Ebbsfleet Development Corporation Corporate Plan 2016 2021 201819

Ebbsfleet Development Corporation Corporate Plan 2016 -2021 (2018/19 update)

Chair’s Foreword The creation of Ebbsfleet Garden City is a fantastic opportunity to grow a new community and business location where London meets the Garden of England. Building on a series of brownfield sites in one of the best connected locations in England, through this Corporate Plan we have set our vision to deliver a vibrant new city of up to 15, 000 new homes. The Ebbsfleet Development Corporation (EDC) was established in April 2015 to deliver the Garden City, and our Corporate Plan was published a year later, covering the 2016 -21 Government Spending Review period. Two years in, this document is an update to the Plan, including the publication of new performance targets we have agreed with Government following recommendations from the independent Tailored Review of the Corporation conducted in late 2017. During the first two years of this Plan we have made considerable progress: we have approved over £ 100 m of infrastructure investment for vital new utilities and transport connections; outline planning approvals are in place for over 10, 000 homes, with detailed consents for more than 2, 000 homes; and we are nearing the completion of the 1, 000 th new home in the Garden City. We have been selected as one of the Government’s ‘Healthy New Towns’, and the first new primary school has opened. The Tailored Review highlighted some of these achievements, provided a positive, independent review of our progress and recommended that the EDC should remain in place for at least a further five years. However, despite the good start we have made, very significant challenges remain. This includes continuing to work with our partners to keep raising the bar on quality of development, and working with new and existing communities to ensure that everyone benefits from the opportunities that the Garden City offers. It also includes working to resolve the blockages that have so far prevented the start of development at Ebbsfleet Central, where we are developing solutions and working with partners across Government and the private sector to now make real progress. The challenges of the Central Area are the key contributor to our agreement with Government to extend the timeframe by two years by when we will achieve our initial 5, 100 housing completions target. From a standing start the EDC is now fully operational and equipped with the people, funding and partnerships to deliver on the Government’s vision. This refreshed Plan provides us with the route map towards 2021 and keeps us focussed on this goal. Michael Cassidy CBE Chairman, Ebbsfleet Development Corporation April 2018 2

EDC Corporate Plan Contents 2016 -21 Chair’s Foreword The Vision for Ebbsfleet Garden City Our Ambition to 2021 Our 4 Levers (our approach to delivery) Where we will work – our 4 Development Areas Our 6 Delivery Themes, our Objectives, and how we will know we have succeeded (our Key Performance Indicators) Ø Our 8 Core Values (how we shall work) Ø Ø Ø 3

The Vision for Ebbsfleet Garden City: Where London meets the Garden of England, on the banks of the River Thames, Ebbsfleet exploits strategic location to continue the tradition of great place-making in the UK; combining the best of urban and rural living and building on the ethos and pioneering spirit of Georgian, Victorian and Edwardian planned communities to deliver a new benchmark for 21 st century development including up to 15, 000 high quality new homes. Ebbsfleet Garden City will be recognised as a place to do business, capitalising on its role as a European high speed rail hub 17 minutes from Central London and two hours from Paris, and benefiting from its proximity to Bluewater and junctions with the M 25 motorway and the A 2. Some 30, 000 people will work in a green, modern environment around the international station, which is projected to become a magnet for economic growth and a destination of choice for investment and innovation. Building on the unique landscapes inherited from its industrial legacy where gorges, bridges, tunnels and clefts connect former chalk quarries, Ebbsfleet promotes its identity as a healthy and dynamic Garden City which is seen as a prime destination for recreation and leisure in Kent. Ebbsfleet Garden City is the first in a generation of new sustainable places which embraces its neighbouring communities and towns to create a new civic community connected by modern public transit, offering a diverse range of opportunities to live, work and play for people of all ages, backgrounds and incomes. The delivery of well-designed and well-served neighbourhoods, workplaces, schools and town centres ensures that our residents will enjoy a high quality of life, with easy access to everything they need for healthy and successful lives. 4

The Ambition for Ebbsfleet Development Corporation: Ebbsfleet Development Corporation will work collaboratively with stakeholders to help secure the delivery of the Garden City Vision through a locally-led approach which establishes a distinct character and sets a high benchmark for the quality of development achieved. Ebbsfleet Development Corporation will work to increase the pace of delivery, maximising the opportunity which the sites and location offer in order to achieve a development of national and international significance which creates a cohesive place that meets the needs of existing and future communities. 5

Ebbsfleet Development Corporation’s Ambition for 2021: q By 2021, we shall have invested our allocated resources to enable and unlock a wide range of development opportunities which shall secure Ebbsfleet Garden City as a recognised destination and a desirable location to live, work and visit; q Between 2016 -2021 we shall have secured the completion of at least 2800 high quality homes offering a variety of opportunities which reflect local need, and that appeal to individuals and families of all incomes, ages and backgrounds; q New homes will be balanced with a range of employment opportunities which shall start to establish Ebbsfleet as a thriving office-based business and innovation centre served by Ebbsfleet International Station; q We shall have established Ebbsfleet as an active and healthy city by opening up opportunities for recreation and leisure through the utilisation of the landscape and topography and by identifying opportunities to create a significant destination for Kent; q Through forward funding new infrastructure, we shall have laid the foundations for a successful and sustainable Garden City; q We shall have increased confidence in existing communities through environmental improvements, new community infrastructure and opening up connections across the Garden City to ensure it feels like ‘One Garden City for everyone’; q We shall have built up trust and confidence in Ebbsfleet Development Corporation as a partner that delivers. 6

Housing Trajectory April 2016 to March 2021: We will have enabled the completion at least 2800 homes 10000 8000 At least 5, 100 homes April 2016 - March 2023 6000 4000 At least 2, 800 homes April 2016 – March 2021 544 home completed April 2016 – March 2018 Cumulative number of new homes completed 2000 There were 398 new homes completed 0 prior to 2016/17 April 2016 2017/18 2018/19 2019/20 2020/21 2021/22 Note: this trajectory includes completions outside the EDC Planning Authority area where the EDC is investing/facilitating delivery, or where the EDC has influenced the development 2022/23 We will enable the delivery of: • Over 500 completions in 2018/19, over 700 completions in 2019/20, and 1, 000 completions in 2020/21 • At least 2, 800 new homes will be completed in total in the period April 2016 – March 2021 • At least 5, 100 new homes will be completed in total in the period April 2016 – March 2023 7

4 levers to support delivery: planning, investment, influence, direct development q We will use our influence, together with our planning and investment responsibilities to provide appropriate public sector support that leverages significant private sector investment. q We aim to increase both the pace, and quality of delivery. q We shall also use our capacity for more direct intervention to bring forward a greater variety of homes and job opportunities which the market may not deliver of its own. 8 8

We will work with house builders and developers to deliver growth in 4 key development areas 9

We shall deliver across 6 agreed Delivery Themes which have been identified to deliver Ebbsfleet as a Garden City: An enterprising economy Quality homes and neighbourhoods Connected people and places A cohesive community Healthy environments Sustainable city 10

Delivery Theme # 1 Quality Homes and Neighbourhoods Objectives: Key Performance Indicators: (See overleaf) q Promote the delivery of high performing, high quality, homes and buildings. q Ensure that the design of new neighbourhoods follow good urban design principles to deliver, attractive, safe and efficient layouts that contribute positively toward an appropriate character for Ebbsfleet. q Pursue the delivery of a wide range of homes and tenures for all life stages, that meet local aspirations including the affordable housing requirements as set out in the planning policies of Dartford and Gravesham Boroughs. 11

Delivery Theme # 1 Quality Homes and Neighbourhoods Key Performance Indicators: KPI 1: Housing Delivery At least 2, 800 new home completions will be facilitated by the EDC in the period Apr 2016 – Mar 2021 The scope of this is: • new homes completed within the EDC planning authority area (or partially within this area e. g. where EDC is partly responsible for a planning decision) • new homes in the wider Garden City facilitated/delivered by the EDC • affordable homes delivered in the wider Garden City through EDC commuted sums KPI 2: Quality of Homes and Neighbourhoods At least 75% of completed homes in the EDC planning authority area between 2016 – 2021 [or delivered outside of the EDC area through EDC investment during the period] will be within housing development phases that achieve a ‘green light’ assessment (by achieving at least 9 out of 12 ‘green lights’) through Building for Life 12 assessment KPI 3: Diversification of Housing At least 120 of the completed new homes in the period 2016 – 2021 will be specialist homes (homes with features included to support older, disabled or vulnerable people) At least 50 of the completed new homes in the period 2016 -21 will be self-build / custom build KPI 4: Affordable Homes EDC will, through the levers identified, aim to ensure that 30% of homes completed (KPI 1) in the period will be ‘affordable’ as defined in the National Planning Policy Framework 100% of completed homes in the period delivered following planning applications approved after 1 April 2018 will achieve this quality measure 12

Delivery Theme # 2 Enterprising Economy Objectives: q Facilitate the development of new, modern, workspace with the potential to support the establishment and growth of new and existing businesses providing a mix of sustainable jobs accessible to local people that puts Ebbsfleet on the map as a successful business location. q Maximising locational strength and connectivity to establish a dynamic, vibrant and entrepreneurial commercial centre to provide a regional office hub at Ebbsfleet International to support a targeted inward investment strategy. Key Performance Indicator: KPI 5: Commercial & Employment Floorspace At least 30, 000 m 2 of new commercial and employment floorspace will be facilitated in the EDC planning authority area in the period 2016 – 2021 (including retail, office, manufacturing, schools and civic facilities that provide employment opportunities). KPI 6: Private Sector Investment At least £ 650 m of private sector investment will be levered in to development of the Garden City during the period 2016 – 2021 This KPI will be calculated as Gross Development Value (assessed as the total average sales value of all units completed less developer margin of 20%), plus costs of constructing commercial floorspace (calculated using BCIS - Building Cost Information Service – construction cost £per sqm) 13

Delivery Theme # 3 Connected People and Places Objectives: q Create and improve safe, integrated and accessible transport systems, with walking, cycling and public transit designed to be the most attractive form of local transport. q Promote legible networks across the Garden City, from the River Thames southwards, and from Dartford to Gravesend in order to help people to connect with each other and with and between the new and existing communities. Key Performance Indicators: KPI 7: New Dedicated Footpaths and Cycle Ways Created At least 7. 5 km of new or upgraded dedicated footpaths and cycle ways will be created in the EDC planning authority area between 2016 and 2021 KPI 8: Public Transport Connections At least 90% of completed homes in the EDC planning authority area during the period 2016 - 2021 to be within 5 minutes walk of a current or future bus route or other public transport connection (100% will be within 10 minutes) 14

Delivery Theme # 4 Healthy Environments Objectives: q Build on Ebbsfleet’s designation as a ‘Healthy New town’ to promote healthier behaviours and to facilitate the delivery of innovative, effective and efficient health services across the Garden City. q Exploit the best of Ebbsfleet’s blue and green natural assets to open up landscape and public realm which will encourage active lifestyles and help to establish Ebbsfleet as a premier destination for recreation and leisure in Kent. Key Performance Indicator: KPI 9: Parks, Open Spaces and Recreation Areas At least 8 hectares of new or improved parks and open, publically accessible spaces and recreation areas will be opened in the EDC planning authority area between 2016 – 2021 q Celebrate Ebbsfleet’s cliffs, lakes, waterways, industrial heritage and archaeological assets to create a unique environment which enhances ecological and biodiversity value and creates a stimulating environment which supports positive mental health. 15

Delivery Theme # 5 A Civic Community Objectives: q Optimise local people’s quality of life through the provision of accessible social infrastructure; cultural, community, education, recreational, and local shopping facilities, within healthy, well-connected neighbourhoods which are open and accessible to everyone. q Protect, reflect and celebrate the rich heritage of Ebbsfleet’s communities through the design of the city’s public spaces, buildings and cultural life to enhance Ebbsfleet as a distinctive place to live where new and existing communities live in harmony and are encouraged to contribute to civic life. Key Performance Indicators: KPI 10: Investment in Social and Community Infrastructure At least £ 20 m of investment in social and community infrastructure will be levered in within the EDC planning authority area during the period 2016 – 2021 This KPI will be calculated as the cost of construction of social and community infrastructure (calculated using BCIS Building Cost Information Service – construction cost £per sqm) 16

Delivery Theme # 6 Sustainable City Objectives: q Identify innovative approaches and new and emerging technology to reduce carbon and to improve the efficiency of city systems. Key Performance Indicators: Sustainable City underpins the EDC’s other delivery themes and progress is therefore reflected by the whole suite of KPIs q Ensure homes and infrastructure are future-proofed to be responsive to everybody’s individual and collective needs now and into the future. q Develop a ‘Garden Grid’ to enhance the sustainability and resilience of Ebbsfleet by improving air quality and management of the urban water cycle. 17

EDC Corporate Management Objective: q The Corporation will manage its resources effectively and efficiently. Key Performance Indicator: KPI 11: Good Financial Management Ensure that funds invested are recovered in line with agreed business cases and that the Corporation’s annual capital and revenue expenditure remain within budget, with the final year end outturn capital position being within a 10% tolerance of the overall annual capital budget. 18

We shall deliver across 6 agreed Delivery Themes which have been identified to deliver Ebbsfleet as a Garden City: We shall demonstrate our Values in the way we work with our partners to deliver Legacy Leadership Integrated Engaging Innovation Learning We shall demonstrate our Values in the way we work internally Creating a great place to work Governance processes 19

Six of our Values relate to how we work with our partners and stakeholders : • Legacy: Ensuring that along with our partners we create a Garden City that stands the test of time and that people stay proud of, retaining public management and stewardship • Collaboration: Across the EDC we take a collaborative approach in all that we do, working both internally and externally with our partners. Internally we will work across boundaries and see ourselves as one team. Externally we shall promote the value of working holistically and co-ordinating across varying interest groups to achieve a better result for the Garden City • Learning: Ensure that as we develop the Garden City we learn from others and share this with our partners. As we proceed with our work we will seek to capture our own learning for future development, including outside of Ebbsfleet. We will ensure all of our staff have a good level of knowledge and understanding of our role and our work, including the work of teams across the EDC • Engagement: To involve, engage and communicate progress and activity in the Garden City to local/wider community and all stakeholders in our work, including the developer, planning, government and industry communities. To build, manage and protect our reputation locally, regionally and nationally • Leadership: Taking a leadership role across the Garden City to ensure that we bring key players together, tackle key issues, remove obstacles that block progress and giving development at Ebbsfleet a strong voice • Innovation: Ensuring that we seek innovative solutions in all that we do, pushing the boundaries to create a Garden City for the 21 st Century. To invite ideas from as wide an audience as possible. To ensure that sites are identified and used for innovation and the delivery of demonstrative quick wins. To lead by example in everything we do as EDC Two of our Values relate to how we work internally: • Creating a great place to work: Building an organisation that values its people, and where people want to work, develop and reach their maximum potential • Governance processes: Working to be as efficient as possible, and seeking opportunities to streamline bureaucracy wherever possible. Making best use of staff time, and skills 20