In order to avoid impacts on social, health and community services and facilities serving existing communties, early delivery may be needed. The financial contribution required is set at 95 per tonne of carbon dioxide (or index linked equivalent from date of plan adoption) that would be emitted from the development over a period of 30 years. This will require new approaches from those set out in PSP38 (Development within existing residential curtilages, including extensions and new dwellings). We are proud of our heritage and want to do more to celebrate the areas rich history, our listed buildings and beautiful landscapes whilst maximising the potential of local destinations such as The Mall, Aerospace Bristol, and the Wave to realise our ambitions as a visitor destination. At the South Gloucestershire Council Cabinet meeting on 10 October 2022, an updated Local Plan Delivery Plan (LPDP) setting out future stages for preparation of our new Local Plan was approved.This sets out when future stages of Local Plan consultation are planned, including a next consultation in 2023 and a draft plan (Regulation 19 stage) in 2024.This document supersedes previous LPDP and other timelines. We will ensure that children and young people are supported in their early years, We will work to eliminate child poverty across South Gloucestershire, We will support all children and young people to achieve positive mental health and wellbeing, We will provide appropriate support to facilitate choices for children with a learning difficulty, We will provide the best support possible to those children and young people we are responsible for in care, as they leave care and beyond as they begin independent lives, We will ensure people have access to the best possible information, advice, and guidance to support themselves and their families, We will shift the balance of support towards prevention, We will support the most vulnerable adults to maintain and promote their independence, We will enable communities to work together to help improve their lives and address the problems that are important to them, We will ensure that people feel safeguarded and supported in our care, at home and in their communities, We will clean streets and maintain roads effectively, We will lead the response to the climate emergency and deliver on our commitments, We will promote clean, affordable, high quality design of new and existing communities, We will plan to join up housing and appropriate infrastructure such as schools and transport networks that make it easier for people to get around, prioritising sustainable and low carbon travel choices, We will enable people and business to recover and thrive within cohesive communities that value diversity, We will demonstrate how well we deliver value for money in the services we provide and commission from others, We will increase our commercial operations to generate income to support council services and use our assets for maximum benefit to our communities, We will work as one council providing staff with the skills, tools, and support to perform at their best, promote equality of opportunity for all and live our values, We will develop our digital infrastructure to support residents and staff in day-to-day life. Employment rateTo year end March 2020, South Gloucestershire had an employment rate of 83.1%, higher than the sub-regional and national averages (79% and 76.2% respectively). Although the specific criteria has not been finalised it is expected that a percentage reduction will be based on the individual site circumstances and accessibility, for example looking at current on street parking issues as well as access to services and facilities and alternative modes of transport. Please refer to the map under Schedule A which outlines indicatively where these zones could be. Local economic and community benefits should be maximised through agreement and early implementation of social, education, training, economic, environmental and transport strategies. The 10 characteristics (except built form and movement) have been grouped into related pairs: 1) Context local and wider context, heritage, local history and culture, 2) Identity creating and responding to local character and identity, 3) Built form compact development, appropriate building types and forms, destinations, 4) Movement integrated networks for all travel modes, hierarchy of streets, parking and utilities, 5) Nature green open spaces, landscape variety, play, water management, biodiversity, 6) Public spaces well-located and attractive spaces, safety, social interaction, 7) Uses uses mix, range of home tenures, types and sizes, socially inclusive, 8) Homes & buildings healthy, comfortable and safe, external amenity, detailing, waste provision, 9) Resources energy hierarchy, materials and techniques, maximise resilience, 10) Lifespan management and maintenance, adaptability, evolving technologies, sense of ownership. The proposed SGC Accessibility Assessment calculation is designed to assess development sites by weighting site specific local circumstances, (nearby facilities; walking, cycling and public transport provision) against existing parking issues and potential solutions, in order to encourage the use of sustainable travel including public transport through a reduction in proposed parking provision in areas of high connectivity. 34. This is particularly true of those policies which set out, or are linked to, the strategy for growth/change of homes, jobs, shops and transport. Do you agree with our proposed policy approach? But please see the Building a Strategy, Urban Lifestyles & Creating Sustainable Villages sections for potential approaches which may involve Yate and Chipping Sodbury, Draft policy not yet available. In terraced houses, space for the storage of a range of waste and recycling bins or containers, can be successfully integrated into the fronts of properties, in screened storage structures, which can also be integrated within porch canopies, also providing bike storage and electrical car-charging cables. Similarly for biodiversity, where alternative habitats may be required to accomodate displaced species, and for archaeology where advance agreement and implementation of Written Schemes of Investigation, early agreement and implementation of strategies may be required. Proposals for waste management or disposal should form an integral part of the strategic decommissioning masterplan for the Oldbury site, in accordance with emerging Local Plan 2020 policy. Please note: at this stage, the existing policies set out in the Core Strategy, Policies Sites and Places Plan and Joint Waste Core Strategy will remain in place, and will be used to determine planning applications. At this stage the map below is intended to give an indication of where the zones could be and allow discussion about the pros and cons of the zones proposed. Since the disposal of radioactive waste on site is likely to constrain future land uses and activities and result in the need for security/regulation, waste management or disposal proposals should form an integral part of master planning for decommissioning of the site at Oldbury. It was also clear that whilst the fundamental priorities for the coming years will remain constant, our approach to meeting them will remain responsive and as such, this is a live and evolving document.Specifically, you have told us that you would like to see how the Plan supports our response to the Climate Emergency and the growing inequality gaps in our society. To inform the Councils largely discretionary role in: Pre-application engagement on Oldbury New Nuclear Build power station Responding to informal and formal consultations Input to the Examination and any responses to the Secretary of State. The policy must also acknowledge and reflect that we are in a period of transition, and help support the process of moving from established practices to the new approaches which will better support our sustainability objectives in the medium and longer term. We are considering how to safeguard areas that have renewable energy potential from development that may sterilise the resource. This stage of the plan does not contain individual sites. The Council Plan is based around four key priorities which have been informed by a recognition of some fundamental challenges: notably driven by a passion to reduce our growing inequality gap and meet our climate emergency promise. The 95 will be index linked and therefore increase annually. It is therefore not practical to require 100% reduction in both regulated and unregulated energy use. Our Local Strategic Partnership will have a particularly prominent role on those issues which require a joined-up approach across multiple partners, most notably in tackling the Climate Emergency, our ambitions to enhance educational attainment and in closing the inequality gap, Priority 1 Creating the best start in life for our children and young people. In the longer term land that will be needed for long term site clearance related activity, but in the interim may potentially become available for beneficial temporary uses. The response from staff, business and residents has been incredible and has epitomised what South Gloucestershire has done well for many years, pulling together our skills, expertise, and commitment to support and strengthen our local communities. Planning policies also safeguard and seek to enhance our green infrastructure, biodiversity, historic assets and buildings, and unique areas of character across the authority. More information on the RESPD can be found here. However, given the sensitive location, scale and complexity of the proposed NNB development and its potential for broad ranging negative impacts particularly on local communities, transport infrastructure and the environment, the Council will seek to ensure that: 1. Our Scrutiny Commission will also have a key role in monitoring delivery of the Council Plan as well as carrying out their policy development role as the Plan develops and is implemented. when there are predicted to be maximum numbers of e.g. To do this, we have set out an overarching policy on climate change, which aims to ensure that climate change is considered at the beginning of the decision making process when the concept of a new development, including its location and design, is considered. Blank and inactive ground floor elevations should be avoided; and. We will recruit and retain people with the right skills and provide the right culture, leadership, and environment for our staff to do their jobs to the best of their ability. Low levels of unemployment in March 2020, 2.6% of the economically active population (16 and over) were unemployed, below the sub-regional (West of England) and national (England) averages (both 3.9%). Natural environmentOur natural environment is under growing pressure from a range of factors including climate change, increased levels of pollution, changes in agriculture and development. Development proposals are required to demonstrate how they will mitigate and adapt to climate change and help deliver radical reductions in greenhouse gas emissions and generate renewable and/or low carbon energy proportionate to their scale and type.
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