Core Strategy Preferred Options document - Amazon Web Services

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Introduction What you told us previously What we have done this time New development should be environmentally friendly. We propose to require high environmental standards from new developments. Proposed polices within the Core Strategy address this, for example by requiring developments to meet certain standards of the Code for Sustainable Homes. Key Documents, the Evidence Base and their influence upon the Core Strategy There are a number of documents that have a significant influence on Rochford District’s Core Strategy: Rochford District Sustainable Community Strategy and the East of England Plan. Sustainable Community Strategy The Sustainable Community Strategy is the long-term vision for the District which sets out the priorities for improvement and how these will be achieved. It is developed by the Local Strategic Partnership – a partnership of local public, private and voluntary sector organisations who play a key part in the provision of services within the District. Our Core Strategy is required to have regard to the Sustainable Community Strategy. The Sustainable Community Strategy and the Core Strategy are more closely linked than simply having regard to one another, in particular they share parts of the evidence base. The emerging Sustainable Community Strategy sets out the following vision for Rochford District: “a place that is vibrant, inclusive, safe, sustainable and modern whilst communities retain their distinctiveness, foster civic pride and where all have access to quality accessible services.” From this vision, the Local Strategic Partnership has developed four priority areas, three, of which, can realistically be addressed within the planning process: • Supporting the ageing population – It is important to ensure that as people get older, and life expectancies increase, they can live independently for longer, for example through good housing design and that high quality services are available to the target population should the need arise. • Fostering greater community cohesion – The sense of community is vital for eliminating social exclusion and encouraging cohesion. Planning can be utilised to design out crime and anti-social 6
Introduction behaviour from communities, and encourage equal opportunities within new developments through providing a mix of housing. • Increasing accessibility to services – With a distinct east to west divide across the District in terms of accessibility to services, improvements are necessary, which can be implemented through the planning process, for example transport improvements. It has been emphasised that planning has a role to play in achieving these three priorities, and as such, these are themes which run throughout the Core Strategy. Vision to Reality We have also adopted a document stating our key aspirations – Vision to Reality. This, along with our Corporate Plan, details our vision and key objectives over the next 5 years, by 2017 and 2021. The Local Development Framework aims to help deliver the spatial aspects of this vision and, as such, the Core Strategy has an important role to play in this respect. Local Area Agreements (LAA2) – The Essex Local Area Agreement 2008- 2011 The Local Area Agreement forms a partnership between us, Essex County Council and other councils in the locality (excluding Southend and Thurrock). It identifies 10 key priorities for the District and surrounding areas which need addressing in order to achieve the Essex Strategy’s vision, which is simply “To support Essex people to liberate their potential to enjoy the best quality of life in Britain”. The priorities identified in the LAA and how the Core Strategy will contribute towards their achievement is set out below. It must be stressed, however, that planning is not an individual entity and achievement of these objectives requires the combined operations of different departments and organisations. The Core Strategy will have to be reviewed in the event of a new Local Area Agreement, post-2011, setting different priorities. Priority Role of Core Strategy in achieving priority Priority 1: Fewer children and young people missing education or not in education, employment or training. We will ensure that the educational needs of the District are met through the provision of educational facilities in accessible locations. Our approach to ensuring employment provision is identified in the Employment section of the Core Strategy. 7
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