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Communities and neighbourhoods

Cambridgeshire Horizons Conference

Date of speech	8 June 2007
Location	Cambridgeshire Horizons Conference
Event summary	Cambridgeshire Horizons Conference

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Transcript of the speech as delivered.

Introduction

Good morning [and thank you to Sir David for those kind words of introduction].

I am very pleased to be here today and to have the opportunity to address you, particularly as I was unable to be here last year - please accept my apologies for that but, as I am sure you will understand, Ministerial diaries can be very unpredictable - especially in the House of Lords...

But I am pleased I was able to visit the area later in the year. I have vivid memories of standing in a muddy field in borrowed Wellingtons in the pouring rain with Sir David trying to paint the vision of the Southern Fringe development with his customary cheerfulness... That sort of blue-sky thinking can be very difficult on grey, wet, rainy days!

But there were many reasons why I wanted to come today - to say personally, what a pleasure it is to work with Cambridgeshire Horizons; to see many of the key partners who are so committed to the same vision and values; to reinforce the message that this is one of the most important, and inspiring, opportunities we have for building exemplar communities for the future.

Key to this is finding and nurturing the right partners, and Cambridgeshire Horizons has played a pivotal role to date in its work with the local authorities, the development industry, public agencies and other partners.

It's not just me who feels that Horizons can be held up as an outstanding example of what growth area delivery vehicles should be aiming for. The independent review of Horizons carried out last year showed the high regard in which the organisation is held. The excellent work that Sir David and all the Horizons team have done in driving forward the creation of sustainable communities in the sub-region is clear evidence of that.

The significance of the Cambridge sub-region

And, of course, the creation of sustainable communities is what we are all striving towards. It is fascinating to me, having watched the first of David Dimbleby's programmes on Building Britain, to reflect how much we owe to the early pioneers who built and created the character this Eastern region. Those builders, whether they were the stonemasons of Ely Cathedral, the early medieval barons in their long halls, or the wealth of the wool churches - knew that they were building in new ways, and building places where people would marvel at - but also places which belonged to and which would come to represent the wealth of the community - whether that was spiritual or material.

Part of the challenge today is to be as bold, and to put as much emphasis on beauty and innovation in building for the future, as those early builders did. I know it took a long time; 300 years in the case of Ely. We have our own notion today of what constitutes a cathedral, and we can and have to build faster - but the wow factor is what we are after now, as then, and places where people live together in harmony.

That tradition of fine building is only one advantage which this region has - alongside a unique variety of precious habitats. But, of course, at the heart of this is Cambridge itself - what it represents nationally and globally. And what it can offer the region itself.

Cambridge is a unique place, and is recognised as such regionally, nationally and internationally. The excellence of its educational and research and development institutions, and the creativity and innovation that are part of Cambridge's global brand are what attract people and businesses to the city.

But equally important to people wanting to live and work in Cambridge is the special qualities of the built and natural environment within the city, and in the market towns and villages that surround it. Over 600 years of world class learning, the university has spread beyond the college walls. Cambridge is successful not least because it has always been a magnet for the brightest and the best across the world - scholars, and researchers, engineers and scientists, technicians and medics.

But that success has put significant demands on the fabric of the city and its surrounds: particularly the demands for additional, affordable housing; for transport and community infrastructure and for expanded public services.

The case for growth has been made, tested and endorsed though the Cambridgeshire and Peterborough Structure Plan and more recently the East of England Plan. The history of development constraint in and around the city is, therefore, no longer sustainable; the need for growth of the city is undeniable; we must now move forward and make it happen - and we must harness the capacity for innovation that exists in Cambridge.

So the success of the economy and the academic and institutional excellence must be fostered and allowed to grow through the expansion of the city and its hinterland, but in a way that is truly sustainable and which recognises the special qualities I have mentioned.

The expansion of world-class institutions such as Addenbrooke's Hospital and Cambridge University (to the north-west of the city) is a visible sign of success and progress; but it is essential that provision of new housing and economic and other development keep pace with each other so that we can achieve balanced growth. And of course this growth must go hand-in-hand with the support services and infrastructure that is needed to make places function effectively and provide the kind of environment that attracts people to live here, work here and bring up their families.

Addressing growth issues across the whole of Cambridgeshire

But although we are talking about growth in Cambridgeshire, and the sustainable development strategy that has been put in place looks to the city and its fringes first I am deeply aware of the significant challenges that exist in other parts of the county, in towns such as Huntingdon, Chatteris and Ely, which have a relationship with Cambridge but which exist as important places in their own right. Like you, I want those places to benefit from the economic success of Cambridge and to accommodate sustainable, high-quality development.

This remains an important challenge for Horizons and its partners in driving forward growth in the Cambridge sub-region and Cambridgeshire as a whole.

Progress in delivering Sustainable Communities

Progress so far in meeting the delivery challenges has been positive and today is an opportunity to celebrate that progress, particularly Cambridgeshire Horizon's central role.

However, let us be in no doubt that the challenges ahead remain significant; not least to ensure that truly sustainable communities are delivered quickly and effectively through the opportunities that the growth agenda provides.

In focusing on those challenges, there are two central themes that I wish to draw out. First, the need for leadership and vision in facing the opportunities and challenges that growth of this scale presents; and second, the importance of working through partnerships at all levels. These two issues are in my view central to a successful outcome - the sustainable communities that we are all working to achieve.

Government Support for Growth

With reference to partnerships, we need to be clear about the roles that different partners should play, at the national, regional, sub-regional and local levels. Government, Cambridgeshire Horizons, the local authorities, the private sector all have key roles.

Let me say something, first, about our role as partners. For our part, Government has already demonstrated a clear commitment to supporting the growth agenda through additional funding.

Let me start with transport - since this is such a preoccupation. Let us look at current innovations. The Cambridgeshire Guided Bus is a key piece of public transport infrastructure; we have recognised this through its substantial financial support for the final scheme, underlined by Douglas Alexander's recent visit to formally open the works.

Roads - the A428 Hardwick to Caxton road improvements have opened recently and will make a significant difference to a congested part of the strategic network.

But there is other thinking to be done about the other tasks and challenges that lie ahead that will require substantial investment from both the public and private sectors.

Perhaps the most prominent example is the improvements to the A14, which of course is of strategic importance in its own right but also which has a bearing on the development of Northstowe. So I well appreciate some of the frustrations involved in taking forward the scheme of this significance. I can assure you however, that the Highways Agency is well aware of the importance of this scheme and are doing all they can to catch up the time lost by the legal challenge and the need to consult on additional options with the aim of bringing forward the scheme as quickly as possible.

The Agency is also working very closely with local partner organisations to make sure that the development of the A14 improvement does not compromise growth, particularly in relation to Northstowe. They will continue to work with local developers, the County Council and Cambridgeshire Horizons to identify problems and help solve them in partnership.

But on the growth agenda as a whole, we continue to support the important work of Cambridgeshire Horizons and its partners in driving forward the growth agenda - and have committed more than £44m in capital funding to the sub-region through rounds 1 and 2 of our Growth Areas Fund.

More generally, I know that the outcomes from the Comprehensive Spending Review are eagerly awaited; I cannot provide any insights today, we will have to wait and see. But as I have set out, we remain firmly committed to the achievement of sustainable growth in Cambridgeshire.

Vision and leadership

Turning to the challenges for local partners, I have already mentioned the importance of vision and leadership. The Proposed Changes to the East of England Plan provide for over 73,000 additional houses in Cambridgeshire by 2021. The scale of development proposed in the Cambridge sub-region is largely unprecedented in recent years, not just locally but nationally - particularly individual developments such as Northstowe, Cambridge East and the other fringe sites. These are big sites; They present big challenges, but they also provide big opportunities to create places that are memorable and functional.

There is a real opportunity for vision here - and we want to give you that opportunity. We can learn from abroad - from Germany, the Netherlands or Scandinavian countries about building for changing climates and changing demographies - but we can also pioneer our own new ways of designing, building and living communities which are sustainable, not least because they are inclusive and welcoming in every respect.

I know I can rely on Cambridge Horizons and its partners to provide the vision - and the leadership to put in place the framework for delivery and to drive this forward.

And, again, Cambridge can show how the future can be shaped by the past; how there can be continuity within change for a new generation. Two outstanding examples of this are Northstowe and Marshalls. Both show how the imperatives of our history - now changed - are creating new opportunities.

Northstowe - an airfield site with a proud history [opened in the early days of the Second World War, Oakington served as a bomber station until being transferred to Transport Command after the end of hostilities. Squadrons based there took part in the Berlin airlift, but soon afterwards the airfield became home to a Flying Training School. In 1974 the Army Air Corps took over, and helicopters used the airfield for several years until the army vacated the site in 1999] in particular provides a unique opportunity to show what can be achieved. By building a new community which not only has the services and infrastructure it needs, but which exemplifies the sort of community we would all want to live in - by shaping the place around what people want to make them feel they belong. It's not easy. It means working with the highest and most innovative standards of design. It means building public spaces which attract people of all ages and tastes. It means master planning with those who might live and work there, and those who will build and provide the services, create the character and the commitment - the voluntary sector, business partners, and local families. They are the most important partners you could have.

Community development and cohesion

Looking more widely, therefore, we need to think creatively about what new communities are all about. Partners to think about what it means for individuals to live in a new development and about how growth is affecting existing communities across Cambridgeshire.

What is needed is not just good design, but inclusive, prosperous and cohesive communities. Public spaces need to be anchors for their communities, providing a focal point for both local communities and community organisations, and, where possible, delivering community services.

Later on this morning, I will be visiting one such "community anchor" in Cambridge, the Arbury Community Centre, to launch my Department's Third Sector Strategy.

It is a chance to show what we can do, but also, to show what needs to be done - with low-carbon energy and transport solutions in place to ensure that it is an exemplar for the eco-towns we want to deliver elsewhere.

Eco-towns and sustainability

Sustainable communities are about much more than just the built environment, but the issue of environmental standards in new buildings is highly topical and a central issue to address in tackling climate change. This is one area where we have seen significant development of Government policy in recent months, from the Climate Change Bill, the Code for Sustainable Homes and a draft policy statement on Planning and Climate Change. Through these measures we have demonstrated our seriousness about this issue.

I know that in this context questions have arisen in relation to Northstowe's role, particularly from various statements that have been made about eco-towns, most recently by Gordon Brown. In his statement, Gordon talked about the importance of providing additional housing and his desire to see new eco-towns developed in the future. Northstowe was referred to as an early example in this context.

Gordon's statement reflects the profile of this issue within Government and the importance of Northstowe as an environmental exemplar development. I cannot stress enough how important it is to get this right: we need to ensure that the most effective public-private partnerships are in place to show what can be achieved through higher building standards and a visionary approach to creating communities fit for the future.

Cambridge East

Another major challenge where partnership working is needed and is evident is the relocation of Marshall Aerospace from Cambridge Airport, the single largest site in the sub-region. I am well aware of the issues involved here as I have visited the airport and seen for myself the scale of the challenge.

It is vital therefore that each of the partner organisations plays its part in meeting this challenge. I have taken a particular interest in Cambridge East and have sought to engage Defence Estates much more closely, including meeting with my Ministerial colleague, Derek Twigg. So we are working actively on this with partners and I am pleased with the positive progress that has been made to date between Government, Marshalls, the local authorities and Cambridgeshire Horizons.

I recognise of course that development of the scale we are talking about does not happen overnight; it will take many years to develop Northstowe, Cambridge East and the other major sites, and things will change during the course of many different phases of development. So it is important to provide a balance between a policy framework that is sufficiently flexible for the long-term and a clear vision that provides strategic direction for the places we want to see created.

Delivery structures

Putting in place the right structures for delivery - for getting this right - is vital. This is about making partnerships work as effectively as possible through optimal use of resources and capacity.

Last year's independent review of Cambridgeshire Horizons brought to the fore that the challenges for Horizons and its partners in the years ahead are immense. I have already noted the unprecedented scale of development involved in the growth agenda. This raises questions about whether it is appropriate or reasonable to rely on the traditional, local authority-based structures that exist to achieve the right outcomes in such challenging circumstances. We need to look at different and better ways of working.

Horizons and its partners recognised these concerns and responded to them, coming up with proposals for new delivery structures, which Government has now endorsed. I am grateful to Sir David and Horizons' partners for the positive way they engaged in the review and the constructive way they responded to it.

During the review a clear message from the partners was that Horizons would need increased resources to support any new delivery structures. We have heard and responded to those messages and I am pleased that we have been able to award a further increase in running costs to £3.7m pa to reflect the agreement by the three authorities to establish a joint statutory committee to take forward area action plans and other development plan documents and guidance affecting the City fringe growth sites. The next step will be for the authorities to put forward a detailed proposal and alongside this Government has agreed that Cambridgeshire is right for looking at the use of innovative ways of funding infrastructure at the major sites, including the use of strategic infrastructure funds, beginning at the southern fringe sites. The new structures that have been agreed will help support this delivery, and we will want to keep progress under review to ensure the new arrangements are working

Infrastructure and delivery planning

Continuing to focus on delivery, it is vital that local authorities, delivery vehicles and public agencies are proactive in setting out the infrastructure needs that arise from growth. This year's Budget included proposals for a more systematic approach to infrastructure planning and delivery, linked to statutory planning processes. Local authorities and Local Delivery Vehicles such as Cambridgeshire Horizons will have lead responsibility for co-ordinating and driving forward infrastructure delivery, working in partnership with the development industry and key infrastructure providers.

The work that Horizons has been leading on in terms of infrastructure planning is therefore highly relevant to our proposals for future delivery arrangements; and I look forward to hearing shortly about the on-going work on the Long Term Delivery Plan.

Conclusion

So in conclusion, successful delivery of Cambridgeshire's growth agenda is vital to all of the interests represented here today: to Government because of the importance and influence of Cambridge as a place, and as a flagship and exemplar for other growth locations; to business because of the need to provide the right environment in which the economy can continue to thrive; to local communities which can benefit from successful growth, through new opportunities for access to housing, jobs and leisure activities, and an improved quality of life; and to the local authorities, Cambridgeshire Horizons, the development industry, their partners and stakeholders which are charged with delivery on the ground.

But none of us can be in any doubt about the challenges that lie ahead. If we are to leave a positive legacy and create truly sustainable communities then this requires vision, leadership and genuine partnerships that will endure.

I am sure that together we can rise to those challenges.