Where are we now? Where do we want to be and why? Cornwall Council’s Strategic Theme Now Current Activity Planned Activity Ambitious Cornwall Cornwall needs growth; more public infrastructure and a higher consistent standard of new development but this must be balanced against residents’ perceptions that the identity of Cornwall’s environment is being diluted. We have an ambition to be the most environmentally sustainable local planning authority in the UK by 2020. We need to create beautiful places which offer a wide range of employment, a mix of housing, zero carbon design, sustainable transport, parking and local food growing. We need to take greater control of local development through partnership agreements, joint ventures and forward funding of infrastructure delivery, using Compulsory purchase if necessary. Cornwall housing investment programme Cornwall Infrastructure Board Establish a Cornwall Land Commission (Innovation & Growth) Greater policy controls over speculative development (Innovation & Growth/Housing Delivery (SI)) Small sites revolution for and custom build We need to set a framework for Cornwall’s growth with place based masterplans and development briefs. All significant sites we plan and significant sites sold by the public sector shall have planning briefs/ concept statements to get both social and commercial outcomes. Continue discussions with the Department for Communities and Local Government (DCLG) on identifying and implementing new garden villages (as per the White Paper), preparing for the next Local Plan requirements in addition to greater rights that would aid the delivery of developments We need to find ways of maintaining public infrastructure in a financially sustainable way. We need to learn from Europe and our garden cities and new towns and take on a stronger role in creating communities by identifying land for development, master planning,
engagement not consultation. Partners working together The public sector has little control over the quality or delivery of housing growth in the current planning system, which concentrates on allocations, criteria based policy and private sector delivery. The lack of a Local Plan to manage and shape growth and a five year housing land supply to meeting housing growth needs led to speculative development in Cornwall. This hasn’t actually increased the supply of new homes built but has meant that infrastructure provision appears piecemeal rather than strategically planned. This means there is a tendency to deliver housing estates rather than communities. We need to work with partners to deliver the Local Plan, strengthen our housing partnership and collaborate on infrastructure. Adoption of mandatory training programme and refresher training programme Use committee venues that allow for collaboration and enable the best decision making Work with developers on a Viability Supplementary Planning Document for Cornwall Work nationally with LABC/RIBA to provide better design and advice Build on the visit to Kingston upon Thames by visiting other places to learn from their balance between strategic planning and taking account of local concerns Plan an Investor/Member/ Officer conference Hold regular Member/investor/business meetings Re-design the Developer’s Forum with greater Member engagement and public transparency Work with the RIBA to raise quality Work with the Town and Country Planning Association (TCPA) and other international partners to embed green infrastructure in our developments (Policy inc links with Innovation & Growth) Continue to work with DCLG, HCA and CEG (go to Housing Service) Healthier communities Building Control service Dangerous Structures service Building Control to market Fire Risk Assessments on all
How will we know when we get there? Our Key Indicators: Indicator code Indicator title/description Reported at: 2017/18 target 2020/21 target Current strategic and critical performance indicators % of major planning applications decided in time by type Quarterly 85% 85% PESCPI01a % of planning appeals where the Council has an award of costs made against it by the Planning Inspectorate 5% <3% PESCPI01 % of planning appeals successfully defended (nb. The target for 2020/2021 has not been set due to an expectation of a change in attitude towards a more permissive approval regime which is expected to result in less appeals.) 65% Increase the % of total electricity usage that is generated locally from renewable sources to 30% (see ) (nb. This will increase yearly with a view of reaching 100% by 2030). CLT/ Cabinet Quarterly 35% 39% All other performance indicators % of Neighbourhood Plans adopted against target DLT 100% % of planning applications decided in time by type (Major; Minor; Others) Quarterly Approval rate of planning applications by type (Major; Minor; Others) Quarterly Completion of % of all Local Authority searches within 5 working days SMT 60% % of planning applications validated within 6 days of receipt SMT & DMMT Monthly 80% % of Building Control customer satisfaction through providing a quality service SMT The Cornwall Monitoring Report covers the period from 1 April to 31 March each year. It tracks the progress of the Development Plan Documents (DPDs) against the timetable as set out in the and also sets N/A