Stewardship policy in development plans
National policy requires local authorities planning for large scale development to set clear expectations for the quality of the development and how this can be maintained. Setting expectations for long-term stewardship in development plan policy is an important tool for councils to achieve this. In October-December 2022 the TCPA reviewed 32 authorities’ adopted and draft local plan documents and 47 Development plan documents (of the 32 authorities) for references to stewardship, as part of a briefing note on long-term stewardship policy in the development plan.
The tables below gather together and highlight the stewardship policy and references to implementing the garden city approach, stated in the reviewed plans.
Please click on the document names within the local authority drop downs to view the policy the tables
Something missing? This work has so far focused on members of the TCPA New Communities Group. If you are aware of other adopted or draft policy which refers to long-term stewardship (on its own or as part of reference to Garden City Principles) please contact Katy.lock@tcpa.org.uk We hope to update this resource periodically. These tables were last amended in February 2023.
Ashford Borough Council, Kent
Ashford Local Plan 2030 (adopted February 2019)
| Link: Ashford Local Plan 2030 adopted 2019 | |
| Policy | Supporting text |
Policy relating to whole Local Plan area: Policy IMP4 – Governance of Public Community Space and Facilities Proposals that will deliver substantial community space and facilities are required to be supported by a governance strategy which will need to be agreed with the Council. This strategy will need to set out what facilities are to be delivered and by when, and how they will be managed over time to an acceptable standard. Proposals which adopt a community stewardship model of governance will be supported. Should a private management company model be promoted, then it will need to be established and run in a way that is affordable, gives the residents a key governance role and is focused towards the management of the facilities to be delivered by the development. Where the Council takes on an adoption role, financial contributions will be secured from the developer towards the maintenance of facilities for at least a ten year period. | 11.20 The Council’s preferred position in recent times has been to not adopt new community space and facilities that come forward in response to development proposals. This remains the case. 11.21 Instead, the Council favours stewardship models as a means of ensuring ongoing management of community space and facilities. Such models take various forms, including community management companies, charitable trusts, Parish Council led models, community development trusts, community interest companies, and co-operative or community benefit societies. 11.22 The exact form of model will be dependent on local circumstances, the stewardship functions transferred, the extent and type of assets to be managed and the types of financial arrangements needed. Developers will be expected to endow new stewardship bodies with both assets and money where practical, the latter of which should be at a level at least equivalent to a ten year commuted payment period. 11.24 Where a proposal is not suitable to deliver the community-based model envisaged above on account of its lack of size or facilities being delivered and / or its proximity to other developments does not allow for a more holistic approach, then a private management company solution might be considered acceptable. 11.25 Where this is the case, proposals will need to demonstrate that the private management company proposed will: · be run in a way that ensures residents have and retain a key governance role, · maintain openness and transparency, · be focused on the local development and the maintenance of the environment in the longer term with surpluses reinvested for such purpose, · provide a quality service at a reasonable cost over the longer term, allow for residents to take control in the longer term should this be their ambition. 11.26 In certain circumstances, such as the adoption of community space and facilities that will form provision within a strategic hub (see policy COM2) or where the Council currently plays a governance role and wants to retain this role, then the Council could be the adopting body. In these circumstances, financial contributions will be required towards the management of community space and facilities, for not less than a ten year period. 11.27 Given the importance of the issue of governance, all schemes that will deliver substantial levels of community space and facilities will be required to produce a governance strategy that will set out the specifications and details of the facilities to be delivered and how these will be managed and maintained over time. For larger schemes, this will also need to set out how the early governance arrangements will work in practice given that community space and facilities might be delivered before a community is fully established. |
Chilmington Green Design Code (2016)
| Link: Chilmington Green Design Code (2016) | |
| Policy wording extract | Supporting Text |
| 5.2 ORCHARD VILLAGE The name Orchard Village was selected to refer to many orchards that were once a common feature of this area. Fruit trees including small orchards will be common features of the new streets and open spaces. There will also be extensive areas of allotments to reflect the Garden City principle of providing opportunities for residents to grow food locally. Open Space The new homes will overlook sports pitches and a new super play area as well as an indoor sports hall. The area below the overhead power lines will also be an important space for the neighbourhood – providing allotments to support the Garden City principle of providing space close to home for people to grow food. | A suitable body will need to be established to manage the assets of the Garden City/Suburb in the long term. This management body can take a variety of forms, and the most suitable approach should emerge through the design and delivery process. If the organisation that will manage the community in perpetuity is different from the organisation that has delivered the development, then at an appropriate time (no less than 25 years) the ownership of the Garden City/Suburb’s land and assets should be endowed to the management organisation to manage it in the long term, re-investing profits back into the Garden City/Suburb. It is essential that a plan for financing the maintenance and management of community assets is set out at an early stage and appropriate finance endowed to the long-term stewardship organisation. Garden City is a manifestation of sustainable and self-contained development, holistically planned by enhancing the natural environment and providing high-quality private and social housing and local jobs in a beautiful, healthy place with diverse communities. A Garden City is also strongly guided by the fair distribution of community assets. The Garden City principles are designed to provide a robust framework for the delivery of high quality places. |
Chilmington Green ‘Quality Charter’
| Link: | Chilmington Green ‘Quality Charter’ |
| Policy wording extract | Supporting Text |
| No mention in policy | 24. Well equipped and excellently maintained public and green spaces Quality public spaces that are well looked after are a central feature of our plans. The community management organisation will take responsibility for all open spaces and apply the service charge from residents and wider funding ‘endowed’ by the developers to make sure that excellent standards are set. 26. Space to grow food A principle of the early Garden Cities was the ability for residents to grow their own food either in gardens or on allotments. In a different age, the importance of providing similar opportunities remains important as people’s demand for ‘grow your own’ has increased dramatically in recent years. |
Chilmington Green AAP (2013)
| Link: Chilmington Green AAP (2013) | |
| Policy wording extract | Supporting Text |
| POLICY CG10 – DEVELOPING A COMMUNITY In order to help establish a strong community at Chilmington Green, the council supports a community led management arrangement. The preferred solution for community governance at Chilmington Green will need to be determined before outline planning permission is granted but there is scope for a community development trust arrangement to take on the responsibility for managing and maintaining a variety of uses, facilities and space to be delivered as part of the development. A detailed strategy, supported by a business case, will need to be prepared and agreed with the council which will need to establish the scope of the community governance arrangement, how it will evolve and develop over time, and the long-term financial sustainability of the model. In particular, this strategy will need to show how the arrangements proposed would successfully interact with and work alongside the existing parish councils. An appropriate level of developer contribution will need to be made in line with the approved business case to provide for the arrangement proposed and for community development (especially in the early years), including staff, premises and equipment costs. This support will need to be provided until a local community management body in a form agreed by the council (e.g. a Trust) has been set up and is operationally effective with a firm financial basis (including property and other endowments and a potential resident service charge regime). | 3.4 This idea [Garden City Principles] is explored further in work undertaken by the Town and Country Planning Association (TCPA), which published a report in May 2012, entitled “Creating garden cities and suburbs today – policies, practices, partnerships and model approaches”. The TCPA believes that the ideas of the Garden Suburb movement remain highly relevant in the 21st century, providing a crucial foundation for high quality inclusive places and the creation of new jobs and truly sustainable lifestyles. The council’s aim is to establish a new development at Chilmington Green based on these principles, and this is reflected in the policies within this AAP. The commitment to pursuing quality is at the heart of the council’s policy framework for Chilmington Green as expressed in the Cabinet’s ‘Framework for 2030’ and the adopted Core Strategy. [Significant details on community management in Chapter 8 – Developing a Community – p.68 onwards] |
Aylesbury Vale District Council & Buckinghamshire County Council, Buckinghamshire
Vale of Aylesbury Local Plan 2013-2033 (adopted September 2021)
| Link: Vale of Aylesbury Local Plan 2013-2033 | |
| Policy wording extract | Supporting Text |
| D1 Delivering Aylesbury Garden Town: i. Establishing opportunities for appropriate and sustainable governance and stewardship arrangement for community assets including green space, public realm, community and other relevant facilities. Such arrangements should be funded by developments and include community representation. I.1 Green infrastructure: Green infrastructure being provided must have a long term management and maintenance strategy to be agreed by the council with assets managed for at least 30 years after completion and during this time secure a mechanism to manage sites into perpetuity. The management and maintenance strategy shall set out details of the owner, the responsible body and how the strategy can be implemented by contractors. I.2 Sports and recreation: Sports and recreation facilities being provided must have a long-term management and maintenance strategy agreed by the Council and shall set out details of the owner, the responsible body and how the strategy can be implemented by contractors. | 11.14 Long term stewardship of the public realm is important to ensure that open space provided from development is maintained to high standards. The Open Space, Sports, Leisure and Cultural Facilities SPD will set out detailed guidance for the maintenance and adoption of open space, and will set out how maintenance is to be provided by a developer; at what time period land ownership should be transferred to the Council or other body; and how payments may be required towards future maintenance after the land transfer – including arrangements for Performance Bonds. In the case of open space not being provided on site, the SPD will also set out a calculation for the financial amount due as a developer contribution and the general approach to the use of such contributions. 11.23 Long term stewardship of sports and recreation facilities is important to ensure facilities provided from development are maintained to high standards. The Open Space, Sports, Leisure and Cultural Facilities SPD will set out detailed guidance for the maintenance and adoption of facilities. The SPD will cover how maintenance is to be provided by a developer; at what time period land ownership should be transferred to the Council or another body; and how payments may be required towards future maintenance after the land transfer. |
[DRAFT] Aylesbury Garden Town – South Aylesbury Masterplan (AGT1) [SPD is out for consultation – closing 22 Nov 22]
| Link: | Aylesbury Garden Town – South Aylesbury Masterplan |
| Policy wording extract | Supporting text |
| No mention in policy | AGT1 will follow development and design guidelines as set out in the Aylesbury Garden Town Masterplan document (AGTM). Within this are a set of key design principles (section 8.8) that reflect the Garden Town Vision and Town and County Planning Association (TCPA) guidance on garden community principles. ‘Next Steps’..6.3 Governance and Engagement Expectations The Garden Town Masterplan states “A key objective for AGT is the involvement of the local community in delivering long-term governance and stewardship structures for community facilities, as well as non-adopted parks and open spaces. Community engagement and ‘ownership’ is a key objective of the Garden Town concept.” Planning applications for the site should set out how public areas and community assets will be maintained in the long term, and, where appropriate, how the community can be involved in the governance of these assets. In particular, this is likely to consider the school, local centre and Aylesbury Gardenway where these are provided within the site. Early engagement with the local community will provide opportunities for all parties to share ideas and suggestions as to how the community assets can be delivered and secured for future generations to ensure a long-lasting legacy. |
[DRAFT] Aylesbury Vale Area Design Supplementary Planning Document is out for consultation – closing 22 Nov 22
| Link: Aylesbury Vale Area Design Supplementary Planning Document is out for consultation – closing 22 Nov 22 | |
| Policy wording extract | Supporting text |
Figure 3.18: Garden City Principles – Town and Country Planning Association (TCPA) [in policy format box but not listed as policy] Principle DES33: Enhance the environment and sense of place through open spaces: … The long-term management and maintenance of open space and public realm should be accounted for, with consideration given to the selection of materials, furniture and fixings, allowing for longevity and ongoing maintenance costs | 3.6 Aylesbury Garden Town…3.6.4 This 21st century programme has been informed by work undertaken by the Town and Country Planning Association (TCPA) over the past decade. 3.6.5 This is articulated in their “Garden City Principles” which set a framework that new communities should accord to. |
Bath & North East Somerset Council, Somerset
North Keynsham – Strategic Planning Framework (June 2017)
| Link: | North Keynsham – Strategic Planning Framework – June 2017 |
| Policy wording extract | Supporting text |
| No mention in policy | LONG TERM MANAGEMENT AND MAINTENANCE To maintain a high quality of community facilities and green infrastructure across the strategic allocation it will be important to set in place robust and consistent management arrangements. B&NES should seek to prepare and agree a neighbourhood management plan jointly with the applicants prior to the commencement of development. The plan should cover all open spaces and public buildings and cite all management objectives with the aim of establishing medium and long term objectives and arrangements. This plan will also need to consider a robust governance structure which could take the form of a management trust/company and could also include a role for Keynsham Town Council. In terms of funding, it is likely that the plan will look to generate revenue from an annual service charge from residents and business occupiers together with the potential for revenue from hire of building and facilities. Revenue will be subsidised by the developer in the early stages and additional revenue sources (grant funding, sponsorship and commercial opportunities) should also be explored. |
Bedford Borough Council, Bedfordshire
[DRAFT] Local Plan 2040
| Link: Local Plan 2040 – not yet adopted | |
| Policy wording extract | Supporting Text |
| Policy HOU12 South of Bedford area: The Council will prepare a strategic place making framework to guide development across the policy area which will be adopted as Supplementary Planning Document. This will focus on matters including…Approaches to governance and stewardship of community assets. Policy HOU14 Kempston Hardwick New Settlement: The new settlement will provide all the key services and facilities to address its own needs, including health, education, retail, culture and community components, and will foster a strong local community based approach to the ownership and long-term stewardship of assets… a strategic masterplan and design code is to be prepared by the Council in conjunction with the landowners, stakeholders and local community and adopted as a Supplementary Planning Document…and will include: …A strategy for sustainable long-term governance and arrangements for the stewardship of community assets. PLACEMAKING: xvi. The establishment at an early stage in the development of the new settlement of appropriate and sustainable long-term governance and stewardship arrangements for community assets including green space, public realm areas and community and other relevant facilities. Such arrangements are to be funded by the development and include community representation to ensure residents have a stake in the long-term development, stewardship and management of their community; Policy HOU19 Little Barford New Settlement: It will provide all the key services and facilities to address its own needs, including health, education, retail, culture and community components, and will foster a strong local community-based approach to the ownership and long-term stewardship of assets…a strategy for sustainable long-term governance and arrangements for the stewardship of community assets; PLACEMAKING xvi. The establishment at an early stage in the development of the new settlement of appropriate and sustainable long-term governance and stewardship arrangements for community assets including green space, public realm areas and community and other relevant facilities. Such arrangements are to be funded by the development and include community representation to ensure residents have a stake in the long-term development, stewardship and management of their community; | No mention in supporting text |
Blaby District Council, Leicestershire
Blaby Local Plan currently under review.
Whetstone Pastures Garden Village, Vision Document (August 2021)
| Link: | Whetstone Pastures Garden Village, Vision Document August 2021 |
| Policy wording extract | Supporting text |
| No mention in policy | 3.6 Aylesbury Garden Town… …3.6.4 This 21st century programme has been informed by work undertaken by the Town and Country Planning Association (TCPA) over the past decade. 3.6.5 This is articulated in their “Garden City Principles” which set a framework that new communities should accord to. Long-Term Stewardship 1. Governance An appropriate stewardship body (consisting of members of the community, key stakeholders and professional advisors such as a Community Development Worker) will be established to set up, manage and deliver the long-term stewardship strategy for the Garden Village. 2. Asset Management The advantages long term stewardship can bring to the support of a safe, healthy and confident community is recognised. All opportunities for asset management by the stewardship body will be assessed to ensure the most effective and sustainable options are chosen which offers the best chance of success. These assets could include but are not limited to public open space, community buildings, leisure facilities, allotments, etc. 3. Good Estate Management Long term building and development controls which pay regard to the integrity and appearance of community land, buildings and amenities will be established and enforced. It is envisaged that estate management will also encompass the management of community activities such as a farmers’ market, community theatre, sports and leisure clubs etc. 4. Community Empowerment Long term stewardship will create a community where individuals and the community as a whole are empowered and motivated to take ownership of their community and take part in decision making. 5. Long Term funding Funding opportunities will be identified to fund and manage community assets, community buildings and community land in perpetuity. The aim being to ensure that sufficient assets are vested, and sources of funding secured to allow money to be generated by the facilities run by the stewardship body to be reinvested back into the community. 6. Communication Dialogue with residents will be central to the long-term stewardship of the Garden Village. Residents will know what is happening in their community and they will know how to get involved in decision making and how to engage with the stewardship body. This is likely to be by means of a dedicated website, regular newsletters and a Community Development Officer, etc |
Bournville Village Trust, Shropshire
Birmingham Plan 2031
| Birmingham Plan 2031 | |
| Policy | Supporting text |
| Policy TP27 Sustainable neighbourhoods Effective long-term management of buildings, public spaces, waste facilities and other infrastructure, with opportunities for community stewardship where appropriate. Policy TP6 Management of flood risk and water resources All SuDS schemes should be designed in accordance with the relevant national standards and there must be long-term operation maintenance arrangements in place for the lifetime of the development. | Homes and neighbourhoods 3.22 High standards of design in new residential areas will be expected with a strong sense of place, environmental sustainability and climate proofing, attractive, safe and multi-functional public spaces and effective long-term management ensured. |
Bournville Estate Design Guide
| Link: | Bournville Estate Design Guide |
| Policy | Supporting text |
| No mention in policy | Bournville inspired the Garden City Movement of the early 20th century, aiming to give people a better quality of life through clean air, green open space and individual house design. |
Telford & Wrekin Local Plan 2011 – 2031
| Telford & Wrekin Local Plan 2011 – 2031 | |
| Policy | Supporting text |
| Policy NE 5 Management and maintenance of public open space The Council will require development proposals to provide sufficient management and/or financial provision for the future management and maintenance of new and existing public open space which forms part of, or is created by, a development. | 2.2.3 The vision involves the responsible and sustainable stewardship of natural and manmade resources including green spaces, historical and cultural heritage assets as well as delivering new development that is distinctive in its design and quality. 6.1.12 A detailed, agreed and fully costed management plan, covering a period of at least 20 years, drawn up relating to existing and proposed biodiversity interests on the development site. Management plans must be accompanied by a long-term commitment to the agreed management or legal agreement and commuted sum if areas are to be passed to the Council, to ensure the viability of long-term future management. 6.3.3.1 It is critical that ongoing management and maintenance of public open space, sports, play and leisure and recreation facilities is considered at the outset of the planning and design of a development and informs the type, amount and layout of provision proposed. |
Brentwood Borough Council, Essex
[DRAFT] Dunton Hills Garden Village Supplementary Planning Document – March 2021
| Link: Dunton Hills Garden Village Supplementary Planning Document – March 2021 | |
| Policy wording extract | Supporting text |
| Multiple references to stewardship, key headings: 7.1 DELIVERY, PHASING AND STEWARDSHIP, 7.3.2 The Stewardship Model at Dunton Hills Local Plan Policy R01 (III) 1. Long-term stewardship of open space, public realm (other than highways and schools) and community buildings will be the responsibility of one community led organisation, which will need to be set up within Phase 1 of the development. 2. Stewardship governance must include arrangements for the management, maintenance and renewal of community assets; and guidance on the body shaping the community-led management, funding and responsibilities. 3. A range of income sources will need to be identified, including income generating assets, endowment and service charges. The new organisation will be inherent to the approach to land value capture for Dunton Hills. 4. The stewardship body will be community-led rather than a privately-run management company. The members of the organisation also allow future residents and businesses to shape the objectives and governance of the organisation, and to influence the design of new community facilities and spaces. The body should be comprised of elected members of the community, representatives of the Council and representatives of the Lead Developer working cooperatively to ensure that Dunton Hills is maintained over the long term and that it develops to reflect the needs of the community. 5. When setting out the objectives of the stewardship body, high quality management and maintenance over the long-term of Dunton Hills will be of fundamental importance. | The site was identified by the Government in 2017 as one of several new Garden Villages across England. Garden Village status recognises the potential of the new settlement to embed garden city principles in a locally led vision for the site and the opportunity to develop a distinct new place that is high quality, attractive and well designed. The Garden City Principles include mixed-tenure homes and housing types that are genuinely affordable, and beautifully and imaginatively designed homes. |
Carlisle City Council, Cumbria
Carlisle District Local Plan 2015-2030 (adopted November 2016)
| Link: Carlisle District Local Plan 2015-2030 | |
| Policy wording extract | Supporting text |
| Policy GI 4 – Open Space The developer will be required to ensure that appropriate measures are put in place for the future management and maintenance of such spaces. Policy SP 8 – Green and Blue Infrastructure The Council will, through planning decisions and in fulfilling its wider functions, work with partners to develop a holistic approach to the protection and stewardship of the District’s green and blue infrastructure through a comprehensive and connected policy approach. Existing assets will be protected and, where possible, enhanced in order to establish a multifunctional, integrated and accessible green and blue infrastructure network which maximises wider public and ecological benefits. Conditions, legal agreements and developer contributions will be sought to secure new or enhanced green and blue infrastructure provision on, or associated with, new development. Developers will be expected to provide some aspects of green and blue infrastructure within developments, ensuring that, where possible, they integrate with wider blue and green infrastructure networks. | Note that supporting text to Policy SP 3 – Broad Location for Growth: Carlisle South makes reference to the NPPF’s reference to Garden City principles. |
St Cuthbert’s Strategic Design SPD (adopted April 2021)
| Link: St Cuthbert’s Strategic Design SPD | |
| Policy wording extract | Supporting text |
| Strategic Requirement 2 – Diverse, Accessible and High-quality Open Space The provision of high-quality and accessible open space is fundamental to the successful delivery of the Garden Village. New communities must contain high-quality, diverse open space in line with Policy SP8 and development proposals must meet the quantity, quality and accessibility standards as set out in Policy GI 4 in the CDLP…In addition, development must take into consideration the long-term maintenance and management of green and blue assets to ensure the viability and long-term survival of open spaces. Responsibilities and financial mechanisms needed to deliver and maintain green and blue infrastructure will be determined through the planning process. | Maintenance and Stewardship The Council will encourage and support proposals that adopt a coordinated, partnership approach to management and maintenance. Planning applications must demonstrate a sustainable, practical maintenance regime that ensures survival of all open spaces and their intended quality and use over the life of the development. Developers will need to demonstrate a strategy for stewardship, delivery and management. The quality of all assets that require ongoing and long-term stewardship and are proposed to be managed on completion by a trust or other community body, must be of the highest standards, and the specific requirements will be set out in a Section 106 agreement. Alternatively, where a trust or other community body agree, the asset can be handed over before completion, provided that specific measures are in place, including financial measures, to enable the completion and operation of the community asset to the highest standards. 7.7 Principles for a Low Carbon, Healthy Community 9. Exemplary delivery and stewardship: e.g. consider a low carbon champion to oversee the viable climate change/low carbon aspirations for St Cuthbert’s Garden Village and ensure they are being delivered. |
Cherwell District Council, Oxfordshire
The Cherwell Local Plan 2011 – 2030 (adopted July 2015)
| Link: The Cherwell Local Plan 2011-2031 | |
| Policy wording extract | Supporting Text |
| Policy BSC 11: Local Standards of Provision – Outdoor Recreation Development proposals will be required to contribute to the provision of open space, sport and recreation, together with secure arrangements for its management and maintenance. Policy ESD 17: Green Infrastructure All strategic development sites (Section C: ‘Policies for Cherwell’s Places’) will be required to incorporate green infrastructure provision and proposals should include details for future management and maintenance. Policy Bicester 1: North West Bicester Eco-Town Infrastructure Needs The submission of proposals to support the setting up and operation of a financially viable Local Management Organisation by the new community to allow locally based long term ownership and management of facilities in perpetuity. Key site specific design and place shaping principles Sensitive management of open space provision to secure recreation and health benefits alongside biodiversity gains. | Proposals should include details of management and maintenance of green infrastructure to ensure areas are secured in perpetuity. |
North West Bicester Supplementary Planning Document (adopted February 2016)
| Link: | North West Bicester Supplementary Planning Document |
| Policy wording extract | Supporting text |
| No mention in policy | In April 2014, the “Locally-led Garden City Prospectus” (Department of Communities and Local Government) led to Bicester being awarded Garden Town status. On 5th March 2015, the Minister for Housing and Planning announced in a ministerial written statement that the Eco-towns PPS was cancelled for all areas except Northwest Bicester. As it is expected that the PPS Supplement will in time be cancelled in its entirety, the Ecotown standards have now been brought into this SPD (Appendix II). |
Chelmsford City Council, Essex
Chelmsford Local Plan (adopted May 2020)
| Link: Chelmsford Local Plan | |
| Policy wording extract | Supporting text |
| STRATEGIC GROWTH SITE POLICY 6 – NORTH EAST CHELMSFORD …Development proposals will accord with a masterplan approved by the Council to provide: …Site infrastructure requirements: Financial contributions to the delivery of the Chelmsford North East Bypass (CNEB) beyond the site boundary, rail station and community space and facilities. Provide and/or financial contributions to healthcare provision as required by the NHS/CCG. Provision of and financial contribution to facilitate and sustain car club facilities for residents and businesses with the site and for the use of the wider community. Provide, or make financial contributions to, new or enhanced sport, leisure and recreation facilities. Provide a new Country Park with delivery mechanism to provide for its long-term management and maintenance. The masterplan will need to be underpinned by Garden City Principles. | 7.199 The development will provide a high-quality comprehensive garden community development underpinned by a series of interrelated principles which are based on the Town and Country Planning Association (TCPA) Garden City Principles. These include community and stakeholder involvement in the design and delivery of the garden community, promoting the highest quality of design, providing 138 Chelmsford Local Plan Adopted 27 May 2020 opportunities for employment, encouraging healthy and active lifestyles, meeting the housing needs of all local people, providing integrated and sustainable transport systems, and putting in place long-term governance and stewardship arrangements for the new community infrastructure and assets. |
Making Places SPD (adopted January 2021)
| Link: Planning Obligations SPD | |
| Policy wording extract | Supporting Text |
| [No direct ref to stewardship – some general refs to management of open space and historic environment., Hints that other SPDs have content on stewardship] | References the TCPA and links to garden city principles |
Planning Obligations SPD (adopted January 2011)
| Link: | Planning Obligations SPD |
| Policy wording extract | Supporting Text |
| No mention in policy | Maintenance Payments: 8.26 Maintenance contributions will be required for all open space provided on-site when responsibility for the long-term maintenance resides with Chelmsford City Council or a Parish or Town Council. This will be calculated according to the landscape layout and quantified elements to be provided by the developer and will be required for 25 years after completion. 8.27 The Council’s preference is for all open spaces to be transferred to and adopted by the Council with a commuted maintenance sum. If a developer chooses to retain open space, it should be maintained by a recognised not-for-profit management trust. Where appropriate, and following negotiation between the relevant parties, open space can also be transferred to a Parish or Town Council 8.31 Should a developer wish to self-manage open space, the Council would require public access agreements and an agreed maintenance specification and inspection regime, secured through a legal agreement. |
Dacorum Borough Council and St Albans City and District Council, Hertfordshire
[DRAFT] Dacorum Local Plan (2020 – 2038) Emerging Strategy for Growth
| Link: Dacorum Local Plan (2020 – 2038) Emerging Strategy for Growth | |
| Policy wording extract | Supporting text |
| Policy DM65 – Community Stewardship and Management 1. Development proposals on Growth Area sites will be expected to set out a long-term strategy for the management and maintenance of new open space and community facilities to ensure quality and access is safeguarded for the future. Development on Growth Area sites should allow for community and Council involvement and this should also be encouraged on smaller sites. Details of the strategy should accompany planning applications and should include stewardship objectives and funding arrangements. 2. Where the Council is involved in the stewardship or maintenance of a development a commuted sum will be required. 3. The details of the strategy, including transfer arrangements, where applicable, will be secured through a s106 Planning Obligation. Where community assets are proposed for transfer to the Council, the agreement will require that the applicant / developer submit a management plan and maintenance schedule for assessment against applicable rates. Policy DM62 – Sport and Leisure 4. Where provision, such as new sports pitches, is made on-site as part of a development, applicants should detail long term maintenance arrangements in accordance with Policy DM65 – Community Stewardship and Management. Policy DM64 – Community Facilities 5. Developers will be expected to provide either on-site provision, or where appropriate, a financial contribution towards either off-site provision, or the enhancement of existing off-site facilities. Where provision is made on-site as part of a development, applicants should detail how it will be maintained in the long term in accordance with Policy DM65 – Community Stewardship and Management | Community Stewardship and Management 22.58 We support the involvement of residents and businesses in the long-term management and stewardship of community assets, such as open space and community facilities. An active role for residents in managing these assets will help deliver the social objectives of sustainable development, as set out by the NPPF (paragraph 8) by building community capacity, cohesion and identity. It will also help to secure the long-term management and maintenance of, and safeguard access to, new facilities, to ensure our neighbourhoods remain great and vibrant places to live. 22.59 In particular this will be a requirement within Growth Areas, elsewhere Active Local Stewardship that promotes the community ownership of land and long-term stewardship of assets, alongside a role for the Council, will be encouraged. |
Hemel Garden Communities – A Spatial Vision 2020 – 2021
| Link: | Hemel Garden Communities – A Spatial Vision 2020 – 2021 |
| Policy wording extract | Supporting text |
| No mention in policy | 4.8 Enable long-term stewardship of spaces, places and assets by community associations and local societies, and a wider network of interested individuals and groups. Support for this approach can take the form of innovative funding models, community capacity building, effective dialogue and creation of stewardship bodies. |
Dacorum Strategic Design Guide Part 2: Design Principles Supplementary Planning Document (February 2021)
| Link: Dacorum Strategic Design Guide Part 2: Design Principles Supplementary Planning Document | |
| Policy wording extract | Supporting text |
| Designs should demonstrate: 10.2.1 A strategy and action plan for the management of community assets in perpetuity. 10.2.2 Mechanisms to allow community involvement in decisions affecting the maintenance and management of community assets. | The long-term sustainability of a place requires proactive stewardship by, and on behalf of, the community. Good places are designed and constructed with an eye to ease of management and maintenance, with quality and robust detailing and materials that minimise the potential for damage and replacement. A good place has a clear approach to phasing that supports placemaking from the very start. |
Dorset Council, Dorset
[DRAFT] Dorset Council Local Plan – Consultation January 2021
| Link: Dorset Council Local Plan – Consultation January 2021 | |
| Policy wording extract | Supporting text |
| ENV1: Green infrastructure: strategic approach V. Development proposals must make adequate provision for the long-term management and maintenance of the green infrastructure network. COM1: Making sure new development makes suitable provision for community Infrastructure Where new development will generate a need for new or improved community infrastructure, and this need is not met through the Community Infrastructure Levy, suitable provision should be made on-site in larger developments or, if not practicable to do so, by means of a financial contribution. The provision should be appropriate to the scale and needs of the development having regard to: existing facilities in the area, including the quantity and quality of provision; the economic viability and the need for the development; the ongoing maintenance requirements. | 3.3.2. Careful stewardship of our environmental assets will ensure that development is complementary to Dorset’s unique natural environment and does not erode the qualities that make Dorset attractive in the first place. This is particularly important in the context of the emerging Environment Bill which integrates the principle of biodiversity net gain alongside local nature recovery strategies and nature recovery networks into all aspects of development |
Purbeck District – Design Guide (adopted January 2014)
| Link: | Purbeck District – Design Guide |
| Policy wording extract | Supporting text |
| No mention in policy | 98. You should select planting, paving and street furniture with context and support for biodiversity in mind, and plan and provide for long term management and maintenance. 99. A landscape strategy and framework describes the type and function of planting proposed for different areas across the site, giving examples of species, and are useful tools which can be used to show how you plan to integrate your development into the existing urban environment, or to reduce or offset its impact in the countryside. You should clearly set out arrangements for the long-term management and maintenance of soft landscaping schemes. |
Swanage Green Infrastructure Strategy (2018)
| Link: | Swanage Green Infrastructure Strategy 2018 |
| Policy wording extract | Supporting text |
| No mention in policy | Maintenance of the new GI features will be essential to maintain provision of functions such as alleviation of surface water flooding, and their appearance. The options for maintenance need to be considered at the outset, as this is likely to influence prioritisation of the projects.There should be a maintenance plan in place prior to delivery, including which partners will be responsible for maintaining the features. |
West Dorset District Council Planning Obligations Guidelines SPD (adopted February 2010)
| Link: | West Dorset District Council Planning Obligations Guidelines SPD |
| Policy wording extracts | Supporting text |
| No mention in policy | Providing for future maintenance 2.5.5 Where facilities such as open space are provided and will be predominantly for the benefit of users of that development, the developer will be expected to make provision for their future maintenance in perpetuity. The developer and council will need to agree on the most appropriate body, such as a local council, management company or community trust, to take responsibility for ongoing maintenance of that particular facility. |
East Hampshire District Council, Hampshire
East Hampshire District Local Plan: Joint Core Strategy (adopted May 2014)
| Link: East Hampshire District Local Plan: Joint Core Strategy | |
| Policy wording extract | Supporting text |
| CP18 PROVISION OF OPEN SPACE, SPORT AND RECREATION AND BUILT FACILITIES: b) all new residential development will be required to make provision for public open space that is designed to a high standard and is ‘fit for purpose’, either through on-site provision or by financial contribution to enhance or create off-site provision and management of open space. | No mention in supporting text |
East Herts District Council, Hertfordshire
East Herts District Plan (adopted October 2018)
| Link: East Herts District Plan | |
| Policy wording extract | Supporting text |
| Policy GA1 The Gilston Area IV. (h) the provision of significant managed open space and parklands, and a limited number of buildings associated with that use, on the northern section of the site as identified in Figure 11.2, the ownership of which will be transferred to a community trust or other mechanism that ensures long term stewardship and governance for the benefit of the community; VII. The delivery of the Gilston Area will include a mechanism for: securing the long-term stewardship, protection and maintenance of the parkland, open spaces, play areas and community assets; managing the construction process to address potential impacts on existing and future communities; encouraging a successful and active community, including an innovative approach to create the conditions for local resident participation in the design and stewardship of their new communities. Policy BISH3 Bishop’s Stortford North (f) a new Country Park shall be provided to include the Green Belt land north and south of Dane O’ Coy’s Road, including Hoggate’s Wood and Ash Grove, including long-term arrangements for management and maintenance. Other open spaces and play areas should also be provided throughout the site Policy DES4 Design of Development III. Development proposals which create new or have a significant impact on the public realm should: (d) Ensure that long-term maintenance and management arrangements are in place for the public realm as appropriate. | 11.3.7 Open Space: The site allocation covers a large geographical area. However, only the south and south eastern sections of the site will be developed. In addition to development, this part of the site will deliver new green spaces including sports pitches, parks and recreation areas. Within the north and north western sections of the site, a substantial amount of public open space as part of wider managed parklands including continuing farming will be provided. This area will therefore remain undeveloped, with the exception of a small number of buildings associated with its recreational use. A community land trust, or other governance mechanism as appropriate, will be established in order to deliver local ownership and management of these assets. This should take place early in the overall development programme. In addition, the environment of the Stort Valley will be enhanced through the provision of new green infrastructure links, and woodland areas to the north of the site will be enhanced by planting and management schemes. |
East Herts Gilston Area Charter SPD (adopted July 2020)
| Link: East Herts Gilston Area Charter SPD – July 2020 | |
| Policy wording extract | Supporting text |
| 2.V.h. the provision of significant managed open space and parklands, and a limited number of buildings associated with that use, on the northern section of the site as identified in Figure 11.2, the ownership of which will be transferred to a community trust or other mechanism that ensures long term stewardship and governance for the benefit of the community VII. The delivery of the Gilston Area will include a mechanism for: securing the long-term stewardship, protection and maintenance of the parkland, open spaces, play areas and community assets; managing the construction process to address potential impacts on existing and future communities; encouraging a successful and active community, including an innovative approach to create the conditions for local resident participation in the design and stewardship of their new communities. | No mention in supporting text |
Ebbsfleet Development Corporation, Kent
Ebbsfleet Implementation Framework (2018)
| Link: Ebbsfleet Implementation Framework | |
| Policy wording extracts | Supporting text |
| 6.11 Development within the EDC area should be led by comprehensive master-planning, addressing its particularly characteristics and constraints. It is expected to be guided by Garden City Principles, and through bespoke master-planning and design policies. | The benchmarking of Ebbsfleet to the Garden City heritage reflects a resurgence of interest in large scale and comprehensively planned communities. EDC considers its task to be the interpretation of that Garden City heritage to meet the circumstances of today. That heritage has varied architectural expression but significantly, includes the making of long term arrangements for the stewardship of public spaces and facilities into the future. Aim to develop a long-term stewardship approach for all sites and for the city as a whole in advance of development taking place; and − ensure public realm is provided in accordance with long term maintenance and stewardship, and where facilities are provided, ensure that they have long-term viability plan in place. A city-wide stewardship strategy will be developed by Ebbsfleet Development Corporation to plan for the sustainable management and stewardship of parks and open spaces from inception. Working to establish an appropriate legacy for Ebbsfleet along Garden City principles and to identify an appropriate Exit Strategy EDC will: − Aim to develop a long-term stewardship approach for all sites and for the city as a whole in advance of development taking place; and − Ensure public realm is provided in accordance with long term maintenance and stewardship, and where facilities are provided, ensure that they have long-term viability plan in place. |
Essex County Council, Essex
Tendring Colchester Borders Garden Community – Concept Framework
| Link: | Tendring Colchester Borders Garden Community – Concept Framework |
| Policy wording extract | Supporting text |
| No mention in policy | The Vision for TCBGC is that the growing community should have a real stake in its future ownership and management – genuine local stewardship. This will be particularly important for community assets – public open space, play areas, community meeting facilities – and their future upkeep will be supported by the creation of a “community trust” of some kind, endowed with property with rental income to cover the costs of on-going stewardship. The new Garden Community should have mechanisms to place ownership and management in the hands of local people; the Milton Keynes Parks Trust, the Letchworth Heritage Foundation and local Community Foundations and Community Trusts are good models for future stewardship without placing an additional burden on local tax payers. |
North Essex Garden Communities Charter (adopted June 2016)
| Link: | North Essex Garden Communities Charter (adopted June 2016) |
| Policy wording extract | Supporting text |
| No mention in policy | Principles 8 – Active Local Stewardship The garden communities will be developed and managed in perpetuity with the direct involvement of their residents and businesses; residents will be directly engaged in the long- term management and stewardship, fostering a shared sense of ownership and identity. |
North Essex Authorities’ Shared Strategic Section 1 Plan (adopted January 2021)
| Link: North Essex Authorities’ Shared Strategic Section 1 Plan (adopted January 2021) | |
| Policy wording extract | Supporting text |
| Policy SP 8 xiv. Establishment at an early stage in the development of the garden community, of appropriate and sustainable long-term governance and stewardship arrangements for community assets including green space, public realm areas and community and other relevant facilities; such arrangements to be funded by the development and include community representation to ensure residents have a stake in the long-term development, stewardship and management of their community. | Suitable models for the long-term stewardship of community assets will be established and funded to provide long term management and governance of assets. All Garden City principles as specified in the North Essex Garden Communities Charter will be positively embraced including where appropriate, new approaches to delivery and partnership working for the benefit of the new community |
Essex Design Guide
| Link: | Essex Design Guide |
| Policy wording extract | Supporting text |
| No mention in policy | Principle 9. The stewardship and maintenance of an asset simply means to ensure that it is properly looked after in perpetuity. Stewardship for the management and maintenance of GI is vital to ensure the functions and benefits of individual GI features are delivered and sustained for the long term. This includes sustaining their funding, monitoring and evaluation. People are more likely to use green spaces if they are well maintained. If sites are easier to access, more visible and better used, they will contribute to local people’s sense of civic pride, encourage ongoing involvement (i.e., volunteering and formation of ‘Friends Of’ groups). 9. Supporting Communities Consider the development of a community development strategy and the inclusion of community development workers that can support new communities and ensure communities mix. A variety of stewardship and governance models/frameworks exists that can be used including those by the TCPA. |
Fareham Borough Council / Welborne Garden Village, Hampshire
Fareham Borough Local Plan Part 3 – The Welborne Plan (adopted June 2015)
| Link: Fareham Borough Local Plan Part 3 – The Welborne Plan | |
| Policy wording extracts | Supporting text |
| WEL35 – Governance and Maintenance of Green Infrastructure: The green infrastructure network plan submitted to the Council with initial planning applications will: i. Be accompanied by an implementation, phasing and management plan which clearly sets out how and when the network will be completed and how it will be maintained in perpetuity; and ii. Identify who will ultimately adopt and have responsibility for managing and maintaining the different components of green infrastructure within and adjoining the site. | Garden Community: Welborne seeks to take as a starting point the original guiding principles of the Garden City movement and update them to make them relevant to the 21st century. The long established garden city principles which will help guide the development of Welborne include the long term stewardship of community assets, high quality imaginative design including homes with gardens, mixed tenure homes which are affordable for ordinary people, a strong local jobs offer with a variety of employment opportunities, easy access to generous green spaces linked to the wider countryside, local cultural, recreational and shopping facilities, integrated and accessible transport systems and local food sourcing, including allotments. |
Welbourne Design Guidance (adopted January 2016)
| Link: | Welbourne Design Guidance – January 2016 |
| Policy wording extract | Supporting text |
| No mention in policy | 1.12 The adopted Welborne Plan has sought to create a new ‘garden community’ and apply a 21st century interpretation of the long established ‘garden city principles’. There are a number of guiding principles within the Plan that will need to be applied consistently across the development. A number of key principles required to create a garden community are set out below: Ensuring long-term stewardship of community assets 2.6 The Vision for Welborne seeks a high quality, sustainable garden community with a unique overarching character. The expectation is that Welborne will apply a 21st Century interpretation to the long established ‘garden city principles’. |
Greater Cambridge Planning, Cambridgeshire
Greater Cambridge Local Plan in consultation
The Waterbeach New Town Supplementary Planning Document (adopted February 2019)
| Link: | The Waterbeach New Town Supplementary Planning Document |
| Policy extract wording | Supporting text |
| No mention in policy | For the site to work as a whole there needs to be a compatible approach to site legibility, putting the main access routes in place, a consistency of design standards and a consistent approach to longer term management and maintenance of shared community infrastructure. 13. The new town will: a. Ensure the delivery of improvement to any existing infrastructure which will be relied upon by the new town as well as the provision, management and maintenance of new infrastructure, services and facilities to meet the needs of the town. Through the early implementation of appropriate management and local governance structures, residents will be able to be involved in the management of their own community from the outset; the active participation on decision making and sense of ownership that will arise from this will also positively contribute to the overall well-being of the population. The planning and design of community facilities should be undertaken in partnership with the Council, local community and other key stakeholders. Consideration should be given to the future management of local facilities, including the potential for community asset management. Consideration should also be given to the management of community uses so that they can be retained for the benefit of the community in the long-term. |
Bourn Airfield New Village – A Spatial Framework & Infrastructure Delivery Plan SPD (adopted October 2019)
| Link: | Bourn Airfield New Village A Spatial Framework & Infrastructure Delivery Plan |
| Policy wording extract | Supporting text |
| No mention in policy | Infrastructure Requirements: 11.The new village will: a. Ensure the provision, management and maintenance of infrastructure, services and facilities to meet the needs of the village. To ensure there is a comprehensive approach to future management and governance of the place |
Local Development Framework Open Space in New Developments Supplementary Planning Document (adopted January 2009)
| Link: | Local Development Framework Open Space in New Developments Supplementary Planning Document |
| Policy wording extract | Supporting text |
| No mention in policy | 2.19. For new developments, it is the developer’s responsibility to ensure that the open space and facilities are available to the community in perpetuity and that satisfactory long-term levels of management and maintenance are guaranteed. |
Harlow Council, Essex
Harlow Local Development Plan (adopted December 2020)
| Link: Harlow Local Development Plan | |
| Policy wording extract | Supporting text |
| HGT1 Development and Delivery of Garden Communities in the Harlow and Gilston Garden Town ‘…2. As the focus of the Garden Town, Harlow Council will expect the design, development and phased delivery of each Garden Town Community to accord with all the following principles: (a) the public sector working pro-actively and collaboratively with the private sector to: (i) secure high-quality place-making; (ii) ensure the timely delivery of on-site and off-site infrastructure required to address the impact of the new communities; and (iii) provide and fund a mechanism for future stewardship, management, maintenance and renewal of community infrastructure and assets; (b) community and stakeholder involvement in the design and delivery from the outset and the delivery of a long-term community engagement strategy; (c) prior to the submission of outline planning applications, developers must submit a supporting statement setting out a sustainable long-term governance and stewardship arrangement for the community assets, including heritage assets, Green Infrastructure, the public realm, community facilities and other relevant facilities to be funded by the developer; – Developers will be expected to make a fair and reasonable contribution to the strategic highway and other infrastructure requirements set out in the Infrastructure Delivery Plan | Implementation 5.16 The sustainable development of the new Garden Town Communities will be framed by the objectives set out in the Town and Country Planning Association’s (TCPA) nine key guiding Garden City principles, which originate from Ebenezer Howard’s original Garden City principles. This will ensure the holistically planned development enhances the natural environment and offers high-quality affordable housing and locally accessible work in beautiful, healthy and sociable communities. 5.25 To maintain the Green Infrastructure, public realm and community assets identified in the Strategic Master Plans, developers must submit, prior to outline planning permission, mechanisms for financing a sustainable long-term governance and stewardship arrangement for the community assets including Green Infrastructure, the public realm, community facilities and other relevant facilities. Such arrangements must include community representation to ensure residents have a stake in the long-term development, stewardship and management of their community. |
Lancaster City Council, Lancashire
Bailrigg Garden Village Area Action Plan (adopted September 2021)
| Link: | Bailrigg Garden Village Area Action Plan |
| Policy wording extract | Supporting text |
| No mention in policy | The long-term aspirations of the Landscape Masterplan Framework requires a strong governance structure and ecologically-led management programme, particularly in relation to productive landscapes. Some proposals will need capital funding to establish a GBI asset and revenue funding to secure its long-term management. Long-term stewardship arrangements should be discussed at the very early stages of planning a GBI intervention. Solutions are likely to draw on creative thinking regarding financing mechanisms and community ownership of assets. Long-term stewardship should be discussed at the earliest stages of design, to ensure stewardship in perpetuity. Models such as partnerships with the Land Trust or other charitable or community-led body should be explored. |
Milton Keynes City Council, Buckinghamshire
Plan: MK 2016 – 2031 (adopted March 2019)
| Link: Plan: MK 2016 – 2031 | |
| Policy wording extract | Supporting text |
| Policy relating to whole Local Plan area: Policy HE1 HERITAGE AND DEVELOPMENT ‘J. Where archaeological remains are preserved within public open space appropriate on-site interpretation and a strategy for long term care (and funding thereof) shall be produced as part of a holistic approach to the long-term stewardship of the open space in question and agreed with the body responsible for the same…’ Policy SD7 STRATEGIC RESERVE AREAS C. Development in the Strategic Land Allocation will be permitted in accordance with other relevant policies in the Development Plan and the principles of development set out below. These principles will be defined in more detail through the preparation of a single development framework for the area, which will be produced by Milton Keynes Council with the involvement of the landowner and developers, The Parks Trust, stakeholders and the community. E. The principles of the development are that development should: 11 Create strategic landscape boundaries to the outer edges of the development area and to soften the impact of the development on the adjacent and surrounding open countryside. Include a management and maintenance strategy which addresses for each type of open space and landscaping, who it will belong to, who will be responsible for maintaining it and how this will be funded over the long term. Such proposals should be formulated through discussion with the relevant responsible bodies, including Milton Keynes Council, The Parks Trust, Parish and Town Councils. Also reference to The Parks Trust in: Policy SD10 DELIVERY OF STRATEGIC URBAN EXTENSIONS | No mention in supporting text |
Planning Obligations SPD (adopted February 2021)
| Link: Planning Obligations SPD (2021) | |
| Policy wording extract | Supporting text |
| Heritage and Development (Policy HE1) 9.1 Chapter 13 of Plan: MK describes the heritage assets and historic environment of Milton Keynes and local matters of significance. Planning obligations in relation to site specific heritage issues may be sought where measures to sustain and enhance, investigate and/or record, and secure the long-term stewardship of heritage assets are required. | 10.12 New, improved or enhanced open space, play areas and green infrastructure must be managed and maintained into the long term if it is to meet the requirements of Plan: MK. Developers are required to include a management and maintenance strategy for all new or extended open space and green infrastructure, which shall include details of the proposed ownership of the open space/green infrastructure; the identity of the responsible maintenance (stewardship) body (e.g. the MK Parks Trust; a local council, etc.), financial and public accountability, and a suitable and sustainable financial arrangement to enable the stewardship body to maintain the open space and green infrastructure to the required standard in perpetuity. |
North Northamptonshire Joint Planning Unit, Northamptonshire
[DRAFT] Pre-Submission East Northamptonshire Local Plan Part 2/ 2011-2031
| Link: Pre-Submission Draft East Northamptonshire Local Plan Part 2/ 2011-2031 | |
| Policy wording extract | Supporting text |
| Policy EN7: Green Infrastructure corridors Green Infrastructure corridors are identified on the Policies Map. These corridors will be protected and enhanced by: a) Ensuring that new development, including open space, is connected… c) Using developer contributions, and additional funding streams, where possible, to facilitate appropriate additions to, or improve the quality of, the Green Infrastructure network; and d) Providing off-site contributions, to create connections to the defined. Green Infrastructure corridors. Policy EN10: Enhancement and provision of open space: The long-term management and maintenance of all new open space must be secured. This will be delivered by way of either adoption of the open space by the relevant Town/ Parish Council, or the setting up of a management company. | 5.14 Policy EN7 ensures that the GI corridors across the district are protected and enhanced. It provides additional direction to support the delivery of GI as stipulated in Figure 17 and Policy 19 of the Joint Core Strategy. It is recognised that the delivery of enhancements to the priority GI corridors present particular challenges; e.g. establishing connections across strategic roads or other physical barriers. The longer term management and maintenance of new public open spaces or other Green Infrastructure will be achieved through mechanisms such as a management company or a maintenance fund managed by the relevant Town or Parish Council for the lifetime of the development. |
North Northamptonshire Joint Core Strategy 2011-2031
| Link: | North Northamptonshire Joint Core Strategy 2011-2031 |
| Policy wording extract | Supporting text |
| POLICY 14 – DEENETHORPE AIRFIELD AREA OF OPPORTUNITY k) Establish appropriate liaison and governance solutions by identifying the ways in which inclusive and continuous engagement, joint working and long-term stewardship can be secured to deliver on the unique and exceptional garden village development. | 5.47 The opportunity to consider the creation of a new village is considered a special opportunity arising in this location because of the commitment of the Deene Estate to use its landholdings and long term stewardship of the development to deliver an exemplar settlement, built to the highest possible standards of design and sustainability, with generous green space and a mix of homes, jobs, community facilities and services to create a balanced and cohesive community that is well integrated with the existing network of settlements. In particular, the single historic ownership of the site will enable substantial investment in infrastructure and community facilities early in the scheme. 5.53 The masterplan will include a delivery strategy to identify how and when the development will be implemented to the exemplary standards that are being proposed and with the required infrastructure and services. The mechanisms identified in the delivery strategy must provide a high degree of certainty that the exemplary standards and provisions set out in the masterplan will be achieved on the ground. This will include design coding, provisions for long term management and stewardship and opportunities for community governance, and the outline heads of terms for a legal agreement to deliver planned infrastructure and services. |
South Kesteven District Council, Lincolnshire
South Kesteven District Council Local Plan 2011- 2036
| Link: South Kesteven District Council Local Plan 2011- 2036 | |
| Policy wording extract | Supporting text |
| GR3-H1: Spitalgate Heath – Garden Village (Southern Quadrant) (SKLP269) The following development principles accompany this allocation: d. The master planning and development of the site should have careful regard for landscape and topography and reflect current garden village principles and national best practice i. To ensure the development achieves good, high-quality design a design code will be prepared for the site. The overall design of the Garden Village should provide a model for sustainable living with exemplary standards of design, construction and community facilities. GR3-H4: Prince William of Gloucester Barracks (SKLP316) Planning permission will be granted for the creation of a new settlement based on garden village principles. The proposed development will comprise new homes together with employment generating uses, local services and community uses, extensive open space provision and substantial tree planting. The development must ensure that the following key elements are provided: J. the establishment of appropriate liaison and governance solution identifying the ways in which long term stewardship can be secured to support the new community and to ensure the creation of a flourishing and vibrant place where people want to live and work in the future. | No mention in supporting text |
Design Guidelines for Rutland & South Kesteven (adopted November 2021)
| Link: | Design Guidelines for Rutland & South Kesteven (adopted November 2021) |
| Policy wording extract | Supporting text |
| No mention in policy | Design and plan in long-term stewardship from the outset. Future-proof development so that it can adapt to changing life circumstances and working patterns. |
Planning Obligations Supplementary Planning Document (adopted June 2012)
| Link: | Planning Obligations Supplementary Planning Document |
| Policy wording extract | Supporting text |
| No mention in policy | 1.14.2 When development results in a requirement for new facilities and the ownership of these facilities are passed to the Council, then the Council will require a maintenance contribution, normally as a on-off payment. This contribution will normally cover the physical upkeep of the facility and be equivalent to the cost of 25 years maintenance. 1.14.3 Where applicants choose to retain responsibility for a facility then they will be bound to ensure proper maintenance of this through the Section 106 Agreement. 2.2.20 A Planning Obligation may also be used to secure the long-term management of an area of open land in a certain away, by a nominated third party. In these circumstances it’s likely that the third party will also require similar commuted sums for taking on an area of land. 2.2.21 Where POS is provided on-site then it is to be maintained by the applicant in perpetuity to an agreed management plan and to the Council’s reasonable satisfaction, or transferred to the Council under terms to be agreed. 2.20 Community Trusts 2.20.1 On larger development sites there is a need to secure the long-term maintenance and management of community facilities and other areas on the site. This may be achieved through the establishment of a Community Trust to help new residents manage the community themselves. 2.20.2 In instances where such a contribution is required, the Council will include a document setting out the details of the Community Trust within the Section 106 Agreement governing the site. |
South Oxfordshire and the Vale of the Whitehorse District Councils, Oxfordshire
South Oxfordshire Local Plan 2011-2035 (adopted December 2020)
| Link: South Oxfordshire local plan 2011-2035 | |
| Policy wording extract | Supporting text |
| Policy STRAT3: Didcot Garden Town 6. Proposals for development within the Didcot Garden Town Masterplan Area, as defined on the Policies Map and shown by Appendix 6, will be expected to demonstrate how they positively contribute to the achievement of the Didcot Garden Town Masterplan Principles. Figure 1 – Didcot Garden Town Principles Social and community benefits The planning of the Garden Town will be community-focused, creating accessible and vibrant neighbourhoods around a strong town centre offer of cultural, recreational and commercial amenities that support well-being, social cohesion and vibrant communities. The Garden Town will embrace community participation throughout its evolution. It will promote community ownership of land and long-term stewardship of assets where desirable. Policy STRAT10: Berinsfield Garden Village 2. All development within the Berinsfield Garden Village will meet the Garden Village principles as set out by the Town and Country Planning Association (TCPA) and in accordance with the Berinsfield Garden Village principles below: i) stewardship and legacy – a cared for garden village of attractive built and natural environments, healthy and accessible nurseries and classrooms with residents involved in managing space and facilities. | 8.16 Masterplans should be produced in consultation with South Oxfordshire District Council, the community and other stakeholders. As part of the master planning process site promoters and developers should also, where appropriate, explore the possibility of long-term stewardship of assets with the local community. |
South Oxfordshire Developer Contributions SPD (adopted January 2023)
| Link: South Oxfordshire Developer Contributions SPD | |
| Policy wording extract | Supporting text |
| DEV5 Open Space and Play Facilities Where open space or play areas are to be transferred to the District Council, town or parish council or other management body, a commuted sum for sufficient funds for ongoing maintenance is required. | 4.31 On allocated sites, especially where several are in close proximity, the Council may seek to cluster the on-site provision of sports facilities, for example by devoting all the outdoor sport provision on a particular site towards a single sport. This will enable the provision of sporting facilities that will attract, and can sustainably be used by, local clubs, with resultant benefits in long term management and maintenance. It will also enable the provision of more specialist sports facilities within the district. In exceptional circumstances, contributions may be sought towards off-site provision of sports and recreation facilities, through a S106 agreement. 5.4 The Council will take a flexible approach to finding the appropriate option for ongoing management and maintenance of open space and facilities. Other options could include the land being owned by another organisation (e.g. a Management Company or other body with long-term stewardship goals, such as a development specific organisation or community/land trust). |
Dalton Barracks Strategic Allocation Supplementary Planning Document (adopted April 2022)
| Link: Dalton Barracks Strategic Allocation SPD | |
| Policy wording extract | Supporting text |
| SDR7 – Strategic Design Requirements for delivering long-term stewardship 2. Preparing a Community Maintenance and Management Plan (CMMP) or equivalent to specifically address the long-term maintenance and stewardship of community assets. 5. Taking consideration of the wider Garden Village and how the model identified fits into that community governance structure and how the maintenance and management of any future assets could be included. 6. Exploring and promoting delivery models that would allow values created through the development to be reinvested into local infrastructure and community facilities, and the running, management, and maintenance of those. | Management and Maintenance 5.100 As key components of the green infrastructure network, the parkland and outdoor sports facilities will require long-term management and maintenance. Long-term stewardship 5.103 In line with Garden Village principles, long-term maintenance and stewardship arrangements need to be explored and put into place in consultation with, and for the benefit of, the whole community. The importance of stewardship is highlighted in Garden Village principles and guidance. 5.104 Long-term stewardship means ensuring that important community assets delivered through the development of the Dalton Barracks Strategic Allocation are looked after in perpetuity for the benefit of the local community. Community assets are buildings or land which are mainly used by the local community for social, economic and environmental interests and well-being. These assets may include, for example, green infrastructure, parks and open green spaces, wildlife areas, sports and leisure facilities, shared community facilities, and retail/community uses. 5.105 It is essential that the stewardship arrangements put in place are robust and transparent. 5.106 To plan for long-term stewardship, the Homes England Garden Communities toolkit provides guidance on legacy, and TCPA guidance determines that long-term stewardship should: • be considered from the outset • link public engagement and delivery • involve thinking beyond the site boundary • manage a wide range of community assets • progress one step at a time 5.107 There are many models of long term stewardship and community governance that respond to the local context and requirements of new communities. These include but are not limited to: • management companies • trusts (community land trusts, development trusts and other types) • community interest companies; and • co-operative societies. |
Stafford Borough Council, Staffordshire
[DRAFT] Stafford Borough Local Plan 2020 – 2024 preferred options document
| Link: Local Plan 2020-2040 Preferred Options document | |
| Policy wording extract | Supporting text |
| POLICY 46. Green and blue infrastructure network A. The existing green and blue infrastructure network in Stafford Borough will be protected, enhanced and extended. New development proposals shall, where appropriate to their nature and scale, contribute to, or enhance, the connected and functional network of habitat, open spaces and waterscapes by: 4. Providing clear arrangement for the long-term maintenance and management for the enhancement of the green and/or blue infrastructure assets; POLICY 7. Meecebrook site allocation J. The development shall put in place arrangements for the long-term ownership, management and maintenance of public open space, green and blue infrastructure, and community facilities, including how this will be funded. | No mention in supporting text |
Design Supplementary Planning Document (2018)
| Link: | Design Supplementary Planning Document 2018 |
| Policy wording extract | Supporting text |
| No mention in policy | Management plans and aftercare 6.16 On major developments, applicants are required to demonstrate that adequate arrangements have been made for future maintenance in the form of a management plan. 6.17 Maintenance proposals should usually form part of a written landscape specification, together with the supporting plan, and include details of the work to be carried out, the standards required, the frequency of maintenance visits and the quantity of the landscape to be maintained. 6.18 The Council may attach conditions to the planning application or enter into a Section 106 legal agreement with the developer/ landowner to ensure the long-term management and maintenance of the landscaping on the site. |
Uttlesford District Council, Essex
Building for a Healthy Life – A design toolkit for neighbourhoods, streets, homes and public spaces (June 2020)
| Link: | Building for a Healthy Life – A design toolkit for neighbourhoods, streets, homes and public spaces |
| Policy wording extract | Supporting text |
| No mention in policy | Green and Blue Infrastructure Well-overlooked public open spaces with strong levels of natural surveillance. Robust management and long-term stewardship. Well considered management arrangements whether public or privately managed. |
Essex Design Guide Urban Place Supplement (2007)
| Link: | Essex Design Guide Urban Place Supplement 2007 |
| Policy wording extract | Supporting text |
| No mention in policy | Operational context: Investigate the management and stewardship of the locality. The manner in which areas are maintained and managed has a direct bearing upon their success. One might expect the most successful places to be both well managed and to have only a limited amount of accommodation available at any one time. |
Waverley Borough Council, Surrey
Local Plan Part 1 – Strategic Policies and Sites (adopted February 2018)
| Link: Local Plan Part 1 – Strategic Policies and Sites February 2018 | |
| Policy wording extract | Supporting text |
| Policy SS7A: Dunsfold Aerodrome Design Strategy (iii) A significant network of greenspaces and public places: They will respect and enhance the landscape qualities of the area, meet the needs of the new community and be within walking distance of residential neighbourhoods. Additionally these spaces should be durable, safe and convenient and capable of long-term sustainable management without undue cost to the community. (vii) Cohesive and vibrant neighbourhoods: To ensure that the design strategy for the site is implemented, maintained and developed in accordance with the needs of those using and living on the site, the Masterplan will include details in respect of the delivery, management and governance of the new settlement. It will identify the mechanisms for the management of social infrastructure and will demonstrate how the design facilitates the consideration of further development on the site beyond the plan period. | No mention in supporting text |
Dunsfold Park Garden Village SPD and Design Codes (February 2022)
| Link: Dunsfold Park Garden Village SPD and Design Codes – February 2022 | |
| Policy wording extract | Supporting text |
| Policy SS7A: Dunsfold Aerodrome Design Strategy (iii) A significant network of greenspaces and public places: The amount, variety and quality of landscaped open space is one of the key elements which will make the new settlement special. Additionally these spaces should be durable, safe and convenient and capable of long-term sustainable management without undue cost to the community. | The Masterplan will include details in respect of the delivery, management and governance of the new settlement. It will identify the mechanisms for the management of social infrastructure and will demonstrate how the design facilitates the consideration of further development on the site beyond the plan period. Any future scheme must establish a clear governance and management strategy for DPGV. The Council will encourage early discussions with the landowner and/or applicant to explore the structure and scope of the strategy. It is anticipated that a non-profit Community Trust would be established at the application stage. This should be set up in accordance with a funding and approval scheme which would require agreement by both Waverley Borough and Surrey County Councils. The exact approach would be agreed through the process. The Trust should comprise representatives from the landowner, WBC and SCC, residents and businesses located at Dunsfold Park. It is anticipated that the Community Trust would take an active role in promoting activities and civic engagement, with a physical presence in the village centre. It is possible that the Community Trust would be tasked with management responsibilities for various aspects of settlement governance. The trust could be funded through a number of sources (e.g. a management fee, or revenue generated from excess renewable energy). Lists the Garden City Principles (TCPA) |
Upper Tuesley (Land Adjacent To Milford Hospital) Development Brief (July 2012)
| Link: | Upper Tuesley (Land Adjacent To Milford Hospital) Development Brief July 2012 |
| Policy wording extract | Supporting text |
| No mention in policy | Management and maintenance The delivery of a successful scheme should not be seen as a once and for all fix. Appropriate consideration needs to be given at an early stage to ensure ongoing maintenance and management of landscape, open space and woodlands are sustainable in the longer term. This requires conceiving a strategy that is economically, socially and environmentally sustainable from a maintenance perspective. A full commitment to the maintenance requirements of the newly delivered scheme will, in the longer term, reap dividends and prove cost effective. Implemented schemes will better endure if well maintained and are more likely to attract new residents and investment. Conversely, if neglected and poorly maintained, they can deteriorate. At the outset of any detailed project implementation at Upper Tuesley it will be imperative that due regard is had to the likely maintenance and management requirements of any new scheme. |
Wokingham Borough Council, Berkshire
[DRAFT ] Right Homes, Right Places, Draft Local Plan Public Consultation (February 2020)
| Link: DRAFT – Right Homes, Right Places, Draft Local Plan Public Consultation – Feb 2020 | |
| Policy wording extract | Supporting text |
| Policy C8: Green and Blue Infrastructure and Public Rights of Way 3. Development proposals should: d) Provide clear arrangements for the long-term maintenance and management and/or enhancement of the green and blue infrastructure assets. Policy HC3: Open Space, Sports, Recreation and Play Facilities 6. Provision for the long term maintenance and management will be sought and must be agreed as part of the planning application process. Policy SS3: Grazeley garden town Place-shaping Principles A.1 The development of a new garden community to high standards of design, championing Town and Country Planning Association (TCPA) garden city principles. Delivery and Implementation Principles ii(c) establish at an early stage in the development of the garden town, appropriate, asset backed and sustainable long-term governance and stewardship arrangements for community assets including green space, sustainable drainage systems, community buildings, open space, sports and leisure facilities, public realm and community development and cohesion and other relevant facilities. These arrangements should be funded by development and include community representation to ensure residents have a stake in the long-term development, stewardship and management of their community. Policy SS10: Supporting Infrastructure 2. Arrangements for improvements to, or the provision of, infrastructure to the required standard, and their ongoing maintenance, will be secured by planning obligations or condition if appropriate. | Place-making 4.15 New development will achieve successful place-making, through promoting high-quality and innovative design of buildings and public spaces to create attractive, accessible and welcoming places which meet the diverse needs of our communities. The council will actively engage and work with the local community and other stakeholders in the planning, design and management of our public spaces and buildings, to ensure a sense of place is maintained and strengthened in our communities to improve their economic, social and environmental wellbeing. 4.73 This policy should be read in conjunction with the council’s Infrastructure Delivery Plan, CIL charging schedule and other documents governing planning obligations. Where appropriate, the council will permit developers to provide the necessary infrastructure and facilities themselves as part of development proposals, rather than by making financial contributions, provided that these include funded proposals for long term management and maintenance |
Wokingham Borough Council Borough Design Guide Supplementary Planning Document (adopted June 2012)
| Link: Wokingham Borough Council Borough Design Guide Supplementary Planning Document June 2012 | |
| Policy wording extract | Supporting text |
| S14: Trees, both new street tree planting and the retention of existing trees, contribute to the character of the street scene in existing places and new developments and will generally be expected as part of landscape proposals. Space should be provided within the highway and infrastructure requirements as an integral part of street design. Any proposed trees will need to be integrated into proposals from the outset, and designed in such a way as to minimise any potential future maintenance liabilities. S16: The long-term management and maintenance responsibility for streets and spaces and their landscapes, including street trees and SUDS, must be identified by designers. These matters need to be considered from the outset in relation to such matters as the layout and design, safety, choice of materials, street furniture and planting species. | No mention in supporting text |
Infrastructure Delivery and Contributions (adopted October 2011)
| Link: | Infrastructure Delivery and Contributions (adopted October 2011) |
| Policy wording extract | Supporting text |
| No mention in policy | 8.2 Long-term future management and maintenance, such as public open space and green infrastructure, should be considered early in the planning process and secured through a S106 legal agreement as part of any planning application for the SDL. This could be via a management company or community development trust or by the Borough or Parish Council where it might be appropriate for these public organisations to adopt the land; this is likely to apply to the ongoing stewardship and management of SANG for instance. |
Arborfield Garrison Strategic Development Location Supplementary Planning Document (adopted October 2021)
| Link: | Arborfield Garrison Strategic Development Location Supplementary Planning Document (adopted October 2021) |
| Policy wording extract | Supporting text |
| No mention in policy | 6.5.4 The successful maintenance of public open space SANG and green infrastructure is as important as the design and creation of the spaces and landscape. It is therefore essential that measures are put into place to ensure the long-term effective management and retention of these uses; the Council will expect developers to engage in discussions about the management of POS either by a management company or Community Development Trust or by the Borough or Parish Council where it might be appropriate for these public organisations to adopt the land; [this is likely to apply to the on-going stewardship and management of SANG for instance]. |
North Wokingham Strategic Development Location Supplementary Planning Document (adopted October 2011)
| Link: | North Wokingham Strategic Development Location Supplementary Planning Document (adopted October 2011) |
| Policy wording extract | Supporting text |
| No mention in policy | Design Principle 1f: A system of landscape management should be put in place to ensure ongoing maintenance, enhancement and stewardship of the landscape. |
South Wokingham Strategic Development Location Supplementary Planning Document (adopted October 2011)
| Link: | South Wokingham Strategic Development Location Supplementary Planning Document (adopted October 2011) |
| Policy wording extract | Supporting text |
| No mention in policy | 6.5 Management and Maintenance 6.5.1 Long-term management and maintenance arrangements should be considered early in the application process. 6.5.4 The successful maintenance of public open space, SANG and green infrastructure is as important as the design and creation of the spaces and landscape. It is therefore essential that measures are put into place to ensure the long-term effective management and retention of these uses; the Council will expect developers to engage in discussions about the management of public open space either by a management company or community development trust, or by the Borough or Parish Council where it might be appropriate for these public organisations to adopt the land; this is likely to apply to the ongoing stewardship and management of SANG for instance. Community Infrastructure 6.5.5 The applicants will be encouraged to discuss the provision of community infrastructure with the Council’s Development Management Team in the first instance, and thereafter agree with the service provider the detailed requirements in the right location to ensure the general public have the best access to the community facilities. In this regard a key design principle is that the Local and Neighbourhood Centres are the focus of community uses. The Neighbourhood Centre and multi-use community centre, which should form a ‘community hub’, should be managed either by a management company underwritten by the developer or other such arrangements appropriate for the community they serve. Ownership, management and maintenance of the community centre to be in line with the legal agreement or agreed adoption strategy. |
This resource was produced by Rebecca Lambert, TCPA. It was last updated in December 2022.
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