6 Vision and Objectives

6.1 The Vision - Where we want to be in 2035

6.1.1 This chapter examines the Vision for Central Bedfordshire and provides further explanation of how the area will look in 2035, if the challenges and opportunities identified are successfully addressed. It goes on to identify a series of Strategic Objectives to deliver the Vision, which form the basis of the policies in this document.

A Vision for 2035

Central Bedfordshire has taken full advantage of its exceptional strategic position as the central hub of the East-West Oxford to Cambridge growth corridor and its existing strategic north-south routes (M1/A1/East Coast Mainline/Thameslink) to deliver new high tech employment supported by sustainable new homes in a number of new village clusters and market town extensions which are well integrated into the existing high quality landscape. The heritage and distinctiveness of the market towns and villages has been preserved and enhanced by moderate growth ensuring a high quality environment for all residents. The new businesses and population are served by excellent community, transport and communications infrastructure. Multi-service hubs have been delivered to support strong communities and new rail stations at Wixams and Tempsford New Market Town and the Oxford to Cambridge Expressway have ensured excellent connectivity. 

6.2 The Strategic Objectives – How we will get there

6.2.1 The resulting Strategic Objectives are the stepping stones to deliver the Vision and form the basis of the plan policies. The Vision details how Central Bedfordshire will be in 2035.

Growth & Infrastructure

Where we will be in 2035:

Improved infrastructure including East West Rail supporting healthier living and helping the area to deliver strategic growth.  Areas that were lacking the social, physical and green infrastructure required to support sustainable growth have been identified and measures are well under way to address these. Improved overall design for new strategic scale growth has meant less reliance on cars. Town and neighbourhood hubs are the focus for community activities and have a diverse range of uses including health clinics, cultural activities, local and business services, as well as retail and office uses.

Strategic Objectives:

SO1 Ensuring sustainable growth and associated infrastructure including the continued regeneration of town and neighbourhood centres to deliver the annual target for new homes and the provision of diverse community hubs.

SO2 Delivering enough homes and jobs to meet our needs. Promote and demand good urban design practices throughout all types and scale of development across Central Bedfordshire.

Local Plan Policies:

SP1, SP2, SP6, SP7, R1, R2, R3, T1, T8, EE12, HQ1, HQ2, HQ5, HQ6, HQ9, HQ11

Local Character

Where we will be in 2035:

Central Bedfordshire is taking full advantage of its distinctive strengths with regard to its places, communities and heritage assets. The built environment and the natural landscape and setting of our towns and villages has been protected and enhanced.

Strategic Objectives:

SO3 Conserve and enhance the area's heritage and settings by ensuring new development, including changes to the public realm, are of high quality design, appropriate to the significance of the heritage asset, and seek to maintain and enhance the contribution of built, landscaped and buried heritage.

SO4 Create high quality neighbourhoods that have regard for local character and use sustainability principles which are sensitive and responsive to the significance of the local environment, are distinctive, safe, functional and accessible and which reinforce the identity of the area's townscapes, landscape and public places.

Local Plan Policies:

SP3, SP4, SP5, SP6, EE4, EE5, EE6, EE7, EE8, EE9, HQ6, HQ7, HQ8, HE1, HE2, HE3, DC1, DC2, DC3, DC5,

Jobs & Business

Where we will be in 2035:

Central Bedfordshire is part of the Cambridge – Milton Keynes – Oxford arc recognising that this key opportunity can deliver high levels of economic growth and investment within a sustainable growth location.  Improved accessibility to high quality local jobs through increased transport connectivity and the provision of high quality modern office and warehouse space and the social and economic inequality gaps in Central Bedfordshire are being closed: The social and economic contrast between different parts of the area has been improved.

Strategic Objectives:

SO5 Provide a minimum of 24,000 new jobs by 2035, accommodating new economic growth along strategic and sustainable transportation routes, new mixed use developments and existing established sites.

SO6 Recognise the contribution of land for employment uses to meet the needs of different sectors of the economy and manage the release of surplus employment land for other uses where appropriate.

SO7 Link deprived areas with employment benefits arising from the development of major sites and existing key locations.

Local Plan Policies:

SP1, EMP1, EMP2, EMP3, EMP4, EMP5, EMP6

Homes

Where we will be in 2035:

More residents are enjoying the benefits of an improved quality of life through a wider choice of high quality housing with a mix of types of housing and tenures which meet market demand.

Strategic Objectives:

SO8 Address housing needs in Central Bedfordshire using appropriate affordable housing targets and policies to encourage quality and choice.

Local Plan Policies:

H1, H2, H3, H4, H5, H6, H7, H8, H9, DC4

Transport

Where we will be in 2035:

Central Bedfordshire has a reliable network of public transport routes. Previously poor east/west public transport access in the area has been addressed by East West Rail and the Expressway. New services link key centres and improved public transport interchanges have been created at Ridgmont, Wixams and Tempsford New Market Town. More people are using public transport, reducing the dependence on cars which has eased congestion throughout the area.

Strategic Objectives:

SO9 Reduce the reliance on the use of the car by improving facilities at bus and train stations, delivering transport interchanges and by promoting safe and sustainable forms of transport, such as improved walking and cycling routes.

SO10 Ensure a reliable network of east/west and north/south public transport routes to improve access to local services and facilities, especially for those without a car, through well planned routes and integrated public transport. Encouraging the shift from road to rail freight to reduce demands on the highway network.

Local Plan Policies:

T1, T2, T3, T4, T5, T7, EE11, HQ6

Environment

Where we will be in 2035:

The special character of the area's natural assets have been protected and enhanced, fewer wildlife habitats are at risk, and new higher standards of development, integrating renewable or low energy technology are being delivered. More residents are accessing the area's quality public open spaces and new areas have been provided to support recreation as part of new communities.

Strategic Objectives:

SO11 Promote healthier and more active lifestyles by improving  the quality of, and accessibility to, the area's open spaces, as areas for sports, recreation, visual interest, biodiversity, education, health and well being.

SO12 Encourage the development of wildlife corridors and networks and provide new open spaces in line with the requirements identified in Central Bedfordshire's Leisure Strategy

SO13 Support the necessary changes to adapt to climate change by minimising emissions of carbon and local air quality pollutants, protecting and enhancing biodiversity.  Improving and protecting air and water quality, reducing flood risk and adverse impacts from noise including the safeguarding of quiet areas and reducing the impacts of contaminated land.

Local Plan Policies:

SP3, EE1, EE2, EE3, EE4, EE5, EE6, EE7, EE8, EE9, EE10, EE11, EE12, T6, CC1, CC2, CC3, CC4, CC5, CC6, CC7, HQ6, HQ10, DC1, DC6