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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.