Core Strategy Issues & Options

Comment

Representation ID: 18694

Received: 02/02/2007

Respondent: Mrs. P.C. Ward-Jones

Agent: JB Planning Associates Ltd.

The Core Strategy should provide a policy framework to ensure the South East Plan’s strategic housing and employment requirements can be delivered by 2026. The housing strategy should show that the quantum of development from various sources can be delivered in the Plan period and that a strategy exists to achieve the Plan’s objectives, should supply not deliver to expectation.

We support the LDF making housing provision to 2026 in line with PPS3. The strategy should not have an over-ambitious housing trajectory, should include a range of development opportunities for consistency of supply and allow for flexibility.

Comment

Representation ID: 18695

Received: 02/02/2007

Respondent: Mrs. P.C. Ward-Jones

Agent: JB Planning Associates Ltd.

Major development sites require a long lead-in time. The local housing market dictates the number of homes that can be built in a year.

The strategy should be based on local delivery rates. Deferring new allocations ignores the practicalities of bringing land forward and construction time. A better strategy is to bring forward land earlier, using phasing controls to ensure supply for the remainder of the Plan period. The requirements should be to reach the required supply rates early in the Plan period to maximise the likelihood of meeting the target and to bring forward much needed housing.

Comment

Representation ID: 18696

Received: 02/02/2007

Respondent: Mrs. P.C. Ward-Jones

Agent: JB Planning Associates Ltd.

Assumptions about windfalls and intensification within existing settlements should not be unjustifiably optimistic (see PPS3). A reducing rate needs to be applied any windfall assumption to reflect non-implementation within the Plan period. The requirement for new development is unlikely to cease in 2026 and a surplus in available sites will contribute to maintaining a continuing supply.

The approach to windfalls and intensification should be based on the identification of deliverable sites and with at best a small windfalls allowance with a diminishing supply in the Plan’s later years.

Comment

Representation ID: 18697

Received: 02/02/2007

Respondent: Mrs. P.C. Ward-Jones

Agent: JB Planning Associates Ltd.

The focus on Bexhill as the most sustainable growth location is supported. There may be benefits in taking a long-term view of development, recognising Bexhill’s role in meeting needs up to 2026 and potentially beyond. A longer term strategy could provide a holistic approach to housing, employment, infrastructure, community facilities.

The strategy could establish a phased growth framework with a range of short and medium term sites, potentially based on interim infrastructure solutions.

The strategy will need to flexible. Two issues are:

· Regional growth rates may increase
· A range of sites needed to ensure delivery and housing choice

Comment

Representation ID: 18698

Received: 02/02/2007

Respondent: Mrs. P.C. Ward-Jones

Agent: JB Planning Associates Ltd.

Land west of Bexhill, identified in Options 1 and 2 has a role in delivering the strategy as a major strategic development as part of a wider strategy including strategic infrastructure, or as a smaller stand-alone development, or both.

Our client’s land extends north and south of A259, in close to Little Common and the town centre. (Landownership plan enclosed with letter). Facilities are within walking/cycling distance or via public transport. It is well related to the built up area, existing vegetation could form a landscape framework and a Masterplan could address assets protection, development mix, land use and density.