New Local Plan: Spatial Options Document 2021
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New Local Plan: Spatial Options Document 2021
Q35. With reference to the options above, or your own options, how can we address the need for sufficient and accessible community infrastructure through the plan?
Respondent: Mid and South Essex Health and Care Partnership
Representation Summary:
The structure of healthcare bodies in Mid and South Essex changing. Separate clinical commissioning groups are coming together in an integrated care body which will be part of an integrated care system with other health and social care partners. It is therefore requested that the reference to the Castle Point and Rochford Clinical Commissioning Group is removed.
It is suggested that the ‘Healthcare Facilities’ text on page 57 of the consultation document is replaced by:
"With a growing and ageing population, provision of health and community facilities and services within the district is going to become even more important. There is a need to provide health care facilities that meet existing and future needs, including those arising from the population growth across the plan period. There are currently 10 GP practices in Rochford and the average list size is around 9,500 patients.
The shape of healthcare delivery in Mid and South Essex is also changing. As well as increasing capacity in all three hospitals in Mid and South Essex, the health and care partnership is aiming to invest in and support GP practices to work together to provide joined up care, building activities in prevention, helping people at an earlier stage and avoiding serious illness. These priorities will require healthcare hubs that can host a wider
range of healthcare services including diagnostics and early intervention services; support a move to improved digital services and provide capacity for drop-in and wellbeing services. These will be established through a combinationFigure 16 – Typical Levels of Growth required to Deliver Infrastructure
It is important to note that the level of growth required to deliver a primary healthcare centre given is, as the title indicates, only typical. There are circumstances where a new facility would be triggered by a development of less than 3,500 additional dwellings and others where 3,500 new dwellings would not result in the provision of a new healthcare facility. of refurbishment and/or extension of existing facilities; sharing of facilities; and new build projects."
Full text:
Thank you for consulting Castle Point and Rochford Clinical Commissioning Group (the CCG) on the Rochford New Local Plan: Spatial Options Consultation paper 2021. The CCG and the Mid and South Essex Health and Care Partnership (HCP) welcome the
opportunity to provide comments on the consultation document. The focus of the comments is on the document’s approach to health and wellbeing and, the provision for healthcare facilities.
Draft vision
It is noted that the draft vision for Rochford in 2050 makes references to achieving a network of infrastructure including health as well social and green infrastructure, enabling residents to work locally and have many accessible and high quality open spaces including coastline that residents can enjoy. These ambitions will promote the health and wellbeing of our population and are supported.
Draft Strategic Priorities and Objectives
The strategic priorities to meet the need for homes and jobs in the area; to provide for retail, leisure and other commercial development, infrastructure and climate change mitigation and adaptation are supported. Amendments are suggested to strengthen the strategic objectives that support these priorities.
Strategic objective 2: The stated objective is to plan for a mix of homes needed to support current and future residents, in particular viably addressing affordability issues and supporting our ageing population. The objective is supported; access to quality housing is one of the wider determinants of health.
Reference could be drawn from the Lifetime Homes standard to ensure that homes make life as easy as possible for as long as possible, providing accessible and
adaptable accommodation for everyone, from young families to older people and individuals with a temporary or permanent physical impairment. This approach should,
over time, allow older people to stay in their own homes for longer and reduce the need for home adaptations.
It is also important to recognise the housing needs of younger members of the population and to address the challenges of entering the housing market. In addition,
the ability of health and social care workers to access the housing market should be considered when addressing the affordability of housing. A local health and care
workforce, as well as built and digital infrastructure, is needed to successfully deliver services for the benefit of our population.
Strategic objective 3: Economic wellbeing is a wider determinant of health and so objectives to deliver more local jobs such as strategic objective 3 are supported.
Strategic objective 4: In addition to allocating land for employment development, provision should be made to enable working from home, which has the benefits of
reducing travel. Houses should be of sufficient size and flexible designs to accommodate this option.
Strategic objective 7: The scope of this objective could be extended from the town centres in Rayleigh, Hockley and Rochford meeting local niche shopping and leisure
needs to include a broader range of activities. These could include shared workspaces for local businesses, community cafes and drop-in facilities for early intervention health services, which would support health and wellbeing of the population.
Strategic objective 8: This objective could include improvement of village and neighbourhood centres to enable the delivery of some health services such as
vaccination centres and drop-in facilities. This would benefit the health and wellbeing of residents and reduce the need to travel.
Strategic Objective 11: Encouraging walking and cycling and so levels of physical activity is supported. Ensuring that our population is well served by public transport is
important to achieving equal access to healthcare services and is important both in new developments and to link established and new developments.
Strategic objective 14: The CCG and HCP welcome the inclusion of strategic objective 14 and look forward to working with the Council and other partners to ensure that our population has access to good quality social and health and wellbeing services.
Strategic objective 15: The inclusion of a reference to older people in this objective is positive. However, it should be made clear that promoting healthy and active lifestyles, and improving physical and mental health and wellbeing, is important for people of all ages, including young people.
Strategic objective 23: Mitigating and adapting to climate change is supported. This objective should be amended to make it clear that those changes are current as well as
forecast and so require immediate action.
Figure 16 – Typical Levels of Growth required to Deliver Infrastructure
It is important to note that the level of growth required to deliver a primary healthcare centre given is, as the title indicates, only typical. There are circumstances where a new facility would be triggered by a development of less than 3,500 additional dwellings and others where 3,500 new dwellings would not result in the provision of a new healthcare facility.
Spatial Strategy Options
Additional healthcare capacity will be needed to provide primary care services to meet the needs of new residents in each of the spatial strategy options. How this additional capacity is achieved will need to be the subject of discussion
informed by more detail about the scale and location of development. New facilities are one option but may not be the most appropriate solution in all cases. Increased capacity through reconfiguration and/or extension of existing premises will also be considered.
It is requested that the wording in the ‘This strategy could deliver…’ text boxes on pages 30, 31 and 32 be amended from ‘…new medical facilities…’ to ‘additional medical facility capacity’. This is to clarify that new facilities will not necessarily be delivered in relation
to all growth whether through urban extensions, concentrated growth or a balanced combination of the options presented.
Further information about the scale and location of developments in the options presented would be needed to form any preference for a particular spatial strategy. The Health and Care Partnership would welcome discussions with the Council and further involvement in development of the local plan strategy to ensure that healthcare needs are properly addressed.
Question 9 – It is agreed that a sequential approach should be taken, and development should be located away from areas at risk of flooding. The HCP would not support the provision of healthcare premises in areas of high flood risk.
Question 10 – The Coastal Protection Belt and Upper Roach Valley should be safeguarded from development as they are a valuable resource to help residents
maintain good physical and mental health.
Question 11 – The principle of requiring developments to source energy from low-carbon and renewable sources in supported. Care should be taken to ensure other important resources, such as landscape are not compromised as a consequence.
Question 12 – Yes, developments should be striving for the highest energy efficiency standards. New NHS buildings are being designed to standards higher than the building regulations in the drive to achieve net-zero carbon developments.
Place-making and design
The inclusion of a place-making charter for Rochford in the Local Plan is supported. It should secure high quality buildings and built environments as well as green and blue spaces; encourage active travel; make provision for local/community food production; and require accessible and adaptable homes. It is also important that existing
communities and new developments, including for our travelling communities, are successfully integrated with easy active travel options and public transport between
them. This approach will help to ensure that development has positive impacts on the health and wellbeing of all of our residents
Healthcare facilities
The structure of healthcare bodies in Mid and South Essex changing. Separate clinical commissioning groups are coming together in an integrated care body which will be part of an integrated care system with other health and social care partners. It is therefore requested that the reference to the Castle Point and Rochford Clinical Commissioning Group is removed.
It is suggested that the ‘Healthcare Facilities’ text on page 57 of the consultation document is replaced by:
With a growing and ageing population, provision of health and community facilities and services within the district is going to become even more important. There is a need to
provide health care facilities that meet existing and future needs, including those arising from the population growth across the plan period. There are currently 10 GP practices in Rochford and the average list size is around 9,500 patients.
The shape of healthcare delivery in Mid and South Essex is also changing. As well as increasing capacity in all three hospitals in Mid and South Essex, the health and care partnership is aiming to invest in and support GP practices to work together to provide
joined up care, building activities in prevention, helping people at an earlier stage and
avoiding serious illness. These priorities will require healthcare hubs that can host a wider
range of healthcare services including diagnostics and early intervention services; support
a move to improved digital services and provide capacity for drop-in and wellbeing services. These will be established through a combination of refurbishment and/or extension of existing facilities; sharing of facilities; and new build projects. The Health and Care partnership is pleased to have to opportunity to respond to the Rochford Local Plan consultation and requests ongoing engagement in development of the plan.
New Local Plan: Spatial Options Document 2021
Q36. With reference to your preferred Strategy Option, are there opportunities for growth to deliver new or improved community infrastructure?
Respondent: Mid and South Essex Health and Care Partnership
Representation Summary:
Additional healthcare capacity will be needed to provide primary care services to meet the needs of new residents in each of the spatial strategy options.
How this additional capacity is achieved will need to be the subject of discussion informed by more detail about the scale and location of development. New facilities are
one option but may not be the most appropriate solution in all cases. Increased capacity through reconfiguration and/or extension of existing premises will also be considered.
It is requested that the wording in the ‘This strategy could deliver…’ text boxes on pages 30, 31 and 32 be amended from ‘…new medical facilities…’ to ‘additional medical facility capacity’. This is to clarify that new facilities will not necessarily be delivered in relation
to all growth whether through urban extensions, concentrated growth or a balanced combination of the options presented.
Further information about the scale and location of developments in the options presented would be needed to form any preference for a particular spatial strategy. The Health and Care Partnership would welcome discussions with the Council and further involvement in development of the local plan strategy to ensure that healthcare needs are properly addressed.
Full text:
Thank you for consulting Castle Point and Rochford Clinical Commissioning Group (the CCG) on the Rochford New Local Plan: Spatial Options Consultation paper 2021. The CCG and the Mid and South Essex Health and Care Partnership (HCP) welcome the
opportunity to provide comments on the consultation document. The focus of the comments is on the document’s approach to health and wellbeing and, the provision for healthcare facilities.
Draft vision
It is noted that the draft vision for Rochford in 2050 makes references to achieving a network of infrastructure including health as well social and green infrastructure, enabling residents to work locally and have many accessible and high quality open spaces including coastline that residents can enjoy. These ambitions will promote the health and wellbeing of our population and are supported.
Draft Strategic Priorities and Objectives
The strategic priorities to meet the need for homes and jobs in the area; to provide for retail, leisure and other commercial development, infrastructure and climate change mitigation and adaptation are supported. Amendments are suggested to strengthen the strategic objectives that support these priorities.
Strategic objective 2: The stated objective is to plan for a mix of homes needed to support current and future residents, in particular viably addressing affordability issues and supporting our ageing population. The objective is supported; access to quality housing is one of the wider determinants of health.
Reference could be drawn from the Lifetime Homes standard to ensure that homes make life as easy as possible for as long as possible, providing accessible and
adaptable accommodation for everyone, from young families to older people and individuals with a temporary or permanent physical impairment. This approach should,
over time, allow older people to stay in their own homes for longer and reduce the need for home adaptations.
It is also important to recognise the housing needs of younger members of the population and to address the challenges of entering the housing market. In addition,
the ability of health and social care workers to access the housing market should be considered when addressing the affordability of housing. A local health and care
workforce, as well as built and digital infrastructure, is needed to successfully deliver services for the benefit of our population.
Strategic objective 3: Economic wellbeing is a wider determinant of health and so objectives to deliver more local jobs such as strategic objective 3 are supported.
Strategic objective 4: In addition to allocating land for employment development, provision should be made to enable working from home, which has the benefits of
reducing travel. Houses should be of sufficient size and flexible designs to accommodate this option.
Strategic objective 7: The scope of this objective could be extended from the town centres in Rayleigh, Hockley and Rochford meeting local niche shopping and leisure
needs to include a broader range of activities. These could include shared workspaces for local businesses, community cafes and drop-in facilities for early intervention health services, which would support health and wellbeing of the population.
Strategic objective 8: This objective could include improvement of village and neighbourhood centres to enable the delivery of some health services such as
vaccination centres and drop-in facilities. This would benefit the health and wellbeing of residents and reduce the need to travel.
Strategic Objective 11: Encouraging walking and cycling and so levels of physical activity is supported. Ensuring that our population is well served by public transport is
important to achieving equal access to healthcare services and is important both in new developments and to link established and new developments.
Strategic objective 14: The CCG and HCP welcome the inclusion of strategic objective 14 and look forward to working with the Council and other partners to ensure that our population has access to good quality social and health and wellbeing services.
Strategic objective 15: The inclusion of a reference to older people in this objective is positive. However, it should be made clear that promoting healthy and active lifestyles, and improving physical and mental health and wellbeing, is important for people of all ages, including young people.
Strategic objective 23: Mitigating and adapting to climate change is supported. This objective should be amended to make it clear that those changes are current as well as
forecast and so require immediate action.
Figure 16 – Typical Levels of Growth required to Deliver Infrastructure
It is important to note that the level of growth required to deliver a primary healthcare centre given is, as the title indicates, only typical. There are circumstances where a new facility would be triggered by a development of less than 3,500 additional dwellings and others where 3,500 new dwellings would not result in the provision of a new healthcare facility.
Spatial Strategy Options
Additional healthcare capacity will be needed to provide primary care services to meet the needs of new residents in each of the spatial strategy options. How this additional capacity is achieved will need to be the subject of discussion
informed by more detail about the scale and location of development. New facilities are one option but may not be the most appropriate solution in all cases. Increased capacity through reconfiguration and/or extension of existing premises will also be considered.
It is requested that the wording in the ‘This strategy could deliver…’ text boxes on pages 30, 31 and 32 be amended from ‘…new medical facilities…’ to ‘additional medical facility capacity’. This is to clarify that new facilities will not necessarily be delivered in relation
to all growth whether through urban extensions, concentrated growth or a balanced combination of the options presented.
Further information about the scale and location of developments in the options presented would be needed to form any preference for a particular spatial strategy. The Health and Care Partnership would welcome discussions with the Council and further involvement in development of the local plan strategy to ensure that healthcare needs are properly addressed.
Question 9 – It is agreed that a sequential approach should be taken, and development should be located away from areas at risk of flooding. The HCP would not support the provision of healthcare premises in areas of high flood risk.
Question 10 – The Coastal Protection Belt and Upper Roach Valley should be safeguarded from development as they are a valuable resource to help residents
maintain good physical and mental health.
Question 11 – The principle of requiring developments to source energy from low-carbon and renewable sources in supported. Care should be taken to ensure other important resources, such as landscape are not compromised as a consequence.
Question 12 – Yes, developments should be striving for the highest energy efficiency standards. New NHS buildings are being designed to standards higher than the building regulations in the drive to achieve net-zero carbon developments.
Place-making and design
The inclusion of a place-making charter for Rochford in the Local Plan is supported. It should secure high quality buildings and built environments as well as green and blue spaces; encourage active travel; make provision for local/community food production; and require accessible and adaptable homes. It is also important that existing
communities and new developments, including for our travelling communities, are successfully integrated with easy active travel options and public transport between
them. This approach will help to ensure that development has positive impacts on the health and wellbeing of all of our residents
Healthcare facilities
The structure of healthcare bodies in Mid and South Essex changing. Separate clinical commissioning groups are coming together in an integrated care body which will be part of an integrated care system with other health and social care partners. It is therefore requested that the reference to the Castle Point and Rochford Clinical Commissioning Group is removed.
It is suggested that the ‘Healthcare Facilities’ text on page 57 of the consultation document is replaced by:
With a growing and ageing population, provision of health and community facilities and services within the district is going to become even more important. There is a need to
provide health care facilities that meet existing and future needs, including those arising from the population growth across the plan period. There are currently 10 GP practices in Rochford and the average list size is around 9,500 patients.
The shape of healthcare delivery in Mid and South Essex is also changing. As well as increasing capacity in all three hospitals in Mid and South Essex, the health and care partnership is aiming to invest in and support GP practices to work together to provide
joined up care, building activities in prevention, helping people at an earlier stage and
avoiding serious illness. These priorities will require healthcare hubs that can host a wider
range of healthcare services including diagnostics and early intervention services; support
a move to improved digital services and provide capacity for drop-in and wellbeing services. These will be established through a combination of refurbishment and/or extension of existing facilities; sharing of facilities; and new build projects. The Health and Care partnership is pleased to have to opportunity to respond to the Rochford Local Plan consultation and requests ongoing engagement in development of the plan.
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