“ Delivering the UK Sustainable Growth Agenda – Study Area: South West of England” 2009

Items Considered Context Growth Point and Growth Agendas Core Documents Key Policy Drivers Corporate and Team Service Delivery Plans Growth Point and Growth Agenda Programmes of Development and Delivery of the Visions Site Specific ‘Allocations’ – to go to Core Strategy

Context

Growth Point and Growth Agendas

Core Documents

Key Policy Drivers

Corporate and Team Service Delivery Plans

Growth Point and Growth Agenda

Programmes of Development and Delivery of the Visions

Site Specific ‘Allocations’ – to go to Core Strategy

Items Considered (contd.) Planning Obligations SPDs The Layered Approach to Delivery Transport Implications of Growth The Infrastructure Challenge Targeting Developer and Investor Needs Current Knowledge Gaps Observations for Consideration

Planning Obligations SPDs

The Layered Approach to Delivery

Transport Implications of Growth

The Infrastructure Challenge

Targeting Developer and Investor Needs

Current Knowledge Gaps

Observations for Consideration

Context External Major Influencers are having significant impact on Regeneration and Delivery: New Planning System and implications – it is still a Plan-Led system though (see Appendix 1 attached) Creation of Housing and Communities Agency (HCA) Move to abolish Regional Assembly (RA) and establish RDA / Leaders Forum in lead role to create Regional Strategy (Economy and Planning) Sub National Review – Multi-Area Agreements (MAA’s) / Import of Sub Regional Work Government Regeneration Policy shift – towards inclusion – dealing with skills and worklessness Credit crunch and recession

External Major Influencers are having significant impact on Regeneration and Delivery:

New Planning System and implications – it is still a Plan-Led system though (see Appendix 1 attached)

Creation of Housing and Communities Agency (HCA)

Move to abolish Regional Assembly (RA) and establish RDA / Leaders Forum in lead role to create Regional Strategy (Economy and Planning)

Sub National Review – Multi-Area Agreements (MAA’s) / Import of Sub Regional Work

Government Regeneration Policy shift – towards inclusion – dealing with skills and worklessness

Credit crunch and recession

Growth Point and Growth Agendas

Growth Point West of England Partnerships (WEP) sub-region awarded Growth Point status by CLG October 2006 New Growth Point is not a Statutory Designation Kate Barker’s 2004 report highlighted shortfall between Housing Supply and Current and Future Demand Government’s response included commitments to increasing Housing Supply, Affordable Housing for Ownership and Rent and Planning Reform Regional Spatial Strategies - set out Strategic Policies and Proposals of regionally or sub-regionally activities and development including, amongst other things, the scale and distribution of New Housing Local Development Frameworks – set the Local Policy Context and allocate Specific Sites for Development Growth Point proposals will be subject to robust testing and public consultation through these Regional and Local Planning Processes

West of England Partnerships (WEP) sub-region awarded Growth Point status by CLG October 2006

New Growth Point is not a Statutory Designation

Kate Barker’s 2004 report highlighted shortfall between Housing Supply and Current and Future Demand

Government’s response included commitments to increasing Housing Supply, Affordable Housing for Ownership and Rent and Planning Reform

Regional Spatial Strategies - set out Strategic Policies and Proposals of regionally or sub-regionally activities and development including, amongst other things, the scale and distribution of New Housing

Local Development Frameworks – set the Local Policy Context and allocate Specific Sites for Development

Growth Point proposals will be subject to robust testing and public consultation through these Regional and Local Planning Processes

Growth Areas and Growth Points

UK Planning Policies National – PPSs etc Regional – RSS, RES Sub-Regional – WEP Local Level See Appendix 1

National – PPSs etc

Regional – RSS, RES

Sub-Regional – WEP

Local Level

See Appendix 1

Planning Policy Documents under New System

The Development Plan (RSS) and Development Plan Documents (DPD)

Timetable for The Development Plan (RSS) and Development Plan Documents (DPD) Area Action Plans (DPD) Proposals Map (DPD) Site Specific Allocations (DPD) Core Strategy (DPD) The Development Plan (RSS) 2011 2010 2009 2008 Core Documents – RSS and DPD

Timetable for The Local Development Framework (LDF) 2011 2010 2009 2008 LDF Documents Statement of Community Involvement (LDF) Supplementary Planning Documents (LDF) Annual Monitoring Report (LDF) Local Development Schemes (LDF) Local Development Orders (LDF)

Timetables / Programmes and Milestones – Need Rationalisation and Simplification along these lines……

Key Drivers for Development and Major Projects Directorate: RSS WEP Council Corporate Plans Directorate Development Plans

RSS

WEP

Council Corporate Plans

Directorate Development Plans

Regional Spatial Strategy (RSS)

South West of England RDA

RDAs and RSS Regional Assemblies established under the Regional Development Agencies Act 1998 – are to be abolished by 2010 and replaced by Regional Leaders Forums Each acts as a Regional Planning Body with a duty to formulate a Regional Spatial Strategy (RSS) including Regional Transport Strategy, replacing the planning function of County Councils Regional Development Agencies will be given “Executive responsibility for developing the single regional strategy” Planning and Compulsory Purchase Act 2004: Abolished Structure Plans Replaced Regional Planning Guidance (RPG) with RSS

Regional Assemblies established under the Regional Development Agencies Act 1998 – are to be abolished by 2010 and replaced by Regional Leaders Forums

Each acts as a Regional Planning Body with a duty to formulate a Regional Spatial Strategy (RSS) including Regional Transport Strategy, replacing the planning function of County Councils

Regional Development Agencies will be given “Executive responsibility for developing the single regional strategy”

Planning and Compulsory Purchase Act 2004:

Abolished Structure Plans

Replaced Regional Planning Guidance (RPG) with RSS

Regional Spatial Strategies (RSS): Provide Regional Planning Framework for the 8 Regions of England RSS now the Strategic Level Plan charged with informing Local Development Frameworks (LDFs) LDFs must be in ‘general conformity’ with RSS, which is a statutory, legal document

Provide Regional Planning Framework for the 8 Regions of England

RSS now the Strategic Level Plan charged with informing Local Development Frameworks (LDFs)

LDFs must be in ‘general conformity’ with RSS, which is a statutory, legal document

Study Area The West of England Partnership

The West of England Partnership (WEP)

The West of England Partnership (WEP) Consists of 4 Unitary Authorities: B&NES Bristol North Somerset South Gloucestershire Arrangements shall not constitute a partnership in law (Constitution 2005) Decisions need to be ratified by member authorities or participants Concluded Formal Agreement to ensure role, responsibilities and rights of ‘lead’ authority Multi-Area Agreement (MAA) (28th September, 2008) – ratified by Secretary of State?

Consists of 4 Unitary Authorities:

B&NES

Bristol

North Somerset

South Gloucestershire

Arrangements shall not constitute a partnership in law (Constitution 2005)

Decisions need to be ratified by member authorities or participants

Concluded Formal Agreement to ensure role, responsibilities and rights of ‘lead’ authority

Multi-Area Agreement (MAA) (28th September, 2008) – ratified by Secretary of State?

WEP – Strategic Vision In 2026 the area will: Be one of Europe’s fastest and most prosperous sub regions – driven by major developments in employment and government backed infrastructure improvements Buoyant economy – based on investment by innovative, knowledge-based businesses Promote Healthier Lifestyles and Affordable Housing Provide easier Local, National and International travel – linking Communities to Employment Opportunities and Local Services, control and reduce congestion and improve strategic connections Improve cultural attractions Secure success in ways that are energy efficient, protect air quality and minimise waste Build upon benefits of distinctive mix of urban and rural areas Influence regional and national government – by demonstrating vision and leadership and delivering the vision

In 2026 the area will:

Be one of Europe’s fastest and most prosperous sub regions – driven by major developments in employment and government backed infrastructure improvements

Buoyant economy – based on investment by innovative, knowledge-based businesses

Promote Healthier Lifestyles and Affordable Housing

Provide easier Local, National and International travel – linking Communities to Employment Opportunities and Local Services, control and reduce congestion and improve strategic connections

Improve cultural attractions

Secure success in ways that are energy efficient, protect air quality and minimise waste

Build upon benefits of distinctive mix of urban and rural areas

Influence regional and national government – by demonstrating vision and leadership and delivering the vision

WEP Strategic Policy Growth Points Programme of Delivery emphasised by developments on a number of key regional and local plans as follows: The Secretary of State Proposed Changes to the RSS (currently subject to consultation) Joint Local Transport Plan and Development of Major Schemes Core Strategy Development Local Area Agreements The Draft WEP Multi-Area Agreement

Growth Points Programme of Delivery emphasised by developments on a number of key regional and local plans as follows:

The Secretary of State Proposed Changes to the RSS (currently subject to consultation)

Joint Local Transport Plan and Development of Major Schemes

Core Strategy Development

Local Area Agreements

The Draft WEP Multi-Area Agreement

WEP Objectives Improving Competitiveness Raising Educational Attainment, Reducing Disadvantage in the Labour Market and Enhancing Skills Increasing the Housing Supply and Improving Housing Affordability Reducing Congestion and Securing New Transport Infrastructure Delivering Levels of Growth consistent with Long-term Environmental, Economic and Social Sustainability Improving Leisure, Cultural and Sporting Facilities

Improving Competitiveness

Raising Educational Attainment, Reducing Disadvantage in the Labour Market and Enhancing Skills

Increasing the Housing Supply and Improving Housing Affordability

Reducing Congestion and Securing New Transport Infrastructure

Delivering Levels of Growth consistent with Long-term Environmental, Economic and Social Sustainability

Improving Leisure, Cultural and Sporting Facilities

WEP’s Relationship with Key Strategies and Policies Multi-Area Agreement (MAA) is consistent with: RSS Core Strategic / Development Documents RES JLTP LAA – Local Area Agreements

Multi-Area Agreement (MAA) is consistent with:

RSS

Core Strategic / Development Documents

RES

JLTP

LAA – Local Area Agreements

Summary Focus and Priorities for the WEP Quality of Life - Deliver homes and jobs for sub-region to 2026 Quality of Life - Ensure mixed, sustainable and prosperous communities with increase in affordable homes Connectivity and Accessibility - Support delivery of RSS through delivery of ‘Our Future Transport’ vision to 2026 Economy - Sustain high levels of economic growth and increased competitiveness Economy - Deliver reductions in worklessness

Quality of Life - Deliver homes and jobs for sub-region to 2026

Quality of Life - Ensure mixed, sustainable and prosperous communities with increase in affordable homes

Connectivity and Accessibility - Support delivery of RSS through delivery of ‘Our Future Transport’ vision to 2026

Economy - Sustain high levels of economic growth and increased competitiveness

Economy - Deliver reductions in worklessness

Study Authority Area

Study Authority Area

… Schemes WEP Promoting (1) Housing Market Areas

… Schemes WEP Promoting (2) Bus Network Key Corridors

… Schemes WEP Promoting (3) Our Future Transport 2026 Transport Vision

The Growth Agenda Lies within a Growth Area defined by Government Articulated through the Regional Spatial Strategy Challenge is Housing Growth at rate of more than three times historic provision – within constrained and designated built and natural environment Combination of Employment Diversification and Housing provision has to address Infrastructure Provision to: - Reduce Congestion - Improve Housing Affordability - Drive Competitiveness - Engage with Communities and Partners

Lies within a Growth Area defined by Government

Articulated through the Regional Spatial Strategy

Challenge is Housing Growth at rate of more than three times historic provision – within constrained and designated built and natural environment

Combination of Employment Diversification and Housing provision has to address Infrastructure Provision to:

- Reduce Congestion

- Improve Housing Affordability

- Drive Competitiveness

- Engage with Communities and Partners

Sample Council Improvement Priorities over next 3 years (Corporate Plan 2008 – 2011) (Part 1) Produce a Core Strategy and Site Allocations Development Plan Document Prepare Regeneration Delivery Plans for the urban areas that set out actions required to implement development and regeneration on key sites Develop a sub regional Programme of Development which clarifies infrastructure requirements necessary to accommodate the housing growth Complete a Business Growth and Employment Land Study that provides evidence about the current economy, identifies future land and premises requirements and identifies target growth sectors Protect strategic employment sites and seek to allocate and deliver new employment space

Produce a Core Strategy and Site Allocations Development Plan Document

Prepare Regeneration Delivery Plans for the urban areas that set out actions required to implement development and regeneration on key sites

Develop a sub regional Programme of Development which clarifies infrastructure requirements necessary to accommodate the housing growth

Complete a Business Growth and Employment Land Study that provides evidence about the current economy, identifies future land and premises requirements and identifies target growth sectors

Protect strategic employment sites and seek to allocate and deliver new employment space

Sample Council Improvement Priorities over next 3 years (Corporate Plan 2008 – 2011) (Part 2) Attract infrastructure funding and investment from developers, government and agencies that will enable and unlock growth (e.g. Growth Area funding) Work with the Universities to maximise innovation and spin-off business opportunities to create new jobs Collaboration with business support agencies, the business community and education providers to continue to provide business support to promote indigenous growth Target key sectors (e.g. ICT and Creative Industries) through indigenous expansion and an Inward Investment Strategy (with sub regional partners) Deliver a successful partnership with business groups through a City Centre Manager and Limited Company to deliver destination management improvements

Attract infrastructure funding and investment from developers, government and agencies that will enable and unlock growth (e.g. Growth Area funding)

Work with the Universities to maximise innovation and spin-off business opportunities to create new jobs

Collaboration with business support agencies, the business community and education providers to continue to provide business support to promote indigenous growth

Target key sectors (e.g. ICT and Creative Industries) through indigenous expansion and an Inward Investment Strategy (with sub regional partners)

Deliver a successful partnership with business groups through a City Centre Manager and Limited Company to deliver destination management improvements

Sample Council Priority Actions for next 3 years (Corporate Plan 2008 - 2011) Improving transport and the public realm Improving the availability of affordable housing Addressing the causes and effects of climate change Building communities where people feel safe and secure Promoting the independence of older people Improving the life chances of disadvantaged children and young people Improving school buildings Sustainable growth

Improving transport and the public realm

Improving the availability of affordable housing

Addressing the causes and effects of climate change

Building communities where people feel safe and secure

Promoting the independence of older people

Improving the life chances of disadvantaged children and young people

Improving school buildings

Sustainable growth

Sample Key Drivers for the Sample Directorate

Key Drivers for Development – Sample Directorate Service Plan) Managing the Growth Agenda Coordinating Development Projects and Physical Infrastructure Setting out Regeneration Delivery Plans Acting as a Gateway to the Development Industry Pursuing Development Negotiations Promoting High Quality Development within area Growing and Supporting the Economy Coordinating the Economic and Environmental Block of the LAA Acting as a conduit with Public Sector Partner Agencies Delivery of Major Construction Projects Central point of control for Council-wide Project Management

Managing the Growth Agenda

Coordinating Development Projects and Physical Infrastructure

Setting out Regeneration Delivery Plans

Acting as a Gateway to the Development Industry

Pursuing Development Negotiations

Promoting High Quality Development within area

Growing and Supporting the Economy

Coordinating the Economic and Environmental Block of the LAA

Acting as a conduit with Public Sector Partner Agencies

Delivery of Major Construction Projects

Central point of control for Council-wide Project Management

The Growth Agenda How is it going to be delivered? Who is going to deliver it? How is it going to be funded? Who is going to fund it? What are the Priority Actions that need to be taken to ensure its Delivery? What will be the outcomes?

How is it going to be delivered?

Who is going to deliver it?

How is it going to be funded?

Who is going to fund it?

What are the Priority Actions that need to be taken to ensure its Delivery?

What will be the outcomes?

Programmes of Development and Delivery of the Vision Based on West of England Growth Point Report 1 st October 2008

The Regeneration Delivery Plans (RDP) The Regeneration Delivery Plan (RDP) will be developed in collaboration with public sector partners. The purpose of the RDP is to make better strategic use of our public assets. It aims to: Be a framework for public sector investment in the district Act as one of the delivery plans of the Local Strategic Partnership Feed into the development of the Sustainable Communities Strategy Flag areas where there can be better and more creative partnership working Create a partnership through which opportunities can be progressed Identify Land Uses and Delivery Mechanisms within Strategic Sites identified in the Core Strategy

The Regeneration Delivery Plan (RDP) will be developed in collaboration with public sector partners. The purpose of the RDP is to make better strategic use of our public assets.

It aims to:

Be a framework for public sector investment in the district

Act as one of the delivery plans of the Local Strategic Partnership

Feed into the development of the Sustainable Communities Strategy

Flag areas where there can be better and more creative partnership working

Create a partnership through which opportunities can be progressed

Identify Land Uses and Delivery Mechanisms within Strategic Sites identified in the Core Strategy

Questions Regarding Possible Regeneration Sites Will they be classified as Strategic Sites with WEP / SWRDA? Will they be referred to as Strategic Sites within the LDF only? Who will prepare Development Briefs for each site? How are the sites to be prioritised? How will ‘cherry-picking’ by developers be managed? Who will carry out sustainability checklist and policy framework for each site – danger of doing developer’s work for them? Who will target Appropriate Developers and Investors?

Will they be classified as Strategic Sites with WEP / SWRDA?

Will they be referred to as Strategic Sites within the LDF only?

Who will prepare Development Briefs for each site?

How are the sites to be prioritised?

How will ‘cherry-picking’ by developers be managed?

Who will carry out sustainability checklist and policy framework for each site – danger of doing developer’s work for them?

Who will target Appropriate Developers and Investors?

Land Ownerships Needs to be brought into Layering System and accessible by Directorate

Needs to be brought into Layering System and accessible by Directorate

Delivery of the Growth Agenda (1) 1. Sites need to be clearly defined – Strategic (RSS) Sites, Regeneration Sites – and ‘fed-through’ to RSS as necessary 2. An overall Programme of Strategic (RSS) Sites and Regeneration Sites with Anticipated Delivery Dates and Site Capacities (with regard to Potential Development-mix) is needed 3. A District-wide plan of possible Regeneration Sites needs to be informally run past Targeted Private Sector potential partners 4. Sites need to be prioritised in an order to appeal to the Private Sector: Number Size Location Use Class – B1, B2, B8, Residential etc. Owner 6. Potential Site Capacity for Development Mix

1. Sites need to be clearly defined – Strategic (RSS) Sites, Regeneration Sites – and ‘fed-through’ to RSS as necessary

2. An overall Programme of Strategic (RSS) Sites and Regeneration Sites with Anticipated Delivery Dates and Site Capacities (with regard to Potential Development-mix) is needed

3. A District-wide plan of possible Regeneration Sites needs to be informally run past Targeted Private Sector potential partners

4. Sites need to be prioritised in an order to appeal to the Private Sector:

Number

Size

Location

Use Class – B1, B2, B8, Residential etc.

Owner

6. Potential Site Capacity for Development Mix

Delivery of the Growth Agenda (2) 7. Development Briefs need to be drawn up for each site 8. Each site needs to be checked against the Policy Framework Checklist and the Sustainablity Checklist 9. An Infrastructure Development Plan needs to be developed which takes account of Existing and Proposed Developments at Key / Critical Milestone Dates 10. Appropriate Delivery Vehicles need to be explored and approved 11. An Urban Design Document for Developers is required 12. Methods of Maximising Financing need to be explored and agreed as appropriate

7. Development Briefs need to be drawn up for each site

8. Each site needs to be checked against the Policy Framework Checklist and the Sustainablity Checklist

9. An Infrastructure Development Plan needs to be developed which takes account of Existing and Proposed Developments at Key / Critical Milestone Dates

10. Appropriate Delivery Vehicles need to be explored and approved

11. An Urban Design Document for Developers is required

12. Methods of Maximising Financing need to be explored and agreed as appropriate

Delivery of the Growth Agenda (3) The Plan-Led Layered System (i) The system may based on a Plan-Led Layered System using the following: Local Plan Proposals Map Regeneration Sites Others Coming Forward through LDF Land Ownerships Infrastructure Development Plan(s) – Existing and Proposed Personal Injury Accidents Cluster Plan – KSI – for last 3 Years

The system may based on a Plan-Led Layered System using the following:

Local Plan Proposals Map

Regeneration Sites

Others Coming Forward through LDF

Land Ownerships

Infrastructure Development Plan(s) – Existing and Proposed

Personal Injury Accidents Cluster Plan – KSI – for last 3 Years

Delivery of the Growth Agenda (4) The Plan-Led Layered System (ii) The system may based on a Plan-Led Layered System using the following: 7. Traffic Management Plan taking Proposed Developments into Account 8. Urban Traffic Management Control System? 9. Congestion Plan 10. Air Pollution Contour Plan 11. Noise Pollution Contour Plan

The system may based on a Plan-Led Layered System using the following:

7. Traffic Management Plan taking Proposed Developments into Account

8. Urban Traffic Management Control System?

9. Congestion Plan

10. Air Pollution Contour Plan

11. Noise Pollution Contour Plan

Transport Implications of Growth Transport is a major constraint on Economic and Housing Growth in the region / district Partners fear further growth will lead to increased congestion WEP produced Joint Local Transport Plan (JLTP) JLTP integral to economic development of the area – study shaped by outcomes of the Greater Bristol Strategic Study published in June 2006 – identified improvements to 2031 Study was linked to Spatial Development Scenarios – although Housing and Employment tested have been increased (but not yet agreed with WEP)

Transport is a major constraint on Economic and Housing Growth in the region / district

Partners fear further growth will lead to increased congestion

WEP produced Joint Local Transport Plan (JLTP)

JLTP integral to economic development of the area – study shaped by outcomes of the Greater Bristol Strategic Study published in June 2006 – identified improvements to 2031

Study was linked to Spatial Development Scenarios – although Housing and Employment tested have been increased (but not yet agreed with WEP)

Joint Local Transport Plan

Current Challenges to the Growth Agenda

Current Challenges to Growth Agenda (Part 1 of 5) Core Cities Group – confirmed developers experiencing major credit / liquidity problems – lenders may see less gain and more risk in lending for regeneration and slowdown is particularly seen in development sites not yet on site Highlights risks related to ensuring that infrastructure and other preparatory work to deliver schemes in 3 years time continues Recovery will not be seen until 2010 at the very earliest Will be a ‘time-lag’ between noticeable economic recovery and market recovery in the regeneration sector Need to complement main government programmes with other funding to ensure necessary infrastructure provision to enable delivery of sustainable growth Additional small scale infrastructure needs and inability of private sector developments to fully fund the current gaps in Infrastructure Resources

Core Cities Group – confirmed developers experiencing major credit / liquidity problems – lenders may see less gain and more risk in lending for regeneration and slowdown is particularly seen in development sites not yet on site

Highlights risks related to ensuring that infrastructure and other preparatory work to deliver schemes in 3 years time continues

Recovery will not be seen until 2010 at the very earliest

Will be a ‘time-lag’ between noticeable economic recovery and market recovery in the regeneration sector

Need to complement main government programmes with other funding to ensure necessary infrastructure provision to enable delivery of sustainable growth

Additional small scale infrastructure needs and inability of private sector developments to fully fund the current gaps in Infrastructure Resources

Current Challenges to Growth Agenda (Part 2 of 5) We don’t yet know the extent of the implications on infrastructure (e.g. transport, health, waste, energy, water etc.) that new development brings There is no cost, phasing or business plan for providing this infrastructure in plans (or its partners like PCT, SHA, etc) How do our infrastructure and cost plans marry with Rail, Highways Agency, Environment Agency etc. investment plans? Apparent lack of ‘Joined-Up’ thinking between Planning, Estates, Transportation and Development and Major Projects

We don’t yet know the extent of the implications on infrastructure (e.g. transport, health, waste, energy, water etc.) that new development brings

There is no cost, phasing or business plan for providing this infrastructure in plans (or its partners like PCT, SHA, etc)

How do our infrastructure and cost plans marry with Rail, Highways Agency, Environment Agency etc. investment plans?

Apparent lack of ‘Joined-Up’ thinking between Planning, Estates, Transportation and Development and Major Projects

Current Challenges to Growth Agenda (Part 3 of 5) Following on there is uncertainty about how this dovetails with Section 106 policy and associated Charging Schedule (see Appendix 2 attached as good example) An emerging charging schedule for CIL (see Appendix 3 attached) No basis for future Growth Area bids (Strategic (RSS) sites or Regeneration Sites) Unclear ask of Govt via RFA – from whom? No real basis for informed Spatial Options in the Core Strategy Without the above a Regeneration Framework cannot be established and piecemeal development will occur therefore not securing best outcomes or £ Interim development pressure is high – no planning framework + no delivery framework = bad development No approach to skills agenda therefore will never create the skills to deliver

Following on there is uncertainty about how this dovetails with

Section 106 policy and associated Charging Schedule (see Appendix 2 attached as good example)

An emerging charging schedule for CIL (see Appendix 3 attached)

No basis for future Growth Area bids (Strategic (RSS) sites or Regeneration Sites)

Unclear ask of Govt via RFA – from whom?

No real basis for informed Spatial Options in the Core Strategy

Without the above a Regeneration Framework cannot be established and piecemeal development will occur therefore not securing best outcomes or £

Interim development pressure is high – no planning framework + no delivery framework = bad development

No approach to skills agenda therefore will never create the skills to deliver

Current Challenges to Growth Agenda (Part 4 of 5) Future Risk Greenfield development occurs before brownfield – unsustainable – not great for urban areas Inadequate infrastructure – therefore future burdens (air quality, congestion etc) Not plan led but the planning system is still! Poor quality development could ensue Loss of community confidence Pressure on development control to resist development creating a lack of investment confidence and stagnation Not using assets to aid this process will weaken case for Government funding Economy stagnates limiting tax raising abilities plus increased burden on public sector

Greenfield development occurs before brownfield – unsustainable – not great for urban areas

Inadequate infrastructure – therefore future burdens (air quality, congestion etc)

Not plan led but the planning system is still!

Poor quality development could ensue

Loss of community confidence

Pressure on development control to resist development creating a lack of investment confidence and stagnation

Not using assets to aid this process will weaken case for Government funding

Economy stagnates limiting tax raising abilities plus increased burden on public sector

Current Challenges to Growth Agenda (Part 5 of 5) Current Capacity and Recommendations Current D+MP resource targeted at getting frameworks in place too small Council wide resource doesn’t match aspiration for growth agenda Lack of capacity and skills necessary to progress key pieces of work (infrastructure plans, CIL and S106 framework, RDP’s etc.) PM systems need to be applied to all aspects of growth agenda Council needs to push and drive LDF/Core Strategy harder and faster and with more thought/depth Need to establish greater governance/control on WoE – esp on Growth Points, RFA and MAA Need an economic plan – how to support business, increase skills in workforce and inward investment

Current D+MP resource targeted at getting frameworks in place too small

Council wide resource doesn’t match aspiration for growth agenda

Lack of capacity and skills necessary to progress key pieces of work (infrastructure plans, CIL and S106 framework, RDP’s etc.)

PM systems need to be applied to all aspects of growth agenda

Council needs to push and drive LDF/Core Strategy harder and faster and with more thought/depth

Need to establish greater governance/control on WoE – esp on Growth Points, RFA and MAA

Need an economic plan – how to support business, increase skills in workforce and inward investment

Achieving the Growth Agenda (1) How can the step changes be achieved? 1. Robust policy framework – rationalise and simplify policies via Policy Framework Conformity Checklist 2. Simplified Gantt Chart of Key Dates / Actions for Delivery Plans 3. Maximise s106 / s278 contributions 4. Target right Government Funding / Developers / Investors: Glenigan.com – SIC codes Partnerships UK – PFI / PPP – one PFI for B&NES but 58 for SW England (over £3 billion)? English Partnerships / MOD / others European Journal? Not just EU / UK – Abu Dhabi companies willing to invest in UK football clubs that are high risk

How can the step changes be achieved?

1. Robust policy framework – rationalise and simplify policies via Policy Framework Conformity Checklist

2. Simplified Gantt Chart of Key Dates / Actions for Delivery Plans

3. Maximise s106 / s278 contributions

4. Target right Government Funding / Developers / Investors:

Glenigan.com – SIC codes

Partnerships UK – PFI / PPP – one PFI for B&NES but 58 for SW England (over £3 billion)?

English Partnerships / MOD / others

European Journal?

Not just EU / UK – Abu Dhabi companies willing to invest in UK football clubs that are high risk

Achieving the Growth Agenda (2) 5. Become more commercial – Developers / Investors want upwards of 20% Return on Investment 6. Maximise use / sale of land in B&NES ownership – use as bargaining chip for development? 7. Examine Landbank of extant planning permissions – amenable to change / barter? 8. Determine land ownerships – sites of interest to B&NES and developers / investors 9. Public Sector: Government grants 35% affordable housing? West of England Partnership (WEP) – my experience – ‘lead’ authority? Integrated Transport Authority – my experience - PTAs? 10. Capitalise on World Heritage Site status

5. Become more commercial – Developers / Investors want upwards of 20% Return on Investment

6. Maximise use / sale of land in B&NES ownership – use as bargaining chip for development?

7. Examine Landbank of extant planning permissions – amenable to change / barter?

8. Determine land ownerships – sites of interest to B&NES and developers / investors

9. Public Sector:

Government grants

35% affordable housing?

West of England Partnership (WEP) – my experience – ‘lead’ authority?

Integrated Transport Authority – my experience - PTAs?

10. Capitalise on World Heritage Site status

Current Capacity and Recommendations Current D+MP resource targeted at getting frameworks in place too small Council wide resource doesn’t match aspiration for growth agenda Lack of capacity and skills necessary to progress key pieces of work (infrastructure plans, CIL and S106 framework, RDP’s etc.) PM systems need to be applied to all aspects of growth agenda Council needs to push and drive LDF/Core Strategy harder and faster and with more thought/depth Need to establish greater governance/control on WoE – esp on Growth Points, RFA and MAA Need an economic plan – how to support business, increase skills in workforce and inward investment

Current D+MP resource targeted at getting frameworks in place too small

Council wide resource doesn’t match aspiration for growth agenda

Lack of capacity and skills necessary to progress key pieces of work (infrastructure plans, CIL and S106 framework, RDP’s etc.)

PM systems need to be applied to all aspects of growth agenda

Council needs to push and drive LDF/Core Strategy harder and faster and with more thought/depth

Need to establish greater governance/control on WoE – esp on Growth Points, RFA and MAA

Need an economic plan – how to support business, increase skills in workforce and inward investment

End of Presentation