New Local Plan: Spatial Options Document 2021
Rochford in 2050
It is a legal requirement for local authorities to identify the strategic priorities for their area in their development plan documents.
We feel it is important to take a longer-term vision-led approach to our new plan, helping to identify along the way how different strategy and policy choices can help us to achieve our vision. This vision is supported by a number of priorities and objectives that translate the vision into the key actions that we want to achieve in relation to different themes.
Previously we consulted on a draft vision as part of our Issues and Options consultation. We feel that this vision remains broadly appropriate for the plan as it is progressing, however we have made a small number of minor changes to our priorities and objectives to reflect feedback and to give appropriate weight to new and different factors that have gained in importance since we started preparing our plan.
This draft vision and objectives relate back to a number of important issues, including the Council's Business Plan 2020-2023, an excerpt of which is included overleaf. This Business Plan includes a number of planning-related priorities, including maintaining, protecting and enhancing green spaces, increasing the standard and availability of affordable housing, achieving and investing in sustainable town centres and high streets.
Figure 13 and the following tables show the Council's vision, strategic priorities and objectives for the plan.
Draft Vision
At the heart of our new Local Plan needs to be a vision, setting out the place we want Rochford to be in the future time. Whilst the new Local Plan will only set a strategy to 2040, we want to set a longer-term vision to 2050 to provide consistency and ambition in our future policy. We are also considering adopting a range of settlement-based visions to help apply the district-wide vision and objectives into a more localised setting, allowing the different needs and priorities of our different communities to be drawn out. We have prepared draft settlement visions as part of this consultation and have included a question in each of the settlement profiles asking you what you feel needs to be included in the vision for that settlement.
Our Draft Vision for Rochford in 2050
“Rochford District will be a green and pleasant place with a focus on business and high quality homes supported by accessible and responsive services and facilities, creating healthy and sustainable communities.”
Our Society
We have an extensive social, health, physical and green infrastructure network across our district which has been enhanced to support our changing population, and delivers health, well being and quality of life benefits for our residents. We have made efficient and effective use of suitable and available land to deliver new homes and jobs, focussing on delivering previously developed land first as a priority, including making appropriate use of our own public assets. We have ensured the delivery of a wide size and tenure of new homes which meets the needs of residents, and is supported by a range of infrastructure necessary to mitigate potential impacts on communities. We have worked with Essex County Council and other infrastructure and service providers to ensure that appropriate facilities and digital networks are delivered to support strong and sustainable communities, and provide residents and visitors with choice about how they live, work and travel.
Our Economy
We have made the most of our easy access to London, close proximity to neighbouring commercial hubs and the connectivity provided by London Southend Airport to become a key destination to do business. We have also supported the delivery of a leading regional centre in the science, medical and technology sectors at the Airport Business Park. We have worked with Essex County Council and other infrastructure and service providers to deliver meaningful improvements to areas of concern to businesses. We will be recognised as an entrepreneurial and enterprising area, continuing to build on our existing strengths to nurture and support our start-up, small and medium sized businesses and strengthening our rural economy through enabling diversification of activities to provide a viable green tourism offer. We have vibrant and distinctive town and villages centres that continue to meet the shopping and leisure needs of our residents. We have invested in our local education facilities and skills development to enable residents to work locally and reduce the pressure on our transport infrastructure.
Our Environment
We continue to be recognised as a largely rural area, with many accessible and high quality open spaces and significant stretches of coastline providing attractive and accessible leisure opportunities throughout our district along the rivers Crouch and Roach for our residents and visitors to enjoy. We have supported the development of the RSPB’s Wallasea Island Wild Coast Project as the largest and most significant wetland project in Europe. We have protected and, where possible, enhanced our built, historic and natural environment, providing a network of locally, nationally and internationally important assets that are valued. We have retained our open character and extensive Metropolitan Green Belt designation, whilst providing for the needs of future communities, as far as possible. We have ensured that new homes and commercial premises respect local character and distinctiveness, are built to lifetime carbon neutral and high-quality design standards, and incorporate measures to adapt to the impacts of climate change.
Draft Strategic Priorities and Objectives
A total of 23 strategic plan objectives have been identified across five main strategic priorities. These priorities and objectives will help to direct decisions through the plan, by distilling our vision into a range of thematic 'tests'. National policy is clear that strategic priorities should be used to direct the formulation of strategic policies within the plan, with priorities that are non-strategic being reserved for non-strategic policies.
Strategic Priority 1: Meeting the need for homes and jobs in the area |
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Strategic Priority 2: Making suitable and sufficient provision for retail, leisure and other commercial development |
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Strategic Priority 3: Making suitable and sufficient provision of infrastructure for transport, telecommunications, waste management, water supply, wastewater, flood risk and coastal change management, and the provision of minerals and energy (including heat) |
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Strategic Priority 4: Making suitable and sufficient provision of health, security, community and cultural infrastructure and other local facilities |
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Strategic Priority 5: Making suitable and sufficient provision for climate change mitigation and adaptation, conservation and enhancement of the natural and historic environment, including landscape |
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