the Sub-RegionalStrategy are:

• to provide strategic guidance on the scale, locationand timing of development and associatedemployment, transport, and other infrastructure to2021 and the necessary delivery mechanisms; and

• to provide a longer-term perspective for the sub-region to 2031 in the form of uncommitted planningassumptions subject to later review.

The Sub-Regional Strategy will, as revisions to thethree Regional Spatial Strategies, also:

• provide the necessary strategic guidance for LocalPlanning Authorities in preparing LocalDevelopment Documents (LDDs) which, together,will provide a clear planning framework forimplementing the proposals of the Sub-RegionalStrategy;

• inform the preparation or reviews of CommunityStrategies, the Regional Economic Strategies, theRegional Housing Strategies and other operationalplans and policies of bodies responsible forundertaking investment in the public, private andvoluntary sectors, including the delivery bodies.

Format and content of the Sub-RegionalStrategy

10. The Sub-Regional Strategy comprises an overarchingstrategy and key spatial diagram for the whole of theSub-Region (Part A) and a set of separate statementsproviding more specific guidance for all of the growthtowns (Part B).

11. The Sub-Regional Strategy is focused on thesegrowth towns and does not seek to duplicate othertopics covered in national or regional guidance.

Key characteristics of the Sub-Region

12. The MKSM Sub-Region is located in southern centralEngland, between London and the wider Midlands. Ithas a population of 1.5 million and covers 4,850 sq.km. Its largest urban centres are Milton Keynes,Northampton, Luton — Dunstable — Houghton Regisand Bedford — Kempston. The Sub-Region straddlesthree regions: the East of England, the East Midlandsand the South East.

13. Some of the key characteristics of the Sub-Regionare:

• there is no dominant focus or urban centre;

• economic growth rates have been high, but uneven,with Milton Keynes and Northampton developingmore balanced economies while difficulties inachieving structural changes have held back growthin other centres, particularly Bedford, Corby andLuton;

• there is a need to improve transport andcommunity infrastructure: for example thetransport network has weak east-west links, publictransport is in need of substantial improvement andthere is a need to expand the capacity of healthand social care services and higher and furthereducation provision;

• there is a need to diversify the sub-region’s localeconomies and attract new economic sectors andgrow local and Sub-Regional clusters. This shouldinclude higher value knowledge-based activities andthere is a need to raise the skills of the localworkforce to meet these opportunities; and

• the Sub-Region contains environmental assets ofnational importance (e.g. the Chilterns AONB), aswell as features of regional interest (e.g. the Neneand Great Ouse Valleys and Marston Vale andRockingham Forests), and its countryside and ruralsettlements have a rich and varied character.

INTRODUCTION 9


Figure 1: Milton Keynes & South Midlands Sub-Regional Strategy Spatial Diagram

Luton, Dunstable,Houghton Regis &Leighton Linslade

26,300

Part A Statement: The Strategy for the

Section 1: The Spatial Framework

Objectives of the Sub-Regional Strategy

14. The objectives of the Sub-Regional Strategy are:

• to achieve a major increase in the number of newhomes provided in the area, meeting needs foraffordable housing and a range of types and sizesof market housing;

• to provide for a commensurate level of economicgrowth and developing skills in the workforce,particularly in the high value, knowledge-basedsectors;

• to locate development in the main urban areas tosupport urban renaissance, regeneration ofdeprived areas, recycling of land and sustainablepatterns of travel;

• to ensure that development contributes to animproved environment, by requiring high standardsof design and sustainable construction, protectingand enhancing environmental assets (includinglandscape and biodiversity) and providing greenspace and related infrastructure (greeninfrastructure);

• to meet existing infrastructure needs and providefor requirements generated by new development,by investing in new and improved infrastructure, byplanning to reduce the need to travel and bycreating a shift to more sustainable modes oftravel; and

• to create sustainable communities by ensuring thateconomic, environmental, social and culturalinfrastructure needs are met in step with growth.

Locations for growth

15. To help achieve the above objectives the majority ofdevelopment in the sub-region will be focused at thefollowing towns:

• Aylesbury, which should grow throughstrengthening and extending its traditional role as acounty and market town, including urbanrenaissance of the centre that will allow it to meetthe demands of a larger population. In parallelAylesbury should provide high added valueemployment opportunities to complement itsgrowing population.

• Bedford/Kempston/Northern Marston Vale,where the emphasis should be on strengthening therole of this key centre through economicregeneration and growth. Priorities will be urbanrenaissance, improved economic performance andharnessing the potential of the northern MarstonVale;

PART A STATEMENT: THE STRATEGY FOR THE MILTON KEYNES-SOUTH MIDLANDS SUB-REGION 11

Milton Keynes-South Midlands Sub-Region


• Corby, Kettering and Wellingborough, which willgrow in a complementary way, while retaining theirseparate identities. At Corby the emphasis will be onthe regeneration of the town centre. At Kettering andWellingborough the emphasis will be on managinggrowth and job creation in a sustainable way thatrealises their potential;

• Luton/Dunstable/Houghton Regis, where theemphasis should be on building the principal growthtowns into a vibrant, culturally diversified conurbationwith a major improvement in the local economy andskills base, and capacity to meet housing need. Thisshould be achieved through economic regenerationacross the urban area, making the most of its locationclose to London and other economic drivers in theSouth East and its good transport links. LeightonLinslade will absorb a proportion of the growthallocated to Luton/Dunstable/Houghton Regis in away that complements these aims and makes themost of its location between Luton/Dunstable/Houghton Regis and Milton Keynes;

• Milton Keynes, which will embrace its growthpotential to mature as a major regional centre,particularly through the substantial development ofits central area, supported by a significantly enhancedpublic transport system to facilitate and supportgrowth in major development areas;

• Northampton, which will continue to grow in statureas an important regional centre with a key emphasison renaissance of the town centre and majorenhancement of the public transport network.

16. At all of these towns growth and development will beunderpinned by the more effective use of previously-developed land; the building of a range of high qualityhousing in sustainable locations; the attraction andprovision of a range of good quality jobs; theprovision of necessary services in the fields ofeducation and training, health and social care,recreation, and other community activities; and theprovision of high quality green infrastructure of allkinds. Underpinning all this will be an integratedapproach to accessibility, aiming at reducingdependence on private car use through animprovement in public transport provision (includingmovement within and between the main centres),walking and cycling.

17. Levels of growth to 2021 will require the commitmentof substantial levels of resources to deliver manykinds of necessary strategic infrastructure, both toserve the new developments and to make good anumber of existing deficiencies. Appropriatecontributions will be required from many sources,both in the private and public sectors. Unless theseneeds are met it may not be possible to provide thelevels of housing and economic growth set out in theSub-Regional Strategy. This will be an importantmatter for review by the Regional Assemblies and thedelivery bodies.

Strategic Policy 1: The Spatial Framework — Locations for Growth

The majority of development in the Sub-Region will be focused at the following growth towns. Provision is encouragedto be made from the urban areas including sustainable urban extensions well served by public transport. The figuresstated below are for new homes at the main towns only, they do not cover the whole of the administrative area(s) inwhich the towns are located.

Sub-Regional Total 2001–2021

Aylesbury 15,000

Bedford, Kempson and Northern Marston Vale 19,500

Corby, Kettering & Wellingborough 34,100

Luton/Dunstable & Houghton Regis (with Leighton Linslade) 26,300

Milton Keynes 44,900

Northampton 30,000

MKSM Growth Town Total 169,800

[All figures are rounded to the nearest 50]


Other Locations in the Sub-Region

18. Although growth will be focused at the abovelocations, there will continue to be some developmentin other parts of the Sub-Region, such as Daventryand Towcester. Some limited reference is made to thiswithin the strategy under Part B Statements, butmost will be a matter for local determination throughLDDs within overall District allocations. Followingfurther cross-boundary investigation, it will be forfuture reviews of Regional Spatial Strategies toidentify any key areas that may lie just beyond thegrowth area boundary, but that are sustainable andwith the potential to contribute to housing delivery.

Employment

19. Housing growth at the six main towns to 2021 will bemonitored against progress in moving towardsachieving the following overall net levels ofemployment growth by the same date:

Aylesbury Vale District(for Aylesbury growth town) 12,690

Bedford Borough and Mid Beds District(for Bedford growth town) 19,800

Corby, Kettering, Wellingborough Boroughs,and East Northants District 43,800

Luton Borough and South Beds District(for Luton/Dunstable/Houghton Regisgrowth towns) 12,600

Milton Keynes Borough(for Milton Keynes growth town) 44,900

Northampton Borough and South Northantsand Daventry Districts 37,200

20. The above employment figures are reference valuesto be used only for monitoring and reviewing the Sub-Regional Strategy as a whole, not as targetsspecifically related to individual areas or phases ofhousing development. The monitoring figures are notintended to be a constraint to economic developmentand will be subject to review.

21. Monitoring will also complement the RegionalEconomic Strategies and support theirimplementation and review.

Growth to 2031

22. Provisional planning assumptions about further levelsof housing growth at the above towns in the period2021-31, are set out below. These are intended toprovide a longer term perspective for infrastructureand development planning but are withoutcommitment at this stage and will be subject tofuture review taking account of such factors as theBarker Review.

Aylesbury 8,500

Bedford/Kempston/Northern Marston Vale 10,000

Corby/Kettering/Wellingborough 28,000

Luton/Dunstable/Houghton Regis(with Leighton Linslade) 15,400

Milton Keynes 23,700

Northampton 17,500

Strategy For Movement

23. The movement needs of the growth area will increasein future, placing further demands on congestedroads and inadequate infrastructure. Consistent withthe priorities in the Regional Transport Strategies, thestrategy for the growth area will involve:

• encouraging shift towards more sustainable modesof travel;

• taking advantage of major improvements to thecapacity, quality and accessibility of key publictransport facilities;

• increasingly applying demand managementapproaches to influence travel behaviour andprotect the capacity of the strategic highwaynetwork; and

• investing in highway improvements to ensure thatstrategically important movements are carriedefficiently.

24. Notwithstanding the priority for reducing the Sub-Region’s dependence on increasing road traffic, andfor moving to more sustainable travel patterns, thegrowth area aspirations will require significantinfrastructure investment. If these requirements arenot met, additional measures are likely to be requiredto achieve the levels of housing and economic growthenvisaged.

25. The strategic elements of transport infrastructure forthe Sub-Region are those that:

• connect the Sub-Region to key urban centres,transport nodes or gateways of a national/European scale — for example to London andBirmingham as urban centres, or the Haven Ports(Felixstowe/Harwich) and London Airports asgateways;

• connect the Sub-Region and its Sub-Areas tonearby urban centres and gateways outside theSub-Region — for example to Cambridge, Oxford,Birmingham Airport; and

• connect the growth locations and othercentres/gateways within the Sub-Region — forexample Milton Keynes with Bedford/Kempston.


26. An indication of investment priorities for strategictransport infrastructure and the timescales forimplementation are given below in Figure 2. The PartB Statements detail Sub-Area transport infrastructurepriorities.

27. The schemes identified in Figure 2 and in the tables inthe Part B statements, which indicate transportpriorities for the Sub-Areas, have been categorisedinto ‘committed’, ‘under consideration’ and ‘for futureconsideration’. Committed schemes are those that areincluded in either the Highways Agency’s TargetedProgramme of Improvements, fully or provisionallyaccepted in the Local Transport Plan process oridentified in the Strategic Plan for the Railways.Schemes identified as being under consideration haveindicative timelines assigned to them. Decisions onwhether they are taken forward and, if so, in whattimescale will be informed by the outcome of theconsiderations underway. Schemes shown as being‘for future consideration’ are included to indicatepossible future priorities rather than currentpriorities. In all cases schemes are subject to theusual completion of statutory processes and fundingapproval.

East-West Rail

28. The growth anticipated in this area means thatfurther proposals for improving public transport willneed to be developed and implemented alongsideplans for new housing. The Government will support astudy by key partners covering transport and growthin this corridor. This study will include examination ofthe wider and long term private funding options forimproving public transport in this corridor. Anydecision on the East-West Rail (Western Section) willneed to be informed by the outcome of this study.

29. East-West Rail east of Bedford can only be consideredin the longer term as one possibility for improvingpublic transport in the Bedford to Cambridge/Stansted corridor. Other passenger transport optionsneed to be considered that may be more feasible.

Strategic Policy 2: The Spatial Framework— Strategic Transport Infrastructure

Strategic communications infrastructure will beimproved. The key schemes for implementation and/ordevelopment to 2031 are set out in Figure 2 and include:

• improvements to east-west movement by publictransport;

• improvements to the A14 including its junction withthe M1/ M6 motorway;

• improvements to the A45;


• improvements to the A428 east-west route;

• modernisation of the West Coast Main Line;

• enhancements to the Midland Main Line includingThameslink 2000;

• widening of the M1 motorway;

• a Northern Bypass to Dunstable;


• improvements to the A4146.


Key: Targeted Programme of Improvements TPIHighways Agency HADepartment for Transport Rail Strategy DfTNetwork Rail NRLocal Transport Plan Major Scheme LTPLocal Authority LA

Figure 2: Milton Keynes & South Midlands — Strategic Transport Infrastructure Priorities

Scheme Delivery Lead Status* 2002-06 2007-11 2012-16 2017-21Org.

RailMidland Main Line Route Utilisation Outputs DfT NR CommittedThameslink 2000 DfT NRWest Coast Main Line Modernisation DfT NR CommittedEast-West Rail Under(Oxford to Bedford) DfT NR considerationEast-West Rail Under(Aylesbury to Bletchley) DfT NR considerationEast-West Rail For future (Bedford to Cambridge/Stansted) DfT NR considerationWCML Enhancements to For future MK & Northampton services DfT NR considerationKettering to Corby Passenger Rail DfT NR For future

considerationRoad1

M1 Junction 19 Improvement TPI HA CommittedA421 M1 J13 to Bedford TPI HA CommittedA421 Great Barford Bypass TPI HA CommittedM1 Widening J6a-10 TPI HA CommittedM1 Widening J10-13 TPI HA CommittedDunstable Northern Bypass (A5-M1) TPI HA CommittedA4146 Stoke Hammondto Linslade Western Bypass LTP LA CommittedA421 J13 to Milton Keynes LTP LA Under

considerationM1 Junction 14 Improvement TPI HA Under

considerationA14 M1 to Kettering TPI HA Under

considerationA14 Kettering Bypass TPI HA Under

considerationA14 Kettering to Ellington TPI HA Under

considerationA45 Stanwick to Thrapston TPI HA Under

considerationA428 A1 to Caxton TPI HA Under

considerationA418 Aylesbury to Wing LTP LA Under

considerationA421 Tingewick to Milton Keynes LTP LA Under

considerationA45 (M1 Junction 15) A43 to Stanwick TPI HA For future

considerationM1 Widening J13 — 19 TPI HA For future

consideration

1 The motorway and trunk road network is now broken down into two categories, roads of predominantly national and international importance(i.e. M1 and A14) and routes of predominantly regional importance (i.e. A5, A421, A43 and A45). On the latter category, decisions on most schemesstarting after 2007/08 will take account of advice from the regions.

Figure 2 does not take account of bids put forward by the Regional Assemblies in early 2005 for Community Infrastructure Fund support in 2006/07 and 2007/08.

*Committed schemes are those that are included in either the Highways Agency’s TargetedProgramme of Improvements, fully or provisionally accepted in the Local Transport Planprocess or identified in the Strategic Plan for the Railways. Schemes identified as beingunder consideration have indicative timelines assigned to them. Decisions on whether theyare taken forward and, if so, in what timescale will be informed by the outcome of theconsiderations underway. Schemes shown as being ‘for future consideration’ are includedto indicate possible future priorities rather than current priorities. In all cases schemes aresubject to the usual completion of statutory processes and funding approval.


Section 2: Sustainable Communities

Sustainable Communities for the Sub-Region

30. As a growth area, the Sub-Region will undergo morechange and development than many other areas.Change is key to all aspects of sustainabledevelopment. It is important, therefore, that thegrowth area acts as a driver of sustainabledevelopment, rather than running counter to it. Thestrategy provides many opportunities to do this,through the way development is planned and carriedout, and through the resources and activity it willbring to the area.

31. In building sustainable communities, the following arekey requirements:

• a flourishing local economy to provide jobs andwealth;

• good quality local public services, includingeducation and training opportunities, health andsocial care and community services and facilities,especially for leisure;

• a safe, healthy local environment with well-designed public and green space;

• urban areas that relate well to the surroundinglandscape and contribute to maintaining andenhancing environmental assets as a cultural andrecreational resource, and as resources forbiodiversity;

• sufficient size, scale and density of development,and of the right layout to support basic amenitiesin neighbourhoods and minimise the use ofresources (including land);

• neighbourhoods which are designed to minimisecrime and anti–social behaviour;

• good public transport and other transportinfrastructure, both within communities and linkingto urban, rural and regional centres;

• an urban fabric and individual buildings which canmeet different needs over time, which minimise theuse of energy, water, and other natural resources,facilitate the reduction, recycling and sustainablemanagement of waste and contribute to improvedair and water quality;

• a well-integrated mix of decent homes of differenttypes and tenures to support a range of householdsizes, ages and incomes;

• a diverse, vibrant and creative local culture,encouraging pride in the community and cohesionwithin it;

• a ‘sense of place’;

• effective engagement and participation by localpeople, groups and businesses, especially in the

planning, design and long-term stewardship of theircommunity, and an active voluntary and communitysector; and

• strong leadership to respond positively to change.

32. These requirements are largely dealt with in nationaland regional guidance. However, it is important thatevery aspect of the growth area strategy is focusedon delivering them. The following subsections showhow this will be approached.

A Flourishing Economy

33. Being at the heart of two key corridors, London-Birmingham and the ‘oxford2cambridge arc’, the Sub-Region is well placed, in a national spatial sense, tobuild its economic prosperity.

34. The Sub-Region is characterised by a diverseeconomic structure with a mix of employmentsectors, some expanding, some in decline. They allhave some form of spatial distribution. For all sectors,the development of learning and skills and thesustainable location of jobs will go hand in hand todrive the sector’s success.

35. Growth Sectors: There are several dynamicemployment sectors in the Sub-Region that will bepromoted to secure continued growth. Althoughtogether the sectors are key to the Sub-Region’seconomic prosperity, there will be spatial elements totheir growth and retention. The Sub-Region’s growthsectors include:

• High Performance Automotive

• Creative Industries

• Other knowledge-based Industries

• Food and Drink

• Freight and Logistics

• Health and Social Care

• Tourism

• Airport Services

36. Sectors in Transition: Some sectors face structuralchallenges over the next 30 years but will continue toplay an important role in the Sub-Region’s economy:

• Aviation Sector

• Manufacturing Sector

• Primary Industries (Agriculture and Forestry)

37. The three Regional Economic Strategies, prepared bythe Regional Development Agencies, will be theprincipal strategic means of building prosperitythrough sector development, focused regenerationactivity and improving the employment skills,enterprise, high tech communications and innovationbase across the Sub-Region and its Sub-Areas. The

‘oxford2cambridge arc’ initiative will also play animportant role. This initiative aims to develop aknowledge-based internationally competitive sub-region that builds from the centres of research anddevelopment excellence at Oxford and Cambridgeuniversities and capitalises on the benefits foreconomic development to the broad area betweenthem. Its geography coincides with the Sub-Region.

38. In those parts of the Sub-Region where there is ananticipated shortfall in supply of land for employmentuses, additional employment land will need to beidentified through the LDD process to meetanticipated demand. Although other parts of the Sub-Region appear to have a more than adequate supplyof land for employment uses for the period coveredby this guidance, all local planning authorities shouldappraise the quality of employment land to ensurethat allocations are of sufficient quality to meetmarket expectations in relation to the demands of thegrowth sectors identified above.

39. Co-ordinated marketing, promotion and supportactivities will be required to help attract and retainthe necessary investment and jobs required to realisethe Sub-Region’s economic potential.

Sustainable Movement

40. As part of the strategy for improving sustainabletransport in the Sub-Region (see ‘Strategy forMovement’ earlier in document), a local-level priorityfor each of the six main growth locations will be todevelop high-quality, comprehensive public transportsystems. Such systems should connect homes andworkplaces, town centres, schools and other keyattractors, and interchanges to improve access to theinter-urban rail network. These systems should beaccompanied by improvements in pedestriancirculation and facilities for cycle use, together withappropriate traffic management measures, in order toachieve a significant modal shift away from car use.

41. Where sustainable urban extensions or other majordevelopments are planned, measures will need to beincorporated from the outset to promote sustainabletravel patterns. In particular strong public transportconnections to town centres and employment areaswill need to be provided. It will also be important fordevelopments to connect into and where possibleenhance existing footpath, cycleway and bridlepathnetworks.

Community Infrastructure

42. In order both to address the deficit of the past and toensure sustainable communities in the future, goodquality public services will be provided throughoutthe Sub-Region. The scale and nature of provision will

vary in each area depending on the scale ofdevelopment, proximity to existing provision andsocio-demographic characteristics. The size, scale anddensity of development should be sufficient, and thelayout right, to support basic amenities in theneighbourhood. The costs and land-take implicationswill vary accordingly. Detailed evaluation of theseissues will be necessary by service providers.

Particular emphasis will be placed on the provision of:

Education and training

43. The phased provision of primary and secondaryeducation, along with early years and lifelonglearning, will be made throughout the Sub-Region, tomeet the demands associated with the significantincrease in population.

44. Further and higher education resources need to beexpanded to serve the increasing education andtraining needs of the Sub-Region’s population, and toprovide the increase in skills and qualifications theworkforce will need. The effective collaboration ofexisting institutions is needed to achieve this. Furtherand higher education provision must be in easilyaccessible locations and it has a key part to play inthe Sub-Region’s growth, in the context of increasingits knowledge-based economy, and providing properlyresourced university facilities of a scale andexcellence befitting a major growth area.

Health and Social Care

45. The trend in health and social care is to deliverservices as near to the patient’s home as possible,reducing the time spent in hospital and promotingindependence. At the same time, where hospital careis required, patients are being supported to exerciseinformed choice from a range of providers in both thepublic and independent sectors. Over the next thirtyyears this will require significant changes in theconfiguration of services. In particular, whilesecondary and tertiary care will expand, provisionshould be focused on new and expanded primary andcommunity health and social care facilities.

46. In order to ensure the availability of the trained andspecialist staff required, a major expansion of healthrelated training and education will be needed,whether through new institutions or increasedprovision by existing ones.

Community Facilities

47. A full range of community facilities will also beneeded throughout the Sub-Region. These include:childcare; community centres; fire and rescuestations; leisure centres; libraries; police stations;social services facilities; and waste and recyclingfacilities. The scale and nature of provision will vary ineach area depending on the scale of development,



proximity to existing provision and socio-demographiccharacteristics. The costs and land-take implicationswill vary accordingly. Detailed and early evaluation ofthese issues will be necessary by service providers.

Affordable Housing

48. Development in the Sub-Region should aim to makehome ownership more affordable by increasinghousing supply of the right type in the right place.The increase in housing supply within the Sub-Regionis intended to help accommodate the growingeconomic success of London and the wider SouthEast and its housing demand. Coupled with this, theprovision of affordable housing will be a key elementin the development of sustainable communitiesacross the growth area. As with all new housingdevelopments, decisions on the amount of socialrented housing and housing for low cost homeownership should reflect assessments of the currentand likely future housing needs in the area.

49. One of the main sources of public funding foraffordable housing is through the HousingCorporation Approved Development Programme(ADP). Regional Housing Boards (RHBs) identify thepriorities used by the Housing Corporation to selectbids for funding. In this way the ADP investment istargeted on local and regional investment priorities.The RHBs should reflect this Sub-Regional Strategywhen developing their regional housing strategies.Local Delivery Vehicles and local authorities will alsowork with public and private partners to deliveraffordable housing.

Environment and Green Infrastructure

50. Advantage needs to be taken of the opportunities ofthe Sub-Region’s growth to create advances insustainability. This will involve promoting the higheststandards of environmental performance, not only inthe design of new buildings but also inmasterplanning and managing development. Anintegrated approach is required in which resourceefficiency, including water use, opportunities for useof renewables, waste reduction, emissions reduction,protecting and promoting biodiversity and creatingattractive, healthy and safe places to live areconsidered at the earliest stage. What is achievable atany given location will depend on local circumstancesand the scale of development taking place, butinnovative solutions need to be encouraged at everylevel.

51. The Sub-Region’s important environmental andcultural assets, some of which are of national orregional significance, need not only to be protectedbut also, where appropriate, enhanced. The growtharea provides opportunities for this, and for access

and management for the benefit of an increasedpopulation.

52. The provision of green infrastructure needs to beaddressed in planning development throughout theSub-Region so as to ensure a net gain to meet theneeds generated by growth and, where relevant, helpto address existing deficiencies. This may take theform of protection, enhancement or extension ofexisting resources, or the provision of new orreplacement facilities. Green infrastructure includesrecreational and sports facilities, pathways androutes, natural and historic sites, canals and waterspaces, as well as accessible countryside. A networkof multi-function green spaces in urban areas, thecountryside in and around towns and the widercountryside needs to be established. It will also beimportant to ensure that the character and diversityof the wider countryside is protected and, whereverpossible, enhanced.

Utilities

53. The planned growth will result in increased demandfor water. Demand management to achieve savings onwater usage per property is an essential part of thisstrategy, with a target saving of 25% on waterconsumption for new housing. Meeting the demandfor water, as part of wider regional needs is likely toentail major development outside the Sub-Region, theimpacts of which will need to be carefully assessed.Utilities must work with the Environment Agency andother key stakeholders on water management issues— including supply, wastewater, drainage and riverquality — to ensure that environmental standards arenot compromised. Progress in providing strategicwater infrastructure and managing water resourceswill need to be monitored as it may affect the rate ofgrowth that can be realised within the Sub-Region.

54. The growth areas will require a strategic approachand investment programme for waste water andsurface water drainage management which takes aco-ordinated approach to land drainage, natureconservation, landscape management and open spaceprovision, so that catchment flood risk is notincreased and water quality does not deteriorate as aresult of the cumulative impacts of development.

55. Utility providers are under an obligation to planadequately in response to growth and strengtheninfrastructure provision as required. However otherstakeholders such as the Environment Agency,industry regulators (e.g. OfWAT, OfGEM) and LocalAuthorities have a significant influence on utilityprovision. Local Delivery Vehicles should engage withrelevant utility providers, and with other keystakeholders if required, as an early priority to ensurethat local needs are addressed.

Strategic Policy 3: Sustainable Communities

Sustainable Communities will be achieved in the Sub-Region through the implementation of development inaccordance with the following principles:

• designing attractive cities, towns and public places;

• promoting the highest standards of environmentalperformance, including all aspects of water resourcemanagement;

• ensuring good accessibility and providing better publictransport;

• facilitating safe and convenient movement on foot andby cycle;

• reducing reliance on car-based transport;

• maximising the opportunities afforded by growth tofacilitate the regeneration of deprived communities;

• protecting, enhancing, and increasing the Sub-Region’s stock of strategic environmental and culturalassets;

• providing green infrastructure for existing andexpanding communities, including access to greenspace that promotes healthy lifestyles and can beused for formal and informal recreation andeducational purposes;

• ensuring that the countryside in and around towns issensitively designed to assimilate urban extensionsinto the landscape and accommodate links to andfrom the wider countryside;

• improving skills levels, enterprise, and innovationsupport;

• ensuring a supply of housing of the right types, sizesand tenure, and providing a step change in both thequantity and quality of affordable housing to meet theneeds of the Sub-Region;

• providing the social (e.g. primary, secondary, furtherand higher education, health and social care) andenvironmental (e.g. water supply and treatment)infrastructure in accordance with current deficits andadditional demands;

• managing and reducing demand where appropriate(e.g. demand for water);

• taking advantage of development opportunities fordifferent scales of renewable energy in the Sub-Region;

• providing high quality employment land and premiseswhich meets the needs of growing industries;

• maximising the contribution of previously developedland to the Sub-Region’s growth;

• promoting and facilitating community developmentthrough the active involvement of the voluntary andcommunity sectors; and

• ensuring improved community safety.



Section 3: Effective Delivery

Mechanisms for implementation

56. A new approach is needed to deliver the growth andsustainable communities aspirations across the Sub-Region. This will require strong partnership working,between Government and others, to deliver thenecessary investment.

MKSM Inter-Regional Board

57. An MKSM Inter-Regional Board has been establishedto ensure that all agencies deliver the investment andpolicy commitment to meet the objectives, policiesand proposals of this Strategy. Chaired by the sponsorGovernment minister, it brings together localauthorities (at political level), along with Governmentagencies and other key Sub-Regional stakeholders,including the Local Delivery Vehicles (LDVs).

58. Its terms of reference include securing the timelydelivery of infrastructure and services necessary forsustainable growth in the Sub-Region. The Board willestablish the infrastructure priorities required todeliver the growth area proposals and monitor theirimplementation. The work of the Board will focus onthe cross-regional investment and infrastructure thatcannot be secured by LDVs. A key issue for earlyconsideration will be the need for a consistent andeffective approach to developer contributions.Coherence will be enhanced if major proposals aredealt with similarly across the Sub-Region, andcompetition between the component growth areasshould be avoided. It will be for the RegionalAssemblies to consider what further sub-regionalguidance may be required, and to advise the Boardaccordingly.

Regional Housing Boards

59. Each region has a Regional Housing Board to takeforward the Government’s Sustainable Communitiesagenda and each has responsibility for the preparationand updating of a Regional Housing Strategy. Due tothe influence of London, it is already acknowledgedthat the Boards for London, South East and East ofEngland will need to have particularly closerelationships. The Regional Housing Boards for theEast of England, East Midlands and South East willneed to work in a co-ordinated way in relation tohousing issues in the Sub-Region.

Local Delivery Vehicles (LDVs)

60. LDVs will be established to drive the growth of thearea using land assembly, investment and planningroles to create confidence and stimulate privateinvestment. An LDV may cover more than one growthlocation but different models of LDV will be

established to reflect local circumstances. Each LDVwill be expected to pool powers, resources andexpertise and strong partnerships with localauthorities and others will ensure local accountability.

61. Each LDV is being established for long-term operationbut allows for evolution as times change. There will bea Business Plan for each LDV, guided by this Sub-Regional Strategy and emerging LDDs.

Local Development Documents (LDDs)

62. Putting in place LDDs to define how growth is to bedelivered is a key priority. Where growth includesdevelopment across administrative boundaries thereshould be a presumption in favour of preparation ofJoint LDDs. Likely locations for this approach in theSub-Region are:

• Bedford and Mid Bedfordshire (to integrate plans forthe northern Marston Vale);

• Luton, South Bedfordshire and North Hertfordshire(to plan for Luton — Dunstable — Houghton Regisand Leighton Linslade), together with AylesburyVale in respect of Leighton Linslade;

• Northampton, Daventry and SouthNorthamptonshire (to help co-ordinate thedevelopment of the Northampton ImplementationArea and address common issues);

• a combination of Corby, Kettering, Wellingboroughand East Northamptonshire (to reflect commonissues across this complex growth location);

• Milton Keynes, Aylesbury Vale, and Mid-Bedfordshire(with reference to the Milton Keynes growthlocation).

Master Plans/Strategic Development Briefs

63. A masterplanning approach, developed withappropriate consultation and appraisal, will berequired for all the sustainable urban extensions andfor other major urban developments, sufficient to (a)demonstrate how the overall development will meetthe aims of the Sub-Regional Strategy and (b) providea coherent framework into which any individualphases of development will fit.

Resources for Implementation

Delivery Agencies

64. National, regional and local agencies will be requiredto deliver the Strategy. The key agencies will be thosedelivering in the following areas:

• road and rail infrastructure and public transportprovision;

• residential and commercial development, includingaffordable housing;

• regeneration, the economy and enterprise;


• social infrastructure including the emergencyservices, primary and secondary education, healthand social care services and facilities and provisionfor leisure, culture and arts;

• telecommunications networks;

• water and sewerage infrastructure;

• energy networks — gas, electricity and renewableenergy;

• environmental technologies and environmentalenhancement; and

• higher and further education and the developmentof employment skills.

65. Agencies involved in the delivery of the above aspectswill be expected to make appropriate contributions tothe preparation of LDDs and to the delivery ofstrategic plans of the Local Delivery Vehicles. Somemay be represented on delivery vehicle boards.

Funding

66. The proposals and infrastructure requirementsidentified in Part A and Part B of this Strategy requiresubstantial long-term investment. The MKSM Studyestimated a figure in the region of £8.3bn over a 30-year period. Existing funding routes and biddingmechanisms will need to support the aspirations ofthis Sub-Regional Strategy and new ones will need tobe created as appropriate. Some of the new fundingroutes/mechanisms will need to be specifically tailoredfor implementation within this Sub-Region. Central andlocal Government will work, through the Inter-RegionalBoard and other available avenues, to securecommitment to the funding for key infrastructure andother investment essential to delivering this GrowthArea Strategy in a sustainable fashion.

Targets for Implementation Monitoring andReview

Implementation and Monitoring

67. The Part B Statements for the six growth townsprovide guidance on the housing and jobs targets andthe key infrastructure proposals that need to bedeveloped in more detail in appropriate LDDs for allthe growth towns and taken forward in the strategicplans of the Local Delivery Vehicles.

68. The phasing of the development in the Part BStatements is based on the objective of bringingforward the delivery of housing and employmentgrowth as fast as possible tempered by judgmentsabout what are balanced and achievable developmenttrajectories in terms of factors such as infrastructureprovision and the housing market.

69. The Regional Assemblies will monitor progress inachieving the main elements of the Sub-RegionalStrategy, as developed in more detail by the LDDs, and

as revealed by a range of appropriate indicators,including the following:

• housing completions, including affordable housing;

• net change in jobs totals, including those in definedkey sectors;

• commencement/completion of key infrastructure;

• development on previously-developed/green fieldland;

• changes in skill levels;

• higher and further education delivery indicators;

• health and social care delivery indicators; and

• environment indicators.

Review Timetable and Approach

70. Although formally the Sub-Regional Strategy formspart of three different Regional Spatial Strategies, andhas no separate status, it has been published as asingle document to help ensure proposals areimplemented and monitored in a co-ordinated way bythe regional planning bodies, government agenciesand others involved. In order to maintain the clarity offocus necessary to increase the cohesion of the Sub-Region and implement these long-term policies theSub-Regional Strategy will be monitored as a singleentity with the results of that monitoring feeding intothe Annual Monitoring Report for each region asrequired by planning legislation. Depending on thelocation and impact of the issues identified, theregional planning bodies will then decide whether anyconsequent revisions to one or more RSSs affectingpolicies in the SRS should be carried out by all three,two or just one of those bodies. Given that Part A ofthe SRS is part of three different RSSs, any futurereview will normally need to be carried out jointly bythe three regional planning bodies.

Strategic Policy 4: Effective Delivery

Delivery of the Sub-Regional Strategy will be securedthrough:

• the Inter-Regional Board;

• establishment of Local Delivery Vehicles covering all ofthe growth locations to drive the sustainable growth ofthe Sub-Region;

• preparation of Business Plans by each LDV; and

• early preparation of priority LDDs to guidedevelopment in areas of change in accordance withLocal Development Schemes.

Progress in achieving resources for the Sub-Region andin implementing the Sub-Regional Strategy will bemonitored regularly and reported as part of the AnnualMonitoring Reports prepared by the Regional Assemblies.


Statement for Bedfordshire and Luton(East of England)

The Sub-Area

71. The Bedfordshire Sub-Area comprises the south-eastern part of the Milton Keynes/South MidlandsSub-Region. This Part B statement, however, onlycovers the identified growth locations ofBedford/Kempston/northern part of the Marston Valein respect of the north of the county andLuton/Dunstable/Houghton Regis with LeightonLinslade in the south.

Bedford/Kempston and the northern Marston Vale

72. Bedford/Kempston and the northern Marston Valeform one of the six growth locations in the MiltonKeynes and South Midlands Strategy. This strategyprovides for urban renaissance at Bedford/Kempstoncoupled with significantly increased delivery of newhousing, economic development and new jobs, andthe continued regeneration of the Marston Vale.

73. In order to strengthen the existing role and functionof Bedford as a regional centre, key priorities will bethe revitalisation of Bedford town centre and theprovision of new employment in the town. Significantprogress has already been made in recyclingpreviously developed land and buildings for housingand mixed-use developments. Progress has also beenmade in improving the quality of development,maintaining and improving the environment, andimproving town centre safety and security. The Eastof England Development Agency has identified

Bedford as an Urban Priority Area, and a number ofeconomic initiatives have been supported, includingthe Priory Park Innovation Centre and BedfordEnterprise Hub. An economic vision for the area isbeing developed, and Bedford town centre isidentified as one of the pilot areas for BusinessImprovement Districts.

74. In the Marston Vale, development opportunities in thenorthern part have been brought forward, whileenvironmental improvement and regeneration hasbeen the focus throughout the Vale, with significantprogress being achieved by the Forest of MarstonVale. Initiatives such as the Surface Waters Plan, andprojects supported by the Sustainable CommunitiesGreenspaces Fund are helping to add to the greeninfrastructure of the growth area.

75. Key priorities for Bedford and the northern MarstonVale include:

• achieving the revitalisation of Bedford Town Centreand enhancing retail, cultural and leisure facilities.This will involve completing a range ofredevelopment, refurbishment and environmentalimprovement projects;

• developing the local economy to provide asignificant increase in employment, by identifyingand fostering a range of growth sectors,particularly in high value knowledge-based sectors,with appropriate effort going into business supportand skills development. This will include creating afocus for offices in the town centre, through theprovision of a range of accommodation;

• securing a significantly higher rate of housingdelivery in the area principally through theimplementation of existing commitments;

Bedfordshire and Luton Policy 1: Bedford/Kempston/northern Marston Vale

Dwelling provision in the Bedford/Kempston/northern Marston Vale growth area will be as follows:Total

2001-2006 2006-2011 2011-2016 2016-2021 2001-2021

Total 3,750 5,250 5,250 5,250 19,500

Annual average rate 750 1,050 1,050 1,050 975

The proportions of the growth area total to be provided within Bedford Borough and Mid Bedfordshire District should bedetermined through LDDs. Existing Local Plan allocations suggest that Bedford will provide 16,270 and Mid-Bedfordshire3,230 of the 19,500 additional dwellings up to 2021.

Achieving these rates of dwelling provision will require an acceleration of the economic performance of the area anddelivery of key local infrastructure. If monitoring shows that this is being achieved, it may be appropriate to reviseupwards the figures for period 2011-2021. Any such revision should be brought forward and tested as part of a review ofthis Sub-Regional Strategy.

The levels of development proposed are based on the need to plan for an increase in employment of 11,400 jobs inBedford Borough and 8,400 jobs in Mid Bedfordshire District in the period to 2021. The forthcoming review of the RSSfor the East of England (The East of England Plan) will provide the earliest opportunity for these figures to be reviewed.

Part B Statements: The Strategies for

• reducing the need to travel by private vehicle byintegrating land use and transport planning,achieving a step-change in the attractiveness ofpublic transport, including quality bus corridors andpark and ride schemes, improving theattractiveness of walking and cycling, andimplementing travel demand managementmeasures. Priorities will include revitalising theBedford Bus Station area and creating improvedinterchange arrangements, including convenientand attractive access to railway stations;

• developing cultural and heritage-focused tourism inBedford by enhancing existing — and providing new— cultural and heritage facilities and attractions,and by providing a cultural quarter near the towncentre and an increased range of centrally locatedovernight accommodation;

• supporting a continued strategy of environmentalregeneration in the Marston Vale and the creationand enhancement of green infrastructure, notablythrough the Forest of Marston Vale. This includesresolving land use and environmental conflictswhich may have an impact on the growth areastrategy.

76. Beyond 2021, it should be assumed that developmentwill continue at broadly the same rate as in the period2011—2021, i.e. approximately 10,000 additionaldwellings in the period 2021—2031. This should beregarded as an uncommitted planning assumptionwhich should be reviewed in future reviews of thisSub-Regional Strategy, in the light of monitoring andfurther studies.

77. The area has sufficient land already committed forhousing development to meet the requirementsidentified up to 2021, as a result of existing planningpermissions and local plan allocations. These includeopportunities within the existing urban area andurban extensions south–west of Bedford and in thenorthern part of the Marston Vale. To address anynon-delivery of existing commitments (or additionalprovision that may be required for post 2011 needs),opportunities within the urban area (e.g. arising fromregeneration, re-use of employment land,intensification and mixed-use development) should beconsidered first, followed by further sustainableurban extensions. Further work will be required toidentify locations for any such additional extensions,and depending on the outcomes, consideration shouldbe given to the need for a joint LDD prepared byBedford Borough Council and Mid BedfordshireDistrict Council. Such a joint LDD should apply theprinciples for creating sustainable communities setout in Strategic Policy 3.

78. Existing commitments also include sufficient land tomeet estimated employment development in

quantitative terms. In terms of quality, considerationshould be given to the needs of business and thedevelopment required to facilitate economic growth.This may lead to additional land being required toprovide for the right quality and type of developmentin sustainable locations. The stock of employmentland should be kept under review, so as to offer anappropriate range of type, size and location of sites,and to ensure that land which is surplus toemployment requirements is recycled for other usesincluding housing and mixed-use development.

Luton/Dunstable/Houghton Regis and Leighton Linslade

79. Although still perceived by some as three separatetowns, Luton, Dunstable and Houghton Regis havecoalesced into a single conurbation forming thelargest urban area in Bedfordshire. Administrativelythey are split with Luton as a unitary authority, builtup to its boundaries, and Dunstable and HoughtonRegis together forming the largest urban area inSouth Bedfordshire District.

80. With its favourable location on the M1 motorway andMidland Main Line rail corridors, the presence ofLondon Luton Airport, and proximity to London, theLuton/Dunstable area is well located in terms of thenational economy. It is successfully emerging from aperiod of major economic restructuring, following thecontraction of manufacturing, particularly in themotor industry. The proposals in the Airports WhitePaper for London Luton Airport to grow to 30 millionpassengers per annum by 2030 will ensure that theairport will continue to be a major driver of economicregeneration.

81. However, unemployment in the urban area is abovethe national and regional averages and the skills baseis poorly matched with key economic growth sectors.Consequently the towns have been recognised inRPG9 (2001) as a Priority Area for EconomicRegeneration and currently have Assisted Areastatus. There is a need for concentrated efforts tosupport the continued regeneration of the economy,to achieve urban renaissance and regeneration, totransform the image and townscape of the urbanarea, to relieve the severe levels of congestion, and toimprove the quality of development.

82. While some of these aims can be met within thepresent confines of the urban area, others cannot.The Green Belt forms a tight boundary all around thetowns so that, in recent years, it has becomeincreasingly difficult to meet locally-generated needs,especially for housing of the relatively youngpopulation. Development has been diverted north ofthe Green Belt to other parts of Bedfordshire and

PART B STATEMENTS: THE STRATEGIES FOR THE SUB-AREAS 23

the Sub-Areas


beyond, sometimes to locations less inherentlysustainable than Luton/Dunstable/Houghton Regis.

83. Although it will be essential to release thedevelopment capacity within the towns, this will besubstantially less than is needed — even to meet localneeds — nor will it provide sufficient scope to allowthe conurbation to capitalise on its locationaladvantages and contribute to the wider housingneeds of the South East envisaged through theSustainable Communities Plan. These exceptionalcircumstances require a review of the Green Beltaround Luton/Dunstable/Houghton Regis to provideheadroom for potential development needs to 2031and specifically to accommodate sustainable mixed-use urban extensions which support the continuedregeneration of the existing urban area.Environmental and landscape considerations,including proximity of the Chilterns Area ofOutstanding Natural Beauty (AONB), will need to becarefully evaluated.

84. Leighton Linslade has much merit as an additional

location for growth. The urban area of LeightonLinslade lies roughly midway between Luton andMilton Keynes and comprises the two towns ofLeighton Buzzard and Linslade on opposite sides ofthe West Coast Main Line. The towns have developedsteadily to a population of approximately 34,000 andwould benefit from a continuing and appropriate levelof growth to improve their economy, functioning andinfrastructure. This growth would contribute towardsthe overall SRS provision for Luton and SouthBedfordshire. To achieve these objectives, the GreenBelt will be reviewed around Leighton Linslade toprovide the town with scope to increase itssustainability and make an appropriate contributionto the Growth Area. The required level ofdevelopment will depend on the scale of growth to beaccommodated within urban extensions toLuton/Dunstable/Houghton Regis.

85. Proposals for compensating Green Belt extensionsshould be brought forward through the RegionalSpatial Strategy for the East of England.

Bedfordshire and Luton Policy 2(a):Luton/Dunstable/Houghton Regis and LeightonLinslade

The Local Development Schemes for Luton BoroughCouncil, South Bedfordshire District Council, NorthHertfordshire District Council and Aylesbury Vale DistrictCouncil (in regard to Leighton Linslade) should identifyand make provision for the timely preparation of a set ofLDDs. These should meet the regeneration, economicgrowth, infrastructure and housing needs of the Luton/Dunstable/Houghton Regis conurbation, and LeightonLinslade. Provision should be made for joint workingwhere necessary.

The LDDs should review Green Belt boundaries aroundthe Luton/Dunstable/Houghton Regis conurbation andLeighton Linslade so that in combination sufficient land ismade available to meet the land use needs of this Sub-Regional Strategy to 2021. Subject to testing throughLDDs, sufficient areas of safeguarded reserve land shouldalso be excluded from the Green Belt to meet needs to2031. In the case of Luton, Dunstable and HoughtonRegis, the review should focus on two areas of searchwhich would exclude the Chilterns AONB: from west ofDunstable to the A6 in the north; and to the east andsouth east of Luton, south of the A505 and east of theB653. In the case of Leighton Linslade, there should be acomprehensive review of the Green Belt and of all theoptions for urban extensions. Proposals for compensatingGreen Belt extensions should be brought forward throughthe Regional Spatial Strategy for the East of England.

The LDDs and Local Transport Plans for

Luton/Dunstable/ Houghton Regis and Leighton Linsladeshould set firm guidelines for proactive inter-agencyapproaches that should:

• meet the requirements of Strategic Policy 3;

• develop proposals for enhancing the character of andpublic access to the surrounding countryside;

• maximise opportunities for recycling redundant andunder-used urban land;

• upgrade the qualities of the town centres and thefacilities which they offer;

• achieve a better quality of new developmentthroughout the urban area, including strategicimprovements to the public realm;

• provide an adequate choice of high-quality employmentsites, making a realistic assessment of the prospectsfor continuing use of older sites and recycling suitablesites for other uses, including housing and mixed-usedevelopment;

• reduce the need to travel by private vehicles byintegrating land use and transport planning, achievinga step-change in the attractiveness of public transportwithin the conurbation, implementing park and rideschemes, improving the attractiveness of walking andcycling, and implementing travel demand managementmeasures;

• establish the location, role and broad distribution ofuses and transport provision to serve sustainable urbanextensions and provide guidance on their phasing andearly implementation; and

• review, and if necessary, set new targets for theprovision of affordable housing.

86. Positive action across Luton/Dunstable/HoughtonRegis and Leighton Linslade by the local authoritiesand other parties will also be required on a number ofshort and medium term priorities. The initial focuswill be on:

• accelerating the recycling of urban land;

• increased housing delivery from within the built uparea;

• increasing the attractiveness of the town centresfor retailing, cultural and other activities, andraising environmental quality;

• tackling congestion and providing better publictransport;

• achieving better quality development;

• providing a better choice of employment sites, toattract a wider range of companies, including thosein the high-value knowledge-based sectors; and

• ensuring the early delivery of sustainable urbanextensions (which should complement and supportthe continued regeneration of the existing urbanareas) mainly, but not exclusively, after completionof the M1 widening and the northern bypasses,expected to be in 2011.

87. The Green Belt reviews should take into account theneed to accommodate urban extensions and build onprevious work, which emphasised the potential forurban extensions to the north of the conurbation.Phasing proposals should establish which urbanextensions are dependent on major infrastructure,such as the widening of the M1 and the proposed by-passes to the north of Dunstable and Luton, andwhich can be developed in advance of suchinfrastructure.

88. The priority for LDDs is to determine quickly theextent and location of the Green Belt releases, areasof safeguarded land and urban extensions, and thephasing of the urban extensions. A possible approachwould be through a strategic joint LDD coveringLuton/Dunstable/Houghton Regis and LeightonLinslade and adjacent areas. Any such strategic LDDshould be submitted for public consultation as soonas possible with a set of Area Action Plans coveringthe urban extensions prepared in parallel, starting assoon as the Inspector’s Report into the strategic LDDis received. The objective is to ensure thatconstruction can start at one or more of the urbanextensions by 2009.

89. The housing figures in policy 2(b) relate only to theLuton/Dunstable/Houghton Regis and LeightonLinslade growth towns (including any areas withinNorth Hertfordshire identified for growth associatedwith Luton/Dunstable/Houghton Regis and withinAylesbury Vale associated with Leighton Linslade).

Residual growth levels in other parts of SouthBedfordshire and Luton/Dunstable/Houghton Regisnot linked to parts of North Hertfordshire will beidentified through the Regional Spatial Strategy forthe East of England.

The Town Centres

The role of each town centre is expected to remaindistinct and complementary:

• Dunstable: Priorities will be to enhance retailprovision, services and cultural facilities, reduce theimpact of traffic, enhance the public realm andpublic transport accessibility, and increaseresidential provision;

Bedfordshire and Luton Policy 2(b):Luton/Dunstable/Houghton Regis andLeighton Linslade

Together, the LDDs for the area should provide for totalgrowth in the period 2001—2021 as follows:

Dwellings (Luton/Dunstable/Houghton Regis)

2001-06 2006-11 2011-16 2016-21 Total2001–21

Total 3,500 6,500 8,000 8,300 26,300

Annual averagerate 700 1,300 1,600 1,660 1,315

The rates to 2011 reflect likely implementationconstraints, and include any housing arising from theLuton/ Dunstable/ Houghton Regis/ Leighton Linsladegrowth area provided in North Hertfordshire or AylesburyVale. However, given the urgent importance of raisinghousing output, LDDs should ensure that these rates canbe achieved and consider if and how it would be possibleto achieve a faster build up during these years.

The levels of development proposed require a significantincrease in employment and will be monitored against anincrease in employment of 12,000 jobs in Luton Boroughand 600 jobs in South Bedfordshire District in the periodto 2021. The forthcoming review of the RSS for the Eastof England (The East of England Plan) will provide theearliest opportunity for these figures to be reviewed.

Subject to testing through LDDs, land should besafeguarded for a further 15,400 houses and 7,400 jobsin the period 2021-2031, although allowances should bemade within these figures for continuing recycling ofurban land after 2021. These longer-term figures shouldbe regarded as uncommitted planning assumptionspurely for the purpose of the Green Belt reviews and willbe subject to further review at an appropriate futuredate.



• Houghton Regis: Priorities will be to develop adiverse range of quality services to serve the town,reduce the impact of traffic, enhance the publicrealm and public transport accessibility, andincrease residential provision. The potential forHoughton Regis to function as a town centre forthe adjoining urban extensions should beconsidered;

• Leighton Linslade: Priorities will be to consolidatethe town centre to provide for the retail, serviceand cultural needs of the growing town andenhance public transport accessibility, whileconserving and enhancing its townscape.

• Luton: Priorities will be to consolidate the towncentre as the conurbation’s principal focus forretailing, service functions, cultural activities andoffice development; to improve the quality ofdevelopment and the appearance of the publicrealm; to increase residential provision; to enhanceaccessibility by public transport; and to improvepublic safety and security;

London Luton Airport and potential urbanextensions to the east of Luton

90. London Luton Airport is a key driver of the economicdevelopment of the Luton/Dunstable conurbation. Inconsultation with partners, the Airport’s owners willbe developing a master plan for the Airport’s growthin the months following publication of this Strategy.The strategic LDD work required through thisStrategy will consider whether land should bereleased for urban extensions to the east and southeast of Luton. Any transport proposals anddevelopment proposals in Area Action Plans willneed to cater both for the urban extensions and forthe growth of the Airport.

Supporting Infrastructure

91. Significant improvement in economic performance,ensuring that the Bedfordshire growth locationsachieve a suitable share of regional growth, isessential to underpin regeneration and urbanrenaissance, stimulate housing demand, and providea sustainable framework for additional housing.Enhanced economic performance will not be enoughin isolation and needs to be complemented by:

• delivery mechanisms, to ensure that the growthlevels can be achieved, that the necessary fundingis available, and supporting physical and socialinfrastructure can be delivered when it is neededand does not therefore act as a constraint;

• developing a co-ordinated programme ofinvestment and improvements;

• reviewing regional and local policy (including

initiatives such as the Bedfordshire and LutonGreen Infrastructure Plan) to ensure a consistentand targeted approach to meeting growthobjectives; and

• the improvement/extension of existing or theprovision of new schools, community and healthand social care services and facilities.

Utilities

92. In terms of water supply infrastructure, Luton,Dunstable and Houghton Regis are relatively wellplaced. The need for infrastructure improvements tosatisfy the addition of a large number of extraproperties is likely to require some off-sitereinforcement and mainlaying. Enhanced capacity inthe north of the county will be required if theproposed levels of growth are to be successfullydelivered. To achieve this water companies shouldupdate their water resource plans in line with thehousing numbers within the Sub-Regional Strategyand continue to work with the Environment Agencyto provide sufficient water to meet future demands.

Transportation

93. Part A of this document identifies those strategictransport schemes that are important for the sub-region as a whole. A number, including M1 J6a–13widening, the Dunstable northern by-pass and theStoke Hammond to Linslade western by-pass, areimportant to deliver the scale of development in thearea.

94. The two lists of schemes opposite (Figures 3 & 4)indicate the existing and potential future priorities ofthe Bedford and Luton/Dunstable/Houghton Regisand Leighton Linslade growth areas within thecontext of promoting sustainable transport options.


Key: Targeted Programme of Improvements TPIHighways Agency HADepartment for Transport Rail Strategy DfTNetwork Rail NRLocal Transport Plan Major Scheme LTPLocal Authority LADeveloper contributions DEV

*Committed schemes are those that are included in either the Highways Agency’sTargeted Programme of Improvements, fully or provisionally accepted in the LocalTransport Plan process or identified in the Strategic Plan for the Railways. Schemesidentified as being under consideration have indicative timelines assigned to them.Decisions on whether they are taken forward and, if so, in what timescale will beinformed by the outcome of the considerations underway. Schemes shown as being ‘forfuture consideration’ are included to indicate possible future priorities rather thancurrent priorities. In all cases schemes are subject to the usual completion of statutoryprocesses and funding approval.

Figure 3: Milton Keynes & South Midlands — Bedford/Kempston/Northern Marston Vale

Key Transport Requirements and Phasing Delivery


RailNew Station at Elstow DEV NR Under

consideration

Road

A6 The Wixams Improvement DEV DEV Committed

Bedford Western Bypass (southern section) DEV LA Committed

A421 M1 J13 to Bedford TPI HA Committed

Park & Ride: Elstow LTP LA Committed

Bedford Western Bypass Under(North Bromham section) DEV DEV consideration

Quality Bus Corridors LTP LA Under consideration

Park & Ride: Biddenham Loop LTP LA Under consideration

Park & Ride: Clapham LTP LA Under consideration




1

DfT expects to seek regional advice on the priority of this provisionally approved LTP scheme later in 2005, as part of new arrangements formaking future spending plans.

Figure 4: Milton Keynes & South Midlands — Luton/Dunstable/Houghton Regis



Translink Guided Bus Scheme(Core Scheme) LTP LA Committed

Park & Ride: Butterfield DEV LA Committed

East Luton Corridor LTP LA Committed1

Luton Town Centre Improvements Scheme LTP LA Committed

Dunstable Northern Bypass(A5-M1) TPI HA Committed

Luton Northern Bypass Under(M1-A6) LTP LA consideration

Luton Northern Bypass Under (A6 — A505) LTP LA consideration

Translink Extension For future to M1 J10 A DEV LA consideration

Translink Extensions For future to northern fringe DEV LA consideration

Luton East Circular Road (North) For future (A505 — Airport) LTP LA consideration

Statement for Milton Keynes andAylesbury Vale (South East England)

Introduction

95. Milton Keynes Unitary Authority and Aylesbury Valedistrict together make up one of the three sub-areasthat comprise the Milton Keynes South Midlands Sub-Region. The purpose of this Part B Statement is toprovide detailed and concise guidance focused onimplementation to guide the strategic and operationalplans of delivery agencies and the preparation ofLDDs and other policy documents at the local levelsuch as Local Transport Plans, strategies prepared byeconomic partnerships and community strategies.

The Spatial Framework for Milton Keynes

96. Milton Keynes is located within the northern sector ofthe South East. It is accessible, offering as withAylesbury, a high quality of life. Inevitably at MiltonKeynes, this means that the pressures for newdevelopment are intense.

97. Milton Keynes will see a new phase of long-termgrowth establishing it as a centre of regionalimportance and adding a high quality public transportsystem to its unique advantages of modernity andgood environment. It is important to the economy ofMilton Keynes to accommodate an increase of 44,900homes in Milton Keynes in the period up to 2021.Development in the rest of Milton Keynes UnitaryAuthority area will continue to be related to localneeds at the same rate.

98. The majority of development will be provided withinthe existing urban area of Milton Keynes inconjunction with development of the central area,selective urban intensification and the completion ofdevelopments already planned. These sources areexpected to provide about 19,000 additional homesup to 2016, and more in the period beyond. Theremaining requirement of 14,900 up to 2016 will beprovided through sustainable urban extensions toMilton Keynes to the west, the south west and theeast. Beyond 2016 a balanced programme of urbanextensions and opportunities within the urban areashould continue.

99. In order to establish details of directions for growthat Milton Keynes up to 2021, beyond those establishedthrough the Milton Keynes Local Plan, an appropriateLDD may need to be prepared, considering areas ofsearch around the town. This LDD should be preparedjointly with Aylesbury Vale and Mid-BedfordshireDistrict Councils in order to ensure that possibledirections for growth outside the Milton KeynesUnitary Authority area and other boundary crossingissues are fully addressed.

100. There should be a particular emphasis ondevelopment of new public transport nodes andinterchanges, well related to new urban extensionsand linked with the provision of high quality publictransport serving north-south and east-west corridorswell integrated with strategic transport infrastructure.This is essential for enhancing accessibility for all andachieving more sustainable travel patterns within theurban area. Work will be needed to establish whatform of high quality public transport will best servetravel needs along the corridors. East–west movementby road across the southern part of Milton Keynesneeds to be improved. Measures are needed toaddress traffic problems on the existing A421, toimprove access to the M1 and to make space availablefor enhanced public transport.

Milton Keynes in the longer term

101. Beyond 2021 Milton Keynes should expect to continueto grow at broadly the same rate, adding at least afurther 23,700 homes in the following decade. Overthis period Milton Keynes should become a centre ofmajor regional importance, with a population of over300,000 and some 290,000 jobs. In order to guidethis change over the longer term, a vision for 2031should be prepared, involving Milton Keynes Council,Milton Keynes Partnership Committee (the LocalDelivery Vehicle), English Partnerships, itsneighbouring authorities, local communities,Government and a wide range of other stakeholders.The vision will provide a platform for major economicand cultural development, for qualitative andquantitative change in primary, secondary, furtherand higher education, health and social care andother infrastructure, and facilitate long-terminvestment decisions in the strategic and local publictransport system and other infrastructure.

102. The principles of this Sub-Regional Strategy shouldcontinue to guide the strategy beyond 2021. Thevision should reflect a continuing programme ofselective intensification and renaissance of CentralMilton Keynes and other urban locations,complemented by:

• sensitively planned urban extensions to providenew homes and workplaces and reinforce publictransport, while respecting local context;

• continued development and upgrading of the publictransport system, and reducing dependence on caruse;

• maintenance and provision of new and existinggreen infrastructure including parks, greenspaceand water spaces within the urban area; and

• the highest environmental standards in design andconstruction.



Milton Keynes/Aylesbury Vale Policy 1: Spatial Framework for Milton Keynes Growth Area

Milton Keynes should accommodate an additional 44,900 dwellings over the period 2001—2021, of which 30% should beaffordable. Figures include any housing arising from Milton Keynes growth and provided in Aylesbury Vale or Mid-Bedfordshire DC areas after 2011. This will be phased as follows;

2001—06 2006—11 2011—16 2016—21 2001—16 Total2001—21

Milton Keynes 7,900 15,000 11,000 11,000 33,900 44,900

Annual average rate 1,580 3,000 2,200 2,200 2,260 2,245

New development will be delivered through a combination of urban intensification and the development of newsustainable urban extensions, integrated with the provision of new and enhanced public transport systems andinterchanges. Locations for development will be those established through the Milton Keynes Local Plan, and inappropriate LDDs on the basis of areas of search around the western, southern and eastern edges of the urban area.LDDs should apply the principles for creating sustainable communities as set out in Strategic Policy 3.

Sustainable urban extensions should be carefully programmed so as to complement and not undermine the contributionof development and regeneration within the urban area. Both urban intensification and sustainable urban extensionswill be planned in such a way as to maintain and extend green infrastructure, and to ensure that issues of impact onlandscape character and coalescence of settlements are addressed.

The levels of development proposed will be monitored against an increase in employment of 44,900 jobs in the periodto 2021. The forthcoming review of RSS for the South East (the South East Plan) will provide the earliest opportunity forthis figure to be reviewed. Key locations for employment related development will be Central Milton Keynes, Bletchley,Wolverton and Newport Pagnell and some locations within new urban extensions at focal points on the public transportsystem. At present there is sufficient planned employment land supply in Milton Keynes to meet forecast demand to2016. Both quantitative and qualitative aspects of supply and demand for employment land will be kept under reviewthrough the LDD process, to ensure provision of a range of types and sizes of premises to meet the needs of theeconomy, and that any land no longer required for employment purposes is considered for other use.

Local transport infrastructure will require early development and continued enhancement and upgrades to facilitate thedelivery of sustainable growth throughout the period to 2021 and beyond. Key elements are:

• core bus network upgrade across the whole of Milton Keynes;

• high quality public transport serving East-West and North-South Corridors;

• Park and Ride accompanied by appropriate traffic management measures;

• measures to resolve east-west traffic problems across the southern half of Milton Keynes.

New and upgraded strategic transport links will be vital in underpinning the growth of Milton Keynes, includingenhanced east-west public transport and possible new parkway stations. Details of strategic transport infrastructure areset out in the Part A Statement.

Spatial Framework for Aylesbury

103. Aylesbury is the principal town within the district ofAylesbury Vale in north Buckinghamshire. With theexception of Aylesbury town, Aylesbury Vale remainspredominantly rural in character with many smallertowns and many dozens of villages and hamlets. Themajority of growth will be focused on Aylesbury.

104. The identification of MKSM as a growth area presentsconsiderable opportunities for Aylesbury in terms ofthe role and functions it will be able to develop in theperiod covered by RPG9 and beyond. The challengefor the town will be to utilise growth to deliver urban

renaissance, particularly in the town centre, attractinghigher value inward investment and encouragingenterprise.

105. Additional growth, over and above that alreadyallocated in local plans, should be focused entirely onAylesbury urban area. Aylesbury town should seek toaccommodate at a total of 15,000 homes in theperiod up to 2021, with the remainder of the districtaccounting for an additional 3,300 dwellings in totalto 2016. These figures exclude any additional housingprovided within Aylesbury Vale District to meet theproposals for growth in Milton Keynes urban area as aresult of the joint preparation of LDDs.

106. Various alternative options are available for thegrowth of Aylesbury including the option of utilisingthe provision of enhanced quality bus corridors andenhanced public transport nodes. A challenge for thetown will be to utilise growth to facilitateenvironmental improvements and to underpinrenaissance initiatives.

107. Opportunities should also be sought to promoteurban intensification of existing residential areas, andthrough the redevelopment of redundant employmentland, in order to minimise development on greenfieldland.

108. Sustainable urban extensions to the north of the townat Berryfields and Weedon Hill have already beenidentified through the Aylesbury Vale District LocalPlan. While every effort should be made to maximisethe use of urban land, further sustainable extensionsshould also be identified through the preparation ofan appropriate LDD or LDDs.

109. The level of growth to 2021 and incremental growthbeyond will necessitate an emphasis on realising theeconomic potential of Aylesbury by focusing on theprovision of quality employment land and buildingsand attracting knowledge-based industries. There isevidence that recent growth may have beenconstrained by an absence of high-qualityemployment space and land. The potential affordedby the Aston Clinton Major Development Area (MDA)and the redevelopment of the town centre in relationto the provision of high quality business locations willbe an important component of the developmentstrategy in this respect. Proposals will need toprovide properly resourced protection from anyincreased environmental impact on greeninfrastructure resources of significance such as theChilterns AONB, and be guided by the LDV.


Milton Keynes/Aylesbury Vale Policy 2: Aylesbury growth area

An expanded Aylesbury should accommodate a total of 15,000 new dwellings over the period 2001—2021, of which 40%should be affordable. Other parts of Aylesbury Vale District should provide for a further 3,300 new dwellings in theshorter period of 2001—16, excluding any growth directly related to the urban area of Milton Keynes that may beidentified through a cross-border LDD with Milton Keynes Council.

2001—06 2006—11 2011—16 2016—21 Total2001—21

Aylesbury 2,400 3,800 4,400 4,400 15,000Urban Area dwellings

Annual average rate 480 760 880 880 750

Development at Aylesbury should be delivered through maximising the use and re-use of land within the urban area andthrough the development of new sustainable urban extensions integrated with the provision of new and enhanced publictransport systems and interchanges.

Sustainable urban extensions to the north of the town at Berryfields and Weedon Hill have already been identifiedthrough the Aylesbury Vale District Local Plan. While every effort should be made to maximise the use of urban landfurther extensions will also be identified through the preparation of an appropriate LDD or LDDs.

The LDD or LDDs should provide a strategic long-term framework for the development of the town focusing on:

• identifying land for new housing as above;

• applying the principles for creating sustainable communities as set out in Strategic Policy 3;

• identifying and ensuring the availability of appropriate strategic high quality employment sites;

• identifying and implementing measures to achieve an urban renaissance of the town centre, strengthening itstraditional role and heritage as a county town (possibly to be articulated through the preparation of a separate LDD);

• providing for a sustainable transport system for the expanded town, including strategic bus corridors with bus prioritymeasures and good links to the strategic rail network.

• The levels of development proposed will be monitored against an increase in employment of 12,690 jobs in AylesburyVale district in the period to 2021. The forthcoming review of the RSS for the South East of England (the South EastPlan) will provide the earliest opportunity for this figure to be reviewed.


Sustainable Communities

110. Delivering sustainable communities requires theintegration of new development with a high qualityenvironment, the provision of housing for allmembers of the community, excellent public services,a full range of community facilities and a prosperouseconomy. The joined up delivery of these componentsis the key challenge for the growth areas.

111. The framework for the renaissance of Central MiltonKeynes has been published and the assumptions interms of development capacity have informed thisstrategy. A similar framework would be helpful toassist with the renaissance of Aylesbury town centrewhich will need to develop a wider range of facilitiesto support the level of growth envisaged.

112. Milton Keynes urban area benefits from a well-managed strategic open space resource, which newdevelopment should seek to complement. In andaround Aylesbury there is a strong amenity need forinformal recreational facilities of a much larger scalethan has been provided in the past. An allowance forthis need should be made in the masterplanning anddesign processes. The provision of formal recreationand sporting facilities may also need further attentionas the population and workforce of both centresincreases.

113. Educational attainment and skills levels at MiltonKeynes and Aylesbury need to be improved in orderto support economic growth and enable local peopleto participate fully in it. New facilities andprogrammes will need to be brought forward in stepwith development. Milton Keynes is home to the OpenUniversity and has close proximity to Cranfield andBuckingham Universities, while the ‘Unis4MK’collaboration between HE providers in the area is akey interface between the growth and highereducation agendas that will raise the profile of highereducation and develop a long-term strategy for co-ordinated and targeted high quality HE provision. Itwill be essential to increase further and highereducation provision available to their residents andemployees, to support their economic ambitions andattract and foster the development of higher value-added, knowledge-based industries.

114. The implications of growth for the provision ofutilities infrastructure is as follows:

• major development and other urban extensions willrequire significant upgrades in electricity supply onboth Milton Keynes and Aylesbury from 2011;

• large scale growth at Aylesbury may require theconstruction of a new sewage treatment works to ahigh standard of treatment in order to achieveadequate water quality standards in the River

Thame. The utility providers have a legal obligationto provide services. Water companies will need towork with the Environment Agency to urgentlyprovide a sustainable solution to achieve adequatewater quality standards in the River Thame.

Milton Keynes/Aylesbury Vale Policy 3 — Delivering Sustainable Communities

The scale of growth envisaged in Milton Keynes andAylesbury must be harnessed to deliver an enhancedquality of life following the principles of sustainabledevelopment. This will necessitate the phased provisionof high quality community, economic, environmental andsocial infrastructure and services, and should includethe following:

• affordable housing — significant increases in provision,mix and choice;

• urban renaissance — major public realm improvementsand the provision of high quality, and well managedstrategic and local open space;

• water — the strategic planning of surface waterdrainage management to minimise flood risk andavoid adverse impacts of large scale development onwater quality;

• waste management — including waste reduction andwaste infrastructure requirements;

• healthcare — substantial investment in expanding andmodernising primary and community health and socialcare and secondary healthcare services and facilities;

• school education — additional primary and secondaryschool provision;

• further and higher education — additional capacityshould be sought in Aylesbury and Milton Keynes;

• delivery of the Milton Keynes economic vision and theeconomic vision for Aylesbury Vale; and

• proportionate increase in other public services e.g.police and fire service.

Effective Delivery

115. In Milton Keynes the levels of employment growthrequired to balance the increase in population aresimilar to those achieved over the past decade.Housing completions have, however, fallen overrecent years in large part due to a significant declinein the provision of affordable housing. Quickening thepace of housing delivery will be a key objective forMilton Keynes if the growth targets are to beachieved. Market delivery should be facilitated by anumber of major expansion areas and Central MiltonKeynes being taken forward concurrently. A secondkey implementation challenge will be delivery of an


enhanced intra-urban public transport system inparallel with the new development, for whichtransport accessibility has been a key locationalfactor, including public transport improvements inCentral Milton Keynes. The renaissance of Wolvertonand Bletchley town centre will be a further focusrequiring investment and intervention, together withthe regeneration of the older estates in MiltonKeynes.

116. In Aylesbury the enhancements to the local transportsystem are crucial. The other critical implementationissue for Aylesbury will be the renaissance of thetown centre, which will be essential for the attractionof new residents and employers.

117. Figure 5 indicates existing and potential futurepriorities for transport investment to support

growth in Milton Keynes and Aylesbury. IntegratedArea Action Plans should be developed for all newareas of urban expansion or major redevelopment.These should set the framework for the integrateddelivery and management of new development, localtransport, community facilities, utilities and openspace.

118. The pace of development required to meet thegrowth targets set out in Milton Keynes andAylesbury will necessitate the operation of specificand effective delivery mechanisms for each area. Theoverall strategic approach to deliver is set out inPolicy 4 of the Sub-Regional Strategy document(Part A).


Key: Targeted Programme of Improvements TPIHighways Agency HADepartment for Transport Rail Strategy DfTGrowth Area Funding (OPDM) GANetwork Rail NRLocal Transport Plan Major Scheme LTPLocal Authority LADeveloper contributions DEV


Figure 5: Milton Keynes & South Midlands — Milton Keynes and Aylesbury



Milton Keynes — Road

Bletchley Link Road LTP LA Committed

Central Milton Keynes Public Transport Access Improvements LTP/GA LA Committed

M1 Junction 14 Improvements TPI HA Under consideration

A421 J13 to Milton Keynes LTP LA Under consideration

MK Southern Bypass For future D3 upgrade of A5 (Fenny considerationStratford to Bow Brickhill) TPI HA

MK Southern Bypass LTP LA For future consideration

A509 Newport Pagnell Bypass For future — M1 J14 D2 LTP LA consideration

Quality public transport services For future on East-West and North-South considerationCorridors in Milton Keynes LTP LA

Milton Keynes — Rail

East-West Rail Station at Under Newton Longville DfT NR consideration

M1 J13 East-West Parkway For future and P&R DFT/LA NR consideration

Aylesbury — Road

Quality Bus Corridors Under and Urban Transport Hub LTP LA consideration

Aylesbury Southern Distributor For future Road DEV/LTP LA consideration

Aylesbury — Rail

Aylesbury North(to serve Berryfields development) Under(East-West rail) DfT NR consideration


Northamptonshire Policy 1: The Spatial Framework

The majority of development in Northamptonshire should be concentrated in the Northampton Implementation Areaand the neighbouring growth towns of Corby, Kettering and Wellingborough.

Beyond these main urban centres development should be focused at the Sub-Regional centre of Daventry, the smallertowns of Desborough, Rothwell, Burton Latimer, Rushden, Higham Ferrers and Irthlingborough and the rural servicecentres of Towcester, Oundle, Raunds, Thrapston and Brackley.

In the remainder of the county, the rural hinterlands, development should be limited with the emphasis on meeting localneeds and the retention of basic services and facilities.

Housing provision for each local authority area in Northamptonshire for each of the five year phases over the period2001—2021 should be made at the following annual average rates:

2001—06 2006—11 2011—16 2016—21 Total2001—21

Corby* 560 680 1,060 1,060 16,800

Daventry 540 540 540 540 10,800

East Northamptonshire 520 520 420 420 9,400

Kettering 550 810 630 630 13,100

Northampton* 1,050 1,450 1,750 1,750 30,000

South Northamptonshire 330 330 330 330 6,600

Wellingborough 595 595 685 685 12,800

Total 4,145 4,925 5,415 5,415 99,500

*Figures for Corby and Northampton include any provision made in urban extensions across local authority boundaries.Such provision would be additional to the figures for the ‘receiving authorities’ in the above table.

Statement for Northamptonshire

(East Midlands)

Introduction

119. In accordance with the spatial framework set out inPart A, major areas of new development will beconcentrated in Northampton (defined as a PrincipalUrban Area) and in the neighbouring growth townsof Corby, Kettering and Wellingborough.

120. Outside these towns smaller amounts ofdevelopment will be located at the Sub-Regionalcentre of Daventry and in other small towns withinthe county. These include Desborough, Rothwell,Burton Latimer, Rushden, Higham Ferrers andIrthlingborough and the rural service centres ofTowcester, Oundle, Raunds, Thrapston and Brackley.In other rural settlements new development will belimited to that required for local needs.


Principal Urban Area — Northampton

121. Northampton will develop as a Principal Urban Areafor the Milton Keynes South Midlands Sub-Regionand the wider region. The Northampton

Implementation Area (NIA) covers NorthamptonBorough and neighbouring parts of Daventry andSouth Northamptonshire Districts.

Northamptonshire Policy 2: NorthamptonImplementation Area

New development will be delivered through a combinationof urban regeneration and intensification and thedevelopment of new sustainable urban extensions,integrated with the development of enhanced publictransport and new public interchanges. NorthamptonBorough, and the District and Borough Councils of SouthNorthamptonshire and Daventry should together identifyand provide for the timely preparation of an appropriateset of LDDs to put into effect the proposals of the Sub-Regional Strategy for the growth within the NorthamptonImplementation Area (NIA). This should include jointworking on core strategies and a joint LDD to investigatelonger term growth options for the NIA.

Together these LDDs should provide for an increase in thenumber of homes in the NIA in the period to 2021 asfollows:

2001— 2006— 2011— 2016— Total2006 2011 2016 2021 2001–2021

Total 5,250 7,250 8,750 8,750 30,000

Annualaverage rate 1,050 1,450 1,750 1,750 1,500

In examining future growth options the longer-termperspective of the Sub-Regional Strategy (for a further17,500 dwellings in the decade 2021—31) should be bornein mind as an uncommitted planning assumption, and willbe subject to future review.

The levels of development proposed will be monitoredagainst an increase in employment of 37,200 jobs in WestNorthamptonshire (Northampton Borough, and Daventryand South Northamptonshire districts) in the period to2021. This employment figure is a reference value to beused for the monitoring and review and not as a target.

Taken in combination the LDDs within the LDS should setfirm guidelines for proactive inter-agency approachesthat will:

• meet all the principles for creating sustainablecommunities set out in Strategic Policy 3;

• provide for housing growth using both greenfield landand previously developed land, but maximisingopportunities for recycling redundant and under-usedurban land especially at nodal sites and on good-qualitypublic transport routes;

• provide an adequate choice of high-quality employment

sites for targeted office and high-value knowledge-based industries and for existing key sectors, making arealistic assessment of the prospects for continuing useof older sites and including an appropriate degree ofmixed use on suitable sites, both new and existing;

• reduce the need to travel by integrating land use andtransport planning, reviewing the need for new orbitaland other roads, achieving a step change in theattractiveness of public transport within the urban area,implementing town-wide park and ride schemes,comprehensively improving the attractiveness ofwalking and cycling, and implementing demandmanagement measures;

• provide for suitable urban extensions (withoutreference to local authority boundaries) clearly linked,where appropriate, with the completion of any keyitems of necessary associated infrastructure;

• identify an appropriate number of existing and possiblefuture District Centres (urban hubs) to form sustainablesub-centres for shopping and for the provision ofcommercial and social services, giving an emphasis toregeneration needs and opportunities for urbanrenaissance where relevant;

• achieve a better quality of new developmentthroughout the urban area, including strategicimprovements to the public realm, and sympatheticdesign of the edge of the urban area and thesurrounding countryside;

• review, and if necessary, set new targets for theprovision of affordable housing within the area of theLDD;

• consider the opportunity for the further developmentof higher education facilities in Northampton;

• provide for additional primary health and social careservices within existing primary care outlets, in bespokenew healthcare centres within the sustainable urbanextensions and within new and expanded communityhospitals;

• expand, reconfigure and modernise secondaryhealthcare facilities as required to ensure sufficientcapacity; and

• make appropriate provision for green infrastructureincluding the suggested River Nene Regional Parkwhich can play an important role as a strategicrecreational resource and offer opportunities to protectand enhance landscape character, biodiversity andcultural heritage.


Northamptonshire Policy 3: NorthamptonCentral Area

Northampton Borough Council, in partnership with otherrelevant bodies, will prepare an LDD to provide a long-term framework for revitalising and upgrading the qualityand facilities of the central area, including:

• developing the area around and including the railwaystation not only as a transport hub for the town, butalso as an attractive and vibrant gateway to the towncentre and a focus for development;

• improving the range and quality of retail provision byincreasing comparison and convenience floorspace, andlinking this into a revitalisation of the rest of the centralarea incorporating attractive links to the railway station

and waterfront areas;

• making the central area the focus of a range ofemployment opportunities with a particular emphasison offices, through the provision of large office spacethrough to small office suites in both new andconverted accommodation;

• developing cultural/ heritage tourism by enhancing theexisting cultural heritage facilities and attractions, andthrough the provision of new facilities; and

• increasing the range of centrally located overnightaccommodation.

Corby, Kettering and Wellingborough

122. The neighbouring towns of Corby, Kettering andWellingborough have been identified as locations withthe potential for an increased level of new growth. Itis important that they grow in a complementary way,while retaining their separate identities. All three are

important retail, business and community centresserving their own individual catchments. This role willcontinue but the three town centres will need toadapt to cater for increased population and toaddress regeneration needs.

Northamptonshire Policy 4: Corby, Ketteringand Wellingborough

The Local Development Documents for the local planningauthorities of Corby, Kettering, Wellingborough and EastNorthamptonshire should identify and provide for a jointapproach which will apply the principles for creatingsustainable communities set out in Strategic Policy 3 andput into effect the proposals of the Sub-Regional Strategyfor North Northamptonshire.

This should include a joint core strategy for NorthNorthamptonshire. Within the overall provision made inNorthamptonshire Policy 1, an increase of 34,100 dwellingswill be accommodated in the neighbouring growth townsof Corby, Kettering and Wellingborough by 2021.

In examining future growth options, the longer termperspective of the Sub-Regional Strategy for a further28,000 additional dwellings in North Northamptonshire forthe period 2021 — 2031 should be borne in mind as anuncommitted planning assumption, subject to review at anappropriate future date.

Growth Locations

In all three towns, the capacity of the existing built-up areato accommodate additional development will be utilised tothe full, through measures to assess and bring forwardsurplus employment sites and other previously developedland and, particularly in Corby, through the opportunities

for intensification and mixed use provided by regenerationand redevelopment.

In parallel, proposals will be brought forward forsustainable urban extensions to provide for additionaldevelopment in each of the three towns. Areas of searchfor such extensions will include:

• north east, north west, south, south west and west ofCorby;

• to the east, west and south of Kettering;

• to the east, north and west of Wellingborough.

All new sustainable urban extensions will require amasterplanning approach developed with appropriateconsultation and appraisal.

Environment and green infrastructure

Urban extensions should be planned so as to ensure thecontinued physical separation of the three towns, and toprevent coalescence with smaller towns and settlementswithin and adjoining the growth area. Opportunities shouldbe taken to enhance important existing environmentalassets such as Rockingham Forest and promote theprovision of new green infrastructure to enhance theattractiveness of the area and meet the needs of itspopulation.

Transport

New development should be planned to take account ofthe committed transport investment and with further


123. The neighbouring growth towns of Corby, Ketteringand Wellingborough interact in various ways. Thereare also important relationships across theboundaries between these three Boroughs and EastNorthamptonshire District. In order to ensure thatdevelopment is planned in a co-ordinated way jointLDDs should be prepared involving the Boroughs ofCorby, Kettering, and Wellingborough and EastNorthamptonshire District. Relevant issues include:

• the phasing and scale of the development in themajor growth locations;

• major developments that cross council boundaries;

• environmental issues and prevention ofcoalescence between towns;

• provision of green infrastructure of a strategicscale, including the possibility of a green corridoralong the Ise Valley, linking the River NeneRegional Park and the Rockingham Forest area;

• social infrastructure provision and otherdevelopment serving more than one town in thearea; and

• transport linkages throughout the area.

Sub-Regional Centre, the Smaller Towns andRural Service Centres

Sub-Regional Centre: Daventry

124. Daventry will grow towards a population of about40,000 by 2021, seeking to consolidate and extend itsrole by revitalising and extending the role of the towncentre as a Sub-Regional Centre offering improvedshopping facilities and a wider range of jobs andservices. Sustainable growth will take place both bymeans of intensification within the present built-uparea and expanding onto greenfield sites through oneor more sustainable urban extensions. The exactscale, nature and location of this growth will bedetermined through the preparation of appropriateLDDs prepared by the District Council in consultationwith relevant partners.

Smaller Towns

125. The smaller towns of Burton Latimer, Rothwell,Desborough, Higham Ferrers, Rushden andIrthlingborough will seek to consolidate and extendtheir roles in providing for local services. These

consideration of other transport provision indicated inFigure 7 and other initiatives, so as to facilitate asignificant modal shift towards public transport use,particularly in relation to urban extensions. The newstation proposal at Corby and associated train servicechanges will need to be reassessed in due course, as thetown develops further, and will be subject to the usualappraisal and affordability criteria. High quality publictransport services should be provided between and withineach of the linked growth towns so as to connect keycentres of housing, employment and service activities.

Employment

The levels of development proposed will be monitoredagainst an increase in employment of 43,800 jobs innorth Northamptonshire (i.e. Corby, Kettering,Wellingborough and East Northants) in the period to 2021.This employment figure is a reference value to be usedfor monitoring and review and not as a target.

Corby/Kettering/and Wellingborough Central Areas

Corby — In order to revitalise Corby as a whole theredevelopment and renewal of the town centre will be thepriority. This should include the development of a centralboulevard linking the town centre, including high qualityretail, housing and employment development, with thepossibility of a new railway station.

In accordance with Part A an Area Action Plan (AAP)should be prepared for Corby’s central area. This AAPshould be developed through the Local DevelopmentDocument’s preparation process, using Catalyst Corby’s

Regeneration Framework as its basis.

Kettering — The focus at Kettering will be to maintain theexisting role of the town centre. This will be achievedthrough the promotion and protection of the existingprovision of basic comparison shopping, the developmentof a regionally important niche retail offer and thedevelopment of a wider range of cultural attractionsincluding a theatre. In addition, the town centre’s role asthe focus for services and facilities to serve the town as awhole and its wider rural hinterland should be developedthrough the enhancement of social infrastructure.

Wellingborough — The existing role of Wellingboroughshould be strengthened through the continued provisionof a diverse range of quality comparison shopping thatmeets the needs of both the town as a whole and itswider rural hinterland.

Social Infrastructure

The following services and facilities should be developedto meet the needs of all three of the existing towns andthe new sustainable urban extensions:

• education — expand and develop educational provisionfrom primary to higher education in order to improveeducational attainment and skill levels acrossNorthamptonshire;

• healthcare — substantial investment in expanding andmodernising primary community health and social care,and secondary healthcare services and facilities.

towns share a common industrial heritage that makesthem distinct from the rural service centres and alsomakes regeneration a key objective. A balancedrange of housing, employment and local services andfacilities should be secured whilst protecting localidentity, including preventing coalescence withneighbouring settlements. Growth will beaccommodated in line with the sequential approachwithin the existing built up areas or in the form of oneor more sustainable urban extensions at each town.The exact scale, nature and location of growth andany enhancement proposals will be determinedthrough the preparation of LDDs.

Rural Service Centres

126. Towcester, Brackley, Oundle, Raunds and Thrapstonwill seek to extend their roles in providing localservices for their rural hinterlands. Growth will beaccommodated in line with the sequential approachwithin the existing built up areas or in the form of oneor more sustainable urban extensions at each town.Any significant growth will need to make provision forthe expansion of new employment opportunities andthe provision of necessary improved socialinfrastructure such as primary healthcare provision.The centres of these towns should also be the focusfor enhancement proposals and the maintenance ofbasic services. These proposals should be identified inthe respective LDDs.

127. A key consideration in Towcester is the need toregenerate its historic town centre. The sustainablegrowth of the town will help strengthen retail andessential services. A co-ordinated approach isrequired to appropriately manage the development ofthe town and its centre, and to integrate with futurechanges to the road network. LDDs will need toaddress these issues. The proposed bypass whencompleted will enable traffic management measures

and other environmental enhancements in the towncentre and along the present A5 corridor. The bypassis also necessary to provide for the long term growthof the town. Options for the bypass and for anyassociated development should be explored throughan appropriate LDD.

Sub-Area Connections

128. The strategic connections within the Sub-Region needto reflect the existing urban spatial form in additionto that proposed via the associated RSSs and theSub-Regional Strategy in Part A. The inter-connections between the Sub-Areas are vital for thecohesion of the Sub-Region as a whole. Transportimprovements of Sub-Regional significance areidentified in Part A of this document. These includeimportant components in terms of delivering thescale of housing development proposed in the GrowthArea. Such components include:

• strategic bus corridor development inNorthampton and atCorby/Kettering/Wellingborough;

• improved public transport interchange inNorthampton;

• improved public transport Interchange atWellingborough;

• improvements to the A14 at Kettering; and

• local road improvements to increase capacitybetween Northampton and Kettering and toimprove orbital movements around Northampton.

129. The list of schemes identified below (Figures 6-8)indicate existing and potential future priorities tomeet the needs of Northamptonshire both in terms ofmeeting the growth needs and within the widercontext of promoting sustainable transport options.

MILTON KEYNES & SOUTH MIDLANDS SUB-REGIONAL STRATEGY 39




Figure 6: Milton Keynes & South Midlands — Northampton Implementation Area



Road“Getting Northampton toWork” Quality Bus Network LTP LA Committed

Strategic Bus Corridor Under Development LTP LA consideration

A45 Stanwick to Thrapston TPI HA Underconsideration

A43 Northampton to For futureKettering Dualling LTP LA consideration

Northampton Orbital Schemes LTP/DEV LA For futureconsideration

A45 (M1 Junction 15) TPI HA For futureA43 to Stanwick consideration

RailWest Coast Main LineModernisation DfT NR Committed

Northampton Station Under Interchange LTP LA consideration

South of Northampton For future Interchange DEV NR consideration


Key: Targeted Programme of Improvements TPIHighways Agency HADepartment for Transport Rail Strategy DfTGrowth Area Funding (ODPM) GANetwork Rail NRLocal Transport Plan Major Scheme LTPLocal Authority LADeveloper contributions DEV

Figure 7: Milton Keynes & South Midlands — Corby/Kettering/Wellingborough Implementation Area



Road

Strategic Bus Corridor Development LTP LA Committed

A43 Corby Link Road LTP LA Committed

A509 Isham Bypass LTP LA Committed

Midland Road BridgeWellingborough GA LA Committed

A509 Isham Bypass to Under Wellingborough LTP LA consideration

Wellingborough East Under Distributor Road DEV LA consideration

A14 Kettering Bypass Under Improvement TPI HA consideration

Rail

New Interchange Facilities Under Wellingborough Station LTP LA consideration

New Interchange Facilities Under Kettering Station LTP LA consideration

Kettering to Corby For future Passenger Rail1 DfT NR consideration

Corby to Peterborough or For future Leicester Rail Reopening DfT NR consideration

New Station and Interchange For future Desborough DfT NR consideration

1 The new station proposals at Corby and associated train service changes will need to be reassessed in due course, as the town develops further,and will be subject to the usual appraisal and affordability criteria.




Figure 8: Milton Keynes & South Midlands — Connections beyond the Implementation Area



Road

A428 West Haddon Bypass DEV LA Committed

A5 Towcester Bypass DEV LA For future consideration

A45 Flore-Weedon Bypass LTP LA For future consideration

A43 Towcester Roundabouts For future Grade Separation TPI HA consideration

A43 Blisworth/Tiffield For future Grade Separation TPI HA consideration


Notes


ISBN 0-11-753942-2

9 780117 539426

Milto

n K

eyn

es & S

ou

th M

idlan

ds S

ub

-Re

gio

nal S

trateg

y