councillor briefing: local plans and plan making
TRANSCRIPT
Local Plans and Plan Making
www.pas.gov.uk
What is PAS ?• PAS is a DCLG grant-funded programme but
part of the Local Government Association
• Governed by a ‘sector led’ board
• 11 staff – commissioners, generalists, support
“PAS exists to provide support to local planning authorities to provide efficient and effective planning services, to drive improvement in those services and to respond to and deliver changes in the planning system”
Objectives
To introduce you to
•the key components of plan-making
•the issues that need to be addressed in order to help your planning authority get a robust plan in place as soon as possible
•your role in the process
This presentation will cover
• Plan making policy context
• The role of your local plan
• Developing a sound plan
• Key policy issues
• Viability
• Engagement
• Examinations
• A councillors role
Why good plan-making matters
Having a robust Local Plan in place helps to:
•Move from plan-making to place-shaping;•Provide certainty for communities and developers;•Focus council on delivery;•Access more funding and attract investment;
•Manage conflict!
• national policy• National Planning Policy Framework (NPPF)• National Policy Statements• G&T policy• Planning Practice Guidance
• local policy • development plan
• neighbourhood policies• neighbourhood plans
Planning in England is policy-led
NPPF and planning
• The NPPF explicitly states planning’s principal role as being to help achieve sustainable development
• “At the heart of the National Planning Policy Framework is a presumption in favour of sustainable development, which should be seen as a golden thread running through both plan making and decision taking”
Key principles of the NPPF
• Local plans should:
“meet objectively assessed needs, with sufficient flexibility to adapt to rapid change”
NPPF
Unless….
• “…any adverse impacts of allowing development would significantly and demonstrably outweigh the benefits, when assessed against the policies in the Framework taken as a whole”
NPPF
Remember – still a presumption in favour of the plan
Duty to Cooperate
• Introduced by Localism Act
• New tool for delivering strategic planning at local level
• Requires councils and public bodies • to engage constructively, actively and on an ongoing
basis in relation to planning for strategic issues
• work collaboratively to ensure that strategic priorities across local authority boundaries are properly coordinated and clearly reflected in individual Local Plans
Complying with the Duty
• “The Government expects joint working on areas of common interest to be diligently undertaken for the mutual benefit of neighbouring authorities”
NPPF• “Cooperation should be a continuous process of
engagement from initial thinking through to implementation, resulting in a final position where plans are in place to provide the land and infrastructure necessary to support current and projected future levels of development”
NPPF
Local Plans
“Local Plans are the key to delivering sustainable development that reflects the vision and aspirations of local communities. Planning decisions must be taken in accordance with the development plan unless material considerations indicate otherwise”
National Planning Policy Framework
Neighbourhood planning
• Localism Act introduced new right for communities to draw up neighbourhood plans
• “Neighbourhood plans must be in general conformity with the strategic policies of the Local Plan. To facilitate this, local planning authorities should set out clearly their strategic policies for the area and ensure that an up-to-date Local Plan is in place as quickly as possible”
NPPF
Local plans
• set out a vision and a framework for the future development of the area
• set out a vision and a framework for the future development of the area
• guide decisions about individual development proposals
• the starting-point for considering whether applications can be approved
Implications / risks of not having an up-to-date Local Plan in place
• Difficult to defend inappropriate development
• Priority in favour of ‘sustainable development’
• Increased ‘planning by appeal’ likely
Developing a sound plan
Address the key priorities for the areaPlan positivelyDevelop a robust and credible evidence baseCo-operate with neighbouring areasFocus on reasonable alternativesUndertake comprehensive Sustainability AppraisalStakeholder engagementViable and deliverable in practice
The role of Members
• You have a vital leadership role to play to produce a robust Local Plan for your area that has buy in from all parties
• Key challenge is to listen to the views and aspirations of your constituents and balance this with the professional advice of your planning staff in order to plan for, and meet, the development needs of your area
The Local Plan
Local Plan
Supplementary Planning
Documents
Annual Monitoring Report
Proposals MapSite Specific AllocationsCore Strategy
Local Development Scheme
Statement of Community
Involvement
Area Action PlansSustainability
Appraisal
What should the plan contain?
Vision
Strategic objectives
Delivery Strategy
Managing and monitoring
How much development should there be?
Where should development go?
When should development happen?
By what means will the development be delivered?
Robust and credible evidence base
• “Each local planning authority should ensure that the Local Plan is based on adequate, up-to-date and relevant evidence about the economic, social and environmental characteristics and prospects of the area”
NPPF
Evidence base (examples)
• Strategic Housing Needs Assessment (SHMA)• Strategic Housing Land Availability Assessment (SHLAA)• Authority Monitoring Report• Five Year Land Supply Assessment• Affordable Housing Economic Viability Assessment• Employment land review• Transport Assessments• Retail assessment• Renewable and Low Carbon Energy Study• Strategic Flood Risk Assessment• Landscape and Settlement Character Assessment• Green Belt Review
Prioritising evidence gathering
• “Wherever possible the local planning authority should consider how the preparation of any assessment will contribute to the plan’s evidence base”
NPPF
Meeting housing need
• “LPAs should use their evidence base to ensure that their Local Plan meets the full, objectively assessed needs for market and affordable housing in the housing market area”
NPPF
Source: www.guardian.co.uk
Objectively Assessed Need
• the LPA is responsible for identifying the housing requirement for its area, as part of the wider Housing Market Area through its Strategic Housing Market Assessment (SHMA)
• the plan sets out the level of provision to be made and requirement and provision must be rooted in evidence
• the provision made in the plan can be less than the identified requirement, but the planning authority will have to provide substantive justification for this approach
SHLAA• The Strategic Housing Land
Availability Assessment (SHLAA) should be the key document to demonstrate the deliverability of the housing strategy in the plan, it should:
– Identify the availability of sites with potential for housing
– Assess their suitability for housing
– Assess likely economic viability of land to meet identified housing need
5 year housing land supply
• LPAs must identify and keep up-to-date a deliverable five year housing land supply
• in the absence of a plan and / or a five year supply, the Council is prone to predatory planning applications
• the presumption in favour of sustainable development is at the heart of the Framework, it means permission should be granted unless any adverse impacts would significantly and demonstrably outweigh the benefits
Green Belt Local planning authorities with Green Belts in their area should establish Green Belt boundaries in their Local Plans which set the framework for Green Belt and settlement policy. Once established, Green Belt boundaries should only be altered in exceptional circumstances, through the preparation or review of the Local Plan. At that time, authorities should consider the Green Belt boundaries having regard to their intended permanence in the long term, so that they should be capable of enduring beyond the plan period.” NPPF 2012
Current extent of green belt in England
Role of the Green Belt
• to check the unrestricted sprawl of large built up areas• to prevent neighbouring towns from merging into one
another• to assist in safeguarding the countryside from
encroachment• to preserve the setting and special character of historic
towns• to assist in urban regeneration by encouraging the
recycling of derelict and other urban land
NPPF 2012
Sustainability Appraisal
• How sustainable is our plan?
• Undertake SA at key stages in the plan-making process
Viability and deliverability
• “Pursuing sustainable development requires careful attention to viability and costs in plan-making and decision-taking. Plans should be deliverable.”
NPPF
Ensuring viability and deliverability
• For plan-making, this means:
Ensuring that the cumulative impact of local standards and policies - when added to nationally required standards - does not put implementation of plan at risk
Whole Plan Viability
Source: ‘Viability Testing Local Plans: advice for planning practitioners’, Local Housing Delivery Group
Wish list of discretionary policies
Stakeholder engagement
• Requirement of planning legislation
• Helps to create more realistic & deliverable plans
• Views & knowledge of community form an important part of the Local Plan evidence base
Who to engage?
• Neighbouring Planning Authorities: DtC• Regulatory agencies: The Environment Agency, English
Heritage, Natural England• Physical infrastructure delivery agencies: highways
authority, Highways Agency, utilities companies, Network Rail, public transport providers, airport operators
• Social infrastructure delivery agencies: local authority education dept, social services, primary care trust, strategic health authority, the Police, charities/NGOs
• Major landowners including the local authority itself and government departments and agencies
• Housebuilders and other developers• Minerals and waste management industries
How to engage?
• Early and continuous engagement
• Understand the organisation
• Identify responsible individuals
• Invest in creating partnerships
• Find out what others feel the Local Plan can do for them
• Use interactive sessions
Engagement challenges
• Ensuring early and constructive engagement with neighbouring authorities
• Engaging communities and developers on strategic issues
• Ensuring agencies will deliver
• Involving ‘hard to reach’ groups
• Balancing ‘breadth’ and ‘depth’ of engagement
• Making best use of resources
Examination
• “The Local Plan will be examined by an independent inspector whose role is to assess whether the plan has been prepared in accordance with the Duty to Cooperate, legal and procedural requirements, and whether it is sound”
NPPF
NPPF Soundness Test
• Evidence demonstrating your plan is:- Positively prepared - based on a strategy that seeks to
meet needs and requirements of neighbouring LPAs
- Justified - most appropriate strategy, when considered against reasonable alternatives, based on proportionate evidence
- Effective - deliverable over its period and based on effective joint working on cross-boundary strategic priorities
- Consistent with the NPPF - enable the delivery of sustainable development
The role of Members
• You have a vital leadership role to play to produce a robust Local Plan for your area that has buy in from all parties
• Key challenge is to listen to the views and aspirations of your constituents and balance this with the professional advice of your planning staff in order to plan for, and meet, the development needs of your area
