aylesbury town centre master plan 03-11-06 1

8/3/2019 Aylesbury Town Centre Master Plan 03-11-06 1

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November

2006

Aylesbury Town Centre Masterplan


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Figure 1

Aylesbury 2026

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Contents Page

1. Introduction 04

2. A clear mandate for prosperity 06

3. Aylesbury 2026: The Masterplan 12

4. The Masterplan Components 16

5. Delivery and implementation 40

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1. Introduction

The ChallengeAccommodating population and household growth across the south-

east has been the key driving force in regional planning policy and

Aylesbury has been identified in the MKSM Sub Regional Strategy

(March 2005) as a key area to accommodate some of this growth. In

the period up to 2026 16,800 new homes will be built in and around

Aylesbury. Consequently, maintaining the status quo is no longer an

option, and change is needed to meet the new growth agenda.

Aylesbury today possesses many advantages including an

increasing, predominantly young population, very good schools, the

great if undervalued historic and architectural character of the town

itself and its attractive and affluent rural hinterland. A key challenge

for this assignment was however, as the County Town, how does

Aylesbury respond to the challenge of the growth agenda, and how

does it develop this role in the future? The opportunity therefore

exists for the town to take stock, collectively reassess how it sees its

future function and character what should be its vision to act as a

guide through this period of intensive change. In achieving this it is

also vital to recognise that the town is not standing still and important

projects are already underway which will significantly change

what the town has to offer. In particular the theatre and new retail

proposals currently being developed will kick-start this process.

Overall, the growth agenda represents an opportunity for Aylesbury.

The challenge is how to expand the towns retail, leisure and cultural

offer to meet this demand; and in tandem the need for employment

growth to both keep pace with population expansion and provide arange of new opportunities which will diversify the economy of the

area. Through such actions new facilities and opportunities will be

opened up to all residents of the town and surrounding Vale, be they

existing or newly arrived. It is also an opportunity for the town to look

again at some of its fantastic natural and heritage assets and ask

whether these aspects are as appreciated as they might be.

The growth must however be smart growth through ensuring that it is

delivered in tandem with the required level of investment in servicesand facilities. A modern town centre equipped to meet the diverse

needs and wants of the inhabitants and the surrounding hinterland is

a key element in this process.

The MasterplanWithin this context the EDAW team were commissioned to produce a

masterplan for the town centre which proposes a spatial framework

to guide future growth by establishing a long term growth led vision

which is shared by all the agencies and stakeholders responsible for

creating and delivering Aylesburys future well being and prosperity.

The vision and masterplan has been based on baseline research,

our analysis, and, intensive discussions with all stakeholders as to

what exactly that vision should be. Out of this process has come a

strong message of how the key stakeholders in Aylesbury see their

future, what they want their town centre to look like, how it should

function, who will live and work there and what will be on offer. Some

parts of this picture are clearer than others. Thus some interventions

are immediately deliverable; others however, will happen towards the

end of the 2006 2026 period.

The masterplan sets out this overall vision and also breaks it down

into individual components and how these can be delivered.

The masterplan is not a blueprint for the future development of the

town centre. Whilst it is underpinned by baseline research into the

physical, commercial, economic and accessibility components;

much further work would be needed to develop any of these

ideas into definite proposals to be implemented. The aim of the

masterplan and the vision of the future for Aylesbury that it sets out,

is to set down what could be achieved to act as a guide during this

period of growth and prosperity in the town.


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Figure 2

New public space on Walton Street


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2. A clear mandate for prosperity

For Aylesbury to move forward and embrace the opportunities

presented by the growth agenda, it is vital that there is an agreed

vision amongst those stakeholders with an interest in the town.

To help build this common vision, collaborative workshop events were

held over two full days and evenings at the end of March 2006, with

around 100 people attending, a pivotal moment in the masterplanning

process. The success of these workshops was two-fold. Firstly, a

shared recognition developed amongst participants of the current

weaknesses and constraints holding back the town. This provided an

agreed platform for change and with it a renewed sense of direction

amongst participants to help the town revitalise its role as the County

Town at the heart of a prosperous and successful County.

This mandate for growth and prosperity was then used to develop

the vision for Aylesbury and set out a masterplan to guide growth in

the town over a twenty year time horizon. A summary of the detailed

outputs of the workshops and their influence on the masterplan are

set out in the Overview boxes. A full report of the workshop outputs

is available separately.1

The workshops were also supplemented by individual sessions

held in February and March 2006 with Council members and

officers, Buckinghamshire Economic Partnership, the local business

community, local churches, Buckinghamshire Community Action,

Town Centre Management, Buckinghamshire Lifelong Learning

Partnership, and Aylesbury Vale Leisure Services. These provided

an initial understanding of the key issues facing Aylesbury.

1Stakeholder Workshops Report April 2006

OverviewAylesbury TodayThe prevailing message from the first day was that despite its

considerable assets, not least of which are its historic old town,

compact form and function as the administrative centre for the

County, Aylesbury is underperforming on a number of levels and

has failed not only to step out from the shadow created by Milton

Keynes but also to match the success of its competitors such as

Hemel Hempstead and Oxford. As a result, the town centre has

become increasingly disassociated from the Vale and the wider region

which no longer looks to Aylesbury town centre for major shopping

or leisure opportunities or economic growth. The main constraints

identified during day one of the workshop are set out by theme below:

THEME CONSTRAINT

Employment

and Economy

Narrow employment offer relying too much on public

sector jobs

Threatened employment locations in town centre

(through the redevelopment of a number of outwornlocations for residential uses)

Urban Design

and Form

Town of two halves

Quality of the old town not recognised as a key asset

Open spaces, views and canal all underexploited;

Poorly developed cultural offer to animate spaces

Much of the public realm tired

Movement &

Access

Ring road serves as barrier to movement and growth

of town centre

Poor pedestrian/cycle routes into and within centre

Uses &Activities

Under-development of key gateway sites. Lack of modern/niche retailing or department store anchor

Narrow commercial mix, culture and leisure offer

Failure to promote natural assets and old town


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Figure

Collaborative Workshops


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An Emerging ConsensusThe shared acceptance of the challenges facing Aylesbury

generated a significant degree of consensus as to the overarchinggoals that the town should be setting itself for the town centre if it

was to realise the benefits presented by the growth agenda. These

goals were identified as follows:

1. Recognition of need to respond positively and proactively to

the opportunities presented by the growth agenda;

2. The need for a balanced but employment-led solution for the

town centre;

3. Improve connectivity between the core retail area and the rest

of the town centre, e.g. soften the ring road;

4. Broaden the commercial mix and introduce much more retail

diversity including niche activities;

5. Make use of towns natural and built assets e.g. the old town

6. Build a renewed identity and confidence

7. Foster strong and cohesive leadership across all agencies to

drive the implementation of projects forward

An Agreed Direction For Future Growth

During the workshops, the exploration of four different future

development scenarios for the town further distilled stakeholder

aspirations and helped establish an agreed path that sought a strong

identity for the town whilst providing a balanced mix of uses within it.

Significantly, in assessing the likelihood of each of the four scenarios,

Stakeholders recognised that Aylesbury town centre currently has a

relatively poor identity and limited mix of uses and that the danger

of this continuing into the future was relatively high if action was not

taken to halt this trend. Looking to the future, the most desirable

scenario for Aylesbury was a town benefiting from a diversity of usesand strong identity. The scenarios discussed are shown in Figure 4

and a summary of the findings shown in the Table opposite.

OverviewStructuring Priorities SpatiallyOn day two of the workshops, attendees got down to looking at how

their aspirations and the vision and goals identified might translate

into physical change in the town centre. Mixed groups looked at land

uses, urban design and the public realm and movement and access

and drew up proposals for how things needed to change to deliver

their vision. Set out below is a summary of the priorities established

by the groups emerging from the first workshop on day two.

THEME PRIORITIES

Movement &

Access

Enhance pedestrian and cycle routes into and

within the town centre, breaking down ring road and

improve access to green spaces.

Urban Design/

Public Realm

Make most of public spaces, views and canal;

Develop cultural offer; and

Improve route from station to market square

Land Uses -

Retail

Introduce a wider retail circuit to better connect new

and existing retail areas and spread and increasefootfall, to allow for more modern/niche retailing (incl.

new Dept. Store) and expand provision across ring

road

Land Uses

Employment

and Residential

Protect and amplify employment locations in town

centre;

stack uses; and

Intensify development on strategic gateways

TITLE CHARACTER LIKELIHOOD OF

OCCURRING

AYLESBURY 2006 AND

ASPIRATION FOR 2026

Stalesbury Poor identity andlimited uses

20%

Aylesbury

in decay

Strong identity but

limited uses

60%

Jack of all

trades

Poor identity but a

good mix of uses

70% 2006

Aylesbury

Unvaled

Strong identity and

a good mix of uses

80% 2026


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Figure

Scenario Testing

Figure

An Agreed Vision

Stalesbury 20% Strong placeidentity

Mix of uses

& activities

Limited uses,

services,

monoculture

AylesburyUnvaled 80%

Poor placeidentity

Jack of All Trades - Masterof None 70%

Aylesbury inDecay 60%


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OverviewTestingThe process of mapping out their suggestions helped stakeholders

to visualise how their proposals would impact on the town centre and

understand the challenges that arose from the interventions proposed.

A second workshop helped stakeholders to refine and test their

suggestions. The following themes were used to allow for this.

The Big Vision - future role and direction

Spatial roles and change structure

How to integrate transport effectively

How to integrate open spaces & greenery

Set out below are the aspirations for each of the themes which

emerged from this exercise.

THEME ASPIRATION

The Big Vision

- future role and

direction

A well connected and well promoted town with good

civic leadership/ ownership, wide-ranging facilities, a

high quality natural/built environment, proud of its history

but embracing growth.

Spatial rolesand change

structure

Improve linkages, expand retailing, reclaim canal, buildon existing street pattern, enhance the historic core/natural

environment, provide sustainable mixed use development

How to

integrate

transport

effectively

Reduce the impact of ring road, and capacity of

Exchange Street, introduce pedestrian dominated zones

using key public spaces like Kingsbury and a finer grain

of development to the town centre

How to

integrate open

spaces &

greenery

Promote existing green spaces/waterways; provide

significant N/S and E/W green corridors; make use of

levels; present a welcoming green gateway at station;

promote healthy living

Moving ForwardHaving crystallised the priorities amongst the stakeholders, a

consensus was reached on the key drivers required to help realise

these aspirations and some of the barriers to change that threatened

to undermine progress towards these goals.

Key drivers of changeBuild on existing momentum: It was recognised that key projects were

already coming forward, in particular the theatre and new retail proposals.

These should be supported and delivered in a way which maximised

their benefits as the first steps in the town centre renaissance.

Leadership: Cohesive leadership and governance is needed with all

key public agencies acting collectively to maximise the possibility of

success. This requires planning for the future in a comprehensive

way, balancing the varied interests and putting the town back at the

centre of the Vale. In taking it forward more effective partnership

working was needed between the County and District Councils,

SEEDA, EP, Aylesbury Vale Advantage and all other agencies

involved in Aylesburys future to deliver joined up thinking and

manage competing priorities. The existence of AVA was seen as a

positive step forward given its important delivery remit.

Public Realm/Urban Design: The need to Invest in public realm;

reclaim the town centre for the pedestrian; promote quality integrated

development; open views/pathways/waterways; promote heritage.

Access and Movement: Improve connections; reduce cardependence; break the barrier of Exchange St; seamless transition

between Market Sq./ Waterside/Vale Park; move bus station outside

ring road.

Uses and Facilities: There is a need for a broader range of shops,

including niche activities and the creation of a more diverse evening

economy including leisure and cultural facilities. The historic centre

of the town needs to be enhanced and promoted with some new

niche uses to draw people in. The need to re-accommodate theDistrict Council creates an opportunity for civic governance in the

town to gain a new open and modern interface with the public and

the public realm.

Ownership of plan: Community buy-in early on must include all

sections of the towns population and appeal to the wider area.


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Flexible planning framework: A shared, powerful vision and

masterplan needs to be complemented by a flexible planning

framework which besides providing certainty over the short to

medium term can respond to opportunities consistent with this vision

and masterplan as they emerge.

OverviewDeliverabilityFinally the stakeholders were asked to identify which projects should

be early objectives which were readily deliverable and those which

were more challenging and should be longer term goals.

THEME READILY DELIVERABLE MORE CHALLENGING /

LONGER TERM

Transport Improve walkways into

town; modify Public

transport hub

Strategic rail links to Milton

Keynes and London; break

dependence on car; park &

ride; move bus station

Design/

Public

Spaces

Better management/

maintenance; attract

signature architect; lighting

strategy

Improve Temple Square/

remove cars; good quality

urban design

Culture Theatre/ Waterside scheme;

new statue of John Wilkes

in Temple Square

More culture, arts, flowing

through public design. etc.

- make it part of the towns

competitive offer

Land

assembly

- Knock down the car park/

County Hall; cut and cover for

Exchange Street, more small

footprint buildings

Promotion/

Engage-ment

Attract Michelin star chef;

engage community

-

Dormitory

status

- Reverse dormitory tendencies


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Figure 6

Aylesbury 10

3. Aylesbury 2026:

The MasterplanThis masterplan builds on the established priorities and positive

response of the Stakeholders not only towards the growth agenda,

but also concerning the need to adopt a coherent, implementable,

and engaging plan for the town centre that builds on its strengths,

addresses its weaknesses, and provides the basis for achieving

consensus on the future direction the town.

The masterplan sees a vision of Aylesbury town centre in 2026 as a

thriving and vibrant place. It will combine varied shopping and leisure

opportunities with a greater number and diversity of employment

opportunities within the town centre, helping to underpin these shops

and services. As the County Town, Aylesbury continues to be the focus

of civic and administrative functions for the county and district and also

continues to play a strong role in the local judicial system. A diverse

cultural offer from west end theatre to a childrens literature festival puts

the town on the map and attracts back locals as well as drawing in

tourists. The renaissance in the town centres public streets and spacesand some stunning new modern buildings, coupled with the rediscovery

of the beauty and character of its historic core with its range of unique

shops and restaurants, underlines this appeal. Overall Aylesbury has

established itself as a modern, independent and self-sufficient town with

an enviably high quality of life; proud of its history but embracing growth.

The masterplan captures the clear desire for transformational change

expressed in the collaborative workshop sessions and interviews, and

translates the aspirations of the towns stakeholders into a compelling

spatial vision for the town centre that can be used as a guiding tool

by those charged with delivering growth in Aylesbury. This will ensure

that individual development proposals coming forward meet the

overall objectives and principles set out in this vision.

Although it presents a vision of how the town could appear in 2026, it is

not to be taken as a blueprint or a literal masterplan. Rather, it sets the

guiding principles and parameters which development should follow if

the town centre is to become a progressive and cohesive urban area

that reaches out to the wider Vale and embodies the aspirations of thelocal community and the ambitions of the towns leaders.

Figure

Aylesbury 10


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Figure

Aylesbury 2006

Figure

Aylesbury 2026

Chapter 2 highlighted the key issues as agreed by the towns

stakeholders and the urban design analysis carried out alongside

and subsequent to the collaborative workshops is presented below

to demonstrate the thinking behind the masterplan and assist in its

interpretation. Figure 10 presents the key areas of opportunity. These

include the need to strengthen links not only between the historic

core and the newer parts of the town centre (thereby addressing the

town of two halves issue raised by stakeholders) but also between

the areas inside the Inner Ring Road and those outside. The diagram

also draws attention to development opportunities around the core,

enhancing gateways and routes into the town centre such as that

from the train station, and making better use of the canal. Figure 12

illustrates the Green Strategy, which concentrates on providing a green

network across the town centre better connecting the town centres

existing green spaces inside and outside the IRR, to make them more

accessible and maximise their contribution to the urban area. The

strategy also provides new green spaces as well as strategic treeplanting to enhance the environment around new development. Figure

11 illustrates the pedestrian access constraints in and around the town

centre. It highlights the detrimental effect the IRR has on pedestrian

movement and the general need to rationalise pedestrian connections

within the newer part of the town centre, improving links between the

historic core and the rest of the town centre.

The following chapter provides a rationale and commentary on the

delivery issues, and actions required for each of the components

that make-up this vision. The masterplan is sufficiently flexible

and robust to allow for development to be brought forward in

a manner that responds to the particular delivery needs and

constraints relevant at that time. Some of the projects identified

can be accomplished in the short to medium term; others would

be delivered in towards the end of the masterplan period. Details

of delivery (including detail on how projects could be phased over

the programme period) can be found in Figure 41 as well as in the

Delivery and Implementation chapter.


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Regardless of how the town centre achieves this vision, it will

require an ongoing commitment from its stakeholders and decision

makers to the objectives and principles expressed to see the town

through this challenging period. Such commitment will inspire

confidence in investors and demonstrate that Aylesbury is ready to

enter a new chapter of growth and reposition itself at the dynamic

centre of a vibrant and forward looking District; and a major

contributor to the attractiveness of Town and County as a place

for individual and business investment, within the context of an

enviably high quality of life.

Figure 11

Pedestrian Constraints

Figure 12

Green Strategy

Figure 10Enhancements


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Figure 1

The Masterplan


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4. The Masterplan Components

Masterplan objectivesThis masterplan establishes a comprehensive and integrated

strategy for the regeneration of the town centre over the next 20

years. The town centre extends beyond the inner ring road and

one of the purposes of this strategy is to indicate how this growth

is best managed. It articulates a shared vision for the town centre

based on the aspirations of stakeholders and provides a cohesive

and robust framework for investment for private and public

sector bodies. The masterplan sets out an overarching strategy

for the regeneration of the town centre, but focuses on six key

components for change that will set the pace of redevelopment

in Aylesbury. Set out below are a range of clear and interrelated

projects within an integrated plan which could bring about long-

term comprehensive change in the town centre.

Design Quality Leading The WayA key aim of the masterplan is create cohesive and complementary

development that will maintain and enhance the overall quality,

image and distinctiveness of the town centre and in doing sogive confidence to investors and reinforce civic pride amongst its

residents and workers.

Masterplan componentsThe key components of the masterplan consist of the following:

The Employment Campus/Station Gateway

The Civic Heart

Access and Movement

Town Centre Living

Leisure/Culture and Public Realm

Retail Circuit

This section looks at the current situation for each of these

components and projects a masterplan vision for 2026 to demonstrate

one way in which each component could enable the regeneration of

Aylesbury to take place. The table below sets out indicative floorsteps

for each of the masterplan sites as illustrated in Figure 14.

Storeys Residential

Floorspace

Retail

Floorspace

Ofce

Floorspace

Other uses

Ref Site Name Sq.m. Sq.m. Sq.m.

A Station Quarter - South 4-5 6900 31600 Train station and possible bus station

B Station Quarter - North 3 7,100 4000 10200

C Existing County Council Site Option 1 6-9 9000 11000 21000D Civic Hub 1-5 3000 26700

E Canal Side 5 22625 3900

F Extension to Hale Leys / High Street 3 6900 15901

G Vacant Ofce Site / High Street 3 4400 6000

H Post Ofce Site 5 6,100 900 5000

I Buckingham Street / Northern Town Gateway 3-4 4,320 1300 14400 Hotel (100 bed)

J Old Town Junction Sites Option 1 4 4800 600

Total Development 67745 45001 88200

(private)

26700 (public)


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Figure 1

Masterplan sites

P 1


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The Employment Campus/

Station GatewayExisting ContextThe town centre has significant office sector employment but this is

narrowly focussed into public sector agencies and large firms such

as HBOS. However, within the ring road the commercial office sector

has suffered from a lack of supporting services and infrastructure and

space to grow. As a consequence there is now a lack of modern, high

quality office buildings ready for occupation in the town centre.

The increasing trend towards businesses relocating out of the centre

has meant that the town centre has experienced an increasing number

of vacant offices that are no longer fit for purpose. The development of

employment uses at Aston Clinton is reinforcing this trend.

The Masterplan Vision for 2026Keeping high quality skills employment in the town centre is a key

component of the masterplan . This workforce will underpin and

support other shops and services. In addressing this priority, which

was established at the collaborative workshops, the masterplan

seeks to amplify commercial office provision in the town centre,

building on that provided by HBOS to form an Employment

Campus, a range of flexible modern employment space (which may

include modern offices, research and creative industries) in a cluster

of buildings stretching from Walton Street to the Train Station. A new

Buckingham Street Northern Town Gateway area is also proposed,

fulfilling the stated desire of stakeholders for an intensification of

development at strategic gateways. The stacking of uses in this

location helps realise these ambitions and creates a critical mass

of activity that substantially benefits the town centre. In total there

is room to create some 88,000 sqm. of new commercial space in

the town centre, of which 42,000 sqm could be located within theEmployment Campus, providing around 2,500 new jobs (based on

a density of one person per 17.5sqm). The remaining private sector

office element in the town centre has the potential to provide an

equal number of jobs across the town centre, although densities will

vary according to the type of employment. The above figures reflect

the loss of existing employment space as a result of redevelopment.

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Figure 1Station Gateway / Employment Campus

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Anticipating the substantial improvements already being planned

for the Station including the 3.8 million Southcourt bridge linking

the town centre to the areas south of the railway line, but also the

longer term downgrading of parts of the ring road proposed by the

masterplan, the Employment Campus/Station gateway has a strategic

role. Designed to make a strong visual impact, especially when

approaching by rail, this significant gateway to the town will be given

the prominence it deserves and will create a strong sense of arrival

and prestige, as illustrated in Figure 15.

On arrival visitors will be immediately struck by the distinctive architecture

of the new landmark office buildings proposed for this location. On

exiting the station they will have the option of taking the stunning new

route across to a revitalised town centre via the new Southcourt bridge

from which the thriving Aylesbury college will be visible, walk along the

pedestrian boulevard or alternatively walk through the quality parkland

and waterside setting of the buildings within the employment campus. No

longer faced with physical or visual barriers that presently hinder access

in this location, but instead presented with imaginative and functionalpublic art and intuitive signage, the visitors will be able to negotiate the

way to their destination with confidence and ease. The green spaces

and new canal basin located immediately adjacent to the station -

forming part of an extended waterway network encircling the town - will

encourage people to linger and enjoy this location and will foster social

interaction and business exchange.

The buildings themselves are likely to accommodate HQ functions,

incorporating flexible floorplates and high quality sustainable

architecture; their scale and form designed to provide sufficient

enclosure and intimacy for the public spaces whilst allowing for

longer views out towards the surrounding countryside. The ground

floor frontages of each of these buildings should incorporate small

scale retail, bar and caf uses to ensure continuous animation, and

the adjacent spaces constant activity, throughout the day. The public

realm will have high quality details and materials sourced locally

where possible to reinforce local distinctiveness.

With the provision of high quality and adaptable employment space

set within a distinctive environment, together with enhanced transport

links to London and Milton Keynes, Aylesbury town centre can attracta skilled workforce to make it a successful employment location.

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g


Figure 16

Section - Station through to Friars Square

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The Civic Heart

Existing ContextAs the County Town of Buckinghamshire, Aylesbury has served as home

to public and administrative functions of Town and County for over a

century. These functions are embedded in the towns self-image and

moreover contribute substantially to its character and also to the local

economy. In 2006 around three quarters of the town centres employment

base is provided by the public sector, spread amongst a number of sites

within and outside the ring road. The dispersed nature of these functionsand the poor quality of the existing building stock in which they are

housed has meant that operational efficiency has suffered.

With both the current County and District Council accommodation

under review, there is a pressing need to provide a solution to the

needs of both authorities. Further, as well as offering the chance to

consolidate current services there exists a unique opportunity to re-

brand these services and present a new image for the town centre

as a whole to the wider community.

Also, as can be seen in Figure 18, the landholdings of the two authorities

within the town centre are substantial, although not all such land is capable

of realisation for development due to existing leases. Nevertheless, taken

together this presents an opportunity to shape the future development

of the town centre within the context of the rationalisation of the

accommodation needs of both authorities. Hampden House has been

identified as a potential location to re-house the District Council, but this

only represents one of several options it is looking at, and indeed is only

one of a number of opportunities to re-use this strategically important site.

The implications of these moves extend far beyond the town centres

public sector functions to encompass the whole towns future growth

(the civic governance functions undertaken by both District and

County Councils are at the heart of town centre life). Without a clear

strategy to ensure their continued and enhanced presence, the town

centre risks losing a valuable asset, and with it not only part of its

identity but also a major cornerstone of its economy.

The Masterplan Vision for 2026The masterplan vision for the public sector functions is based on the

requirements set out above and the aspirations of stakeholders. Located

within the town centre, the openness, accessibility and civic quality

of both the County and Districts new headquarters sends out a clear

message to would-be investors of a modern, confident and vibrant town.

Both the District and County in reconsidering their accommodationneeds and options have created award-winning outward facing

modern facilities giving easy access for the towns citizens to a

range of services including courts functions, a library, local media

operations, a Tourist Information Centre, Citizens Advice Bureau and

Local voluntary and other public service organisations. These facilities

which comprise around 27,000sqm of floorspace, accommodate the

existing employment needs of both the County Council and District

Council but also make provision for their expansion.

Services might include face-to-face information for visitors on

facilities like the Bucks County Museum and advice in person for

residents on enquiries ranging from council tax, and adult education

to planning advice. There are also opportunities for non-public

facing elements of County and District Council services. Though

many public service organisations operate in the town centre in

2006, the ability for members of the public to meet many of their

needs in one location will enable a stronger relationship between the

local community and local government and that as a result of this

improved interface with the public, the image of civic governance

will be dramatically enhanced. Likewise, the presence of such an

open and welcoming civic facility will go far in promoting Aylesbury

as a forward looking and dynamic town to visitors and investors as

has been achieved in Norwich, Cardiff and other locations.

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Figure 1

Land in Council Ownership

Figure 1

Norwich Forum

Page 2

A l sb T C t Mast la


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Access and Movement

Existing ContextThe predominant mode of travel into the town is by car with 84% of

all journeys using this mode of transport; only four percent of people

use the bus and under three percent travel to work by bicycle, as

noted in the Aylesbury Parking and Access Study (2004).

However, whilst car use and walking is higher than the regional average,

rail usage is lower in Aylesbury as a result of the relatively limitedservices on offer. The rail journey time to London is about an hour and

rail frequencies to London are relatively low, whilst rail connections to

anywhere other than London are difficult given need to change at Princes

Risborough. Despite the dominance of the car within the town, there

are no significant congestion problems in the town centre itself, although

queuing does occur during peak hours at certain locations. Further, total

existing parking supply is adequate to accommodate current demand.

To redress this balance, efforts have been made to secure fundingfor public transport improvements within and outside the town

centre. Most notable of these are the Public Transport Hub and new

pedestrian and cycle bridge over the railway as well as an upgraded

Bus Station, all of which received funding. In addition, Aylesbury has

just won 1m funding to be one of six cycle demonstration projects

which should act as a catalyst to encouraging increased use of the

bicycle in Aylesbury. The improvements comprise the following:

Town Centre Status

Aylesbury Public Transport Hub and

Station Boulevard

Committed with CIF funding secured

(implementation 2006-2008)

New pedestrian and cycle bridge

over railway



Upgraded Bus Station Committed with CIF funding secured


New pedestrian and cycle crossings

on the inner ring road



Dynamic signing of car parks and Urban

Traffic Management & Control (UTMC)

Key LTP scheme; not necessarily

committed/funded at this stage

Displace long stay parking from centre Key LTP proposed improvement; not

necessarily committed/funded at

this stage

Wider Area

Network of radial primary public

transport corridors



Intelligent transport systems on key

radial routes (UTMC)



Quality Bus Partnerships for Watermead,

Berryfields and Weedon Hill

Committed developer funded scheme

Parkway station, Park & Ride and

improved linkages between Major

Development Areas (MDAs) and

town centre


Provision of enhanced walking and

new cycling routes linking Weedon Hill,

Berryfields, Aston Clinton to town centre


New Western link road to improve

access to MDAs at Weedon Hill and

Berryfields


Improved bus / rail interchange Key LTP proposed improvement; not


this stage

Improved inter-urban bus services

providing improved strategic links

Key LTP proposed improvement; not

necessarily committed/funded at this

stage

Improved rail services to London Not committed/funded at this stage

East / West rail improvements Key LTP proposed improvement; not


this stage

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Figure 1

High Street Kensington - Before

Figure 20

High Street Kensington - After

Figure 21

Aylesbury Public Transport Hub

The Masterplan Vision for 2026Aylesbury Town Centre in 2026 will benefit from substantially

enhanced transport infrastructure catering to people from near and

far and providing a seamless transition between transport modes. A

regular fast train to London puts Aylesbury within reach of London

in less than an hour, making it more attractive to businesses and

tourists alike. Journeys to Milton Keynes and Oxford have been

made substantially easier following the implementation of east-west

rail improvements and improvements to the A418 and A4146.

Having successfully reduced car dependence in and around the town

centre, through the implementation of the Public Transport Hub and other

improvements to public transport and walking and cycling connections;

the barrier effects of the ring road have been substantially lessened.

There are more and better pedestrian crossing points and the character

of the ring road corridor has been changed to one that is much more

pedestrian friendly to allow for easy movement between different parts of

the town centre which is now no longer seen as only inside the ring road.

Drivers are discouraged from entering the town centre but necessary

journeys are still allowed. Many drivers use the Park & Ride facilities

outside the town centre, accessing it using a frequent bus service. The

generous parking provided to accommodate anticipated residential,

worker and retail needs is very rarely used to capacity.

The key vehicular entry points to the town on Walton Street, High Street,

and Cambridge Road, as well as on the Buckingham/Bicester Road

and Gatehouse/Oxford Road approaches all benefit from substantially

enhanced gateway treatments. The presence of landmark buildings and/

or public works of art signify visitors arrival at the heart of the County.

For the pedestrian the success of the downgrading of the ring road is

reflected in the encouraging number of people who have left their car at

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home and now walk to work in the town centre. Likewise, the legacy of

Aylesburys Cycle Demonstration Town designation lives on. Fulfilling the

desires of the town centres stakeholders, the increase in direct routes on

key radial corridors, completion of the cycle network in and around the

town, and the successful publicity strategy have not only ensured that all

nearby communities have good quality cycle routes into the town centre

but also provided a welcoming cycling environment. Consequently,

large numbers use their bike not only for recreation in the town but also

to travel to work on a regular basis...Both pedestrian and cyclist are able

to reach their destination with ease thanks to the comprehensive and

logical signage within the town. With traffic speeds reduced to 20mph,

safe crossing points introduced, and the traditional barriers segregating

cars, pedestrians and cyclists removed, different users of the town centreacknowledge and accommodate each other and as a result the town

centre has become safer for all. The impact of these types of measures at

High Street Kensington is illustrated in Figure 20, and show the ability of

smaller scale measures to fundamentally change the character of a road

while still maintaining overall traffic capacity.

Town centre users will instinctively be able to negotiate their way

across the town centre from the Station Gateway through the

remodelled Friars Square shopping centre through to the marketsquare, and either on to the old town or to the revitalised canalised

development on Exchange Street. Improved linkages between these

key developments will ensure that whatever form of transport you

choose to take, you will reach your destination promptly and safely.

ParkingThe masterplan recognises that demand for car parking will increase

as new commercial, retail and residential development is brought

forward. As such, the vision provides for a number of new parking

sites to increase supply over and above that currently provided.

Recently permitted car parks include the Walton Street multi-storey

car park. The strategy proposes one way of addressing current

deficiencies in the town centre. Figure 22 presents initial proposals for

accommodating the level of potential demand for parking in the town

centre emerging out of the masterplan and reflects the increasing

need to reduce unnecessary car access into the heart of the town

centre and a gradual reduction in on-site car parking provision in line

with Council policy. Given the level of new development envisaged

in the current masterplan proposals, detailed technical analysis will

need to be undertaken to review potential impacts and update the

Councils Parking and Access strategy. For further information on the

masterplans assumptions please refer to the supplementary technical

note on transport.

It is intended that parking demand in the intervening period will

be accommodated by way of surface and temporary car parks to

ensure that the needs of the public and private sector are met and

the town centre continues to operate at an optimal capacity. The

vision, does however anticipate that demand for long stay private

non-residential parking will diminish once the operational parking

only zone is designated by the Council for the town centre, within

and adjacent to the area bounded by the Inner Relief Road (IRR),thereby reducing unnecessary car access into the heart of the town.

The relocation of long stay parking from the town centre into new car

parks towards the edge of the urban area and the linked provision of

park and ride facilities as proposed by the Council, will further help

to reduce demand for parking in the centre.

Retail - Both the Friars Square and Hale Leys shopping centres will

be allocated replacement parking in a combination of multi storey,

basement and decked car parks adjacent to their sites. The longterm enhancement of Friars Square could necessitate the relocation

of the bus station outside the ring road (possibly under the site

currently occupied by Morrison) to improve integration and allow

redevelopment of the current bus station site, though at the present

time is an aspiration and not a concrete proposal. This would allow

for this space to be used by the shopping centre to serve its car

parking requirements in a combination of basement and decked

parking. The loss of the multi-storey car park currently used by

the Hale Leys Shopping Centre as a result of i ts expansion, will be

offset by the provision of parking in a new multi-storey car park on

Upper Hundreds Way and use of the existing basement car park

beneath Hampden House,. In addition to that incorporated above,

food store parking will be provided in a multi-storey car park in the

Station Gateway (North) area, and adjacent to the Sainsburys store

off Buckingham Street that is new to the town centre since the 2006

baseline. Other town centre parking will be distributed amongst a

number of shared car parks including the permitted Walton Street

multi storey car park, and a new multi-storey located within the

Buckingham Street Northern Town Gateway area.

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y y p

Figure 22

Potential Parking Provision

Office - Commuter and employment car parking will be

accommodated in a series of shared multi-storey and surface car

parks on the perimeter of the inner ring road, including a multi-storey

in the Station Gateway (South), that in the Buckingham Street Northern

Town Gateway area, as well as the permitted Walton Street car park.

Residential - The masterplan anticipates low parking rates for

residential in the town centre. Much will be accommodated in

decked car parks in and around the Walton Street canalised area to

serve the new community there. Parking in rear courtyards will be

promoted elsewhere, and a reduction of traffic generally in the town

centre will allow for surface parking in the Old town to be phased

out, and public realm improvements to be implemented.

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Figure 2

Town Centre Animation

Figure 2

Aylesbury Old Town

The Masterplan Vision for 2026In response to the growth agenda which called for a substantial

increase in the population of Aylesbury Town, amounting to 16,800

new homes in the period from 2006, the town centre has made

its contribution of around 1000 homes over and above those

permissions granted in 2006, a substantial proportion of which are

located in the Walton Street canalised development. The remainder

are distributed across the town centre including the BuckinghamStreet Northern Town Gateway area which includes a number of

new town houses and apartments. The provision of family housing

has strengthened the appeal of the town centre to a broad range

of age groups and people from diverse backgrounds. This in turn

has helped provide a mixed community in the town centre, a centre

which provides equal opportunity for all including existing black

and ethnic minority communities.. This balanced profile of residents

has also ensured a critical mass is achieved in the demand for

both commercial and community services and facilities within it,which have grown in line with need, as well as a town centre with

continuous activity throughout much of the day.

The Walton Street canalised development has provided a high value

and prestigious address for those living within it. The high quality

waterside and landscape setting, generous amenity space, and easy

access to local facilities, has created not only a viable neighbourhood

but also fostered a cohesive community in its own right.

Town Centre Living

Existing ContextAlthough Aylesbury town centre does not currently serve as home to

a large residential population, the waning demand for employment

space in the centre has meant a dramatic increase in applications

for residential development and this will lead to a considerable

increase in town centre living in the near future. Further, the appetite

for higher density living is increasing, as demonstrated by the

approval of the 400 unit Grand Central and 136 unit Nestl housingdevelopments, both providing 1,2,and 3 bedroom apartments. This

is on top of the planned residential expansion as part of the Walton

Street canalised development. There remains however a danger

that family housing provision in the town centre is overlooked,

narrowing the appeal of new town centre residential developments.

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Figure 2

Canalside Regeneration

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Leisure/Cultural Offer

and Public RealmExisting ContextFor a town of its size and stature, Aylesbury has a limited number of

cultural and leisure assets. Some are well used such as the Odeon

Cinema and the Aqua Vale Leisure Centre. Others, such as the Bucks

County Museum, do not benefit from sufficient exposure. Likewise,

although Aylesbury possesses a particularly well preserved old town

with much of its historic street pattern and architectural detailing

intact, the town centre as a whole has limited cultural expression, avariable townscape character and a public realm with no single theme

connecting its identity. This has contributed to not only in a weakening

investor confidence in Aylesbury but also a growing dispassion

amongst workers, residents and visitors.

There are however, very encouraging signs for the future with the

planned theatre complex on Exchange Street, which stakeholders

at the workshop sessions welcomed with open arms. Likewise,

the successful programme of seasonal events in Kingsbury andelsewhere such as the Roald Dahl Festival and Italian Market prove

that the potential for the town centres public spaces to serve as

outdoor living rooms on a more regular basis.

The town centre suffers considerably from the divide between

its old and new quarters. Pedestrian movement runs mainly

along a north-south axis from the Station through Friars Square,

Market Square and Hale Leys. East-west movement is particularly

undeveloped, in the main because there is currently very little activity

to draw pedestrians towards the old town despite its attractiveness.

This is one of the main weaknesses of the town centre at present,

with residents and visitors, including potential tourists not being

encouraged to visit the historic core.

The inconsistent and sometimes poor public realm is acknowledged

as one of the priorities for change by stakeholders, recognising that

small scale enhancements to the urban environment can greatly

improve the quality of experience for users of the town centre.

Equally, although the town benefits from an environmentally rich

natural hinterland, access to green open spaces within the town

centre is noticeably lacking, a fact also recognised by stakeholders.

The lack of 4 and 5 star hotels in the town centre means the town

centre is an unattractive proposition to both tourists and the business

community and potential income from both is lost to other towns inthe County. Equally, the limited evening economy resulting from the

narrow service offer including restaurants and cafs means that the

life of the centre recedes after dark, leaving it dominated by a young

drinking crowd who tend to put off other visitors.

Based on discussions with key stakeholders, the vision for the public

realm includes:

1. A comprehensive renewal of the key spaces of the High Streetarea and the Market Square, as well as upgrading of small but

significant areas of the old town such as Temple Square

2. A landmark public art strategy linked to gateways and approaches

3. A signage strategy based on popular narratives and the

redefining of the townscape

4. Public realm related cultural events including the establishment of

Aylesbury as a festival town based around childrens literature

This latter concept of a Festival Town based around an annual

celebration of childrens literature and related art forms inspired

by the presence of the Roald Dahl Childrens Gallery in the Bucks

County museum, and the towns history of publishing/printing,

garnered considerable interest in interviews with stakeholders.

Providing the basis for a public realm strategy that knits together

existing and future activities, it would position Aylesbury as a centre

of excellence and visitor attraction and could act as the catalyst for

creative industry growth and related supply chains within Aylesbury

town and the surrounding Vale.

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Figure 26

Heart of the cultural quarter focussing on the new theatre

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Figure 2

Kingbury 100

In providing for a breadth of leisure opportunities in the town centre,

the masterplan also recognises the place large scale leisure facilities

have in the future. As such, sites coming forward towards the end of

the programme period such as that currently occupied by Morrisonsand the Post Office could house a variety of uses other than currently

envisaged in the masterplan.

The Masterplan Vision for 2026The town will capitalise on projects such as the theatre and

canalised development, ensuring that these schemes contribute to a

cultural renaissance and revitalised public realm in the town centre.

It will ensure that the town centre realises the full potential of its

built and natural heritage and public spaces to serve as a stage forcommunity life and engagement, re-establish a sense of civic pride

and secure investor confidence in the town.

The town centre has benefited from a number of early wins in the

first years of the masterplans implementation. As a consequence of

the removal of buses from Town Square and the High Street, public

realm improvements to all its main squares and streets soon follow,

taking those successfully introduced in Kingsbury as a model. Further

the Councils expansion of its tree planting strategy has proven

particularly effective at greening parts of the town centre.

Key areas benefiting from an enhanced public realm include the High

Street, Market Square, the old town and Exchange Street. Chosen as

exemplars of good urban design practice, each creatively combines

local distinctiveness with an innovative approach to streetscape design.

Much of the High Street retains its modest scale and with the reduction in

traffic, street signage and clutter is considerably more pleasurable to walk

down. Similarly Market Square looks and feels more inviting and safer,

in part thanks to its more enclosed nature (as a result of the new built

development) but also thanks to the priority given to the pedestrian.

The theme of childrens literature has reinvigorated the old town,

building on its special character through the use of unique signage

and public art and employing locally sourced materials. These,

together with the reduction in the prominence of the car in spaces

such as Temple Square, have helped give more cohesion to the

old town and bring all its public spaces and routes up to the same

quality. Perhaps the most noticeable and much needed improvement

has happened on Exchange Street. No longer, an urban motorway,

traffic speeds are limited to 20mph allowing for more frequent

crossings and an enhanced pedestrian experience. With an

urban design treatment akin to that successfully implemented on

High Street Kensington in London (see Figure 20), incorporating

boulevard planting, minimal street clutter, and high quality material

finishes, this route no longer serves as a barrier, instead allowing the

controlled expansion of the town centre across the ring road.

With the theatre established and its festival town status firmly

embedded in the consciousness of the Vales residents, the

Aylesbury of 2026 has cemented its position as the cultural heart

of the District. The annual childrens literature festival attracts large

numbers, providing the town with a steady source of income fuelling

further public realm investment and supporting the ever increasing

performing arts programme at its theatre. The old town shares in

this success. Indeed, the festival theme has further cemented links

between the old and new town with the Bucks County Museum

looking to expand to accommodate the substantial increase in visitor

numbers to the Childrens Gallery as well as the main museum.

To accommodate the increase in visitor numbers and in business

interest in the town, the market square now benefits from a 5 star

hotel aimed primarily at business people and incorporating a Michelin

Stared Restaurant. This is complemented by a 4 star boutique hotel

in the revitalised Buckingham Street Northern Town Gateway area.

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Figure 2

Kingbury 10

Figure 2

Kingbury 2006

Figure 0

Kingbury 10

Figure 2

Kingbury 16

Figure 1

Kingbury 200

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The focus for Aylesburys revitalised evening economy is within the

now long established and revitalised canalised area which provides a

broad range of restaurants, cafs and bars. The area appeals as much

to families as it does young professionals, all contributing to its livelybut relaxed ambiance. These groups also benefit from the inclusion of

leisure uses such as an ice rink within the nearby Station Quarter North

and the site currently occupied by the Post Office off Hundreds Way.

These complement the established cinema and the Performing Arts

Centre adjacent to the Canal. Amongst the passive leisure opportunities

offered in the town, residents, workers and visitors can take advantage

of the riverside walk from the station, past the theatre towards the Vale

Park Leisure Centre. The park itself benefits from improved access

following its extension right up to the junction with Exchange Street,thereby allowing it to link in with the public realm improvements

implemented within the ring road. The improved pedestrian links and

signage, as well as the downgraded ring road ensure that access to the

towns existing green spaces is vastly improved.

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Figure

Public Realm Strategy

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Retail Circuit

Existing ContextDespite its well preserved old town, it is in fact its retail offer in the

two major shopping centres, Friars Square and Hale Leys, and the

Cambridge retail park on town centres edge, which have done

much to ensure the town remains a vital hub and destination for

visitors. Indeed, the likely expansion of the Cambridge Retail Park

to encompass the nearby BT site, in line with policy guidance,

signals a move towards better intergration of the towns retail offer.The High Street area, however is now looking tired and in need of

new investment. Despite the presence of stores such as Marks &

Spencer at the top end of High Street, much of it is characterised by

charity outlets and pound shops in response to its failure to compete

with its more modern rivals.

Even accounting for those outlets in its shopping centres, the retail

range and offer available to consumers remains narrow and its

failure to distinguish its offer from that in neighbouring centres such

as Milton Keynes has meant Aylesbury has struggled to compete

against its larger rivals for custom. The additional benefits that might

accrue to the town centre economy from catering to a wider range

of customers, through a wider general retail offer and more niche

outlets, are not being realised. One of the reasons for the old towns

lack of a draw is the absence of niche shopping that would benefit

from being located in such a prestigious location.

The Masterplan VisionIn 2026, Aylesbury is experiencing a shopping boom, having re-

positioned itself to offer a broad range of retail outlets across the

town centre and an additional 40,000sqm of retail floorspace all

within a short walk from Market Square. The new retail circuit fulfils

the aspirations of Aylesburys residents, providing a safe, dynamic

and unique shopping environment which sets it apart from the

likes of Hemel Hempstead and Milton Keynes. The offer balances

the requirements of the towns residents, workers and visitors and

broadens the appeal of the town centre to benefit from the spending

power of affluent Vale residents beyond who are now returning to

the town to shop in ever increasing numbers. All parts the town

centre play their part, including the Old Town where premises once

occupied by bookies and estate agents are now home to a range of

independent retailers offering a wide range of food, clothing, art and

literature and other specialist offerings. These are supplemented by

a range of restaurants, cafes and bistros. The Old Town is a place

where tourists and locals come to appreciate the historic buildings

and high quality public spaces, browse in the shops and relax over adrink or a meal. Far from homogenous, the shopping environment in

Aylesburys town centre now capitalises on its unique setting to offer a

product that draws the discerning customer from across the District.

The Friars square shopping centre remains but not as people

remembered it in 2006. Instead of presenting a closed face to those

arriving from the station, visitors come across a glass faced building

revealing the activity within it and can quickly access the centre by way

of an escalator. Alternatively, users can continue through to the Market

Square. The bus station has been relocated nearer to the train station

under the site currently occupied by Morrisons and has as its neighbour

one of three new major food stores in the town centre. Friars Square

has undergone a complete rationalisation of its floorspace, offering

prime retail opportunities to a range of medium to large scale occupiers

and incorporating one of the now two anchor department stores in the

town centre. Provision has also been made for larger scale commercial

uses within the nearby Station Quarter North (currently occupied

by Morrisons) as well as the site of the Post Office off Hundreds

Way. Shoppers seeking respite can take advantage of a food court

overlooking Market Square. The transparent faade onto the square

ensures a lively interface between the two.

On entering Market Square the shopper is immediately struck by the

blend of modernity and tradition with its historic buildings set alongside

high quality contemporary architecture and the revitalised Friars Square

centre. The food market, which is open daily and offers selection of

locally sourced produce and open air seating to eat freshly prepared

lunch from the stalls, is bustling with tourists, office workers and mothers

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Figure 6

Section - Friars Square Shopping through to New Council Offices

Figure

Enhanced Retail Provision

Figure

Niche Shopping

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Figure

Outdoor Living Room

Figure

All Season Shopping

and babies. From here, people can make their way to the Old Town,

which is renowned in the district for its concentration of specialist food

emporiums, restaurants, antique shops, art galleries, and childrens

bookshops. From the bustling plaza at Kingsbury, shoppers are drawn

on to the new Buckingham Street Northern Town Gateway area which

incorporates a number of small to medium sized retail units spread over

five blocks. The fringe retail offer on Buckingham Street itself has been

upgraded substantially, incorporating cafs used by office workers, andhelps entice shoppers from Market Square to this quarter in the north.

The High Street has undergone a renaissance of its own, reasserting its

position in the hierarchy of the towns shopping offer, and once again

providing for the everyday shopping and services needs of those living

and working in the town centre.

At the foot of the High Street at the junction with Exchange Street,

one is met by a landmark building on the site of the former Council

offices containing (perhaps) Aylesburys prime food superstore,

complementing the redeveloped Sainsburys on New Street and a

new food store in the Station Gateway (north). Turning the corner onto

Exchange Street, the food superstore represents one element of the

redeveloped Hale Leys/Waterside shopping centre, which includes a

big name department store as anchor and numerous high end designeroutlets. As well as covering the site of the former shopping centre and

car park, this complex now includes the site of the former civic centre

adjacent to the Odeon Cinema, allowing convenient access from

Market Square.

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Figure

Cutting Edge Design

Figure 0

Distinctive Shopping Offer

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5. Delivery and

ImplementationThis masterplan, based on stakeholder objectives and desires,

represents a vision which could be realised in a number of ways.

This Delivery and Implementation section sets out broad principles

to show how the vision could be delivered and the principles that

should be followed whatever form it eventually takes.

The challenge of delivering the masterplan vision will require

concerted and co-ordinated action and commitment from the public,private and voluntary sectors. This section sets out guidance on the

implementation and delivery of the masterplan.

The masterplan for Aylesbury provides a clear vision for the town

and identifies the key components which will bring about long term

comprehensive change. These components will provide the basis for

partnership working in bringing forward opportunities and for the co-

ordination of public and private sector investment.

The Masterplan is an important tool in promoting and facilitating

the development and regeneration of Aylesbury town centre. It

comprises a comprehensive package of projects, which have

the potential to come forward over varying timescales throughout

the Masterplan time frame. This chapter provides guidance on

the delivery of these projects. The following section sets out the

implementation mechanisms that will be required to move from

concepts to delivery of the Masterplan objectives and components

for AVA and its partners with recommendations regarding the

delivery of key projects, in the following areas:-

Delivery principles

Roles and responsibilities

Planning strategy

Delivery mechanisms

Delivery risks

Phasing and timetable

Key Projects summary table

Delivery PrinciplesA number of principles underpin the implementation of the

Masterplan proposals:-

The implementation of the Masterplan must be approached in

a comprehensive manner

To underpin this a planning policy framework must be established

which builds on the proposals contained in the masterplan; The integration of the town centre with the canalised and train

station is crucial

Development proposals must accord with the Masterplan

Vision and Objectives and must not compromise the delivery of

subsequent elements of the Masterplan

The integration of the town centre with the canalised and train

station is crucial;

Delivery of built development, infrastructure proposals and public

realm improvements are closely linked as they will stimulate the

quality agenda and the attractiveness of Aylesbury to investors

and visitors. The provision of new infrastructure, in particular

the alteration of existing highway, the provision of new linkages,

enhancement of the public realm and the enhancement of open

spaces are fundamental to achieving the regeneration objectives

and must be addressed comprehensively;

Concerted actions will be required by key stakeholders to

stimulate investor interest; and

An enhanced and coordinated branding and promotional

strategy highlighting Aylesburys competitive advantages will

be required to transform existing perceptions and image.

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Figure 1

Indicative Phasing Plan

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Roles and ResponsibilitiesThe key to the successful implementation of the Masterplan

lies in the strong partnership between public and private sector

organisations. The Public Sector, through AVA, has a vital role toplay in ensuring the successful reinvention of Aylesbury. AVA, as

the focused delivery agency will need to provide strategic direction

and to assist in the coordination of the wide range of agencies and

partnerships involved in the delivery of the key projects seeking to

secure the economic and social prosperity of Aylesbury.

Aylesbury Vale District and Buckinghamshire County Councils have

pivotal roles in relation to the future of the Aylesbury as services

providers, economic regeneration agencies, landowners and

through their planning and highways powers. The public sector

is also one of the main employers in the town and their continued

presence as an occupier is critical to the future of the town. The

public sectors commitment as an occupier gives an important

message to the investment market promoting Aylesbury as the

administrative hub of the District and County. Effective and co-

ordinated use of these responsibilities and powers is central to the

successful implementation of the Masterplan and the delivery of key

development projects.

Strong local, sustained leadership and partnership are key to

instilling investor confidence. The local authorities must be prepared

to mobilise their own resources but also to encourage others to

do the same. By taking the lead and showing their commitment

to the future of the town centre and key projects by progressing

the Masterplan and the related public consultation leading to its

approval and in relation to progressing individual projects on a

prioritised basis the Councils will clearly show their commitment to

the regeneration of Aylesbury.

To fully grasp the opportunities which the Masterplan offers, the key

public and private sector agencies must build on the joint working

approach being championed by AVA. This approach will need to

work across public and private sector boundaries. Key inputs will be

required from a variety of organisations, in addition to the Borough

and County Councils:-

SEEDA through its economic development and inward investment

activities providing funding support (where appropriate)

Business organisations

Community and voluntary sector organisations Transport operators

Emergency service organisations

Local media

Developers and investors

In particular AVA and its partners will need to:-

Ensure that the Masterplan proposals are brought forward in a

progressive and comprehensive manner

Develop Planning Guidance and Policies that positively

promote and facilitate development in the town centre,

including the production of Planning and Development Briefs

for key sites

Coordinate resource and funding bids to direct investment

into the town centre to bring forward funding public realm

improvements or facilitate development projects.

Coordinate the relationships and linkages between

individual projects

Address civic issues and local needs in terms of the future

provision and location of facilities

Proactively encourage developers to embrace the quality

agenda required by the Masterplan

Promote the need for co-ordinated public sector funding

support to deliver key public realm and infrastructure projects

required early on in the Masterplan proposals

Champion the complex projects which will initiate wider

change within Aylesbury

Prepare projects which can then be taken forward by private

and public sector partners

Ensure that development and public realm proposals are of the

highest design quality

Consider the use of their own land assets in facilitating

development and the potential use of compulsory purchase

powers where necessary to unlock development opportunities

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Land OwnershipIn addition to the Aylesbury Vale District Councils strategic role as

Local planning authority and Buckinghamshire County Councils

role as Highway authority, on specific initiatives they will also havea key role as landowner. In particular this relates to the Councils

ownership / part ownership of sites at:-

The Walton Street Canalised Site (AVDC)

The Civic Heart (AVDC & BCC)

The employment campus/Station Gateway (BCC)

As landowner this gives the public sector the ability to have a direct

influence over the development process (including timing issues),

mix of uses, scheme design and delivery over and above their

strategic role and function.

It also provides the potential to deliver different types of benefits from

sites than could otherwise be achieved e.g. release of capital, provision

of new community facilities and town centre regeneration projects that

will make a significant contribution to wider strategic objectives.

Marketing and BrandingWith the development of Aylesburys Masterplan there is a significant

opportunity for the town to re-position its self as a quality retail,

employment, leisure and cultural destination, however to be

fully realised, this will require investment and change in the way

marketing of the town centre is currently approached. This will

require the current agencies involved in these activities to review

their current activities and consider whether one organisation

should be given a lead role to take this forward and coordinate the

individual complimentary activities of the individual organisations.

The development of a more dynamic marketing strategy and re-

branding campaign should be given a priority as this has the

potential to create a transformational shift in the way Aylesbury is

currently perceived and tackle existing stereotypes of the town.

The pace of delivery will be lead by the Council and other agencies

acting together to promote the town as a whole as a place where

development and investment activity should happen. The range of

promotional activities should include:-

Direct investment into the study area to promote the

regeneration objectives

An active marketing campaign to stimulate the developmentcommunity to the full range of opportunities that are available

within the town centre

A parallel campaign to promote Aylesbury as a future

employment location, which will involve both raising awareness

of the town as a business location and the variety of

opportunities that exist.

Continued consultation with existing landowners and key

occupiers to package and promote more comprehensive

forms of development

Planning StrategyEstablishing the planning policy context for the Masterplan will be a

key step in ensuring delivery. The use of planning as a positive tool

to promote development is a key element of current government

thinking. The development and adoption of a Local Development

Framework is programmed within the next three years. Key

considerations relate to :-

Translating the Masterplan into statutory policies and

allocations within the LDF

The securing of community benefits through the use of S106 /

S278 agreements

Creating the rationale for the use of compulsory purchase

powers in appropriate circumstances to achieve regeneration

and planning objectives

The masterplan will not only capture the views of stakeholders but

also needs to be connected to the formal planning process. As abasis for informing the development of the LDF, any future Area

Action Plan for the Town Centre, and Development Plan Documents,

and to consolidate the general acceptability of the masterplan, it

may be appropriate to do wider consultation as part of the Core

Strategy, or as an independent consultation on the masterplan

proposals in their own right.

As an early indication of intent both AVDC and BCC should endorse

the principles of the masterplan. Consideration should also be given

to examining the opportunity for adopting/using the masterplan

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for development control purposes whilst the formal Action Plan

comes forward.

Public Realm StrategyA detailed public realm strategy should be prepared from 2007

outlining the means by which the town centres streets and public

spaces can be upgraded to provide a fitting setting for built

development in the town centre. Specifically, private sector funding

could be secured through partnership arrangements or Section

106 / 278 planning obligations to assist in the development of such

improvements. Although the investment required by the Masterplan

will be largely privately financed, there will be a need for the

public sector to provide funding support for certain projects and to

encourage other developments to come forward and to establish a

planning contributions matrix to lever in private funding into a range

of civic, public realm and infrastructure projects.

Transport StrategyA Transport Strategy recommending the phasing of transport

improvements over the masterplan period should be developed

from 2007.

An integrated transport and movement strategy is an essential step

in establishing the framework for future development and change.

The focus of the strategy should be to achieve a fully accessible

town centre, giving priority to pedestrians, cyclists and public

transport; reducing traffic congestion by discouraging through

traffic; and coordinating parking provision to ensure the town

centre remains competitive economically whilst allowing for a more

balanced attitude in favour of public transport. Further work will be

required to take this forward. A technical appendix accompanies this

document providing more detail on this strategy.

Site AssemblyThere are a number of individual land ownerships and interests within

the study area, and whilst private treaty negotiation with individual

landowners is preferred, it may be necessary to use a compulsorypurchase order to assemble development sites / create larger

development parcels in order to deliver major regeneration projects.

Delivery Mechanisms and FundingIn taking forward the delivery of the various components of the

Masterplan, there are a variety of mechanisms the AVA needs to

consider, ultimately on a project by project basis in order to establish

the most appropriate route (in terms of timing, risk transfer and

project viability).

Options for delivery mechanisms for individual projects include:-

Private Sector Development

Joint Venture Public and Private Sectors

Public Sector Development Full Public Sector Implementation

A key objective will be to maximise funding opportunities and

investment through a co-ordinated strategy. The strategic themes

and ideas set out in the Masterplan inevitably represent a series

of opportunities and challenges, which will require resourcing.

Althoug