Newark & Sherwood Plan Review - Publication Amended Core Strategy
Appendix F Monitoring of the Core Strategy
Monitoring of the Core Strategy
Review and monitoring are key aspects of the Government’s approach to the planning system. They are crucial to the successful delivery of the spatial vision and spatial objectives set out in the Core Strategy. Monitoring will indicate what impact the policies are having in respect of national and local policy targets and other specific targets set out in the LDF, and whether policies need reviewing because they are not working as intended or require amendment in light of revisions to national policy.
The formal monitoring of the Core Strategy and other Development Plan Documents will take the form of an Annual Monitoring Report (AMR) which gives an overview of the progress being made in all areas, separate more detailed monitoring reports are produced for housing, employment and retail for the same period. The monitoring period is the previous financial year (i.e. the Annual Monitoring Report for 2016/17 will assess progress between 1st April 2016 and 31st March 2017.
Targets have been developed to measure the direct effects of the policies on achieving the targets. These include national and local indicators. The monitoring requirements for each of the Core Strategy policies are set out in the tables below.
Key:
NSDC = Newark and Sherwood District Council
DPD = Development Plan Documents
LDD = Local Development Documents
Policy |
Strategic/(Area Objectives) |
Responsible Agency |
Implementation |
Indicators |
Target |
SP1 SP2 |
1, 2, 3, 5, 6, 7, 9, 11 and 12 |
NSDC Developers Landowners |
Core Strategy Policies Allocations & Development Management DPD Affordable housing SPD Development Management Process |
Adoption of Allocations & Development Management DPD Net Additional Dwellings per annum Percentage of net additional dwellings in Sub-Regional Centre, Service Centres and Principal Villages (as set out in SP2) |
Adoption of Plan Review –Amended Allocations & Development Management DPD by Autumn 2018 To maintain a minimum 5 year housing land supply To seek to achieve the appropriate levels of growth in the Sub-Regional Centre, Service Centres and Principal Villages, on average, over a rolling five year period. |
SP3 |
1, 2, 3, 4, 5, 6, 9 and 10 |
NSDC Developers Landowners |
Core Strategy Policies Allocations & Development Management DPD Affordable housing SPD Development Management Process |
Adoption of Allocations & Development Management DPD Availability of local services and facilities. Completions of rural affordable housing New employment, tourism and other rural diversification uses. Change in areas of biodiversity importance |
Adoption of Plan Review –Amended Allocations & Development Management DPD by Autumn 2018 Minimise net loss of local services and facilities To increase rural affordable housing To increase appropriate employment, tourism and other rural diversification uses. No net loss in areas of biodiversity importance |
SP4B |
1, 2, 3, 4 and 8 |
NSDC RSLs Landowners |
Core Strategy Policies Affordable housing SPD Development Management Process |
Completions of rural affordable housing in the villages set out in SP4B Use of SP4B to refuse inappropriate development |
To increase affordable housing in the villages set out in SP4B, where it is needed To maintain the Green Belt for the purposes for which it was designated |
SP5 |
1, 2, 5, 6, 7, 9, 11 NAO 1 |
NSDC NCC Developers Infrastructure Providers |
Core Strategy Development Management Process |
Planning Permission granted for the three Strategic Sites |
Planning permission granted by 2018/19 |
SP6 |
1, 3, 6, 7, 9 and 13 |
NSDC NCC Developers Infrastructure Providers |
Core Strategy Allocations & DM DPD Developer Contributions (SPD) Strategic Infrastructure Tariff - CIL Charging Schedule |
Monitor implementation of Appendix D schemes Delivery of local infrastructure detailed as part of the Allocations & Development Management DPD. |
Achieve infrastructure development in line with the triggers and timescales set out in Appendix D Detailed monitoring of local infrastructure to be established through the Allocations and Development Management DPD |
SP7 |
1, 2, 3, 5, 6, 7, 9, 11, 12 and 14 |
NSDC NCC HA Network Rail Public Transport Provides |
Core Strategy Allocations & DM DPD Nottinghamshire Local Transport Plan |
Percentage of households within 40 minutes public transport time of a GP, Hospital, Primary School, Secondary School, Employment, Major Retail Centre Modal shift to non- car modes of transport |
Optimise the percentage of households within 40 minutes public transport time of a GP, Hospital, Primary School, Secondary School, Employment and Major Retail Centre Transport trends will be monitored through the Nottinghamshire Local Transport Plan. |
SP8 |
1, 3, 6, 7, 9 and 13 |
NSDC NCC Local Communities |
Core Strategy Allocations & DM DPD |
Loss/Gain/improvement of Community Facilities |
To minimise the net loss of leisure and community facilities within the District. |
CP1 |
1, 3, 6 and 8 |
NSDC RSLs Developers |
Core Strategy Affordable housing SPD Development Management Process |
Gross affordable housing completions |
To achieve 30% Affordable Housing of new development on qualifying sites. To seek to achieve the following tenure mix of Affordable Housing across the District, on average, over a rolling five year period: 60% social rented/affordable rented housing 40% affordable home ownership products |
CP2 |
1, 2, 3 and 8 |
NSDC RSLs Developers |
Core Strategy Affordable housing SPD Development Management Process |
Completions of rural exceptions housing |
To increase rural affordable housing |
CP3 |
1, 2, 3 and 8 |
NSDC RSLs Developers |
Core Strategy Allocations & DM DPD |
Average density of new dwellings completed District wide Average density of new dwellings completed on the three strategic sites No of bedrooms in new dwellings delivered |
To achieve an average minimum density of 30 dwellings per hectare To achieve an average density between 30 to 50 dwellings per hectare three strategic sites To secure appropriate housing mix, type and density in accordance with the site monitoring requirements of the Allocations & DM DPD |
CP4 |
1, 2, 3, 6 and 8 |
NSDC RSLs |
Core Strategy Allocations & DM DPD |
Net additional pitches gypsy and travellers |
Adoption of Plan Review –Amended Allocations & Development Management DPD by Autumn 2018 To make provision for sufficient pitches to meet identified need |
CP5 |
1, 2, 3, 4, 6 and 8 |
NSDC |
Core Strategy Allocations & DM DPD |
Adoption of Allocations & Development Management DPD Use of CP5 in the determination of Planning Applications Net additional pitches gypsy and travellers |
Adoption of Plan Review –Amended Allocations & Development Management DPD by Autumn 2018 To make provision for sufficient pitches to meet identified need |
CP6 |
1, 2, 3, 5, 6, 7, 9, 12, 13 and 14 |
NSDC NCC Developers Employers Education Providers |
Core Strategy Allocations & DM DPD Local Economic Strategy |
Amount of additional employment floorspace by type Amount of employment floorspace on previously developed land Employment land available – by type |
Minimise the net loss of high quality employment sites to other uses. To maintain a supply of ready to develop sites (either allocated or with planning permission) to meet future needs. |
CP7 |
1, 2, 4, 5, 9 and 12 |
NSDC Developers |
Core Strategy Allocations & DM DPD |
Visitor numbers to the District No. of tourist facilities and attractions provided No. of additional hotel rooms granted planning permission and completed |
To increase visitor numbers to the district To increase the number of tourist facilities and attractions provided To increase the number of additional hotel rooms granted planning permission and completed |
CP8 |
1, 2, 3, 5, 6, 7, 9, 12, |
NSDC Developers |
Core Strategy Allocations & DM DPD |
Planning permission and completions of retail and other town centre uses Losses of retail and other town centre uses Diversity of uses by number and type in centres Number of vacant premises in defined centres |
To increase the vitality and viability of the Town Centre, District Centres and Local Centres |
CP9 |
1, 3, 4, 6, 7, 8, 9, 10, 11, and 12 |
NSDC Developers |
Core Strategy Development Management Process |
Use of Policy CP9 in the determining of planning applications Implementation of Sustainable Drainage Systems (SUD)s |
Promote sustainable design as part of the Development Management Process Increase the number of developments with SUDs |
CP10 |
1, 3, 4, 7, 10 and 11 |
NSDC NCC Developers Community groups |
Core Strategy Nottinghamshire and Nottingham Waste LDDs Development Management Process |
Provision of new renewable energy Number of planning permissions granted contrary to the advice of the Environment Agency on flooding and water quality grounds |
To increase the amount of appropriate renewable energy installed in the District. No permissions granted contrary to the advice of the Environment Agency on flooding and water quality grounds |
CP10A |
1, 3, 4, 6, 7, 8, 9, 10, 11, and 12 |
NSDC Developers |
Core Strategy Development Management Process |
Use of Core Policy 10A in the determining of planning applications |
Promote local drainage standards as part of the Development Management process. To produce a Local Drainage Supplementary Planning Document by 2019/20 |
CP11 |
1, 2, 3, 9, 11, 12 and 14 NAO3 |
NSDC NCC Public Transport Providers |
Core Strategy Local Transport Plan Nottinghamshire Bus Strategy |
Percentage of households in rural areas within 800 metres or 13 minutes walk of an hourly bus service Loss/gain of community facilities in rural areas |
Optimise accessibility to services in rural areas Minimise loss of existing community facilities |
CP12 |
1, 2, 3, 4, 6, 9, 10 and 14 |
NSDC NCC Notts Wildlife Trust Landowners Developers |
Nottinghamshire Local Biodiversity Action Plan Green Infrastructure Strategy Nature Conservation Strategy Allocations & DM DPD |
Monitoring of nature conservation and biodiversity and green infrastructure projects Change in areas of biodiversity importance |
Protect and enhance existing biodiversity and nature conservation Secure improvements to the Green Infrastructure network No net loss in areas of biodiversity importance To work with partners and produce an Air Quality Supplementary Planning Document by 2019/20 |
CP13 |
1 and 4 |
NSDC Developers |
Core Strategy Landscape Character Assessment SPD |
Change of condition and sensitivity of NSDC Landscape Policy Zones – a review of the assessment after 5 years. |
Maintain or improve the condition and sensitivity of the Landscape Policy Zones |
CP14 |
1, 3, 4, 7, 10, 11 and 12 |
NSDC NCC English Heritage |
Core Strategy Allocations & Development Management DPD Conservation Area Character Proposals |
Number of Conservation Areas Number of Conservation Areas with up to date Conservation Area Character Appraisals and Management Plans. Number of Heritage Assets on the At Risk Register |
No net loss of number of Conservation Areas in the District 34% of total Conservation Areas designated to have an up to date Conservation Area Character Appraisals 20% of total Conservation Areas designated to have an up to date Conservation Area Management Plan No increase to the number of Heritage Assets on the At Risk Register |
NAP1 |
1, 2, 3, 4, 5, 6, 7, 8, 9, 12, 13 and 14 NAO1 and NAO2 |
NSDC NCC Newark Town Council Developers Service Providers |
Core Strategy Allocations & Development Management DPD Development Management Process Strategic Infrastructure Tariff - CIL Charging Schedule Nottinghamshire Local Transport Plan Newark Conservation Area Character Appraisal |
Net Additional Dwellings per annum Employment Land Available – by type Amount of additional employment floorspace by type Diversity of uses by number and type in Newark Town Centre Planning permission and completions of retail and other town centre uses. Monitor implementation of Appendix D schemes Delivery of local infrastructure detailed as part of the Allocations & Development Management DPD. |
To seek to achieve 60% of housing completions in the Sub-Regional Centre, over a rolling five year period. Detailed employment monitoring targets to be established as part of the Allocations and Development Management DPD To increase the vitality and viability of Newark Town Centre Achieve infrastructure development in line with the triggers and timescales set out in Appendix D Detailed monitoring of retail, town centre uses and local infrastructure to be established through the Allocations and Development Management DPD |
NAP2 A/B/C |
1, 2, 3, 5, 6, 7, 8 and 10 NAO1 |
NSDC Developers Infrastructure Providers |
Core Strategy Development Management Process |
Submission of Planning applications Net Additional Dwellings per annum Average density of new dwellings completed on the three strategic sites Gross affordable housing completions Mix of tenure of new affordable housing Amount of additional employment floorspace by type Employment land available – by type on the strategic sites Planning permission and completions of retail and local community uses. |
Planning permission granted for the strategic sites by 2018/19 To develop the three strategic sites in line with the figures in the Housing Trajectory included at Appendix C To achieve an average density between 30 to 50 dwellings per hectare on the three strategic sites over a rolling five year period: To achieve 30% Affordable Housing of new development on qualifying sites. To seek to achieve the following tenure mix of Affordable Housing, on average, over a rolling five year period: 60% social rented/affordable rented housing 40% affordable home ownership products To develop 65ha of employment land over the plan period To be developed in accordance with Masterplan approved as part of planning permission. |
NAP3 |
6 and 7 NAO1 |
NSDC |
Core Strategy Allocations & Development Management DPD Development Management Process |
Identification of site/s for a new Leisure Centre for Newark Urban Area though the Allocations & Development Management DPD |
Secure development of new sports and leisure facilities in Newark |
NAP4 |
6, 7 and 9 NAO1 |
NSDC NCC Developers |
Core Strategy Development Management Process |
Planning permission granted for development of the Southern Link Road (SLR) Progress of delivery of the SLR |
To deliver the SLR. Timetable to be established through detailed Transport Assessments which are required for the strategic sites |
SoAP1 |
1, 2, 3, 4, 5, 6, 9, 10 and 12 SoAO1 |
NSDC Developers |
Core Strategy Allocations & DM DPD Southwell Conservation Area Character Appraisal SPD Nottinghamshire Local Transport Plan Development Management Process |
Net Additional Dwellings per annum Amount of additional employment floorspace by type Employment land available – by type Planning Permission and Completions for retail and community uses Use of CP14 to refuse planning permission for development which fails to protect or enhance the setting of Southwell |
Detailed monitoring of housing, employment, retail and local infrastructure delivery to be established through the Allocations and Development Management DPD/ in accordance with appendix D To protect and enhance the setting of Southwell |
SoAP2 |
4, 5, 6, 13 and 14 SoAO1 and SoAO2 |
NSDC Nottingham Trent University Developers |
Core Strategy Allocations & DM DPD Development Management Process |
Planning Permissions related to Brackenhurst Campus |
To support the sustainable development of Nottingham Trent University – Brackenhurst Campus |
ShAP1 |
1, 4, 5, 9, 11 and 14 ShAO1, ShAO3 and ShAO4 |
NSDC NCC Regional Park Board Sherwood Forest Trust |
Core Strategy Allocations & DM DPD Vision Statement for Sherwood Forest Regional Park Regional Park Strategy and Action Plan |
Production of Regional Park Strategy and Action Plan Planning permissions and completions of tourist Development |
Designation of a Sherwood Forest Regional Park and Publication of the Regional Park Strategy and Action Plan by end of 2020. Increase appropriate recreation and tourism facilities in the Sherwood Area |
ShAP2 |
1, 2, 3, 4, 5, 6, 9, 10, 12 and 14 ShA01 and ShA02 |
NSDC NCC Developers |
Core Strategy Allocations & DM DPD Nottinghamshire Local Transport Plan |
Net Additional Dwellings per annum Planning Permission and Completions for employment, retail and community facilities Delivery of infrastructure as detailed in appendix D |
To seek to achieve 30% of housing completions in the defined Service Centres, over a rolling five year period. Detailed monitoring of housing, employment, retail and local infrastructure delivery to be established through the Allocations & Development Management DPD, To decrease traffic congestion and improve public transport |
ShAP 3 |
1, 2, 3, 4, 5, 6, 9, 10, 12 and 14 ShA01 and ShA02 |
NSDC NCC Developers |
Core Strategy Allocations & DM DPD |
Net Additional Dwellings per annum Planning Permission and Completions for employment, retail and community facilities Delivery of infrastructure as detailed in appendix D |
To seek to achieve 25% of housing completions in the defined Service Centres, over a rolling five year period. Detailed monitoring of housing, employment, retail and local infrastructure delivery to be established through the Allocations & Development Management DPD, To decrease traffic congestion and improve public transport |
ShAP4 |
1, 2, 3, 4, 5, 6, 8, 9, 10, 12 and 14 ShA01 and ShA02 |
NSDC Developers Infrastructure Providers |
Core Strategy Development Management Process |
Submission of Planning applications Net Additional Dwellings per annum Gross affordable housing completions Mix of tenure of new affordable housing Amount of additional employment floorspace by type Employment land available – by type on the strategic sites Planning permission and completions of retail and local community uses. |
Planning permission granted for the strategic site by end of 2017/18 To develop the strategic site in line with the figures in the Housing Trajectory included at Appendix C To achieve 30% Affordable Housing of new development on qualifying sites. To seek to achieve the following tenure mix of Affordable Housing, on average, over a rolling five year period: 60% social rented/affordable rented housing 40% affordable home ownership products To develop 10 ha of employment land over the plan period To be developed in accordance with Masterplan approved as part of planning permission. To work with partners and produce an Air Quality SPD by 2019/2020 |
MFAP1 |
1, 2, 3, 5, 6, 9, 12 and 14 MFA01 and MFA02 |
NSDC NCC Developers Infrastructure Providers |
Core Strategy Allocations & DM DPD Nottinghamshire Local Transport Plan |
Net Additional Dwellings per annum Planning Permission and Completions for employment and community facilities along with proposals for key regeneration sites Delivery of infrastructure as detailed in Appendix D |
To seek to achieve 10% of housing completions in the defined Service Centres in Rainworth and 25% in Clipstone, over a rolling five year period. 20% of the Principal Villages completion should be in Blidworth over a rolling five year period. Detailed monitoring of employment, community facilities and key regeneration sites to be established through the Allocations and Development Management DPD To improve the provision of education, health and utilities within the Mansfield Fringe Area. |
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