Suffolk Coastal... ...where quality of life counts Suffolk Coastal District Local Plan Core Strategy & Development Management Policies Development Plan Document July 2013 Cover IMage CreDIt: - scdc Foreword this document, the Core Strategy of the Suffolk Coastal District Local Plan, is the first and central part of our new Local Plan which will guide development across the District until 2027 and beyond. Suffolk Coastal District is a uniquely attractive place to live and work, combining a strong economy with a natural and built environment second to none. those advantages however present us with the challenge of so guiding development that we continue to stimulate and support that economy, we provide attractive and affordable homes for current and future generations, and we achieve all that in a way which preserves and enhances that precious, but sometimes vulnerable, environment. the Core Strategy sets out a vision for the District as we go forward over the next 15 years. objectives derived from that vision, and the Strategic Policies designed to achieve those, do so in a way which recognises and builds on the diversity of the different communities which together make our District the wonderful place it is. they reflect both the opportunities and threats which that diversity brings with it. the Development Management Policies then set out in more detail specific approaches for different aspects or types of development to ensure that each contributes in a consistent way to those objectives and strategies. alongside these clear local aspirations, the Strategy has developed, evolved and been refined over a decade to ensure that it meets both its international obligations in terms of areas designated for their high quality nature conservation interest, and the contribution it can make to the wider sub-national and national economy, within continuously evolving national planning policies for our society as a whole. that lengthy and thorough process, subject to extensive public consultation, culminated in an in-depth public examination, with further detailed modifications, which the Inspector concluded have resulted in a document which provides a sound and appropriate approach to development in Suffolk Coastal District, within overall national policy as defined in the National Planning Policy Framework. Nevertheless, in recognition of the lengthy time involved in the development of the Plan, that conclusion is subject to our commitment to an early review of the Plan, with full up-to-date evidence, commencing no later than 2015, to ensure in particular that provision of new housing is appropriate over the entire plan period. We shall now move forward to more detailed local planning with an explicit commitment to working with partners including individual communities and neighbouring authorities, to secure all these outcomes. We commend it to you all. Ray Herring Andy Smith Leader of the Council Deputy Leader of the Council Cabinet Member for Planning & Coastal Management Contents Chapter Page Foreword Key Diagram Preface Policy Context for the Core Strategy How to use this document and what is its status 1. Introduction 1 2. Portrait of Suffolk Coastal 9 Where we are now 3. The Vision, Objectives and Strategic Policies 21 Where we want to be and how we get there 4. The Spatial Strategy 59 5. Development Management Policies 89 6. Implementation and Monitoring 117 Maps 136 1. Ipswich Policy area, including Westerfield 2. Suffolk Coastal Haven gateway area 3. Housing Market areas (Policy DM28) 4. Martlesham, Newbourne & Waldringfieldaa P boundary 5. Felixstowe Peninsula aaP boundary Appendices 141 a – glossary B – Indicative Housing trajectory (2001 - 2027) C – Schedule of “Saved” Policies to be Superseded, abandoned or retained D – Changes to Physical Limits Boundaries Policy Overview (Fold out page) ALL IMAGEs scdc Key Diagram N A144 2 1 A A1120 Leiston A1120 Saxmundham Framlingham A1094 2 A1 Aldeburgh Marine Management organisation A1152 preparing the east Inshore Marine 2 1 Plan for the SCDC A coastline Woodbridge A1213 Kesgrave A12 A1156 A KEY 14 Eastern Ipswich Plan Area Towns Key Service Centres Local Service Centres Strategic employment area FELIXSTOWE Strategic housing area Proposed Area Action Plan Sizewell Nuclear Power Station Potential 4 villages A12 bypass A roads B roads Railways Heritage Coast AONB District Boundary Preface Policy Context for the Core Strategy Government Policy – National the election of the Coalition government in May 2010 signalled an intention to bring significant changes to the planning system and to radically alter the relationship between central and local government. this was enacted in the Localism act 2011. abolishing the regional spatial strategies which previously set (amongst other things) local housing and employment figures; and the introduction of Neighbourhood Plans are two major changes to which this Core Strategy has had to have regard. Driving these changes is (amongst other things) the government’s commitment to securing long term economic growth and addressing a national deficit in housing provision. Food and energy security are also important related matters. all of these issues are relevant in the context of Suffolk Coastal. to assist development, new national policy published March 2012, in the form of the National Planning Policy Framework (NPPF), sets out the government’s approach to achieving sustainable development (paragraphs (1-17). the NPPF confirms the three mutually dependent dimensions to planning in terms of its economic, social and environmental roles. It reiterates in paragraph 17 the core planning principles which continue to apply. these 12 principles are that planning should: • be genuinely plan-led, empowering local people to shape their surroundings, with succinct local and neighbourhood plans setting out a positive vision for the future of the area. Plans should be kept up-to-date, and be based on joint working and co-operation to address larger than local issues. They should provide a practical framework within which decisions on planning applications can be made with a high degree of predictability and efficiency; • not simply be about scrutiny, but instead be a creative exercise in finding ways to enhance and improve the places in which people live their lives; • proactively drive and support sustainable economic development to deliver the homes, business and industrial units, infrastructure and thriving local places that the country needs. Every effort should be made objectively to identify and then meet the housing, business and other development needs of an area, and respond positively to wider opportunities for growth. Plans should take account of market signals, such as land prices and housing affordability, and set out a clear strategy for allocating sufficient land which is suitable for development in their area, taking account of the needs of the residential and business communities; • always seek to secure high quality design and a good standard of amenity for all existing and future occupants of land and buildings; • take account of the different roles and character of different areas, promoting the vitality of our main urban areas, protecting the Green Belts around them, recognising the intrinsic character and beauty of the countryside and supporting thriving rural communities within it; • support the transition to a low carbon future in a changing climate, taking full account of flood risk and coastal change, and encourage the reuse of existing resources, including conversion of existing buildings, and encourage the use of renewable resources (for example, by the development of renewable energy); • contribute to conserving and enhancing the natural environment and reducing pollution. Allocations of land for development should prefer land of lesser environmental value, where consistent with other policies in this Framework; • encourage the effective use of land by reusing land that has been previously developed (brownfield land), provided that it is not of high environmental value; • promote mixed use developments, and encourage multiple benefits from the use of land in urban and rural areas, recognising that some open land can perform many functions (such as for wildlife, recreation, flood risk mitigation, carbon storage, or food production); • conserve heritage assets in a manner appropriate to their significance, so that they can be enjoyed for their contribution to the quality of life of this and future generations; • actively manage patterns of growth to make the fullest possible use of public transport, walking and cycling, and focus significant development in locations which are or can be made sustainable; and • take account of and support local strategies to improve health, social and cultural wellbeing for all, and deliver sufficient community and cultural facilities and services to meet local needs. Preface the Core Strategy as drawn up accords with these principles. It is up to date with the full objectively assessed needs being based on autumn 2010 housing and employment forecasts, although provision is set at a slightly lower level which accorded with the adopted regional Spatial Strategy – east of england Plan 2008 (eoeP now revoked). to address the deficit, the Core Strategy therefore contains a commitment to commence a review by 2015 when new census data will be available and the state of the economy nationally and locally can be re- assessed. the review will commence with the publication and consultation of an ‘Issues and