Pick your own - Issues and Strategic Spatial Options. Consultation January 2011 Contents Foreword and Executive Summary Foreword ii Executive Summary iii Getting involved vii Pick Your Own 1 Setting the scene 1 2 A journey through Swale 10 3 The Vision for Swale 24 4 The Strategy 33 5 Strategic Spatial Options 54 6 Strategic Allocations 75 7 Areas of Change 76 8 Framework of Development Management Policies 77 8.1 Sustainability and Environment 77 8.2 Prosperity 89 8.3 Homes and Communities 97 8.4 Infrastructure 101 8.5 Local Plan Saved Policies 106 9 Implementation Planning 113 10 Appendix 1 Research and Evidence 118 ii Pick your own - Issues and Strategic Spatial Options. Consultation January 2011 Foreword Foreword The next 20 years will be a time of great challenges for Swale Borough – economic uncertainties, pressures on our infrastructure and changes to our climate and the make up of our populations. Excitingly, though, it will also be a time of great opportunity for us – helping our businesses exploit new economic openings, delivering regeneration in our town centres and ensuring that what we cherish now about Swale is made even better for future generations. The Core Strategy is one of the most important means for us to deliver on these challenges and to meet our vision to the year 2031. Please help us on this journey. Councillor Andrew Bowles Leader, Swale Borough Council The strategic options we have presented for consultation are about how much the Borough might grow and where. They present different versions of what the future might hold for us here in Swale. The challenges we face mean that we cannot shy away from the difficult decisions needing to be taken and these are all presented in the consultation. The Council, at this stage, has not taken a view as to what option or combination of option will be pursued for the Core Strategy. Over the coming months we will be undertaking further work to assess them, but the most important part of that process is you and this consultation. Fundamental to the future direction of the Borough are the views of its residents, businesses and investors. Please take this important first opportunity to tell us what you think. Councillor Gerry Lewin Executive Member for Sustainable Planning I would urge as many people as possible to respond to the Core Strategy - this is not about planning for the future interests of the Council, but for Swale as a whole and all its communities, including residents, visitors, investors and businesses alike. We are at a critical stage where we are looking to set the overall direction and shape the place that we all want Swale to be in the future, so please use this as a key opportunity to help shape our way forward in building for the future of Swale. We look forward to hearing your views. Abdool Kara Chief Executive, Swale Borough Council Pick your own - Issues and Strategic Spatial Options. Consultation January 2011 iii Executive Summary Executive Summary Swale Council is preparing its Core Strategy - the most important planning document for Swale and part of the Local Development Framework. We are at the first stage of preparing the Core Strategy – the Issues and Options - and have published the consultation document Pick your own. Pick your own seeks views about the questions we have to face (the issues) and the possible direction (options) that we should be heading in. These options consider the amount of development (jobs, homes etc.) that should take place in the Borough and where they should be located. Threaded throughout the document are questions and discussion points where the Council will especially value feedback. The Structure of Pick your own has been set out to closely resemble the structure of the final adopted Core Strategy. At this stage the document represents the skeleton of the final version with the document being fleshed out as a result of consultation and the completion of the necessary evidence. Importantly, the Council will be considering the implications of the recently published Government Localism Bill. The first and most basic task is to develop the overall strategy and direction for the Borough over the next 20 years or so and that is the main focus of this consultation stage. Below is an outline of the document. Setting the Scene Chapter 1 outlines the global, national and local context for spatial planning in the Borough. It also sets out the role and relationship of the Core Strategy with the Swale Sustainable Community Strategy. A journey through Swale Chapter 2 outlines what makes Swale special and the issues it faces for the future. We need to ensure Swale remains a place of diversity and distinctiveness. Defining our local distinctiveness is about identifying our sense of place; as can be found in buildings and landscapes, in people, products, nature, and customs - our Swale ABC is our local distinctiveness at a glance. To plan successfully for the future, the Core Strategy must take this distinctiveness and tackle the challenges the Borough faces alongside the opportunities. Just a few of our challenges Just a few of our opportunities Poor performance in education and skills The Borough’s location A narrow economy Good transport links Poor cultural facilities Environmental quality Demographic changes Opportunities in key future economic High concentrations of deprivation sectors Poor levels of health Population growth among High affordable housing need economically active Climate change/flood risk/water supplies Good entrepreneurship and business Variable landscape, townscape and biodiversity formation Junction 5 of the M2 and road conditions in The availability of regeneration Sittingbourne proposals Poor retail and leisure facilities in Sittingbourne iv Pick your own - Issues and Strategic Spatial Options. Consultation January 2011 Executive Summary The vision for Swale Chapter 3 sets out the Core Strategy Vision for Swale. It is 2031 and Swale is known by the fruits of its endeavours. We have harnessed our assets – a strategic location, diverse communities and an outstanding natural environment – and are a sustainable, flourishing place in which to enjoy life and do business with: Sittingbourne transformed into an attractive, competitive and prosperous town, with a thriving centre that residents across the Borough are proud to use; Sheerness and Queenborough as beacons of coastal rejuvenation leading the way to success for all communities on the Isle of Sheppey; Faversham a thriving market town and heritage destination that has grown organically; and Successful rural communities across the downs, farmed plains and coast as places of innovation; nurturing enterprise, local produce and greater self-reliance. The Strategy Chapter 4 outlines the scope for a series of policies on: The amount and location of development; A Settlement Hierarchy; Spatial considerations for Sittingbourne, Isle of Sheppey, Faversham and the rural areas; Sustainability and Environment; Prosperity; Homes and Communities; Health and Wellbeing; Infrastructure; and Green infrastructure. The Strategic Spatial Options Chapter 5 outlines four broad options for the distribution of development, providing the key characteristics of each and an outline of their main implications. A discussion of key sites are also included. Four options are presented for consultation: Option 1 Continuing previous policy provision for development concentrated at urban areas Results in housing provision of 13,500 homes, alongside the delivery of previously identified employment sites to meet a lower growth scenario of 415,000 sq m. The option focuses upon urban areas within Thames Gateway, whilst at Faversham, policies promote the meeting of local needs. Rural areas are addressed by Development Management Policies intended to encourage their continued social, economic and environmental health. For new housing, some 4,500 houses would need to be identified, Pick your own - Issues and Strategic Spatial Options. Consultation January 2011 v Executive Summary with most of these (circa 3,280 homes) requiring greenfield sites as urban extensions. At the Kent Science Park, further expansion is limited to existing environmental and transport capacity. The Sittingbourne Northern Relief Road would be completed to the A2, whilst further assessment of the capacity of Junction 5 of the M2 undertaken. Option 2 Continuing previous policy provision for development concentrated at urban areas and larger villages. As per option 1, with additional greenfield housing provision (circa 3,250) diverted from urban areas to larger village centres to support/expand their sustainability, as an alternative to urban extensions. Rural areas (outside identified larger villages) are addressed by Development Management Policies intended to encourage their continued social, economic and environmental health. Option 3 Step change in employment growth and continuing previous policy provision for development concentrated at urban areas. Housing growth levels and distribution as outlined in option 1, but led by employment provision at higher growth level (595,000 sq m), with additional 'step change' provision. Development provisions extending beyond plan period aimed at capturing greater share of economic development and meeting specific needs in key employment sectors. Greater housing focus upon urban previously developed land due to regeneration and expansion at Port of Sheerness. Villages close to employment locations considered for remaining greenfield housing provision. Major expansion of Kent Science Park with a new junction to M2 to form access to the Kent Science Park. Longer term (outside the plan period) change to the transport network at Sittingbourne with an outline framework for identifying and delivering a Sittingbourne Southern Relief Road within an area of search. The Sittingbourne Northern Relief Road is also completed and the capacity of Junction 5 of M2 is assessed. Faversham meets most of its needs within the existing urban framework, but needs to improve the quality of employment land which will require a new site(s) to be identified. Rural areas are addressed by Development Management Policies intended to encourage their continued social, economic and environmental health.