South Wiltshire Core Strategy - Wiltshire Council

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elationship between our settlements, ranging from the primary dominance of Salisbury, to service centres such as Wilton, Tisbury, Downton, Amesbury and Mere, down to the very small villages and hamlets with no jobs or services of their own. A very important contribution can be made to the aims of sustainability by ensuring new development is sited in the most suitable locations. This will enable South Wiltshire to be less dependent on fossil fuels and CO2 emissions through the promotion of viable choices in transport and easier access to local jobs and services rather than the dependence on the private motor car. Desired outcomes: • New development will have been located on sites with the best access to local services and employment, predominantly around Salisbury, with significant growth in Amesbury 40 . • Modest growth, proportionate to the size of the settlement and range of facilities and jobs on offer, will have taken place in the service centres of Mere, Tisbury, Downton, Wilton and Tisbury 41 . • New development will have been designed to incorporate renewable or low carbon energy technology and to be resilient to the effects of climate change. • New growth accommodated in a manner sympathetic to the existing patterns of settlements • Maintenance and enhancement of community facilities within settlements 5.3 Strategic Objective 2: To provide everyone with access to a decent, affordable home. This Strategy makes provision for at least 12,400 new homes in south Wiltshire to meet demand up to 2026. It sets out a plan for an appropriate mix of types, sizes and tenures, particularly to address affordable housing needs. It identifies deliverable strategic sites to ensure there is a rolling five-year supply of housing. Desired outcomes: • The delivery of at least 12,400 new homes carefully managed to be in the most sustainable location and to respect the local character. Well over half the number will have been built in or around Salisbury, with significant growth in Amesbury. • More modest growth proportionate to the size of the settlement will have been delivered in the service centres of Mere, Downton, Wilton and Tisbury. • The Strategy has addressed the shortfall in affordable homes across south Wiltshire through ensuring a minimum of 40% of such homes have been delivered in all new schemes of 15 or more houses and 25% on developments of 5 to 14 • New homes meet the Lifetime Homes, standards to allow more of the ageing population to live in their own communities. • New homes to deliver water efficiency improvements and where possible, be low carbon or carbon neutral • The regeneration of the UK Land Forces HQ in Wilton with a significant number of new homes matched by employment opportunities. • The regeneration of Salisbury through a residential led mixed-sue development on the Churchfields Estate. • New pitches will have been provided for gypsies and travelers 5.4 Strategic Objective 3: To deliver a thriving economy which provides a range of job opportunities to match a growing population and where traditionally strong sectors, such as scientific research and development, continue to be world leaders. To facilitate economic growth in a sustainable manner, this Strategy will deliver the following outcomes over the next 20 years: 40 The level of growth (i.e the definition of 'significant growth') is explained in detail in the following Chapter in Core Policy 1. In Amesbury 1960 dwellings are proposed up to 20226. 41 See Core Policy 1 in the following Chapter for levels of growth. 24
Desired outcomes: • Identification of land in sustainable locations to provide for about 13,900 new jobs up to 2026. • The business aspirations of Porton Down, Boscombe Down, Salisbury District Hospital and the MOD have been delivered. • Growth sectors specific to south Wiltshire, such as biotechnology and military sectors, have been successfully facilitated. • Relocation of businesses from the Churchfields Estate to more unconstrained locations has been implemented. • The implementation of regeneration projects identified through the Salisbury Vision, such as redevelopment of the Maltings/Central Car Park. • The loss of 1200 jobs caused by the relocation of the UK Land Forces HQ away from Wilton have been mitigated. • Strategic employemnt growth will be designed to meet RSS and building regulation environmental targets in order to contribute to the delivery of a low carbon economy 5.5 Strategic Objective 4: To help people feel much safer in their communities and to provide a good access to a range of services and leisure opportunities. In order to help realise the aspirations of the Community, especially as outlined in the Community Strategy, the following outcomes will have been delivered: Desired outcomes: • New developments meet 'safe by design' standards • A positive contribution has been made to help treat areas of social exclusion, especially access to essential services in the rural areas • Strategic growth will have been matched by the provision of new educational and healthcare facilities. • More effective planning controls will have resulted in the retention of existing facilities such as village shops and pubs • The identified shortfall in the range of sport, leisure and recreation facilities will have been addressed. 5.6 Strategic Objective 5: To deliver new buildings which conserve and complement vernacular traditions and maintain and where possible enhance our built and natural environment. This Strategy sets out a proactive policy framework, which seeks to ensure a consistent delivery of high quality, well designed buildings and spaces, ensuring they sit comfortably in south Wiltshire. It strikes an effective balance between allowing the sustainable growth needed to provide local housing, jobs and services, while ensuring that the natural environment and built environment is not compromised. Any development that would have an adverse effect on the integrity of a European nature conservation site will not be in accordance with the Core Strategy. Desired outcomes: • Effective protection and enhancement of the River Avon SAC, has been secured through implementation of management measures to address flow and phosphate levels. • Ongoing protection and enhancement of the Stone Curlew habitat at Porton Down, has been secured through implementation of management measures which effectively mitigate potential disturbance from further development. • A new Country Park adjacent to Salisbury which safeguards an important green lung. • A green infrastructure strategy has delivered a joined-up network throughout Wiltshire which takes into account the impacts of climate change. • A solution which has returned Stonehenge to a more respectful setting in keeping with its international status; 25
Page 1 and 2: (Ref DJM/CS/REV 10)
Page 3 and 4: Delivering strong, safe, resilient
Page 5 and 6: • a delivery strategy for achievi
Page 7 and 8: Option considered Reason why not pu
Page 9 and 10: Fig 1: Relationship to a single Cor
Page 11 and 12: 3.2 Economy (a) Unemployment in sou
Page 13 and 14: (b) Life expectancy in south Wiltsh
Page 15 and 16: the north east of south Wiltshire,
Page 17 and 18: 4.3(e) The need to retain an adequa
Page 19 and 20: 4.5 Identifying barriers which prev
Page 21 and 22: 4.8(c) Treating flood risk South Wi
Page 23: 5. The Core Strategy Spatial Vision
Page 27 and 28: 5.9 Strategic Objective 8: Where al
Page 29 and 30: practice 43 . A hierarchy has been
Page 31: within south Wiltshire. A further 4
Page 34 and 35: 6.13 An example of how this Strateg
Page 36 and 37: Planned Growth: Tisbury Local Servi
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Page 44 and 45: can be managed effectively. Further
Page 46 and 47: housing to be affordable. Based on
Page 48 and 49: effects on river quality, biodivers
Page 50 and 51: 6.55 Delivering healthy, safe and e
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Page 54 and 55: the city centre bringing benefits f
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Page 58 and 59: egional function and reinforce its
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also designated as a Special Area o
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9.24 Ensuring essential infrastruct
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10. Applying the Spatial Strategy t
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10.12 The type of houses that are n
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11.11 The type of houses that are n
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12.6 Providing a decent affordable
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13. Managing Development - Setting
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Core Policy 20- Pollution and phosp
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13.5 Within south Wiltshire there a
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Core Policy 24 - Hotels, Bed and Br
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14. Managing and monitoring the del
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Action Further Work Delivery Vehicl
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Site Name Hampton Park Map Site Des
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of adoption of the Core Strategy.
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Wiltshire Design Guide, 'Creating P
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Site Name Land at The Maltings and
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Transportation: Any major infrastru
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eyond. To the west of the engine sh
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other employment sites within this
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etained • Setting and views to an
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Site Name Land South of Netherhampt
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oth residential and commercial and
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Community infrastructure and approx
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Site Name King’s Gate, Amesbury M
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and east. New hedgerow planting esp
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• There is no recorded public sur
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The following policies contained in
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For the time being, the following p
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Policy TR12 TR13 TR14 TR15 TR16 TR1
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Appendix D Map of Strategic growth
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Strategic Objective 1: To ensure so
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Strategic Objective 2: To provide e
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Strategic Objective 3: To deliver a
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Strategic Objective 5: To deliver n
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Liaison Conservation area appraisal
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Regional ES1 Economic Prosperity TO
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Condition of River Avon SAC. Achiev
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pollutant and climate change emissi
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TABLE 1: CHANGED LOCAL PLAN MAPS MA
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MAP NO MAP NAME POLICIES AND RESTRA
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TABLE 2: DELETED LOCAL PLAN MAPS MA
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Appendix G Glossary and Common Acro
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MUGA Multi Use Games Area MWDF Mine
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Appendix H Housing Trajectories Ful
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Delivery of the Strategic Sites 120
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Appendix I Risk Analysis of South W
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Potential Risk Implications Mitigat
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South Wiltshire Core Strategy - Wiltshire Council

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