Introduction

1.1  This chapter seeks to address: the issues that the Vision and Spatial Objectives of the Strategic Plan should address; the evidence which should inform the Plan; and the Strategic Issues which the Plan should consider.

1.2  Paragraph 15 of the National Planning Policy Framework (NPPF) 2019[1] stresses that the planning system should be genuinely plan-led. Succinct and up-to-date plans should provide a positive vision for the future of each area; a framework for addressing housing needs and other economic, social and environmental priorities; and a platform for local people to shape their surroundings.

1.3  Paragraph 17 of the NPPF notes that the development plan must include strategic policies to address each local planning authority's priorities for the development and use of land in its area. These strategic policies can be produced in different ways, depending on the issues and opportunities facing each area, and can be contained in 'joint or individual local plans', produced by authorities working together or independently.

Background

1.4  Strategic policies for the Greater Nottingham area are currently set out in the adopted Core Strategies for the Greater Nottingham authorities[2]. Collectively, these are referred to as the 'Aligned Core Strategies', as the policy framework within them is consistent, they are based on a common evidence base, collectively they meet the full objectively-assessed need for housing and other development, and they cover the same plan period. Together, they provide a consistent and coherent strategic spatial planning framework for the Nottingham Core Housing Market Area (HMA)[3].

1.5  It should be noted, however, given the development pressures that Erewash Borough Council faces, and the need to progress swiftly with plan making, Erewash Borough Council has produced a separate 'Growth Options' document and Sustainability Appraisal as the first stage of its Core Strategy review. Its emerging Plan is intended to be for the period until 2037. The other Greater Nottingham Councils have responded to Erewash Borough Council's consultation, setting out the advantages of a comprehensive approach to strategic planning across the whole of the Greater Nottingham area. Nevertheless, work on a single joint evidence base spanning the whole of Greater Nottingham continues, and where necessary to give a Greater Nottingham-wide perspective, reference to Erewash Borough is made within this document.

1.6  The 'Hucknall' part of Ashfield District Council is also part of Greater Nottingham, but most of the District lies outside of Greater Nottingham. The District as a whole is part of the Nottingham Outer Housing Market Area[4], and the strategic policies for Ashfield are set out in its emerging Local Plan.

1.7  This document was prepared during the early 'lockdown' stage of the Coronavirus pandemic. Accordingly, it is recognised that this Plan will need to respond to the challenges that this crisis will bring to our communities and local economy.

Towards a Vision for Greater Nottingham in 2038

1.8  Once this consultation has concluded, and we prepare our draft Strategic Plan, a 'Vision' for Greater Nottingham will be included, which will describe what the plan area, see Figure 1.1, will look like in 2038. This will inform a range of Spatial Objectives, which the policies of the Strategic Plan will seek to implement. Some aspects of this are already clear, for instance all of the partner Councils have declared a climate emergency and have adopted targets to be carbon neutral before the end of the plan period in 2038. This means this Strategic Plan is the one that will guide development towards carbon neutrality. Equally, the Government has a range of policies, such as 'net environmental gain'[5], that this Strategic Plan will have to reflect.

Figure 1.1: Map of the Greater Nottingham Strategic Plan Area

1.9  It is proposed that the Vision and Spatial Objectives should address the following issues:

• Addressing the causes of climate change and the mitigation of its effects;
• Ensuring new development contributes to carbon neutrality;
• Providing for a quantum of new homes that meets the needs of the existing population, and balances economic aspirations with environmental constraints;
• Providing the right type of homes to meet the needs of our diverse communities;
• Providing for economic development that generates sufficient new jobs, moves the economy to one with higher value, low carbon credentials and contributes to the economic recovery from the impacts of Coronavirus;
• Providing for vibrant and viable city and town centres;
• Ensuring new development provides net environmental gain, including increasing biodiversity;
• Ensuring 'good growth' by providing well-designed new homes and premises that are supported by the necessary infrastructure, especially green and blue infrastructure;
• Guiding good place-making, reflecting local distinctiveness and character, to create sustainable places that people want to live and work in, and that are well connected with the rest of the area to reduce the need to travel; and,
• Creating the conditions to enable strong, cohesive and safe communities and a healthier population.

Question INT1: Vision and Spatial Objectives

• Are there any other issues the Vision and Spatial Objectives should address?

Strategic Planning in Greater Nottingham

1.10  There is a long history of close collaboration in strategic planning across Greater Nottingham. In recognition of the importance of planning coherently across Greater Nottingham, the Greater Nottingham Joint Planning Advisory Board[6] was established in 2008. It is an advisory body and therefore any decisions it makes must be ratified by the relevant executive bodies of each member Council.

1.11  The planning policy context and current position is summarised, by local authority, within Figure 1.2. The existing Core Strategies were adopted in 2014 and it is appreciated that there is a requirement to undertake a review of local plans at least every five years[7] . It is intended that the revised core strategy, the Greater Nottingham Strategic Plan, will provide the strategic context to allow each Council to prepare their own Part 2 Local Plans addressing local planning issues.

Figure 1.2: Planning Policy Position by Local Authority

1.12  Minerals and waste plans are also under preparation. A consultation on the scoping Issues and Options Joint Waste Local Plan took place in Spring 2020. Nottingham City and Nottinghamshire County Councils' Local Development Schemes indicate the final preparation to be in 2020 and adoption to be in 2021. The Nottinghamshire County Minerals Local Plan was submitted for examination in February 2020. Minerals policies for Nottingham City are set out in the Part 2 Local Plan which was adopted January 2020.

Scope of Plan and Plan Period

1.13  The Joint Planning Advisory Board has agreed that the strategic policies for Greater Nottingham should be reviewed, and that the objectively assessed need for housing will be established using the Government's 'standard methodology'[8], based on the household projections published in September 2018. The NPPF states that strategic policies within Local Plans should look ahead over a minimum 15-year period from adoption, so the base period for strategic policies within the Greater Nottingham Strategic Plan will be from 2018 until 2038.

Evidence

1.14  An important first stage was the preparation of evidence to confirm that the geographic basis of the Joint Planning Advisory Board remains robust in light of up-to-date evidence. 'Opinion Research Services' was commissioned to undertake a review of the relevant evidence, and its report 'Greater Nottingham Housing Market Area Study'[9] was published in September 2018. This confirmed that the boundaries for strategic planning remain appropriate to take forward into the review of the strategic policies; this provides assurance that the preparation of the review is based on a sound geography.

1.15  The Plan will also have to take account of (and implement relevant parts of) the strategies of partners, such as the D2N2 Local Enterprise Partnership's Strategic Economic Plan 'Vision 2030'[10], and Nottinghamshire Biodiversity Action Group's[11] Nottinghamshire Local Biodiversity Action Plan[12].

1.16  The proposed main components of the evidence base to inform the Plan are set out in Figure 1.3.

Figure 1.3: Proposed Main Components of the Evidence Base

Question INT2: Evidence Base

• Do you think there is any additional evidence required to support the Plan?

Strategic Issues

1.17  The NPPF is clear that strategic planning across functional areas is key to delivering sound Local Plans. Paragraph 20 of the NPPF includes a list of the minimum requirements for a strategic plan, which are:

• An overall strategy for the pattern and scale of development;
• The homes and workplaces needed, including affordable housing;
• Appropriate retail, leisure and other commercial development;
• Infrastructure for transport, telecommunications, security, waste management, water supply, wastewater, flood risk and coastal change management, and the provision of minerals[13] and energy (including heat);
• Community facilities (such as health, education and cultural infrastructure); and,
• Climate change mitigation and adaptation, and conservation and enhancement of the natural, built and historic environment, including landscape and green infrastructure.

1.18  In addition, in accordance with the NPPF, it is proposed to include an overarching policy on how proposals will be considered in terms of whether they constitute 'Sustainable Development'[14]. The Plan will also consider how to respond positively to the development implications of the Coronavirus crisis.

1.19  It is proposed that this Plan will set out a revised and updated Vision and Objectives for the Plan Period and beyond, based on the strategy emerging following this consultation.

Question INT3: Strategic Issues

• Are there any other Strategic Issues we should consider?